1) The document outlines 7 1/2 keys to successful public-private partnerships (PPPs) from the perspective of a public agency. These include understanding PPP capabilities and limitations, building early stakeholder consensus, pairing the right project with the right deal structure, clearly outlining requirements while allowing private sector creativity, marketing the project to potential partners, conducting a fair proposal review process, providing clear project documentation, and respecting the time and resources private partners invest in proposals.
2) Successful PPPs balance protecting public interests with attracting private participation and competition. When executed well, PPPs bring private sector talents, resources, and innovation, but poor execution can fail the public.
3) The
The document analyzes Mongolia's policy, law, and regulations for public-private partnerships (PPP). According to the Infrascope index, which scores countries on their PPP environment, Mongolia had one of the lowest scores in Asia-Pacific in 2012 and 2014, indicating its environment was not very conducive for PPPs. While countries like Australia, the UK, and Korea had very high scores and ideal PPP environments, Mongolia's score improved slightly but was still relatively low, showing it has an emerging but not fully developed PPP framework. The document recommends evaluating Mongolia's PPP laws and regulations to identify ways to further intensify effective PPP development in the country.
Quantity Surveyor’s Impact: A Panacea to achieving Critical Success Factors i...inventionjournals
Public-Private-Partnership (PPP) is an innovative infrastructure procurement system aimed at providing unique opportunities in the development and funding of public infrastructure facilities.The procurement system ranges from simple contracting of services to the involvement of private sector in financing, design, construction, operation and maintenance of infrastructure. However, organising PPP is not an easy task due to its complexity and long term contractual obligagtions that requires the involvement of stakeholders and professionals for its successful implementation. Procurement procedure under PPP is very complicated and more costly and time consuming than the traditional procurement approach. Therefore the need to address the roles of the Quantity Surveyor in providing the total cost and procurement management has been recognized and become necessary in developing effiecient and effective sustainable PPP projects. Although many studies show that there has been no comprehensive study on the roles of the Quantity Surveyor in PPP concession projects which therefore indicate a knowledge gap in this particular area of the study. Hence, the aim of this paper is to explore the roles of professional Quantity Surveyor in achieving the critical success factors (CSF)for PPPconcession projects. Findings in the study have shown that Quantity Surveyor has a great role to play in achieving the Critical Success Factors (CSF) for PPP concession projects in the areas of:detailed feasibility study; compititive financial proposal; effective procurement management; preliminary qualification evaluation & tendering phase; solid revenue & cost estimate; proper partner’s selection criteria; and solid financial packaging. Findings from the study further revealed that the PPP contractual arrangement offers the primary role of a professional Quantity Surveyor within the PPP concept leading to the selection of the right concessionaire through: request for expression of interest, qualifications, proposals; negotiation with preferred bidders; and evaluation methods & criteria and also in the performance evaluation of the entire development and delivery process within the project objectives.
This document provides an introduction and overview for the publication "Rethinking Infrastructure: Voices from the Global Infrastructure Initiative". It summarizes that the Global Infrastructure Initiative brings together leaders from various disciplines related to infrastructure to address the global need for infrastructure investment. It introduces the themes and chapters covered in the publication, which include winning public consent for infrastructure projects, financing and ownership models, improvements in infrastructure design, and issues around new infrastructure in emerging economies like China. The introduction sets up the publication as a collection of thought-provoking perspectives from industry experts on challenges and potential solutions regarding developing sustainable and productive infrastructure worldwide.
A Public-Private Partnership (PPP) is a contractual agreement between a public agency (federal, state or local) and a private sector entity. Through this agreement, the skills and assets of each sector (public and private) are shared in delivering a service or facility for the use of the general public. In addition to the sharing of resource, each party shares in the risks and rewards potential in the delivery of the service and/or facility
Objective: this study intends to compile and track quarterly relevant information on the main PPP projects around the world, especially investment volumes, geographies and sectors.
We are delighted to present the second quarterly edition of our “Global PPP Report”, a review of the PPP projects recorded in InfraPPP’s proprietary database. The investment volumes and the number of projects presented in this report are not exhaustive, and correspond exclusively to the PPP projects of which we keep track. The investment volumes are approximate and extracted from publicly available information. This is a top level business review based on InfraPPP’s knowledge of infrastructure projects planned and executed through Public Private Partnership (“PPP”) schemes globally. We have used publicly available data from the projects and the companies sponsoring them, and we can not be liable for any judgment or opinion stated in this document. Likewise, we can not be liable for any mistake or misunderstanding stemming from the use of this information.
The Impact of the Financial Crisis on Public Private Partnerships
Filip Drapak, Senior PPP Specialist, World Bank
Public Private Partnerships have been an innovative technique to fund large government projects. How the financial crisis has changed this approach will be the subject of this discussion.
