OPP – fremtid, status og potentiale OPP-projekter med succes Phillip Goltermann Drees & Sommer...

OPP – fremtid, status og potentiale

OPP-projekter med succesPhillip GoltermannDrees & Sommer

Konferencesponsor:I samarbejde med:

Phillip Goltermann

10/2010

Advanced Training Academy

Project Implementation Strategies- Public Private Partnership and other Schemes

3

Agenda

about me1

Reference projects8

Project kick-off2

Implementation strategies3

Impact matrix4

Quick check / profitability forecast5

Market research6

PPP7

4

Agenda

about me

Reference projects8

Project kick-off2


Impact matrix4


Market research6

PPP7

1

5

About me

Other functions, main focuses Responsible for buildings of public projects Responsible for buildings of healthy- and education projects technical asset management of portfolios sustainability ratings / greenbuilding

Career

1992-1998 Studies of architecture and civil engineering,

technical university of Aachen

1998-1999 Infrastructure Controlling at the State Municipality

since 1999 Projectmanager in planning and construction

at Drees & Sommer München

since 2005 Managing director Drees & Sommer Hamburg

since 2008 Partner of Drees & Sommer AG Holding

since 2010 CEO Drees & Sommer Nordic A/S

[email protected]

Drees & Sommer Nordic A/S

Frederiksborggade 15

1360 København

PhillipGoltermann

6

Drees & SommerDrees & Sommer worldwide

Portugal

Spanien

Frankreich

Groß-britannien

Irland

Estland

Nieder-lande

Deutschland

Dänemark

NorwegenSchweden

Finnland

Lettland

Litauen

WeißrusslandPolen

Slowenien

Slowakei

ÖsterreichSchweiz

Italien

Liechten-stein

Kroatien

Tschechien

Ungarn

Rumänien

Moldawien

Ukraine

Russland

Island

BulgarienSerbien

Griechenland Türkei

Bosnien-Herzigowina

MazedonienAlbanien

Montenegro

KasachstanBelgien

Australien

Australien

VAE

Oman

Saudi-Arabien

Israel

Ägypten

Irak IranLibanon

BahrainKatar

Middle East

Abgewickelte Projekteder Drees & Sommer-Gruppe

Standorte / TDD-Expertender Drees & Sommer-Gruppe

China

Mongolei

Japan

VietnamAsien

Luxemburg

Marokko

Georgien

Ägypten

7

Founded:

Employees:

Projects 2009:

Project volume supported 2009:

Group sales2009:

Earnings beforetaxes 2009:

Final invoicingeffect

1970

1,120

567

€ 7.1 Billion

€ 145.6 Million

€ 12.4 Million

10

20

30

40

50

60

70

80

90

100

110

1.5

3

4.5

6

7.5

9

10.5

12

13.5

15

16.5

18

21

2006 2007 2008

120

130

140

Drees & SommerFacts and Figures

150

2009

19.5

22.5

8

Project Management

Development management

Project management for infrastructure & transportation

Project management forbuilding construction

Construction management

General constructionmanagement

Risk management

Process consulting

Project management tools

Engineering

Technical & economicconstruction consulting

Green Building designfor new buildings

System planning & simulation

Planning, general technology planning

Life cycle engineering

Green Building optimizationof established properties

Energy management for commercial buildings & industry

Real Estate Consulting

Technical due diligence

Technical assetmanagement

Strategic property consulting

Crisis management fordistressed properties

Public Private Partnership

Facility managementconsulting

Green Building Labels

Organizational consulting

Drees & SommerService Fields

9

Drees & SommerDrees & Sommer range of projects

10

Agenda

about me1

Reference projects8

Project kick-off


Impact matrix4


Market research6

PPP7

2

11

QuickCheckQuickCheck

Förmliches Verfahren


Standort, Due Diligence,

Bedarf, Machbarkeit

Standort, Due Diligence,

Bedarf, Machbarkeit

QuickCheck

PlanningTenderingContract award

Demolition,Disposal


Förmliches VerfahrenFörmliches Verfahren

Use, operation, revitalization, modernization, conversion

ConstructionCommissioning

Standort, Due Diligence

Bedarf, Machbarkeit

Project developmentLocation Space needsInvestment needs

Expert knowledge

Owner's and user's "requests"

Budget/schedule require

ments

Standards, codes of practice

Qualities

Saving measures

The overall view: The life cycle of buildings

12

Live Cycle Costs

13

Live Cycle Costs - AssettManagement

14

PSC = public sector comparator ("in-house realisation")PPP = public private partnership (“external realisation")

Stage 1 "Preliminary study"

"Implementation"


PPP?PPP?

