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in detail. 4. .
5.7 CONTRACTUAL CATEGORIES OF RISKS: COMPENSATION, RELIEFDEFINITION OF FORCE MAJEURE CLAUSEEXAMPLE OF FORCE MAJEURE CLAUSE TABLE 5.4: Examples of Force Majeure Definitions in Several Country Standards. Australia “Force majeure” means (a) acts of God, specifically storms, lightning, cyclones, earthquakes, natural disasters, actions of the elements, tidal waves, floods, droughts, landslides, mudslides and nuclear, chemical and biologicalcontamination; and
9. CLAIMS MANAGEMENT IN THE CONSTRUCTION PHASE 9.1. Importance of Claims Management. A claim in the context of PPP contract management is somewhat of a misnomer. Well-structured PPP contracts allow for specific consequences for specific failures by one party to meet its obligations to the other party.1.3.4 REFINANCING
1.3.4 Refinancing. Generally, refinancing is not considered a downside risk but an upside benefit. When the project performs well, the private partner will have the ability to renegotiate the debt on better terms or refinance the debt, including an increase in the debt 1.2.9 OTHER OPERATING COSTS THE APMG PUBLIC-PRIVATE PARTNERSHIPS CERTIFICATION PROGRAMCERTIFICATIONTHE PPP GUIDEFAQMEDIAABOUT USJOIN US The APMG Public-Private Partnerships Certification Program. Building APMG Certified PPP professionals to tackle infrastructure challenges. The APMG PPP Certification Program is an innovation of the Asian Development Bank (ADB), the European Bank for Reconstruction and Development (EBRD), the Inter-American Development Bank (IDB), the Islamic Development Bank (IsDB), the World Bank DOWNLOAD THE PPP CERTIFICATION GUIDE Download the PPP Certification Guide. Click on the button to download a pdf file of the PPP Certification Guide. If you would prefer to be sent the files via an email link please click here. By subscribing you are agreeing to APMG holding the data supplied to send occasional e-newsletters & promotional emails for the selected categories. OPERATIONS AND HANDBACK 2. Contract Management and Monitoring during the Operations Phase. 3. Contract Management and Administrative Process. 4. Managing Private Partner Under-performance and Non-Compliance. 5. Managing Finances. 9. SCOPING THE PPP PROJECT AND ITS CHALLENGES Scoping the PPP project means defining the work that must be done by the future private partner to deliver the project objectives. Potentially some portions of the project scope (technically speaking) may be refined and removed from the PPP project (for example, if the project selected is a bus rapid transit system, the future PPP may include the bus way, bus stops and depots but exclude the 4.1. GOVERNANCE AND CONTRACT MANAGEMENT TEAM ESTABLISHMENT TABLE 7.1: Characteristics of a Contract Management Team. Function. Description. Mandate. The contract management team will have a clear mandate to act on behalf of the government. 9.1 HOW TO CONDUCT THE MARKET SOUNDING 2. . Prepare thoroughly for any interface with the market to get the most out of the exercise, and give the best account of the public authority to the world at large. 3. . Consider market sounding exercises at an early stage in the project, and consider the procurement appraisal process before formulating the procurement plansin detail. 4. .
5.7 CONTRACTUAL CATEGORIES OF RISKS: COMPENSATION, RELIEFDEFINITION OF FORCE MAJEURE CLAUSEEXAMPLE OF FORCE MAJEURE CLAUSE TABLE 5.4: Examples of Force Majeure Definitions in Several Country Standards. Australia “Force majeure” means (a) acts of God, specifically storms, lightning, cyclones, earthquakes, natural disasters, actions of the elements, tidal waves, floods, droughts, landslides, mudslides and nuclear, chemical and biologicalcontamination; and
9. CLAIMS MANAGEMENT IN THE CONSTRUCTION PHASE 9.1. Importance of Claims Management. A claim in the context of PPP contract management is somewhat of a misnomer. Well-structured PPP contracts allow for specific consequences for specific failures by one party to meet its obligations to the other party.1.3.4 REFINANCING
1.3.4 Refinancing. Generally, refinancing is not considered a downside risk but an upside benefit. When the project performs well, the private partner will have the ability to renegotiate the debt on better terms or refinance the debt, including an increase in the debt 1.2.9 OTHER OPERATING COSTS ABOUT THE APMG PPP CERTIFICATION PROGRAM What does the CP 3 P pathway entail?. CP 3 P is a credential that every professional keen to get certified and enhance their career in the world of Public-Private Partnerships should aim to achieve. Once candidates complete the certification they can use the CP 3 P credential against their names, on their CVs and will be recognised globally as PPP professionals. ONLINE TRAINING COURSE Online Training Course. Welcome to the CP 3 P Online Training course. This is a free learning resource that guides you through Chapter 1 of the PPP Certification Program Guide – so that you feel better prepared to take the Foundation exam for APMG's PPP Certification Program. Please note that a fee is payable to take the Foundationexam.