A public–private partnership (PPP) is a government service or private business venture which is funded and operated through a partnership of government and one or more private sector companies
The PPP projects are good as it do not put financial implications on union and states and creating better infrastructural facilities to the people
The document analyzes Mongolia's policy, law, and regulations for public-private partnerships (PPP). According to the Infrascope index, which scores countries on their PPP environment, Mongolia had one of the lowest scores in Asia-Pacific in 2012 and 2014, indicating its environment was not very conducive for PPPs. While countries like Australia, the UK, and Korea had very high scores and ideal PPP environments, Mongolia's score improved slightly but was still relatively low, showing it has an emerging but not fully developed PPP framework. The document recommends evaluating Mongolia's PPP laws and regulations to identify ways to further intensify effective PPP development in the country.
Quantity Surveyor’s Impact: A Panacea to achieving Critical Success Factors i...inventionjournals
Public-Private-Partnership (PPP) is an innovative infrastructure procurement system aimed at providing unique opportunities in the development and funding of public infrastructure facilities.The procurement system ranges from simple contracting of services to the involvement of private sector in financing, design, construction, operation and maintenance of infrastructure. However, organising PPP is not an easy task due to its complexity and long term contractual obligagtions that requires the involvement of stakeholders and professionals for its successful implementation. Procurement procedure under PPP is very complicated and more costly and time consuming than the traditional procurement approach. Therefore the need to address the roles of the Quantity Surveyor in providing the total cost and procurement management has been recognized and become necessary in developing effiecient and effective sustainable PPP projects. Although many studies show that there has been no comprehensive study on the roles of the Quantity Surveyor in PPP concession projects which therefore indicate a knowledge gap in this particular area of the study. Hence, the aim of this paper is to explore the roles of professional Quantity Surveyor in achieving the critical success factors (CSF)for PPPconcession projects. Findings in the study have shown that Quantity Surveyor has a great role to play in achieving the Critical Success Factors (CSF) for PPP concession projects in the areas of:detailed feasibility study; compititive financial proposal; effective procurement management; preliminary qualification evaluation & tendering phase; solid revenue & cost estimate; proper partner’s selection criteria; and solid financial packaging. Findings from the study further revealed that the PPP contractual arrangement offers the primary role of a professional Quantity Surveyor within the PPP concept leading to the selection of the right concessionaire through: request for expression of interest, qualifications, proposals; negotiation with preferred bidders; and evaluation methods & criteria and also in the performance evaluation of the entire development and delivery process within the project objectives.
This document provides an introduction and overview for the publication "Rethinking Infrastructure: Voices from the Global Infrastructure Initiative". It summarizes that the Global Infrastructure Initiative brings together leaders from various disciplines related to infrastructure to address the global need for infrastructure investment. It introduces the themes and chapters covered in the publication, which include winning public consent for infrastructure projects, financing and ownership models, improvements in infrastructure design, and issues around new infrastructure in emerging economies like China. The introduction sets up the publication as a collection of thought-provoking perspectives from industry experts on challenges and potential solutions regarding developing sustainable and productive infrastructure worldwide.
A Public-Private Partnership (PPP) is a contractual agreement between a public agency (federal, state or local) and a private sector entity. Through this agreement, the skills and assets of each sector (public and private) are shared in delivering a service or facility for the use of the general public. In addition to the sharing of resource, each party shares in the risks and rewards potential in the delivery of the service and/or facility
Objective: this study intends to compile and track quarterly relevant information on the main PPP projects around the world, especially investment volumes, geographies and sectors.
We are delighted to present the second quarterly edition of our “Global PPP Report”, a review of the PPP projects recorded in InfraPPP’s proprietary database. The investment volumes and the number of projects presented in this report are not exhaustive, and correspond exclusively to the PPP projects of which we keep track. The investment volumes are approximate and extracted from publicly available information. This is a top level business review based on InfraPPP’s knowledge of infrastructure projects planned and executed through Public Private Partnership (“PPP”) schemes globally. We have used publicly available data from the projects and the companies sponsoring them, and we can not be liable for any judgment or opinion stated in this document. Likewise, we can not be liable for any mistake or misunderstanding stemming from the use of this information.
The Impact of the Financial Crisis on Public Private Partnerships
Filip Drapak, Senior PPP Specialist, World Bank
Public Private Partnerships have been an innovative technique to fund large government projects. How the financial crisis has changed this approach will be the subject of this discussion.
