Material for PPP web page of MoUD Public Private Partnership (PPP) - Definition1 Public-Private Partnership (PPP) is a long term contractual agreement between a public agency (central, state or local) and a private sector entity for providing a public asset or service in which the private party bears significant risk and management responsibility. The typical risk profile in a PPP project is indicated in figure 1. Fig. 1: Typical risk Profile in PPP Projects PRE-COMPLETION Project Risk Construction Risk Delay Financial Risks POST-COMPLETION Operation and Maintenance Risks Service Quality Design Ground Conditions Cost Overruns Traffic/ Users Real Collection Contract Expires 20 Years Contract Granted Time Political/Change of Law/ Regulation/Force Majeure 2 PPP has been defined by various institutions as given below: Government of India: ‘PPP means an arrangement between a government or statutory entity or government owned entity on one side and a private sector entity on the other, for the provision of public assets and/ or related services for public benefit, through investments being made by and/or management undertaken by the private sector entity for a specified time period, where there is a substantial risk sharing with the private sector and the private sector receives performance linked payments that conform (or are benchmarked) to specified, pre-determined and measurable performance standards.’ (Department of Economic Affairs - DEA, Ministry of Finance, Government of India, 2010). The earlier definition was ‘A partnership between a public sector entity (sponsoring authority) and a private sector entity (a legal entity in which 51% or more of equity is with the private partner/s) for the creation and/or management of infrastructure for public purpose for a specified period of time (concession period) on commercial terms and in which the private partner has been procured through a transport and open procurement system’. The International Monetary Fund (IMF): ‘Public-private partnerships (PPPs) refer to arrangements where the private sector supplies infrastructure assets and services that traditionally have been provided by the government.’ (IMF 2004,) The World Bank: ‘PPP programs are projects that are for services traditionally provided by the public sector, combine investment and service provision, see significant risks being borne by the private sector, and also see a major role for the public sector in either purchasing services or bearing substantial risks under the project.’ (World Bank 2006) The Asian Development Bank (ADB): ‘PPPs broadly refer to long-term, contractual partnerships between the public and private sector agencies, specifically targeted towards financing, designing, implementing, and operating infrastructure facilities and services that were traditionally provided by the public sector (ADB 2006) The European Union: ‘A PPP is the transfer to the private sector of investment projects that traditionally have been executed or financed by the public sector’ (European Commission 2003). Why PPP Aspirations of people for better quality of life have been increasing and Governments, around the world, have to explore new ways to finance projects, build infrastructure and deliver services. Public-private partnerships (PPP) are becoming a common tool to bring together the strengths of both sectors by way of maximizing the efficiencies and innovations of private enterprise besides providing much needed capital to finance government programs and projects, thereby freeing public funds for core economic and social programs. Therefore PPPs are useful for delivery of quality services that provides Value for Money (VFM), as new options for public sector finances and for utilization of private sector expertise and efficiency in delivery of public services. Ministry of Urban Development (MoUD) has been promoting PPP specially through the it’s flagship scheme of Jawaharlal Nehru National Urban Renewal Mission (JNNURM). Some of notable projects are Hyderabad Metro (figure 2), Ahmedabad BRTS (figure 3) and Mumbai Metro (figure 4). Fig. 2: Hyderabad Metro Project . Fig. 3: Ahmedabad BRTS Project . 4: Mumbai Metro Project .Fig. .Forms of PPP 1 The PPP forms or models vary from short-term simple management contracts (with or without investment requirements) to long-term and very complex BOT form. and Duration of contract The PPP models can be classified into following broad categories in order of generally (but not always) increased involvement and assumption of risks by the private sector (figure 5). These models vary mainly by: Ownership of capital assets Responsibility for investment Assumption of risks. to divestiture. These are: Supply and Management contracts Turnkey projects Lease Concessions Private ownership of assets. The private enterprise is paid a fee to manage and operate services. the public sector retains the ownership of facility and equipment. There are several variants under the management contract including: Supply or service contract Maintenance management Operational management . operational control. Normally. payment of such fees is performance-based. However. But longer period may be used for large and complex operational facilities such as a port or airport. The private sector is provided specified responsibilities concerning a service and is generally not asked to assume commercial risk. the contract period is short. Management contracts allow private sector skills to be brought into service design and delivery. 