Public Disclosure Authorized

Public Disclosure Authorized

Mapping of tools and resources

Public Disclosure Authorized

This note was produced by Iris Infrastructure Advisory Ltd with Andrew Jones for the Public-Private Infrastructure Advisory
Facility (PPIAF) and the Infrastructure Finance, PPPs & Guarantees Global Practice (IPG) with inputs from Bailo Diallo, Jane
Jamieson, and Jemima Sy under the guidance of Imad Fakhoury (Global Director – IPG) and Fatouma Toure Ibrahima (Practice
Manager – PPP Group).

There is unprecedented interest among developing countries to attract private investment into
infrastructure and basic services to meet growing national demand. Today, nearly all developing
Public Disclosure Authorized

countries have successfully brought an infrastructure PPP to market. Following a substantial drop in
private participation in infrastructure due to the COVID-19 pandemic, private participation rebounded
in 20211 and many governments are looking to the private sector to help finance and deliver
infrastructure investment—seen as a key driver of post-pandemic recovery.
Establishing strong PPP frameworks and institutions communicates a government's commitment to
PPPs and is expected to foster efficiency and accountability in their governance and lead to higher
quality transactions. PPPs can be implemented on a one-off basis without any specific supporting legal
and institutional framework. However, to fulfill countries’ ongoing infrastructure investment
requirements and to generate “value-for-money” transactions, they will need to go beyond first-mover
projects to establishing PPP programs that encourage an active bidder and financing market.
To better understand the drivers for success of PPP programs and how development partners can best
provide support to national governments to establish and build their PPP program, the World Bank
1
Global private participation in infrastructure (PPI) in 2020 was at $45 billion in 252 projects – a 52 percent drop from 2019. PPI investment
in 2021 accounted for $76.2 billion across 240 projects – PPI Database.

1
Group’s Infrastructure, PPPs & Guarantees (IPG) group and the Public-Private Infrastructure Advisory
Facility (PPIAF) established the PPP Institutions Building Program.
The PPP Institutions Building Program aimed to distill collective experience of delivering PPP support
across the World Bank Group and learn from other institutions and global experience. The program
undertook: i) analysis and research to identify critical factors for success and failure of PPP programs
and ii) a review of tools, resources, and technical assistance provided to develop PPP institutions. The
program is also providing comprehensive institutional building support to selected countries funded by
PPIAF.
While there is no one-size-fits-all solution that will guarantee success and the drivers for success of PPP
programs are complex and multifaceted, findings around how to support PPP program success have
been identified. These findings have been grouped into five key themes: capacity building, legal and
institutional frameworks, project preparation, funding and financing, and contract management. These
practice notes aim at disseminating the findings of the program on the specific theme.
To complement these notes, this practice note maps the tools and products utilized to provide PPP
institutional support that were reviewed as part of the research.

2
There are a wide range of tools and products that are used to support the development of PPP
institutions and programs. The program reviewed relevant World Bank Group and third-party tools and
products discussed in more detail in section 2 and are organized by themes being addressed. Tool types
include:
Guidance Material: Papers, reports, or web-based reference materials that capture best practice and
knowledge to better inform government practitioners developing PPP programs or projects.
Guided Approach: Guidance material that also seeks user input in order to provide more tailored
recommendations related to the development of PPP programs or projects. This may include primarily
qualitative checklists or questionnaires for direct government use or alternatively guidance used by
development finance institutions (DFIs) or consultants to support practitioners in a standardized
manner. It also includes training material or courses used to build capacity or guide practitioners on any
aspect of PPPs or the PPP project cycle.
Application: Similar to Guided Approach tools, but the user input is primarily quantitative in nature.
Typically, these applications use Microsoft Excel (or similar) and require preliminary or detailed project
data. Assessment of this data, via the application, supports project decision making by governments or
alternatively forms the basis for a standardized approach by DFIs or consultants to support practitioners.
Funding Mechanism: The establishment of a mechanism that is designed to provide funding or financing
to support project preparation or project implementation costs. This includes stand-alone institutional
platforms or the incorporation of similar approaches within a DFI operation.
This is not an exhaustive review of all tools and products that have been developed to support PPP
programs and institutions, but rather focuses on tools and products developed by key development
partners that address the themes that are the subject of this paper. In particular, a wide range of sector-
specific tools exist but have not been reviewed as a part of this work. Tools that are still under
development have an asterisk.

