Explore the vast range of titles available.

This work provides a structured process for determining the commercial viability of large construction projects - from gas pipelines and bridges to hospitals and schools - procured with project finance (PF). With this guide, readers can develop their own assessment structures as required using the assessment mechanism described.

Infrastructure plays a key role in fostering growth and productivity and has been linked to improved earnings, health, and education levels for the poor. Yet Latin America and the Caribbean are currently faced with a dangerous combination of relatively low public and private infrastructure investment. Those investment levels must increase, and it can be done. If Latin American and Caribbean governments are to increase infrastructure investment in politically feasible ways, it is critical that they learn from experience and have an accurate idea of future impacts. This book contributes to this aim by producing what is arguably the most comprehensive privatization impact analysis in the region to date, drawing on an extremely comprehensive dataset.

What transforms a desirable project on a government wish list to an attractive investment opportunity in the eyes of a potential private sector partner? This guide seeks to enhance the chances of developing effective partnerships between the public and the private sectors by addressing one of the main obstacles to the effective delivery of public-private partnership (PPP) projects: having the right information on the right project for the right partners at the right time. Data from the World Bank and the Public-Private Infrastructure Advisory Facility (PPIAF) private participation in infrastructure (PPI) project database indicate that private sector investment in infrastructure in developing economies grew steadily over the past decade. By 2007 the levels had finally surpassed the peak levels seen in 1997, the end of the previous growth spurt. This guide focuses specifically on what should be done, and when, in order to prepare projects to attract the right long-term private partners, procure their involvement, and manage the partnership. This guide is not a detailed project preparation manual; rather, it seeks to provide an overview of the process and what is involved so that greater realism can be applied to this challenging task and adequate resource plans can be developed.

Rethinking Private Authorityexamines the role of non-state actors in global environmental politics, arguing that a fuller understanding of their role requires a new way of conceptualizing private authority. Jessica Green identifies two distinct forms of private authority--one in which states delegate authority to private actors, and another in which entrepreneurial actors generate their own rules, persuading others to adopt them. Drawing on a wealth of empirical evidence spanning a century of environmental rule making, Green shows how the delegation of authority to private actors has played a small but consistent role in multilateral environmental agreements over the past fifty years, largely in the area of treaty implementation. This contrasts with entrepreneurial authority, where most private environmental rules have been created in the past two decades. Green traces how this dynamic and fast-growing form of private authority is becoming increasingly common in areas ranging from organic food to green building practices to sustainable tourism. She persuasively argues that the configuration of state preferences and the existing institutional landscape are paramount to explaining why private authority emerges and assumes the form that it does. In-depth cases on climate change provide evidence for her arguments. Groundbreaking in scope,Rethinking Private Authoritydemonstrates that authority in world politics is diffused across multiple levels and diverse actors, and it offers a more complete picture of how private actors are helping to shape our response to today's most pressing environmental problems

Although public–private partnerships (PPPs) are frequently analyzed and lauded in terms of efficiency, their impact on public values is often neglected. As a result, there is little empirical evidence supporting or rejecting the claim that PPPs have a negative effect on public values. This case study provides valuable insight into the relationship between public values in PPPs and the circumstances affecting the degree to which public values are upheld. Research findings demonstrate that whether public values are at stake in PPPs cannot be answered with a simple yes or no. Rather, public values can be threatened, safeguarded, or even strengthened depending on the project phase and the specific facet of the public value under scrutiny. Insight into which circumstances influence the safeguarding of public values in DBFMO (design–build–finance–maintain–operate) projects unravels the strengths and weaknesses of PPPs in terms of public values, providing public managers with a starting point for optimization.

The Government of Liberia is in the process of developing a new Poverty Reduction Strategy (PRS) that is intended to determine its path toward middle-income status. One central aspect of the strategy is likely to be a stronger focus on inclusive growth. This will mean that higher priority will be placed on growing the local private sector, and broadening the base of the economy. Public-private partnerships (PPPs) in infrastructure and services can be a key instrument for achieving these goals especially in an economy like Liberia. The analysis contained in this study identifies the steps toward establishing PPPs as both a policy instrument and method for deepening private sector investment in Liberia. Liberia's rich natural resource endowments have played a fundamental role in the way in which the economy has developed, and in the way in which Government manages private investment in extractive industries. The Government itself has a long history of entering into concession contracts with private investors and operators. Firestone rubber first signed a concession agreement in 1926, and re-signed their concession to last until 2041. More recently, the Government of Liberia has entered into several large natural resource and mining concession contracts that will see large sums of private sector capital invested onshore. This study is one element of a multi-faceted effort to support local private sector and financial sector development in Liberia. It takes into close account the Government's focus on job-creation, the post-conflict dynamics in the country, and Liberia's reliance on extractive industries as a primary source of revenue. The analysis also builds on previous economic sector work that has looked closely at how to stimulate private sector growth and investment, how to support small and medium-size enterprise (SME), and how to leverage existing private sector investment to generate deeper local markets and create new jobs.