PPP!PPP!

UmsetzungsUmsetzungs

VertragsverVertragsver •Proof ofprofitability



•Competitive-prequalification•Bidding phase

MarkterkundungMarkterkundung

•Marketing•Fine tuning Project bases

VertragVertrag

Standort, DueDiligence,

Bedarf, Machbarkeit


Bedarf, Machbarkeit

QuickCheck

Process study (profitabilityforecast)

PPP?PSCor

PPP?

PPP!PPP!PPP!Market

researchyes/no?

Contract performancecontrolling

VertragsverVertragsverVertragsverContractnegotiations



-Förmliches Verfahren

Formal procedure

-

MarkterkundungMarkterkundungMarkterkundungMarketresearch

Preparation of marketresearch

• Transaction model• Risk matrix• Information memorandum

VertragVertragVertragContract

Standort, DueDiligence

Bedarf, Machbarkeit

Location Analysis of exist. bldg.

Demand Feasibility

PPP!

Stage 2 "Quick check"

Stage 3 "Market research"

Stage 4 "EU-wide tendering procedure

Decision-making process:Public sector comparator (PSC) or PPP!

• dynamic tendy prodedures• indikative / qualified proposals

15

Matters needing clarification or open issues on the part of the owner

Has the way of project implementation been defined? Are there any options /alternatives?

Feasibility study! Has the site been defined? Is there demand? risk evolution

Technical due diligence needed as a basis for further action?

Who is to do the planning work?

Planner according to VOF (German contract award regulations for freelance services), general planner, municipal authorities themselves, investor?

Project kick-off

16

Matters needing clarification or open issues on the part of the owner

Who is to carry out the construction work?

Award by individual lots/trades, general contractor, lead contractor subletting all of the works, leasing models, PPP etc.?

What transaction models are possible? financing alternatives

Opportunities and risks of operator/investor/PPP models?

Project sequence and timeline of the respective project implementation strategy?

What information needs to be provided by the public authority?

What costs are incurred for external support?

What costs internal Management?

Project kick-off

17

Definition of project type

Urban development?

General rehabilitation/refurbishment, revitalization, modernization?

New construction, expansion of existing building?

Type of use clear? School, office, place of public assembly, infrastructure, health?

What bases have already been established for the project?

Is plausibility checking of cost, implementation scenarios or deadlines necessary or requested?

Project kick-off

18

Agenda

about me1

Reference projects8

Project kick-off2

Implementation strategies

Impact matrix4


Market research6

PPP7

3

19

Suppliers' market is tightening!

A decision for one project implementation strategy needs to be made!Strategy of flexible reaction via “competitable dialoges” to optimize the market creative advokats

Operationevents(PPP)

Planning(lead

contractor)

Constructing(Konventionell )

Financing(self)

OperationFM

Operationevents

Operationevents

Planning(conventional)

Constructing(Generalcontractor)

Financing(self)

OperationFM

Operationevents

OperationFM

Financing(self)

Constructing(lead

contractor)

Planning(conventional)

Constructing(Investor)

FinancingInvestor

OperationFM

Operationevents

Operationevents

Planning(PPP)

Constructing(PPP)

Financing(PPP)

OperationFM

(PPP)

Planning(PPP)

OperationFM

(PPP)

Financing(PPP)

Constructing(PPP)

Planning(Investor)

1 4 52

ConventionalIndividual lots/trades

ConventionalGeneral contractor

Leadcontractor

Leasing orInvestor

PPPbuilding

PPPoverall project

3 6

Project implementation strategies

20



"Implementation"


PPP?PPP?

