This document provides an analysis of the proposed M9 Motorway PPP project in Pakistan. It includes:
1) An analysis of the key risks during construction and operation and proposed mitigation measures.
2) Details of the proposed security arrangements for lenders.
3) An estimate of the PKR 18.3 billion capital expenditure budget.
4) Preliminary financing terms including a 75:25 debt to equity ratio and 15% interest rate.
5) Sensitivity analyses of downside toll revenue and upside project economics scenarios.
The document provides information on the distribution franchisee scheme for Ujjain City, Gwalior Town, and Sagar City in Madhya Pradesh, including an agenda, profiles of the franchisee areas, the request for proposal process and requirements, timelines, and the distribution franchisee agreement. Key details include technical criteria for experience in the power sector, manpower strength, and financial criteria for net worth and net cash accrual required to qualify for the bids.
Tonbridge Power Inc. is developing a 345 km, 300 MW transmission line (MATL) in the Western United States to transport electricity. MATL has obtained all necessary permits and financing, and transmission line capacity has been fully sold. The project is on schedule, with major equipment ordering and construction starting in Q2 2010 and the entire system commissioning targeted for Q2 2011. MATL has formed a public private partnership with Western Area Power Administration, with MATL taking on most construction and commercial risks and Western agreeing to purchase capacity and ensure the project meets investment grade compliance standards. The MATL project represents a new model for allocating risk between private and public partners to facilitate infrastructure development.
The document discusses results-based financing mechanisms like Output Based Aid (OBA). It provides examples of OBA being used to expand access to basic infrastructure and energy in developing countries. Specifically, it outlines a successful OBA project in Bangladesh that financed solar home systems, leveraged private sector financing, and verified outputs to ensure quality of service.
Form 1120-IC-DISC (Schedule P)-Intercompany Transfer Price or Commissiontaxman taxman
1) The document is an IRS form used to calculate transfer prices or commissions between a related supplier and an IC-DISC (Interest Charge Domestic International Sales Corporation) for tax purposes.
2) It provides three methods (50-50 combined taxable income, 4% gross receipts, section 482) to determine the appropriate transfer price or commission amount in order to calculate the IC-DISC's taxable income.
3) The form requires information about the transaction, such as gross receipts, costs, expenses, and taxable income amounts, in order to calculate the transfer price or commission using one of the provided intercompany pricing methods.
1) Ancillary services are necessary to support power grid operations and maintain power quality, reliability and security. They include frequency support, reactive power support, and black start capabilities.
2) India's power grids currently face issues like frequent unplanned load shedding due to lack of flexibility and reserves. There is a need for ancillary services to harness available generation and relieve congestion.
3) The document proposes a framework for Frequency Support Ancillary Services (FSAS) in India utilizing fragmented generation capacity through competitive bidding on power exchanges. This aims to stabilize grid frequency and reduce load shedding.
Proyectos arquitectura y servicios desde cobit5itService ®
Cuando la gente entiende el propósito del cambio, cómo va a afectar a ellos ya su trabajo, y cuando creen en la importancia y los beneficios del cambio, entonces las iniciativas de mejora son mucho más probables que tenga éxito.
The document discusses various sources of non-toll revenue for a concessionaire from a highway project. These include rental income from CNG stations, restaurants, buried utilities, and advertising along the highway that are currently collected by the NHA but will be transferred to the concessionaire. It also mentions plans to accelerate construction between two areas to complete 50% of a continuous stretch and gain public favor.
The document provides information on the distribution franchisee scheme for Ujjain City, Gwalior Town, and Sagar City in Madhya Pradesh, including an agenda, profiles of the franchisee areas, the request for proposal process and requirements, timelines, and the distribution franchisee agreement. Key details include technical criteria for experience in the power sector, manpower strength, and financial criteria for net worth and net cash accrual required to qualify for the bids.
Tonbridge Power Inc. is developing a 345 km, 300 MW transmission line (MATL) in the Western United States to transport electricity. MATL has obtained all necessary permits and financing, and transmission line capacity has been fully sold. The project is on schedule, with major equipment ordering and construction starting in Q2 2010 and the entire system commissioning targeted for Q2 2011. MATL has formed a public private partnership with Western Area Power Administration, with MATL taking on most construction and commercial risks and Western agreeing to purchase capacity and ensure the project meets investment grade compliance standards. The MATL project represents a new model for allocating risk between private and public partners to facilitate infrastructure development.
The document discusses results-based financing mechanisms like Output Based Aid (OBA). It provides examples of OBA being used to expand access to basic infrastructure and energy in developing countries. Specifically, it outlines a successful OBA project in Bangladesh that financed solar home systems, leveraged private sector financing, and verified outputs to ensure quality of service.
Form 1120-IC-DISC (Schedule P)-Intercompany Transfer Price or Commissiontaxman taxman
1) The document is an IRS form used to calculate transfer prices or commissions between a related supplier and an IC-DISC (Interest Charge Domestic International Sales Corporation) for tax purposes.
2) It provides three methods (50-50 combined taxable income, 4% gross receipts, section 482) to determine the appropriate transfer price or commission amount in order to calculate the IC-DISC's taxable income.
3) The form requires information about the transaction, such as gross receipts, costs, expenses, and taxable income amounts, in order to calculate the transfer price or commission using one of the provided intercompany pricing methods.
1) Ancillary services are necessary to support power grid operations and maintain power quality, reliability and security. They include frequency support, reactive power support, and black start capabilities.
2) India's power grids currently face issues like frequent unplanned load shedding due to lack of flexibility and reserves. There is a need for ancillary services to harness available generation and relieve congestion.
3) The document proposes a framework for Frequency Support Ancillary Services (FSAS) in India utilizing fragmented generation capacity through competitive bidding on power exchanges. This aims to stabilize grid frequency and reduce load shedding.
Proyectos arquitectura y servicios desde cobit5itService ®
Cuando la gente entiende el propósito del cambio, cómo va a afectar a ellos ya su trabajo, y cuando creen en la importancia y los beneficios del cambio, entonces las iniciativas de mejora son mucho más probables que tenga éxito.