TENDERING AND AWARDING THE CONTRACT Tendering and Awarding the Contract. 1. Where We are in the Project Cycle. 2. Objectives of this Phase. 3. Special Characteristics of the PPP Tender Process. 4. Overview of the Phase. 9.1 HOW TO CONDUCT THE MARKET SOUNDING 2. . Prepare thoroughly for any interface with the market to get the most out of the exercise, and give the best account of the public authority to the world at large. 3. . Consider market sounding exercises at an early stage in the project, and consider the procurement appraisal process before formulating the procurement plansin detail. 4. .
6.8 FUNDRAISING
6.8.1 Negotiating with Banks. The consortium’s financial advisory team prepares the Project Information Memorandum (PIM). The PIM sets out details of the PPP project, including the anticipated key contracts and projected revenues. Assuming a financing competition, a group of funders will be asked to compete against each other to fundthe PPP
5. TIME TO PREPARE AND SUBMIT OFFERS: REQUIREMENTS FOR As introduced in section 2 of chapter 5, it is essential to give the bidders sufficient time to prepare a sound and high quality offer. Especially in open tender models, one of the common pitfalls in a PPP procurement is that the procuring authority allows bidders insufficient time for this work. PROJECT IDENTIFICATION AND PPP SCREENING I. Executive Summary and Recommendation. This item will include the final conclusion concerning the project’s adequacy as well as a description of the appropriateness 15.1 THE PROCESS OF ANALYZING LEGAL FEASIBILITY AND One important assessment required during the analysis of the main issues is the legal classification of the land and any existing assets. Even if the assets are already held by the procuring authority, they may not be ready to be transferred to theconcessionaire.
14. OVERSIGHT / INTEGRITY OF THE TENDER PROCESS Some governments provide for independent oversight of the tender process while it is occurring to ensure that it is fair and transparent. For example, governments in Australia and New Zealand appoint a probity practitioner to ensure that a transparent and robust process is followed at all times. LE GUIDE DE CERTIFICATION EN PARTENARIAT PUBLIC- PRIVÉ (PPP) 2016 ADB, EBRD, IDB, IsDB, and WBG (v1.1) THE APMG PUBLIC-PRIVATE PARTNERSHIPS CERTIFICATION PROGRAMCERTIFICATIONTHE PPP GUIDEFAQMEDIAABOUT USJOIN US The APMG Public-Private Partnerships Certification Program. Building APMG Certified PPP professionals to tackle infrastructure challenges. The APMG PPP Certification Program is an innovation of the Asian Development Bank (ADB), the European Bank for Reconstruction and Development (EBRD), the Inter-American Development Bank (IDB), the Islamic Development Bank (IsDB), the World Bank DOWNLOAD THE PPP CERTIFICATION GUIDE Download the PPP Certification Guide. Click on the button to download a pdf file of the PPP Certification Guide. If you would prefer to be sent the files via an email link please click here. By subscribing you are agreeing to APMG holding the data supplied to send occasional e-newsletters & promotional emails for the selected categories. OPERATIONS AND HANDBACK 2. Contract Management and Monitoring during the Operations Phase. 3. Contract Management and Administrative Process. 4. Managing Private Partner Under-performance and Non-Compliance. 5. Managing Finances. 9. SCOPING THE PPP PROJECT AND ITS CHALLENGES Scoping the PPP project means defining the work that must be done by the future private partner to deliver the project objectives. Potentially some portions of the project scope (technically speaking) may be refined and removed from the PPP project (for example, if the project selected is a bus rapid transit system, the future PPP may include the bus way, bus stops and depots but exclude the 4.1. GOVERNANCE AND CONTRACT MANAGEMENT TEAM ESTABLISHMENT TABLE 7.1: Characteristics of a Contract Management Team. Function. Description. Mandate. The contract management team will have a clear mandate to act on behalf of the government. 9.1 HOW TO CONDUCT THE MARKET SOUNDING 2. . Prepare thoroughly for any interface with the market to get the most out of the exercise, and give the best account of the public authority to the world at large. 3. . Consider market sounding exercises at an early stage in the project, and consider the procurement appraisal process before formulating the procurement plansin detail. 4. .