PPP!PPP!








VertragVertrag


Bedarf, Machbarkeit


Bedarf, Machbarkeit

QuickCheck


PPP?PSCor

PPP?

PPP!PPP!PPP!Market

researchyes/no?






Formal procedure

-






Bedarf, Machbarkeit


Demand Feasibility

PPP!




Decision-making process:Public sector comparator (PSC) or PPP!


21

New construction of a

municipal hall

Stage 1: "Preliminary study" (Analysis of existing buildings, location, need, feasibility, etc.)

22

Agenda

about me1

Reference projects8

Project kick-off2


Impact matrix


Market research6

PPP7

4

23

Influenceability by Client

Individual lots/trades

General Contr.(design + key details)

Leasing PPP light PPP full

Owner's timeexpenditure

Urban development

Implement. planning

Preparation of specslevel of detail

Optimization potential

Bankruptcy risk

Cost risk

Claims risk

Risk of objections

Schedule risks

Operation (FM)

Operation (marketing)

Suitable project types ? ? ? ? ?Influence of Client decreases!

Stage 2: "Process study"

24

Agenda

about me1

Reference projects8

Project kick-off2


Impact matrix4

Quick check / profitability forecast

Market research6

PPP7

5

25

EntscheidungskriterienVariante

1Variante

2Variante

3Variante

4Variante

5

Einzel-vergabe

GU/ Teil-GU(Basis Aus-führungs-planung)

GU (Basis

Entwurfs-planung)

GU (Basis

Vor-entwurf)

GÜ ABC PPP

Kriteriengruppe III: Organisationsstruktur 10%

III.1 Wahrscheinlichkeit Einbindung regionale Baufirmen 25% 3% 20 30 40 40 40 50 50

III.2 Wahrscheinlichkeit Einbindung regionaler Betreiber 50% 5% 10 10 10 10 10 10 50

III.3 Einbindung Hochbau- und Liegenschaftsamt 25% 3% 10 10 30 40 40 40 40

1,25 1,50 2,25 2,50 2,50 2,75 4,75

Kriteriengruppe IV: Projektbeeinflussbarkeit 20%

IV.1 Einfluss Architekt auf Planung/ Bau 50% 10% 10 10 20 40 50 50 50

IV.2 Einfluss BGK auf Planung/ Bau 25% 5% 10 10 20 40 50 50 50

IV.3 Einfluss BGK auf Betrieb 25% 5% 10 10 10 10 10 10 60

2,00 2,00 3,50 6,50 8,00 8,00 10,50

Kriteriengruppe V: Risikoverteilung 20%

V.1 Planungsrisiko (Genehmigungsfähigkeit, Mängel) 35% 7% 50 50 40 30 20 20 20

V.2 Baurisiko (Baugrund, Kosten, Termine, Konkurs) 10% 2% 50 40 40 40 30 30 20

V.3 Finanzierungsrisiko (Zins- u. Steueränderung) 20% 4% 50 50 50 50 50 20 20

V.4 Betreiberrisiko (Betriebskosten, Insolvenz, Mängel) 25% 5% 50 50 50 50 50 50 10

V.5 Vergaberechtliches Risiko (Vergabeanfechtung) 10% 2% 10 30 40 40 50 40 30

9,20 9,40 8,90 8,20 7,50 6,10 3,70

Vergabestrategie

Gruppenwertung

Gruppenwertung

Gruppenwertung

Example of Quick Check

assessment matrix

Example of Profitability

Forecast assessment matrix

Assessment in terms of:

- contract-award regulations

- legislation

- construction

- operation

- financing

- company law

Policy decision /

Political decision on the municipal

policy level

Stage 2.1: "Quick check or profitability forecast"

26

ERGEBNIS TEIL A

ERGEBNIS TEIL B

Diskontierte Vergleichsgröße:

Diskontierte Vergleichsgröße:

Sensitivitätsanalyse:

Sensitivitätsanalyse:

TEIL B - BETREIBERWIRTSCHAFTLICHKEIT

TEIL A - OBJEKTWIRTSCHAFTLICHKEIT

Investitionskosten nach DIN 276

HNF 1

KGR 100

KGR 200

KGR 300

KGR 400

KGR 500

KGR 600

KGR 700

∑

in €uro

HNF 1

HNF 2

HNF (…)

HNF 7

HNF 1

HNF 2

HNF (…)

Reattraktivierung nach DIN 276

HNF 1

KGR 100

KGR 200

KGR 300

KGR 400

KGR 500

KGR 600

KGR 700

∑ i

n €uro

HNF 1

HNF 2

HNF (…)

HNF 7

Finanzierung

Finanzierungskonditionen PSC

vs.

Finanzierungskonditionen PPP

Nutzungskosten

(Eigentümer)

nach DIN 18960

HNF 1

HNF 2

HNF (…)

HNF 7

Finanzplan

PSC Finanzplan

PPP

Ausgabenermittlung

Business - Plan - K

omponente 2:

Betreiberkosten

Nutzungskosten nach DIN 18960

HNF 1

HNF 2

HNF (…)

+ Risikobewertung

+ Risikobewertung

+ Risikobewertung

HNF 1

HNF 2

HNF (…)

Risiko 1

Risiko 2

Risiko (…)

+ Risikobewertung

+ Risikobewertung

erwirtschaftete Miete

Business - Plan:

Summe ¢ jährlichen Einnahmen

Summe ¢ jährlichen Ausgaben (ohne Miete)

= R

ohertrag

HNF 1

HNF 2

HNF (…)

HNF 7

Business

- Plan

Nutzungs-

kosten -

Ermittlung

Investitions-

kosten -

Ermittlung

Reattrakti-

vierung

Ausgaben-

Ermittlung

HNF 1

HNF 2

HNF (…)

HNF 7

erwirtschaftete Miete

OBJEKTWIRTSCHAFTLICHKEIT

Investitionskosten

=

Finanzierungsbetrag

Ermittlung

der

Nutzungskosten

Ermittlung

der

Ausgaben

Finanzierungskosten

+

Nutzungskosten

=

Gegenüberstellung

der Einnahmen

und Ausgaben

Ermittlung

der

Investitionskosten

jährlicher Überschuss bzw. jährlicher

Abmangel

HNF 1

HNF 2

HNF (…)

Ergebnis Vorprojekt (Ausgangssituation):

NUTZUNGSKONZEPTION

Nutzung/-en gegliedert

nach DIN 277

Kostenmiete

=

VERGLEICH DER

VARIANTEN

BETREIBERWIRTSCHAFTLICHKEIT

VERGLEICH DER

VARIANTEN

Ertragsermittlu

ng

Variation der Eingangsgrößen

wie z.B.

- Baukosten

- Finanzierungskonditionen

- etc.

Business - Plan - K

omponente 1:

sämtliche Erträ

ge

+ Risikobewertung

HNF 1

HNF 2

HNF 4

HNF 5

HNF 6

HNF 7

HNF 3

Ermittlung

der

Erträge

Ertrags -

Ermittlung

HNF 1

HNF 2

HNF (…)

HNF 7

HNF 1

HNF 2

HNF (…)

PSC -

KAPITALWERT

PPP -

KAPITALWERT

Variation der Eingangsgrößen

wie z.B.

- Einnahmen

- Ausgaben

- etc.

PSC -

KAPITALWERT

PPP -

KAPITALWERT

TEIL A´:

PSC -

BETRACHTUNG

PPP -

BETRACHTUNGTEIL A´´:

TEIL B´´:

PSC -

BETRACHTUNGTEIL B´:

PPP -

BETRACHTUNG

ERGEBNIS

ERGEBNIS

- Risk analysis

- Provide evidence of profitability of the facility

- Provide evidence of efficiency of operator

- Clarify need for subsidies

Stage 2.2: Methodology of "PSC / PPP profitability forecast"