5: Forms of PPP with extent of Private Sector Participation Private Sector Public Sector Design Finance Construct O&M Ownership Service Contract Management Contract Lease Concession BOT/BOO Divest Private Sector Participation 2 Management Contracts: A management contract is a contractual arrangement for the management of a part or whole of a public enterprise by the private sector.Fig. typically two to five years. Usually. labour management and equipment procurement. A private concessionaire can itself enter into a number of supply or service contracts with other entities/ providers for the supply of equipment. or local government agency or authority) contracts with a private partner to provide and/or maintain a specific service. state. Under this contract option. maintain. catering services for passengers on railway systems (the Indian Railways. Some form of licensing or operating agreement is used if the private sector is to provide services directly to users of the infrastructure facility.2 Maintenance management A public partner (Centre. Generally.3 Operational management A public partner (Centre. Assets maintenance contracts are very popular with transport operators. 2.2. the public partner retains ownership and overall management of the public facility or system. Many local governments use this contractual partnership to provide wastewater treatment services. the longer the contract term. Management contracts of major transport facilities such as a port or airport may be useful when local manpower or expertise in running the facility is limited. power and energy. 2.1 Supply or Service Contract: Supply of equipment. for example). but the private party may invest its own capital in the facility or system. energy and power. materials. Examples of such an arrangement include. Under the private operation and maintenance option. raw materials. the public partner retains ownership of the public facility or system. and manage a facility or system providing a service. the greater the opportunity for increased private investment because there is more time available in which to recoup any investment and earn a reasonable return. state. Sometimes equipment vendors/suppliers can also be engaged for the maintenance of assets procured from them. The main purpose of such licensing is to ensure the supply of the relevant service at the desired level of quantity and quality. or local government agency or authority) contracts with a private partner to operate. Management contracts are also quite common in the transport sector for providing some of the non-transport elements of transport operations such as the ticketing system of public transport and reservation . and labour are typical examples of supply or service contract. and labour. Typical concession periods range between 5 to 50 years. 3 Turnkey Turnkey is a traditional public sector procurement model for infrastructure facilities. the operator retains revenue collected from customers/users of the facility and makes a specified lease fee payment to the contracting authority. which it provides under the agreement to meet certain specific conditions. but generally the operator is not required to make any large investment. The Government may retain the ultimate ownership of the facility and/or right to supply the services. particularly in the initial years of a PPP programme in a country when the private sector may not have enough confidence in undertaking such a commercial venture.systems. This type of private sector participation is also known as Design-Build. the private operator is paid a fixed fee for performing managerial tasks. Operational management of urban transport services can also be contracted out to the private sector. Under a lease. In the simplest type of contract. . The private contractor designs and builds a facility for a fixed fee. In concessions. Usually such payments by government may be necessary to make projects commercially viable and/or reduce the level of commercial risk taken by the private sector. 