Public-Private Partnerships in Urban Bus Systems

Page 140

122 | Public-Private Partnerships in Urban Bus Systems

• Project preparation, including compliance with environmental and social safeguards • Fiscal risk management processes and reporting, including processes for the provision of fiscal support and assessment of fiscal commitments and contingent liabilities • Capital market development and support • Transaction structuring, including procurement • Maximization of sector funding mechanisms • Capacity building.

TABLE 10.1  Summary

of the World Bank Group’s instruments

ADVISORY INSTRUMENTS (NONFINANCIAL)

IBRD, IDA, and IFC technical assistance and reimbursable advisory service:a help to structure the project to optimize risk allocation, ensure bankability, prepare draft contracts, and plan and manage the competitive procurement process

INSTRUMENTS TO MOBILIZE CAPITAL (FINANCIAL)

INSTRUMENTS TO CLOSE THE VIABILITY GAP (FINANCIAL)

IFC partial credit guarantee: cover lenders on debt instruments issued by the project’s organization, such that the IFC will pay shortfalls of principal or interest payments up to a predetermined amount

IDA grant: where grants are possible, offset some of the up-front public funding required, such as for the construction of fixed infrastructure, viability gap funding, or studies to advance projects

IBRD and IDA guarantee: cover project lenders against project company debt service defaults due to adverse government action or inaction; also includes guarantees for (a) scaling up existing infrastructure asset recycling programs and similar plans that will allow the governments to invest in new infrastructure without significantly adding to the fiscal burden and (b) leveraging resources from the cash flow generated by existing public assets in order to access a broader set of international financiers through newly created financial platforms

IBRD and IDA loan: finance fixed infrastructure, provide fare subsidies, or pay the ticket and fare operator; can also be used to make availability payments to the infrastructure contractor

MIGA’s political risk insurance and credit enhancement: mitigate the risks of cross-border investors and lenders by providing cover for both equity and debt instruments against four specific political risks IFC equity: lend credibility to the project and induce a “crowding-in” effect with other investors becoming more comfortable to participating IFC loan: help to address currency risk that arises due to the mismatch between farebox revenues and financing and repayment in another currency IFC risk-sharing facility: extended to local commercial banks providing loans to bus companies; has the potential to crowd in additional financing Source: Pulido 2019. Note: IBRD = International Bank for Reconstruction and Development. IDA = International Development Association. IFC = International Finance Corporation. MIGA = Multilateral Investment Guarantee Agency. a. Technical assistance and reimbursable advisory service are similar in essence. Technical assistance is nonrefundable and focuses on advice that supports legal, policy, management, governance, and other country reforms. Reimbursable advisory service is a customized form of technical assistance that either is a stand-alone program or complements an existing program and is conducted on a reimbursable basis if the World Bank Group cannot fund the entire cost within the existing budget envelope.


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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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