PPP Canada is a federal Crown corporation that promotes and facilitates public-private partnerships (P3s) in Canada. The document discusses PPP Canada's role and mandate, how it supports P3 projects through various funds and expertise, and outlines the federal government's screening process for identifying suitable P3 opportunities. It also provides an overview of some recent federal P3 projects in areas like defense and security infrastructure.
The document outlines a planning meeting to develop a strategy for value chain development in India through the Livestock and Fish CGIAR Research Program, with objectives of reviewing implementation plans, identifying resource needs, and setting deliverables and timelines for research partners. It proposes an approach integrating research across value chains to transform selected commodities and countries, through engagement, assessment, piloting and validating interventions with the goal of scaling impact over 10 years.
SDTC Presentation, John Adams - ONEIA EBOB January 26, 2012ONEIA
The Sustainable Development Technology Canada (SDTC) is a government organization that funds the development and demonstration of environmental technologies in Canada. It operates two funds totaling over $1 billion to support clean technology projects. The SDTC aims to address issues like climate change, clean air and water by helping technologies overcome the pre-commercial funding gap. It evaluates proposals based on their innovation, environmental benefits, partnerships and commercialization potential. In 2012, it is accepting project applications and holding webinars to provide information to interested applicants.
Joint UNDP-UNESCAP Initiative: CapacityDevelopment of Local Governments in ...Oswar Mungkasa
Public-Private Partnerships for Service Delivery (PPPSD) Facility of the UNDP
UNESCAP Workshop on Knowledge Transfer & Capacity
Building for Water & Sanitation Services in Asia & the Pacific
17 – 19 February 2009, Bangkok, Thailand
Presentation outlining the financing criteria of the IDC, including the preparation of Business plans or bankable feasibility studies, marketing study and strategy, competitive analysis, development cost estimates, concept, design and product offering, operator identification, business structuring, financial feasibilities, legal requirements and potential constraints.
This document discusses the challenges that Basel III regulations present for liquidity management and reporting. It outlines the goals of more stringent liquidity requirements in Basel III, and why early and granular analysis of balance sheet, funding sources, collateral and more will be needed. It also discusses how to turn liquidity reporting into a valuable business asset that supports both regulatory compliance and day-to-day decision making. A case study further illustrates these points by showing how one organization addressed their liquidity reporting challenges through a new centralized database infrastructure.
Karnataka, India : Análisis de los proyectos PPP (marzo 2009)DBTGrupoIndia
The document summarizes the work undertaken by the PPP cell in Karnataka on mainstreaming PPPs at the state level from February 2008 to March 2009. It outlines the cell's efforts in areas such as PPP policy assessment and development, capacity building, guidelines development, project pipeline development, management systems, and case studies. It provides details on the growth of PPP projects identified from 39 in June 2008 to 226 by March 2009 across key infrastructure sectors such as transport, urban, energy, and industrial infrastructure.
This document provides a biography and summary of recent projects for David Dixson, a Chartered Engineer and consultant with over 30 years of experience advising public sector clients in the UK and abroad. Some of his areas of expertise include information management strategy, program/project management, and technology-enabled organizational change. Recent projects include reviews of major infrastructure and IT programs for various UK government departments and agencies.
This document discusses using cross-asset analysis to develop fixed income investment strategies. It presents two hypothetical case studies analyzing bond returns against various risk factors like probability of default, duration, and volatility. The studies find investment grade bonds strategies based on these factors outperform benchmarks, but the factors are not as effective for high yield bonds. The document also discusses challenges like data quality and the need for linkages between bond, equity, and entity data to fully evaluate investment opportunities across asset classes.
The document outlines a planning meeting to develop a strategy for value chain development in India through the Livestock and Fish CGIAR Research Program, with objectives of reviewing implementation plans, identifying resource needs, and setting deliverables and timelines for research partners. It proposes an approach integrating research across value chains to transform selected commodities and countries, through engagement, assessment, piloting and validating interventions with the goal of scaling impact over 10 years.
SDTC Presentation, John Adams - ONEIA EBOB January 26, 2012ONEIA
The Sustainable Development Technology Canada (SDTC) is a government organization that funds the development and demonstration of environmental technologies in Canada. It operates two funds totaling over $1 billion to support clean technology projects. The SDTC aims to address issues like climate change, clean air and water by helping technologies overcome the pre-commercial funding gap. It evaluates proposals based on their innovation, environmental benefits, partnerships and commercialization potential. In 2012, it is accepting project applications and holding webinars to provide information to interested applicants.
Joint UNDP-UNESCAP Initiative: CapacityDevelopment of Local Governments in ...Oswar Mungkasa
Public-Private Partnerships for Service Delivery (PPPSD) Facility of the UNDP
UNESCAP Workshop on Knowledge Transfer & Capacity
Building for Water & Sanitation Services in Asia & the Pacific
17 – 19 February 2009, Bangkok, Thailand
Presentation outlining the financing criteria of the IDC, including the preparation of Business plans or bankable feasibility studies, marketing study and strategy, competitive analysis, development cost estimates, concept, design and product offering, operator identification, business structuring, financial feasibilities, legal requirements and potential constraints.
This document discusses the challenges that Basel III regulations present for liquidity management and reporting. It outlines the goals of more stringent liquidity requirements in Basel III, and why early and granular analysis of balance sheet, funding sources, collateral and more will be needed. It also discusses how to turn liquidity reporting into a valuable business asset that supports both regulatory compliance and day-to-day decision making. A case study further illustrates these points by showing how one organization addressed their liquidity reporting challenges through a new centralized database infrastructure.
Karnataka, India : Análisis de los proyectos PPP (marzo 2009)DBTGrupoIndia
The document summarizes the work undertaken by the PPP cell in Karnataka on mainstreaming PPPs at the state level from February 2008 to March 2009. It outlines the cell's efforts in areas such as PPP policy assessment and development, capacity building, guidelines development, project pipeline development, management systems, and case studies. It provides details on the growth of PPP projects identified from 39 in June 2008 to 226 by March 2009 across key infrastructure sectors such as transport, urban, energy, and industrial infrastructure.