1.1 World Bank Group PPP Tools and Products

The World Bank Group provides a wide range of expertise, data, tools, and services to support the
development and implementation of PPPs. This support spans the PPP project cycle—from upstream
policy advice for regulatory and institutional reforms to downstream transaction support, including
direct financing of projects and mobilizing private capital. In addition, the World Bank Group has a
specific focus on improving capacity and knowledge around PPPs and infrastructure to facilitate
informed decision making, reduce transaction costs, and strengthen the pipeline of bankable projects2
(where PPPs are seen as one potential option to deliver infrastructure services). This approach is further
enabled by the testing and implementation of a variety of tools designed to enable stakeholders to
make better decisions. Often these tools are made available to stakeholders in an initial draft form to
gather feedback, and several tools have been updated iteratively to take account of practical client
experience.

2
The World Bank Group uses its PPP Knowledge Lab as a hub for this content (https://pppknowledgelab.org/), which is also
supported by a variety of other development partners.

3
Figure 1. Overview of World Bank Group Tools and Products
Theme Tool/Product Type
Capacity PPP Certification Program: Training curriculum and certification program Guided
Building covering PPP framework establishment and the PPP project cycle. Approach
PPP Reference Guide 3.0: Guidance on all aspects of PPP development and Guidance
implementation, including external resources/bibliography. Material
Municipal PPP Framework: Guidance material, checklists, and sample Guided
documents to help subnational/local governments understand and Approach
implement municipal PPPs.
Legal and Country PPP Readiness Diagnostic: Standardized assessment of a country’s Guided
Institutional readiness to implement PPPs through a review of its PPP environment. Approach
Frameworks InfraSAP 2.0: Standardized analysis of private financing constraints to Guided
create a roadmap to scale up private participation in sustainable Approach
infrastructure.
Policy Guidelines for Managing USPs: Guidance and e-learning course to Guided
help practitioners address challenges related to unsolicited proposals Approach
(USPs).
Disclosure Framework for PPPs: Guidance and e-learning course on design Guided
of a disclosure framework for PPPs, including preparation of legislation and Approach
policy.
Guide on PPP Legal Frameworks: Guidance on suggested legal provisions Guidance
to support the development of a PPP legal framework. Material
Project Guidance on PPP Contractual Provisions: Suggested content for core PPP Guidance
Preparation contractual provisions, including guidance and case study examples. Material
Infrastructure Prioritization Framework: Research paper and quantitative Application
framework to guide selection and prioritization of infrastructure projects.
PPP Screening Tool and PPP Screening and Assessment Tool: Quantitative Application
tool to assess the suitability, and determine the prioritization, of potential
projects.
GIF Project Readiness Assessment Tool: Quantitative tool to assess project Guided
readiness and support decision making on the provision of the Global Approach
Infrastructure Facility ( GIF) assistance.
Funding and PFRAM 2.0: Quantitative tool to assist governments in assessing and Application
Financing managing the fiscal risks and costs of potential and ongoing PPPs.
PDF-Like Support: World Bank Group operations that include funding Funding
support for the preparation of PPP projects. Mechanism
Global Review of Infrastructure Funds: Lessons learned and guidance Guidance
material on the design of public infrastructure funds to leverage private Material
financing.
Financing Facility Support: World Bank Group operations that include Funding
support for the development and financing of PPP institutional financing Mechanism
vehicles.
Contract Emerging Issues in Contract Management*: Web-based tool that will Application
Management collect and consolidate PPP contract information to support portfolio
monitoring.

