NCPPP Connect. FINANCING 101: Financing Public Buildings and Other Social Infrastructure. July 28, Josh Evans Senior Director Bostonia Partners

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1 NCPPP Connect FINANCING 101: Financing Public Buildings and Other Social Infrastructure July 28, 2014 Josh Evans Senior Director Bostonia Partners

2 Bostonia Overview Bostonia Group (Bostonia) has completed over $10 billion of transactions in energy, real estate, and contract finance since 1998.The firm consistently ranks in the top ten among all banks for U.S. for domestic private placements. Bostonia Partners, the investment banking arm of Bostonia Group, specializes in financing federal, corporate, and institutional energy and real estate projects. Bostonia Global Securities, the broker/dealer arm of Bostonia Group, provides direct access to institutional investors through daily activity in the capital markets. Rank Bank Number of Deals Market Share 1 BAML 18, % 2 JPM 12, % 3 Wells Fargo 5, % 4 Citi 5, % 5 Morgan Stanley 3, % 6 US Bank 3, % 7 Mitsubishi 2, % 8 Barclays 2, % 9 Key Banc 2, % 10 Bostonia 1, % 11 Goldman 1, % 12 RBS 1, % 13 RBC % 14 Mesirow % 15 SunTrust % 16 Deutsche Bank % 2

3 Evaluating PPPs What Is Social Infrastructure? Health Medical Facilities Ancillary infrastructure (offices / training facilities) Education Schools Tertiary Facilities Student Housing Housing Military Housing Low Income Housing Civic and Utilities Community and Sports Facilities Local Government Facilities Waste and Wastewater Facilities Transportation Bus Stations Park and Rides Bike Share Stations Corrections and Justice Prisons Courthouses 3

4 Evaluating PPPs Characteristics of Social Infrastructure Investments Large upfront capital costs (Capital Intensity) with relatively smaller operating costs Specialized or single purpose use Limited alternative uses Projects create natural monopolies (schools, hospitals, roads) which provide stable, long term demand 4

5 Evaluating PPPs Financial Sustainability of PPPs Special PurposeVehicles (SPVs) established Becomes the entity to undertake operations Forms the collateral security SPVs are bankruptcy remote vehicles and limit the liability of parent company Investment in the project relies on the future cash flow and its associated risks Project must cashflow on its own - generate enough cashflow to repay principal and interest to debt holders and produce acceptable dividends to owners 5

6 Evaluating PPPs Financial Sustainability of PPPs SPVs owners do not finance all project requirements themselves. The capital stack - all the investment in the SPV - can have many different sources of capital or a simple debt / equity structure The capital stack demonstrates a positive relationship between risk and return. Investment grade debt assumes the least amount of risk and requires lowest return Sponsor equity assumes the greatest risk and requires the highest return Sponsor Equity Sponsor Equity Preferred Equity Mezzanine Investment Junior Debt Investment Grade Debt Investment Grade Debt 6

7 Drivers For Developing the Financing Plan P3 Financing Overview: Financing Mechanisms Public Sector Transaction Private Sector Transaction Public-Private Risk Sharing Expected Rate of Return Spread Tax- Exempt Debt Taxable Debt Mezz Project Equity 100% Recourse to Government Risk to Investor 7

8 Drivers For Developing the Financing Plan P3 Financing Overview: Example Financing Structure 8

9 Evaluating PPPs Cost of Financing: Common misperception is that PPPs are always a more expensive form of project delivery for Governments As highlighted by the National Council for Public-Private Partnership s (NCPPP) white paper, Testing Tradition: Assessing the Added Value of Public-Private Partnership, a thorough and proper evaluation involves several analyses: Costs of deferred maintenance, repair, replacement Project timing Complete financial analysis using Value for Money (Vfm) assessment on Net Present Value (NPV) basis Establish Public Sector Comparator (PSC) as baseline to compare to PPP or privatized options Conduct full Life-Cycle (FLC) cost and revenue analysis for each option Value and assess transfer of risk more effectively Interest costs for projects may be higher for PPPs however FLC analysis often shows savings over time due to risk allocation, design, construction, and long-term O&M. 9

