The role of early-stage project
preparation
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
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 of success for 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 of success for 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. This
practice note, together with notes on the other four key topics, aims at disseminating the findings of
the program on these specific themes. These notes are complemented with a note that maps the tools
and products utilized to provide PPP institutional support that were reviewed as part of the research.
This practice note describes findings and lessons learned relating to pipeline identification and screening
and early-stage project preparation and does not focus on individual transaction structuring support.
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Project preparation spans several phases of the PPP project cycle, from initial project identification—
through screening and prioritization—to more in-depth project analysis and structuring. Overall, this
process is seen to be critical to the development of bankable PPP projects and, in turn, to the success
of PPP programs. However, establishing this link directly is difficult as the extent of project preparation
varies widely across and within countries.
Project preparation can support the development of an appropriate risk allocation and a competitive
tendering process, factors that are strongly linked to successful PPP project outcomes. An appropriate
risk allocation is considered one of the most important PPP project success factors across a range of
academic work, more so than project economic viability and as important
Nigeria’s PPP port concession
as the strength of the private sector partner. Competitiveness is also program in 2005-06, consisted of
widely noted as a project success factor, and the degree of thoroughly prepared projects
competitiveness of PPP programs has been positively linked to increased backed by sector reform. This led
PPP transaction volume. In addition, project preparation is thought to to the successful concessioning of
26 ports, which received over
reduce the incidence of PPP projects becoming distressed or being
100EOIs and 59 bids.
cancelled, which may negatively impact PPP programs2.
Central PPP institutions often focus most closely on early-stage project
preparation, including project identification, screening, and prioritization. In many countries, early-
stage project preparation is important in choosing suitable projects and allocating human and financial
resources to their subsequent preparation. In environments where project preparation resources are
particularly scarce, screening and prioritizing projects for PPP potential at an early stage can be critical
to avoid the expenditure of resources on more detailed project appraisal if a project is not suitable to
be a PPP.
PPP project pipelines, which are typically developed and managed by central PPP institutions (in
coordination with contracting authorities), capture the outcome of early-stage project preparation and
In Egypt, a pipeline of 12–15 selection work. In general, the use of PPP pipelines and project
IPPs drove strong competition screening tools does not appear to encourage increased PPP
for its first IPP with 50 firms transactions, as they mainly serve to prioritize projects that have
submitting EOIs, resulting in the already been pre-identified for PPP delivery. Despite this lack of
lowest electricity price for a
developing country at the time.
direct impact on the growth of PPP programs, PPP pipelines are seen
to encourage competition, which as noted above, can contribute to
PPP project and ultimately PPP program success.
In addition, in smaller or less-developed PPP programs, pipelines tend to focus on a smaller number of
priority PPP projects and often developed with specific objectives, for example: to initiate a PPP
program, help a PPP program institutionalize new project development procedures, and/or facilitate
early engagement with development finance institutions (DFIs). In more established PPP programs,
although the general aim of allocating resources to projects remained similar, there is a greater focus
on rigorous assessment of potential projects to support preparation funding allocation decisions.
2
Measures of project distress are negatively correlated with PPP investment and PPP projects; however, this relationship has not
been shown to be causal.
3
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. Recognizing this, development partners have devoted considerable resources to
project preparation support, through both: (i) the development of tools and products that have been
developed to support qualitative and quantitative assessment of infrastructure needs and project
selection/preparation, covering individual or multiple stages of the PPP project cycle; and (ii) the
delivery of technical assistance to governments to support different stages of PPP project preparation,
which may or may not leverage specific tools or products. Project preparation support has been
reviewed with the intent of identifying gaps and overlaps in the guidance, tools, and products that exist
and understanding how specific technical assistance may be most useful or face challenges in supporting
PPP institutions. The key findings from this review are captured below.
2.1 Guidance, Tools, and Products
PPP project preparation tools typically cover assessment of a project’s strategic, economic, commercial,
financial, fiscal, and management viability to support government decision making as the project
proceeds through the PPP project cycle. They can also serve to improve and standardize the project
preparation data developed by government PPP practitioners throughout the project cycle. There are a
wide range of tools and products that have been developed by development partners and used to
support approaches to project preparation, a selection of which are captured below.