27

DATUMVERSION Merkmale

BAUHERR Große Kreisstadt ReutlingenPROJEKT Neue Stadthalle - Bruderhausgelände 100% Fremdkapitalfinanzierung

ORT Reutlingen mit EinredeverzichtBGF 9.000 m² BGF 30 Jahre Laufzeit

Vorteilhaftigkeit in % in Euro netto

0% - €

5% 16.948.000 € - €

oder5% 342.000 €

KGR 300 Baukonstruktion Kennwert 868 €/m² BGF 5% 7.419.500 € KGR 400 Technische Anlagen - inkl. Bühnentechnik inkl. Hebebühnen Kennwert 1.023 €/m² BGF 5% 8.749.500 €

5% 437.000 €

0% 1.830.000 € 0% 1.830.000 €

- €

4. KGR 700 Baunebenkosten (Gesamtsumme) x % von KGR 3+4+5+6 22% 18% 20% 3.400.000 € (Bauausführung ohne Projektsteuerung)

8% 5% 1.980.000 €

oder

0% 0 €

7,08% 24.160.000 €

zuzüglich Baupreissteigerung pro Jahr BPSt. in % 1,5% 2.520.000 €

Jahr 2005: 1 1,5% 1,5% 360.000 € jeweils zzgl. 1,5 % pro Jahr Jahr 2006: 2 1,5% 1,5% 360.000 €

Jahr 2007: 3 1,5% 1,5% 360.000 € Jahr 2008: 4 1,5% 1,5% 360.000 €

BaubeginnJahr 2009: 5 1,5% 1,5% 360.000 € Jahr 2010 6 1,5% 1,5% 360.000 € Jahr 2011 7 1,5% 1,5% 360.000 €

7,14% 26.680.000 €

zuzüglich Zwischenfinanzierung 5,0% 1.667.500 €

6,03% 28.347.500 €

0%1.1.2 Projektsteuerung bis Entscheidung PPP (Wirtschaftlichkeitsprognose) in Vorprojekt enthalten1.1.3 Projektsteuerung bei PPP-Entscheidung 200.000 €

50.000 € bis Entscheidung PPP (Wirtschaftlichkeitsprognose) in Vorprojekt enthalten bei PPP-Entscheidung 50.000 €

in Vorprojekt enthalten




1,79% 550.000 €

Gesamtsumme:

Einbau Möblierung

KGR 200 Erschliessung

KGR 500 Aussenanlagen

3. KGR 600 Ausstattung (Gesamtsumme)

5. Risikokosten (Summe der Risikokosten aus Investition)

Medien (Präsentationsmedien wie Bildschirme, Beamer etc.) werden geleast bzw. gemietet

16.11.2007

Vergleich Gesamtkosten Investitions-/ Transaktions- und Verwaltungskosten

Stadthalle

--> zurück zur Übersicht

PPP (=Realisierung durch Privaten)

in Euro netto

- €

4.250.000 €

26.000.000 €

1.830.000 €

460.000 €

1.830.000 €

17.840.000 €

Gesamtumme Investition

390.000 €

390.000 € 390.000 €

Baukosten gesamt inkl. Außenanlagen

7.810.000 € 360.000 €

2.080.000 €

2.730.000 €

390.000 € 390.000 €

390.000 € 390.000 €

Gesamtsumme Investition inkl. Baupreissteigerung 28.730.000 €

INVESTITIONSKOSTEN

1. KGR 100 Grundstück (Gesamtsumme)

9.210.000 €

INVESTITIONSKOSTENPSC (=Eigenrealisierung)

- €

2. KGR 200 - 500 Baukosten (Gesamtsumme)

1

Slide 27Stage 2.2: Methodology of "Profitability forecast"Example: Reutlingen municipal hall

28

Agenda

about me1

Reference projects8

Project kick-off2


Impact matrix4


Market research

PPP7

6

29

Stage 3: "Market research"


"Implementation"


PPP?PPP?

PPP!PPP!








VertragVertrag


Bedarf, Machbarkeit


Bedarf, Machbarkeit

QuickCheck


PPP?