This document provides a biography and summary of recent projects for David Dixson, a Chartered Engineer and consultant with over 30 years of experience advising public sector clients in the UK and abroad. Some of his areas of expertise include information management strategy, program/project management, and technology-enabled organizational change. Recent projects include reviews of major infrastructure and IT programs for various UK government departments and agencies.
This document discusses using cross-asset analysis to develop fixed income investment strategies. It presents two hypothetical case studies analyzing bond returns against various risk factors like probability of default, duration, and volatility. The studies find investment grade bonds strategies based on these factors outperform benchmarks, but the factors are not as effective for high yield bonds. The document also discusses challenges like data quality and the need for linkages between bond, equity, and entity data to fully evaluate investment opportunities across asset classes.
Tetsunari Iida: Can Japan Achieve a Sustainable Future without Nuclear Energy?
In the aftermath of the 3.11 Fukushima nuclear crisis, the long-term viability of the nuclear industry in Japan has been called into question, with a dynamic anti-nuclear social movement challenging the Japanese government's response to the crisis. While this movement initially enlisted tens of thousands of people, many of whom had not previously engaged in political activism, as time has passed, the anti-nuclear movement has failed to gain ground against the entrenched forces of conservative politics, even while anti-nuclear sentiment remains strong. A central moment in this process was the recent elections, which returned the Liberal Democratic party to power on a nationalist agenda that included plans to restart all of Japan's reactors, and even build new ones.
In contrast to the back-to-the-future politics of the LDP, the anti-nuclear candidate Tetsunari Iida, who ran for governor of Yamaguchi Prefecture, has called for a fundamental rethinking of Japan's energy policy away from nuclear energy to renewable forms that are more environmentally friendly. Although Mr. Iida experienced a setback in the 2012 elections, losing to a conservative candidate who was backed by the LDP, his campaign raised a number of issues for consideration that had not been previously addressed, invigorating the anti-nuclear movement throughout Japan.
For this presentation, Mr. Iida will discuss the political dysfunction that contributed to the nuclear crisis, and offer an alternate vision that has raised widespread support among a public alienated from mainstream politics, offering hope for a safer and more ecologically sustainable future.
El documento describe el escaparate de la tienda de moda Mango. El escaparate tiene el nombre de la marca en letras grandes y negras para atraer la atención, y la iluminación aumenta a medida que oscurece. La tienda transmite sensaciones de limpieza, orden y lujo. Aunque no tiene toldo, su decoración exterior está bien organizada con pocos elementos y maniquíes que muestran la ropa para atraer a los clientes.
Este documento describe diferentes tipos de interfaces de datos, audio y video que se pueden encontrar en computadoras y dispositivos electrónicos, incluyendo puertos serie, paralelos, PS/2, Firewire, conectores VGA, VDI, Mini-Jack, RJ-11, RJ-45, tarjetas de red, modems, conexiones inalámbricas como WIFI, infrarrojos, Bluetooth, y conectores de fibra óptica.
OECD, 7th Meeting on Public-Private Partnerships - Greg SMITHOECD Governance
This presentation by Greg SMITH was made at the 7th Meeting on Public-Private Partnerships held on 17-18 February 2014. Find more information at http://www.oecd.org/gov/budgeting/ppp.htm
In today’s global PPP environment, exposure to international best practice is vital
PPP projects have demanding and exacting requirements
In most cases in emerging market economies, at least some of the partners will be international
The document discusses Malaysia's Private Finance Initiative (PFI), which involves public-private partnerships for funding infrastructure projects. Some key points:
1) PFI was introduced in Malaysia in 2006 based on international best practices, with the goal of optimizing implementation of government projects through private sector expertise and funding.
2) Under PFI, the private sector is responsible for design, construction, financing, and maintenance while the government focuses on oversight and monitoring.
3) PFI is expected to help deliver infrastructure projects on time and on budget while improving services and building standards to reduce long-term maintenance costs. The government aims to finance RM20 billion of projects through PFI over five years.
This document discusses the importance of capacity building for public-private partnership (PPP) projects. It notes that PPP projects have demanding requirements that expect international standards. Effective capacity building is needed to develop practical knowledge of PPP project design, implementation, management, and governance. The document outlines key areas of knowledge needed at different project stages, from developing the business case to procurement and financial close. It emphasizes the need to understand different aspects of PPPs, such as the project lifecycle, private sector accountability, and transitioning from public to private sector funding models.
Towards an integrated governance framework for infrastructure - Ian Hawkeswor...OECD Governance
This presentation was made by Ian Hawkesworth, OECD, Thailand, at the 10th OECD-Asian Senior Budget Officials Annual Meeting held in Bangkok, Thailand, on 18-19 December 2014.
Towards and Integrated Governance Framework for Infrastructure by Ian Hawkesw...OECD Governance
Presentation by Ian Hawkesworth at the 7th annual meeting of the MENA Senior Budget Officials held on 10-11 December 2014. Find more information at http://www.oecd.org/gov/budgeting
PwC is a global leader in project finance and infrastructure advisory, having closed 325 deals worth $99.9 billion over the last decade. They provide services across the entire asset lifecycle for major infrastructure sectors. While institutional investment in infrastructure is increasing, many projects remain delayed due to land acquisition issues, political/regulatory risks, and concerns over revenue and operating models. To attract more pension fund investment, governments must address illiquidity, lack of reliable business plans, and regulatory/geographic mismatches between projects and investors. Infrastructure bonds and specialized funds could help fill long-term financing gaps if the right market conditions are established.
BOARD OF REGISTRATION OF ARCHITECTS AND QUANTITY SURVEYORS (BORAQS) KENYA.
CONTINUOUS PROFESSIONAL DEVELOPMENT (CPD) SEMINAR ON THE THEME: “PROJECT FINANCING AND INVESTMENT PLANNING”.
BY OUMAR DIOP ENG, MBA, PMP
The ASEAN PPP Summit: The Public-Private Partnership Model and its Merits in Attracting Foreign Direct Investments, is the leading regional forum on infrastructure investment in Southeast Asia.
