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Body of Knowledge:
Appraising PPP Projects
The procurement of a PPP project represents Value for Money when — compared to a public sector procurement option — it delivers higher net economic benefits to society, taking into consideration the whole-life costs of the project.
The purpose of a Value for Money (VfM) assessment is to indicate if...
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Body of Knowledge:
Establishing a PPP Framework
Thus far the discussion has assumed that a government is creating a framework to guide its own actions. However, where there are multiple levels of government, and there may be instances when one level may wish to empower, influence, or control a lower level of government. In federal systems,...
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Media:
Blog posts
The PPP Professional Certification, the CP3P, is an extraordinary tool that enables professionals in infrastructure segments around the world to have a common language for terms involved in structuring and managing a Public-Private Partnership (PPP) project. Support for standardizing the process of...
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Body of Knowledge:
Establishing a PPP Framework
Projects can be identified and championed by the procuring authority or central authorities. The procuring authority is the public party to the PPP contract. The procuring authority is responsible for conducting the PPP deal and managing the PPP contract. This role typically falls to the entity...
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Introduction
The PPP Certification Program Guide, referred to as the PPP Guide draws upon the work of many people. We are particularly grateful to the following groups of contributors;
The team of authors, who drafted the PPP Guide and conducted an internal review;
The external review panel...
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Body of Knowledge:
Appendix Bid Preparation and Submittal the private sector perspective
Following on from a successful PPP project screening, and once partnerships have been formed between like-minded organizations in the consortium (see section 6.4), the two main activities that the consortium will carry out are preparing the response to the procuring authority’s RFP and making the...
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Media:
News
LONDON, June 20, 2016—APMG International just launched the new APMG Public-Private Partnerships (PPPs) Certification Program. The Certification Program has been developed to establish good practices across the globe for professionals working on PPPs.
Responding to the need to enhance knowledge...
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Media:
Blog posts
This month K-Infra ran classroom training for the APMG PPP Certification Program for the first time.
The course content was delivered in Madrid by Andres Rebollo, Lead Author of the PPP Program Guide and CEO at K-Infra. Andres is very pleased to report that every candidate that sat the exam at the...
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Media:
News
The first CP3P Professional level training course (Preparation level) in Russian language was organised by IFC, and delivered by PPP Experts Ltd,to the PPP Development Agency Ministry of Finance of the Republic of Uzbekistan.
Sarvar Tilabov, Leading Specialist, PPP Development Agency Ministry of...
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Body of Knowledge:
Establishing a PPP Framework
The process starts with project origination, typically following the same or using a similar process as for originating public sector investment projects, while screening projects for their potential suitability as PPPs. Screening at this stage is usually indicative, limited to the information...
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Body of Knowledge:
Structuring and Drafting the Tender and Contract
As in any complex contract, especially those of a long-term nature, it is not possible to foresee every event that may happen and affect a PPP contract. Therefore, changes will happen and this can often lead to disputes.
Also, it is logical that some provisions in the contract may require...
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Body of Knowledge:
PPP Introduction and Overview
Box 1.20 provides a summary of the main recommendations regarding PPPs as potential options to procure public Infrastructure.
BOX 1.20: Dos and Don’ts
Do
Don’t
EMDEs, LDCs: Adapt the PPP strategy to your political, social and economic context under principles of realism and prudence...
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Body of Knowledge:
Operations and Handback
Variation management is closely connected with PPP agreement management and relates to the creation of mechanisms to enable changes to the PPP agreement. Such changes may be necessary as a result of a change in circumstances that could not be anticipated or quantified when the PPP agreement was...
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Body of Knowledge:
Operations and Handback
2.1. Importance of Contract Management and Monitoring
The previous chapter (sections 3 and 4) explained the importance of: the contract management and monitoring; providing for the governance, structure and function of contract management; and the contract management team. The principles of the...
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Body of Knowledge:
Establishing a PPP Framework
Most governments have rules for approving capital investment projects that is, defining who can give approval at various points in the life of the project for the project to proceed to the next phase. Because PPPs often do not require capital investment by the government, they may not automatically...
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Media:
Blog posts
Since 2004, Brazil have steadily introduced an impressive number of Public-Private Partnership (PPP) projects to combat the effect of the financial crisis in the early 2000s. This progression has enabled Brazil to better manage public interests and services by private investors. The steady incline...
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Body of Knowledge:
Strategy Delivery and Commissioning
One of the common questions asked about PPPs is why, despite the great development of standardized PPP contracts, so many PPP contracts are varied or amended during their term. With standardization in all areas of PPP project development and implementation, why would any form of change or amendment...
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Body of Knowledge:
Strategy Delivery and Commissioning
4.3.1. Process for Planning of Administrative Process
Management and control of risk is one of the most important factors during the PPP life cycle. Properly implemented administrative processes are imperative for effective risk management. However, the planning and establishment of...
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Body of Knowledge:
PPP Introduction and Overview
A project may fail for many reasons. A good number of them are naturally related to the PPP characteristics and even to the essence of the project itself. Many risks which can affect a project are unavoidable (typically force majeure, and a broader category sometimes known as unforeseen...
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Media:
News
Since 1990 China has committed $193,701 billion to PPPs and has 1,655 projects reaching financial closure. PPPs in China are amongst the most ambitious in the world, enabling the successful delivery of complex projects inluding Guangzhou-Shenzhen Superhighway, Zhangzhou Houshi Power Plant and the...