5 Concessions In this form of PPP. rate or total cost. payments can take place both ways: concessionaire pays to government for the concession rights and the government may also pay the concessionaire. The scale of investment by the private sector is generally low and for a short-term. 4 Lease In this category of arrangement an operator (the leaseholder) is responsible for operating and maintaining the infrastructure facility and services. which is one of the key criteria in selecting the winning bid. More complex contracts may offer greater incentives for efficiency improvement by defining performance targets and the fee is based in part on their fulfilment. the Government defines and grants specific rights to a private company to build and operate a facility for a fixed period of time. Fixed facilities and land are leased out for a longer period than for mobile assets. The contractor assumes risks involved in the design and construction phases. in a franchise the authority is in the lead in specifying the level of service and is prepared to make payments for doing so.2 Build-Operate-Transfer (BOT) In a Build-Operate-Transfer or its other variants type of arrangement. operating and investment risks are substantially transferred to the concessionaire. often the concessionaire may be required to establish a special purpose vehicle (SPV) for implementing and operating the project. Franchise can be used for routes or groups of routes over a contiguous area. the government controls policy and can allocate risks to those parties best suited to bear them or remove them. This form of private sector participation is historically popular in providing urban bus or rail services. BOT is a common form of PPP (figure 6) in most of sectors in India and other Asian countries. the government may also provide capital grants or other financial incentives to a BOT project.1 Franchise Under a franchise arrangement the concessionaire provide services that are fully specified by the franchising authority. In a BOT concession. in a BOT type of model the government has explicit and implicit contingent liabilities that may arise due to loan guarantees provided and default of a sub-sovereign government and public or private entity on nonguaranteed loans. whilst in the BOT type the authority imposes a few basic requirements and may have no direct financial responsibility. However.Concessions may be awarded to a concessionaire under two types of contractual arrangements: Franchise BOT type of contracts 5. In this type of arrangement. The SPV may be formed as a joint venture company with equity participation from multiple private sector parties and the public sector. . 5. By retaining ultimate ownership. A key distinction between a franchise and BOT type of concession is that. the concessionaire undertakes investments and operates the facility for a fixed period of time after which the ownership reverts back to the public sector. The private sector carries commercial risks and may be required to make investments. In addition to equity participation. . the responsibilities for designing. building. Value for money can be attained through life-cycle costing.2 Design-Build-Finance-Operate-Maintain-Transfer (DBFOMT) The Design-Build-Finance-Operate-Maintain-Transfer partnership model is the same as a DBFO except that the private sector owns the asset until the end of the contract when the ownership is transferred to the public sector.1 DBFO: Design-Build-Finance-Operate With the Design-Build-Finance-Operate (DBFO) approach. 5. financing.2.Figure 6: Typical BOT Project Structure Source: Toolkit for PPP in Roads and Highways (World bank/PPPIAF) BOT has following variants: 5.2. Direct user fees are the most common revenue source. operating and maintaining are bundled together and transferred to private sector partners. There is a great deal of variety in DBFO arrangements especially the degree to which financial responsibilities is actually transferred to the private sector. a fully operational facility. where a private developer builds an add-on to an existing facility or completes a partially built facility and rehabilitates existing assets.4 DBOM: Design-Build-Operate-Maintain The design-build-operate-maintain (DBOM) model is an integrated partnership that combines the design and construction responsibilities of design-build procurements with operations and maintenance. 5.3 BROT: Build-Rehabilitate-Operate-Transfer The arrangement. which then makes the improvements necessary to operate the facility in a profitable manner.2. The public agency maintains ownership and retains a significant level of oversight of the operations through terms defined in the contract. During the Concession period the Promoter owns and operates the facility and collects revenue in order to repay the financing and investment costs. at no cost to the Principal. The government sells the asset to the private sector entity.5 BBO: Buy-Build-Operate A BBO is a form of asset sale that includes a rehabilitation or expansion of an existing facility. financing.2.5. who is responsible for the construction. These project components are procured from the private section in a single contract with financing secured by the public sector.7 BTO: Build-Transfer-and-Operate BTO is a contractual arrangement whereby the public sector contracts out the building of an infrastructure facility to a private entity such that the Concessionaire . 