10 Tax Exempt and Taxable Debt Tax Exempt & Taxable Debt Taxable Debt Private Sector Transaction Multiple institutional investor types/classes to access Accommodates a diverse credit/revenue streams A published credit rating is not required Maximum leverage is credit/structure driven Private ownership is typical Private Placement/Loan costs of issuance Municipal vs. Corporate Taxable Markets 10

11 Evaluating PPPs Financial Risks & Mitigation When rating agencies or investors are evaluating projects, they look to understand the risks and how they ve been mitigated by the borrower or the government. In the project planning stage, it s important to identify the project risks and allocate them to the party that can manage them most effectively. RISK Completion Risk Operating Risk Demand Risk Force Majeure Risk Political Risk Refinancing Risk Liquidity Risk Interest Rate Risk MITIGATION Net Worth / LOC / P&P Bonds Long Term Contracts / Covenants Lease Agreements Casualty Insurance Track record / Project Champion Termination Clauses Standard documentation Hedges 11

12 Rates trend lower during first quarter Key Points Current 30-year UST of 3.43% is 72 bps below the 10-year average of 4.15% Current 30-year MMD of 3.36% is 81 bps below the 10-year average of 4.17% 30-Yr. Benchmark Taxable Rates 231 bps between the minimum and maximum Decrease of 97 bps since January 1, 2011 Max. = 4.77% Min. = 2.45% 1-year avg. = 3.66% Current = 3.43% 30-Yr. Benchmark Tax-Exempt Rates 261 bps between the minimum and maximum Decrease of 132 bps since January 1, 2011 Max. = 5.08% Min. = 2.47% 1-year avg. = 3.93% Current = 3.36% Current as of June 6, 2014 Source: Bloomberg, Thomson Reuters Markets Inc. The MMD data contained herein has been obtained from Thomson Reuters Markets Inc., which is the sole owner and copyrights holder of such data. Such data is subject to copyright protection. 2

13 Case Study 200 I Street SE, Washington, D.C. 13

14 Case Study 200 I Street SE, Washington, D.C. 14

15 Case Study 200 Eye Street SE, Washington, D.C Case Study 200 Eye Street SE, Washington, D.C. STEP1: DC exercises option on their lease with Washington Telecom to purchase the existing property for $85.2M. STEP2: DC leases existing property to an SPV of the developer, StonebridgeCarras for $1 / YR for 22 years STEP3: SPV designs, builds, finances and maintains (DBFM) $86M of improvements to the existing property. STEP4: SPV subleases improved property back to DC for 20 years. STEP5: Lease and sublease expire 20 years after substantial improvements complete, assuming DC does not default on payment. Ownership retained by DC. 15

16 Case Study 200 I Eye Street Street SE, Washington, SE, Washington, D.C. D.C 16

17 Case Study 200 Eye Street SE, Washington, D.C Case Study 200 I Street SE, Washington, D.C. 17

18 Case Study 200 I Eye Street Street SE, Washington, SE, Washington, D.C. D.C 18

19 Case Study 200 I Eye Street Street SE, Washington, SE, Washington, D.C. D.C 19

20 Case Study 200 I Eye Street Street SE, Washington, SE, Washington, D.C. D.C RISK Completion Risk Operating Risk Demand Risk Force Majeure Risk Political Risk Refinancing Risk Liquidity Risk Interest Rate Risk MITIGATION Absolute Rent Start Date NNN Lease Lease Agreements Casualty Insurance Track record / Project champions Termination Clauses Standard documentation Fixed Rate 20

21 Josh Evans Senior Director Direct This information has been prepared solely for information purposes and is not an offer to buy or sell or a solicitation of an offer to buy or sell any security or instrument or to participate in any trading strategy. No representation or warranty can be given with respect to the accuracy or completeness of the information, or that any future offer of securities, if any, will conform to the terms hereof. Bostonia disclaims any and all liability relating to this information, including without limitation, any express or implied representations or warranties for, statements contained in, and omissions from, this information. 21