A public–private partnership (PPP) is a government service or private business venture which is funded and operated through a partnership of government and one or more private sector companies
The PPP projects are good as it do not put financial implications on union and states and creating better infrastructural facilities to the people
The document discusses challenges faced by governments in public-private partnerships (PPPs). It notes that PPPs require the government to balance its roles as both regulator and partner. There is tension between complete control and ceding management to private partners. However, the key to success is properly allocating risks between parties. While transferring all risks to private partners may not be optimal, retaining too many risks can also undermine partnerships. Ultimately, the government must ensure public policy goals and transparency as the guardian of public assets, even while being an equitable partner.
Alejandro saenzcore digital artifact (resource)_june 23 2015Alejandro S. Core
Public Private Partnership (PPP) Memento - Key Concepts
PPPs are a legitimate funding tool for development and should be embraced by governments globally. However, it should be remembered that governments need to recognize that attracting PPP investment requires an extensive marketing process that highlights their PPP readiness, including institutional capacity to manage PPP projects, the existence of an enabling environment, transparent procurement processes, and a comprehensive risk management structure.
The document discusses public-private partnerships (PPPs) in various sectors in Bangladesh such as health, energy, and infrastructure development. It provides definitions and concepts of PPPs, highlighting key benefits like cost savings, access to private capital, and risk sharing. The health sector section notes that private providers are already playing an important role and that harnessing them will require changing roles and leadership from the Ministry of Health. It also discusses engaging NGOs in HIV/AIDS and lessons learned about effective partnerships through flexibility, trust, and enhancing self-awareness. Challenges to NGOs include technical capacity, competing priorities, and representation, but these can be addressed through diversified long-term funding and assessing primary and secondary
This document provides an economic framework for comparing public-private partnerships (PPPs) and conventional procurement for infrastructure projects. It discusses that PPPs have the potential to lower total project costs and improve quality through bundling project responsibilities and incentivizing private partners to minimize life-cycle costs. However, whether a PPP is preferable depends on project characteristics, the economic environment, and the public sponsor's ability to implement best practices. The document outlines steps public sponsors should take to understand a project and its context before deciding on a procurement method to maximize potential benefits.
This document provides a framework for creating successful public-private partnerships based on lessons learned from over 60 projects advised by IFC over 7 years. The framework identifies 3 key categories that determine PPP success: economics, politics, and execution. Under each category are specific lessons. For economics, projects must have sound economic fundamentals and an optimized partnership structure. For politics, projects require political champions and stakeholder support. For execution, a disciplined project management approach is needed to address complexity and timing challenges.
Ensuring community participation is key to inclusive economic growth and social reforms. A social equity model based on public-private partnerships that includes local communities as partners can help make growth more inclusive. Such a model establishes collaborative community structures on the ground to ensure social equity along with infrastructure growth. It leverages the public sector's delivery capabilities, private sector expertise, and creates an institutional structure to promote awareness. Financing is easier when the government, corporations and community all take part in the infrastructure value chain.
Public Private Partnerships - - Copy.docxPeterMutui1
This document discusses public-private partnerships (PPPs). It defines PPPs as agreements between governments and private companies to deliver public services or infrastructure projects. PPPs aim to leverage private sector expertise and financing to supplement traditional public sector investment. The document outlines different PPP models based on risk allocation and ownership. It also describes the key parties involved in PPPs, including governments, private investors, contractors, and a special purpose vehicle (SPV) company. Finally, it notes that PPPs have grown globally in recent decades and that Kenya has pursued several infrastructure projects using the PPP model through a dedicated PPP Directorate.
This document discusses public-private partnerships (PPPs). It defines PPPs as agreements between governments and private companies to deliver public services or infrastructure projects. PPPs aim to leverage private sector expertise and financing to supplement traditional public sector investment. The document outlines different PPP models based on risk allocation and ownership. It also describes the key parties involved in PPPs, including governments, private investors, contractors, and a special purpose vehicle (SPV) company. Finally, it notes that PPPs have grown globally in recent decades and that Kenya has pursued several infrastructure projects using the PPP model.
This document discusses public-private partnerships (PPPs). It defines PPPs as agreements between governments and private companies to deliver public services or infrastructure projects. PPPs aim to leverage private sector expertise and financing to supplement traditional public sector investment. The document outlines different PPP models based on risk allocation and ownership. It also describes the key parties involved in PPPs, including governments, private investors, contractors, and a special purpose vehicle (SPV) company. Finally, it notes that PPPs have grown globally in recent decades and that Kenya has pursued several infrastructure projects using the PPP model through a dedicated PPP Directorate.
Under the conventional approach, the government funds both the capital costs of construction upfront and the subsequent recurrent costs of operating and maintaining the facility. In contrast, the PPP approach transfers responsibility for upfront capital investment to the private sector, with the government instead paying for services delivered over the long-term life of the project based on pre-agreed performance standards. This shifts project risks and rewards to the private sector while allowing the government to spread costs over the life of the asset.
