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.
Presentation titled, 'Improving Public Investment Management in the Caribbean,' delivered by Dr. Wendell Samuel, CARTAC Center Coordinator at the Conference, 'Project Cycle Management Conference - A Cornerstone of Implementation and Delivery,' September 2019 in St. George's Grenada.
Presentation titled, 'Improving Public Investment Management in the Caribbean,' delivered by Dr. Wendell Samuel, CARTAC Center Coordinator at the Conference, 'Project Cycle Management Conference - A Cornerstone of Implementation and Delivery,' September 2019 in St. George's Grenada.
These slides provide the basis for a workshop that teaches the key points of the Strategic and Implementation Planning Model created by Ethan Sanders and me.
Showing PMO Value Through Reporting Member Content
- by Marlies Shipman, PMP
Reporting the results of what your PMO achieves helps define the value that your PMO provides. This article has some tips on how to produce meaningful reports for a variety of audiences. In this article, "PMO" can mean project, program or portfolio management office.
Flevy.com - Pricing a Consulting ProjectDavid Tracy
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/pricing-a-consulting-project-94
Description:
This presentation discusses the basic principles behind designing and pricing a management consulting type project.
Investment Analysis and Portfolio Management
Leonardo da Vinci programme project
„Development and Approbation of Applied Courses
Based on the Transfer of Teaching Innovations
in Finance and Management for Further Education
of Entrepreneurs and Specialists in Latvia, Lithuania and Bulgaria
A lecture on the theory and practices of strategic urban planning through City Development Strategies given at the Universite Libre de Bruxelles in December 2017.
Start with a plan! This presentation is an effective event management plan I created after conducting a 6 month assessment of one company's event management processes. It includes evaluation, SWOT and a suggested solution of a cloud based project management software.
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.
These slides provide the basis for a workshop that teaches the key points of the Strategic and Implementation Planning Model created by Ethan Sanders and me.
Showing PMO Value Through Reporting Member Content
- by Marlies Shipman, PMP
Reporting the results of what your PMO achieves helps define the value that your PMO provides. This article has some tips on how to produce meaningful reports for a variety of audiences. In this article, "PMO" can mean project, program or portfolio management office.
Flevy.com - Pricing a Consulting ProjectDavid Tracy
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/pricing-a-consulting-project-94
Description:
This presentation discusses the basic principles behind designing and pricing a management consulting type project.
Investment Analysis and Portfolio Management
Leonardo da Vinci programme project
„Development and Approbation of Applied Courses
Based on the Transfer of Teaching Innovations
in Finance and Management for Further Education
of Entrepreneurs and Specialists in Latvia, Lithuania and Bulgaria
A lecture on the theory and practices of strategic urban planning through City Development Strategies given at the Universite Libre de Bruxelles in December 2017.
Start with a plan! This presentation is an effective event management plan I created after conducting a 6 month assessment of one company's event management processes. It includes evaluation, SWOT and a suggested solution of a cloud based project management software.
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.
Fundraising in healthcare what investors look forGowri Shankar
This was a presentation made at the Conference on 'Finance Management and Accounting in Hospitals' at Bangalore attended by Hospital Management Professionals and Hospital owners/ promoters
Project Life Cycle and Phases with Risk Management discussionAbigail Pugal-Somera
Talks about project life cycles as interpreted by ADB and World Bank then proceeds to discuss the phases of the project life.
Presentation ends with a bit of discussion on risk management.
As per PTU B.Com Entrepreneurship Development Syllabus , Unit No. 2: Identification of Business Opportunities and tests of feasibility Project Management Feasibility and Viability analysis – Technical -Financial – Network – Appraisal and Evaluation – Project Report Preparation, Mobilizing resources for start-up. Basic start-up problems.
RED_Intake Overview_January 24 february 1 2023 info sessions external FINAL...Carolyn Puterbough
The Rural Economic Development (RED) intake opened for applications on January 23, 2023 and will close on February 23, 2023 at 5:00 pm ET. These slides were provided during the public info sessions held on January 24 and February 1.
Budget management and transformation - Zi Hao Wong & Yan Chun Lim, SingaporeOECD Governance
This presentation was made by Zi Hao Wong & Yan Chun Lim, Singapore, at the 14th OECD-Asian Senior Budget Officials Meeting held in Bangkok, Thailand, on 13-14 December 2018
A presentation highlighting new trends that have emerged and are emerging in the provision of tourism experiences in protected and Transfrontier Conservation Areas. These include a greater emphasis on a tour that includes the whole family, adventure tourism, reconnecting with oneself and one's family while on holiday, ecotourism, sleep outs and star gazing.