The document discusses various sources of non-toll revenue for a concessionaire from a highway project. These include rental income from CNG stations, restaurants, buried utilities, and advertising along the highway that are currently collected by the NHA but will be transferred to the concessionaire. It also mentions plans to accelerate construction between two areas to complete 50% of a continuous stretch and gain public favor.
TMG International has experience with a wide range of business transactions including joint ventures, acquisitions, disposals, privatizations, public-private partnerships, franchises and securitizations. They have participated in transactions across multiple industries such as healthcare, transportation, utilities and defense with transaction values ranging from £1 million to £16 billion. TMG International has taken on various roles in these transactions such as finance director, managing director, project manager, strategic advisor and commercial advisor.
Sebastian Emig - silver bullet for future urban mobilitity or waste of moneyimadhammoud
This document discusses the pros and cons of light rail transit (LRT) versus bus rapid transit (BRT) for future urban mobility. It finds that while BRT can be more flexible and affordable initially, LRT has higher capacity, better supports urban development, provides a higher quality ride, and may have lower long-term operational costs. The key is selecting the most appropriate transit mode based on local conditions and demand, with the goal of prioritizing public transportation over private vehicles to address issues like congestion, pollution and urban sprawl. Both BRT and LRT can transform public transit but LRT often enables greater regeneration and has more potential for future capacity increases. The overall conclusion is there is no single solution and
Presented by Dr John Nellthorp
http://www.its.leeds.ac.uk/people/j.nellthorp
at The Railway Engineers Forum technical seminar ‘Rail Freight – The way forward’ on the 15th June 2015 held at the IET, followed by a Parliamentary reception on the House of Lords Terrace.
Dr. kim jraiw the economics of rail and metro developmentimadhammoud
The Economics of Rail and Metro Development discusses the importance of cities and efficient transport systems. Cities are integral to economic growth but also face challenges like congestion, accidents, and pollution. A sustainable transport system is needed to support economic development, enhance quality of life, and ensure safety. Public transport like rail and metro can help achieve these goals when integrated, high-capacity, and provide fast, convenient service. Successful systems require long-term strategic planning and adequate funding.
Government Reform: Lesson’s from Korean ExperienceDadang Solihin
This document summarizes a presentation given by Dr. Jin Park of the KDI School of Public Policy and Management on government reform in South Korea. The presentation covered four key topics: 1) the role of government in South Korea's early economic development, 2) government reform efforts after the 1997 Asian financial crisis, 3) how to reform the government, and 4) lessons learned from South Korea's experience with government reform.
The document provides details about the management control systems used for the Delhi Metro project. It summarizes the key reasons for project overruns and how the Delhi Metro project overcame these issues. Specifically, it discusses the MC1A contract between DMRC and KSHI-JV for the Vishwavidyalaya to Kashmere Gate underground corridor. It highlights the salient strategies used such as technology risk management, knowledge management, advance preparation, mobilization strategies, worker training, traffic management, environmental management, and quality and safety inspections that helped ensure the project was completed on time.
This document is a draft traffic study report for the proposed construction of the Karachi-Hyderabad Motorway (M9) on a built-operate-transfer (BOT) basis. It was prepared by Halcrow Pakistan for Bina Puri Holding Bhd. The report contains traffic count data collected along the proposed M9 route and competing routes to analyze traffic patterns and determine appropriate toll rates. It includes tables with daily, weekly and seasonal traffic variations, as well as origin-destination surveys, speed and delay analyses to evaluate the financial viability of the M9 project.
Public Private Partnership in Railways - A New Approach_IMR March 2008Anil Kumar Gupta
This document summarizes a research paper on public-private partnerships in Indian railways. It begins by providing context on the evolution of PPP models in infrastructure globally and in Indian railways specifically. It then summarizes the research methodology, which involved case studies and interviews on existing PPP experiments in Indian railways. The document finds that while literature on railway reforms focuses on privatization of existing networks, Indian railways has seen a unique, bottom-up approach to PPP through various small-scale experiments. It proposes developing a framework to promote more private partnership within the existing government structure to meet massive investment needs.
Are public financial management reforms yielding results in the Region? - Dun...OECD Governance
This presentation was made by Duncan Last, IMF, at the 12th Annual Meeting of OECD-CESEE Senior Budget Officials held in Ljubljana, Slovenia, on 28-29 June 2016
Built operate transfer case studies in local construction Sector in PakistanMeesum Zaidi
This document discusses built operate transfer (BOT) case studies in the local construction sector of Pakistan. It provides definitions and background for BOT projects, describing their typical structure and stakeholders. The document outlines the objectives and methodology of BOT projects, including the process from building to operating to transferring ownership. It also examines trends in BOT projects in Pakistan, challenges faced, and examples of specific motorway projects. The overall aim is to review BOT project trends and increase understanding of their use for infrastructure development in Pakistan.
The document discusses plans to convert the existing 4-lane Karachi-Hyderabad superhighway in Pakistan into a 6-lane motorway (M-9) using a build-operate-transfer (BOT) public-private partnership model. Some key points include:
- The 136km highway connects the port city of Karachi to northern Pakistan and sees high traffic volumes of over 24,000 vehicles daily.
- Upgrading to a 6-lane motorway would address the highway's exceeded capacity as traffic has grown significantly.
- The project involves rehabilitating the existing highway, adding two new lanes in each direction, and constructing new interchanges, toll plazas, and rest areas to
The document discusses the problem of aging bridges in the United States and insufficient funding for maintenance and repair. It notes that over half of US bridges will require major structural work in the next 15 years, while funding for bridge repairs has increased far less than projected needs. Without proper maintenance, bridges can deteriorate and collapse, as evidenced by the 2007 collapse of the I-35W bridge in Minneapolis that killed 13 people. The document argues that increased funding for preventative maintenance and repair of bridges is needed to avoid costly collapses and ensure public safety.