Under the conventional approach, the government funds both the capital costs of construction upfront and the subsequent recurrent costs of operating and maintaining the facility. In contrast, the PPP approach transfers responsibility for upfront capital investment to the private sector, with the government instead paying for services delivered over the long-term life of the project based on pre-agreed performance standards. This shifts project risks and rewards to the private sector while allowing the government to spread costs over the life of the asset.
The document introduces public-private partnerships (PPPs) and outlines their key advantages:
1) PPPs bring together the public and private sectors in a long-term relationship to deliver high-quality public services, with the private sector taking on more of a service provider role and the public sector focusing on regulation and procurement.
2) The private sector can exploit its commercial skills, practices, and disciplines to deliver services earlier, at lower cost, and with better quality than traditional public sector procurement due to incentives like profit motivation and competitive pressures.
3) PPPs allow the government to harness private sector financing, innovation, and efficiencies to develop facilities and services, providing an alternative to public sector capital
This document discusses public-private partnerships (PPPs) in developing countries, with a focus on their success and failure. It provides background on the increased interest in PPPs as a way to remedy inefficiencies in traditional public service delivery. The document then presents a case study of a PPP initiative in the Lebanese telecommunications sector to draw lessons for improving PPP viability in developing country contexts.
Public private partnerships (PPPs) involve collaboration between government agencies and private sector organizations to complete projects for public benefit. PPPs aim to deliver infrastructure projects more quickly by engaging private sector efficiencies while risks and rewards are shared between the public and private sectors. The government of India recognizes PPPs as an important means to engage the private sector across diverse sectors to support sustainable growth. PPPs can generate innovation, improve services, and optimally deliver civic services through a transparent framework if necessary changes are made to legislation and business rules.
Stephen Harris, direktor, City UKs PPP ans Projects Group - III godisnji JPP ...NALED Serbia
1) The document outlines key lessons for governments in implementing successful public-private partnerships (PPPs) based on UK and international experience.
2) It emphasizes the importance of high-level political support, establishing a PPP task force or knowledge center, developing a supportive legal framework, and effective communication strategies.
3) Additional lessons include forming a PPP association, selecting expert advisors, providing training, balancing the relationship between the public and private sectors, implementing pilot projects carefully, and ensuring affordability. The document concludes that interest in PPPs is growing internationally but many markets remain disorganized.
The document discusses some of the key challenges in managing public projects through public-private partnerships in India. It notes that time and cost overruns are common, reflecting poorly on project management teams. Some challenges include incomplete scope assessments, bureaucratic procedures, and a lack of competent leadership. While some challenges are inherent to the system, teams can enhance performance through better planning, leveraging the system, and having skills like flexibility and diplomacy. Understanding terminal objectives, technical competence, and stakeholders are important for driving social projects effectively.
This document discusses public-private partnerships (PPP) from the perspective of Bangladesh. It defines PPP as a contractual agreement between a public agency and private sector entity to deliver public services. The document outlines reasons for PPP including accelerating projects and tapping private sector resources. It describes key benefits as expedited completion, cost savings, and access to private capital. The document then discusses how risks and rewards are allocated in PPPs and sectors for potential partnerships in Bangladesh such as health, education, and infrastructure.
This document discusses how crowd-financing could be used to provide individual investors the opportunity to invest equity in public-private partnership (P3) infrastructure projects in the United States. It begins by reviewing current P3 models that primarily limit direct equity investment to large funds. The document then outlines how the JOBS Act allows for new forms of crowd-financing and compares this approach to current crowd-financing models used in real estate development. Finally, it proposes how a crowd-financing model could be implemented for P3 projects, including the types of investments, SEC exemptions that could apply, and how a crowd-financing platform may interact with the P3 procurement process.
The document analyzes Mongolia's policy, law, and regulations for public-private partnerships (PPP). According to the Infrascope index, which scores countries on their environment for PPP projects, Mongolia's score of 23.3 in 2012 was the lowest among Asia-Pacific countries and its environment was considered nascent. By 2014 Mongolia's score had improved to 39.7, but was still emerging compared to countries like Australia, UK, Japan, Korea, and India that had more developed PPP environments. The document recommends improving Mongolia's PPP framework to attract more private investment in infrastructure.
The document discusses challenges faced by governments in public-private partnerships (PPPs). It notes that PPPs require the government to balance its roles as both regulator and partner. There is tension between complete control and ceding management to private partners. However, the key to success is properly allocating risks between parties. While transferring all risks to private partners may not be optimal, retaining too many risks can also undermine partnerships. Ultimately, the government must ensure public policy goals and transparency as the guardian of public assets, even while being an equitable partner.