5. then operates and maintains the facility at its own risk for the contract period. 5.6 BOOT: Build-Own-Operate-and-Transfer BOOT is based on the granting of a Concession by a Principal (the Union or Government or a local authority) to the Concessionaire.2. 5.2. BROT is a popular form of PPP in the water sector.2. operation and maintenance of a facility over the period of the Concession before finally transferring the facility. maintain and operate the facility and make a margin of profit. 8 BT: Build-and-Transfer BT is a contractual arrangement whereby the Concessionaire undertakes the financing and construction of a given infrastructure or development facility and after its completion turns it over to the Government Agency or Local Government unit concerned. plus a reasonable rate of return thereon. .builds the facility on a turn-key basis. This arrangement may be employed in the construction of any infrastructure or development project. including critical facilities which.2. operates the facility on behalf of the implementing agency under an agreement.9 BOT – Annuity BOT Annuity is the contractual arrangement quite similar to BOT but return on investment is not through the levy and collection of user fee directly from the users.2.2. delay and specified performance risks. The private entity however. 5. assuming cost overrun. title is transferred to the implementing agency. for security or strategic reasons. 5. The concessionaire builds facility as per the core requirements and operates the facility for the period of concession and gets paid for the services based on the performance as per the key performance indicators. Instead the owner/ Government pay to the Concessionaire an amount annually or bi-annually (Annuity) which he bids for. Concessionaire generally. In this type of arrangement.10 BLT: Build-Lease-and-Transfer BLT is a contractual arrangement whereby a Concessionaire is authorized to finance and construct an infrastructure or development facility and upon its completion turns it over to the government agency or local government unit concerned on a lease arrangement for a fixed period after which ownership of the facility is automatically transferred to the government agency or local government unit concerned. does not take risks associated with use of facility and resulting return on investment. which shall pay the proponent on an agreed Schedule its total investments expended on the project. Once the facility is commissioned satisfactorily. must be operated directly by the Government. 5. where design. As long as the operator is not in violation of its franchise. construction and operation of an infrastructure facility and in some cases the public sector may relinquish the right of ownership of assets to the private sector. Private Ownership of Assets In this form of participation. since the operator’s future earnings depend on controlling costs. Compared with the traditional public sector procurement model. 5. The public sector’s main advantages lie in the relief from bearing the costs of design and construction.2.5. importing. the transfer of certain risks to the private sector and the promise of better project design. at the expiry of which the legal title to the facility is turned over to the government. operate and maintain for a concession period. refurbishing. construction and operation aspects are usually separated. it can continue to operate the facility in perpetuity. 6. construction and operation. erecting and consuming it within the host country. this form of contractual agreement reduces the risks of cost overruns during the design and construction phases or of choosing an inefficient technology.2. the private sector remains responsible for design.11 ROT: Rehabilitate-Operate-and-Transfer ROT is a contractual arrangement whereby an existing facility is turned over to the private sector to refurbish.1 BOO: Build-Own-Operate . There can be three main types under this form: Build-Own-Operate type of arrangement Private Finance Initiative (a more recent innovation) Divestiture by license or sale 6.12 ROO: Rehabilitate-Own-and-Operate ROO is a contractual arrangement whereby an existing facility is turned over to the private sector to refurbish and operate with no time limitation imposed on ownership. The term is also used to describe the purchase of an existing facility from abroad. However. This is the most common form of private participation in the power sector in many countries. explicit and implicit contingent liabilities may also arise due to loan guarantees provided to lenders and default of a public or private entity on non-guaranteed loans. and catering services on the