On April 4th, the 2019 ASEAN PPP Summit, held at the Marriott Marquis Queens Park, Bangkok, was a resounding success. The Mahanakorn Partners Group (MPG), together with the Thai-Italian Chamber of Commerce (TICC), the American Chamber of Commerce in Thailand (AMCHAM), the European Association for Business and Commerce (EABC), the French-Thai Chamber of Commerce (FTCC), the German-Thai Chamber of Commerce (GTCC) and Joint Foreign Chambers of Commerce in Thailand (JFCCT), welcomed industry leaders, governmental officials, infrastructure investors and developers along with the international news media.
The document summarizes a panel discussion on public-private partnerships for high-speed rail development. The panelists discussed the market demand and federal support for high-speed rail, an introduction to P3 project structures, the legal authority of public agencies to pursue P3s for high-speed rail, and lender perspectives. P3s can help accelerate infrastructure projects by sharing risks and costs between the public and private sectors, though they also carry disadvantages like long-term contracts and potential loss of public control. States vary in whether they have legislation enabling P3s specifically for high-speed rail projects.
Public-Private Partnerships - Business & Legal IssuesLou Milrad
This document discusses public-private partnerships (P3s) and provides an overview of their key aspects. It defines P3s as cooperative ventures between public and private sectors that allocate resources, risks, and rewards to best meet public needs. The document outlines various P3 models and their characteristics. It also addresses the advantages and challenges of P3s, how to allocate risks, examples of P3 experience in Canada and other countries, and generally positive public opinion of P3s.
Part two of investigation into Public Private Partnerships and the potential scope and role for their application to development interventions in the Caribbean- presented as a webinar for the PMI (c) International Development Community of Practise (IDCoP)
Deloitte Report: Transforming India Unleash your potentialaakash malhotra
Deloitte's Infrastructure & Capital Projects advisory brings together functions to provide comprehensive solutions to clients addressing infrastructure business challenges. It advises public and private sector organizations across the entire project lifecycle, from planning and financing to operation and asset recycling. Key services include infrastructure M&A, supporting major capital projects, advising development finance agencies, and assisting with public-private partnerships. Deloitte has extensive global experience in infrastructure and capital projects and tailors its advisory services to priority industry themes in India.
A presentation on what is Public, Private partnership. It also depicts the use, benefits, defects and why it should be adopted or avoided in the tourism sector.
The document discusses public-private partnerships (PPPs) for infrastructure projects in Nigeria's power sector. It defines PPPs and outlines their benefits, such as additional funding, improved planning, and better value. The key areas for potential PPP investments are identified as gas production and transportation, power generation, transmission infrastructure, and maintenance workshops. Financing options and the roles of the public and private sectors are examined. Risks are identified and a proposed risk allocation matrix presented. The bidding process and ensuring overall project success are also covered. Lessons from South Africa's renewable energy PPP program are noted.
Tetsunari Iida: Can Japan Achieve a Sustainable Future without Nuclear Energy?
In the aftermath of the 3.11 Fukushima nuclear crisis, the long-term viability of the nuclear industry in Japan has been called into question, with a dynamic anti-nuclear social movement challenging the Japanese government's response to the crisis. While this movement initially enlisted tens of thousands of people, many of whom had not previously engaged in political activism, as time has passed, the anti-nuclear movement has failed to gain ground against the entrenched forces of conservative politics, even while anti-nuclear sentiment remains strong. A central moment in this process was the recent elections, which returned the Liberal Democratic party to power on a nationalist agenda that included plans to restart all of Japan's reactors, and even build new ones.
In contrast to the back-to-the-future politics of the LDP, the anti-nuclear candidate Tetsunari Iida, who ran for governor of Yamaguchi Prefecture, has called for a fundamental rethinking of Japan's energy policy away from nuclear energy to renewable forms that are more environmentally friendly. Although Mr. Iida experienced a setback in the 2012 elections, losing to a conservative candidate who was backed by the LDP, his campaign raised a number of issues for consideration that had not been previously addressed, invigorating the anti-nuclear movement throughout Japan.
For this presentation, Mr. Iida will discuss the political dysfunction that contributed to the nuclear crisis, and offer an alternate vision that has raised widespread support among a public alienated from mainstream politics, offering hope for a safer and more ecologically sustainable future.
El documento describe el escaparate de la tienda de moda Mango. El escaparate tiene el nombre de la marca en letras grandes y negras para atraer la atención, y la iluminación aumenta a medida que oscurece. La tienda transmite sensaciones de limpieza, orden y lujo. Aunque no tiene toldo, su decoración exterior está bien organizada con pocos elementos y maniquíes que muestran la ropa para atraer a los clientes.
Este documento describe diferentes tipos de interfaces de datos, audio y video que se pueden encontrar en computadoras y dispositivos electrónicos, incluyendo puertos serie, paralelos, PS/2, Firewire, conectores VGA, VDI, Mini-Jack, RJ-11, RJ-45, tarjetas de red, modems, conexiones inalámbricas como WIFI, infrarrojos, Bluetooth, y conectores de fibra óptica.
OECD, 7th Meeting on Public-Private Partnerships - Greg SMITHOECD Governance
This presentation by Greg SMITH was made at the 7th Meeting on Public-Private Partnerships held on 17-18 February 2014. Find more information at http://www.oecd.org/gov/budgeting/ppp.htm
In today’s global PPP environment, exposure to international best practice is vital
PPP projects have demanding and exacting requirements
In most cases in emerging market economies, at least some of the partners will be international
The document discusses Malaysia's Private Finance Initiative (PFI), which involves public-private partnerships for funding infrastructure projects. Some key points:
1) PFI was introduced in Malaysia in 2006 based on international best practices, with the goal of optimizing implementation of government projects through private sector expertise and funding.
2) Under PFI, the private sector is responsible for design, construction, financing, and maintenance while the government focuses on oversight and monitoring.
3) PFI is expected to help deliver infrastructure projects on time and on budget while improving services and building standards to reduce long-term maintenance costs. The government aims to finance RM20 billion of projects through PFI over five years.
This document discusses the importance of capacity building for public-private partnership (PPP) projects. It notes that PPP projects have demanding requirements that expect international standards. Effective capacity building is needed to develop practical knowledge of PPP project design, implementation, management, and governance. The document outlines key areas of knowledge needed at different project stages, from developing the business case to procurement and financial close. It emphasizes the need to understand different aspects of PPPs, such as the project lifecycle, private sector accountability, and transitioning from public to private sector funding models.
