Negotiating and Managing PPP Contracts

Both receive serious attention, and the course treats them as connected disciplines. The payment mechanisms, KPIs and change provisions that a contract manager relies on for twenty years are the product of what was (or was not) negotiated at the outset. Day 4 focuses on negotiation; Day 5 on contract management and critical events. Delegates leave understanding how decisions made at the negotiating table play out over the full life of the contract.

The Negotiating and Managing PPP Contracts course is deliberately practical. Every day includes applied exercises: financial appraisal problems, contract negotiation role-plays using the model BOT contract, and case study analysis drawn from real PPP projects. Structured presentation introduces key concepts; discussion and active exercises test and deepen understanding. Delegates should expect to be challenged, not just informed.

The course is primarily designed from the perspective of the public sector contracting authority. However, private sector participants (contractors, developers, lenders and their advisors) will find significant value in understanding how the public sector thinks, what it prioritises in negotiation, and what drives its contract management decisions. Mixed cohorts often generate the most productive discussions.

Delegates attending this Negotiating and Managing PPP Contracts training course should return with greater confidence and practical tools across the full PPP lifecycle: the ability to appraise a PPP proposal and challenge assumptions about bankability; the skills to participate actively in contract negotiations; the knowledge to design performance frameworks that hold private sector partners to account; and the judgement to respond effectively to problems and critical events. The course equips professionals to ask better questions, make better decisions and engage more effectively with the specialists around them.

Bankability is introduced on Day 1 and developed in depth on Day 3, which covers NPV, DCF analysis, WACC and lender due diligence. No prior financial qualification is required. Day 3 is designed to build financial literacy from first principles, and is accessible to delegates from legal, procurement or contract management backgrounds. Delegates with existing financial expertise will find the day consolidates their knowledge in a PPP-specific context.

Yes, and it is one of the most important days in the programme. A PPP that does not attract lender support will not be built. Procurement professionals who do not understand bankability risk designing processes that fail to attract competitive bids. Contract managers who cannot read a project’s financial model are poorly equipped to assess the consequences of variations or renegotiation requests. Day 3 gives non-financial professionals the tools and vocabulary to engage credibly with lenders and financial advisors.

Yes, and deliberately so. Failure is often more instructive than success. Case studies are drawn from transport, energy, water and social infrastructure projects across Africa, the Middle East, Asia and elsewhere, and are selected to illustrate the consequences of poor risk allocation, weak procurement and inadequate contract management. Specific cases may be updated to reflect current examples at the time of delivery.

This is a central theme of Day 5 and runs as a thread throughout the course. The course takes the position that an output-based contract is only as effective as the performance framework that underpins it. Delegates work through the design of output specifications, measurable KPIs and deduction mechanisms that incentivise performance rather than merely penalise failure, and explore how to build the monitoring systems that make performance management actionable.

The course is designed to be applicable across regions and sectors, with case studies drawn from a wide range of markets and infrastructure types. Where a cohort shares a common regional or sectoral context, the presenter will draw on relevant examples and tailor exercises accordingly. The underlying principles of PPP appraisal, negotiation and contract management are consistent across markets, even where local legal and institutional frameworks differ.

The model BOT contract is a representative PPP agreement used as a working reference throughout this training course. Delegates use it to identify and analyse key clauses, practise negotiating disputed terms, and explore how contract language translates into risk allocation and performance management. It is not jurisdiction-specific but reflects the commercial and legal structures commonly found in international PPP practice.

Yes. GLOMACS offers customised and in-house delivery options. The content of this training course can be tailored to reflect an organisation’s specific strategic objectives, workforce challenges, and data maturity, ensuring maximum relevance and impact. 

 For further details or to discuss customisation requirements, you may call us on +971 (56) 538 7389 or email inhouse@glomacs.com . You can also submit a detailed enquiry through our in-house training page at: https://glomacs.com/in-house-seminars

If you would like further information about these training courses, our team is available to provide professional guidance and support. We are pleased to assist with course selection, the registration process, and any related enquiries.

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