Several other entities within government can also have roles to play in managing a PPP contract, typically working with the contracting authority and designated contract management team. These can include:
• Sector regulators, which often have responsibility for monitoring service standards and managing changes in tariffs for PPP companies providing services directly to the public (see Section 2.3: PPP Processes and Institutional Responsibilities). For example, in Peru, contract management responsibilities in the transport sector are mostly allocated to OSITRAN-Organismo Supervisor de la Inversión en Infraestructura de Transporte de Uso Público-an agency in charge of regulating and supervising the management of public transport infrastructure. OSITRAN is in charge of monitoring the concessionaire's compliance with the Concession Contract. This includes monitoring economic, commercial, operation, investment, administrative, and financial aspects of the contract. OSITRAN also has the authority to resolve controversies between users and the concessionaire. Zevallos Ugarte's book on lessons learned in concessions in Peru [#297] further describes the responsibilities of OSITRAN. Similar regulatory agencies exist in other infrastructure sectors in Peru
• The Finance Ministry is often involved, particularly where any possible changes to the contract could have a fiscal implication. For example, in Chile the Concessions Law (updated 2010) states that any changes introduced in the PPP contract during implementation must be done through a Supreme Decree of the Ministry of Public Works, and that the Decree must be approved (signed) by the Ministry of Finance [#46]
• Central PPP units or other specialized support units may have a role in supporting the contracting authority's contract management team. Farquharson et al [#95, pages 137-138] notes this can be particularly useful for dealing with complex issues-such as a refinancing-that may only occur once in a project lifetime. For example, the United Kingdom Treasury Operational Task Force was established under the United Kingdom's PPP Unit, to provide help and guidance to public sector managers of PPP projects on contract management strategies, benchmarking, and refinancing of operational contracts.
The World Bank's Water PPP Toolkit [#273, pages 126-130] describes a range of options for institutional structures for monitoring and managing PPPs (focusing on PPPs providing services to users), with examples. It also sets out criteria for choosing the most appropriate institutions.
Other actors within and outside government may also be drawn on to fulfill particular roles. For example, private contractors and end users can play a role in service monitoring, as described in Section 3.7.2: Monitoring and Managing PPP Delivery and Risk. Independent expert advisors or panels are also often used to help deal with change in the PPP contract, as described in Section 3.7.3: Dealing with Change.