railways. bear direct financial obligations to government in any event. the private sector builds. The private bidder is compensated with fixed semi- . Internet service. such as in mobile telephony.In the Build-Own-Operate (BOO) type. In the PFI model. The government may get a fee and a small share of the revenue earned by the private sector under the licensing arrangement. In addition. Under this arrangement a selected private bidder is awarded a contract to develop a section of the highway and to maintain it over the whole contract period. However. does not place any restriction on number of providers or the amount of service produced but specifies the quality of service that needs to be provided. owns and operates a facility. The PFI model also has many variants. Licensing allows competitive pressure in the market by allowing multiple operators. By setting limits through quantity licensing. asset ownership at the end of the contract period may or may not be transferred to the public sector. the private sector similar to the BOO model builds. 6. and sells the product/service to its users or beneficiaries. PFI projects therefore. licensing may also be considered as a form of “concession” with private ownership of assets. For a BOO power project. The Government grants licences to private undertakings to provide services such as fixed line and mobile telephony. television and radio broadcast. In many respects. the Government (or a power distribution company) may or may not have a long-term power purchase agreement (commonly known as off-take agreement) at an agreed price from the project operator. Quality licensing however. the public sector (unlike the users in a BOO model) purchases the services from the private sector through a long-term agreement. the government is able to moderate competition between service providers and adjust supply between one area and other. public transport. There are two types of licensing: quantity licensing and quality licensing. to provide competing services.2 Private Finance Initiative In the Private Finance Initiative (PFI) model. owns and operates a facility. The annuity model for financing of national highways in India is an example of the PFI model. licensing may be considered as a variant of the BOO model of private participation. True privatization. Full divestiture of existing infrastructure assets is not very common. This is important because the government is both part owner and regulator. however. Under a joint venture. The private partner assumes the operational role and a board of directors generally reflects the shareholding composition or expert representation. . The company may also be listed on the stock exchange.annual payments for his investments in the project. 6. and officials may be tempted to meddle in the company’s business to achieve political goals. 6. the private stake may or may not imply private management of the enterprise. From its position as shareholder. This may be done either through outright sale or through public floatation of shares of a previously corporatised state enterprise. in particular the ability of the company to maintain independence from the government. however. However. However. In this form a private entity buys an equity stake in a state-owned enterprise. there are many examples of partial divestiture. the public and private sector partners can either form a new company or assume joint ownership of an existing company through a sale of shares to one or several private investors. Apart from building economic infrastructure. which do not generate direct “revenues”. In this approach the concessionaire does not need to bear the commercial risks involved with project operation. the government has an interest in the profitability and sustainability of the company and can work to smooth political hurdles.3 Divestiture This third type of privatization is clear from its very name. involves a transfer of deed of title from the public sector to a private undertaking. A key requirement of this structure is good corporate governance.4 Joint Venture Joint ventures are alternatives to full privatization in which the infrastructure is coowned and operated by the public sector and private operators. the PFI model has been used also for developing social infrastructure such as school and hospital buildings. referred by DEA on various aspects such as Viability Gap Funding (VGF) and any other related purpose. Assess fund requirements for the development of projects. has PPP Cell in the Economic Advisor Division headed by Mr. Economic Advisor. visit. A. and provide capacity building on their use. (e) regulatory mechanism. Examine and prepare comments of MoUD on projects. other Departments and States in project development. Advise. workshops. To provide advise/ assistance to States/ULBs on any matter/ issue relating to PPP Standardise and or prepare templates for procedures and bid