This document summarizes new Florida legislation establishing guidelines for public-private partnerships (P3s) for educational facilities. Key points include:
- A task force will recommend guidelines for P3 agreements by July 2014.
- Public entities can receive unsolicited or solicited P3 proposals to develop educational facilities through interim or comprehensive agreements.
- Proposals must demonstrate cost-effectiveness and public benefit before approval.
- Agreements must include insurance, oversight, fees, and provisions for default.
- Private partners can collect user fees to finance projects, with a portion going to the public entity.
A Public-Private Partnership (PPP) is a contractual agreement between a public agency (federal, state or local) and a private sector entity. Through this agreement, the skills and assets of each sector (public and private) are shared in delivering a service or facility for the use of the general public. In addition to the sharing of resource, each party shares in the risks and rewards potential in the delivery of the service and/or facility
India’s Infrastructure Challenges Experimenting with the Public Private Partn...ABHISHEK THAKKAE
The document discusses public-private partnerships (PPPs) as an alternative model to traditional budgetary support for infrastructure projects in India. It introduces concepts of PPPs, outlines the roles of government and private partners, and examines key considerations like risk allocation, capacity building, and regulatory frameworks. The document also provides examples of PPPs in the road sector and discusses internal controls and accounting standards for PPPs.
The document is a funding proposal from Post Road Advisors for a feasibility study on a proposed waste to energy plant in Port Harcourt, Nigeria. Post Road Advisors would provide financial advice and structure funding opportunities for the project. The proposal outlines a typical 3 phase process for non-recourse infrastructure projects - a feasibility study phase, an analysis and syndication phase, and a documentation and funding phase. It then discusses structuring the project using a Private Public Partnership model and the steps that would be taken in the feasibility study to analyze financing options for the waste to energy plant.
This document provides a summary of recommendations from the American Road and Transportation Builders Association (ARTBA) regarding developing model public-private partnership (P3) contract provisions as required by MAP-21. ARTBA recommends that the model provisions be educational rather than prescriptive, to provide flexibility for state and local governments. The document discusses major risk categories like hazardous materials, traffic, permitting, and right of way that should be addressed in P3 agreements. It also discusses payment mechanisms like tolls and availability payments. The goal is to help transportation officials and the private sector better understand P3s through educational materials on contract best practices.
This presentation was delivered by S. Brian Samuel, PPP Coordinator, CDB at a High-Level PPP Workshop of the Caribbean Growth Forum on June 15, 2015 in Saint Lucia. For more information about PPPs in the Caribbean, visit www.caribank.org.
Public-Private Partnerships in Housing and Urban DevelopmentOswar Mungkasa
The document provides an overview of public-private partnerships (PPPs) in housing and urban development. It discusses the importance of PPPs, noting that they can provide cost savings, manage projects across their whole life-cycle, use output-based contracts to share risks between public and private partners. The document also outlines some key advantages of PPPs, such as delivering projects on-time and freeing up public funds. However, it also notes some potential disadvantages, such as increased costs, reduced public control over assets, and differing goals between public and private partners. Overall, the document examines both benefits and challenges of the PPP model for investment in infrastructure.
This document is a compendium of case studies of 15 public-private partnership projects in India. It was published by the Public-Private Partnership Cell of the Department of Economic Affairs, Ministry of Finance, Government of India. The case studies cover different infrastructure sectors and PPP structures. They describe each project, highlighting lessons learned around project preparation, procurement, development and risk allocation. The goal is to understand challenges in PPPs and identify best practices to improve future projects.
A Public-Private Partnership (PPP) is a contractual agreement between a public agency (federal, state or local) and a private sector entity. Through this agreement, the skills and assets of each sector (public and private) are shared in delivering a service or facility for the use of the general public. In addition to the sharing of resource, each party shares in the risks and rewards potential in the delivery of the service and/or facility
India’s Infrastructure Challenges Experimenting with the Public Private Partn...ABHISHEK THAKKAE
The document discusses public-private partnerships (PPPs) as an alternative model to traditional budgetary support for infrastructure projects in India. It introduces concepts of PPPs, outlines the roles of government and private partners, and examines key considerations like risk allocation, capacity building, and regulatory frameworks. The document also provides examples of PPPs in the road sector and discusses internal controls and accounting standards for PPPs.
The document is a funding proposal from Post Road Advisors for a feasibility study on a proposed waste to energy plant in Port Harcourt, Nigeria. Post Road Advisors would provide financial advice and structure funding opportunities for the project. The proposal outlines a typical 3 phase process for non-recourse infrastructure projects - a feasibility study phase, an analysis and syndication phase, and a documentation and funding phase. It then discusses structuring the project using a Private Public Partnership model and the steps that would be taken in the feasibility study to analyze financing options for the waste to energy plant.
This document provides a summary of recommendations from the American Road and Transportation Builders Association (ARTBA) regarding developing model public-private partnership (P3) contract provisions as required by MAP-21. ARTBA recommends that the model provisions be educational rather than prescriptive, to provide flexibility for state and local governments. The document discusses major risk categories like hazardous materials, traffic, permitting, and right of way that should be addressed in P3 agreements. It also discusses payment mechanisms like tolls and availability payments. The goal is to help transportation officials and the private sector better understand P3s through educational materials on contract best practices.
This presentation was delivered by S. Brian Samuel, PPP Coordinator, CDB at a High-Level PPP Workshop of the Caribbean Growth Forum on June 15, 2015 in Saint Lucia. For more information about PPPs in the Caribbean, visit www.caribank.org.
Public-Private Partnerships in Housing and Urban DevelopmentOswar Mungkasa
The document provides an overview of public-private partnerships (PPPs) in housing and urban development. It discusses the importance of PPPs, noting that they can provide cost savings, manage projects across their whole life-cycle, use output-based contracts to share risks between public and private partners. The document also outlines some key advantages of PPPs, such as delivering projects on-time and freeing up public funds. However, it also notes some potential disadvantages, such as increased costs, reduced public control over assets, and differing goals between public and private partners. Overall, the document examines both benefits and challenges of the PPP model for investment in infrastructure.
