Namusobya, SalimaNabwowe, AngellaNakulima, SaphinaMugoya, Musa2022-01-052022-01-052017https://nru.uncst.go.ug/xmlui/handle/123456789/1084In the discussions about Public Private Partnerships (PPPs) for provision of key social services, the justification, in both support for and opposition to the concept revolves mainly around accountability and risk management to ensure value for money. The essential question is whether the presumed efficiencies of the private sector are strong enough to override the concerns about social, democratic and financial accountability from private sector players. Consequently, most guidelines for best practices in framing and implementing PPPs place the need for strong institutional responsibilities and public participation in the governance high up on the priority list. The emphasis is that PPP arrangements should only be pursued when they represent the best value for money in delivering a service and not as ways to circumvent fiscal constraints.1 This also implies that accountability for any PPP project begins with the design, which should capture the various forms of safeguards to guarantee social justice and financial risk management.en