4
 1.2 Third-Party PPP Tools and Products
In addition to the World Bank Group, a number of other development partners3 have developed a range
of tools and products to support the development and implementation of PPPs in developing countries.
These are summarized below.
Figure 2 Overview of Third-Party Tools and Products
Theme Tool/Product Institutions Type
Capacity Guide to Guidance and PPP Guide: Guidance material and web EPEC Guidance
Building tool that aggregates material and best practices from PPP Material
guides globally.
PPP Guidebook: Guidance material covering all stages of the ESCAP Guidance
PPP project cycle. Material
PPP E-Learning Series: Online training modules to support ESCAP Guided
learning across all stages of the PPP project cycle. Approach
Infrastructure Foundation Course: Training course covering all IPA Guided
stages of the PPP project cycle. Approach
Africa Infrastructure Fellowship Program: Range of training, GIH Guided
capacity building, secondments, etc. designed to build Approach
relationships between the public and private sector.
Legal and PPP Monitor: Online tool that tracks the development of the ADB Guidance
Institutional PPP enabling environment across a range of countries. Material
Frameworks PPP Readiness Assessment: Standardized analysis of key areas ESCAP Guided
relevant to building a country’s PPP enabling environment. Approach
Public Investment Management Assessment: Standardized IMF Guided
analysis of procedures, tools, decision-making, and monitoring Approach
processes used by governments during public investment
cycle.
Readiness Assessment Tool: Standardized analysis of key areas UNECE PPP Guided
relevant to building a country’s PPP enabling environment and CoE Approach
broader infrastructure development goals.
Legislative Guide on PPPs and Model Legislative Provisions: UNCITRAL Guidance
Guiding principles and material on PPP legal framework, Material
procurement, and contract issues.
Model Law for PPP/Concessions*: Model/draft content for UNECE/EBRD Guidance
common clauses in PPPs/concessions. Material
Project PPP Project Preparation Status Tool: Quantitative tool to EPEC Guided
Preparation assess a project’s PPP suitability and readiness. Approach
Quantitative Value-for-Money Toolkit: Quantitative tool to ESCAP Guided
support identification and selection of suitable PPP projects. Approach
Governmental Processes Facilitating Infrastructure Project GIH Guidance
Preparation Tool: Guidance on PPP enabling environment Material
needs to support project preparation processes and decision-
making.

3
Institutions included in the review were: African Development Bank (AfDB), Asian Development Bank (ADB), Caribbean
Development Bank (CDB), UK Department for International Development (DFID), European Bank for Reconstruction and
Development (EBRD), European PPP Expertise Centre (EPEC), Economic and Social Commission for Asia and the Pacific
(ESCAP), Global Infrastructure Hub (GIH), Inter-American Development Bank (IDB),
UK Infrastructure and Projects Authority (IPA), United Nations Commission on International Trade Law (UNCITRAL), United
Nations Economic Commission for Europe (UNECE) Int’l PPP Centre of Excellence, and the World Economic Forum (WEF).

5
 Risk Allocation Tool: Sample matrices to support government GIH Guidance
decision-making on risk allocation across a range of project Material
issues.
5-Case Model: Standardized tool and guidance material for IPA Guided
preparing, appraising and approving investment proposals. Approach
Project Initiation Routemap: Standardized approach to IPA Guided
assessing and improving public capability to initiate and Approach
implement PPP projects.
High-Level Decision-Making Tool*: Upstream quantitative tool WEF Guided
to support decision making on public vs. PPP procurement Approach
considerations.
Strategic Infrastructure Planner Tool: Standardized WEF Guided
assessment of a country’s infrastructure readiness and needs. Approach
Standardized Project Preparation Templates: Templates SOURCE Guided
across a range of sectors to standardize data requirements and Approach
support project decision-making.
Funding and Guide to Statistical Treatment of PPPs: Guidance on the EPEC Guided
Financing evaluation of PPP projects/contracts to determine appropriate Approach
statistical treatment.
State Guarantees in PPPs: Guidance on the range and use of EPEC Guidance
guarantees as appropriate policy options. Material
Nigeria Infrastructure Advisory Facility: Example of a funding DFID Funding
mechanism to support technical assistance initiatives and Mechanism
development of infrastructure projects.
PPP Helpdesk: Centralized mechanism to support a range of CDB Funding
technical assistance for project development and Mechanism
implementation across the Caribbean.
Public-Private Partnership Funds: Observations from ADB Guidance
International Experience: Lessons learned from international Material
experience in the implementation of project funding and
financing facilities.
Guidance Note on National Infrastructure Banks and Similar GIH Guidance
Financing Facilities: Guidance and lessons learned on Material
establishing or reforming national infrastructure banks and
other facilities to support PPP project financing.
Contract Managing PPPs During Their Contract Life: Guidance and EPEC Guidance
Management lessons learned on strategies to manage key activities and Material
processes throughout contract procurement and
implementation.
PPP Contract Management Tool: Guidance material on GIH Guidance
managing PPPs after financing close, including lessons learned Material
from 250 case studies globally.

