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Module 2 - 03
Planning & Organising

3.1 Why plan and organise?
3.2 What are the key steps?
3.3 What are the risks?
3.4 Who will participate in planning and organising?
3.5 What are the key issues?
3.6 What are the key issues concerning the poor?
Further Guidance

Key Questions:

How do we get started?
How do we organise the process?
Who should be involved?
What is the role of the task force and project management team?

Related Tools:

01 Why PPPs
02 Strategic Planning
09 Identifying Partners

Preparation Stage – Planning & Organising

3.5 What are the key issues?

The role of champions

Irrespective of planning and organisation, the development of a PPP needs champions to take it forward and these individuals will be central to the initial planning process. These people are also called enablers, leaders or pioneers.

A champion can come from any one of the three sectors (public or private sector, or the community). In fact, the most innovative partnership ideas often come from civil society or the private sector; hence their voices need to be heard and considered, especially during planning and organising. Besides, members of the community and some private sector actors work or live in the field; their insights will be crucial for the later, successful implementation of planned actions.

Transparency and stakeholder consultation

The transparency of the programme and the work of the task force will make decision-making more straightforward. The best way to ensure transparency is to make the process of planning open for consultation with all the relevant stakeholders.

Stakeholder consultation is essential. However, it is likely that the task force will not have all the experience necessary to carry out the stakeholder consultation; nor will it necessarily have sufficient status within the municipality. Generally, senior managers and leading councillors will need to lead the ongoing consultation process.

Every process will be different – there is no right solution

This process will be specific to each and every context. These toolkits need to be considered and adapted to suit the local circumstances and constraints – for example, service envisaged, potential partners, capacity of institutions and so on.


Changes are likely to occur on PPP projects as they develop, often caused partly by the PPP itself. These changes are difficult to predict, especially if this is the first PPP project the municipality has undertaken. In addition, external conditions can change as well. Thus, it is important to be flexible and ready for such changes [Tool 19].

Appointing advisors

The appointment of advisors is not an easy one, and the municipality may not have the skills to appoint, manage and coordinate the work of advisors. Hence capacity development support may be required. Some municipalities (with access to funding support) may appoint one lead consultant to assist in the development of the overall process; he/she can also assist in the appointment of any specialists that are necessary.


<– Work plan and programme
<–Terms of reference:
– for team members
– for any advisors to be appointed


  S T A R T P A G E  
  Module 1 - Before PPPs  
  01-Starting Out  
  02-Strategic Planning  
  Module 2 - Preparation Stage  
  03-Planning & Organising  
  04-Collecting Information  
  Module 3 - PPP Development Stage  
  05-Identifying Constraints  
  06-Defining Objectives  
  07-Defing Parameters (Scope)  
  08-Establishing Principles  
  09-Identifying Partners  
  10-Establishing Partnership  
  11-Selecting Options  
  12-Financing (Investment)  
  13-Financing (Cost Recovery)  
  14-Preparing Business Plans  
  15-Regulating the PPP  
  Module 4 - Implementation  
  16-Tendering & Procurement  
  17-Negotiating & Contracting  
  18-Managing PPPs  
  19-Monitoring & Evaluation  
  20-Managing Conflict  
  21-Capacity Development  
  Contact Information