5.7 CONTRACTUAL CATEGORIES OF RISKS: COMPENSATION, RELIEFDEFINITION OF FORCE MAJEURE CLAUSEEXAMPLE OF FORCE MAJEURE CLAUSE TABLE 5.4: Examples of Force Majeure Definitions in Several Country Standards. Australia “Force majeure” means (a) acts of God, specifically storms, lightning, cyclones, earthquakes, natural disasters, actions of the elements, tidal waves, floods, droughts, landslides, mudslides and nuclear, chemical and biologicalcontamination; and
9. CLAIMS MANAGEMENT IN THE CONSTRUCTION PHASE 9.1. Importance of Claims Management. A claim in the context of PPP contract management is somewhat of a misnomer. Well-structured PPP contracts allow for specific consequences for specific failures by one party to meet its obligations to the other party.1.3.4 REFINANCING
1.3.4 Refinancing. Generally, refinancing is not considered a downside risk but an upside benefit. When the project performs well, the private partner will have the ability to renegotiate the debt on better terms or refinance the debt, including an increase in the debt 1.2.9 OTHER OPERATING COSTS THE APMG PUBLIC-PRIVATE PARTNERSHIPS CERTIFICATION PROGRAMCERTIFICATIONTHE PPP GUIDEFAQMEDIAABOUT USJOIN US The APMG Public-Private Partnerships Certification Program. Building APMG Certified PPP professionals to tackle infrastructure challenges. The APMG PPP Certification Program is an innovation of the Asian Development Bank (ADB), the European Bank for Reconstruction and Development (EBRD), the Inter-American Development Bank (IDB), the Islamic Development Bank (IsDB), the World Bank DOWNLOAD THE PPP CERTIFICATION GUIDE Download the PPP Certification Guide. Click on the button to download a pdf file of the PPP Certification Guide. If you would prefer to be sent the files via an email link please click here. By subscribing you are agreeing to APMG holding the data supplied to send occasional e-newsletters & promotional emails for the selected categories. OPERATIONS AND HANDBACK 2. Contract Management and Monitoring during the Operations Phase. 3. Contract Management and Administrative Process. 4. Managing Private Partner Under-performance and Non-Compliance. 5. Managing Finances. 9. SCOPING THE PPP PROJECT AND ITS CHALLENGES Scoping the PPP project means defining the work that must be done by the future private partner to deliver the project objectives. Potentially some portions of the project scope (technically speaking) may be refined and removed from the PPP project (for example, if the project selected is a bus rapid transit system, the future PPP may include the bus way, bus stops and depots but exclude the 4.1. GOVERNANCE AND CONTRACT MANAGEMENT TEAM ESTABLISHMENT TABLE 7.1: Characteristics of a Contract Management Team. Function. Description. Mandate. The contract management team will have a clear mandate to act on behalf of the government. 9.1 HOW TO CONDUCT THE MARKET SOUNDING 2. . Prepare thoroughly for any interface with the market to get the most out of the exercise, and give the best account of the public authority to the world at large. 3. . Consider market sounding exercises at an early stage in the project, and consider the procurement appraisal process before formulating the procurement plansin detail. 4. .
5.7 CONTRACTUAL CATEGORIES OF RISKS: COMPENSATION, RELIEFDEFINITION OF FORCE MAJEURE CLAUSEEXAMPLE OF FORCE MAJEURE CLAUSE TABLE 5.4: Examples of Force Majeure Definitions in Several Country Standards. Australia “Force majeure” means (a) acts of God, specifically storms, lightning, cyclones, earthquakes, natural disasters, actions of the elements, tidal waves, floods, droughts, landslides, mudslides and nuclear, chemical and biologicalcontamination; and
9. CLAIMS MANAGEMENT IN THE CONSTRUCTION PHASE 9.1. Importance of Claims Management. A claim in the context of PPP contract management is somewhat of a misnomer. Well-structured PPP contracts allow for specific consequences for specific failures by one party to meet its obligations to the other party.1.3.4 REFINANCING
1.3.4 Refinancing. Generally, refinancing is not considered a downside risk but an upside benefit. When the project performs well, the private partner will have the ability to renegotiate the debt on better terms or refinance the debt, including an increase in the debt 1.2.9 OTHER OPERATING COSTS ABOUT THE APMG PPP CERTIFICATION PROGRAM What does the CP 3 P pathway entail?. CP 3 P is a credential that every professional keen to get certified and enhance their career in the world of Public-Private Partnerships should aim to achieve. Once candidates complete the certification they can use the CP 3 P credential against their names, on their CVs and will be recognised globally as PPP professionals. ONLINE TRAINING COURSE Online Training Course. Welcome to the CP 3 P Online Training course. This is a free learning resource that guides you through Chapter 1 of the PPP Certification Program Guide – so that you feel better prepared to take the Foundation exam for APMG's PPP Certification Program. Please note that a fee is payable to take the Foundationexam.