The LRT Line 2 Operation and Maintenance Project proposes private sector engagement to operate and maintain the existing 13.8km LRT Line 2 including the proposed 4.19km East Extension and other extensions that DOTC may add to LRT Line 2 in the future for a period of 10 to 15 years.
Mr. craig tengström kuwait metro and railimadhammoud
The document summarizes T-Track, a pre-cast modular ballast-less track system developed in South Africa. It has been installed in several countries for various rail applications. Key points include:
- T-Track was originally developed to address drainage issues in mines and has evolved into a pre-cast system with capital and life cycle cost benefits over ballasted track.
- Installations have occurred in several African and Middle Eastern countries, as well as North America and Australia.
- The system provides benefits such as reduced earthworks, mitigation of flooding, simple cabling and third rail designs, and reduction of stray currents.
- T-Track has been proven in desert environments in Saudi Arabia since 2008
This document discusses project risk management and the role of advisors in project finance. It covers identifying and allocating project risks, common risk management processes, and the functions of legal, independent engineering, and insurance advisors. Proper risk management is important for ensuring consistent cash flows to reduce the likelihood of default, while advisors play a crucial role in risk mitigation through due diligence, project structuring, and monitoring.
Landscape.bmpWeights.bmpList of TablesDISCLAIMER THESE .docxDIPESH30
Landscape.bmp
Weights.bmp
List of TablesDISCLAIMER: THESE SPREADSHEETS ARE INTENDED FOR EDUCATIONAL USE ONLY. USERS SHOULD CONSULT WITH PROFESSIONAL ADVISORS AND SHOULD NOT RELY ON THE INFORMATION CONTAINED HEREIN FOR INVESTMENT DECISIONS. ANY COMPUTATIONS SHOULD BE INDEPENDENTLY VERIFIED.List of Tablesfigure 4-3a
Rent Summaryfigure 4-3b
Pro Forma NOIfigure 4-3c
Maximum Debt Calculationfigure 4-3d
Development Costsfigure 4-3eStage 1 Analysisfigure 4-4
Stage 2 Analysisfigure 4-6
Stage 3 Analysis (Part 1)
Cash Flows During Development Period, Including Initial Lease-Up Activitiesfigure 4-7
Final Development Cost Summaryfigure 4-8
Stage 3 Analysis (Part 2)
Annual Before and After-Tax Cash Flows during Development and Operating Periodfigure 4-9
Stage 5 Analysis – Investor ReturnNotes
1. Project OverviewPROJECT OVERVIEWMortgage Amount28,826,83170%Managing Member's Equity: 617,8105%Equity Amount12,356,20830%Member's Equity11,738,39795%Total Project Costs41,183,039100%Total Equity12,356,208100%Land Price3,900,000Hard Costs (incl. contingency + cost of bridge)28,954,915Soft Costs (incl. contingency)5,049,981Financing Costs432,402Developer's Fee1,233,462Total Development Cost39,570,761Construction Loan Interest1,109,833Operating Reserve502,445Total Project Cost41,183,039STAGE I ANALYSIS:Overall Return (Overall Cap Rate)6.54%Cash Throw-Off 730,936Cash-On-Cash Return5.92%Development Profit7,817,733STAGE II ANALYSIS: SALE IN YEAR 5Unleveraged ReturnsUnleveraged IRR12.20%Net Present Value-6,979,229Leveraged Before-Tax Return AnalysisBefore-Tax IRR23.37%Net Present Value3,406,803Leveraged After-Tax Return AnalysisAfter-Tax IRR19.66%Simple Return MeasuresYear12345NOI/Project Cost6.54%6.74%6.94%7.15%7.37%Before Tax Cash Flow/Equity5.92%6.57%7.24%7.94%8.65%Tax Shelter/Equity0.00%0.00%0.00%0.22%0.00%
2. Rental RateRENTAL RATEPropertyAvg. Rent/SF($)WeightThe Barnum House1.902%Fairfield Falls2.1222%Fairfield Landmark2.3424%Fairfield2.6522%Avalon Pines1.6510%Avalon Charles Pond1.5610%Avalon Commons1.9510%Unweighted Rental Rate2.02100%Weighted Rental Rate2.17Weighted Rental Rate with 20% Premium2.60
3. Rent SummaryRENT SUMMARYItemNo. of UnitsRent/s.f.Rentable Area/Unit s.f.Total rentable s.f.Total Gross s.f.Rent/Month/Unit $Total Annual Rent for Unit Type $Avg. Unit1122.601,086121,632126,2912,8243,794,918Total Rental Income1122.601,086121,632126,2912,8243,794,918Other Income (i.e. parking, concessions)1120.091,086121,632126,29195127,680Total Income1122.691,086121,632126,2912,9193,922,598*Blue value indicates assumption.
4. Pro Forma NOIPRO FORMA NOI - First Stabilized YearFactorPer Unit/YearAnnual Revenue/CostINCOME: Gross Potential Rental Income + Other Income3,922,598Less: Vacancy5.0%196,130Adjusted Gross Rent3,726,468Total Revenue3,726,468EXPENSES: Total Property Management Fees
(% of Adjusted Gross Rent)3.0%998111,794Total Payroll & Payroll Taxes1,900212,800Total Utilities46451,968Total Administrative Exp.60067,200Total Marketing Expenses1,350151,2 ...
The document discusses various aspects of conducting a financial analysis for a new project, including:
1. Calculating the total cost of the project, means of financing, production plans, and cost of production.
2. Estimating working capital requirements, sources of working capital financing, and projected sales, costs, profits, and cash flows.
3. Preparing financial statements like the balance sheet, cash flow statement, and cost flow statement to analyze the project's viability and profitability.
4. Considering factors like demand and supply, economic and financial analyses, and environmental impacts to comprehensively evaluate the project.
Risk Management Plan Version 6 062811 Page 1 of 6 .docxjoellemurphey
Risk Management Plan
Version 6: 06/28/11 Page 1 of 6
Project Name: DAS Network Build-out
Project Description Summary: This project is to provide a build out of the DAS Network
in Chicago. It requires new building infrastructure,
negotiations with the City of Chicago, and coordination
with various suppliers and vendors.