Alejandro saenzcore digital artifact (resource)_june 23 2015Alejandro S. Core
Public Private Partnership (PPP) Memento - Key Concepts
PPPs are a legitimate funding tool for development and should be embraced by governments globally. However, it should be remembered that governments need to recognize that attracting PPP investment requires an extensive marketing process that highlights their PPP readiness, including institutional capacity to manage PPP projects, the existence of an enabling environment, transparent procurement processes, and a comprehensive risk management structure.
The document discusses public-private partnerships (PPPs) in various sectors in Bangladesh such as health, energy, and infrastructure development. It provides definitions and concepts of PPPs, highlighting key benefits like cost savings, access to private capital, and risk sharing. The health sector section notes that private providers are already playing an important role and that harnessing them will require changing roles and leadership from the Ministry of Health. It also discusses engaging NGOs in HIV/AIDS and lessons learned about effective partnerships through flexibility, trust, and enhancing self-awareness. Challenges to NGOs include technical capacity, competing priorities, and representation, but these can be addressed through diversified long-term funding and assessing primary and secondary
This document provides an economic framework for comparing public-private partnerships (PPPs) and conventional procurement for infrastructure projects. It discusses that PPPs have the potential to lower total project costs and improve quality through bundling project responsibilities and incentivizing private partners to minimize life-cycle costs. However, whether a PPP is preferable depends on project characteristics, the economic environment, and the public sponsor's ability to implement best practices. The document outlines steps public sponsors should take to understand a project and its context before deciding on a procurement method to maximize potential benefits.
This document provides a framework for creating successful public-private partnerships based on lessons learned from over 60 projects advised by IFC over 7 years. The framework identifies 3 key categories that determine PPP success: economics, politics, and execution. Under each category are specific lessons. For economics, projects must have sound economic fundamentals and an optimized partnership structure. For politics, projects require political champions and stakeholder support. For execution, a disciplined project management approach is needed to address complexity and timing challenges.
Ensuring community participation is key to inclusive economic growth and social reforms. A social equity model based on public-private partnerships that includes local communities as partners can help make growth more inclusive. Such a model establishes collaborative community structures on the ground to ensure social equity along with infrastructure growth. It leverages the public sector's delivery capabilities, private sector expertise, and creates an institutional structure to promote awareness. Financing is easier when the government, corporations and community all take part in the infrastructure value chain.
Public Private Partnerships - - Copy.docxPeterMutui1
This document discusses public-private partnerships (PPPs). It defines PPPs as agreements between governments and private companies to deliver public services or infrastructure projects. PPPs aim to leverage private sector expertise and financing to supplement traditional public sector investment. The document outlines different PPP models based on risk allocation and ownership. It also describes the key parties involved in PPPs, including governments, private investors, contractors, and a special purpose vehicle (SPV) company. Finally, it notes that PPPs have grown globally in recent decades and that Kenya has pursued several infrastructure projects using the PPP model through a dedicated PPP Directorate.
This document discusses public-private partnerships (PPPs). It defines PPPs as agreements between governments and private companies to deliver public services or infrastructure projects. PPPs aim to leverage private sector expertise and financing to supplement traditional public sector investment. The document outlines different PPP models based on risk allocation and ownership. It also describes the key parties involved in PPPs, including governments, private investors, contractors, and a special purpose vehicle (SPV) company. Finally, it notes that PPPs have grown globally in recent decades and that Kenya has pursued several infrastructure projects using the PPP model.
This document discusses public-private partnerships (PPPs). It defines PPPs as agreements between governments and private companies to deliver public services or infrastructure projects. PPPs aim to leverage private sector expertise and financing to supplement traditional public sector investment. The document outlines different PPP models based on risk allocation and ownership. It also describes the key parties involved in PPPs, including governments, private investors, contractors, and a special purpose vehicle (SPV) company. Finally, it notes that PPPs have grown globally in recent decades and that Kenya has pursued several infrastructure projects using the PPP model through a dedicated PPP Directorate.
Under the conventional approach, the government funds both the capital costs of construction upfront and the subsequent recurrent costs of operating and maintaining the facility. In contrast, the PPP approach transfers responsibility for upfront capital investment to the private sector, with the government instead paying for services delivered over the long-term life of the project based on pre-agreed performance standards. This shifts project risks and rewards to the private sector while allowing the government to spread costs over the life of the asset.