Towards an integrated governance framework for infrastructure - Ian Hawkeswor...OECD Governance
This presentation was made by Ian Hawkesworth, OECD, Thailand, at the 10th OECD-Asian Senior Budget Officials Annual Meeting held in Bangkok, Thailand, on 18-19 December 2014.
Towards and Integrated Governance Framework for Infrastructure by Ian Hawkesw...OECD Governance
Presentation by Ian Hawkesworth at the 7th annual meeting of the MENA Senior Budget Officials held on 10-11 December 2014. Find more information at http://www.oecd.org/gov/budgeting
PwC is a global leader in project finance and infrastructure advisory, having closed 325 deals worth $99.9 billion over the last decade. They provide services across the entire asset lifecycle for major infrastructure sectors. While institutional investment in infrastructure is increasing, many projects remain delayed due to land acquisition issues, political/regulatory risks, and concerns over revenue and operating models. To attract more pension fund investment, governments must address illiquidity, lack of reliable business plans, and regulatory/geographic mismatches between projects and investors. Infrastructure bonds and specialized funds could help fill long-term financing gaps if the right market conditions are established.
BOARD OF REGISTRATION OF ARCHITECTS AND QUANTITY SURVEYORS (BORAQS) KENYA.
CONTINUOUS PROFESSIONAL DEVELOPMENT (CPD) SEMINAR ON THE THEME: “PROJECT FINANCING AND INVESTMENT PLANNING”.
BY OUMAR DIOP ENG, MBA, PMP
The ASEAN PPP Summit: The Public-Private Partnership Model and its Merits in Attracting Foreign Direct Investments, is the leading regional forum on infrastructure investment in Southeast Asia.
On April 4th, the 2019 ASEAN PPP Summit, held at the Marriott Marquis Queens Park, Bangkok, was a resounding success. The Mahanakorn Partners Group (MPG), together with the Thai-Italian Chamber of Commerce (TICC), the American Chamber of Commerce in Thailand (AMCHAM), the European Association for Business and Commerce (EABC), the French-Thai Chamber of Commerce (FTCC), the German-Thai Chamber of Commerce (GTCC) and Joint Foreign Chambers of Commerce in Thailand (JFCCT), welcomed industry leaders, governmental officials, infrastructure investors and developers along with the international news media.
The document summarizes a panel discussion on public-private partnerships for high-speed rail development. The panelists discussed the market demand and federal support for high-speed rail, an introduction to P3 project structures, the legal authority of public agencies to pursue P3s for high-speed rail, and lender perspectives. P3s can help accelerate infrastructure projects by sharing risks and costs between the public and private sectors, though they also carry disadvantages like long-term contracts and potential loss of public control. States vary in whether they have legislation enabling P3s specifically for high-speed rail projects.
Public-Private Partnerships - Business & Legal IssuesLou Milrad
This document discusses public-private partnerships (P3s) and provides an overview of their key aspects. It defines P3s as cooperative ventures between public and private sectors that allocate resources, risks, and rewards to best meet public needs. The document outlines various P3 models and their characteristics. It also addresses the advantages and challenges of P3s, how to allocate risks, examples of P3 experience in Canada and other countries, and generally positive public opinion of P3s.
Part two of investigation into Public Private Partnerships and the potential scope and role for their application to development interventions in the Caribbean- presented as a webinar for the PMI (c) International Development Community of Practise (IDCoP)
Deloitte Report: Transforming India Unleash your potentialaakash malhotra
Deloitte's Infrastructure & Capital Projects advisory brings together functions to provide comprehensive solutions to clients addressing infrastructure business challenges. It advises public and private sector organizations across the entire project lifecycle, from planning and financing to operation and asset recycling. Key services include infrastructure M&A, supporting major capital projects, advising development finance agencies, and assisting with public-private partnerships. Deloitte has extensive global experience in infrastructure and capital projects and tailors its advisory services to priority industry themes in India.
A presentation on what is Public, Private partnership. It also depicts the use, benefits, defects and why it should be adopted or avoided in the tourism sector.
The document discusses public-private partnerships (PPPs) for infrastructure projects in Nigeria's power sector. It defines PPPs and outlines their benefits, such as additional funding, improved planning, and better value. The key areas for potential PPP investments are identified as gas production and transportation, power generation, transmission infrastructure, and maintenance workshops. Financing options and the roles of the public and private sectors are examined. Risks are identified and a proposed risk allocation matrix presented. The bidding process and ensuring overall project success are also covered. Lessons from South Africa's renewable energy PPP program are noted.
InfraPPP Advisory Services is a consultancy firm specialized in Public Private Partnerships. We advise public and private clients in all kinds of PPP-related assignments, with a global reach. We offer a broad range of services to governments and public agencies:
Feasibility & Pre-Feasibility Studies
Project Identification Plans & Assessment of PPP programs
Structuring PPP projects
Support in PPP tenders
PPP Capacity Development
Creation of PPP Units
PPP around the World: Learning from the experienceAndre Dantas
This document discusses public-private partnerships (PPP) around the world and issues related to adopting PPP in New Zealand. It outlines different types of PPP models and key issues in implementing PPP programs, including planning, legal frameworks, contracts, government support, forecasting, financing, and public acceptance. Experiences with PPP in different regions are reviewed in relation to these issues. The document also discusses New Zealand's context and initiatives related to PPP as well as issues that could impact adopting PPP locally. It concludes that PPP has potential in New Zealand if developed as part of strategic planning and if projects are carefully selected to attract private investment.
RPN 2022 Manila: Session 4.5 Lindsey Scannell US CLDP.pdfOECD Environment
The document discusses due diligence considerations for public-private partnership (PPP) projects. It outlines common reasons for PPP project failure such as lack of government expertise and poor communication. It emphasizes the importance of conducting due diligence on the project itself and potential private sector partners. This includes evaluating the partners' experience, finances, ownership structure, and any legal or ethical issues. The document also stresses managing political risks and ensuring open communication between all stakeholder groups involved in PPP projects.