Project Manager: DeVry Faculty
Date: May 22
nd
, 2005 Revision Number: 1
a. Risk Identification
I have made a list of all areas that might cause project delays or failure with their
respective outcomes (see numerical list below). The five risks I have chosen as key risks
are bolded below and appear in the Risk Assessment Table in question “b”
1) Delay or denial of final franchise agreement with the city – this could
cause the project to stop or require negotiation with another entity (e.g.,
ComEd).
2) City site permitting process to cumbersome and requires longer than 72 hours
per submission for standard configurations – this could expand the commercial
launch date significantly.
3) Carrier/Customer Delay in License Agreement – This could delay or prevent
the capital funding required to begin construction and significantly impact the
entire timeline.
4) Lack of Infrastructure Availability – This is the lack of connectivity and
transport points within the city owned infrastructure which will require the
identification of a new path or the installation of new infrastructure. This will
increase cost and project completion time.
5) Delays in construction due to city operational events – City operations,
construction, road repair and maintenance, water main breaks, parades, sports
events, conventions. These can all cause changes in the construction and
installation schedule.
6) Labor Unions – Chicago is a union labor intensive environment. We will be
utilizing both skilled and unskilled labor to perform the construction and
installation tasks. There may be an issue on tasks that are scheduled to be
performed by specialized labor that utilizes non-union employees.
7) OEM Equipment availability – the DAS equipment that we utilize is specialized
fiber-optic repeater equipment that is manufactured and shipped from Sweden.
Any delays due to customs or manufacturer inventory shortfalls will delay the
project timeline.
8) Power plant installation issues – commercial power to all network elements is
provided by ComEd. This entity is notorious for introducing delays in fulfilling
orders for commercial power connections in the outside plant network.
9) Coverage Shortfalls – Once the equipment is installed and commissioned for
operations coverage testing is completed. If the coverage does not meet the
design specification ClearLinx will be required to correct and rectify at it’s cost
and there are potential time delay risks.
10) Fiber Optic Network installation quality failures – the fiber cable network must be
optimized and tested following installation to meet a ...
INFRA_PPP_FewControl points for growth.pptGovind Raj
This document summarizes key details of an infrastructure project financing agreement for the construction of an East-West toll road by L&T. It outlines the total project cost of Rs. 2040 crores to be financed through promoter equity of Rs. 539 crores and senior debt of Rs. 1501 crores. It then describes various aspects of the concession agreement between the SPV and NHAI such as obligations, default conditions, toll rates, and provisions for extensions or early termination.
Project financing and public-private partnerships (PPPs) allow major infrastructure projects to be funded off the government's balance sheet using a mix of public and private funding. PPPs follow several key stages including project identification, feasibility studies, equity and debt arrangement, negotiation, construction, operation, and repayment. They allocate risks to the public or private sector best able to manage each risk. Pakistan has successfully completed several PPP projects and has many more currently underway or in the pipeline managed through provincial PPP units.
TMG International has experience with a wide range of business transactions including joint ventures, acquisitions, disposals, privatizations, public-private partnerships, franchises and securitizations. They have participated in transactions across multiple industries such as healthcare, transportation, utilities and defense with transaction values ranging from £1 million to £16 billion. TMG International has taken on various roles in these transactions such as finance director, managing director, project manager, strategic advisor and commercial advisor.
Sebastian Emig - silver bullet for future urban mobilitity or waste of moneyimadhammoud
This document discusses the pros and cons of light rail transit (LRT) versus bus rapid transit (BRT) for future urban mobility. It finds that while BRT can be more flexible and affordable initially, LRT has higher capacity, better supports urban development, provides a higher quality ride, and may have lower long-term operational costs. The key is selecting the most appropriate transit mode based on local conditions and demand, with the goal of prioritizing public transportation over private vehicles to address issues like congestion, pollution and urban sprawl. Both BRT and LRT can transform public transit but LRT often enables greater regeneration and has more potential for future capacity increases. The overall conclusion is there is no single solution and
Presented by Dr John Nellthorp
http://www.its.leeds.ac.uk/people/j.nellthorp
at The Railway Engineers Forum technical seminar ‘Rail Freight – The way forward’ on the 15th June 2015 held at the IET, followed by a Parliamentary reception on the House of Lords Terrace.
Dr. kim jraiw the economics of rail and metro developmentimadhammoud
The Economics of Rail and Metro Development discusses the importance of cities and efficient transport systems. Cities are integral to economic growth but also face challenges like congestion, accidents, and pollution. A sustainable transport system is needed to support economic development, enhance quality of life, and ensure safety. Public transport like rail and metro can help achieve these goals when integrated, high-capacity, and provide fast, convenient service. Successful systems require long-term strategic planning and adequate funding.
Government Reform: Lesson’s from Korean ExperienceDadang Solihin
This document summarizes a presentation given by Dr. Jin Park of the KDI School of Public Policy and Management on government reform in South Korea. The presentation covered four key topics: 1) the role of government in South Korea's early economic development, 2) government reform efforts after the 1997 Asian financial crisis, 3) how to reform the government, and 4) lessons learned from South Korea's experience with government reform.
The document provides details about the management control systems used for the Delhi Metro project. It summarizes the key reasons for project overruns and how the Delhi Metro project overcame these issues. Specifically, it discusses the MC1A contract between DMRC and KSHI-JV for the Vishwavidyalaya to Kashmere Gate underground corridor. It highlights the salient strategies used such as technology risk management, knowledge management, advance preparation, mobilization strategies, worker training, traffic management, environmental management, and quality and safety inspections that helped ensure the project was completed on time.
This document is a draft traffic study report for the proposed construction of the Karachi-Hyderabad Motorway (M9) on a built-operate-transfer (BOT) basis. It was prepared by Halcrow Pakistan for Bina Puri Holding Bhd. The report contains traffic count data collected along the proposed M9 route and competing routes to analyze traffic patterns and determine appropriate toll rates. It includes tables with daily, weekly and seasonal traffic variations, as well as origin-destination surveys, speed and delay analyses to evaluate the financial viability of the M9 project.