Day 1 the role of ng os in facilitating tourism concessions_african safari fo...Boundless Southern Africa
African Safari Foundation provides a range of services to communities living in and alongside Protected Areas and Transfrontier Conservation Areas. They also focus on supporting communities entering into joing-venture concession agreements.
Detailed presentation focussing on the various aspects relating to the packaging of projects, looking specifically at projects in protected and transfrontier conservation areas. Aspects covered include Due Diligence, Development and Operating Rights, Concept Plans, Development Plans, Business Plans, Feasibility Studies, Meeting Potential Funders, Company Structuring, Project Implementation and Project Operation.
Transfrontier Parks Destinations have established themselves as a niche lodge operator by driving successful turnaround strategies in the operation of community-owned lodges built in protected areas such as the Kgalagadi Transfrontier Park, Maloti-Drakensberg Transfrontier Park, Limpopo Transfrontier Park.
Day 1 namibia concession model vitalis mushongo_ministry of environment and t...Boundless Southern Africa
Namibia has been at the forefront of concession developments in their protected areas and also in facilitating the same on community conservancies. This presentation outlines the two main concession models: Build operate transfer, Manage operate transfer.
Day 1 investment in tfc as_setting the scene_deborah kahatano_boundless south...Boundless Southern Africa
Boundless Southern Africa is an umbrella marketing and investment promotion unit working on behalf of 9 SADC countries across 7 Transfrontier Conservation Areas (TFCAs). A catalogue of 51 bankable tourism investment opportunities in the region's TFCAs was launched at an investment conference in Sandton in 2008. A number of these have secured investors, a number have been withdrawn to be reconfigured and others are still available to interested investors.
Day 1 creating an enabling environment for investments dr ezekiel dembe_tanza...Boundless Southern Africa
Tanzania has introduced innovative legislation allowing for increased foreign direct investment into the country, including into the tourism and hospitality sector. The Tanzania Investment Centre is a one-stop shop for foreign investors wanting to invest in the country.
Snam 2023-27 Industrial Plan - Financial Presentation
Day 1 what makes a project bankable idc_martin potgieter
1. Technical Workshop on Concessioning and Investment in TFCA’s in SADC WHAT MAKES A PROJECT BANKABLE? Martin Potgieter, Tourism SBU
1 September 2014
2. 2
Introduction to IDC Tourism SBU Funding Activities
Sectors covered by SBU:
SBU Approach to development of these sectors
Accommodation: Hotels, guest houses, game lodges (efficiency of room size currently under review)
Niche Tourism: Adventure & sports tourism, business tourism, attractions (including theme parks and natural attractions), health tourism.
Exclusions: Stand alone restaurants (unless linked to an attraction), casinos and gambling facilities, property development, timeshare/fractional developments.
No direct funding of public sector → Require PPP
•Proactive development of projects in subsectors through identifying potential projects, project scoping, pre-feasibility and feasibility studies.
•Assessment and funding of applications as received
•Active participation and sponsorship of industry events (HICA, Sports Exhibitions, Imvelo)
Key elements to IDC’s funding approach outside RSA:
•Strategic alignment towards supporting development of business-oriented accommodation supply in ROA
•Funding outside RSA largely limited to debt funding
•Min. project sizes apply (R5m in SACU; USD3m in SADC; USD10m in ROA)
3. 3
3
Financing Criteria of the IDC
•Consider funding of start-ups, expansions and refurbishments
•Project must demonstrate significant development impact
•Security is tailored to the transaction and may include personal suretyship, corporate guarantees, bonds over fixed and movable assets, pledge and cession of shares
•Comprehensive business plan/bankable feasibility study must be submitted.
•Minimum local (RSA) content requirement, where >25% of value of IDC funding needs to consist of goods and services procured from RSA
•Appropriate funding structure, with general starting assumption being a 50/50 debt/equity ratio, and with equity having been secured.
•Maximum IDC exposure of overall funding requirement of 60%.
4. 4
The Business Plan / Bankable Feasibility Study
The Business Plan / Bankable Feasibility Study must:
•Be concise but comprehensive
•Cover all of the elements mentioned before, i.e.
•legal requirements;
•business structuring;
•marketing study;
•development cost estimation;
•developed concept, design and product offering;
•financial feasibility;
•competitive analysis;
•SWOT analysis;
•identified operator;
•HR, skills development and CSI plan; and
•Any other pertinent and material aspects to the relevant project.