As growth and development in Africa increase rapidly, investment in infrastructure projects will often be best accomplished through public-private partnership. This Project Preparation Guide offers the foundation blocks for public sector engagement with the private sector. This book assesses the relevant issues for selecting a project for public-private partnership, the actions for preparing projects for market, and the management process The guide addresses hiring and managing expert advisers, explains how the public sector should interact with the private sector during the project selection and preparation phases to ensure that decisions during these phases are realistic, and analyzes the issues of engagement with the private sector during the tender and after a contract has been signed. 'Attracting Investor to African Public-Private Partnerships' will help the public sector in Africa to attract private sector investment through effective project advertising, management, and implementation. This book will enhance the chances of developing effective public-private partnerships by overcoming major obstacles to project delivery by having the right information, on the right projects, for the right partners, at the right time. This guide is aimed at African public sector officials who are concerned about the delivery of infrastructure projects and services through partnership with the private sector, as well as staff in donor institutions who are looking to support PPP programs at the country-level.

This article investigates the roles and impacts of public involvement in public-private partnerships (PPPs). Our findings contribute to the literature on public-private collaborations by demonstrating the ways that the facilitation of deliberative activities can provide administrative benefits to PPPs. The results suggest that although public involvement can improve support from citizens and political leaders for PPPs and improve the tailoring of project designs to local conditions, the processes have little effect on expediting project delivery or in addressing power imbalances between public and private sectors. We also find that a combination of in-person approaches and virtual approaches to public involvement can improve the achievement of performance standards in PPPs.

Existing studies of the quality of tuberculosis care have relied on recall-based patient surveys, questionnaire surveys of knowledge, and prescription or medical record analysis, and the results mostly show the health-care provider's knowledge rather than actual practice. No study has used standardised patients to assess clinical practice. Therefore we aimed to assess quality of care for tuberculosis using such patients. We did a pilot, cross-sectional validation study of a convenience sample of consenting private health-care providers in low-income and middle-income areas of Delhi, India. We recruited standardised patients in apparently good health from the local community to present four cases (two of presumed tuberculosis and one each of confirmed tuberculosis and suspected multidrug-resistant tuberculosis) to a randomly allocated health-care provider. The key objective was to validate the standardised-patient method using three criteria: negligible risk and ability to avoid adverse events for providers and standardised patients, low detection rates of standardised patients by providers, and data accuracy across standardised patients and audio verification of standardised-patient recall. We also used medical vignettes to assess providers' knowledge of presumed tuberculosis. Correct case management was benchmarked using Standards for Tuberculosis Care in India (STCI). Between Feb 2, and March 28, 2014, we recruited and trained 17 standardised patients who had 250 interactions with 100 health-care providers, 29 of whom were qualified in allopathic medicine (ie, they had a Bachelor of Medicine & Surgery [MBBS] degree), 40 of whom practised alternative medicine, and 31 of whom were informal health-care providers with few or no qualifications. The interactions took place between April 1, and April 23, 2014. The proportion of detected standardised patients was low (11 [5%] detected out of 232 interactions among providers who completed the follow-up survey), and standardised patients' recall correlated highly with audio recordings (r=0·63 [95% CI 0·53–0·79]), with no safety concerns reported. The mean consultation length was 6 min (95% CI 5·5–6·6) with a mean of 6·18 (5·72–6·64) questions or examinations completed, representing 35% (33–38) of essential checklist items. Across all cases, only 52 (21% [16–26]) of 250 were correctly managed. Correct management was higher among MBBS-qualified doctors than other types of health-care provider (adjusted odds ratio 2·41 [95% CI 1·17–4·93]; p=0·0166). Of the 69 providers who completed the vignette, knowledge in the vignettes was more consistent with STCI than their actual clinical practice—eg, 50 (73%) ordered a chest radiograph or sputum test during the vignette compared with seven (10%) during the standardised-patient interaction; OR 0·04 (95% CI 0·02–0·11); p<0·0001. Standardised patients can be successfully implemented to assess tuberculosis care. Our data suggest a big gap between private provider knowledge and practice. Additional work is needed to substantiate our pilot data, understand the know-do gap in provider behaviour, and to identify the best approach to measure and improve the quality of tuberculosis care in India. Grand Challenges Canada, the Bill & Melinda Gates Foundation, Knowledge for Change Program, and the World Bank Development Research Group.

The public–private partnership (PPP) based model for the execution of infrastructure projects originated from Anglo-Saxon countries and was initially used in 1977 by the United Kingdom (U.K). Since then, its popularity has increased worldwide. Earlier studies by researchers and many other professional sectors and departments have introduced PPP contracts into different execution modes like Build, Operate, and Transfer (BOT); Build, Own, Operate, and Transfer (BOOT); and Build, Lease, and Transfer (BLT), etc. All definitions of PPP contracts are different but have a few common characteristics and risks. Previously, numerous pieces of literature were available on these common risks for various execution modes of PPP contracts. However, each PPP mode still has unique risks that must be identified to understand and successfully implement the PPP projects properly. This paper fills the gap mentioned above and aims to identify various commonly used PPP execution modes in infrastructure projects and their corresponding risks after placing the different PPP execution modes into four (04) different categories. Identified risks for the corresponding PPP categories were also divided into seven (07) stages of the PPP life cycle. Semi-structured interviews were conducted to gather information from thirty-four (34) PPP experts worldwide. Accordingly, interviews are transcribed and processed for thematic analysis in academic NVIVO software. These identified risks are further placed in the respective PPP category for the convenience and better understanding of the study’s outcome to the users and for the subsequent prioritization and allocation of these identified risks accordingly to the PPP parties during the finalization of the PPP execution mode.