Public Private Partnership in Railways - A New Approach_IMR March 2008Anil Kumar Gupta
This document summarizes a research paper on public-private partnerships in Indian railways. It begins by providing context on the evolution of PPP models in infrastructure globally and in Indian railways specifically. It then summarizes the research methodology, which involved case studies and interviews on existing PPP experiments in Indian railways. The document finds that while literature on railway reforms focuses on privatization of existing networks, Indian railways has seen a unique, bottom-up approach to PPP through various small-scale experiments. It proposes developing a framework to promote more private partnership within the existing government structure to meet massive investment needs.
Are public financial management reforms yielding results in the Region? - Dun...OECD Governance
This presentation was made by Duncan Last, IMF, at the 12th Annual Meeting of OECD-CESEE Senior Budget Officials held in Ljubljana, Slovenia, on 28-29 June 2016
Built operate transfer case studies in local construction Sector in PakistanMeesum Zaidi
This document discusses built operate transfer (BOT) case studies in the local construction sector of Pakistan. It provides definitions and background for BOT projects, describing their typical structure and stakeholders. The document outlines the objectives and methodology of BOT projects, including the process from building to operating to transferring ownership. It also examines trends in BOT projects in Pakistan, challenges faced, and examples of specific motorway projects. The overall aim is to review BOT project trends and increase understanding of their use for infrastructure development in Pakistan.
The document discusses plans to convert the existing 4-lane Karachi-Hyderabad superhighway in Pakistan into a 6-lane motorway (M-9) using a build-operate-transfer (BOT) public-private partnership model. Some key points include:
- The 136km highway connects the port city of Karachi to northern Pakistan and sees high traffic volumes of over 24,000 vehicles daily.
- Upgrading to a 6-lane motorway would address the highway's exceeded capacity as traffic has grown significantly.
- The project involves rehabilitating the existing highway, adding two new lanes in each direction, and constructing new interchanges, toll plazas, and rest areas to
The document discusses the problem of aging bridges in the United States and insufficient funding for maintenance and repair. It notes that over half of US bridges will require major structural work in the next 15 years, while funding for bridge repairs has increased far less than projected needs. Without proper maintenance, bridges can deteriorate and collapse, as evidenced by the 2007 collapse of the I-35W bridge in Minneapolis that killed 13 people. The document argues that increased funding for preventative maintenance and repair of bridges is needed to avoid costly collapses and ensure public safety.
The LRT Line 2 Operation and Maintenance Project proposes private sector engagement to operate and maintain the existing 13.8km LRT Line 2 including the proposed 4.19km East Extension and other extensions that DOTC may add to LRT Line 2 in the future for a period of 10 to 15 years.
Mr. craig tengström kuwait metro and railimadhammoud
The document summarizes T-Track, a pre-cast modular ballast-less track system developed in South Africa. It has been installed in several countries for various rail applications. Key points include:
- T-Track was originally developed to address drainage issues in mines and has evolved into a pre-cast system with capital and life cycle cost benefits over ballasted track.
- Installations have occurred in several African and Middle Eastern countries, as well as North America and Australia.
- The system provides benefits such as reduced earthworks, mitigation of flooding, simple cabling and third rail designs, and reduction of stray currents.
- T-Track has been proven in desert environments in Saudi Arabia since 2008
This document discusses project risk management and the role of advisors in project finance. It covers identifying and allocating project risks, common risk management processes, and the functions of legal, independent engineering, and insurance advisors. Proper risk management is important for ensuring consistent cash flows to reduce the likelihood of default, while advisors play a crucial role in risk mitigation through due diligence, project structuring, and monitoring.
Landscape.bmpWeights.bmpList of TablesDISCLAIMER THESE .docxDIPESH30
Landscape.bmp
Weights.bmp
List of TablesDISCLAIMER: THESE SPREADSHEETS ARE INTENDED FOR EDUCATIONAL USE ONLY. USERS SHOULD CONSULT WITH PROFESSIONAL ADVISORS AND SHOULD NOT RELY ON THE INFORMATION CONTAINED HEREIN FOR INVESTMENT DECISIONS. ANY COMPUTATIONS SHOULD BE INDEPENDENTLY VERIFIED.List of Tablesfigure 4-3a
Rent Summaryfigure 4-3b
Pro Forma NOIfigure 4-3c
Maximum Debt Calculationfigure 4-3d
Development Costsfigure 4-3eStage 1 Analysisfigure 4-4
Stage 2 Analysisfigure 4-6
Stage 3 Analysis (Part 1)
Cash Flows During Development Period, Including Initial Lease-Up Activitiesfigure 4-7
Final Development Cost Summaryfigure 4-8
Stage 3 Analysis (Part 2)
Annual Before and After-Tax Cash Flows during Development and Operating Periodfigure 4-9
Stage 5 Analysis – Investor ReturnNotes
1. Project OverviewPROJECT OVERVIEWMortgage Amount28,826,83170%Managing Member's Equity: 617,8105%Equity Amount12,356,20830%Member's Equity11,738,39795%Total Project Costs41,183,039100%Total Equity12,356,208100%Land Price3,900,000Hard Costs (incl. contingency + cost of bridge)28,954,915Soft Costs (incl. contingency)5,049,981Financing Costs432,402Developer's Fee1,233,462Total Development Cost39,570,761Construction Loan Interest1,109,833Operating Reserve502,445Total Project Cost41,183,039STAGE I ANALYSIS:Overall Return (Overall Cap Rate)6.54%Cash Throw-Off 730,936Cash-On-Cash Return5.92%Development Profit7,817,733STAGE II ANALYSIS: SALE IN YEAR 5Unleveraged ReturnsUnleveraged IRR12.20%Net Present Value-6,979,229Leveraged Before-Tax Return AnalysisBefore-Tax IRR23.37%Net Present Value3,406,803Leveraged After-Tax Return AnalysisAfter-Tax IRR19.66%Simple Return MeasuresYear12345NOI/Project Cost6.54%6.74%6.94%7.15%7.37%Before Tax Cash Flow/Equity5.92%6.57%7.24%7.94%8.65%Tax Shelter/Equity0.00%0.00%0.00%0.22%0.00%
2. Rental RateRENTAL RATEPropertyAvg. Rent/SF($)WeightThe Barnum House1.902%Fairfield Falls2.1222%Fairfield Landmark2.3424%Fairfield2.6522%Avalon Pines1.6510%Avalon Charles Pond1.5610%Avalon Commons1.9510%Unweighted Rental Rate2.02100%Weighted Rental Rate2.17Weighted Rental Rate with 20% Premium2.60
3. Rent SummaryRENT SUMMARYItemNo. of UnitsRent/s.f.Rentable Area/Unit s.f.Total rentable s.f.Total Gross s.f.Rent/Month/Unit $Total Annual Rent for Unit Type $Avg. Unit1122.601,086121,632126,2912,8243,794,918Total Rental Income1122.601,086121,632126,2912,8243,794,918Other Income (i.e. parking, concessions)1120.091,086121,632126,29195127,680Total Income1122.691,086121,632126,2912,9193,922,598*Blue value indicates assumption.