Overview of Tools and Products
Tool/Product Development Partner
Guidance on PPP Contractual Provisions: Suggested content for core PPP World Bank Group
contractual provisions, including guidance and case study examples.
Infrastructure Prioritization Framework: Research paper and quantitative World Bank Group
framework to guide selection and prioritization of infrastructure projects.
PPP Screening Tool and PPP Screening and Assessment Tool: Quantitative World Bank Group
tool to assess the suitability, and determine the prioritization, of potential
projects.
Global Infrastructure Facility (GIF) Project Readiness Assessment Tool: World Bank Group
Quantitative tool to assess project readiness and support decision making on
the provision of GIF assistance.
PPP Project Preparation Status Tool: Quantitative tool to assess a project’s European PPP Expertise Centre
PPP suitability and readiness.
Quantitative Value for Money Toolkit: Quantitative tool to support Economic and Social
identification and selection of suitable PPP projects. Commission for Asia and the
Pacific (ESCAP)
Governmental Processes Facilitating Infrastructure Project Preparation Tool: Global Infrastructure Hub
Guidance on PPP enabling environment needs to support project preparation
processes and decision making.
Risk Allocation Tool: Sample matrices to support government decision Global Infrastructure Hub
making on risk allocation across a range of project issues.
5-Case Model: Standardized tool and guidance material for preparing, UK Infrastructure and Projects
appraising, and approving investment proposals. Authority
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Project Initiation Routemap: Standardized approach to assessing and UK Infrastructure and Projects
improving public capability to initiate and implement PPP projects. Authority
High-Level Decision-Making Tool*: Upstream quantitative tool to support World Economic Forum
decision making on public vs. PPP procurement considerations.
Strategic Infrastructure Planner Tool: Standardized assessment of a country’s World Economic Forum
infrastructure readiness and needs.
Standardized Project Preparation Templates: Templates across a range of Multilateral platform for
sectors to standardize data requirements and support project decision sustainable infrastructure
making. (SOURCE)
* Refers to tools or products that are still under development/awaiting publication.
There are a number of tools that focus solely on early-stage analysis, while others include support for
early-stage analysis as well as subsequent phases of the PPP project cycle. Although there is natural
overlap in the scope of tools offering early-stage analysis support due to their similar focus, there is
some differentiation in their approach. Some tools are focused on quantitative assessment of the early-
stage feasibility and suitability of potential PPP projects through inputting available project data, while
others use a more qualitative approach, providing guidance based on best practices across developing
countries. The more qualitative tools focus on project readiness and enabling environment
requirements and require less-detailed project-specific data than the quantitative tools. The use of
quantitative tools, therefore, can be challenging where projects have not been studied sufficiently to
develop a minimum level of project data.
Given the project-specific nature of detailed project preparation, there are fewer tools that focus
explicitly on this stage of project development. The tools that do cover this area provide guidance that
ranges from basic preparation checklists to detailed conceptual approaches to project preparation.
Checklist tools are particularly useful for verification that standard preparation milestones have been
met appropriately. More detailed approaches aim to improve and standardize the project preparation
data developed throughout the project cycle, allowing government clients to see where information
gaps may lie. Despite the guidance available on the detailed project preparation process and required
data, there were no tools identified that directly support governments in using project data to help
inform government decision making.
Beyond the detailed project preparation stage, there are also a few tools that focus on contract
development and support risk allocation and the resulting contract drafting. These tools cover a range
of typical risks and issues and include some sample contractual provisions. However, these tools do not
cover sector-specific risks in detail.
2.2 Technical Assistance for Project Preparation
The provision of technical assistance to support the development of PPP projects has been a key focus
for development partners, although the nature of this technical assistance varies depending on the
stage of project development that is targeted. Early-stage project preparation is often provided to
central PPP institutions that look across sectors to identify, screen, and prioritize projects in a PPP
pipeline. Once projects have been prioritized, additional support has also been provided to central PPP
institutions and relevant contracting authorities for project preparation via further project-specific
analysis3.
3
The PPP Institutions Building Program has focused on a review of technical assistance provided to build PPP institutions. As a
result, it focuses on relatively early-stage project preparation support that may be provided to central institutions and not the more
detailed project development work typically managed by contracting authorities.
