Public-Private Partnerships in Urban Bus Systems

Page 135

Selecting Funding Sources and Financing Instruments | 117

Securitization of public project assets Securitization of public assets often happens when state-owned enterprises (SOEs) and the government are unable or unwilling to issue more debt (because they have a high ratio of debt to GDP). If the SOEs and government are heavily in debt, they may securitize future cash flows arising from user fees (or even their own availability payment) to float bonds and then refinance the whole project.2

Development finance Urban bus projects have a high social rate of return. Therefore, bilateral and multilateral development banks can provide public entities with loans and credit enhancement instruments to finance urban bus projects. Maximizing finance for development principles calls for a subsidiary use of development finance. In this sense, development banks should focus on ensuring viability and need to be careful that they are not crowding out local commercial banks.

PRIVATE FINANCING INSTRUMENTS This section considers several private sector financing instruments.

Senior debt Banks’ commercial loans are the most common senior debt instrument. Such loans can include various financial terms, grace periods, interest rates, and tenures depending on the market and the borrower’s financial status. In Colombia or Mexico, most banks feel more comfortable financing traditional operators than SPVs, because of the bad reputation of the sector. The ­conditions of the loans vary significantly, depending on the financial status of the borrower. In Mexico, the most common conditions include rates that range from 10 to 15 percent (although some operators could access cheaper rates) with tenures of around six years, equity requirements of 10 to 20 percent, and a six-month grace period.3 Banks usually require a partial-risk public guarantee to consider the project bankable. Other instruments are also available for raising senior debt. Bond issuance

A bond issued by a concessionaire accrues interest for its entirety from day one of placing it with bondholders. This is different from bank borrowing, in which case only funds needed to invest in the project accrue full interest, whereas the unused balance involves only a small commitment fee. To offset the problem of interest accrual, bonds can be issued and placed in tranches. But this process of matching tranches can pose its own problems, especially given the expensive issuing fees charged by bankers and lawyers. Another problem can arise when projects have a long period of capital expenditures (CAPEX) (say, five years), with the largest disbursements in the final years. The concessionaire issuing the bond often pays interest over time, whereas the full principal amount is due at


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A.16 Lessons learned from the business collaboration agreements in Singapore

10min
pages 179-186

partnership

5min
pages 188-190

A.13 Lessons learned for urban mobility in Port-au-Prince, Haiti A.14 Lessons learned from the TransOeste bus rapid transit project in

2min
page 175

C.4 Essential elements of an operation concession contract

2min
pages 192-195

A.15 Lessons learned from the business collaboration agreements in Medellín, Colombia

2min
page 178

Rio de Janeiro, Brazil

5min
pages 176-177

A.11 Lessons learned from the Metrobús-Q System in Quito, Ecuador A.12 Lessons learned from the Avanza Zaragoza concession in Zaragoza,

2min
page 173

Spain

3min
page 174

A.8 Lessons learned from the SYTRAL integrated public transportation system in Lyon, France

2min
page 170

A.9 Lessons learned from the DART Phase I bus rapid transit project in Dar es Salaam, Tanzania

3min
page 171

Cali, Colombia

2min
page 169

Acapulco, Mexico A.7 Lessons learned from the Metrocali bus rapid transit project in

3min
page 168

Monterrey, Mexico A.6 Lessons learned from the Acabús bus rapid transit project in

5min
pages 166-167

Mexico City, Mexico A.5 Lessons learned from the Ecovía bus rapid transit project in

3min
page 165

Bogotá, Colombia A.4 Lessons learned from the Metrobús bus rapid transit project in

5min
pages 163-164

A.2 Lessons learned from the Transantiago bus rapid transit project in Santiago, Chile A.3 Lessons learned from the TransMilenio bus rapid transit project in

3min
page 162

in Lima, Peru

5min
pages 160-161

11.2 Situations affecting economic equilibrium A.1 Lessons learned from the Metropolitano bus rapid transit project

2min
page 156

Economic and financial elements

2min
page 155

Institutional and regulatory elements

7min
pages 152-154

11.1 Remuneration arrangements and incentives

4min
pages 150-151

Technical elements

1min
page 149

Setting up subsidies

4min
pages 145-146

Funding sources

9min
pages 141-144

Private financing instruments

12min
pages 135-139

10.1 Summary of the World Bank Group’s instruments

2min
page 140

Structuring a project’s capital

4min
pages 131-132

Model 4: Private finance and operation of electric buses

2min
page 125

Model 1: Bundled private finance and operation of buses

1min
page 115

bundled or unbundled

2min
page 122

Topical bibliography

5min
pages 108-114

Macroeconomic risks

1min
page 101

Topical bibliography

4min
pages 96-100

7.13 International lessons for achieving quality and level of service

2min
page 89

7.8 International lessons for managing fare evasion and cash risk

2min
page 85

7.7 International lesson for managing affordability risk

2min
page 84

7.1 International lessons for acquiring land

2min
page 80

Planning

1min
page 79

6.5 International lessons for defining technology components

2min
page 77

6.2 International lesson for dealing with incumbent operators

2min
page 71

5.1 Categories and types of direct risk, organized by project stage

2min
page 63

5.2 Definition of direct project risks

2min
page 64

Dealing with incumbent operators

1min
page 69

Identifying project risks

2min
page 62

Overview and guiding principles

1min
page 61

Institutional and regulatory elements

2min
page 56

Fiscal capacity

2min
page 55

Implement punctual infrastructure-related interventions

2min
page 47

Technical elements

2min
page 54

Support private sector initiatives to promote user-friendly technologies

2min
page 46

References

4min
pages 50-53

References

3min
pages 43-45

and Tendering

2min
page 41

2.2 Examples of the objectives and restrictions of key stakeholders

2min
page 42

References

2min
pages 39-40

public or private

2min
page 31

1.2 A public-private partnership: Three reasons why

2min
page 36

Notes

2min
page 38

What is a public-private partnership in urban bus systems?

4min
pages 29-30

Notes

2min
page 24

References

0
pages 25-26

Further discussion

2min
page 37

Key Messages

5min
pages 22-23
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