4. Pro Forma NOIPRO FORMA NOI - First Stabilized YearFactorPer Unit/YearAnnual Revenue/CostINCOME: Gross Potential Rental Income + Other Income3,922,598Less: Vacancy5.0%196,130Adjusted Gross Rent3,726,468Total Revenue3,726,468EXPENSES: Total Property Management Fees
(% of Adjusted Gross Rent)3.0%998111,794Total Payroll & Payroll Taxes1,900212,800Total Utilities46451,968Total Administrative Exp.60067,200Total Marketing Expenses1,350151,2 ...
The document discusses various aspects of conducting a financial analysis for a new project, including:
1. Calculating the total cost of the project, means of financing, production plans, and cost of production.
2. Estimating working capital requirements, sources of working capital financing, and projected sales, costs, profits, and cash flows.
3. Preparing financial statements like the balance sheet, cash flow statement, and cost flow statement to analyze the project's viability and profitability.
4. Considering factors like demand and supply, economic and financial analyses, and environmental impacts to comprehensively evaluate the project.
Risk Management Plan Version 6 062811 Page 1 of 6 .docxjoellemurphey
Risk Management Plan
Version 6: 06/28/11 Page 1 of 6
Project Name: DAS Network Build-out
Project Description Summary: This project is to provide a build out of the DAS Network
in Chicago. It requires new building infrastructure,
negotiations with the City of Chicago, and coordination
with various suppliers and vendors.
Project Manager: DeVry Faculty
Date: May 22
nd
, 2005 Revision Number: 1
a. Risk Identification
I have made a list of all areas that might cause project delays or failure with their
respective outcomes (see numerical list below). The five risks I have chosen as key risks
are bolded below and appear in the Risk Assessment Table in question “b”
1) Delay or denial of final franchise agreement with the city – this could
cause the project to stop or require negotiation with another entity (e.g.,
ComEd).
2) City site permitting process to cumbersome and requires longer than 72 hours
per submission for standard configurations – this could expand the commercial
launch date significantly.
3) Carrier/Customer Delay in License Agreement – This could delay or prevent
the capital funding required to begin construction and significantly impact the
entire timeline.
4) Lack of Infrastructure Availability – This is the lack of connectivity and
transport points within the city owned infrastructure which will require the
identification of a new path or the installation of new infrastructure. This will
increase cost and project completion time.
5) Delays in construction due to city operational events – City operations,
construction, road repair and maintenance, water main breaks, parades, sports
events, conventions. These can all cause changes in the construction and
installation schedule.
6) Labor Unions – Chicago is a union labor intensive environment. We will be
utilizing both skilled and unskilled labor to perform the construction and
installation tasks. There may be an issue on tasks that are scheduled to be
performed by specialized labor that utilizes non-union employees.
7) OEM Equipment availability – the DAS equipment that we utilize is specialized
fiber-optic repeater equipment that is manufactured and shipped from Sweden.
Any delays due to customs or manufacturer inventory shortfalls will delay the
project timeline.
8) Power plant installation issues – commercial power to all network elements is
provided by ComEd. This entity is notorious for introducing delays in fulfilling
orders for commercial power connections in the outside plant network.
9) Coverage Shortfalls – Once the equipment is installed and commissioned for
operations coverage testing is completed. If the coverage does not meet the
design specification ClearLinx will be required to correct and rectify at it’s cost
and there are potential time delay risks.
10) Fiber Optic Network installation quality failures – the fiber cable network must be
optimized and tested following installation to meet a ...
INFRA_PPP_FewControl points for growth.pptGovind Raj
This document summarizes key details of an infrastructure project financing agreement for the construction of an East-West toll road by L&T. It outlines the total project cost of Rs. 2040 crores to be financed through promoter equity of Rs. 539 crores and senior debt of Rs. 1501 crores. It then describes various aspects of the concession agreement between the SPV and NHAI such as obligations, default conditions, toll rates, and provisions for extensions or early termination.
Project financing and public-private partnerships (PPPs) allow major infrastructure projects to be funded off the government's balance sheet using a mix of public and private funding. PPPs follow several key stages including project identification, feasibility studies, equity and debt arrangement, negotiation, construction, operation, and repayment. They allocate risks to the public or private sector best able to manage each risk. Pakistan has successfully completed several PPP projects and has many more currently underway or in the pipeline managed through provincial PPP units.
Project financing and public private partnership (ppp)M. Asim U Khan
This document provides an overview of project financing and public-private partnerships (PPPs). It begins with definitions of project financing and PPPs. It then outlines the typical stages in a project financing process, including identification, feasibility studies, equity and debt arrangements, negotiation, monitoring, repayment, and disbursement. Key aspects of project financing structures are highlighted such as high debt levels and concentrated ownership. PPP models like BOT, BOOT, and ROT are described. Critical success factors for PPPs include appropriate risk allocation, value for money, and performance management. The document concludes with details on Pakistan's PPP Unit and examples of executed, current and planned PPP projects.