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2.2.1 Pipeline Exercises
PPP pipeline development is one of the most common components of technical assistance to central
PPP institutions. These exercises typically use a relatively similar methodology to screen and prioritize
projects. The methodology typically involves a multi-stage screening process to long-list and short-list
projects based on standard project criteria. The criteria used in most exercises cover technical and
financial feasibility, ease of implementation, fit with development priorities, environmental and social
impacts, private sector attractiveness, government support requirements, and availability of project
information, although there was some variance in the depth of coverage of these topics, particularly
with respect to private sector attractiveness. In addition, pipeline exercises frequently use a quantitative
tool to help score, rank, and prioritize projects. However, despite the availability of multiple screening
tools developed by development partners, much technical assistance has relied on the development of
bespoke tools to prioritize projects.
Pipeline exercises are often carried out multiple times in the same jurisdiction to refine or update the
pipeline as government priorities or infrastructure needs change or evolve. These exercises are
sometimes linked to parallel support being provided to central institutions. However, in a number of
cases, for example in Afghanistan, Ethiopia, and Senegal, pipeline exercises have been carried out in the
same jurisdiction within one to two years of one another. It is not clear that the frequency with which
PPP pipeline exercises are conducted is an efficient approach to supporting PPP institutions.
The main, and frequently sole, objective of these pipeline
In Burkina Faso, the project pipeline
was developed but ultimately non- exercises has typically been to identify suitable first-mover
pipeline projects moved forward via projects that can proceed to more comprehensive project
direct negotiation. preparation. However, it is not clear that these exercises
In Ethiopia, Lesotho, and Senegal, reliably drive the selection and development of projects that
projects that moved forward after ultimately move to the project preparation phase. In many
being identified in a screening process cases, pipeline exercises did not identify any projects that
had already been identified for
support by development partners
moved forward to more detailed project preparation, and
prior to the pipeline exercise. often, projects that were studied further were those that were
already the subject of development partner project
development technical assistance.
Although the dynamic nature of PPP pipelines may partially explain the inability of any individual
pipeline exercise to achieve narrowly-defined transaction-related objectives, a number of challenges
have also been identified that are also likely relevant. These include:
• Lack of Capacity: Pipeline exercises generally rely on contracting authorities to identify projects
and provide project data. However, contracting authorities may lack sufficient understanding
of PPPs to identify suitable projects and understand data requirements, particularly in lower-
capacity environments.
• Data Gathering: Data availability is a frequent challenge for pipeline exercises, as in many cases
potential projects have not been studied sufficiently and project data consists only of a general
project concept. In fragile environments, lack of physical access to gather data and visit project
sites can be an additional challenge. The lack of data limits quantitative analysis of projects and
inhibits the ability of pipeline exercises to reliably inform project selection.
• Institutional Silos: Due to the often multi-sector nature of pipeline reviews, it is common for
them to be implemented via central PPP institutions. However, central PPP institutions rely on
contracting authorities for project data, identification, and screening. This can present a
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challenge for new or inexperienced central PPP institutions that may not have developed
sufficiently strong relationships with contracting authorities.
• Lack of Consideration of USPs: Pipeline exercises frequently focus only on projects originating
from technical officials in contracting authorities. However, particularly in nascent PPP
programs, first-mover projects are often unsolicited proposals (USPs) or directly negotiated and
originate via high-level political connections and/or have high political commitment. Excluding
these projects may limit the quality of the pipeline.
• Political Commitment: Assessment of government priority or public sector support for projects
within pipeline exercises generally relies on existing development planning documentation. This
may not adequately reflect political commitment to the development of PPP programs or
pipeline projects, undermining the relevance of pipeline projects.
Despite these challenges and the mixed performance of pipeline exercises in supporting the
identification of PPP projects that move to project preparation, pipeline exercises have often served
other purposes that are relevant for the development of PPP In Afghanistan, the process
institutions. In particular, they may help to: of preparing the pipeline
helped to build experience in
• Build practical capacity and institutional relationships: using new PPP framework
Pipeline exercises can be a practical way to introduce core PPP processes, both within the
concepts to government PPP practitioners and build experience new central PPP institution
and contracting authorities.
in implementing pipeline development processes using their
own projects. They also facilitate direct communication and the building of institutional
relationships between the central PPP institution and contracting authorities, who must work
together to identify and screen projects.