PPP!PPP!PPP!Market

researchyes/no?






Formal procedure

-






Bedarf, Machbarkeit

Location Analysis of exist. bldg.Demand Feasibility

PPP!




PSCor

PPP?



30

Bidding volume of a PPP tender

Investment cost(about 2 years)

Operation cost(1st – 7th year)

Operation cost(8th – 14th year)

Operation cost(15th – 21st year)

Operation cost(22nd – 28th year)

Energy

Staff

Maintenance

Repair & servicing

AdministrationRisk ?

Planning andconstruction cost

Life cycle cost

Project life cycle

Prepare

information memorandum,

including all outline data!

Energy

Staff

Maintenance

Repair & servicing

Risk ?

Energy

Staff

Maintenance

Repair & servicing

Risk ?

Energy

Staff

Maintenance

Repair & servicing

Risk ?

20% cost impact 80% cost impact

Stage 3: PPP/PSC market research

31

Forfaiting ofguaranteeduser fee(to be checked)

Stadt GöppingenCity of Göppingen

BankBankDebt capital-80 - 90%

Guaranteeduser fee

BauConstruction Betrieb der HalleOperation of the hall

ArchitektenArchitects

FachplanerSpecialist planners

BauausführungExecution of construction

Gebäudebetrieb KonsortiumFacility operation consortium

Eventmanagement Konsortiumoder

FrischAuf!/saltico

Event management consortiumor

FrischAuf!/saltico

Projektgesellschaft/Konsortium

-Halle

Project companyConsortium

-Halle

ContractAuftrag/ Vertrag

Projektleitung/Projektsteuerung (Vertreter des Nutzers)

Project Mgm't/Project Controller (User's representative)

Contract

Waiver of defense forguaranteed

user fee(to be checked)

Stadt Göppingen (Schulsport)/ FrischAuf!

City of Göppingen (school sport)/ FrischAuf!

Entitlement todays of use

Coo

rdin

atio

n/!q

ualit

y co

ntro

l Werklohnvergütung mit

Stundungsvereinbarung

- Frisch AUF!- Zuschuss Land

(überregionale Sportstätte)- Namensrecht

- FrischAUF! (Sports club)- State subsidies

(supra-regional sports facility)- Right to the name

Define corporate law framework

in consultation with municipal finance

and legal departments !!!

Stage 3: Market research – transaction model

32

Objective

Define feasibilities on the basis of current market surveys

Transaction model, project structure

Financing / capital expenditure

Deadlines / duration of use

User(s), operator, tenant

Scope of tender (spaces and qualities)

Planning and building right

etc.

On this basis, a project decision by the owner can

be brought about

Market research

33

Agenda

about me1

Reference projects8

Project kick-off2


Impact matrix4


Market research6

PPP7

34

Stage 4: EU-wide tendering procedure


"Implementation"


PPP?PPP?

PPP!PPP!








VertragVertrag


Bedarf, Machbarkeit


Bedarf, Machbarkeit

QuickCheck


PPP?

PPP!PPP!PPP!Market

researchyes/no?






Formal procedure

-






Bedarf, Machbarkeit


Demand Feasibility

PPP!




PSCor

PPP?

PPP!



35

Public-Private Partnership

Definition – What is “PPP“ / “OPP“?

Planning, financing, construction (or conversion, rehabilitation, modernization) and operation of public assets (e.g. infrastructure facilities, supply facilities etc.) General rehabilitation/refurbishment, revitalization, modernization?

Important!

PPP is not a privatization of public facilities – it is rather a continuation of the public purpose with the assistance of private investors

36

Planning in consideration of the entire life-cycle and of marketing needs.

Financing on a level similar to that of local authority loans for a subproject only, complemented by additional, privately financed subprojects.

High-quality construction in consideration of the entire life cycle.

Operation of a building that is optimized with regard to operation and maintenance cost, additional operating services such as letting, marketing, event management, re-enhancing of attractiveness.

PRIOR to the tender, a market analysis is carried out to find out which operators can offer the operation of a specific property, and based on which concepts.