TENDERING AND AWARDING THE CONTRACT Tendering and Awarding the Contract. 1. Where We are in the Project Cycle. 2. Objectives of this Phase. 3. Special Characteristics of the PPP Tender Process. 4. Overview of the Phase. 9.1 HOW TO CONDUCT THE MARKET SOUNDING 2. . Prepare thoroughly for any interface with the market to get the most out of the exercise, and give the best account of the public authority to the world at large. 3. . Consider market sounding exercises at an early stage in the project, and consider the procurement appraisal process before formulating the procurement plansin detail. 4. .
6.8 FUNDRAISING
6.8.1 Negotiating with Banks. The consortium’s financial advisory team prepares the Project Information Memorandum (PIM). The PIM sets out details of the PPP project, including the anticipated key contracts and projected revenues. Assuming a financing competition, a group of funders will be asked to compete against each other to fundthe PPP
5. TIME TO PREPARE AND SUBMIT OFFERS: REQUIREMENTS FOR As introduced in section 2 of chapter 5, it is essential to give the bidders sufficient time to prepare a sound and high quality offer. Especially in open tender models, one of the common pitfalls in a PPP procurement is that the procuring authority allows bidders insufficient time for this work. PROJECT IDENTIFICATION AND PPP SCREENING I. Executive Summary and Recommendation. This item will include the final conclusion concerning the project’s adequacy as well as a description of the appropriateness 15.1 THE PROCESS OF ANALYZING LEGAL FEASIBILITY AND One important assessment required during the analysis of the main issues is the legal classification of the land and any existing assets. Even if the assets are already held by the procuring authority, they may not be ready to be transferred to theconcessionaire.
14. OVERSIGHT / INTEGRITY OF THE TENDER PROCESS Some governments provide for independent oversight of the tender process while it is occurring to ensure that it is fair and transparent. For example, governments in Australia and New Zealand appoint a probity practitioner to ensure that a transparent and robust process is followed at all times. LE GUIDE DE CERTIFICATION EN PARTENARIAT PUBLIC- PRIVÉ (PPP) 2016 ADB, EBRD, IDB, IsDB, and WBG (v1.1) THE APMG PUBLIC-PRIVATE PARTNERSHIPS CERTIFICATION PROGRAMCERTIFICATIONTHE PPP GUIDEFAQMEDIAABOUT USJOIN US The APMG Public-Private Partnerships Certification Program. Building APMG Certified PPP professionals to tackle infrastructure challenges. The APMG PPP Certification Program is an innovation of the Asian Development Bank (ADB), the European Bank for Reconstruction and Development (EBRD), the Inter-American Development Bank (IDB), the Islamic Development Bank (IsDB), the World Bank DOWNLOAD THE PPP CERTIFICATION GUIDE Download the PPP Certification Guide. Click on the button to download a pdf file of the PPP Certification Guide. If you would prefer to be sent the files via an email link please click here. By subscribing you are agreeing to APMG holding the data supplied to send occasional e-newsletters & promotional emails for the selected categories. OPERATIONS AND HANDBACK 2. Contract Management and Monitoring during the Operations Phase. 3. Contract Management and Administrative Process. 4. Managing Private Partner Under-performance and Non-Compliance. 5. Managing Finances. 9. SCOPING THE PPP PROJECT AND ITS CHALLENGES Scoping the PPP project means defining the work that must be done by the future private partner to deliver the project objectives. Potentially some portions of the project scope (technically speaking) may be refined and removed from the PPP project (for example, if the project selected is a bus rapid transit system, the future PPP may include the bus way, bus stops and depots but exclude the 4.1. GOVERNANCE AND CONTRACT MANAGEMENT TEAM ESTABLISHMENT TABLE 7.1: Characteristics of a Contract Management Team. Function. Description. Mandate. The contract management team will have a clear mandate to act on behalf of the government. 9.1 HOW TO CONDUCT THE MARKET SOUNDING 2. . Prepare thoroughly for any interface with the market to get the most out of the exercise, and give the best account of the public authority to the world at large. 3. . Consider market sounding exercises at an early stage in the project, and consider the procurement appraisal process before formulating the procurement plansin detail. 4. .