In Indonesia, pipeline • Understand the size of a country’s PPP program potential: Pipeline
reviews informed exercises can support the development of an understanding of the potential
resource requirements size of a country’s PPP program. This can help to determine PPP program
for the development of funding and financing requirements and identify constraints that are critical
a guarantee fund.
to PPP program development.
• Blocking unsuitable projects: Pipeline exercises can help to block or redesign projects with poor
value and prioritize projects with more suitable PPP characteristics. This can help to avoid the
expenditure of scarce project development resources on projects that are unlikely to be
successful PPPs.
2.2.2 Project Preparation
Although a majority of project preparation technical assistance
In Afghanistan, Burkina Faso, and
provided to central PPP institutions focuses on the project Sri Lanka, the delivery of a small
identification and screening work that is captured in pipeline number of pre-feasibility studies for
exercises, further technical assistance is sometimes necessary to projects emanating from pipeline
enable government decision making on whether to invest the exercises was incorporated into the
design of technical assistance.
resources required for full project preparation. This is particularly
However, to date none of the
the case where sufficient project data is not available in advance projects selected for pre-feasibility
of pipeline exercises. This technical assistance is often carried out study have proceeded to
as a second step of a pipeline exercise and includes follow-on implementation. In Afghanistan and
analysis or pre-feasibility study of a small number of prioritized Sri Lanka, changes of government
led to the termination of World
projects. This can be particularly useful in low-capacity
Bank Group support for project
environments where data availability is frequently an preparation.
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impediment to project preparation objectives, and it can also allow time to build or understand political
commitment for specific projects.
Despite the fact that pre-feasibility studies represent a later step in the project development process
than pipeline exercises, some of the key findings and challenges
In Ethiopia, following an initial
PPP pipeline exercise, further associated with pipeline exercises also apply to pre-feasibility studies.
technical assistance supported Notably, projects selected for pre-feasibility study do not consistently
the refinement of the proceed to full project preparation and procurement. In addition,
screening mechanism to there is often significant differentiation in the format, depth, and
encourage more uniform, and
higher quality coverage of,
scope of the pre-feasibility studies undertaken to support PPP
relevant topics within pre- institutions. In some circumstances, they may lack sufficient or
feasibility studies. suitable information to enable effective government decision making.
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3.1 Considerations for pipeline development
Pipeline development technical assistance should be designed to focus on objectives beyond just
the identification of projects, wherever relevant.
The development of pipeline exercises should be based on a clear understanding of the range of
objectives that such exercises can support. Beyond project identification, other objectives that are
highly relevant for building PPP institutions exist and may be particularly relevant in less-developed
markets where PPP experience and capacity is lower. These objectives include: developing practical
capacity to identify suitable PPP projects; building institutional relationships across government;
developing processes and procedures for project identification and screening; assessing PPP program
potential, including identifying high priority sectors and likely funding and financing requirements; and,
removing projects that are unlikely to be successful in order to avoid wasting scarce project preparation
resources.
The nature of pipeline exercises to be conducted should be based on an assessment of potential
data availability, which should be assessed prior to undertaking any pipeline development
analysis.
The lack of sufficient project data is an issue that has impacted a number of pipeline exercises and may
undermine the utility of a detailed screening and prioritization exercise. In this situation, a preliminary
data check should inform the type of pipeline exercise that may be most appropriate. Where basic
project pre-feasibility work is expected to be available for many projects, a full screening and
prioritization exercise may be appropriate. However, where project data is limited, a more targeted,
qualitative identification exercise may be more suitable. This may differ from a full screening and
prioritization exercise by:
▪ Focusing initially on evaluating a small sub-set of higher-potential projects instead of
seeking to identify a large number of candidate projects.
▪ Selecting a pool of a few priority projects, as opposed to a longer, prioritized list, through
an informal assessment of project characteristics and political commitment.
If, however, the technical assistance has other non-transaction-related objectives, a full screening and
prioritization may still be merited, but its design and expected outcomes should be tailored accordingly,
as noted below.