A presentation conducted by Mr Paul Oppenheim, Managing Director, The Plenary Group. Presented on Monday the 30th of September 2013.
• The evolution of Public Private Partnerships
• Government objectives and private sector motives
• Consortium dynamics
• The role of private capital
• Australia in a global context
Similar to 2nd annual canadian innovation in infra fin 2011 (20)
SMART Infrastructure Business and Policy Dialogue Event: A private sector per...
2nd annual canadian innovation in infra fin 2011
1. Achieving better value, timeliness and accountability through
Public-Private Partnerships
2nd Annual
Federal Canada
Innovation in Infrastructure Finance
Forum
PPP Canada
October 30, 2012
2. What is PPP Canada?
• A Federal Crown Corporation
• Reports to Parliament through the Minister of Finance
• Led by an accomplished private sector Board of Directors
• Partial Agent of the Crown
Mandate
• To act as a source of expertise and advice on public-private
partnership matters.
• To assess public private partnership opportunities at the federal
level in accordance with criteria established by the Treasury Board.
• To advise on the execution of public-private partnership projects at
the federal level.
• Manage the $1.2 billion P3 Canada Fund
2
3. PPP Canada Value Proposition
What and who we • Knowledge and networks to capital
know market participants and private and public
sector P3 practitioners
Project experience • Practical and technical project experience
Providing incentives • P3 Canada Fund
and support • Project Development Fund
3
4. Growing and Supporting a Pipeline of Federal P3s
Supporting P3
Implementing Building
business case
Federal institutional
development
Screen frameworks
4
5. Definition
P3s are a long-term performance-based approach for procuring public
infrastructure where the private sector assumes a major share of the
responsibility in terms of risk and financing for the delivery and the
performance of the infrastructure, from design and structural planning, to
long-term maintenance.
• Integration of roles (Design, Build, Finance, Operate, Maintain);
• The provision of capital assets and associated services to meet a defined
output specification (i.e., define what is required rather than how it is to be
done);
• A transfer of risk to the private sector anchored with private sector capital
at risk;
• Entered into by a competitive process.
5
6. What is Not a P3
The following types of contractual arrangements ARE NOTARE NOT
The following types of contractual arrangements examples of
P3 arrangements:
examples of P3 arrangements:
– privatization;
– joint ventures with the private sector;
– co-ownership with another public sector body;
– arrangements for the divestiture of federal assets where the private
partner will become the new owner;
– design-build contracts;
– service-only contracts
– Sale/lease-back contracts; and
– lease-purchase contracts.
6
7. How do P3s Work?
Contractual relationship between public sector and private
sector
Payments based on performance
Private sector puts money at risk
7
8. The Federal Screen
• The purpose of the P3 Screen isis to raise the level of
The purpose of the P3 Screen to raise the level of
awareness and consideration of P3s inin the federal
awareness and consideration of P3s the federal
investment planning process.
investment planning process.
• It is a consistent and systematic approach for assessing
the P3 suitability of capital investments.
• The screen supports the efficient use of analytical
resources by ensuring that investments with limited P3
suitability do not needlessly consider the P3 option.
8
9. What Types of Projects?
Larger, more complex projects
Outcomes / outputs can be specified and are stable
Market interest / capacity
User fees not a driver or necessity for P3s but can broaden
scope
9
10. PPP Canada’s Screening Matrix
• The P3 Screening Matrix identifies whether an investment
presents the right mix of traits to succeed as a P3.
• It asks the user to consider 14 questions on a scale of
indicators from 1 to 5.
• The user considers the question in the context of their
proposed investment and identifies the best indicator that
best aligns with their assessment.
• The user also provides a complete rationale for their rating.
• The user’s scores will be modified by a weighting factor
that reflects the relative importance of that criterion in
determining P3 suitability.
10
11. Interpreting Screening Results
Green
• Indicates that the P3 option should be included in
the Procurement Option Analysis or Business
Case to be developed for the investment
Yellow
• Indicates that the investment presents a mix of
favorable and unfavorable indicators for P3
delivery
Red • Indicates the P3 option should not be retained for
further analysis
11
12. A Word on the Screening Result
The accuracy of these results is a function of the degree of
definition and the current state of planning around the
investment – clearer definition and greater understanding of
the investment will provide better screening results.
There is no one overwhelming indicator of P3 suitability.
12
13. My Asset has P3 Potential: What Now?
Assessing P3 potential is only the first step in a larger analytical process that
concludes with a recommendation on the optimal approach to procurement.
A positive screening outcome signals that the P3 option must be included the
broader Options Analysis for the investment.
Life-cycle options analysis is a long-standing requirement of Treasury Board
policy.
PPP Canada is developing tools and methodologies for supporting these
subsequent phases of analysis as well as the procurement phase.
13
15. Budget 2011 and Federal Public-Private
Partnerships
Office of the Comptroller General
Treasury Board of Canada Secretariat
October 30th 2012
16. Overview
• Budget 2011 Screening requirements.
• Government of Canada real property asset
portfolio and policy context.
• Implementation of Budget 2011 and next steps.
2
17. Budget 2011 – P3 Screen for Large
Investments in Infrastructure
• Mandatory P3 screening requirement when
capital costs of the asset are $100M or more and
the lifespan is at least 20 years.
• If the screen identifies a P3 as a viable option,
the department is required to develop a P3
proposal in addition to other options.
• Departments to screen in consultation with PPP
Canada.
3
18. Government of Canada Real Property
Portfolio
• Complex portfolio across large geographical area.
• Assets include a very broad range of resources
ranging from land, office buildings, special purpose
buildings (eg. laboratories) and engineering works and
infrastructure (eg. bridges, roads).
• Total value of assets: approx. $57 Billion (2011).
• Current issues :
– Aging assets (particularly buildings and
infrastructure, such as roads and bridges).
– Need to optimize scarce capital dollars.
