The document discusses public-private partnerships (P3s) and best practices for their use. It describes the American Infrastructure Alliance Initiative (AIAI) which advocates for P3s to help address America's infrastructure deficit. The AIAI recommends that P3 legislation provide flexibility, use industry standard definitions, outline clear procurement processes, allow stipends for unsuccessful bidders, exclude submission fees, and provide flexibility in requiring appropriate security. Examples of successful P3 transportation projects in the US and Canada are also presented.
The two-day conference will discuss delivering urban transit infrastructure projects through public-private partnerships (P3s). Day 1 will include panels on structuring deals and allocating risk, lessons from past projects, procurement, and operations and maintenance. Day 2 will cover trends in perceiving P3s, financing and funding models, and mitigating construction risks. The event brings together government agencies, cities, lenders, and construction firms to share expertise on P3 transit projects across Canada.
Consulting Services in Public & Private PartnerhipsLDK
The services provided by LDK-J2C Consultants offer tested methodologies on PPPs, combining technical with financial and legal knowledge of transactions and PPP structuring with experience spanning in most kinds of Project Finance, e.g. BOT, ROT, DBF, DBFOs.
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California's transportation system is one of the largest and most complex in the country, but faces funding challenges to maintain and expand its infrastructure. Public-private partnerships (P3s) are being explored as a way to leverage private funding to help address an estimated $80-150 billion funding gap. California has pursued some P3 highway projects in the past, and currently has several prospective P3 projects in development that could provide billions of dollars in additional transportation infrastructure investment. However, P3 projects also present challenges around ensuring transparency, appropriate risk allocation, and managing public perceptions.
This document discusses fleet management and leasing vehicles. It provides an agenda that includes an introduction to Enterprise Fleet Management, the advantages of leasing over purchasing vehicles, the proper vehicle life cycle, what fleet management entails, and ends with a Q&A section. Enterprise Fleet Management works with small to medium sized fleets, and specializes in reducing costs and improving efficiency through strategies like optimizing the vehicle life cycle and controlling operating expenses.
This document discusses various financing and leasing options for equipment, including:
- Installment sale contracts (ISC) provide ownership with tax benefits and lowest total acquisition cost but require a down payment.
- Finance leases provide 100% financing and tax benefits are retained by the lessee. Options include a low balloon payment or residual value purchase.
- Flex leases provide low monthly payments and tax benefits while allowing early returns.
- Tax leases qualify as off-balance sheet financing, provide low payments, and free working capital while the lessor retains tax benefits. Options include customer value options (CVO) and long-term rentals with a fair market value purchase option.
The document provides an overview of funding for surface transportation projects from several sources, including the American Recovery and Reinvestment Act (ARRA), the State Dedicated Highway and Bridge Trust Fund, and the Federal Highway Trust Fund. It discusses the status of ARRA funding distributions for highways, transit, rail, and other projects in New York. It also summarizes the needs and challenges facing surface transportation funding at both the state and federal levels, such as the impending insolvency of funding sources like the Federal Highway Trust Fund. New York's positions on priorities and policies for the next federal transportation bill are outlined.
Bus transport financing is a global challenge. In most Indian cities, bus transport systems have fare box recovery ratios less than 1 and incur large losses. Traditional financing sources like fares, budgets and grants have limitations and are often insufficient. There is a need to tap innovative financing mechanisms like taxes on employers and commercial development of land around bus terminals. A dedicated institutional fund with legal backing is also needed to effectively manage identified funding sources and ensure accountability.
The two-day conference will discuss delivering urban transit infrastructure projects through public-private partnerships (P3s). Day 1 will include panels on structuring deals and allocating risk, lessons from past projects, procurement, and operations and maintenance. Day 2 will cover trends in perceiving P3s, financing and funding models, and mitigating construction risks. The event brings together government agencies, cities, lenders, and construction firms to share expertise on P3 transit projects across Canada.
Consulting Services in Public & Private PartnerhipsLDK
The services provided by LDK-J2C Consultants offer tested methodologies on PPPs, combining technical with financial and legal knowledge of transactions and PPP structuring with experience spanning in most kinds of Project Finance, e.g. BOT, ROT, DBF, DBFOs.
