Public Private Partnerships as an Option to Speed Up Investments in Intermodal Infrastructure and...
-
Upload
allen-augustine-park -
Category
Documents
-
view
226 -
download
0
Transcript of Public Private Partnerships as an Option to Speed Up Investments in Intermodal Infrastructure and...
Public Private Partnerships as an Option to Speed Up Investments
in Intermodal Infrastructureand Services
César Queiroz, Ph.D.Transport Infrastructure Consultant
World BankKlaipeda, Lithuania
19-21 November 2007
InterBaltic Final Conference:“A Future Transport Policy for the Baltic
Sea Region”
Presentation Outline
• The World Bank Lending for Transport• World Maritime Traffic • World Port Container Traffic• Major Container Routes• World Top-10 Container Ports• Global World Port Capacity• Performance Based Contracts (PBC)• From PBC to Concession• World Bank Port Reform Toolkit• Logistics Performance Index (LPI) • Concluding Remarks• References
World Bank Lending for Transport
0
500
1000
1500
2000
2500
3000
3500
4000
FY04 FY05 FY06 FY07 FY08*
Year
Aviation
General Transport
Ports and WaterborneTransport
Railways
Roads and Highways
Lending (US$million)
World Bank-Financed Klaipeda Port Project Includes
• Rehabilitation and extension of breakwaters
• Dredging of the channel entrance• Training of port pilots• Improved navigation systems, wave
current monitoring, wreck removal• Construction of a confined disposal
facility for storage/treatment of contaminated dredging masses
Klaipeda Port: Reconstruction and Extension of Breakwaters
Klaipeda Port: Reconstruction and Extension of Breakwaters
Dredging of Channel Entrance
Wreck Removal from Channel Entrance
Development of World Maritime Transport
0
1
2
3
4
5
6
7
8
1990 1992 1994 1996 1998 2000 2002 2004
Year
Other cargo
Dry bulk
Crude andproducts
Source: UNCTAD Review of Maritime Transport 2006
Total transport (billion tons)
World Port Container Traffic
0
100
200
300
400
500
600
1973 1977 1981 1985 1989 1993 1997 2001 2005 2009*
Year
Source: Containerisation International
Million TEU
Major Container Routes (mio TEU) 2005
Transatlantic2.4
3.5Europe – Far East
9.3
4.9
Trans - Pac
5.1 Trans - Pac
12.9
Total East/West 50.3
Total North/South 20.3
Total Inter-Regional 45.3
World Total 115.9Source: Drewry
World Top 10 Container Ports
24.823.2
21.7
18.5
129.8 9.6 8.9 8.9 8.5
0
5
10
15
20
25
30
Singap
ore
Hong Kong
Shanghai
Shenzh
en
Busan
Kaohsi
ung
Rotterd
am
Hamburg
Dubai
Los Angel
es
2003
2004
2005
2006
Source: Yearbook Containerisation International
Throughput (million TEU)
Relative Growth: Top 10 World Container Ports
0
20
40
60
80
100
120
140
160
180
200
2003 2004
2005 2006
Source: Yearbook Containerisation International
Relative Growth (2003 = 100)
Global Container Port Capacity• Container port capacity is reaching critical
levels
• Development of new port capacity in countries like China is fast, but in other regions (like USA and Europe) much slower, due to many procedures (e.g., public inquiry, EIA, inefficient hinterland connections)
• Example: Le Havre and Yangshang Offshore Terminal in Shanghai
Le Havre and Yangshang • 2000 project in Le Havre: First Phase of
4 berths took 3 years
• Yangshang Offshore Terminal in Shanghai: Phases 1 and 2 (9 berths) and 32.5 km long bridge took 5 years
PPPs are not new!• Toll road at Wadesmill in Hertfordshire, UK,
established in 1663 by Act of Parliament
• 19th century concessions: toll roads, bridges, tunnels in US; railways in France; subway in London
• Suez (1860) and Panama (1880) canals
• Decline around 1930 (great depression)
• Resurgence in the 1980s: collapse of the state-owned monopoly paradigm
Public-Private Partnership (PPP)
A sustained collaborative effort between the public sector (government agencies) and private enterprises to achieve a common objective (e.g., a container terminal project) while they pursue their own interests
Performance Based Contracts for Dredging – a Form of PPP
• Also known as draught guarantee contracts
• The contractor bears sedimentation risks over longer periods and is paid for services with monthly fixed amounts (or alternative financing such as toll – then a concession)
• Most ports and waterways have carried out maintenance dredging by two types of contract: Dredging paid by volume, or Charter contracts
• Before: directly by the government
Where to Apply Performance Based Contracts for Dredging?