Under the conventional approach, the government funds both the capital costs of construction upfront and the subsequent recurrent costs of operating and maintaining the facility. In contrast, the PPP approach transfers responsibility for upfront capital investment to the private sector, with the government instead paying for services delivered over the long-term life of the project based on pre-agreed performance standards. This shifts project risks and rewards to the private sector while allowing the government to spread costs over the life of the asset.
The document introduces public-private partnerships (PPPs) and outlines their key advantages:
1) PPPs bring together the public and private sectors in a long-term relationship to deliver high-quality public services, with the private sector taking on more of a service provider role and the public sector focusing on regulation and procurement.
2) The private sector can exploit its commercial skills, practices, and disciplines to deliver services earlier, at lower cost, and with better quality than traditional public sector procurement due to incentives like profit motivation and competitive pressures.
3) PPPs allow the government to harness private sector financing, innovation, and efficiencies to develop facilities and services, providing an alternative to public sector capital
This document discusses public-private partnerships (PPPs) in developing countries, with a focus on their success and failure. It provides background on the increased interest in PPPs as a way to remedy inefficiencies in traditional public service delivery. The document then presents a case study of a PPP initiative in the Lebanese telecommunications sector to draw lessons for improving PPP viability in developing country contexts.
Public private partnerships (PPPs) involve collaboration between government agencies and private sector organizations to complete projects for public benefit. PPPs aim to deliver infrastructure projects more quickly by engaging private sector efficiencies while risks and rewards are shared between the public and private sectors. The government of India recognizes PPPs as an important means to engage the private sector across diverse sectors to support sustainable growth. PPPs can generate innovation, improve services, and optimally deliver civic services through a transparent framework if necessary changes are made to legislation and business rules.
Stephen Harris, direktor, City UKs PPP ans Projects Group - III godisnji JPP ...NALED Serbia
1) The document outlines key lessons for governments in implementing successful public-private partnerships (PPPs) based on UK and international experience.
2) It emphasizes the importance of high-level political support, establishing a PPP task force or knowledge center, developing a supportive legal framework, and effective communication strategies.
3) Additional lessons include forming a PPP association, selecting expert advisors, providing training, balancing the relationship between the public and private sectors, implementing pilot projects carefully, and ensuring affordability. The document concludes that interest in PPPs is growing internationally but many markets remain disorganized.
The document discusses some of the key challenges in managing public projects through public-private partnerships in India. It notes that time and cost overruns are common, reflecting poorly on project management teams. Some challenges include incomplete scope assessments, bureaucratic procedures, and a lack of competent leadership. While some challenges are inherent to the system, teams can enhance performance through better planning, leveraging the system, and having skills like flexibility and diplomacy. Understanding terminal objectives, technical competence, and stakeholders are important for driving social projects effectively.
This document discusses public-private partnerships (PPP) from the perspective of Bangladesh. It defines PPP as a contractual agreement between a public agency and private sector entity to deliver public services. The document outlines reasons for PPP including accelerating projects and tapping private sector resources. It describes key benefits as expedited completion, cost savings, and access to private capital. The document then discusses how risks and rewards are allocated in PPPs and sectors for potential partnerships in Bangladesh such as health, education, and infrastructure.
This document discusses how crowd-financing could be used to provide individual investors the opportunity to invest equity in public-private partnership (P3) infrastructure projects in the United States. It begins by reviewing current P3 models that primarily limit direct equity investment to large funds. The document then outlines how the JOBS Act allows for new forms of crowd-financing and compares this approach to current crowd-financing models used in real estate development. Finally, it proposes how a crowd-financing model could be implemented for P3 projects, including the types of investments, SEC exemptions that could apply, and how a crowd-financing platform may interact with the P3 procurement process.
The document analyzes Mongolia's policy, law, and regulations for public-private partnerships (PPP). According to the Infrascope index, which scores countries on their environment for PPP projects, Mongolia's score of 23.3 in 2012 was the lowest among Asia-Pacific countries and its environment was considered nascent. By 2014 Mongolia's score had improved to 39.7, but was still emerging compared to countries like Australia, UK, Japan, Korea, and India that had more developed PPP environments. The document recommends improving Mongolia's PPP framework to attract more private investment in infrastructure.
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"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
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1. 7½
Keys to Public-Private
Partnership Success
- A Public Agency Perspective -
Brad Rodgers
March 17, 2011
Advisors
www.morelandadvisors.com
2. 7 ½ Keys to PPP Success for a Public Agency
I n every Public-Private Partnership (PPP or P3) there is delicate balance between protecting
the public’s interests while attracting private sector participation and competition. When
they are executed correctly, PPP’s can bring a wealth of talent, resources and creativity to
public sector projects. However, when they are poorly executed they can fail to safeguard the
public’s interests and breed frustration and contempt across all stakeholders.