Public Private Partnerships (P3) - Kome Ajese AGC 01.2011 PresentationAGC of California
California's transportation system is one of the largest and most complex in the country, but faces funding challenges to maintain and expand its infrastructure. Public-private partnerships (P3s) are being explored as a way to leverage private funding to help address an estimated $80-150 billion funding gap. California has pursued some P3 highway projects in the past, and currently has several prospective P3 projects in development that could provide billions of dollars in additional transportation infrastructure investment. However, P3 projects also present challenges around ensuring transparency, appropriate risk allocation, and managing public perceptions.
This document discusses fleet management and leasing vehicles. It provides an agenda that includes an introduction to Enterprise Fleet Management, the advantages of leasing over purchasing vehicles, the proper vehicle life cycle, what fleet management entails, and ends with a Q&A section. Enterprise Fleet Management works with small to medium sized fleets, and specializes in reducing costs and improving efficiency through strategies like optimizing the vehicle life cycle and controlling operating expenses.
This document discusses various financing and leasing options for equipment, including:
- Installment sale contracts (ISC) provide ownership with tax benefits and lowest total acquisition cost but require a down payment.
- Finance leases provide 100% financing and tax benefits are retained by the lessee. Options include a low balloon payment or residual value purchase.
- Flex leases provide low monthly payments and tax benefits while allowing early returns.
- Tax leases qualify as off-balance sheet financing, provide low payments, and free working capital while the lessor retains tax benefits. Options include customer value options (CVO) and long-term rentals with a fair market value purchase option.
The document provides an overview of funding for surface transportation projects from several sources, including the American Recovery and Reinvestment Act (ARRA), the State Dedicated Highway and Bridge Trust Fund, and the Federal Highway Trust Fund. It discusses the status of ARRA funding distributions for highways, transit, rail, and other projects in New York. It also summarizes the needs and challenges facing surface transportation funding at both the state and federal levels, such as the impending insolvency of funding sources like the Federal Highway Trust Fund. New York's positions on priorities and policies for the next federal transportation bill are outlined.
Bus transport financing is a global challenge. In most Indian cities, bus transport systems have fare box recovery ratios less than 1 and incur large losses. Traditional financing sources like fares, budgets and grants have limitations and are often insufficient. There is a need to tap innovative financing mechanisms like taxes on employers and commercial development of land around bus terminals. A dedicated institutional fund with legal backing is also needed to effectively manage identified funding sources and ensure accountability.
Keynote Part 1 - Alternative Funding of Road ProjectsCharlotte Chamber
Mark Foster, chief financial officer of the North Carolina Department of Transportation (NCDOT), reports on innovative financing at the Charlotte Chamber 2011 Transportation Summit.
Caltrans: Overview of Public Private Partnerships (P3)AGC of California
This document provides an overview of public-private partnerships (P3s) for transportation projects in California. It notes that California has one of the largest transportation systems in the country but faces major funding shortfalls to maintain and improve it. It outlines legislation allowing P3s and Caltrans' goals to integrate P3s as a sustainable project delivery method. Several potential P3 "pipeline projects" are described, including improvements to highways in Los Angeles and the Presidio Parkway project in San Francisco. Challenges of valuing P3s and transferring appropriate risk are also discussed.
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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.
This document provides information and resources for organizations seeking help and funding for electric vehicle and transportation electrification projects. It lists various tools, reports, and organizations that offer technical assistance, funding information, and support for states and local governments applying for federal grants related to electric vehicle infrastructure, fleet electrification, and transportation decarbonization. Key resources highlighted include tools from Atlas Public Policy, the Climate Program Portal, the EV Funding Finder, guidance from NASEO/AASHTO, and technical assistance from the Department of Energy and Grid Alternatives.
E4 Advanced Transportation Center | Michael Boehm, Wallace Walrod, Scott Kitc...UCICove
This document proposes the establishment of an Alternative Fuel and Advanced Transportation Center to advance adoption of alternative fuel and electric vehicles in Southern California. The center would provide a central information hub and coordination between stakeholders. It would develop physical locations in Los Angeles and San Diego to convene the public and stakeholders, facilitate workforce development and regional planning, and enable collaboration between companies and agencies. The goals are to sustain the center for at least 5 years to grow adoption and commercialization of alternative fuels and vehicle technologies in the region.