Kingfisher Airlines was once India's second largest airline but has faced significant financial troubles in recent years due to high costs, losses, and debt. The document discusses Kingfisher's history and operations, provides a SWOT analysis, examines its cost structure and distribution, and outlines plans to restructure its finances and operations in order to address its challenges through measures such as debt conversion, cost cutting, and fleet optimization.
Construction Futures Wales - NEC Workshop - Importance of Program Control & M...Rae Davies
The document discusses the importance of programme control and management under the NEC3 construction contract. It begins with an overview of NEC3 contracts and their core clauses. It then discusses key aspects of programme management under NEC3 such as the requirement for an accepted programme, its importance in assessing compensation events, and requirements for keeping it updated. The document emphasizes that the programme is a critical management tool under NEC3 and its acceptance is important for objective assessment of delays and compensation events.
Infrastructure Finance Fundamentals (ADN Capital Ventures)Adam Nicolopoulos
Project finance is a method of arranging financing where the lenders rely primarily on the cash flows of the project being financed, rather than the balance sheets of its sponsors. It establishes a single purpose company to develop, build, and operate an infrastructure or industrial project based on its projected cash flows. Project risks are transferred and shared among stakeholders, with lenders relying on the project's assets and cash flows for repayment rather than recourse to the sponsors. Key risks like construction, operation, maintenance, revenue, and permits are typically borne by private sector parties rather than the public sector.
LOAN SCHEME FOR FINANCING GRID CONNECTED ROOFTOP SOLAR PV POWER PROJECTS Harish Sharma
IREDA Loan scheme is for all Solar rooftop power projects having minimum aggregate/Individual installed capacity 1000 kWp. Finance is available upto 75% of project cost with very Low interest rates range from 9.9% to 10.75%.
Renewable Energy Feed-in Tarriff presentationJerry Sakala
The Energy Regulation Board (ERB), with the support of the USAID Trade Hub Southern Africa (SATH) has developed the draft Renewable Energy Feed in Tariffs (REFiT) Regulatory Framework. The REFiT Regulatory Framework was developed in line with REFiT Policy of 2015 developed by the Ministry of Mines Energy and Water Development. The REFiT regulatory framework was presented to stakeholders on Tuesday 22nd September 2015.
The REFiT Regulatory framework outlines the following:
REFiT Indicative Tariffs for solar projects;
Rules and Guidelines for RE projects to be implemented under the REFiT Policy of 2015; and
Guidelines for REFiT Power Purchase Agreements, and application procedures for project developers.
These rules and guidelines are only applicable to small scale renewable energy systems as defined in the REFiT Policy of 2015.
GCCC contracts experience to date 08'03'11cmcgoverntobin
Presentation by Ciaran McGovern - Operations Director, TOBIN to Engineers Ireland (Thomond / West Region)
8th March, 2011
Presentation title: GCCC Contracts Experience to date:
A review of the operation of the GCCC Contracts on Civil Engineering projects
Project and Infrastructure Finance slides Module1_Ver3.pptGovind Raj
This document discusses project finance and provides an example of the Ras Laffan Liquified Natural Gas Company (RasGas) project. It describes the objectives of project finance as identifying risks, allocating risks to appropriate parties, quantifying residual risks, developing security structures, and financial modeling. It then provides details of the RasGas project, including production levels, project costs, equity investors, debt financing, offtake agreements, and risk mitigation contracts.
Transmission Sector & Project Management of Transmission LinesMANTHAN CHAUHAN
Its a detailed Presentation of Transmission Sector & Project Management of Transmission Lines.
The company selected for this was Kalpataru Power Transmission Ltd., Gandhinagar
it explaines how the indian power sector is, what is the tendering process, what is contract, bar-charts and cash flow management for the contract.
Project planning can be understood with help of a case Study, and Project Management from tendering to cash flow management can be understood by this presentation.
this is the Summer Internship Project of Mine and its Strictly unauthorised to use this presentation without author's permission.
The document discusses public-private partnership (PPP) models for infrastructure projects, specifically for highways in India. It provides definitions of PPP and explains various PPP models used for highway projects, including build-operate-transfer (BOT), design-build-operate-transfer (DBOT), and others. It outlines the need for PPP to attract private investment for highway development and maintenance. The document also discusses factors that affect the success of PPP projects such as risk allocation, financial viability, traffic volume, and monitoring during project implementation.
Investment and decision analysis for petroleum explorationHamdy Rashed
Investment and decision analysis for petroleum exploration is a subject that many explorationist, geologist, management accountant and finance manager likes to know about. This paper shows the major concepts of how investment, decision and project analysis is made for petroleum exploration in financial view that is based on cash-flow models and applying capital budgeting techniques per International Oil and Gas business, financial and contractual arrangement that impact on such analysis. This paper does not cover such analysis in technically view because it is out of specialization, but this analysis shall be made in conjunction with technical experienced staff.
Keywords: Investment and decision analysis for petroleum exploration, Project Analysis for Petroleum Exploration
The document discusses production sharing contracts (PSCs), which are agreements between contractors and governments for oil and gas exploration. Under a PSC, the contractor bears all costs and risks of exploration in exchange for a share of production if commercial discoveries are made. The main elements of PSCs discussed are management committees, minimum work programs, and provisions for cost recovery and profit sharing between contractors and governments. Recent disputes between contractors and governments around cost recovery and royalty payments are also summarized.