5.7 CONTRACTUAL CATEGORIES OF RISKS: COMPENSATION, RELIEFDEFINITION OF FORCE MAJEURE CLAUSEEXAMPLE OF FORCE MAJEURE CLAUSE TABLE 5.4: Examples of Force Majeure Definitions in Several Country Standards. Australia “Force majeure” means (a) acts of God, specifically storms, lightning, cyclones, earthquakes, natural disasters, actions of the elements, tidal waves, floods, droughts, landslides, mudslides and nuclear, chemical and biologicalcontamination; and
9. CLAIMS MANAGEMENT IN THE CONSTRUCTION PHASE 9.1. Importance of Claims Management. A claim in the context of PPP contract management is somewhat of a misnomer. Well-structured PPP contracts allow for specific consequences for specific failures by one party to meet its obligations to the other party.1.3.4 REFINANCING
1.3.4 Refinancing. Generally, refinancing is not considered a downside risk but an upside benefit. When the project performs well, the private partner will have the ability to renegotiate the debt on better terms or refinance the debt, including an increase in the debt 1.2.9 OTHER OPERATING COSTS THE APMG PUBLIC-PRIVATE PARTNERSHIPS CERTIFICATION PROGRAMCERTIFICATIONTHE PPP GUIDEFAQMEDIAABOUT USJOIN US The APMG Public-Private Partnerships Certification Program. Building APMG Certified PPP professionals to tackle infrastructure challenges. The APMG PPP Certification Program is an innovation of the Asian Development Bank (ADB), the European Bank for Reconstruction and Development (EBRD), the Inter-American Development Bank (IDB), the Islamic Development Bank (IsDB), the World Bank DOWNLOAD THE PPP CERTIFICATION GUIDE Download the PPP Certification Guide. Click on the button to download a pdf file of the PPP Certification Guide. If you would prefer to be sent the files via an email link please click here. By subscribing you are agreeing to APMG holding the data supplied to send occasional e-newsletters & promotional emails for the selected categories. OPERATIONS AND HANDBACK 2. Contract Management and Monitoring during the Operations Phase. 3. Contract Management and Administrative Process. 4. Managing Private Partner Under-performance and Non-Compliance. 5. Managing Finances. 9. SCOPING THE PPP PROJECT AND ITS CHALLENGES Scoping the PPP project means defining the work that must be done by the future private partner to deliver the project objectives. Potentially some portions of the project scope (technically speaking) may be refined and removed from the PPP project (for example, if the project selected is a bus rapid transit system, the future PPP may include the bus way, bus stops and depots but exclude the 4.1. GOVERNANCE AND CONTRACT MANAGEMENT TEAM ESTABLISHMENT TABLE 7.1: Characteristics of a Contract Management Team. Function. Description. Mandate. The contract management team will have a clear mandate to act on behalf of the government. 9.1 HOW TO CONDUCT THE MARKET SOUNDING 2. . Prepare thoroughly for any interface with the market to get the most out of the exercise, and give the best account of the public authority to the world at large. 3. . Consider market sounding exercises at an early stage in the project, and consider the procurement appraisal process before formulating the procurement plansin detail. 4. .