documents.PPP Cell Ministry of Urban Development. guidelines. bid documents and in selection of developers Coordinate with GoI and line Departments of the State on all issues related to private investment in the urban infrastructure sectors. Additional Economic Advisor . if required. and model agreements. Main functions of PPP Cell are: Serve as the repository of knowledge and information relating to PPP in urban infrastructure. ULBs and people’s representative. review any PPP project under implementation . Produce standard documents or procedures on (a) bid processes and closure. Monitoring of PPP projects in MoUD and provide advise / assistance to States/ULBs on monitoring mechanism. schemes etc. Provide assistance/ advise on procurement of consultant’s services. Capacity building and organize trainings. (b) complex project agreements. Inspect. The PPP Nodal Officer is Mrs Nandita Mishra. (c) tendering arrangements templates.S Bhal. and (d) other detailed legal and contractual agreements. seminar and conduct / recommend exposure for MoUD and State’s officers. including PPP. including best practices. 50 State ULB 22.97 26-May-06 Completed Service Contract Service 27-Mar-06 Completed Service contract Private - Private 9 Sewerage 21.00 4 Rajkot BRTS.71 7-Mar-08 40% BOT Private 71.50 GOI 234. Surat BRTS Urban Transport 540.80 140.02 4.53 6. crore Andhra Pradesh Urban 1 BRTS Visakhapatnam Transport 470.59 ULB 135.98 State ULB 5.51 5. Crore Share of Partners In Rs.22 State ULB 3.09 State ULB GOI 8 Secondary Seweage Treatment Plant at Bamroli Sewerage Disposal Network Sewerage 13.55 7 Augmentation of Bhesan Sewage Treatment Plant Sewerage 15.17 GOI 31.-10 ~10% DBFOT 226.00 Gujarat 22-Jan-07 80% BOOT 1980. No.64 28-Jun-06 Completed .47 18-May-07 75% BOOT GOI 55.65 State 3.00 Hyderabad Metro Rail 2 Project Urban Transport 12.49 2.52 ULB Private 67.61 2.87 Private 18.00 8694.00 33.93 GOI State 90.20 3.00 State Private Assam SWM 3 Solid Waste Management in Guwahati 102.00 GOI 6 Upgradation of Anjana Sewage Treatment Plant Sewerage 10.02 State ULB 93.28 GOI 10.(RAJ 005) Urban Transport 117. Project Name Sector Project Cost In Rs.00 4 -Sep.29 27-Mar-06 Completed Service contract Private GOI 7.64 3.PPP Projects at a glance Date of Sanction Completion Status Type of PPP arrangement Sr.132 GOI(VGF) 1458.00 20-Jul-07 98% BOT Private 7. Operation & Maintenance of Phase I of the Secured Engineered Landfill Facility 13 at Jambua for disposal of Municipal Solid Waste Generated in Vadodara Municipal Limit under JnNURM Scheme GOI Sewerage 184.38 Private Contract GOI 17. Development.80 142.04 State ULB Private 92.66 13.87 10.13 33.50 15. Long Ahmedabad Urban Transport Urban Transport 105.00 State ULB 26.00 4.98 State ULB 15.80 State ULB GOI State 30.66 GOI State ULB Private 6.00 60.67 State ULB 10.20 28-Jan-08 98% Service Contract 28-Jun-06 Completed Service Contract Sewerage system for New 12 Northern Drainage Zone of SMC Design.72 6-Oct-06 90% O&M Contract .25 10.37 State ULB Private Sewerage and Sewage 11 Treatment system for New East Zone Areas .86 11-Aug-06 Completed BOOT Private 18.19 9.81 55. SWM 18.60 Private 14-Jul-06 85% BOOT GOI 16 BRTS 12 Km.75 26-Mar-07 98% BOO Private 46.20 17 BRTS Ahmedabad 405.73 2.64 6.02 36.31 55.30 Private 20-Jul-07 82% concession basis but with out capital contribution from operator GOI 14 Surat Solid Waste up gradation system SWM 99.33 22.50 GOI 15 Rajkot Integrated Solid Waste Processing Plant.19 10 Sewerage Disposal Network and STP for Vesu area Sewerage 34.21 14-Mar-08 86% Service Contract BOT GOI SWM 30.Surat Sewerage 110.14 43.and STP for Pal-palanpor area State ULB - 2.49 6.34 1. 61 3.46 Private Water Supply 90.97 1.07 ULB 59.84 8.88 State 2.92 Private 17.91 Sewerage 69.85 73.22 244.55 GOI 30.52 Private 36.83 ULB 23 Solid Waste Management for Faridabad City GOI SWM 73.38 ULB Private GOI State ULB Private GOI State GOI SWM 118.86 Private GOI 18 BRTS Ahmedabad Phase II Urban Transport 496.59 28-Dec-06 40% BOOT .76 State 22.07 8.24 18.70 ULB Karnataka 24 Development of Integrated Disposal Facility in Mysore GOI SWM 29.22 GOI 10.98 State 12.83 Sewerage 15.14 State ULB Private Development and 19 Management of 180 MLD Sewerage system at Pirana Ahmedabad Development and 20 Management of 35 MLD Sewerage system at Vasna Ahmedabad Development of 200 MLD 21 Water Treatment Plant at Ahmedabad 22 Haryana Upgradation of Solid Waste Management at Ahmedabad Water Supply 53.63 19.60 State 21-Mar-06 Completed O & M Contract 28-Jun-06 Completed O & M Contract 170.00 24.43 22-Jan-09 25% O & M Contract 41.ULB 202.86 Private 34.45 ULB 8-Dec-06 58% DBFO 19-Dec-08 55% DBFO 2.85 Private GOI 194.39 ULB 18.54 State 23.06 20-Jul-07 54% ROT 14.99 ULB Remodelling of water Supply 25 Distribution Network for Mysore city Maharashtra 26 Nagpur Water Supply Pench IV (Part 2) (NAG-012) - Water Supply 19.99 155.59 Private 28.70 10.23 State 28-Jun-06 Completed O & M Contract 19-Aug-08 20% OMT 26. 