– Need to use private sector innovation and
financing. 4
19. Government of Canada Real Property
Inventory
Buildings Properties
• 29,929 domestic • 21,252 properties
• 1,917 abroad • 40.7M (ha) domestic
• 82% Crown owned • 1,100 (ha) abroad
• Major Custodians: • 95% Crown owned
– National Defence • Major Custodians:
− Parks Canada
– Parks Canada
Agency
– RCMP − National Defence
– Public Works and − Agriculture and
Government Services Agri-Food
– Fisheries and Oceans − Transport Canada
5
20. Treasury Board Policy Instruments
• Relevant Treasury Board policies include:
• Policy Framework for the Management of Assets and
Acquired Services
• Policy on Management of Real Property
• Policy on Management of Projects
• Policy on Investment Planning
• These policies govern the management of assets
throughout their life cycle.
6
6
21. Key Policy Principles
• Assets are only held to support a department’s
delivery of program
• Value for money
• Stewardship
• Management strategies developed based on life
cycle management principles
• Management decisions encourage innovation
7
22. Treasury Board Policies and P3
– P3s are a new tool for managing government
infrastructure.
– TBS released a guideline for implementing
Budget 2011 P3 requirements.
– TBS is working on further measures relating
to the requirement to screen investments for
their P3 viability.
– References are made to PPP Canada’s
Screening Matrix.
8
23. Federal P3s Going Forward
• Recent P3 agreements include:
– Royal Canadian Mounted Police ‘E’ division
headquarters – 76,000m2 facility housing 2,700+
employees in British Columbia.
– Communications Security Establishment long term
accommodation facility in Ottawa - 72,000m2 facility
housing 2,000+ employees.
• Federal government is exploring new P3
opportunities:
– Detroit River International Crossing Project Bridge
– Champlain Bridge - Montreal
9
24. Potential Benefits of P3s
– Risk transfer
– Private financing
– Upfront planning / Integration of life cycle phases
into a single contract
– Innovation / output-based specifications
– Performance-based payments
– Quality of the asset at the end of its life cycle
– Cost, schedule and scope certainty
10
25. Conclusions
• Given today’s fiscal climate and the challenges
of managing a large and complex infrastructure
portfolio, the Government of Canada is looking
to alternative and innovative solutions.
• Treasury Board Secretariat is working closely
with PPP Canada in ensuring value for money
through P3s.
11
26. Defence & Security
Infrastructure Panel
2nd Annual Innovation in Infrastructure
Finance Forum
Moderator:
Brian Budden, Senior Vice President, Plenary Group
Panel:
James Paul, President & CEO, Defence Construction Canada
Wayne Sutherland, Director of Major Capital Projects, RCMP
Rick Taylor, President, Balfour Beatty Capital
October 30th, 2012
27. Outline
RCMP E
CSEC – Driving Collaboration
Military Housing
Potential Canadian Applications
2
28. RCMP E Project Overview
» Project Scope
! Design-Build-Finance-Maintain of a 76,000 m2 purpose-built facility to house the RCMP E
Division Headquarters in the City of Surrey
! Project includes Facilities Management for the full 25 year term
» Project Approvals Process
! 2003 Preliminary Project Approval, allowing for planning and land acquisition
! 2005Purchase of Green Timbers site
! 2007 Revised Preliminary Project Approval to proceed with P3-DBFM assuming value for
money
! 2008 Request for Qualifications and short list of top three consortia
! 2009 Request for Proposal and formal evaluation
! 2010 Effective Project Approval allowing for contract award and financial close
3
29. RCMP E Project Overview
» Security Issues and Other Challenges
! Security Clearances for the key personnel on all three proponents in the RFP stage
! Physical Security requirements for spaces within the functional program
! Dealing with sanitized drawings and room names
! Dealing with security concerns without being prescriptive
» Procurement Process
! Designed to identify optimal balance between quality and cost through all phases of the Project
(design, construction, services and maintenance)
! RFP stipulated a maximum price, carefully established to ensure VfM within existing budget
limits and clearly communicated expectations to the Proponents
! Flexible request for proposals that enabled dialogue with proponents on optimal balance of
public and private communications
! Agreed upon independent fairness monitor overseeing all collaborative meetings and RFI’s
4
30. RCMP E Project Overview
» Lessons Learned
! The phased approach and additional upfront capital contributions by Canada allowed for the
possibility of greater competition and facilitated greater financing options to Proponents
! Establishing an affordability ceiling likely improved an already highly competitive process that
required each Proponent’s proposal to balance quality and cost while demonstrating how it most
closely met the requirements of the Project Agreement
! Implement a process for the flow of information in advance of receiving RFIs, i.e. identify the
individuals to have input into responses based on area of expertise and determine who will
provide any oversight function (e.g. legal, technical, etc.)
! Prior to initial internal circulation of the TB submission, concurrence as to the appropriate
legislative authority as well as the approvals being sought should be obtained from the
Department of Justice legal counsel representing TBS, the department and client department
! Each Project Agreement and its related Schedules are project specific. Care should be taken to
ensure that the Project Agreement is written to reflect the performance requirements of that
particular project as well as reflects any pertinent legislative requirements
5
31. RCMP E Project Overview
» Current Status
! Early Access to the Data Center and telecommunication closets in Sept 2012
! Construction 98 % complete; scheduled Substantial Completion in December 2012
! Ongoing work on deficiencies and commissioning
! Work ongoing with all proponents as part of the move in schedule
! Move in to be completed by April 2013 less than 3 years after commencement of construction
6
32. Outline
RCMP E
CSEC – Driving Collaboration
Military Housing
Potential Canadian Applications
7
33. Communications Services Establishment Canada
Project Description:
» The Project entails the design, financing, construction and Size $867 million
subsequent operations of an approximately 775,000 ft2 facility
(the “Facility”) over a 42-month construction period. Located on a Financial
January 2011
Crown-owned (approximately 36-hectare) greenfield site in Close
Ottawa, Canada. To meet CSEC’s program requirements, the
Facility will consist of a mix of general office space, special Substantial
purpose spaces and a data centre and will include an July 2014
Completion
approximately 800-stall parking garage. The Facility will be LEED
Gold certified.
Team
PCL, HDR Architects/WZMH, Honeywell/HP
» At the completion of construction, the Plenary Properties team will Members
be responsible for providing full-scope facilities management
services (including both hard and soft services) as well as a
30-year IT Service Commitment, Security
bundle of commodity IT services (such as email, printing and Challenges
Requirements, Debtholder Restrictions
computing).