• Where a stable level of policy is to be expected
• Where sedimentation can be evaluated within reasonable assumptions of risk
• Where other risks are covered with reasonable contractual limits (for example, extreme weather conditions)
• Sufficient volume to allow competitive bidding
Example of Performance Based Contract (PBC) for Dredging
• BAHIA BLANCA , Argentina
• A 5-year PBC for maintenance dredging
• Phase 1: Capital dredging; Opening Volume preset at 1 million m3; when real opening volume is measured the contract value was adjusted accordingly
• Phase 2: Maintenance dredging during remained of 5-year period
• The bid price was comprised of 60 equal monthly payments, plus the initial dredging
From Performance Based Contract to Concession – A Typical Case
• PBC: The contractor bears sedimentation risks over longer periods and is paid for services with monthly fixed amounts
• Concession: In addition to sedimentation risks, the contractor also bears demand risks, as payments are made by the users (e.g., toll)
Example of Concession for Dredging
• Hidrovia Waterway Concession, Argentina
• Concession contract for 18 years: 1995 – 2013
• Rio Parana and Rio de la Plata from Santa Fe to the Atlantic Ocean
• Mainly for oceangoing traffic, but also river barges use the waterway
• 800 km of main waterway for Argentine exports (> 80% of export)
Hidrovia Waterway Concession• Risk of sedimentation and traffic born by
the concessionaire
• The works include: Capital dredging and installation of buoys in 1995-1996; Deepening works from 9.8 m 10.4 m navigation channel; 800 km maintenance dredging – about 22 million m3/year; Maintenance of the buoys and beacons; Toll system
• Contract clause includes guaranteed depths and safety all year round, 24 hours per day
Hidrovia Waterway Concession• Contractor has to provide sufficient equipment
• Three hopper dredges of 3400 to 6000 m3 holds are constantly working
• Additional hopper dredges assist during sedimentation seasons
• Additionally a large Cutter Suction Dredge maintains a sedimentation trap in the Rio de la Plata estuary on a 2 yearly basis
• Contractor places and maintains buoys
• Survey: 5 survey vessels for constant mapping of draft situation
Hidrovia Waterway Concession• Tolls: paid by all commercial vessels per
tonnage (NRT) and used stretch
• Toll level is revised on regular basis with state to find equilibrium between costs and income
• End costs for typical users: about 1 USD/ton of grain exported; 16 USD/TEU
• Concessionaire: Jan De Nul Group (DJN)
World Bank and Port Reform• World Bank is and has been catalyst
in reforming the Port Sector in Emerging Economies
• Service Port to Landlord Governance model has found wide application
• The Landlord Model has resulted in a clear separation between public and private responsibilities and returns, embedded in a concession contract: investments, tasks, revenues, and risks
World Bank Port Reform Toolkit• A decision support tool to undertaking
reforms of public institutions that provide, direct, and regulate port services in developing countries
• Helps to choose options for private sector participation
• Assists in the analysis of the relationships between public and private parties
• Suggests legislation, contracts, and institutional charters to govern private sector participation
Toolkit’s Main Modules• A Framework for Port Reform