•Must present a compelling investment case So let us unpack the above a little more…
5. 5
What Makes a Project Bankable?
Marketing Study, Competitive Analysis PLUS Strategy
•Does the study evidence a clear understanding of the target markets, their relevant buying patterns and decision-making processes, and potential factors that will impact demand from these markets?
•Does the study evidence a clear understanding of the competitive landscape, as well as provide reliable information regarding the existing and expected performance thereof?
•Does the business plan present a feasible and acceptable expected positioning and performance vis a vis the competitive landscape?
•Does the study provide a compelling enough understanding of the intended marketing strategy to be used, tailored to the relevant market and competitive landscape?
Over-reliance on generic national tourism statistics remains a risk. Data and information need to be as specific as possible to project.
Failure to frame competitive landscape appropriately, in global terms, also remains a risk. An understanding of global positioning is of critical importance.
A non-generic, specific understanding of the marketing channels that are most effective vis a vis the target market must be evidenced.
6. 6
What Makes a Project Bankable? (Cont.)
Development Cost Estimation PLUS Project Team
•Periodically updated to remove risk of cost escalations in the interim
•Are the costs prepared by a suitably qualified and experienced, and independent QS expert?
•Will the development be managed by a suitably qualified and experienced professional team?
•Use of fixed-cost contracts, and contractors that provide liability insurance and carry working capital flows?
Potential cost overruns remains a key concern, especially in ROA. The comprehensiveness of cost estimates and quality of professional team are key in managing this risk.
Concept, Design and Product Offering
•To which extent does the overall design and product offering support its intended positioning within the competitive landscape?
•Have the inclusions been properly motivated?
Operator
•If a sizeable project, has a reputable operator been appointed?
•Has the design, product offering, architectural plans and costings been discussed and signed-off by the identified operator?
•Will operator be agreeable to the required terms and conditions of the funding provided?
The impact of scope creep on capital cost & serviceability of funding needs to be managed.
Failure to involve operator early on in design and project development could lead to eventual complications
7. 7
What Makes a Project Bankable? (Cont.)
Legal Requirements
Business Structuring
•Is the structuring of shareholding and ownership sufficiently nimble to cater for funders’ needs, but not overly complicated?
•What ‘leakage’ is being introduced in terms of distributable cash flows, and what potential disincentives for investment are being created?
•Have all the appropriate project development steps been followed and completed?
•If not completed, what are the residual risks that remain, and the expected time for completion?
•Are all the licensing and approvals in place and aligned to actual project plan?
•Concession/PPP agreements; EIA and geotech studies; building approval; operating licenses
•Has the potential funder been provided with a bird’s eye view of the legal framework impacting on the relevant project, and how it is positioned to meet these?
TFCAs could involve complex legal frameworks, and the failure to frame these correctly for the funder could delay the assessment process significantly.
Funders will be very sensitive to any value extraction prior to the servicing of the funding provided.
8. 8
What Makes a Project Bankable? (Cont.)
Financial Feasibility
SWOT Analysis
•Does the SWOT analysis reflect a comprehensive and accurate understanding of the strengths, weakness, opportunities and threats of the business?
•Are these properly addressed in the rest of the business plan?
•Do the forecasts provide a clear and comprehensive view of the underlying assumptions used, especially relating to revenue line items and key cost components?
•How comprehensive and conservative are the forecasts?
•How do these forecasts reflect on the level of understanding and sensitivity present among the promoters regarding the key business risks
Overly optimistic forecasts raise concerns regarding level of understanding of business risks and market dynamics by promoters.
Complimenting the SWOT with a Risk Mitigation Matrix could be of value.
HR, CSI and Skills Development
•Are community participation and relevant CSI activities in the project appropriately structured, to add value to community and the project?
•Will the required skills necessary to deliver an appropriate guest experience be and remain available to the project?
Community participation should be meaningful and sensible. Availability of skills is a key business risk.
9. 9
9
Potential Constraints Experienced in Projects
•Suitability of the land for the intended development
•Challenges in raising the required equity contributions
•Support and buy-in from affected communities
•Onerous EIA and other regulatory requirements
•Availability of bulk infrastructure services (energy; water; sewage)
•Accessibility to key demand markets
•National, provincial and local government support and effectiveness of services provided
•Ability to secure debt funding, relating to ability to cede/assign concession or lease
10. Tourism SBU
Industrial Development Corporation
19 Fredman Drive, Sandown
PO Box 784055, Sandton, 2146
South Africa
Telephone (011) 269 3509
E-mail: lorrainema@idc.co.za
Website: www.idc.co.za
Thank you