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Benefits of Attending

The conference will:

IDENTIFY, what happens once a PFI contract has been signed

REVIEW, how it is managed by the public sector to ensure they receive value for money

ADDRESS understanding the standard contract documentation

HIGHLIGHT legal aspects of PFI contracts and monitoring performance

ESTABLISH settlement of disputes and dispute resolution procedures

DEFINE assets management after the contract expires.

This conference will keep all those involved in PPP/ PFI up to date with: current methods standards recommendations risks

Conference programme

8:30 Registration and Coffee

9:00 Chairman's Opening Remarks

Chris Waites

Chris Waites, Consultant, Tillinghast-Towers Perrin

9:10 LOCAL GOVERNMENT AND THE PRIVATE FINANCE INITIATIVE

Valerie Vaughan-Dick

Valerie Vaughan-Dick, Executive, Public Private Partnerships Programme

  • The policy framework for PFI
  • The approval process for projects
  • PFI transactions
  • The risks during procurement
  • How to manage the risks and achieve a successful outcome
  • 9:40 USE OF PFI IN AN EMERGENCY SERVICE

    Terry Brewer

    Terry Brewer, Head of Procurement, London Fire & Emergency Planning Authority

  • Moving assets – applying PFI to a fleet of emergency vehicles and equipment
  • Managing availability and performance
  • Ensuring value for money and affordability in the contract
  • PFI /PPP in the fire service – where next?
  • 10:20 LIFE AFTER PROJECT CLOSE

    Martin McCann

    Martin McCann, Partner, Masons

  • The use of intranet sites to financial close
  • Deliverable schedules
  • Workshops/surgeries for the “True” project team
  • Dispute avoidance
  • Effecting variations with ease
  • 11:00 Morning Coffee

    11:20 SUCCESSFUL PARTNERING-CLICHÉ VERSUS REALITY

    Mark Norris, New Business Director, Land Securities Trillium

    Mark Norris, New Business Director, Land Securities Trillium, and, Ray Jenkins, Head of Department, Telereal

  • Key contractual and commercial features in long term real estates partnerships
  • Laying the foundations for successful working relationships
  • Working together in practice
  • Lessons learned from the BBC and British Telecom projects
  • 12:00 THE HIGHLANDS COUNCIL INITIATIVE

    Dr. Alister W. Coutts

    Dr. Alister W. Coutts, Director of Property & Architectural Services, PPP Project, The Highland Council

  • Public Private Partnerships - the scene in the Highlands
  • Highland Council education service aims & objectives
  • The PPP Process in Action - the importance of client direction & control
  • Lessons learned & pointers for the future
  • 12:40 Lunch

    13:40 THE TENSIONS BETWEEN THE PARTIES DURING THE CONSTRUCTION PERIOD

    Colin Campbell

    Colin Campbell, Director, Osprey PMI

  • The transition from selling to doing.
  • The relationships between Client / SPC / Service Providers /Subcontractors
  • Control of Change.
  • The Handover of completed facilities.
  • 14:20 THE MANAGEMENT OF RISKS THROUGHOUT THE CONCESSION PERIOD

    Richard Payne

    Richard Payne, Managing Director, Currie & Brown Consulting

  • Implementing risk management frameworks at the ITN stage onwards
  • Facilitating effective management of risk: - pre-construction phase - construction phase - operational phase
  • 15:00 Afternoon Tea

    15:20 OPERATIONAL PFI PROJECTS

    Jonathan Hale

    Jonathan Hale, Managing Consultant, Secta

  • Moving from the development to the operational phase of PFI projects
  • The complete process of contract management of an operational PFI project
  • Procedures that need to be put into place to ensure the contract will be implemented
  • The relationship between contractor and customer in the operational phase
  • Tips on monitoring contract management and performance levels
  • 16:00 CASE STUDY

    Martin Smith

    Martin Smith, Contracts Manager, Kent County Council

  • Actions to take once the PFI contract is signed
  • What insights have been gained from some recent PFI projects for Kent County Council about contract management?
  • Thoughts on monitoring PFI contracts
  • Putting management procedures in place for long-term contract management
  • Enhancing partnerships in PFI projects between local governments and private sector companies, e.g. skills transfer
  • Contract completion – a problem?
  • 16:40 NEW AND CURRENT ISSUES FOR THE DEVELOPING PFI/PPP FINANCING MARKET