The design of a pipeline exercise should be tailored to its objectives.
The design considerations relevant for various objectives relevant for pipeline exercises include:
Transaction-related objectives: To increase the likelihood of identifying projects that are ultimately
developed as PPPs, pipeline exercises should be designed to incorporate:
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▪ A wider range of information to improve their ability to identify projects that have political support.
This should specifically include a greater understanding of a government’s infrastructure
development priorities and political commitment for specific projects. It may also be useful to
consider giving greater weight within a scoring methodology to political commitment.
▪ Projects that have been accepted as USPs or those that are being considered for direct negotiation.
Capacity-building objectives: Pipeline exercises can serve as a practical anchor for capacity building;
however, this will likely require a longer exercise to allow time for more in-depth stakeholder
engagement, the development of institutional relationships, and the provision of hands-on support (to
both central PPP institutions and contracting authorities). In lesser-developed jurisdictions this should
include frequent in-country workshops and the use of simplified screening approaches.
Process development: Helping to institutionalize a pipeline development process within a PPP program
may enable governments to better manage dynamic project pipelines and reduce the need for frequent
externally supported pipeline exercises. Pipeline exercises should be designed to provide
operationalization support for procedures consistent with the PPP framework, or should support the
development of these procedures in the absence of a PPP framework.
PPP program constraints should be routinely evaluated as a part of full screening and
prioritization exercises to manage PPP program growth expectations and guide the development
of follow-on support.
Constraints that should be considered include:
▪ Project preparation costs: For prioritized projects or for key high potential projects these costs
should be estimated and, where possible potential funding sources identified.
▪ Government support requirements: General estimates of the potential need for government
support4 should be determined and considered in light of available fiscal space to provide such
support.
▪ Financing constraints: Where particularly severe financing constraints exist, for example in the case
of extremely limited access to foreign currency, ensure these are understood.
▪ Capacity and resource constraints: The level of capacity of the institutions that will be involved with
the development of projects identified in a pipeline, as well as the staff resources available to
support the process, should be considered.
3.2 Considerations for preliminary project preparation
Build in time to assess political support and funding potential for prioritized projects prior to
undertaking pre-feasibility studies.
To increase the likelihood that projects receiving funding for pre-feasibility studies will result in projects
that are subsequently prepared as PPPs, it may be useful to build in additional time between project
selection and the commencement of pre-feasibility studies. This period would be used to hold:
4
Governments provide a range of support to PPPs during the project implementation phase, via both direct (e.g., capital subsidies and
availability payments) and indirect measures (e.g., guarantees).
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▪ In-depth, project specific consultations with senior government officials and the relevant
contracting authority to gauge commitment (rather than relying primarily on the pipeline screening
scoring system or the views of central PPP institution staff), including a specific discussion around
potential needs for government support to implement the project.
▪ Discussions with development partners who may be able to support detailed project preparation to
ensure there is a likely commitment should the project be assessed to be feasible.
Consider approaches to increase capacity building during preliminary project preparation.
The development of pre-feasibility studies can be a practical anchor for case study-led capacity building
around early-stage project development and screening. This requires more structured coordination
between the consulting firm undertaking the pre-feasibility work, the contracting authority, and central
PPP institutions than might otherwise be expected for pre-feasibility work alone. Opportunities to
include other contracting authorities with high-potential projects or to conduct separate sessions with
high-level decision makers may also be useful to consider where appropriate.
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This note has captured a range of different recommendations that are applicable to the design and
development of project preparation support to PPP institutions. These recommendations can be
grouped into categories that are relevant for consideration at different stages in development, design,
and implementation of technical assistance. The key categories include findings related to:
▪ Selection: What support is appropriate given specific circumstances or objectives.
▪ Sequencing: When certain types of support may be appropriate given other components of a
technical assistance program.
▪ Tool Usage: What tools or products may be particularly relevant and when.
▪ Design: Suggestions to improve the efficiency or effectiveness of how support is delivered.
The recommendations below are also split between PPP project screening exercises and preliminary
project preparation.