1.3 Resources along the project development cycle

Based on the range of tools and products identified above, the graphic below demonstrates coverage
of identified tools by theme across the PPP project cycle. Some tools cover multiple themes and span
multiple stages of the PPP project cycle. Where there is thematic overlap, the graphic organizes these

6
tools based on their primary theme. There are a number of tools that span multiple stages of the PPP
project cycle, and the graphic reflects this using best judgement on where tools fit most appropriately.
The graphic is designed to visually represent where tools and resources apply along the project cycle.
The graphic is organized according to the following key:
• The Upstream column refers to support that is related to the PPP enabling framework or
project-related support that primarily takes place prior to a project entering the PPP project
cycle (i.e., before a decision has been taken on a project’s preferred procurement approach).
• Boxes outlined in green refer to World Bank Group tools, boxes outlined in red refer to third-
party tools, and boxes with a dashed outline refer to tools that are currently under
development.
• Each tool has an acronym for the type of tool in brackets within each box. “GM” refers to
Guidance Material, “GA” is Guided Approach, and “A” is Application. Given that Funding
Mechanisms are typically specifically focused on one country or region, they have not been
included in the graphic.

7
Figure 3. Tool Mapping by Theme Across the PPP Project Cycle

8
9
 2.1 Guidance, Tools, and Products
All development partners and governments recognize the importance of building the capacity of PPP
institutions and many have developed tools and products specifically aimed at building capacity, in
addition to the development of guidance and best practice documentation on specific topics. Given the
increasing interest in PPPs and the increasing experience with them—particularly in a number of
jurisdictions with considerable PPP experience such as the UK, Australia, Canada, and India—the volume
of PPP guidance material has proliferated. The documents capture aspects of good practice or policy,
either across a range of PPP issues or on a specific subject, that help practitioners navigate available
guidance materials across various topics as well as learning programs.
2.1.1 Navigation Tools
Navigational tools are aimed at helping practitioners identify relevant guidance and provide high-level
information which then reference a range of sources where practitioners can search for more detail. Two
key navigational tools were reviewed as a part of this work: the PPP Reference Guide 3.0 and the European
PPP Expertise Centre (EPEC) Guide to Guidance. It should be noted that many other DFIs participated in
the development of the PPP Reference Guide 3.0 and are involved in its use and dissemination. The Asian
Development Bank (ADB) specifically noted the need to better leverage this tool in its 2020 review of its
support to PPPs.4
In terms of format, the two documents are similar, with both tools consisting of a PDF file containing the
tool content, as well as a web-based version that allows for easy linkage to the guidance materials
referenced therein. Key differences are that the PPP Reference Guide is somewhat more detailed and
covers a wider range of topics, including issues particularly relevant for developing countries and
International Finance Institutions (IFIs) such as upstream legal and institutional framework issues, as well
as environmental and social studies and standards, climate change, and private participation in fragile and
conflict-affected states.
Although there is a fair amount of overlap between the documents, they serve slightly different audiences.
The PPP Reference Guide 3.0 for example is more recent, comprehensive, and widely adopted.
2.1.2 Learning Programs
Trainings are often used to more directly support capacity building and are offered by a number of public
and private parties. The key programs reviewed in this paper are: the CP3P Certification Program, the
Economic and Social Commission for Asia and the Pacific (ESCAP) Guidebook and E-Learning Series and
the Infrastructure and Projects Authority (IPA)’s Infrastructure Foundation Course.
These three programs vary widely in terms of their objectives and coverage. The CP3P Certification
Program is the most comprehensive with a foundational module as well as more advanced modules
covering preparation and execution. The curriculum is a detailed PPP Guide that focuses on topics similar
to those in the PPP Reference Guide 3.0 but covers them in far greater depth. The PPP Guide is available
online and can be reviewed independently to prepare for any of the exams associated with the three

