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Methodologies, Manual and Guidelines

  • Briefing Notes, Discussion Papers and Reports
  • Methodologies and ManualsCurrently selected
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    • PPM Toolkit
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[file-list-item title="1.%09Appraisal%20of%20infrastructure%20guideline" description="The%20guideline%20brings%20together%20the%20key%20principles%20involved%20in%20deciding%20whether%20or%20not%20a%20project%20is%20a%20good%20one,%20and%20worth%20investing%20in%20for%20government.%20A%20%E2%80%98funnel%E2%80%99%20through%20which%20projects%20can%20be%20sifted%20is%20set%20out,%20and%20includes:%20(1)%20assessing%20projects%20for%20alignment%20with%20the%20country%E2%80%99s%20strategic%20considerations,%20(2)%20whether%20there%20is%20truly%20demand%20for%20the%20project,%20(3)%20whether%20it%20represents%20the%20most%20cost-effective%20option,%20(4)%20whether%20it%20is%20affordable%20(by%20either%20the%20fiscus%20or%20consumers)%20and%20(5)%20whether%20it%20is%20likely%20to%20be%20implementable." file-type="pdf" link="https://www.gtac.gov.za/Publications/Appraisal_of_Infrastructure_Guideline_Revised.pdf" /]
[file-list-item title="2.%09Guideline%20for%20using%20infrastructure%20user%20charges" description="The%20guideline%20presents%20an%20attempt%20to%20distil%20a%20set%20of%20broad%20principles%20and%20considerations%20that%20could%20guide%20decisions%20in%20determining%20how%20investments%20in%20infrastructure%20can%20be%20paid%20in%20ways%20that%20are%20fair,%20sustainable%20and%20affordable.%20Depending%20on%20the%20type%20of%20infrastructure%20provided,%20the%20question%20of%20whether%20user%20charges%20are%20appropriate%20is%20then%20guided%20by%20the%20following%20principles:%20(1)%20whether%20the%20project%20offers%20consumers%20value%20for%20money;%20(2)%20whether%20the%20charges%20are%20affordable;%20and%20(3)%20whether%20the%20introduction%20of%20charges%20on%20a%20particular%20project%20is%20likely%20to%20be%20seen%20as%20fair%20by%20the%20affected%20users.%20" file-type="pdf" link="https://www.gtac.gov.za/Publications/Infrastructure_User_Charges_Revised.pdf" /]
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[panel panel-style="solid" color="primary" title="Establishing%20Public%20Private%20Partnerships" icon="arrow-circle-right" id="#meth" title-size="18" title-text-color="white" icon-size="normal" icon-color="white"]
[divider /]

The final report from a South-South knowledge exchange event in the area of Public-Private Partnerships (PPP). The Revolutionary Government of Zanzibar (RGoZ) and the World Bank, in collaboration with the Danish Institute for International Studies (DIIS), organised a seminar designed toconnect and establish a network among African and Asian countries working with PPPs. The participating countries are all at different stages of their ‘PPP evolution’ - representatives from India, Kenya, South Africa, Tanzania and Zanzibar came together to share lessons from positive and negative PPP experiences, and to identifying good practices. The seminar took place on the 25th of May 2015 and hosted around 40 participants from countries and institutions working with PPPs. Participants included PPP practitioners from the participating countries as well as academics, development partners (World Bank, UN agencies and bilateral donors) and the private sector.

[divider /]

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[file-list-item title="Establishing%20Public%20Private%20Partnerships" file-type="pdf" link="/Publications/180-Establishing%20Public%20Private%20Partnerships.pdf" linking="new-window" icon-color="primary" title-color="white-light" /]
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[divider /]

Only 20 per cent of the knowledge in an organisation is ever captured, leaving 80 per cent in the hearts and minds of employees (Botkin & Seeley, 2001). Knowledge is not a "thing" that can be "managed“. It is a capacity of people and communities, continuously generated and renewed in their conversation, to meet new challenges and opportunities. People responsible for knowledge-based value creation can be inspired and supported, but they cannot be "managed" as mere extensions of the machinery, as people were managed in the industrial era, as mere extensions of the machinery. The challenge of building sustained and effective capacity and capability in government organisations is well known. This learning network practice note presents the elements and features of an effective LN, the process to establish a LN and the roles that GTAC or other organisations can play as the LN “cultivator”.