PPP Project Screening Exercises
Carefully consider whether proposed pipeline exercises have a high likelihood of achieving
Selection transaction-related objectives prior to their approval. This may be assisted by the
identification of funding for follow-on project development support. If not, consider whether
a targeted, qualitative project identification exercise may be more appropriate to achieve
transaction-related objectives than a more comprehensive pipeline screening and
prioritization exercise, unless there are additional objectives that may justify a formal
pipeline exercise.
Require an assessment of typical project data availability before designing pipeline
Sequencing screening exercises.
In addition, pipeline screening may be useful:
▪ In parallel with PPP framework assessments, to help to identify PPP program-specific
challenges and roadblocks.
▪ In advance of support for the development of project development or investment funds,
to support a realistic assessment of project funding and financing requirements.
▪ When followed by a review period, to allow time for a government to decide on its
project’s priorities, prior to the initiation of any pre-feasibility study.
▪ Encourage use of existing tools, albeit customized to country-specific priorities, when a
Tool Usage more comprehensive screening and prioritization exercise is being carried out, to reduce
costs associated with the development of a bespoke tool.
1. The nature of a pipeline exercise should be based on an assessment of potential data
Key Design availability.
Considerations Data availability is a consistent challenge. If limited project feasibility work is available,
consider a more targeted qualitative project identification exercise. Such an exercise may
differ from a more comprehensive screening and prioritization exercise in the following ways:
a. Focusing initially on evaluating a small sub-set of higher-potential projects instead
of seeking to identify a large number of candidate projects.
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b. Selecting a pool of a few priority projects, as opposed to a longer, prioritized list,
through an informal assessment of project characteristics and political
commitment.
2. Ensure the design of a pipeline screening exercise is tailored to its objectives, which
may be broader than identifying projects to be developed as PPPs.
Objectives, and associated design implications, include:
a. Transaction-related objectives:
i. Better assess political support for individual projects through increased client
engagement.
ii. Consider increasing weightings associated with political support in full pipeline
screening and prioritization exercises.
iii. Incorporate an understanding of where USPs and direct negotiation approaches
may be likely to impact pipelines.
iv. Include discussion with potential funders of follow-on project development
support (development partners) to increase follow-on funding opportunities.
b. Capacity building objectives: Schedule workshops and trainings anchored around
characteristics of good PPP projects, required project information and the project
development process.
c. Process development or operationalization: incorporate additional client
engagement to:
i. Assess project planning procedures and approval processes to support the
development of PPP project development processes, or
ii. Provide awareness building, training, and guidance to support PPP process
operationalization.
3. Ensure potential PPP program constraints are routinely evaluated and considered in
the development of formal pipeline prioritization exercises to manage PPP program
growth expectations, facilitate client discussion around ways to address constraints, and
support the development of follow-on work. Constraints that should be considered
include:
a. Project preparation costs: Costs should be estimated and, where possible, potential
funding sources identified.
b. Government support requirements: General estimates of the potential need for
government financial support should be determined and considered in light of
available fiscal space to provide such support.
c. Financing constraints: Where particularly severe financing constraints exist, for
example in the case of extremely limited access to foreign currency, ensure these
are noted.
d. Capacity and resource constraints: The level of government capacity and the staff
resources available to support project development.
▪ Consider supporting sector-specific pipeline reviews more frequently to encourage
Other Design deeper engagement with contracting authorities in high-potential sectors.
Considerations ▪ Consider a greater focus on assessment of contract management capacity in pipeline
exercises to inform associated PPP program resourcing requirements.
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Preliminary Project Preparation
Political support and downstream funding options should be closely evaluated prior to
Selection undertaking technical assistance for preliminary project preparation.
Sequencing If following a project screening exercise, build in time to allow for government review of the
screening exercise before the initiation of pre-feasibility studies. This should also include
conversations with development partners who may support project development funding.
In addition, preliminary project preparation may complement PPP framework assessments
by helping to identify PPP program-specific challenges and roadblocks.
Consider approaches to increase capacity building alongside preliminary project
Key Design preparation.
Considerations a. Encourage the inclusion of more structured coordination between the consultants,
the contracting authority and central PPP institutions throughout the project,
covering both project issues and relevant general PPP topics.
b. include other contracting authorities with high-potential projects in more general
sessions and conduct separate sessions with high-level decisions makers where
appropriate.
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.
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