4
ADB Support for Public–Private Partnerships, 2009–2019; 2020

10
modules. A variety of firms are also certified to deliver in-person training on the content of the three
modules.
The ESCAP E-Learning Series and the IPA Infrastructure Foundation Course5 appear to focus mostly on the
type of content in the first of the three modules covered by the CP3P Certification Program but take
different approaches with respect to delivery. The E-Learning Series is focused on supporting the
development of basic awareness of key PPP issues for policy makers. It is entirely online and self-paced
with videos and associated presentations and case studies. It includes an online exam with a PPP
Awareness Certificate. While the Infrastructure Foundation Course may cover similar topics, it offers the
perspective of the UK Project Finance Initiative experience to participants. It is not available online and
does not appear to offer any certification.
Basic training in PPPs appears to be well covered by these three tools, with options for purely self-paced
study or in-person training that is either more or less comprehensive depending on the needs of the client.
In addition, IPA and many of the trainers certified to deliver the CP3P modules offer the option for bespoke
courses designed to cover particular topics for a specific set of participants.
2.2 Legal and Institutional Frameworks
Given the recognized importance of PPP legal and institutional frameworks, key stakeholders have
devoted considerable effort to supporting their development. These efforts generally focus on assessing
the legal, regulatory, and institutional framework within a country to understand its impact on the ability
to deliver PPPs and supporting the development of these frameworks.
2.2.1 Assessments
A range of assessment tools have been developed to review the PPP legal and institutional frameworks
and most assessments cover a wide range of issues that may impact the ability of PPPs to be delivered in
a particular country. There is considerable commonality in the core issues covered across assessments.
The issues considered in all products include macroeconomic and business/investment climate, PPP legal
and institutional framework, past PPP experience, PPP procurement, and capacity. In addition, most,
except for the very high-level ESCAP PPP Readiness Assessment, also consider project planning and
preparation, as well as financial sector development. A summary of key features of the products capturing
where they differ is included in the figure below.
Figure 2.A. Overview of Assessment Tools

Owner ESCAP AsDB UNECE World Bank Group

InfraSAP
PPP Readiness UNECE Readiness Country Readiness
Tool PPP Monitor (standardized and
Assessment Assessment Tool Diagnostic
customized)

Availability Publicly Nine Asian Member Member countries Member countries

downloadable Countries countries (Europe (global) (global)
and Central Asia)
Goal Situational Inform enabling Situational Situational Situational
Awareness environment Awareness, Awareness, Inform Awareness,
improvements, future World Bank prioritize projects,

5
Little public information on the specific curriculum of this course is available.

11
 Owner ESCAP AsDB UNECE World Bank Group
market Inform Action Group Recommendations
intelligence Plan engagement, Road and roadmap,
Map Future World
Bank Group
Engagement
Audience Client Govt Private Sector Client Govt, Client Govt, World Client Govt, World
Investors, Client UNECE Bank Group Bank Group
Govts

Approach Self- guided Fixed issues Detailed Detailed list of Standard general
questionnaire covered questionnaire issues for review, issues, tailored
uniformly across responses, plus in plus in country sectors, Indicators
countries country consultations database
consultation
Desk Based (std.)
mission, govt
feedback Extensive Field
work (cust.)
Led By Client Govt AsDB UNECE w/Client IPG/Consultant, w/ WBG/Consultant,
Govt Client Govt varying extent of
Client Govt and
World Bank Group
specialists
Additional SoEs, Fiscal risks and Fiscal risks and
Topics Government constraints, constraints,
Covered Support Government Government
Support, climate Support,
change, gender governance
and fragility, and issues,
disclosure connectivity
Sector Key regulatory Reviews various Reviews various Deeper
Focus issues and sectors for sectors for possible assessment of
features of past possible PPP PPP projects impediments to
PPP experience projects sectoral
in various sectors development and
benchmarking.
Considers possible
PPP projects

2.2.2 Framework Development

Various tools have been developed to support the development of legal and institutional frameworks that
can support private participation in the development of infrastructure. The United Nations Commission
on International Trade Law (UNCITRAL) Legislative Guide and Model Provisions on Privately Financed
Infrastructure Projects were among the first comprehensive products released in 2000 and 2003. These
have been recently revised and reissued as the UNCITRAL Legislative Guide on PPPs and Model Legislative

12
Provisions on PPPs. The UNECE/European Bank for Reconstruction and Development (EBRD) has nearly
completed its Model Law for Concessions. Based on an initial draft of the UNECE/EBRD product, there is
considerable overlap in the content of it and the UNCITRAL product. However, key content differences
are as follows:
- The UNCITRAL product includes a greater focus on the inclusion of legal provisions related to
requirements for PPP contracts themselves, it also includes consideration of fiscal risks and their
management at a high level and government support options, but provisions on these elements
are limited.
- The UNECE/EBRD product is less detailed overall, but includes content on PPP institutions, project
reporting, and information requirements, not covered in UNCITRAL, as well as a specific provision
related to government support.
- Environmental and social considerations are generally mentioned in both documents as a part of
project preparation issues. Gender is not referenced specifically and references to climate are
sparse.
- The topic of contract management, beyond basic contracting authority reporting is not addressed.