This document is a compendium of case studies of 15 public-private partnership projects in India. It was published by the Public-Private Partnership Cell of the Department of Economic Affairs, Ministry of Finance, Government of India. The case studies cover different infrastructure sectors and PPP structures. They describe each project, highlighting lessons learned around project preparation, procurement, development and risk allocation. The goal is to understand challenges in PPPs and identify best practices to improve future projects.
This document discusses risks associated with Build-Operate-Transfer (BOT) infrastructure projects in India. It outlines various risks at different stages of BOT projects including financial, management, market, technical, legal, completion, and constructional risks. The document then describes a risk rating methodology to evaluate critical risks. A questionnaire is developed to collect data on perceived severity of different risks based on a 5-point rating scale. The methodology aims to identify critically risks in BOT projects through quantitative analysis of the collected data.
This ppt covers about public private partnerships in india and brics nations .The ppt covers in depth analysis of PPP in india and how ppp is done in brazil,russia,china,south africa .also laws and changes in fdi and rules for PP
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.
Analytical comparision of BOT,BOOT and PPP modelsBhavin Sharma
This document provides an analytical comparison of different public-private partnership (PPP) models, including BOT, BOOT, and full privatization (FP). It discusses why PPPs are used for infrastructure projects, defines PPPs in India, and outlines the objectives and advantages of PPPs. It then describes the key characteristics and risk allocation of BOT, BOOT, and FP models. The document concludes by analytically comparing these three models and noting that BOT and BOOT models transfer more risk to the private sector but require a stable political and economic environment, while FP gives more control to the private sector.
International Trade Laws: International Contracts of Sale of Goods Transactions, International Trade Insurance,
Patents, Trademarks, Copyright and Neighboring Rights. Intellectual property Rights, Dispute settlement
Procedures under GATT & WTO, Payment systems in International Trade, International Labour Organization and
International Labour Laws.
The document discusses public-private partnerships (PPPs) and their potential application in Ghana to help fund infrastructure development. It outlines Ghana's economic sectors and infrastructure needs, particularly in energy, environment, ICT and transport. Challenges include financing Ghana's estimated $10.5 billion investment requirement for priority sectors over 2007-2009 through PPPs and increased support from development partners.
Public-Private Partnerships (PPP): Funding Infrastructure for GhanaA Hagan
The document discusses public-private partnerships (PPPs) for funding infrastructure projects in Ghana. It outlines the benefits of PPPs, including risk sharing between public and private sectors and leveraging private financing. It also discusses Ghana's economic sectors and priorities for infrastructure development in energy, environment, transportation and ICT. Key needs include increasing access to electricity, roads and expanding oil/gas production while ensuring sustainability. PPPs are presented as an approach to help meet Ghana's infrastructure investment needs.
This document provides an analytical comparison of different public-private partnership (PPP) models, including BOT, BOOT, and full privatization (FP). It defines each model and outlines their key stages, advantages, and disadvantages. BOT involves private financing, construction, and operation of infrastructure that is then transferred to public ownership. BOOT is similar but includes long-term private ownership and operation. FP transfers full ownership, operation, and financing to the private sector. The document concludes that BOT and BOOT models transfer more risk to the private sector but have longer duration periods than FP. BOOT generally has the highest costs and efficiency but also the greatest private sector investment and control.
This document provides an introduction and overview of public-private partnerships (PPPs). It discusses popular PPP models including BOOT, DBFO, BLT, and BMT models. It outlines four main categories of risks in PPPs and how they are typically allocated between public and private sectors. Examples of PPP project sectors are also provided such as highways, airports, ports, power, hospitals, and more. The document concludes with a brief update on completed and ongoing PPP projects in the MENA region from 2010.
Comparison of boot and bolt modes of ConstructionEdwinJacob5
This document compares the BOOT (Build-Own-Operate-Transfer) and BOLT (Build-Own-Lease-Transfer) models for public-private partnerships. Under the BOOT model, a private entity builds, owns, and operates a facility for a concession period before transferring ownership back to the public sector. The BOLT model involves the private entity building, owning, and leasing the facility to the public sector during the concession period before transferring ownership. The document outlines the key characteristics and differences between the two models, discussing their advantages and disadvantages as well as which types of infrastructure projects each model is best suited for.
Financing & Managing Infrastructure Development in India, Risk Mitigation in Model Concession Agreement & Financial Implications on different Shareholders
Public private partnerships are becoming increasing important as governments harness the expertise and flexibility of the private sector to make investments they could not otherwise afford. The long-term nature of these partnerships makes them different from conventional procurements or privatisation. Both partners, government and private business, must learn new methods to maximize the value for investors and taxpayers.
A plan designed to value and remove difficult strength from the balance sheet of troubled financial institutions in the U.S. Essentially, the Public-Private Investment Program's goal is to create cooperation with private investors to buy toxic strenth. The program is designed to increase fluidity in the market and to serve as a price-discovery tool for valuing troubled assets.
STUDY ON BOT PROJECT WITH A CASE STUDY OF DELHI GURGAON EXPRESSWAYShabaz Khan
This document provides a case study of the Delhi Gurgaon Expressway project in India, which was developed as a public-private partnership using a build-operate-transfer (BOT) model. It describes the project background, financing and risks, construction delays, and lessons learned. The 27.7 km expressway was commissioned in 2018 after delays due to land acquisition issues and scope changes. It now carries over 180,000 vehicles per day, improving travel times between Delhi and Gurgaon.