Below are 7 ½ strategies you can follow to help ensure that your next PPP project is a successful one.
1) UNDERSTAND WHAT PPP’S CAN AND CANNOT DO:
Public-Private Partnerships are an alternative form of procurement available to public agencies that enables private
sector participation while maintaining a predictable and repeatable procurement process. Currently, 28 states
have enacted PPP legislation allowing both solicited and unsolicited proposals, and several additional states have
PPP legislation planned. By expanding private sector participation in transactions that have traditionally been the
exclusive domain of the public sector, a variety of skills, resources, risks and rewards can be shared amongst the two
groups. This can result in a higher level of competition, creativity, innovation and financial resources than would
otherwise be available.
However, public-private partnerships are not a miracle tool and the PPP procurement process may not be suited for
some projects. The PPP process is complicated and can require significant additional effort to be successful. Public
sector partners should be very careful to fully understand the requirements the process will impose on them before
attempting a PPP.
2) BUILD AN EARLY CONSENSUS AMONG STAKEHOLDERS:
By their very nature, PPP’s involve a wide array of stakeholders and tend to be very political endeavors. As early as
possible in the process it is critical to build both an internal and external consensus in favor of the project. In cases
where the public agency is soliciting proposals, there is frequently already a unified internal desire to see the project
through; however that is unlikely to be the case when an unsolicited proposal is received. The ability to quickly
react to an unsolicited proposal, build an internal supportive coalition, and demonstrate unity to the market will
dramatically enhance the number and quality of the additional responses received.
In both cases, it is critical to gain the support necessary from external stakeholders - regional governmental and
non-governmental bodies, constituents, affected citizens. The responsibility falls to the public sector to conduct the
process in an open and transparent manner that includes community involvement. As soon as possible, the public
agency should make the proposals available and conduct a detailed community awareness campaign to explain the
project, the goals and the upcoming process. Again, if the public sector can work to reduce the real and perceived
risk from stakeholder opposition, the quantity and quality of competitive proposals will increase.
3) PAIR THE RIGHT PROJECT WITH THE RIGHT DEAL STRUCTURE
Public-private partnerships can operate under a wide variety of transaction structures, but not every project type
works with every deal structure. In situations where the public partner is actively soliciting proposals, it is important
to analyze early in the process exactly what transaction structures are appropriate. These should be clearly outlined
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3. 7 ½ Keys to PPP Success for a Public Agency
in the Request for Proposals. Set the expectations early in the process and identify which risks
and benefits are intended to be transferred to the private sector and which will be retained by
the public sector.
In other scenarios where the public partner receives an unsolicited proposal, the public agency
should seriously consider whether the proposed transaction is suited to a PPP procurement. Not
every proposal received should be accepted and sometimes the project just isn’t a good fit for a PPP. In the cases
where the proposal is accepted, the public agency should be very explicit in setting transaction structure expectations
in its request for competing proposals.
4) CLEARLY OUTLINE THE REQUIREMENTS, BUT INVITE CREATIVITY
The enabling public-private legislation provides the broad framework within which PPP deals must operate. Within
these boundaries, however, there is intentionally the opportunity for a significant amount of public and private sector
innovation and creativity. Generally speaking, the most successful PPP’s are ones where one or both partners bring
new and innovative structures, concepts and perspectives to the project. One of the challenges is that this creativity
can result in private sector proposals that are not easily comparable. In some cases, the received responses could fail
to adequately address the project objectives, wasting valuable time and resources.
Throughout the PPP process, the public sector partner should focus on a “results oriented” transaction structure,
clearly articulating the project objectives that absolutely must be met. The details of “how” these needs are met are
where the private sector can differentiate itself through its creativity and innovation. While it is frequently difficult
for the Public sector to relinquish control over the “how” aspects of the project, this is an excellent opportunity for
the private sector to add significant value to the project. A project scope that is too narrowly defined can choke the
creativity of the private sector, reducing the benefits to the public partner and its constituents.
5) MAKE THE MARKET AWARE
Whether you are actively soliciting PPP proposals or are responding to an unsolicited proposal, generally more
competition is better. The responsibility falls onto the public agency to make the broader market aware of the PPP
opportunity, the project goals, requirements, and timeline. Simply listing the project on the State’s web-based
procurement site will not garner the level of interest and competition that will truly benefit the public sector and the
project. The public partner needs to actively market the project to the PPP community and in doing so demonstrate
to them this is an important and viable project they should invest in.