The World Bank Group has recently published a Guide on PPP Legal Frameworks, which covers the full
spectrum of PPP Legal Framework issues. The product is intended to be a practical guide that is more
accessible to non-legal professionals. The product is intended to:
- Be agnostic with respect to legal instrument (PPP law, other law, regulation, guideline, etc.) and
legal system.
- Incorporate content focused on key institutional roles and responsibilities, adequate risk
management throughout the PPP lifecycle, and environmental and social risks and disaster risks
that go beyond the UNCITRAL and UNECE products.
- Reflect different considerations for more-developed vs. emerging markets, although the extent
to which this may take into account a government’s capacity to implement specific provisions is
unclear.

In addition to products that cover the full spectrum of PPP legal framework issues, a number of other
products touch on specific aspects of PPP legal frameworks:
- Public Investment Management Assessment (PIMA) – Assesses a government’s legal and
institutional readiness to plan and implement public investment projects. This International
Monetary Fund (IMF) product is not a PPP-specific tool, but given the recent trends in some
countries to more closely integrate PIM and PPP processes it is relevant to the upstream phase of
PPP legal frameworks in facilitating early-stage project identification processes.
- Policy Guidelines for Managing USPs – Includes overall policy considerations and decisions to be
made that may inform legal framework development. USPs are covered in both the UNCITRAL
and UNECE products with sample clauses. The World Bank Group product provides users with a
wider range of considerations related to USP policy and provides detailed procedural guidance to
implement a selected option; however, separate guidance or technical assistance is likely required
to translate a selected policy model for inclusion in a PPP legal framework.
- Disclosure Framework for PPPs – Disclosure is a topic that is not treated in detail in either the
UNECE or UNCITRAL products. Both include basic language around publication requirements at

13
 key stages in a procurement process and general preferences for transparency. The World Bank
Group product provides a wider range of considerations related to disclosure policy and provides
sample provisions relevant for incorporation into PPP legal frameworks.
2.3 Project Preparation
Greater standardization of PPP project identification, preparation, and documentation can help
governments to implement suitable, well-prepared projects that deliver public needs and can attract
private investment. More consistency reduces the complexity and costs of PPP project preparation and
negotiation, and helps governments compare project performance. The PPP project cycle may vary slightly
from country to country dependent on the PPP legal framework, but it generally reflects the four stages
laid out in the World Bank Group’s PPP Reference Guide 3.0, of which this section focuses on the first
three stages:
Figure 2.B. PPP Project Cycle

Preparation Implementation/
Identification and Contract Drafting
(Appraisal and Contract
Screening and Procurement
Structuring) Management

It is noted that prior to projects reaching the PPP project cycle, there is often upstream sector investment
planning that is required to identify priority infrastructure investments, irrespective of the procurement
approach taken. For example, the World Economic Forum (WEF)’s Strategic Infrastructure Planner Tool
uses a basic quantitative scoring system to provide a general understanding of a country’s infrastructure
readiness to help assess and plan future infrastructure needs. It is not a project-specific tool but rather is
designed to identify infrastructure gaps.
The World Bank Group’s Infrastructure Prioritization Framework (IPF) is project specific, and assesses
projects based on infrastructure needs and available budget, often prior to their integration into the PPP
project cycle. It is an Excel-based multi-criteria decision support tool that is designed to help governments
choose between projects by cross-referencing project criteria/outcomes with available budget. It does
not make a determination on the preferred procurement approach for each project.
2.3.1 Stage 1: Project Identification and Screening
The first stage of the PPP project cycle begins with early-stage project identification, where available
project data is used to determine whether a project may be suitable to be procured as a PPP. There are a
number of tools that focus solely on early-stage analysis, while others include support for early-stage
analysis and subsequent phases of the PPP project cycle. The World Bank Group’s PSAT is an Excel-based
application to quantitatively assess the early-stage feasibility and suitability of potential PPP projects
through inputting available project data. Similar to PSAT, ESCAP’s Qualitative Value-for-Money Toolkit
also supports early-stage identification and screening of projects based on assessment of criteria related
to Value for Money. It is more qualitative than the PSAT and includes guidance based on regional best
practices across developing countries in Asia and the Pacific.
In addition to these tools, the WEF is currently developing a High-Level Decision-Making Tool that is
intended to provide a neutral position on procurement approach but will nevertheless support similar
early-stage decision making on the feasibility and suitability of potential PPP projects. Finally, at the early
stage, the GIH’s Governmental Processes Facilitating Infrastructure Project Preparation Tool and the IPA’s