Example: multifunctional halls, leisure swimming pools, public buildings with blanket use (operation & marketing/management by a private player).

Characteristic features of properties run by operating companies

37

Europaweite Bekanntmachung

TeilnahmewettbewerbAuswahlkriterien: Fachkunde

Leistungsfähigkeit

Zuverlässigkeit

Functionality, conceptArchitecture/aesthetics/urban dvpm't

Europe-wide announcement

PrequalificationSelection criteria: Expertise

Performance(esp. economic) Reliability

Negotiation procedure with the selected biddersPotential award criteria: Price Sustainability

Quality of building, of operation

Initial profitability forecast

Market research

Abschließende WirtschaftlichkeitsuntersuchungAbschließende WirtschaftlichkeitsuntersuchungAbschließende WirtschaftlichkeitsuntersuchungFinal profitability analysis

and approval by the supervising authority

PPP project process

38

Client

Bankruptcy of Contractor

Risks

HR risk

Risks that may become

relevant to either party

Site risk

Liability

Level of moderness

Disposal

Construction material risk

PPP Partners

Planning

Permit

Construction

Schedule

Force Majeure

Operator's risk

Maintenance

HR

Force Majeure

Operation

Financing

Construction/ planning

Risks structure in PPP projects

39

D&S-Tool for PPP- online

40

Agenda

about me1

Reference projects

Project kick-off2


Impact matrix4


Market research6

PPP7

8

41

300 workplaces on a net internal area of about 6.000 m², next to the existing district office building

PPP tender for planning, construction, financing and operation

Profitability forecast Prequalification Functional specification Technical assistance in the procedure Coordination and decision-making meeting Project controlling, including claims review and

inspection of samples BGF: 44.300 m² Costs (net): 48 Mio. €

PPP Project: Esslingen District Office Building

42

1. Evaluation of architecture, with minimum score 2. Evaluation of price Bidders achieving the best score in the overall evaluation were invited to

take part in the further procedure

(2) Economic efficiency

- urban development- architecture- functionality

- Building cost- Operating cost/letting- Construction qualities- Financing

2-5 designs

Economic evaluation

Architectural / urban development evaluation of designs made anonymous by the project control team and experts brought in on an as-needed basis

Overall evaluation

(1) Planning

Bid submission

PPP Project: Esslingen District Office Building

43

2-stage PPP tender followed by negotiations

Use: intensive care unit, emergency room, cardangiography unit, ambulant operating room, practice space, patients' rooms, dialysis center, chemotherapy

Space eligible for subsidies: 3,300 m² Prequalification Urban development/architectural "competition" Tender based on functional specifications Negotiations Current project status: assigned BGF: 16.500 m² Costs (net): 34 Mio. €

PPP Project: New Construction of Ruit Healthcare Center

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PPP-Projekt: Neubau Gesundheitszentrum

Pläne

Plans

3-5 partici-pants

Bid

€

Bldg. services

Energy

Supply/disposal

Medical technology

concept

Pläne

Plans

5-8 partici-pants

PrequalificationPhase 1

Bidding and negotiation procedurePhase 2

Stage 1:Planning competition

Stage 2:Detailed bid preparation and award

negotiations

Sending out of tender documentation

Sending out of supplementary tender documentation

Architectural/urban development evaluation of anonymized designs

Subsequent negotiations

Selection of participants

Evaluation and shortlisting of bidders for next bidding phase

- Building cost- Operating cost- Constr. Qualities- Financing

- Urban devpm't- Architecture- Functionality- Expandability

Economic criteria:weight: 50%

Planningweight: 50%

Negotiations with 2 – 3 bidders

Final negotiation with preferred bidder

Final evaluation

Final analysis, decision & approval

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Construction works New building of a healthcare center linked to existing facilities Subletting of functional units must be possible Autonomous building Interfaces with existing facilities: medical gases, IT network, telephone system, paging

systems and pneumatic delivery systems

Operating services Maintenance (repair, servicing, inspection) across all cost groups Power supply (general consumption quantity guaranteed) Cleaning Supply and disposal Caretaker and administration


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2. Urban development and planning framework

1. General task

3. General building requirements

4. Space group requirements

5. Cost group 200 Preparation and access infrastructure

6. Cost group 300 Building/building structure

8. Documentation

Specifications as to which rooms (4.) have to be meet what surface, material and other fit-out requirements (6.) are defined in the fit-out matrix

Fit-out matrix / building space utilization book


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An investor for the planning, construction, financing and 20-30-year-operation of a

multifunctional hall with a hotel and integrated sports academy was sought. The public building

complex is being built on the former Nestlé site, with an area of 15,000 square meters.

