The template checklist below can be used by a Procuring Authority when approaching the transition phase between financial close and construction.
• Recognise that the PPP contract documentation is voluminous and complex and not to be used as the sole operational tool.
• Create a clear understanding in the contract management team of what the PPP contract caters for and incorporate key contract terms into a user-friendly contract manual.
• Clearly define all roles related to preparing/ updating and maintaining the project specific contract management manual, bearing in mind that this manual is not a substitute for the PPP contract but is a tool to be used to better navigate the PPP contract.
• Carry out engagement with key stakeholders (e.g. local authorities, regulators, utility providers and any other third parties) whose approvals, agreement or permits may be required to enable the commencement of construction works.
• Engage end users and other affected parties throughout the process.
• Address land acquisition and access issues as early as possible and be aware of both government and lender requirements (e.g. multilateral development banks) on resettlement action plans and compensation.
• Maintain clear records and data management procedures in relation to resettlement actions and compensation to ensure transparency and to address subsequent disagreements.
• Keep the contract management manual up to date with an 'operational diary' and procedural matters for the Procuring Authority.
• Share relevant parts of the contract management manual with the Project Company to foster coordination.
• Test the Project Company's performance management tools in advance of PPP contract commencement to ensure they are functional and compliant with the Procuring Authority's systems.