Public-private partnerships (PPPs) combine capabilities of public and private sectors by having legally binding contracts for private businesses to provide public assets/services. PPPs in India require private investment and/or management of public services/assets for a specified period as defined by performance standards set by the government. They aim to attract private funding while sharing risks and responsibilities between sectors. Case studies on Delhi-Gurgaon Expressway and Mumbai Metro show how PPPs provide efficient infrastructure delivery through private expertise and financing while ensuring public accessibility.
Contractor’s ability to mitigate damages can be limited if coupled with uncertainty of the duration of the delay. HOOH is recoverable in certain prolonged delay situations and has been granted by courts and amicable settlements for more than half a century. The Contractor may recover the return that he would have achieved on other work had his resources not been detained on the Works due to the delay. The presentation highlights the different formulae used in the calculations and conditions precedent to do so.
The document discusses resource utilization and accountability in local government administration. It covers basic principles of public office, procurement, supply and property management based on relevant laws. The objectives are to discuss supply and property management provisions and appreciate the Implementing Rules and Regulations of Republic Act No. 9184, also known as the Government Procurement Reform Act. It defines key terms, outlines duties of procuring entities and end-users, and explains the importance of procurement planning through preparation of project procurement management plans.
This document summarizes a case study of a public-private partnership (PPP) model for an underground sewerage scheme in Alandur municipality, India. Key points:
1. The PPP involved a BOT operator investing Rs. 7 Cr to build and operate a sewage treatment plant for 14 years, with the municipality paying per MLD of sewage treated.
2. Unique aspects included public contribution of Rs. 5000 per household to fund the project, addressing public demand.
3. This was India's first sewerage scheme and STP project using the PPP and BOT models, demonstrating good governance through alternative financing.
This document provides information about the South Access to the Golden Gate Bridge - Doyle Drive Project. It discusses the project purpose of improving seismic, structural and traffic safety on Doyle Drive within the Presidio of San Francisco. It provides a location map and describes the plan to replace the deficient Doyle Drive with a new Presidio Parkway that includes two new tunnels, a wide landscaped median and continuous shoulders. It also discusses the project status, contracts and accelerated construction schedule to complete the project earlier than originally planned.
How Public Private Partnerships Change The World - Nick HoultonPink Elephant
How Public Private Partnerships Change The World
Nick Houlton, COO, APMG-International
Growing populations and aging infrastructures are inhibiting the ability of many nations to provide essential public services needed to develop their economies – tackling this infrastructure deficit will require the public and private sectors to work together. Sound structured public private partnerships (PPP) provide an effective solution to this issue – helping governments raise the funds necessary to meet infrastructure demands and stimulate economic development.
Both public and private sectors in emerging markets and developing economies (EMDEs) often lack the ability to formulate, implement and maintain PPPs – causing many projects to fail. Join Nick Houlton as he explains the new PPP certification programme and its supporting guide and how the new qualification helps make the role of PPPs more prominent in enabling delivery of essential services that are key to the UN’s vision of ending extreme poverty.
The APMG PPP Certification Programme is an innovation of the Asian Development Bank (ADB), the European Bank for Reconstruction and Development (EBRD), the Inter-American Development Bank through its Multilateral Investment Fund (IADB through its MIF), the Islamic Development Bank (IsDB), the World Bank Group (WBG) and part funded by the Public-Private Infrastructure Advisory Facility (PPIAF) with a shared vision of enhancing PPP performance globally.
This document discusses risks associated with Build-Operate-Transfer (BOT) infrastructure projects in India. It outlines various risks at different stages of BOT projects including financial, management, market, technical, legal, completion, and constructional risks. The document then describes a risk rating methodology to evaluate critical risks. A questionnaire is developed to collect data on perceived severity of different risks based on a 5-point rating scale. The methodology aims to identify critically risks in BOT projects through quantitative analysis of the collected data.
This ppt covers about public private partnerships in india and brics nations .The ppt covers in depth analysis of PPP in india and how ppp is done in brazil,russia,china,south africa .also laws and changes in fdi and rules for PP
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.
Analytical comparision of BOT,BOOT and PPP modelsBhavin Sharma
This document provides an analytical comparison of different public-private partnership (PPP) models, including BOT, BOOT, and full privatization (FP). It discusses why PPPs are used for infrastructure projects, defines PPPs in India, and outlines the objectives and advantages of PPPs. It then describes the key characteristics and risk allocation of BOT, BOOT, and FP models. The document concludes by analytically comparing these three models and noting that BOT and BOOT models transfer more risk to the private sector but require a stable political and economic environment, while FP gives more control to the private sector.
International Trade Laws: International Contracts of Sale of Goods Transactions, International Trade Insurance,
Patents, Trademarks, Copyright and Neighboring Rights. Intellectual property Rights, Dispute settlement
Procedures under GATT & WTO, Payment systems in International Trade, International Labour Organization and
International Labour Laws.
The document discusses public-private partnerships (PPPs) and their potential application in Ghana to help fund infrastructure development. It outlines Ghana's economic sectors and infrastructure needs, particularly in energy, environment, ICT and transport. Challenges include financing Ghana's estimated $10.5 billion investment requirement for priority sectors over 2007-2009 through PPPs and increased support from development partners.
Public-Private Partnerships (PPP): Funding Infrastructure for GhanaA Hagan
The document discusses public-private partnerships (PPPs) for funding infrastructure projects in Ghana. It outlines the benefits of PPPs, including risk sharing between public and private sectors and leveraging private financing. It also discusses Ghana's economic sectors and priorities for infrastructure development in energy, environment, transportation and ICT. Key needs include increasing access to electricity, roads and expanding oil/gas production while ensuring sustainability. PPPs are presented as an approach to help meet Ghana's infrastructure investment needs.