This document discusses public-private partnerships (P3s) for infrastructure projects. It defines P3s and describes common P3 models including design-build, design-build-finance-operate, and long-term leases. P3s can help address infrastructure funding gaps by leveraging private financing and efficiencies. Massachusetts law allows for P3s through design-build statutes and special acts. The document outlines considerations for successful P3 projects including clear revenue streams, risk allocation, and public support. P3s may be most applicable for water/wastewater projects and developing underutilized public real estate assets.
Nj future redevelopment forum 2014 financing infrastructure mc monagleNew Jersey Future
This document from Ernst & Young provides an overview of public-private partnerships (P3s) and trends in the US P3 market. It notes that P3s can be an effective tool but are not suitable for all projects. The US P3 market is growing and includes availability payment models where payments are made based on meeting performance standards. While P3s transfer some risks to private partners, they require careful screening and structuring to ensure projects are viable and risks are appropriately allocated between public and private entities. Success requires credibility in both specific projects and the broader P3 program.
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
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• Consortium dynamics
• The role of private capital
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The document announces a two-day conference on delivering urban transit infrastructure projects through public-private partnerships (P3s). The conference will provide a forum for public and private sector representatives to discuss structuring P3 deals, allocating risks, financing options, and lessons learned from past projects. It will include panels on the Union Pearson Express project, risk allocation, procurement impacts on innovation, and determining the most cost-effective delivery methods. Attendees can participate in pre-conference workshops on P3 structuring and financing urban transit projects. The goal is to help participants create efficiencies and continued growth in the transit industry.
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The document provides an update on the status of the FasTracks transit expansion plan in the Denver region. It summarizes that 81 miles of new rail and bus rapid transit lines are currently under construction, with $4.7 billion invested by 2017. It also describes funding sources such as federal grants and loans that are supporting projects like the Eagle P3 commuter rail line between Denver and Denver International Airport. Construction is progressing on lines like the West Rail Line, East Rail Line of the Eagle P3 project, and the new I-225 rail line to Aurora.
The document discusses various approaches to identifying and screening potential projects. It begins by outlining the initial phases of project development, including generating and conceiving of project ideas. It then describes several top-down and bottom-up approaches to project identification, such as needs assessment surveys, rapid appraisal techniques, and participatory appraisal methods. Screening criteria are also outlined, including assessing a project's risks, demand potential, and alignment with capabilities. Tools for identifying investment opportunities like Porter's five forces model, product life cycle analysis, and experience curves are also summarized.
Transport Technology Research Innovation for International Development (T-TRI...KTN
Under the Applied Research Programme in High Volume Transport (HVT), this competition will fund short projects supporting innovative and novel ideas that enable safer and more efficient transport in various countries across low income countries of Africa and South Asia.
The competition is open to all types of businesses of any size, based anywhere in the world. The programme is implemented by IMC Worldwide, supported by KTN and funded by the Department for International Development.
2 Webinars were held on the 10th & 12th July 2018 covering:
T-TRIID competition overview
The four transport ‘challenges’
The application process
How applications are assessed
What funding is available and how it is awarded
The key dates and deadlines
Plus a chance to ask questions
Find out more here: https://www.ktn-uk.co.uk/news/t-triid-competition-to-improve-transport-in-africa-and-south-asia-now-open
This document discusses mass transit and transit consulting. It provides definitions and statistics about different types of transit systems in the US. It then outlines various areas where transit agencies may need consulting assistance, such as developing strategies, financial management, and project development and implementation. The document discusses the consultant's experience providing various transit consulting services to agencies, governments, and vendors. It also provides examples of typical transit consulting projects and cases studies. Finally, it discusses future trends in transportation, including mobility as a service and autonomous vehicles.
This document provides an overview of a transportation design-build committee meeting held on April 19, 2016 in Charlotte, NC. It lists the transportation committee members and their companies. It then discusses the committee's mission to identify obstacles to design-build in transportation and develop strategies to overcome them. It outlines the committee's subcommittees and major accomplishments. Finally, it provides information on how others can join the committee and concludes with an agenda for a presentation on design-build best practices for environmental, maintenance of traffic, utilities, alternative technical concepts, and right of way aspects of transportation projects.