Project volume: approx. € 50 million

Implementation strategy – Consideration of PSC (= public sector comparator) vs. PPP

(=public private partnership)

Tendered within the scope of a PPP negotiation procedure

9 bidders applied for prequalification, 3 bidders were invited to submit bids

Contract awarded to BAM Deutschand AG, operation of the hall for 20 years

Scheduled opening date: 30 Sept. 2009

PPP Project: Ludwigsburg Multifunctional Hall with Hotel, Business House and Parking

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Analysis of market and needs

Feasibility study

Profitability forecast and

project implementation strategy (PPP vs. PSC)

Market research

(preparation of information memorandum)

Prequalification (review of suitability of bidders)

Negotiation procedure

(preparation of tender documentation)

Construction site controlling

Acceptance and handing-over of property, and operation

PPP Project: Ludwigsburg Multifunctional Hall

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PPP Project: Ludwigsburg Multifunctional Hall Construction Site

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Ruit Paracelsius hospital Esslingen district office Bodenseekreisdistrict office

Friedrichshafen vocationalschool

Rehabilitation of schooland central kitchen inSchwäbisch Gmünd

Sale of old Tübingen district office

New construction of Remshalden town hall

New construction ofLudwigsburg multifunctionalhall

Ulm multifunctional hall

Other reference projects in the PPP sector

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New Construction of the Motorway M51 Kliplev – Sønderborg (Danmark)

Drees & Sommer Services Due Diligence/Technical Advisor Independent Engineer Public Private Partnership (PPP)

Project Description

Technical Advisor and Independent Engineer

Valuation report in the course of the PPP-Process New Construction of the Highway M51 Kliplev-Sonderborg (26 km).

023-7406b

Project Costs > 100 Mio. € net

Project Period 09/2009 - 03/2012

Building Owner KMG Konsortium NIBC, Bavaria LB, BBVA

Project infomations 26 km new Construction of

the Higway 4-lanes 69 Buildings 3 big Bridges

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Organisational statement

bidding consortium

KonzessionsgeberBRD

Finanzierung

Planung & Bau

Straßenbetrieb

Advisor

Technology

Bau-firmen

BankenStrabag Banken

Financing

Planning & Construction

Road-Operated

Road-Conservation

BankenBanks

LicenserDRD

Authorization

Traffic

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New construction

Clearly defined use

Long-term commitment (25 years and longer!)

Operation: Facility management and marketing by a single player

Planning by investor

Marketability increases if planning, building and operation (FM, controlling and marketing) are provided by a single player

Investor manages its own human resources

Controlling

Influence of user’s needs

Deficiency guarantee issued by local government

Forfaiting with waiver of defense

Local government participates without or with very little equity

(important: always subject to permission by regional government – transaction similar to loan transaction)

Factors of success for PPP implementation

PPP implementation always

depends on site, mix of usages and

administrative framework

Conclusions: PPP implementation strategy

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Builing operation consists of more components than just cleaning, caretaker service

and maintenance

The usage and operation concept is developed jointly with the market

Long-term commitment (15 years and longer!)

Operation by private specialist, integration and significant influence in planning and

construction

Private player manages its own human resources

Public buildings or tasks can be made more attractive by "blanket usages" and in part

be co-financed privately

(e.g. hall, hotel or bath operation, event of letting management)

The concept for planning and

construction must be identified and

developed further jointly with the

operator.

Conclusion: Operator-run property

Project boundary conditions

Phillip Goltermann

10/2010

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