This document provides an analytical comparison of different public-private partnership (PPP) models, including BOT, BOOT, and full privatization (FP). It defines each model and outlines their key stages, advantages, and disadvantages. BOT involves private financing, construction, and operation of infrastructure that is then transferred to public ownership. BOOT is similar but includes long-term private ownership and operation. FP transfers full ownership, operation, and financing to the private sector. The document concludes that BOT and BOOT models transfer more risk to the private sector but have longer duration periods than FP. BOOT generally has the highest costs and efficiency but also the greatest private sector investment and control.
This document provides an introduction and overview of public-private partnerships (PPPs). It discusses popular PPP models including BOOT, DBFO, BLT, and BMT models. It outlines four main categories of risks in PPPs and how they are typically allocated between public and private sectors. Examples of PPP project sectors are also provided such as highways, airports, ports, power, hospitals, and more. The document concludes with a brief update on completed and ongoing PPP projects in the MENA region from 2010.
Comparison of boot and bolt modes of ConstructionEdwinJacob5
This document compares the BOOT (Build-Own-Operate-Transfer) and BOLT (Build-Own-Lease-Transfer) models for public-private partnerships. Under the BOOT model, a private entity builds, owns, and operates a facility for a concession period before transferring ownership back to the public sector. The BOLT model involves the private entity building, owning, and leasing the facility to the public sector during the concession period before transferring ownership. The document outlines the key characteristics and differences between the two models, discussing their advantages and disadvantages as well as which types of infrastructure projects each model is best suited for.
Financing & Managing Infrastructure Development in India, Risk Mitigation in Model Concession Agreement & Financial Implications on different Shareholders
Public private partnerships are becoming increasing important as governments harness the expertise and flexibility of the private sector to make investments they could not otherwise afford. The long-term nature of these partnerships makes them different from conventional procurements or privatisation. Both partners, government and private business, must learn new methods to maximize the value for investors and taxpayers.
A plan designed to value and remove difficult strength from the balance sheet of troubled financial institutions in the U.S. Essentially, the Public-Private Investment Program's goal is to create cooperation with private investors to buy toxic strenth. The program is designed to increase fluidity in the market and to serve as a price-discovery tool for valuing troubled assets.
STUDY ON BOT PROJECT WITH A CASE STUDY OF DELHI GURGAON EXPRESSWAYShabaz Khan
This document provides a case study of the Delhi Gurgaon Expressway project in India, which was developed as a public-private partnership using a build-operate-transfer (BOT) model. It describes the project background, financing and risks, construction delays, and lessons learned. The 27.7 km expressway was commissioned in 2018 after delays due to land acquisition issues and scope changes. It now carries over 180,000 vehicles per day, improving travel times between Delhi and Gurgaon.
Public-private partnerships (PPPs) combine capabilities of public and private sectors by having legally binding contracts for private businesses to provide public assets/services. PPPs in India require private investment and/or management of public services/assets for a specified period as defined by performance standards set by the government. They aim to attract private funding while sharing risks and responsibilities between sectors. Case studies on Delhi-Gurgaon Expressway and Mumbai Metro show how PPPs provide efficient infrastructure delivery through private expertise and financing while ensuring public accessibility.
Contractor’s ability to mitigate damages can be limited if coupled with uncertainty of the duration of the delay. HOOH is recoverable in certain prolonged delay situations and has been granted by courts and amicable settlements for more than half a century. The Contractor may recover the return that he would have achieved on other work had his resources not been detained on the Works due to the delay. The presentation highlights the different formulae used in the calculations and conditions precedent to do so.
The document discusses resource utilization and accountability in local government administration. It covers basic principles of public office, procurement, supply and property management based on relevant laws. The objectives are to discuss supply and property management provisions and appreciate the Implementing Rules and Regulations of Republic Act No. 9184, also known as the Government Procurement Reform Act. It defines key terms, outlines duties of procuring entities and end-users, and explains the importance of procurement planning through preparation of project procurement management plans.
This document summarizes a case study of a public-private partnership (PPP) model for an underground sewerage scheme in Alandur municipality, India. Key points:
1. The PPP involved a BOT operator investing Rs. 7 Cr to build and operate a sewage treatment plant for 14 years, with the municipality paying per MLD of sewage treated.
2. Unique aspects included public contribution of Rs. 5000 per household to fund the project, addressing public demand.
3. This was India's first sewerage scheme and STP project using the PPP and BOT models, demonstrating good governance through alternative financing.
This document provides information about the South Access to the Golden Gate Bridge - Doyle Drive Project. It discusses the project purpose of improving seismic, structural and traffic safety on Doyle Drive within the Presidio of San Francisco. It provides a location map and describes the plan to replace the deficient Doyle Drive with a new Presidio Parkway that includes two new tunnels, a wide landscaped median and continuous shoulders. It also discusses the project status, contracts and accelerated construction schedule to complete the project earlier than originally planned.
How Public Private Partnerships Change The World - Nick HoultonPink Elephant
How Public Private Partnerships Change The World
Nick Houlton, COO, APMG-International
Growing populations and aging infrastructures are inhibiting the ability of many nations to provide essential public services needed to develop their economies – tackling this infrastructure deficit will require the public and private sectors to work together. Sound structured public private partnerships (PPP) provide an effective solution to this issue – helping governments raise the funds necessary to meet infrastructure demands and stimulate economic development.
Both public and private sectors in emerging markets and developing economies (EMDEs) often lack the ability to formulate, implement and maintain PPPs – causing many projects to fail. Join Nick Houlton as he explains the new PPP certification programme and its supporting guide and how the new qualification helps make the role of PPPs more prominent in enabling delivery of essential services that are key to the UN’s vision of ending extreme poverty.
The APMG PPP Certification Programme is an innovation of the Asian Development Bank (ADB), the European Bank for Reconstruction and Development (EBRD), the Inter-American Development Bank through its Multilateral Investment Fund (IADB through its MIF), the Islamic Development Bank (IsDB), the World Bank Group (WBG) and part funded by the Public-Private Infrastructure Advisory Facility (PPIAF) with a shared vision of enhancing PPP performance globally.
