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As the National Development Plan 2000–2006 (NDP 2000) evolves, the traditional procurement mechanisms for large State-funded projects are giving way, in some instances, to a new arrangement for the procurement of infrastructure. This is known as the publicprivate partnership, or PPP. It most often takes the form of a consortium of private-sector investors coming together, in response to a tender competition organised by the State, to create a single, large, infrastructural asset. In the case of NRA projects, the asset will be a tolled national road. The successful bidder, or PPP Company, may provide some or all of the funds for the scheme, but much more than funding is at issue. In the case of an NRA scheme the PPP Company becomes solely responsible for the design, construction and operation of the new road. As for any funds the PPP Company may receive for this from the NRA, the payments are directly related to performance. Thus, the public sector not only specifies the asset to be created, but also supplies quality control over the delivery of this asset by the PPP Company. And whatever other variations may occur in the terms of the contract, one constant for NRA schemes is that the road itself, on completion, will always remain in public ownership (although it may be operated by the private sector for a fixed period of time).