A growing number of governments are interested in partnering with the private sector to provide public infrastructure assets and services. The PPP Reference Guide aims to assist them. The Guide tackles the following questions:
What are public-private partnerships (PPPs), why and when to use them? What kind of policy, legal, and institutional framework is needed to ensure PPPs achieve their objectives efficiently and effectively? What is the process for developing and implementing a PPP project?
The Guide provides the most relevant examples and resources on key PPP topics and helps readers navigate the substantial body of knowledge that has been generated across the world by governments, international development institutions, academia, and the private sector. It is not a toolkit or a step-by-step guidebook; nor does it cover the specifics of PPPs in any given country or sector.
The third edition includes new subjects such as stakeholder communication and engagement, environmental and social studies and standards, and climate change. Additional relevant sections include municipal PPPs and private participation in fragile and conflict-affected states.
The goal of this tool is to assist organizations in assessing the critical elements for effective organizational management and identifying those areas that need strengthening or further development.
The OCA tool was designed to enable organizations to define a capacity-building improvement plan, based on self-assessed need. This Organizational Capacity Assessment (OCA) was initially designed to measure the overall capacity of organizations funded by President’s Emergency Plan for AIDS Relief (PEPFAR) under the New Partners Initiative (NPI). This OCA tool provides organizations with a set of criteria to assess their current management capacity to implement quality health programs, to identify key areas that need strengthening.
Although many capacity assessments exist, the structure and process of this tool distinguish it from others. Multi-level and multi-department involvement fosters team building and organizational learning. The inclusion of management, compliance, and program components ensure a holistic understanding of the organization’s strengths and challenges and the guided self-assessment by skilled facilitators instills ownership on the part of the organization for its improvement plan.
The OCA tool assesses technical capacity in seven domains, and each domain has a number of sub-areas.
3. Human Resources
4. Financial Management
5. Organizational Management
6. Program Management
7. Project Performance Management
This Organizational Capacity Assessment tool is designed to enable organizational learning, foster team sharing, and encourage reflective self-assessment within organizations.
Performance-based contracting can improve public water utility operational efficiency levels, and consequently, the quality of the public services rendered.
This manual has seven sections. Section 2 offers a brief description of the current situation regarding Brazil’s water utility companies’ water losses and energy use. Section 3 explains why it is advantageous to use performance contracts as a means to reduce water losses and to foster energy efficiency in water utility companies. Section 4 demonstrates how to conduct a technical evaluation of the water losses and use of energy by water utility operators. Section 5 prescribes how to carry out an economic-financial feasibility study, enabling water utility operators to verify if the benefits of undertaking a water loss reduction program justify the costs. Section 6 offers details on the legal aspects of a performance contract. Finally, Section 7 presents a brief summary and some conclusions.
Performance-based contracts can, under conditions delineated in this document, be a very effective, and, ultimately, cost-efficient mechanism for implementing NRW projects.The case of the WSC-Miya PBC in New Providence, Bahamas is a very good illustration of the attributes and benefits of a well designed PBC – 1) baseline study and target/plan adjustment period; 2) a “minimum scope” combined with flexibility for the contractor to adjust specific plans to the evolving situation, to both exceed targets and receive additional performance-based remuneration; 3) rapid NRW reduction, with its technical, financial and political benefits and results; 4) reduced project risk for the utility; 5) a lengthy maintenance phase to promote sustainability of the NRW reductions and 6) overall improvement of technical and financial performance at a competitive price.
The World Bank’s policy governing the procurement of goods, works, non-consulting services, and consulting services. Compliance with this policy will help water and sanitation borrowers to achieve value for money with integrity in delivering sustainable development.
This World Bank Procurement Guidance describes the different types of evaluation criteria that may be used to select contractors for Goods, Works and Non-consulting Services when using Request for Bids or Request for Proposals selection methods.
This Guidance should be read with reference to the World Bank Procurement Regulations for Investment Project Financing Borrowers (IPF), the Standard Procurement Document (SPD) and if applicable, the associated User Guide relevant to the Selected SPD. The specific application of evaluation criteria is detailed in each of the Bank’s SPDs. Evaluation criteria are a standard or test used in the evaluation of Bids/Proposals to select the Most Advantageous Bid/Proposal which best meets the requirements and offers the best value for money (VFM). Continue reading World Bank Procurement Guidance – Evaluation Criteria (2016)
This guidance document is intended to be used in conjunction with the companion document A common European methodology for Life Cycle Costing (the Methodology). It provides practical guidance on the potential uses and the benefits to be gained from using Life Cycle Costing (LCC) in construction, illustrated with a number of case studies from the use of LCC across Europe.
This USAID handbook will help water and sanitation institutions to build human and institutional capacity. The Human and Institutional Capacity Development (HICD) Handbook was developed by the Bureau for Economic Growth, Agriculture and Trade (EGAT) to help USAID integrate Human and Institutional Capacity Development (HICD) into its development assistance programs. It provides information on the evolution of HICD, implementation guidance, and tools for implementing HICD initiatives.
The paper, which was prepared for the World Bank by George E. Peterson in 1998, is a good primer on municipal credit risks and applicable to corporatized water and sanitation state-owned enterprises, especially in developing countries where tariffs often do not cover the full costs service.