This document summarizes key aspects of a public-private partnership (P3) presentation. It discusses various P3 delivery models including design-build, design-build-finance-operate-maintain, and concessions. It also covers how risk is transferred in P3s, with the private sector typically taking on more design, construction, operational, and financial risks. The document outlines important contractual issues for P3s such as allocating risks like changes in law and standards over the long-term contract period.
This document summarizes a workshop held by the Federal Railroad Administration on high-speed and intercity passenger rail. It included presentations from the Deputy Administrator and Director of the Office of Passenger and Freight Programs on President Obama's vision and goals for investing in high-speed and intercity rail programs. The workshop sought to gather stakeholder feedback to strengthen partnerships and help achieve the President's goals of safer and more efficient transportation choices, economic competitiveness, energy efficiency and livable communities through rail investment and development.
1. The document discusses Daniel D'Angelo's presentation on the design process used by the New York State Department of Transportation, their strategic planning approach, and workforce development program.
2. It outlines the capital project development process from planning through construction and describes their performance management system using a balanced scorecard approach.
3. The workforce development program aims to ensure staff have necessary skills to deliver projects on schedule, on budget and to a high quality through competency assessments, training opportunities, and individual development plans.
Outsourcing Contract Negotiations - Structure, Process & Toolsknowlan
This document provides an overview of processes, tools, and disciplines for planning and managing negotiations of a healthcare IT agreement. It discusses considering the negotiation as a project using PMI processes, identifying key issues to negotiate, and tracking agreements. Templates and a toolkit are available to assist with planning negotiations, managing issues, and ensuring final agreements are documented and approved.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This document discusses public-private partnerships (PPP) from the perspective of Bangladesh. It defines PPP as a contractual agreement between a public agency and private sector entity to deliver public services. The document outlines reasons for PPP including accelerating projects and tapping private sector resources. It describes key benefits as expedited completion, cost savings, and access to private capital. The document then discusses how risks and rewards are allocated in PPPs and sectors for potential partnerships in Bangladesh such as health, education, and infrastructure.
ANZSOG 2014 - What business wants from government;Phil EdmandsPhilip Edmands
Phil Edmands, Managing Director of Rio Tinto Australia, discusses what business wants from government when proposing a large mining project. He outlines several key factors: the project must earn an adequate return to justify the large upfront investment; there must be certainty that the expected return will not be disrupted by changes in government policy; and the operating environment must allow for efficient approvals, a balanced fiscal system, protection of investment stability and title rights, and access to necessary inputs like skilled labor and affordable energy. The level of guarantees and protections desired will depend on how mature and stable the overall investment and legal environment is perceived to be.
This document provides guidance on navigating cost sharing and matching requirements for federal grants. It defines key terms like cost sharing, matching, and third party contributions. It explains what types of costs can be included as cost sharing, such as cash, salaries, supplies, equipment usage and more. It also provides examples of policies from federal agencies like the Department of Education, National Science Foundation, and Public Health Service on their cost sharing requirements and guidelines. Overall, the document aims to help universities set their own cost sharing policies in accordance with federal requirements.
A brief introduction to grant and contract proposal development, federal acquisition compliance, and working with the federal government to develop vaccine and biopharmaceutical products
The document outlines the Public Procurement Rules of 2004 in Pakistan. It defines key terms related to public procurement such as procuring agency, goods, services, works, bidder and corrupt practices. It discusses general provisions including the scope and applicability of the rules, principles of procurement, and compliance with international commitments. It also covers various aspects of procurement planning and processes such as limitations on splitting procurements, specifications, approval mechanisms, advertisement methods, response time, pre-qualification of suppliers, bidding documents and bid opening procedures.
Powerpoint Presentation on Public Procurement.pdfkayerencaole1
The document defines and discusses public procurement in the Philippines. It begins by defining procurement as the purchase of goods, services, and works by governments and state-owned enterprises from the private sector. It then discusses key aspects of Philippines' procurement system including:
- The scope and key principles of Republic Act No. 9184, also known as the Government Procurement Reform Act, which standardizes and regulates government procurement.
- Important definitions related to procurement like Approved Budget for the Contract, Bids and Awards Committee, bidding documents, and goods, services, and infrastructure projects.
- The roles and responsibilities of organizations involved in procurement like the Bids and Awards Committee, Technical Working Groups, and Head of the Pro
The document summarizes key aspects of the Philippine Government Procurement Act (RA 9184), including:
- It defines government procurement and mandates its use for all government entities.
- It establishes principles of transparency, competitiveness, and accountability in procurement.
- It outlines the roles and responsibilities of the Bids and Awards Committee, Technical Working Group, and Head of Procuring Entity in procurement processes.
- It discusses requirements for procurement planning including the Annual Procurement Plan and Procurement Project Management Plans.
- It describes penalties for offenses committed in violation of the Act.
Encoursa Webinar: How Government Contractors Qualify for the R&D Tax CreditRobert E Jones
This document summarizes a webinar about how government contracts can qualify for the Research and Development tax credit. It discusses that government contracts are often overlooked as eligible expenses but can qualify if they meet certain criteria. Specifically, contracts must involve technological uncertainty and experimentation through a qualified research process. Additionally, the company must retain intellectual property rights and bear some financial risk in the research for the contract to qualify rather than be considered "funded research". Different types of government contracts have varying likelihood of qualifying based on these criteria.
Encoursa Webinar: How Government Contracts Qualify for the R&D Tax CreditRobert E Jones
The research tax credit is one of the most valuable credits available for a business. Many misconceptions associated with the research tax credit prevent companies from maximizing their benefit. One of the biggest misconceptions is government contracts do not qualify for the research tax credit because the tax code states, "funded research is excluded". In this course, you will learn more about the research tax credit and surrounding case law that explains how government contracts can qualify for R&D credit, the criteria needed and included expenses.