14
Project Initiation Routemap provide more qualitative support around project readiness and enabling
environment requirements to support the preparation of sustainable, bankable, and procurement-ready
infrastructure projects. They are more qualitative than the other early-stage tools.
2.3.2 Stage 2: Project Preparation (Appraisal and Structuring)
There are a number of tools that span the PPP project cycle, but whose focus lies primarily in project
preparation. EPEC’s PPP Prep Tool is a basic Excel-based questionnaire with 180 yes/no questions
designed to assess a project’s readiness as it proceeds through the PPP project cycle. The IPA’s 5-Case
Model is a more detailed project appraisal tool to assess a project’s strategic, economic, commercial,
financial, and management viability. It provides a decision making framework for government clients to
use as the project proceeds through the PPP project cycle. SOURCE’s project preparation templates are
largely qualitative in nature and aim to improve and standardize the project preparation data developed
by government clients throughout the project cycle. As such, the templates do not directly inform decision
making on projects, but allow government clients to see where information gaps may lie. All three of these
tools are designed to be used by government clients. GIF’s PRA Tool also spans the PPP project cycle to
support project appraisal and readiness, using a standard scoring methodology. However, GIF’s PRA Tool
is designed for use by the GIF team, rather than government clients, and guides GIF’s decision making on
projects it wishes to support.
Finally, the GIH’s Risk Allocation Tool and the IMF-World Bank-developed Public-Private Partnerships
Fiscal Risk Assessment Model (PFRAM) provide guidance on structuring and fiscal risk issues. The Risk
Allocation Tool is designed to be used in the project preparation stage to support the development of
appropriate risk allocations for projects. It provides detailed guidance via sample risk allocation matrices
to help governments clients, with guidance differentiated based on PPP market maturity. This tool has
been designed for use in tandem with the World Bank Guidance on PPP Contractual Provisions. The
PFRAM supports government decision making through a focus on the impact of PPP projects on
government financial accounts using simplified modelling assumptions.
2.3.3 Stage 3: Contract Drafting and Procurement
Reflecting the complex and bespoke nature of many PPP transactions, there has been limited material
prepared that provides specific guidance on the drafting of PPP contracts. As noted above, the GIH’s Risk
Allocation Tool supports the development of an appropriate allocation of risks between a government
and a private partner. This risk allocation then needs to be documented within the PPP contract signed
between the government and the private partner to ensure that each part can effectively enforce its
rights. To support this contract drafting process, and prepared in parallel with the GIH tool, the World
Bank Group’s Guidance on PPP Contractual Provisions was prepared to provide sample provisions for core
PPP contractual clauses.
2.4 Funding and Financing
2.4.1 Assessment of Funding/Financing Constraints
Most key development partners recognize the considerable financing constraints faced by many countries
when trying to implement PPP projects and the topic is often covered in the PPP Framework Assessments
outlined above.