8
34. CSEC LTAP Timeline
Collaboration, Innovation, and Flexibility
Project Management Team
Partnerships
Fasken
» Through the collaborative Martineau
DuMoulin LLP
British Columbia
approach CSEC/DCC was able to
receive three different yet Fairness
Monitor
Deloitte Touche
1/2010 10/2010 Tohmatsu LLP
Building-in-
extremely viable RFP Issuedinnovative
and 7/2010 Use
Selection of
Environmental IT/NET
The Result
Technical Bids Preferred Proponent
Psychologist
proposals that met the needs of9/2010
9/2009 all 11/2010
RFQ Issued
Communications 7/2014
stakeholders andSecurity
6/2009
continued Financial Bids TB Approval
Building Occupancy Date
collaboration is achieving amazingFlexible, adaptable workspace
1.
Establishment
Preliminary Project 1/2011
Canada
Approval PMO Contract Award
outcomes. Defence
LTAP
2. Collaborative space Authority
Construction
Canada every turn
at
Contract
KWC
Architect
3. Ubiquitous IT
Functional
program
1/2008 1/2009 1/2010 1/2011 1/2012 1/2013 1/2014
August 2007 Wood Banani Various December 2014
11/2007 - 11/2008
Business Case
1/2009 - 1/2010
Department of
Development of 4. 30+ Parizeau Inc. of performance
years
Bouthillette
2/2011 - 6/2014
Construction Period
specialists
National Defence
Output Specs
Infrastructure FoTenn
5. On budget and on schedule
Consulting
Inc.
P3
Advisors
CSP
Security
Consulting
The Attain Inc. Consultant
Group
Watson MacEwen
Architects Federal Government
LTAP – Owner’s Advocate
Marshall &
Murray
Inc.
9
35. Outline
RCMP E
CSEC – Driving Collaboration
Military Housing
Potential Canadian Applications
10
36. ADF Single LEAP 2
» 33.5 year DBFM project for 3,015 accommodation » Following construction phase of approx. 3 years
units at 14 military bases across all Australian Plenary Living will provide a range of hard and soft
mainland States FM services over a 30 year term including:
» Contract value +$1bn. Government counterparty is ! Preventative and reactive maintenance
the Australian Department of Defence ! Concierge services and accommodation
management
» Key project objective the provision of comfortable
housing for single Military Personnel as a critical ! Housekeeping services (cleaning, waste
management and linen/laundry services)
element to the attraction and retention of high
calibre Servicemen/women. ! Utilities management
! Pest control
! Grounds maintenance
! Lifecycle
11
37. U.S. Military Housing Background
» Why did they take the P3 route? (These “Before” photos told a powerful story)
» In the early 1990s, U.S. DoD determined the following:
! Over 60% of DoD owned family housing was inadequate (180,000 of 300,000 units)
! If addressed using traditional funding, would require $20B and take 30 years
! Housing was not a core competency of the military services
! Quality of life was affecting ability to attract and retain service members
» Recognized private sector development and management expertise, benefits of
competition, and ability to attract private financing
» Resulted in landmark legislation in 1996 Defense Authorization Bill
12
38. U.S. Military Housing P3 Program
» Pilot projects initially, but expanded to 100% of domestic military bases
Map represents Balfour Beatty portfolio only
13
39. U.S. Military Housing Basic Deal Points
» 50 year DBFOM; some with 25 year renewal options
» Demand risk assumed by private sector
! Focus on customer service and on more than just housing
» Most financed through capital markets
» Varied financial participation by DoD
! equity, subordinate debt, limited loan guarantees
» GMP Construction Contracts typical
» Joint review/approval of O&M budgets
» Lifecycle addressed through Recapitalization Account
! Different risk profile than traditional P3
! Demand risk motivates private sector to perform
! Limited ability to influence revenue (rental income) changes
! No specific hand back requirements
14
40. Outline
RCMP E
CSEC – Driving Collaboration
Military Housing
Potential Canadian Applications
15
41. Potential Canadian Applications
» Future defence accommodation projects
» Base housing (following Australia's LEAP programs)
» Planes/vehicles (following the UK's refueling aircraft PFI)
» Research facilities and labs
» Ports, including major redevelopment projects
» Data centres
» Satellite infrastructure
16
42. UNCLASSIFIED
1
A world-class workplace for a world-class workforce
!
Federal!Canada!Infrastructure!Finance!Forum!
30!October!2012!
A world-class workplace for a world-class workforce!
Un milieu moderne à l appui d un effectif moderne !
Conceptual Rendering – Aerial View
43. UNCLASSIFIED
2
Long;Term!Accommoda>on!
(LTA)!Project!:!
• 2000!Employees!
• 2014!Occupancy!Date!
Design!Build!Finance!Maintain!
(DBFM)!contract!for!30!years!
"
includes:!
"Design"and"Construc1on"of"72,000rm2"
LTAP"facility""
! includes"a"4000m2"Data"Centre,"
4500m2"PurposeABuilt"
Engineering"Facility,"Top"Secret"
Knowledge"Centre""
! Separate"and"secure"Shipping"
and"Receiving"Building""
! Visitor"Centre"for"unclassified"
visits"
! Power"Genera1on"Facility"to"
accommodate"excep1onal"
power"requirements"
! Parking"Structures"etc…"
! LEED"Gold"Accredita1on"
required"
A world-class workplace for a world-class workforce!
Un milieu moderne à l appui d un effectif moderne !
A world-class workplace for a world-class workforce
44. UNCLASSIFIED
3
IT!Infrastructure!!
(What!is!included)!
• Data!Centres!
– Design,!build!and!operate!
– Space!management!
• Cooling!
– Provision!and!maintenance!
• Power!
– Provision!and!maintenance!
– Not!power!usage!cost!
• Flexibility!
– All!technical!services!that!support!the!office!
automa>on!environment!!
A world-class workplace for a world-class workforce!
Un milieu moderne à l appui d un effectif moderne !
A world-class workplace for a world-class workforce
45. UNCLASSIFIED
4
IT!Infrastructure!
Specifics!
!