5.7 CONTRACTUAL CATEGORIES OF RISKS: COMPENSATION, RELIEFDEFINITION OF FORCE MAJEURE CLAUSEEXAMPLE OF FORCE MAJEURE CLAUSE TABLE 5.4: Examples of Force Majeure Definitions in Several Country Standards. Australia “Force majeure” means (a) acts of God, specifically storms, lightning, cyclones, earthquakes, natural disasters, actions of the elements, tidal waves, floods, droughts, landslides, mudslides and nuclear, chemical and biologicalcontamination; and
9. CLAIMS MANAGEMENT IN THE CONSTRUCTION PHASE 9.1. Importance of Claims Management. A claim in the context of PPP contract management is somewhat of a misnomer. Well-structured PPP contracts allow for specific consequences for specific failures by one party to meet its obligations to the other party.1.3.4 REFINANCING
1.3.4 Refinancing. Generally, refinancing is not considered a downside risk but an upside benefit. When the project performs well, the private partner will have the ability to renegotiate the debt on better terms or refinance the debt, including an increase in the debt 1.2.9 OTHER OPERATING COSTS ABOUT THE APMG PPP CERTIFICATION PROGRAM What does the CP 3 P pathway entail?. CP 3 P is a credential that every professional keen to get certified and enhance their career in the world of Public-Private Partnerships should aim to achieve. Once candidates complete the certification they can use the CP 3 P credential against their names, on their CVs and will be recognised globally as PPP professionals. ONLINE TRAINING COURSE Online Training Course. Welcome to the CP 3 P Online Training course. This is a free learning resource that guides you through Chapter 1 of the PPP Certification Program Guide – so that you feel better prepared to take the Foundation exam for APMG's PPP Certification Program. Please note that a fee is payable to take the Foundationexam.
TENDERING AND AWARDING THE CONTRACT Tendering and Awarding the Contract. 1. Where We are in the Project Cycle. 2. Objectives of this Phase. 3. Special Characteristics of the PPP Tender Process. 4. Overview of the Phase. 9.1 HOW TO CONDUCT THE MARKET SOUNDING 2. . Prepare thoroughly for any interface with the market to get the most out of the exercise, and give the best account of the public authority to the world at large. 3. . Consider market sounding exercises at an early stage in the project, and consider the procurement appraisal process before formulating the procurement plansin detail. 4. .
6.8 FUNDRAISING
6.8.1 Negotiating with Banks. The consortium’s financial advisory team prepares the Project Information Memorandum (PIM). The PIM sets out details of the PPP project, including the anticipated key contracts and projected revenues. Assuming a financing competition, a group of funders will be asked to compete against each other to fundthe PPP
5. TIME TO PREPARE AND SUBMIT OFFERS: REQUIREMENTS FOR As introduced in section 2 of chapter 5, it is essential to give the bidders sufficient time to prepare a sound and high quality offer. Especially in open tender models, one of the common pitfalls in a PPP procurement is that the procuring authority allows bidders insufficient time for this work. PROJECT IDENTIFICATION AND PPP SCREENING I. Executive Summary and Recommendation. This item will include the final conclusion concerning the project’s adequacy as well as a description of the appropriateness 15.1 THE PROCESS OF ANALYZING LEGAL FEASIBILITY AND One important assessment required during the analysis of the main issues is the legal classification of the land and any existing assets. Even if the assets are already held by the procuring authority, they may not be ready to be transferred to theconcessionaire.
14. OVERSIGHT / INTEGRITY OF THE TENDER PROCESS Some governments provide for independent oversight of the tender process while it is occurring to ensure that it is fair and transparent. For example, governments in Australia and New Zealand appoint a probity practitioner to ensure that a transparent and robust process is followed at all times. LE GUIDE DE CERTIFICATION EN PARTENARIAT PUBLIC- PRIVÉ (PPP) 2016 ADB, EBRD, IDB, IsDB, and WBG (v1.1) We use cookies to enhance our user experience. Please accept to have our cookies enabled. You can revoke your consentat any time.
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THE APMG PPP CERTIFICATION PROGRAM IS AN INNOVATION OF THE ASIAN DEVELOPMENT BANK (ADB), THE EUROPEAN BANK FOR RECONSTRUCTION AND DEVELOPMENT (EBRD), THE INTER-AMERICAN DEVELOPMENT BANK (IDB), THE ISLAMIC DEVELOPMENT BANK (ISDB), THE WORLD BANK GROUP (WBG) AND PART FUNDED BY THE PUBLIC-PRIVATE INFRASTRUCTURE ADVISORY FACILITY (PPIAF) WITH A SHARED VISION OF ENHANCING PPP PERFORMANCE GLOBALLY. CP3P IS THE DEFINITIVE CREDENTIAL TO DEMONSTRATE TO YOUR PEERS THAT YOUR ABILITIES ARE ALIGNED WITH INTERNATIONAL PPP GOOD PRACTICE. THE PPP GUIDE AND FOUNDATION EXAM IS AVAILABLE IN SERBIAN Chapter 1 of the PPP Guide and Foundation Exam is now available inSerbian.
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