15
Tools and products have also been developed to support institutions in the understanding of fiscal
constraints in rather different ways. EPEC’s State Guarantees in PPPs provides an overview of guarantee
instruments available to governments and associated policy implications; this touches on issues of
contingent liabilities, but does not address other government support to PPP projects and does not discuss
the management of FCCL more generally. EPEC’s Guide to Statistical Treatment of PPPs provides guidance
to determine how the use of PPPs should be treated from an accounting perspective based on project
characteristics. It does include broader government support issues from an accounting treatment
perspective but does not address the policy implications of developing projects and determining when
different government support options may be appropriate. Neither of these documents consider the
extent to which governments may be constrained in using different government support options.
PFRAM 2.0 looks more closely at the impact of specific projects on government financial statements and
on debt and deficits specifically. It addresses accounting treatment of choices related to government
support options implicitly. However, it goes beyond simply addressing accounting treatment to enable
comparison of project options and the evaluation of termination and certain shocks (for example related
to GDP growth or inflation) on FCCL for a project or across a portfolio of projects. Although it considers a
wide range of project risks and assists in identifying the nature of mitigation measures that could be
considered, this is not linked quantitatively to the calculations on government balance sheets.
2.4.2 Project Development Funds
Development partners recognize the importance of project preparation as evidenced by their investment
in products to support project preparation practices and DFI facilities that fund the preparation of specific
projects. Although the funds available through these facilities are considerable, they are usually allocated
across a wide range of countries and do not generally affect the overall funding constraint that may impact
the development of a specific PPP program within one country. Country-specific PDFs have the potential
to more directly address this funding constraint; however, no specific tools or products have been
identified that focus on supporting the development of PDFs.
That said, there is experience with the support of country-specific PDFs and PDF-like mechanisms. These
include the ADB (Philippines), UK Department for International Development (DFID) (Nigeria), Inter-
American Development Bank (IDB) (Brazil) and World Bank Group (Afghanistan, Ghana, Kenya, and
Nigeria). However, these efforts have been country specific and therefore do not represent a tool or
product for consideration in this section of the paper.
2.4.3 Project Financing Facilities
Project financing is also seen to be a critical constraint affecting the development of many PPP programs
in the developing world. Development partners directly participate in this space and play a role in
catalyzing private investment for specific projects and the availability of this support directly impacts the
growth prospects of many developing country PPP programs. Country-specific project financing facilities
or investment funds have the potential to more directly address this financing constraint; however, it is
only recently that products have been developed reviewing experience with these tools. These products
include: the World Bank Group’s recently released Global Review of Public Infrastructure Funds, the ADB’s
Public-Private Partnership Funds: Observations from International Experience (2016), and GIH’s Guidance
Note on National Infrastructure Banks and Similar Financing Facilities (2019).

16
These three products are all similar in that they focus on reviewing international experience to highlight
lessons learned and best practices related to the establishment of funds and financing facilities. They are
all guidance materials that highlight these lessons through supporting case studies and have similar
overarching themes in terms of the lessons they convey. None seeks to provide a step-by step guide for
establishing or reforming an infrastructure fund or institution. There are only subtle differences in
content, for example, the ADB document explicitly focuses on Viability Gap Funds (VGFs), which the other
two do not. In addition, the GI Hub and World Bank Group products include a focus on the role of financing
institutions in: (i) developing local financial and capital markets; (ii) supporting project preparation; and
(iii) supporting environmental or climate friendly projects—topics that are not covered in depth in the
ADB document. The World Bank Group document also includes thoughts related to the management of
FCCL that are not raised elsewhere.
2.5 Contract Management
Contract management is considered highly relevant to ensuring that PPP projects deliver expected value
and quality and there is a general acceptance that capacity challenges impact contract management as
much, if not more, than project preparation. Many general PPP guidebooks, including those described
under capacity building, include a section on contract management. In many cases, these provide little in
the way of detailed guidance that would support practitioners. More recent publications are capturing
increasing content on contract management and there are a few resources devoted exclusively to contract
management issues; however, as compared to other themes considered in this paper, there are far fewer
resources at the disposal of PPP institutions.
The two key tools identified for this paper are EPEC’s Managing PPPs During Their Contract Life and GI
Hub’s PPP Contract Management Tool. Both are guidance material and cover similar content with respect
to principles applicable at various stages of contract management and issues associated with the
establishment and capacitation of contract management teams. The latter document contains additional
practical guidance with respect to specific issues that contract management teams may encounter.
A third tool, which is still in development, is the World Bank Group’s PPP Contract Management Tool. This
work is expected to complement existing guidance material by covering certain emerging themes such as
the usage of smart contracts or blockchain technology to support contract management, topics which
have not been covered in other guidance. A second component of this tool is a web-based application
that could be used to support institutions on a day-to-day basis in managing a portfolio of PPP projects.
No other tool of this nature appears to exist currently.

Disclaimer: This document is a product of the staff of The World Bank with contributions from external sources. Any findings,
interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of
Executive Directors, or the governments they represent.
The material contained in this document is intended for general information purposes only and does not constitute legal advice in
any regard. Such material is intended to be neither exhaustive nor prescriptive and should in no circumstances be construed as or
substituted for appropriate professional financial, technical or legal advice on any PPP project or program.

17