4. Risk Analysis – Construction Period
Risk Mitigating Factor
Increase in construction • Lump Sum Turnkey Design and Build Contract
cost arrangement
• Contingency in construction cost (10% of construction cost)
Delay in completion • Penalty clause / liquidated ascertained damages, insurance
during construction period & performance bond
Technical performance • Penalty clause & defect liability / warranty period
Land acquisition • Minimum land acquisition is required
• Under M9 CA, NHA shall bear all costs, expenses or
charges incurred in making available the land required
Public Utilities • Under M9 CA, NHA shall pay for the costs and expenses
associated with the removal, relocation or diversion of
Public Utilities and services ancillary affected by the Works
at a date no later than the Work Commencement Date
4
5. Risk Analysis – Operating Period
Risk Mitigating Factor
Traffic Volume • Minimum traffic assurance by NHA. Under M9 CA, NHA
shall pay the Concessionaire on the lost tolling revenue in
the event the actual traffic volume for any operating year
of the Concession is lower than the Minimum Traffic
Volume for that year
• Independent traffic & revenue study by Exponent
Engineers
Toll Rate • Under M9 CA, monetary compensation shall be payable
by NHA to Concessionaire on any reduction in Schedule
Toll Structure
Competing Routes • Under M9 CA, NHA shall undertake that any Competing
Route shall be tolled at the toll rate equivalent to 1.33
times higher than the prevailing toll rate imposed by the
M9 Motorway
Highway Maintenance • Minimal risk as existing Bina Puri’s highway concession in
Malaysia (LATAR) has not encountered major operational
problems as all expressways in Malaysia are governed &
regulated by stringent standards
5
6. Risk Analysis – Concession
Risk Mitigating Factor
Termination due to Event of Prior to Financial Close
Default & Force Majeure NHA shall compensate the Concessionaire for actual pre-
development cost and actual development cost
Prior to Completion of Works
NHA shall compensate the Concessionaire for actual pre-
development cost, actual development cost, actual cost in
raising finance, value of completed work, consultant fees &
third party costs, and interests as well as penalty charges
Upon Completion of Works
NHA shall compensate the Concessionaire for actual pre-
development cost, actual development cost, actual cost in
raising finance, value of completed work, consultant fees and
third party costs, interests as well as penalty charges, and
return on equity of the Concessionaire (for NHA’s event of
default)
Notwithstanding, under Concessionaire’s event of default,
Lenders are compensated for any amount due
6
8. Proposed Security Arrangement
Assignment of all rights, interests and benefits whatsoever (to the
exclusion of any liabilities therein) under the M9 CA including the right to
collect and retain toll and other revenues
Debenture on fixed and floating assets – main office and administration
buildings (2 units), maintenance offices (at least 7 units), machineries,
vehicles, quarry, etc
Assignment of lease and rental contracts with third parties for RSA, petrol
stations, restaurants, bill boards, etc
Assignment of Turnkey Construction Contract
Assignment of Performance Bond
Assignment of Insurance proceeds
Shareholders’ Undertaking for cost overruns
Assignment of DSRA and any cash in-hand & bank balances
8
10. Estimated Capital Expenditure
Detailed Breakdown
Rupees
Description (“PKR”)
Main Carriageway (North & South Bound) 12,898,796,912
Interchanges (7 nos) 1,507,732,244
Service Road 1,084,549,545
Service Areas (North and South) 676,595,473
Main Toll Plaza 378,494,986
Weigh Bridges & Allied Works 236,559,366
Construction Cost 16,782,728,525
General & Preliminary, Consultancy, Design & Project
Management Fees 1,485,271,472
Grand Total 18,267,999,997
NB: The above capex does not include refurbishment cost for the existing road
10
11. Estimated Capital Expenditure (Cont’d)
Proposed Implementation Schedule
Year Implementation Amount
Schedule (%) (PKR ‘Million)
2012 30# 5,480.4
2013 40 7,307.2
2014 30 5,480.4
Total 18,268.0
NB: #Indicative of full year
11
13. Preliminary Financing Plan and Parameters
Indicative Salient Terms
Earlier Case Revised Case
(Current)
Interest Rate 13.5% p.a. 15% p.a.
Loan Tenure: 10 years 10 years
- Grace 3 years 4 years
- Repayment 7 years 7 years
Debt to Equity Ratio 80 : 20 75 : 25
DSRA 3 months 4 months
DSCR (min) 1.5 times 1.5 times
13
14. Preliminary Financing Plan and Parameters (Cont’d)
Source & Application of
Funds
Earlier Case Revised Case
(Current)
PKR ‘Million Total Total
Debts 18,524.0 16,969.8
Equity 4,652.5 5,655.7
Total Uses 23,176.5 22,625.5
Construction Cost 18,268.0 18,268.0
Interest During Construction 3,569.7 3,690.7
Other Funding Costs, Cash Balance & Debt Service
Reserve Account 1,338.8 666.8
Total Funds 23,176.5 22,625.5
14
16. Sensitivity Analysis
Adverse Case Best Case
(Potential Case)
Total Projected Toll Revenue Reduce by 8% or PKR As per Revised Case or
703.3 bill PKR 745.7 bill
(As per NHA case /
Minimum Traffic Assurance)
Sectional Completion & Tolling None Hydrebad – Noriabad
section completed
(Additional of PKR 857
bill for 1 year after 18
months of construction)
Non-Toll Revenue 2% of Toll Revenue 10% of Toll Revenue
16
17. Project Economics
SUMMARY OF FINANCIAL RESULTS Revised Adverse Best / Potential
Total Revenue (PKR ‘Million) 745,717.0 685,761.3 807,757.6
- Toll Revenue 764,848.7 703,356.5 765,701.4
- Other Revenue (Ancillary Incomes) 15,297.0 14,067.1 76,484.9
- NHA Revenue Sharing (34,428.7) (31,662.3) (34,428.7)
Total Capex (PKR ‘Million) 18,268.0
Total O&M Cost (PKR ‘Million) 109,224.6 103,075.3 109,878.5
Financed by: 22,625.5
- Commercial Loan 16,969.8
- Equity 5,655.7
Debt to Equity Ratio 75 : 25
Interest Rate:
- Commercial Loan 15% p.a.
Loan Tenure:
- Commercial Loan 10 years
DSCR (min):
- Commercial Loan 1.5 times 1.5 times 1.5 times
DSRA
4 months 3 months 6 months
17
19. Way Forward
To humbly request lenders with indicative participation with terms in order
to expedite construction works
To request lenders’ debt arranger proposal (with indicative fee) for Bina
Puri to appoint joint lead arranger
19