    Michael Matheou

    Michael Matheou, Partner, Lovells

  • Finance competitions
  • Interest rate hedging
  • Refinancing
  • Joint Ventures:
  • 17:20 Chairman's Closing Remarks and Close of Day One

    8:30 Re-registration and Coffee

    9:00 Chairman's Opening Remarks

    Hamid Yunis

    Hamid Yunis, Head of Major PPP/PFI Projects, Andersen Legal

    9:10 PARTNERING WITH THE MINISTRY OF DEFENCE

    Meryon Bridges

    Meryon Bridges, Defence Marketing Director, WS Atkins

  • Overview of the project
  • Present stage
  • Changing the culture
  • Relationship building
  • Operating gainshare
  • The future
  • 9:40 ISSUES OF QUALITY, COSTS AND TIMELY DELIVERY OF A PFI PROJECT

    Jaap M. Veenenbos

    Jaap M. Veenenbos, Managing Consultant, Aon Risk Consultants

  • Why do PPP/PFI programmes suffer from (unforeseen) costs over runs and/or delays
  • The importance of good communication (and how to create common understanding)
  • How to handle new insight in risks and opportunities and set priorities
  • Estimating the cost of risk and the effect on the projects business case
  • Managing risk and managing claims

    Risk versus a potential loss

    Traditional insurance possibilities in PPP/PFI projects

  • The importance/benefits of project insurance, traditional insurance schedules

    Alternative risk insurance and risk financing solutions

  • 10:20 PFI IN HEALTH CARE

    Nicholas Hallett

    Nicholas Hallett, Associate Director, Mott MacDonald

  • Design quality
  • User perceptions
  • Effectiveness of FM service delivery
  • Managing the relationship
  • Lessons learned
  • 11:00 Morning Coffee

    11:20 INSTITUTIONAL FINANCE – A REAL ALTERNATIVE

    Jeremy Tilford

    Jeremy Tilford, Director, Mill Group

  • Whole project ownership and its implications for counter parties
  • Single source funding
  • Asset ownership and the public sector
  • Fitting the OGC model
  • Risk management for the project term
  • 12:00 REFINANCING A PFI CONTRACT

    Anthony Sykes

    Anthony Sykes, Deputy General Manager, Sumitomo Mitsui Bank SMBC

  • Rescue refinancing
  • Liquidity
  • Refinancing solutions
  • Project risk profile
  • Pricing considerations
  • 12:40 Lunch

    13:40 PFI IN SWEDEN: CASE STUDY

    Kjell Sundberg

    Kjell Sundberg, Managing Director, A Banan Projekt AB

  • Background and overview of the project so far
  • Critical problems and lessons to be learned from the project
  • PPP as a method to develop and implement projects
  • Funding and cash flow in road projects
  • Value for money
  • Future projects
  • 14:20 CASE STUDY

    Mike Timmis

    Mike Timmis, Deputy Director, Finance & Planning, Centre for Management & Policy Studies

  • The deal
  • Moving from negotiation to delivery
  • Working in partnership
  • How do we know it's working?
  • Training in new management skills
  • 15:00 Afternoon Tea

    15:20 PFI IN FLOOD AND SEA DEFENCE

    Bernard Ayling

    Bernard Ayling, Project Manager, Environment Agency

  • Broadland flood alleviation project
  • Development of PFI/PPP concept
  • Management of advisors
  • Contract award
  • Contract management
  • 16:00 TERMINATION PROCEDURES

    Paul Mountain

    Paul Mountain, Partner, Martineau Johnson

  • Effective remedies for poor performance under PFI contracts
  • Termination and step-in: some case studies
  • Payment mechanisms and payment deductions-working examples
  • The future: can PFI contract be finessed to allow a range of solutions?
  • 16:40 PFI PROJECTS FOR SOCIAL HOUSING

    Ian Graham

    Ian Graham, Partner, Trowers & Hamlins

  • PFI and refurbishing local authority housing
  • Are there other options for local authorities?
  • Taking properties out of the project
  • Tackling performance issues over many individual properties
  • Resident involvement and satisfaction
  • The involvement of the not for profit sector in PFI
  • 17:20 Chairman's Closing Remarks and Close of Conference

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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