• The Evolution of Ports in a Competitive World
• Alternative Port Management Structures and Ownership Models
• Legal Tools for Port Reform
• Financial Implications of Port Reform
• Port Regulation: Overseeing the Economic Public Interest in Ports
• Labor Reform and Related Social Issues
• Implementing Port Reform
Toolkit Availability• Second Edition: Available since 2007
• Free of charge
• http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTTRANSPORT/EXTPRAL/0,,contentMDK:20517158~menuPK:1221870~pagePK:148956~piPK:216618~theSitePK:338594,00.html
• Also available as a CD ROM
The Landlord Model
Lease
Dues
State Subsidy
Port Authority
Fixed Assets
Loans
OPEX
Port Management Models
Type Infra-
structure
Super-
structure
Stevedoring labor
Other functions
Public Service Port
Public Public Public Mainly public
Tool Port Public Public Private Mainly public
Landlord Port Public Private Private Mainly private
Private Service Port
Private Private Private Mainly private
Port Adm Infra Equipm’t
Building
Carg Hand
Mooring
Dredging
Pub
Serv
Tool
Land
Lord
Priv
Serv
Public-Private Roles in Port Management
Public Private
A Good Example of Landlord Port -- Klaipeda
Logistics Performance Index• Scale of 1 to 5 – lowest to highest performance
• Joint effort: World Bank, Turku School of Economics, Global Facilitation Partnership for Transportation and Trade (GFP), International Federation of Freight Forwarders Associations (FIATA), Global Express Association (GEA)
• Available, since November 2007, for 150 countries on the World Bank website
• http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTTRANSPORT/EXTTLF/0,,contentMDK:21514122~menuPK:515440~pagePK:148956~piPK:216618~theSitePK:515434,00.html
LPI assesses the performance of countries in seven areas of the
logistics environment• Infrastructure
• Customs and border crossing
• Logistics competence
• Domestic costs
• Timeliness
• Tracking and Tracing
• Ease of arranging international shipments
LPI in Selected Countries
4.193.82
3.323.02 2.95
2.782.55
2.372.11
1.21
1
2
3
4
5
Sin Fin Chi Lat Est Lit Ukr Rus Taj Afg
LPI in Selected CountriesCountry LPI Custo
msInfra Ease
of Int Ship.
Logist. Comp.
Track Trace
Dom. Logist. Costs
Time liness
Fin 3.8 3.7 3.8 3.3 3.8 4.2 2.2 4.2
Chi 3.3 3.0 3.2 3.3 3.4 3.4 3.0 3.7
Lat 3.0 2.5 2.6 3.3 2.9 3.1 2.9 3.7
Est 2.9 2.8 2.9 2.8 3.0 2.8 3.3 3.3
Lit 2.8 2.6 2.3 3.0 2.7 2.6 3.0 3.4
Ukr 2.5 2.2 2.3 2.5 2.4 2.5 3.2 3.3
Rus 2.4 1.9 2.2 2.5 2.5 2.2 2.4 2.9
Some Concluding Considerations• Since 2006 there has been increasing interest of
investment banks and other financial institutions to invest (in particular) in the container terminal business
• A few examples– Investment Bank Goldman Sachs purchased a 49% stake
in operator SSA Marine
– Insurance conglomerate American International Group (AIG) bought the US terminals of Dubai Ports World
– A unit of Deutsche Bank bought Maher Terminals (New York and New Jersey)
• The long-term Rate of Return is high, secure and stable
• Will this trend continue?
High
Low High
Low
Importance of Regulation
Private Sector Risk
Public Service
Port
Private Service
Port
Landlord Port
Tool Port
Allocation of RisksAllocation of RisksPublic Service Port
High
RISKTO
PUBLIC SECTOR
LowRISK TO PRIVATE SECTOR High
Landlord Port
PBC
Concessions
Decreasing Public Risks,
Increasing Private Risks
Thank you!