06 31 Nagpur Recycle& Reuse of Waste Water (NAG-016) Sewerage 130.-07 ~ 70% PPP/BOT Private (JV) Private 0.38 Nagpur Kanhan Augmentation Scheme (NAG-015) GOI 82.09 ULB 16.00 5362 0.17 Water Supply Water Supply 105.52 State 5.09 21.83 GOI 12.01 ULB 7.22 32 Solid Waste Management at PCMC SWM 100.00 766.50 State 5.296 0.37 Urban Transport 7660.65 387.03 GOI 35.13 22-Dec-06 BOT Private 30.28 State 41.00 GOI State 471.44 State ULB 14.43 Private 24.00 179.00 GOI State Private GOI State 1532.36 GOI 65.93 State ULB 77.00 1706 7-Mar.86 GOI 193.27 Nagpur Water Audit (NAG011) 28 Nagpur Energy Audit Projects for Water Supply (NAG-008) 29 Water Supply Water Supply 27.02 22-Dec-06 7% Annuity (Rs 15 Crore annual) Private 39.037 6.50 Private 2.00 Mumbai Metro Line-1 33 (Maharash-tra) Versova-Andheri-Ghatkopar Mumbai Metro Line-2 34 (Charkop-Bandra-Mankhurd Corridor) Parking Plaza in Latur Urban Infrastructure 35 0.06 Completed BOT 21-Jan.Sept.34 GOI 12.57 13-Feb-09 5% ROT 22-Dec-06 Completed BOT 21-Mar-06 Completed OMT 21-Mar-06 Completed 30 Nagpur DPR for Rehabilitation Plan to implement 24×7 Water Supply Project for Nagpur City (NAG-028) Private 116.51 Private 2.11 State ULB 26.34 28.-10 DFOT Urban Transport 2356.037 Puducherry .00 ULB 7.41/1. 47 State 22.10 Uttar Pradesh .29 GOI 37.21 GOI Private 15.11 19-Jun-08 15% DBOT SWM 13.77 State 18.15 State 5.26 State 28.95 2-Feb-07 Completed BOOT 19.60 State 3.30 48.96 8-Dec-06 65% O&M Contract 2.64 ULB 6.19 2-Feb-07 Completed BOOT 14.93 ULB Rajasthan Municipal Solid Waste 37 Management in Jaipur (Rajasthan) Tamilnadu Solid Waste Management in 38 Alandur.47 ULB 40 Solid Waste Management in Coimbatore Corporation GOI SWM 117.32 Private 12.20 GOI Private 6. Pallavapuram and Tambaram Municipalities at Vengadamangalam SWM 44.84 2-Feb-07 Completed BOOT 5.34 22-Jan-09 45% BOOT 9.63 ULB 39 Solid Waste Management in Chennai GOI SWM 255.79 Integrated Solid Waste 41 Management in Madurai Corporation SWM 74.73 State 58.36 Integrated Solid Waste Management for Puducherry GOI SWM 108.30 ULB Private 20.24 218.00 Private 39.85 ULB Private 17. 87 26-Mar-07 100% BOOT 44 Solid Waste Management in Kanpur 11.79 State 4.70 GOI 47 Solid Waste Management in Meerut 11.46 16-May-08 25% 2.36 GOI 43 Solid Waste Management in Allahabad 15.78 8-Dec-06 40% BOOT SWM 69.63 GOI SWM 92.21 GOI SWM 17.42 State 9.20 15.60 26-Oct-07 30% BOOT 48 Solid Waste Management in Varanasi 9.13 8.17 ULB Private 0.Dehradun GOI SWM 24.25 5-Mar-07 80% BOOT 6.25 ULB Private 36.47 28.46 ULB Service Contract West Bengal Municipal Solid Waste 50 Management AsansolDurgapur Municipal Area SWM 43.30 State 6.57 GOI 21.62 7.42 Solid Waste Management in Agra GOI SWM 31.60 Private 19.68 State 2.12 22-Feb-08 60% BOOT SWM 46.04 6.67 GOI SWM 68.99 8-Dec-06 60% BOOT 46 Solid Waste Management in Mathura 0.21 State 9.58 ULB Private 31.41 .99 ULB Private 7.52 ULB Private 46.71 ULB Private 8.12 49 Integrated Solid Waste Management .46 State 12.26 4.93 State 0.23 GOI 45 Solid Waste Management in Lucknow 21.66 8-Jan-07 75% BOT 8.80 24.12 State 16.74 ULB Private 20.34 State 14.88 5-Mar-07 50% BOOT SWM 74.08 ULB Private 15. Uluberia) Development and 53 Management of Sewerage system at Salt Lake.Development & 51 Management of Water Supply in Sector-V of Salt Lake Municipal Solid Waste Water Supply 26. 52 Gayeshpur. Sector – V (NDITA) Sewerage 34.07 Baruipur and GOI ULB 11. Kancharapara. Barasat.08 Completed BOT Private 22.12 State 28-Dec-07 Completed BOT Private 16.59 39.14 Policies and Schemes Link for: National Urban Sanitation Policy National Urban Transport Policy JnNURM UIDSSMT Service Level Benchmarks for Water Supply and Sanitation Government of India Schemes. solid waste management and bus rapid transport system Toolkit for PPPs in Urban water Supply in Maharashtra Toolkit for PPPs in Urban Bus Transport in Maharashtra Creating an Enabling Environment for State Projects Panel of Transaction Advisers for PPP projects: A guide for use of the Panel Guidelines for appraisal of Central Sector PPPs . Guidelines Links for On line PPP Toolkit which also covers water and sanitation. Kalyani.95 Management of 13 municipal towns for Kolkata (Halisahar.97 GOI ULB Private 33. Khardah. Pujali. Maheshtala.93 State 19-Sept.19 State 22-Jan-09 3% BOT Bhatpara. SWM 111.07 GOI ULB 9. Naihati. Madhyamgram. 250 crore or more and less than Rs.VGF amount between Rs.VGF amount less than Rs. 100 Crore VGF Process . VGF Process . 100 Crore and Rs. Guidelines for formulation.100 crore and less than Rs. 200 Crore. appraisal and approval of Public Private Partnership (PPP) Projects (i) Of all sectors costing more than Rs.Eligible Sectors Scheme for Support to Public Private Partnerships in Infrastructure eligible sectors Scheme for Support to Public Private Partnerships in Infrastructure eligible sectors Scheme for Support to Public Private Partnerships in Infrastructure eligible sectors .500 crore Procedure for approval of PPP Projects and Guideline for formulation. appraisal and approval of Public Private Partnership (PPP) Projects in Central Sector Model Request for Proposal for PPP Projects Model Request for Qualification for PPP Projects VGF Process . 