PUBLIC PRIVATE PARTNERSHIP IN HEALTH SECTORfarhad240669
This document discusses public-private partnerships (PPPs) in the health sector in Bangladesh. It defines PPPs as contractual agreements between public agencies and private sectors to deliver public services by sharing risks and rewards. The document outlines the goals, objectives, concepts, and principles of PPPs. It discusses global PPP contexts and scenarios in Bangladesh. It examines PPP approaches, targeted outcomes and benefits, challenges, risks, and opportunities of PPPs in the health sector. The key points are accelerating investments, improved quality, timely delivery, reduced costs, and innovative solutions through PPPs in health infrastructure and services.
class reporting for Government procurement act
Data from this report is taken online i do not claim to be the author
this is a compilation of data gathered for my classroom presentation only
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
The document summarizes key aspects of the Government Procurement Act (RA 9184) in the Philippines. It outlines the scope, transparency requirements, competitive bidding process, roles of the Bids and Awards Committee and Technical Working Group in procurement. It also discusses the importance of the Annual Procurement Plan, Procurement Project Management Plans, and penalties for offenses committed in the procurement process. The goal of the Act is to standardize and regulate government procurement through transparency, competitiveness, and accountability.
This document provides an overview of key definitions and concepts from the Public Procurement Rules of Pakistan. It defines terms like bidder, blacklisted, corrupt practices, and most advantageous bid. It also summarizes various aspects of the procurement process under the rules, including planning, specification of requirements, approval mechanisms, advertising and notification, response time, pre-qualification of suppliers, and framework agreements. The document aims to outline the main principles, procedures and terminology related to public procurement as governed by the relevant rules and regulations in Pakistan.
The Public Procurement Regulatory Authority (PPRA) is responsible for prescribing regulations and procedures for public procurement by federal government organizations in Pakistan. Its key functions include improving governance, transparency and quality of procurement.
The Public Procurement Rules 2004 provide the legal framework for procurement and apply to all procurement by federal agencies. Key aspects covered include open competitive bidding as the principal method, advertisement and response time requirements, pre-qualification of bidders, composition and availability of bidding documents, domestic preference policies, bid security, bid validity periods, bid opening and evaluation criteria. The rules aim to ensure fair, transparent and value for money procurement.
The document provides an overview of the Small Business Innovation Research (SBIR) program, which offers grants to small businesses for research and development that could benefit both the company and the public. It discusses the three phases of SBIR funding: Phase 1 provides grants for feasibility studies, Phase 2 provides funding to develop prototypes, and Phase 3 is intended for commercialization. The document outlines the benefits of SBIR grants, such as providing early-stage funding without repayment obligations, but also notes the competitive nature of obtaining grants and compliance requirements involved.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/user/Schausjennifer/feed
Build Operate Transfer (BOT) models involve private entities financing, designing, constructing, and operating infrastructure projects while receiving concessions from the public sector. Under the BOT model for this case study, a special purpose vehicle formed by Sushee Infra and IVRCL received a concession to widen and improve a highway in Arunachal Pradesh over a 17-year period. The project has achieved its construction milestones on time and received tranches of cash support from the government. Timely execution and maintenance of credit metrics will be important for the continued success and financial health of the project. Delays or increased leverage could create stress for the private partners.
Similar to New P3 Legislation Effective July 1 (20)
[4:55 p.m.] Bryan Oates
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Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
1. NEW P3 LEGISLATIONNEW P3 LEGISLATION
FEFPA CONFERENCEFEFPA CONFERENCE
July 2013July 2013
Lee A. Weintraub, Esq.Lee A. Weintraub, Esq.
Becker & Poliakoff, P.A.Becker & Poliakoff, P.A.
3111 Stirling Road3111 Stirling Road
Ft. Lauderdale, FL 33311Ft. Lauderdale, FL 33311
954-985-4147954-985-4147
lweintraub@becker-poliakoff.comlweintraub@becker-poliakoff.com
2. Section 287.05712 applies to any facility or projectSection 287.05712 applies to any facility or project
serving a public purposeserving a public purpose
““Qualifying Project” includes educational facilities or otherQualifying Project” includes educational facilities or other
buildings used or to be used by public educational institutionbuildings used or to be used by public educational institution
It applies to counties, municipalities, school boards, anyIt applies to counties, municipalities, school boards, any
other political subdivision of the state, and any publicother political subdivision of the state, and any public
body, corporate and politicbody, corporate and politic
Legislative findingsLegislative findings::
Need for development & maintenance of educational facilities,Need for development & maintenance of educational facilities,
not wholly satisfied by existing procurement methodsnot wholly satisfied by existing procurement methods
Inadequate resources to develop new educational facilities,Inadequate resources to develop new educational facilities,
which P3 can resolvewhich P3 can resolve
3. Establishes the Partnership for Public Facilities and InfrastructureEstablishes the Partnership for Public Facilities and Infrastructure
Act Guidelines Task ForceAct Guidelines Task Force
Task force will recommend guidelines for the legislature to consider toTask force will recommend guidelines for the legislature to consider to
create a uniform process for establishing P3’screate a uniform process for establishing P3’s
Including factors public entities should consider when processingIncluding factors public entities should consider when processing
requestsrequests
Task force will begin meeting by August 31, 2013 to establishTask force will begin meeting by August 31, 2013 to establish
procedures for the conduct of its businessprocedures for the conduct of its business
No more than two task force meetings may be held for the purposeNo more than two task force meetings may be held for the purpose
of taking public testimonyof taking public testimony
Task force must submit final recommendations to governor andTask force must submit final recommendations to governor and
legislature by July 1, 2014legislature by July 1, 2014
4. Formal establishment or adoption ofFormal establishment or adoption of
guidelines by public entity is not requiredguidelines by public entity is not required
for entity to request or receive P3for entity to request or receive P3