[divider /]

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[file-list-item file-type="pdf" icon-color="primary" title-color="white-light" title="GTAC%20Learning%20Networks%20Guideline%20Final" link="/Publications/330-GTAC%20Learning%20Networks%20Guideline%20FINAL%2031072015%20sh.pdf" linking="new-window" /]
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[divider /]

National Treasury’s Public Private Partnership Manual is indeed a world first. It systematically guides public and private parties through the phases of the regulated PPP project cycle for national and provincial government, unpacking policy and providing procedural clarity as it does so. The manual draws on South African project experience to date and on best international practice, without infringing on the authority of accounting officers and authorities. It sets rigorous risk-assessment standards by which government will make affordable project choices that best leverage private investment for quality public services. Importantly, the PPP Manual contains a code that will go a long way to achieving broad-based black economic empowerment in PPPs, not only in the equity and management of the contracted private parties, but in their subcontracting and in the projects’ local socio-economic impacts.

[divider /]

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[file-list-item file-type="pdf" icon-color="primary" title-color="white-light" title="Download%20Complete%20Manual" link="/Publications/1160-PPP%20Manual.pdf" linking="new-window" /]
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[divider /]

This Standardisation describes the key issues that are likely to arise in public private partnership (PPP) projects regulated by the provisions of regulation 16 of the Treasury Regulations (Treasury Regulation 16).1 It prescribes how these key issues must be dealt with in a PPP agreement (as defined in Treasury Regulation 16) in a manner that achieves the requirements of “substantial risk transfer”, “value for money” and “affordability”, as these terms are defined or otherwise dealt with in Treasury Regulation 16.

[divider /]

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[divider /]

Section 168(1)(d) of the Municipal Finance Management Act (2003) (MFMA) provides that the Minister of Finance may, with the concurrence of the Minister for Provincial and Local Government, issue regulations and guidelines regulating the financial commitments of municipalities and municipal entities in terms of public private partnerships (PPPs). Section 86A of the Municipal Systems Act (2000) (MSA), read together with section 120(1) and (2) of that Act, provide that the Minister for Provincial and Local Government may issue guidelines for municipalities when assessing options for the provision of a municipal service, the different categories of municipal services and the different categories of service providers. These National Treasury/Department of Provincial and Local Government (DPLG) Municipal Service Delivery and PPP Guidelines of 2007 are jointly issued by the Minister of Finance and the Minister for Provincial and Local Government, and apply to the municipalities described in section 2 of the MSA.

[divider /]

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[divider /]

Following public consultation and incorporation of comments, the Code of Good Practice for Black Economic Empowerment in Public Private Partnerships (Code for BEE in PPPs), is submitted by the Minister of Finance to the Minister of Trade and Industry to be issued in terms of the Broad-based Black Economic Empowerment Act, 2003 (B-BBEE Act). The Code for BEE in PPPs constitutes Module 2 of the National Treasury’s PPP Manual, issued as National Treasury PPP Practice Note Number 3 of 2004 in terms of section 76(4)(g) of the Public Finance Management Act, 1999 (PFMA). It applies to departments, constitutional institutions, public entities listed or required to be listed in Schedules 3A, 3B, 3C and 3D to the PFMA and subsidiaries of such public entities. This Code for BEE in PPPs follows the release of the Financial Sector Charter, and complements its commitments. It also acknowledges the development of other sectoral charters whose implementation will further support BEE in PPPs.

[divider /]

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[divider /]

This guideline outlines the Board’s views on accounting for public private partnership (PPP) agreements by a public sector entity (entity) in terms of the accrual basis of accounting. The guideline incorporates principles in the relevant Standards of GRAP. This guideline illustrates the proposed accounting by an entity that is the grantor under the PPP agreement. The operator in a PPP agreement, whether a public sector entity or a private sector entity, should consider International Financial Reporting Interpretations Committee (IFRIC) 12 Service Concession Arrangements, that was issued by the IFRIC in November 2006. The guideline addresses the accounting and reporting of assets, liabilities, revenue and expenditure by the grantor under a PPP agreement.

[divider /]

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