This webinar discuss how a community can get funding for transportation projects, where the money comes from, and what is eligible to be a funded project. You will also learn about the new addition to the process, which is quarterly tracking and the reports that go along with tracking.
Jim Proce - 2018 Capital Improvement Planning Process CPM ClassJim Proce
Jim Proce, adjunct instructor, for the Certified Public Manager Program at Texas State University (NCTCOG-Arlington TX) brings this real-life module to the classroom workshop setting. With a little help from Jim Nichols, PE, ICMA-CM, the content covers CIP back-hoes to budgets and everything in between. This has been presented in several venues, agencies, and professional associations and serves as a primer and checklist for all things CIP. For more information contact jimproce@gmail.com
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This report summarizes a project that evaluated opportunities for Alberta municipalities to collaborate on technology service delivery. 37 representatives from 29 municipalities participated.
The project identified a range of current collaboration among municipalities, from simply sharing tools to fully sharing applications. While template and document sharing was widely agreed upon, municipalities were less inclined toward full application sharing currently.
Six key opportunity areas for collaboration were identified: replacement of recreation management systems, electronic council systems, financial systems, asset management systems, permitting systems, and disaster recovery space issues.
The report provides recommendations to further collaboration, including engaging additional business areas, exploring various collaboration models, using provided governance tools, continuing procurement document sharing, and MISA playing a leadership role in knowledge sharing
This document summarizes California's transportation funding history and current challenges. It notes that California's transportation funding will collapse in 2013 due to declining gas tax revenues and diversions. The state has $295 billion in unmet transportation infrastructure needs through 2021. Without new funding, 58% of roads will require rehabilitation and 20% of bridges will need major work. The document calls for developing local and state funding solutions to address the crisis and invest in maintaining California's deteriorating transportation system.
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This document from Ernst & Young provides an overview of public-private partnerships (P3s) and trends in the US P3 market. It notes that P3s can be an effective tool but are not suitable for all projects. The US P3 market is growing and includes availability payment models where payments are made based on meeting performance standards. While P3s transfer some risks to private partners, they require careful screening and structuring to ensure projects are viable and risks are appropriately allocated between public and private entities. Success requires credibility in both specific projects and the broader P3 program.
A presentation conducted by Mr Paul Oppenheim, Managing Director, The Plenary Group. Presented on Monday the 30th of September 2013.
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Under the Applied Research Programme in High Volume Transport (HVT), this competition will fund short projects supporting innovative and novel ideas that enable safer and more efficient transport in various countries across low income countries of Africa and South Asia.
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The application process
How applications are assessed
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The key dates and deadlines
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General Session =- John McArthur - AGCC Conference
1. How are Public Private Partnerships
(P3’s) helping America Achieve Success
by Leveraging Best Practices Through
PARTNERSHIP
And what are some of the Best
Practices associated with this
delivery model?
2. Agenda
• What is AIAI (a brief commercial)
• Review of the Infrastructure Deficit
• What are P’3s – Fundamentals
• Best Practices (AIAI and General)
• Q&A
5. AIAI Objective
• We believe effective and well planned advocacy can
provide government officials with the knowledge they
need to make informed decisions about all the benefits
of Public Private Partnership-economic development, life
cycle cost savings, risk transfer and accelerated project
delivery. We intend to work towards the following:
– Clear and reliable project pipeline
– Achieving a consistent approach for both civil and social projects
– Early awareness of legislative & administrative issues for members
– Clarity of procurement processes
6. AIAI Initiatives
• The AIAI’s early initiatives include the following:
– New Legislation. Shape and urge passage of new P3 Legislation at the
State level for both transportation and social infrastructure projects.
– Facilitative Implementation. Assist and guide agencies and
stakeholders on the implementation of existing P3 legislation.
– Best Practices. Coordinate with the National Conference of State
Legislators (NCSL) and National Governors Association’s to implement
best P3 practices.
– Creative Tax Solutions. Implement innovative solutions on important
P3 tax issues, such as preservation of depreciation on toll roads.
– Institutionalized Processes. Institutionalize P3’s to create more
concise processes, procedures and documentation to increase deal
flow and gain efficiency.
