Below are resources with instructions for creating TORs and DE examples: If a government agency has little experience in managing and coordinating these consultants and/or wants to manage a senior advisor, it may consider appointing a transactional advisor who will be a consortium of different types of advisors, but with a senior advisor. This has the advantage that the government will only have to deal with one entity and not a number of companies, and any difference between options and advice between the various consultants will be managed in-house within the consortium of transactional consultants. Potential drawbacks are the possibility that an advisor`s advice may be watered down or mitigated to meet the interests of another advisor and/or that the total costs may be higher. In designing and developing a public-private partnership (PPP) project, a government agency may question the support of external consultants to complement its own team and supplement its resources and expertise. The range of potential consultants includes legal, financial and technical consultants and can be used to develop feasibility and feasibility studies, develop tender documents and assist the client in the acquisition and negotiation of the project. A mandate model (TOR) should be clearly defined based on the scope of the work and the structure of the detailed royalties. If the payment of royalties depends on the completion of the benefits or steps, they should be clearly defined and easily evaluable. The South African PPP unit has developed a useful module for the appointment of transaction consultants (PDF). The UK Department of Finance has developed a memo on the appointment and management of consultants for PFI projects.

See also the World Bank/PPIAF toolkit on advice on private participation in infrastructure (PDF).