WB PPP-related Sites• World Bank Port Reform Toolkit
http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTTRANSPORT/EXTPRAL/0,,contentMDK:20517158~menuPK:1221870~pagePK:148956~piPK:216618~theSitePK:338594,00.html
• How to Hire Expert Advice on PPP http://rru.worldbank.org/Toolkits/Documents/Advisors/Full_Toolkit.pdf
• Labor Issues in Infrastructure Reform www.ppiaf.org/Reports/LaborToolkit/toolkit.html
• World Bank (2006). “Resource Guide for Performance-based Contracting.” Washington, D.C. http://www.worldbank.org/transport/roads/resource-guide/index.html
The Doing Business Project• provides objective measures of business
regulations and their enforcement• ranks economies on their ease of doing
business, from 1 (Singapore) to 178 (D. R. Congo)
• includes 10 dimensions: Starting a Business, Dealing with Licenses, Employing Workers, Registering Property, Getting Credit, Protecting Investors, Paying Taxes, Trading Across Borders, Enforcing Contracts, Closing a Business
• http://www.doingbusiness.org/economyrankings/?direction=Asc&sort=1
Lithuania, Pop 3,396,862 GNI US$7,870/capita
• ranks (26) above the regional and income group averages in six dimensions
• three most problematic factors for doing business: tax rates, inefficient government bureaucracy, and tax regulations
• among the top five countries in the Registering Property indicator, but it ranks in the bottom 10% of countries in non-wage labor cost and rigidity of hours index
• labor regulations are listed among the top 10 obstacles to firm investment
• http://rru.worldbank.org/besnapshots
Estonia, Pop 1,341,042 GNI US$11,410 /capita
• ranks (17) above the income group and regional averages
• three most problematic factors for doing business: an inadequately educated workforce, inefficient government bureaucracy, and poor work ethic in national workforce
• among the bottom 25 countries in the Employing Workers indicator
• labor regulations are ranked as the most significant obstacles to firm investment
• annual GDI growth has been above 10% for the last two years
• http://rru.worldbank.org/besnapshots
Latvia, Pop 2,286,633 GNI US$8,100/capita
• ranks (22) above the regional and income group averages in six dimensions
• in the political risk rating, the primary declines were in external conflict, internal conflict, and government stability
• three most problematic factors for doing business: inflation, tax rates, and corruption
• top constraints to firm investment: tax administration, tax rates, and economic and regulatory policy uncertainty
• annual GDP growth has been above 10% for the last two years
• http://rru.worldbank.org/besnapshots
Major Port Functions• Administration• Infrastructure• Superstructure: Equipment and Buildings• Cargo Handling• Mooring• Dredging• Regulatory function • Planning function• Nautical function • Port marketing and promotion function
• Ownership of infrastructure
• Ownership of superstructure (in particular ship-shore handling equipment)
• Employment of stevedoring labor
Main Distinctions in Port Management Models
Cesar QueirozTransport Infrastructure Consultant
World Bank, 1818 H Street NWWashington DC 20433 USA
Tel +1 202-473 8053Mob +1 301-755 7591
Email: [email protected]://www.worldbank.org/transport
Cesar Queiroz is an international consultant on transport infrastructure, with main interest in public-private partnerships (PPP) in infrastructure, performance-based contracts, road management and development, port rehabilitation and reform, improving governance, quality assurance and evaluation, research, teaching and training. Between 1986 and 2006, he held several positions with the World Bank in Washington, D.C., including principal highway engineer, lead highway engineer, and highway advisor. Prior to joining the World Bank, Cesar was the deputy director of the Brazilian Road Research Institute in Rio de Janeiro. He holds a Ph.D. in civil engineering from the University of Texas, USA, a M.Sc. in Production Engineering from the Federal University of Rio de Janeiro, and a B.Sc. in civil engineering from the Federal University of Juiz de Fora, Brazil. Cesar was awarded the Maua Medal for his contribution to transport development in Brazil, and is an elected member of the Russian Academy of Transport. He has published more than 130 papers and articles, including being a co-author of two World Bank main publications on PPP and performance-based contracts, respectively the “Toolkit for PPP in Highways” and the “Resource Guide for Performance-based Contracting.” He has participated actively in several international organizations and conferences.