Private sector PPP partners are typically inundated with potential projects and opportunities across a wide
geographic region. It is all too easy for any single project to be overlooked or dismissed. The more you can do to
grab their attention and demonstrate this is a worthwhile use of their resources, the more successful PPP process
you will have. In some cases, it may make sense for the public partner to hold informational sessions and actively
facilitate teaming opportunities amongst the private sector companies. In every case, the public sector should have
an “open door” policy for questions, emails and meetings that invites the private sector to better understand the
project and its objectives.
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4. 7 ½ Keys to PPP Success for a Public Agency
6) CONDUCT A FAIR, OPEN AND CLEAR PROPOSAL REVIEW
One of the primary criticisms of the public-private partnership process is the misconception that
PPP’s are unfair competitions and predisposed to cronyism. A recent informal survey revealed
that one of the primary reasons for private sector partners not submitting a proposal on a project
was a belief that the public sector had already identified their “preferred partner” and the
project was “hardwired”. It is the responsibility of the public sector partner to dispel this misconception of unfair
competition and cronyism.
It is critical for the Public sector to commit to, and conduct, a fully transparent PPP process with clearly articulated
criteria for how each proposal will be reviewed. Engaging an independent third-party advisor to lead the review
process also serves to alleviate many of the private sector concerns. Requests for Proposals should highlight the
involvement of an independent reviewing party. Again, the idea is to create an environment where competition can
and will flourish and private sector creativity will be rewarded. Addressing the private sector concerns regarding
fairness up front and early in the procurement process will attract more bidders and potentially better proposals.
That being said, confidentiality is an important component of the PPP process. The public agency needs to grant the
private sector the ability to retain portions of its submitted proposal as “confidential”. This protection assures the
private sector that the financial details and innovative strategies they present cannot be cannibalized by competing
firms – otherwise creativity will be stifled. The public sector partner needs to actively manage this balance between
conducting a transparent PPP process and protecting the private sectors innovative ideas.
7) PROVIDE CLEAR, CONCISE YET DETAILED PROJECT DOCUMENTATION
Once a private sector partner has been selected, it is important to make sure roles, responsibilities, deal terms
and expectations are clearly documented. These are complicated transactions and it is critical to ensure everyone
understands what will be expected of them. This is not the time for either party to be operating under unconfirmed
assumptions.
During the marketing phase of the PPP procurement, the Public sector should finalize the draft documentation for the
project, including both an interim and comprehensive agreement. These draft documents should be provided to the
selected bidders as they proceed into the second, detailed phase of the procurement. By providing the documents at
this phase of the process, the bidding teams can incorporate the effects of any substantive clauses into their detailed
proposals. Depending on the final private sector team selected, there will certainly be necessary modifications to
these documents, but this should work towards eliminating surprises and delays later in the process.
7 ½) ALWAYS BE AWARE AND RESPECTFUL OF THE TIME AND MONEY BIDDERS
ARE INVESTING IN YOUR PROJECT
Executing a public-private partnership is certainly a significant commitment for the public sector. Bidding on a PPP
is also a significant time and resource commitment on the part of the private sector. Public sector partners should be
very cognizant of the time and money that the private sector is expending to put together a PPP proposal. These are
companies that take a tremendous amount of pride in the quality of their work product and their PPP proposals are
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5. 7 ½ Keys to PPP Success for a Public Agency
no exception. The cost to prepare these bids includes thousands of man hours and can run into
the hundreds of thousands of dollars for larger projects.
In recognition of this, the public sector partner should make every effort to structure the process
such that it minimizes the “high-risk” costs that are incurred early in the PPP process. One
way this can be done is by segmenting the review and approval process to quickly eliminate
unqualified teams or undesirable transaction structures. The private sector will be more willing to spend increasing
levels of capital for a project if they feel there is a higher probability of being selected as the winning bidder. In
cases where the private sector needs to expend considerable out of pocket expenses, providing a stipend should be
considered.
CONCLUSION
Much of the discussion surrounding public-private partnerships centers around the transfer of risks between
the public and private sectors. By following these 7 ½ Keys to PPP Success and administering a well run PPP
procurement process, the public sector can effectively eliminate many of the up front risks that deter private sector
participation and stifle competition. With an increased level of private sector involvement and competition, the
public agency is afforded a wider array of options to better serve to public’s needs and protect their interests.
Public-private partnerships may not be ideal for every project. However, when used appropriately, a PPP can be a
tremendous way to utilize private sector skills, resources and creativity for the public good.
M oreland Advisors is a full service consulting firm providing advice and guidance on
infrastructure assets, including the application of Public-Private Partnerships, to both public
agencies and private sector clients. The Company has extensive experience working on both sides
of the PPP process and can help make them a successful, cost effective and maybe even enjoyable
experience.
To find out more information please visit www.morelandadvisors.com or email Brad Rodgers at
brad.rodgers@morelandadvisors.com.
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