– Informed Decision Making. Advocate for an informed decision making
process and stipend recovery program in situations where P3 projects
are cancelled.
11. Infrastructure Deficit
• P3’s are only one delivery solution to the
infrastructure deficit (20% +/-)
• There are many others:
– Design/Build
– Hard Bid
– CM to GC
– Early Contractor Involvement
– Sole source
13. P3 – Public – Private Partnership
• A combination of the most unlikely partners:
– Putting together
• ‘The untrusted, greedy private sector with
• Government – the arch rival of the private sector noted
for being over budget and behind schedule’
• To create a trusting and collaborative team
seeking innovation and long term asset value
• Truly depends on paradigm shift to form a
partnership
14. P3 – Public – Private Partnership
• To be successful:
– Requires a cultural shift in thinking about the
relationship between the public and private
sectors
– Requires deeper understanding of how the model
can be successful in delivering infrastructure
– Requires acceptance and promotion from the top
- politically and strategically from agency
management
15. A P3 is What…?
• What is a P3
“Any project that takes on additional responsibility and/or
liability beyond design and build. This additional liability
could be, but is not limited to: Operation, maintenance,
short-term financing, long-term financing, GAP finances,
tolling and/or fare box risk, ownership in any component of
the completed project, etc.”
Design-Build finance projects
Availability payment projects
Shadow toll projects
Comprehensive Development Agreement (CDA) projects
Extended warranty or maintenance projects
Tolling and/or traffic and revenue projects
18. What a Deal Looks Like (yes this is meant
to confuse you)
19. P3 Lifecycle
RFI Stage
(8-12 weeks)
RFQ Stage
(12-16 weeks)
RFP Stage
(32-40 weeks)
Closing
(8-12
weeks)
Project
Execution
• Announce transaction
• Issue RFQ
• Hold information
meeting
• Receive submissions
• Evaluate Submissions
• Conduct interviews
• Short list of 3
Respondents
• Confidential process with short
listed Respondents
• Issue RFP
• Open Data Room
• Site visits
• Receive and evaluate (staged)
submissions
-Concept/innovations
-Technical /financial
• Receive comments on draft
Project Agreements
• Issue Final Project Agreement
• Receive and evaluate final
submission
• Selection of Proponent
• Execute Project
Agreements
• Closing of Financing
20. Value Components of the Deal
76.1%
5.0%
12.7%
6.2%
NPV Influence
Construction Price
Financing
SPV & Rehab
O&M
21. The FHWA - Public-Private
Partnerships
• FHWA encourages the consideration of public-private
partnerships (P3s) in the development of transportation
improvements.
• Early involvement of the private sector can bring creativity,
efficiency, and capital to address complex transportation
problems facing State and local governments.
• The Office of IPD (Innovative Program Delivery) provides
information and expertise in the use of different P3
approaches, and assistance in using tools including the SEP-
15 program, private activity bonds (PABs), and the TIFIA
Federal credit program to facilitate P3 projects
22. Project Examples – The United States
• Design Build Finance
– 95 Express - Miami, Florida
– I-4 / Selmon Expressway Connector - Tampa, Florida
– I-485 Charlotte Outer Loop - Charlotte, North Carolina
– Innerbelt Eastbound Bridge - Cleveland, Ohio
– I-75 Roadway Expansion (iROX) - Collier and Lee Counties,
Florida
– Northwest Corridor - Atlanta, Georgia
– U.S. Route 460 Corridor Improvements Project - Petersburg
to Suffolk, Virginia
– Highway 183 - Texas
23. Project Examples – The United States
• Design Build Finance Maintain
– Goethals Bridge Replacement - Staten Island, New York to Elizabeth New, Jersey
• Design Build Finance Operate Maintain (Real Toll)
– 91 Express Lanes - Orange County, California
– Downtown Tunnel / Midtown Tunnel / MLK Extension - Cities of Norfolk and Portsmouth,
Virginia
– Dulles Greenway - Loudoun County, Virginia
– I-495 Capital Beltway HOT Lanes - Fairfax County, Virginia
– I-95 HOV/HOT Lanes - Fairfax, Prince Williams, and Stafford Counties, Virginia
– IH 635 Managed Lanes - Dallas County, Texas