200 Crore Compilation of Scheme and Guidelines for Financial Support to PPPs Infrastructure Guidelines for determining eligibility of proposals for financial support to Public Private Partnerships in infrastructure under the Viability Gap Funding Scheme Guidelines for financial support to Public Private Partnership Projects in Infrastructure under the Viability Gap Funding Scheme of GOI Scheme for Support to Public Private Partnerships in Infrastructure Scheme and Guidelines for India Infrastructure Project Development Fund .250 crore (ii) Under NHDP costing Rs.VGF amount more than Rs.100 Crore Guidelines for formulation. appraisal and approval of Public Private Partnership (PPP) Projects costing less than Rs. PPP Projects of Health and Education Sectors. Appraisal And Approval of Public Private Partnership Projects. Workshop Report on Facilitating Public-Private Partnership for Accelerated Infrastructure Development in India Guidelines on Formulation. Criticality of Legal Issues and Contracts for Public Private Partnerships Guidelines for Promoting Infrastructure Development Through PPPs : A Compendium of State Initiatives Draft Paper for Project for Risk Assessment for PPP Projects sponsored by Government/ Government agencies/PSUs prior to bid Guidelines for Formulation. Scheme for Support to Public Private Partnerships in Infrastructure eligible sectors Scheme and Guidelines for India Infrastructure Fund Scheme and Guidelines for India Infrastructure Project Development Fund . Appraisal and Approval of Public Private Partnership Projects. Revised Guidelines for Formulation. Toolkit for Analysis of Urban Infrastructure Project for PPP under JnNURM Sample EOI for PPP project in Solid Waste Management Sample RFP and Draft Concessionaire Agreement for PPP project in Solid Waste Management Public Private Partnership in Solid Waste Management – Procurement Guidelines Toolkit for Public Private Partnership frameworks in Municipal Solid Waste Management Municipal Solid Waste Management: Treatment Process and Prospects of Public Private Partnership Non Revenue Water (NRW) Reduction Tool kit Tool Kit for Accessing Institutional Finance Comprehensive Capacity Building Toolkit . Appraisal and Approval of Public Private Partnership Projects. Credit Rating of Mission Cities Pooled Finance Development Fund Scheme Service Level benchmarks in urban water supply and sanitation Toolkit for Programme Management Unit (PMU) Toolkit for Project Implementation Unit (PIU) Toolkit for Preparation of DPR (Submission Year 2006 Guidelines for Project Preparation JnNURM Toolkit for DPRs Credit Rating of Mission Cities Pooled Finance Development Fund Scheme Service Level benchmarks in urban water supply and sanitation Toolkit for Programme Management Unit (PMU) Toolkit for Project Implementation Unit (PIU) Toolkit for Preparation of DPR (Submission Year 2006 Guidelines for Project Preparation JnNURM Toolkit for DPRs Tool kit for Solid Waste Management Model Documents Link to website of Committee on Infrastructure and to Model Documents for Selection of Bidders.in and to .nic. Request for Qualification (RFQ) Selection of Bidders: Request for Proposal (RFP) Model Request for Proposal (RFP) for Selection of Financial Consultants MCA for Urban Rail Transit Systems RFP for Technical Consultants RFP for Legal Advisers RFP for Transmission Consultants Link to urbanindia. org PPP Cells (States and line Ministries) .in adb.Volume I SWM PPP Tookit .org worldbank.nic. Guidelines for Successful Public-Private Partnership in Water & Sanitation Sector NAGPUR MUNICIPAL CORPORATION Water Reforms SWM PPP Tookit .Other Options Model PIM Model RFP Term Sheet Collection & Transportation Term Sheet Integrated Processing & Disposal System Term Sheet MRTS Term Sheet Processing Link to web sites: Finmin.pppinindia planningcommission.Volume II SWM PPP Tookit .nic.ISWM Bid documents .Volume IV Model RFP Model RFQ Model PIM Term Sheet Bid Documents .in pppinindia pppindiadatabase toolkit.Volume III SWM PPP Tookit . in http://www.mp.org http://www.nic.gov.in/index.org/ Haryana PPP Cell Karnataka PPP Cell Madhya Pradesh PPP Cell Maharashtra PPP Cell Orissa PPP Cell Rajsthan PPP Cell Uttarakhand PPP Cell Punjab PPP Cell Ministry of Shipping.gov.gov.ppporissa.pppinharyana.nic.in o .com & http://pppinmaharashtra.html http://www.in/difmp/ppp_main.rajasthan.muidcl.idd.ppp.gov.asp http://www.htm http://www. Andhra Pradesh PPP Cell Assam PPP Cell Gujarat PPP Cell http://www.in http://cell.in/ppp-go.pidb.gov.com http://www.org http://www.in http://www.gidb.pppshipping.ap. GOI http://www.kar.upppc.in http://assamppp.gov.ppp.