proposalsproposals
Public entity may adopt its own guidelinesPublic entity may adopt its own guidelines
provided they are consistent with this statuteprovided they are consistent with this statute
5. Procurement ProceduresProcurement Procedures
Public entity may receive unsolicited proposalsPublic entity may receive unsolicited proposals
or may solicit proposals through traditionalor may solicit proposals through traditional
procurement methodsprocurement methods
Public entity may establish a reasonablePublic entity may establish a reasonable
application fee for unsolicited proposalsapplication fee for unsolicited proposals
Fee must be sufficient to pay costs of evaluating theFee must be sufficient to pay costs of evaluating the
proposalproposal
Public entity may hire private consultants to assist inPublic entity may hire private consultants to assist in
the evaluation, paid for by private entitythe evaluation, paid for by private entity
6. Procurement ProceduresProcurement Procedures
If the public entity intends to enter into aIf the public entity intends to enter into a
comprehensive agreement, it must publishcomprehensive agreement, it must publish
notice in the Florida Administrativenotice in the Florida Administrative
Register and newspaper of generalRegister and newspaper of general
circulation at least once a week for twocirculation at least once a week for two
weeksweeks
7. Procurement ProceduresProcurement Procedures
Notice must provide that the public entity has received aNotice must provide that the public entity has received a
proposal and will accept other proposals for the sameproposal and will accept other proposals for the same
projectproject
Time frame for accepting other proposals shall beTime frame for accepting other proposals shall be
determined by public entity on project by project basisdetermined by public entity on project by project basis
Based upon complexity of the project and the public benefit to beBased upon complexity of the project and the public benefit to be
gained by allowing a longer or shorter period of time forgained by allowing a longer or shorter period of time for
competing proposalscompeting proposals
Time frame must be at least 21 days, but no more than 120Time frame must be at least 21 days, but no more than 120
days, after initial date of publicationdays, after initial date of publication
Copy of the notice must be mailed to each localCopy of the notice must be mailed to each local
government in affected areagovernment in affected area
8. Procurement ProceduresProcurement Procedures
Public entity is authorized to approve projectPublic entity is authorized to approve project
if:if:
Project is in public’s best interestProject is in public’s best interest
Facility is owned by public entity or ownership will be conveyedFacility is owned by public entity or ownership will be conveyed
to public entityto public entity
Adequate safeguards in place to ensure additional costs orAdequate safeguards in place to ensure additional costs or
service disruptions are not imposed on public if material defaultservice disruptions are not imposed on public if material default
or cancellation of agreementor cancellation of agreement
Adequate safeguards in place to ensure capacity may be addedAdequate safeguards in place to ensure capacity may be added
if desiredif desired
Estimated cost is reasonable in relation to similar facilitiesEstimated cost is reasonable in relation to similar facilities
9. Project Approval RequirementsProject Approval Requirements
Unsolicited proposal must be accompanied byUnsolicited proposal must be accompanied by
following items, unless waived by public entity:following items, unless waived by public entity:
Conceptual design of facility and schedule forConceptual design of facility and schedule for
constructionconstruction
Description of method by which private entityDescription of method by which private entity
proposes to secure necessary property interestsproposes to secure necessary property interests
Description of private entity’s general plans forDescription of private entity’s general plans for
financing projectfinancing project
Includes sources of private entity’s funds and identity of anyIncludes sources of private entity’s funds and identity of any
dedicated revenue source or proposed debt or equitydedicated revenue source or proposed debt or equity
investment on behalf of private entityinvestment on behalf of private entity
10. CONTENTS OF UNSOLICITEDCONTENTS OF UNSOLICITED
PROPOSAL (CON’T)PROPOSAL (CON’T)
Proposed user fees, lease payments or otherProposed user fees, lease payments or other
service payments over term of agreementservice payments over term of agreement
Including methodology for and circumstances thatIncluding methodology for and circumstances that
would allow changes to user feeswould allow changes to user fees
11. Project Qualification and ProcessProject Qualification and Process
After competitive bidding period has expired,After competitive bidding period has expired,
public entity ranks proposals received in order ofpublic entity ranks proposals received in order of
preferencepreference
Public entity may consider professional qualifications,Public entity may consider professional qualifications,
general business terms, innovative designgeneral business terms, innovative design
techniques, cost reduction terms, and finance planstechniques, cost reduction terms, and finance plans
Private entity must meet minimum standardsPrivate entity must meet minimum standards
contained in public entity’s guidelines for qualifyingcontained in public entity’s guidelines for qualifying
professional services & contracts for traditionalprofessional services & contracts for traditional
procurement projectsprocurement projects
12. Project Qualification and ProcessProject Qualification and Process
Public entity may then begin negotiatingPublic entity may then begin negotiating
with highest ranked firmwith highest ranked firm
If pubic entity is not satisfied with results ofIf pubic entity is not satisfied with results of
negotiations, public entity may terminatenegotiations, public entity may terminate
negotiations and begin negotiating withnegotiations and begin negotiating with
second ranked firmsecond ranked firm
Public entity may reject all proposals at anyPublic entity may reject all proposals at any
point in processpoint in process
13. Project Qualification and ProcessProject Qualification and Process
Public entity shall perform independentPublic entity shall perform independent
analysis of proposed P3 to demonstrateanalysis of proposed P3 to demonstrate
cost-effectiveness & overall public benefitcost-effectiveness & overall public benefit
before initiating procurement process orbefore initiating procurement process or
awarding contractawarding contract
14. Notice to Affected LocalNotice to Affected Local
JurisdictionsJurisdictions
Public entity must furnish copy of proposal to eachPublic entity must furnish copy of proposal to each
affected local jurisdictionaffected local jurisdiction
Each affected local jurisdiction has 60 days from receiptEach affected local jurisdiction has 60 days from receipt
of notice to submit written comments indicating whetherof notice to submit written comments indicating whether
