Most of the studies conducted on PPP units focus on their role and carry out only brief descriptive analyses of their value. No quantitative evidence: There is very little quantitative evidence of the value of centralized PPP coordination units vis-à-vis ministries or government agencies individually procuring PPP projects.Effectiveness Ī 2013 review of research into the value of centralized PPP units (and not looking at the value of PPPs in general or any other type of PPP arrangement, as it was aimed at providing evidence needed to decide whether or not to set up a centralized PPP unit) found: In contrast, the Infrastructure Investment Facilitation Center (1999) suffered from a lack of formal or informal power, and so was involved in less than half of the 3P projects developed in the country. These institutions played a central role in establishing P3s as the "new normal" for public infrastructure procurements in the country. This helped the government override the public sector's opposition to expanding P3s. The United Kingdom's PPP units, the Treasury Task Force on PPP (1997) and later Partnerships UK (1998) were staffed with people linked with the City of London, and accountancy and consultancy firms who had a vested interest in the success of the country's PPP policy: Private Finance Initiative. Promoting PPPs within the private sector (e.g., PPP market development).Capacity building (e.g., training of public-sector officials that are involved in PPP programs or interested in the PPP process).Providing technical support to government organizations at the project identification, evaluation, procurement, or contract-management phase.Approving or rejecting proposed PPP projects (e.g., playing a gatekeeper role at any stage of the process, such as the initial planning or final approval stage).
The guidance also includes defining which sectors are eligible for PPPs, as well as which PPP methods and schemes can be carried out. Policy guidance and advice on the content of national legislation.The function, location (within government), and jurisdiction (i.e., who controls it) of dedicated PPP units may differ among countries, but generally, they include: Hence, these centralized PPP units need to address these issues by shaping their functions to suit their government's needs. It may manage the number and quality of PPPs by trying to attract more PPPs or trying to ensure that the PPPs meet specific quality criteria such as affordability, value for money, and appropriate risk transfer.” Heather Whiteside describes them as "quasi-independent" institutions operating at "arm's length" from the government, and "created to promote, evaluate and develop P3 projects and policies." Overview ĭifferent governments have encountered different institutional challenges in the PPP procurement process which justified the creation of a PPP Unit. The World Bank defines a PPP Unit as an organization that “promotes or improves PPPs. There is no widely accepted definition of what a PPP unit is.
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