Network"
– Telephony"
– Network"
– Network"Security"
– Remote"Access"
• End"User"
– Compu1ng"&"
Engineering"
– Prin1ng"
– EAmail"
• IT"Tools"&"Processes"
– Professionally"managed"
data"centre"
– IT"Help"Desk"
• Development"&"Test"
Environment"
• Technical"Infrastructure"
A world-class workplace for a world-class workforce!
Un milieu moderne à l appui d un effectif moderne !
A world-class workplace for a world-class workforce
46. UNCLASSIFIED
5
Mi>ga>ng!30!years…!
!
• Key!Performance!Indicators!
– Availability"schedule"
– Deduc1ons"
"
• IT!Joint!Technical!Review""
– capacity"requirements,"technical"requirements,"hardware,"soYware""&"innova1on"
– Deduc1ons"applicable"for"missing"performance"indicators"
– IT"Unavailability"Event"deduc1ons"
"
• Benchmarking!
– First"benchmark"3rd"anniversary"of"Service"Commencement"Date"
– Every"5th"anniversary"of"the"last"benchmark"date"for"IT"Services"
– Provisions"established"so"that"original"prices"are"based"on"reasonableness"and"
due"diligence"
– Crown"rights"of"audit"rela1ng"to"costs,"overheads"and"margins"of"IT"provider"
guaranteed."
A world-class workplace for a world-class workforce!
Un milieu moderne à l appui d un effectif moderne !
A world-class workplace for a world-class workforce
48. THE P3 AND IT - A POINT OF INFLECTION
& REFLECTION
2
49. TRADITIONAL IM/IT PROCUREMENTS
ARE NO LONGER ADEQUATE
Service delivery organization's business challenges are increasingly
relying on the IM/IT infrastructure for:
• Enterprise solutions, horizontal integrated services across levels of
government
• Protection against cyber security attacks, privacy violations
• Promoting “Open Government” initiatives
• Standardized, streamlined and more affordable IM/IT
• Self service delivery models, mobile solutions
• Services anywhere and anytime
• Greater use of social media in support of service delivery & democracy
• Desire for adaptable, scalable, responsive solutions
50. P3’S LEVERAGE STRATEGIC
BUSINESS VALUE OVER
TRADITIONAL OUTSOURCING
1. Capability based, highly collaborative, iterative procurements - can be
quickly refined into “contractible” frameworks
2. Strong Executive Governance for a shared commitment for relentless
focus on horizontal business outcomes and timely problem resolution
3. Financing requirements, penalty structures & duration of agreements
catapults requirements to industrial strength, proven suppliers
4. Government funding cycle constraints for capital & operational funding are
removed, flow of government payment streams can be normalized
5. Risk transfer to private sector with rewards for continued long term
performance drives improved agility and business outcome focus
6. Business outcome focus also builds-in supplier motivation for innovation
and continuous improvement once base infrastructure in place
51. CONSIDERATIONS UNIQUE TO
IM/IT P3 VERSUS TRADITIONAL
BRICK & MORTAR P3
1. Special IM/IT terms and conditions
(Protection of IP, nature of commercial business software & applications, desire to
appropriately limit liability plus others)
2. IM/IT infrastructure is constantly evolving and P3 supplier cannot
dictate or control the technology roadmaps for implemented solutions
3. Usually dealing with an installed base of products and solutions
4. Usually difficult to have accurate picture of the assets as not visible &
asset management is often weak
5. High level of interdependency between various IM/IT infrastructure
elements to be understood & managed, etc
5
52. TRANSFERABLE PRECURSORS FOR
SUCCESS, LESSONS LEARNED & BODY
OF BEST PRACTICES EXISTS
What is known about complex IM/IT procurement is readily
transferable to the P3 procurement
A few examples:
– Criticality of the relationship between suppliers and clients
– IM/IT supplier should have a front seat early in the procurement; discussions
and continually throughout the P3 duration – communication is key
– Significant due diligence within IM/IT companies is to be expected with regard
to financing and internal approvals in pursing these types of ventures
– A certain amount of flexibility within the contracting framework is required and
a willingness to address constraints for mutual resolution
– Strong governance and executive leadership is paramount
– Change management, focus on innovation
54. MGS – New Data Centre
Pioneering risk allocation in government data
centre projects in Canada. Setting the stage for IT
risk transfer.
October 2012
55. Project Overview
! New Government of Ontario data centre
! Located in Guelph, Ontario
! 225,000 ft2
! First Canadian data centre to be procured as an Alternative Financing and
Procurement (“AFP”)
! Reached Financial Close in 2008, delivered on time and on budget in 2010
! Critical environment for the government
! Tier IV highly redundant– only PPP data centre
in the world to reach this classification
! Green Design: certified LEED Gold certified
despite massive energy requirements
2
57. Risk Allocation
! Design/construction, financial and operations risks were largely transferred to
Plenary Properties.
! Specifications were prescriptive in performance outcomes:
" Specifications set standards not methods
" We were able to innovate within these parameters
" Tier IV was a critical in the design philosophy – this set the higher standard
! Key construction risks included price certainty, scheduling and delays,
permitting, M&E, financing, commissioning and transition to new facility.
4
58. Risk Allocation
! Key operational term risks include facilities maintenance (including lifecycle
renewal), meeting Tier IV operational standards, facility availability, power
supply, energy and labour costs.
! Key risks retained by the government were: planning, changes in law, pre-
existing site contamination, public-sector initiated scope-change, force majeure
(shared risk).
! The Ontario government provides client side IT – i.e. all servers, hardware etc.
that run within the critical environment
5
59. Project Cost and Payment
! $352 million net present value (“NPV”) over 32 years
! The AFP approach saved the taxpayer an estimated $64.2 million (14.3%)
over the 30 year life of the facility
! $50 million substantial completion payment to reduce the cost of private
financing
! Annual availability stream payable each year for 30 years (paid on a monthly
basis), including partial inflation indexation at an estimated 2 per cent per
year, subject to certain adjustments for benchmarking, market testing and
inflation changes.
! Severe abatements for performance failures
6
60. Summary
! DBFM ensured an integrated approach to the whole life delivery of the critical
environment
! Risk transfer can be substantial and managed by the private sector
! Level of IT transfer can be determined by the client to meet their specific
requirements
! Significant value for money realized for the client
7