proposed facility is incompatible with local jurisdiction’sproposed facility is incompatible with local jurisdiction’s
plansplans
If affected local jurisdiction fails to respond within 60If affected local jurisdiction fails to respond within 60
days, non-response is deemed acknowledgement thatdays, non-response is deemed acknowledgement that
project is compatibleproject is compatible
15. Interim AgreementInterim Agreement
May be entered into before or in connection withMay be entered into before or in connection with
negotiation for comprehensive agreementnegotiation for comprehensive agreement
Interim agreement does not obligate public entity to enterInterim agreement does not obligate public entity to enter
into comprehensive agreementinto comprehensive agreement
Interim agreement is discretionaryInterim agreement is discretionary
Parties may proceed directly to comprehensive agreementParties may proceed directly to comprehensive agreement
16. Interim AgreementInterim Agreement
Interim Agreement must be limited to provisionsInterim Agreement must be limited to provisions
that authorize private entity to commencethat authorize private entity to commence
activities for which it may be compensatedactivities for which it may be compensated
related to the projectrelated to the project
Including project planning and development, design,Including project planning and development, design,
environmental analysis & mitigation, survey, ascertainingenvironmental analysis & mitigation, survey, ascertaining
availability of financingavailability of financing
Establish process & timing for negotiation of comprehensiveEstablish process & timing for negotiation of comprehensive
agreementagreement
Such other provisions the parties deem appropriateSuch other provisions the parties deem appropriate
17. Comprehensive AgreementComprehensive Agreement
MustMust provide for:provide for:
Payment and performance bondsPayment and performance bonds
Public entity’s review and approval of project designPublic entity’s review and approval of project design
Does not require private entity to complete the design beforeDoes not require private entity to complete the design before
executing comprehensive agreementexecuting comprehensive agreement
Public entity’s inspection of construction activitiesPublic entity’s inspection of construction activities
Public liability insurance requirementsPublic liability insurance requirements
Public entity’s monitoring of maintenance practices byPublic entity’s monitoring of maintenance practices by
private entityprivate entity
18. Comprehensive AgreementComprehensive Agreement
Periodic financial reporting by private entity pertainingPeriodic financial reporting by private entity pertaining
to projectto project
Fees, lease payments, or service paymentsFees, lease payments, or service payments
Rights and responsibilities of parties during course ofRights and responsibilities of parties during course of
construction and operationsconstruction and operations
Including provisions for termination of agreement & rightsIncluding provisions for termination of agreement & rights
and responsibilities upon default by private entityand responsibilities upon default by private entity
– Must provide for circumstances whereby defaulting privateMust provide for circumstances whereby defaulting private
entity’s responsibilities and interests may be assumed by eitherentity’s responsibilities and interests may be assumed by either
entity participating in funding of project or public entityentity participating in funding of project or public entity
19. Comprehensive AgreementComprehensive Agreement
MayMay include:include:
Agreement by public entity to make grants orAgreement by public entity to make grants or
loans to private entity from amounts receivedloans to private entity from amounts received
from federal, state or local government orfrom federal, state or local government or
agenciesagencies
Notice of default and right to cure provisionsNotice of default and right to cure provisions
20. Comprehensive AgreementComprehensive Agreement
Private entity will receive revenues fromPrivate entity will receive revenues from
fee-generating uses of facility over life offee-generating uses of facility over life of
agreementagreement
Pre-negotiated portion of same must bePre-negotiated portion of same must be
returned to public entityreturned to public entity
21. FinancingFinancing
Private entity may enter into private source financingPrivate entity may enter into private source financing
agreement with financing sourcesagreement with financing sources
Financing agreement obligations and liens on property must beFinancing agreement obligations and liens on property must be
paid in full before transfer of ownership or operation of facility topaid in full before transfer of ownership or operation of facility to
public entitypublic entity
Public entity may provide its own capital or operatingPublic entity may provide its own capital or operating
budget to support projectbudget to support project
Budget must be from any legally permissible funding source ofBudget must be from any legally permissible funding source of
public entitypublic entity
Financing agreement may not require public entity to indemnifyFinancing agreement may not require public entity to indemnify
financing source, subject public entity’s facility to liens, or pledgefinancing source, subject public entity’s facility to liens, or pledge
security interestsecurity interest
Any such provision in financing agreement is void as matterAny such provision in financing agreement is void as matter
of lawof law
22. FinancingFinancing
Public entity shall appropriate contractualPublic entity shall appropriate contractual
payment obligation, if required bypayment obligation, if required by
comprehensive agreement, on prioritycomprehensive agreement, on priority
basisbasis
Payment obligation must be appropriatedPayment obligation must be appropriated
before other non-contractual obligationsbefore other non-contractual obligations
payable from same enterprise or governmentpayable from same enterprise or government
fundfund
23. Expiration or Termination ofExpiration or Termination of
AgreementsAgreements
If private entity materially defaults, compensationIf private entity materially defaults, compensation
otherwise due to private entity would be payableotherwise due to private entity would be payable
to investors & lenders on job as provided in anyto investors & lenders on job as provided in any
operative agreementoperative agreement
Provided costs of operating and maintaining facility are paid inProvided costs of operating and maintaining facility are paid in
the normal coursethe normal course
Public entity’s assumption of development or operation of projectPublic entity’s assumption of development or operation of project
does not obligate it to pay any obligation of private entity fromdoes not obligate it to pay any obligation of private entity from
sources other than revenues from the project unless statedsources other than revenues from the project unless stated
otherwise in comprehensive agreementotherwise in comprehensive agreement
24. Sovereign immunity is not waivedSovereign immunity is not waived
Doesn’t waive any requirement of s.Doesn’t waive any requirement of s.
287.055287.055
This act took effect July 1, 2013This act took effect July 1, 2013