The views expressed in this paper/presentation are the views of the author and do not necessarily reflect the views or policies of the Asian Development Bank (ADB), or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this paper and accepts no responsibility for any consequence of their use. T erminology used may not necessarily be consistent with ADB official terms.
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The views expressed in this paper/presentation are the views of the authorand do not necessarily reflect the views or policies of the Asian DevelopmentBank (ADB), or its Board of Governors, or the governments they represent.
ADB does not guarantee the accuracy of the data included in this paper andaccepts no responsibility for any consequence of their use. Terminology usedmay not necessarily be consistent with ADB official terms.
1980s: – Focus on achieving off balance sheet financing
1990s:
– Belief that increased private sector involvement in infrastructureservices could drive growth and efficiency Economic and financial outcomes were largely positive Desire for maximum risk transfer and private sector efficiencies led
to some projects being unsustainable
2000: – Partnerships Victoria Policy is launched
Framework for integrating private investment in public infrastructure Value for money in the public interest Optimal risk allocation Whole of life approach to costs No presumption of private sector efficiencies
Delivered under the Partnerships Victoria Policy Design, Build, Finance, Maintain contract Capital cost $235m, 3 year limit on construction Total NPV of PPP Contract $360m 25 year operating period
– Facility maintenance, cleaning, pest control, security,grounds, car park, help desk
– State provides clinical medical services State funding for additional works Tender commenced November 2003
Financial Close June 2005 Hospital opened June 2008