– North Tarrant Express Segments 1 and 2A - Dallas-Fort Worth Metroplex, Texas
– North Tarrant Express Segments 3A and 3B - Dallas-Fort Worth Metroplex, Texas
– SH 130 (Segments 5-6) - Austin, Texas Metropolitan Area
– South Bay Expressway (formerly SR 125 South) - San Diego County, California
– Southern Connector - Greenville, South Carolina
– Teodoro Moscoso Bridge - San Juan to Carolina, Puerto Rico
– U.S. 36 Managed Lane/Bus Rapid Transit Project: Phase 2 - Denver Metro Area, Colorado
24. Project Examples – The United States
• Design Build Finance Operate Maintain (Availability
Payment)
– Eagle Project - Denver Metro Area, Colorado
– I-4 Ultimate - Orlando, Florida
– I-595 Corridor Roadway Improvements - Broward County,
Florida
– I-69 Section 5 - Bloomington to Martinsville, Southwest
Indiana
– Ohio River Bridges East End Crossing - Southern
Indiana/Louisville, Kentucky
– Port of Miami Tunnel - Miami, Florida
– Presidio Parkway (Phase II) - San Francisco, California
25. Canadian Snapshot Summary
Sector Number Value ($ millions)*
Transportation 49 31,405
Hospitals & Healthcare 82 22,418
Justice/Corrections 19 5,458
Energy 6 4,458
Education 11 1,746
Recreation & Culture 17 1,380
Environmental 24 1,229
Real Estate 4 944
Defence 1 867
Government Services 4 482
IT Infrastructure 2 1
Total 219 70,388
* includes only costs of projects where costs have been finalized and released.
26. States and Territories with P3 Enabling
Legislation
• Alabama, Alaska, Arizona, Arkansas, California,
Colorado, Connecticut, Delaware, Florida, Georgia,
Illinois, Indiana, Louisiana, Maine, Maryland,
Massachusetts, Minnesota, Mississippi, Missouri,
Nevada, North, Carolina, North Dakota, Ohio,
Oregon, Pennsylvania, South Carolina, Tennessee,
Texas, Utah, Virginia, Washington, West Virginia,
Wisconsin, Puerto Rico.
28. Best Practices – Lessons Learned –
Public Sector
• Know priorities and objectives
• Understand best financing solution for
proposed project
• Clear pre-procurement barriers (legal,
financial, political and public)
• Proper risk allocation
• Form true partnerships with private sector
29. Best Practices – Lessons Learned –
Private Sector
• High cost to pursue – be selective
• Team early
• Clear team leadership
• Goals and objectives clearly defined, but room for innovation
• Challenge everything, explore alternatives
• Only enter deals with Transparency and fair procurement process
• Develop risk allocation matrix – review throughout the bid
• Public and community relations are critical throughout the process
• Construction Price (usually) wins the deal
30. AIAI BEST PRACTICES RECOMMENDATION
• P3-enabling legislation should be broad-based, providing flexibility in the
procurement processes that will facilitate submission of innovative and
comprehensive proposals in support of public infrastructure needs.
31. AIAI BEST PRACTICES RECOMMENDATION
P3 legislation should include definitions which are based on
generally-accepted, industry standards in order to facilitate clarity
and alignment in the procurement guidelines.
32. AIAI BEST PRACTICES RECOMMENDATION
• Proposed P3 legislation should clearly outline public agency procurement
processes and methodologies for soliciting, reviewing and evaluating
proposals and selecting teams with which the responsible public entity
partners to develop public infrastructure.
33. AIAI BEST PRACTICES RECOMMENDATION
• The responsible public entity should be authorized to pay a
stipend to an unsuccessful bidder or proposer
that has reached the pre-qualified bidder stage.
34. AIAI BEST PRACTICES RECOMMENDATION
• In order to generate sufficient and appropriate responses to
solicitations for proposals for public infrastructure projects, every
effort should be made to exclude any provision for a submission
fee.
35. AIAI BEST PRACTICES RECOMMENDATION
Securities for P3s are required to satisfy the needs of financial
institutions, owners, subcontractors and suppliers. A combination of
both liquid securities and performance and payment bonds provides the
flexibility needed to reach financial close. Flexibility should be provided
to require the appropriate level of security.