Next Generation Street Furniture

1. 1 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. NEXT GENERATION STREET FURNITURE A CONCEPT NOTE ON FUTURE POSSIBILITIES FOR SINGAPORE by Scintillus Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved.

2. Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. “Next Generation Street Furniture” A Concept Note on Future Possibilities for SINGAPORE Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. Design & Composition by Ms. Sheena Sahni Vora & Mr. Amir Ateeq No part of this concept note may be reproduced, stored in re- trieval system, or transmitted in any form or by means electronic, mechanical, photocopying, recording, scanning or otherwise except as permitted under applicable copyright acts, without written permission from copyright owner. This concept note may not be lent, sold, hired out or otherwise disposed of by way of trade in any form, binding or cover other than in which it is published without the prior consent of copyright owner. Other brand names and logos of our partners, government entities and illustrative pictures along with relevant texts; are used in this book under specific permission secured before publishing of this concept note and by using relevant material and information available in public domain. Use of these brand names and logos in this concept note does not in any manner what so ever constitute any partnership or association of permanent nature and is not binding upon Scintillus. Pictures and photographs used in this concept note as general illustration of Singapore or Out of Home media references or for any other illustrative purpose are sourced and procured by Scintillus from authorized sources or from relevant material and information available in the public domain. The use of these pictures and photographs are solely intended to illustrate concepts and does not in any manner suggest that these are the works of Scintillus. We at Scintillus make no representation to have any direct or indirect contribution made to any of the innovative technologies depicted by way of use of such pictures and we do not take credit for these illustrations from other out of home media companies all over the world. “Next Generation Street Furniture”A Concept Note on Future Possibilities for SINGAPORE is a confidential document and is developed for sole use by Scintillus for its concept illustration to government of Singapore.

3. 2Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. Our street scenes are greatly enriched by street furniture, which ranges from lampposts to bus shelters to bollards, street benches to kiosks. Its sheer utility makes it sometimes overlooked. Humble as some structures might seem, their contribution to the public realm is often considerable, and ever-greater respect is now accorded to the component parts of the street scene. Once common items are now getting rare. Newer and more relevant elements are now making their presence felt. New technology enables designers to conceive and implement new elements to the street furniture suite like information panels streaming real time information/news/updates, interactive trip planning maps with touch screens, and even Air-conditioned bus shelters! The best examples will warrant general validation of users, and discoveries remain to be made. Singapore, being the World Leader in embracing New Technology and Design, has yet another opportunity to demonstrate its innovative use of Design and Technology by creating a “Next Generation Street Furniture”Suite that the world will want to emulate. Preface

4. 3 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. Street Furniture is an essential part of the urban fabric. If iconic buildings can be called show stealers, then it is its everyday items such as Bus shelters, bollards and benches that are its quieter cast members in the background. Take them away, however, and people immediate- ly notice that something is missing even if they are hard pressed to put their finger on exactly what it is. Street furniture provides the punctuation for open spaces. Both functional and attractive, it is a driver of pedestrian activity: bollards act as safety elements; benches create rest stops; bus stops provide a form of shelter. It adds permanence to a city intrinsically helping to create a sense of place. Now even builders are considering it to be an important element saying‘This is our building, this is our design theme, and we want to continue it with street furniture elements to match’. Street Furniture helps to give the city character, becoming an intricate part of the city or nation’s identity and history. Much like the red telephone boxes of Britain or the streetlamps of Paris – certain elements of local streetscapes are very strongly associated with the city even on an international level. WhatisStreet Furniture?

5. 4Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. TRANSIT SHELTERS – BUS STOP SHELTERS AND TAXI STOP SHELTERS The most important element of the street furniture suite... A Transit shelter is an enclosed waiting area located near a bus station or stop or a taxi stand that can feature great range in design, and functions. The simplest shelter might merely feature a back wall and two sidewalls with a bench or two on which to sit while you wait. Others are much larger, may be built out of various materials, and may have multiple benches. Plexiglas is a common choice since you can see through it to see when your bus/cab arrives. TOTEMS POLES Totems serve as an indicator for a Transit Shel- ter. They are placed before a Transit shelter and should stand taller than the green cover around the shelter for enhanced visibility. PARK BENCHES Seating for the outdoor made with rugged materials like steel, wood, iron, etc. Mostly designed without sharp edges- child friendly. STREET BENCHES Seating for the outdoor made with rugged materials like steel, wood, iron, etc. Designed to not allow water to puddle on top of the benches at rainy season. Seats are generally at a comfortable height from the ground suitable for all age groups. BICYCLE RACKS To park bicycles near metro stations, parks, etc. The bicycle racks should be easily visible to pedestrians. LITTER BINS As the name suggests...its for collection of litter. Help to keep the streets clean and tidy. Segre- gated waste bins are provided to facilitate better litter collection with segregated waste bins. RAILINGS / ROAD DIVIDER Used as demarcation between footpath and road as well as to divide roads help discourage pedestrian crossing on prominent arterial roads and at major traffic junctions. BOLLARDS Safety feature for demarcation between pedestrians and motor vehicles or selective passage from one area to another. FLAG POLES Free standing unit that Acts as a landmark caus- ing an effective pedestrian view. Design may also integrate promotional advertisements. COMMUNITY PILLARS / INFORMATION PILLARS / CITY MAP Used to display detailed area maps with important buildings, landmarks and roads and provide information like history of the area, facts, utilities, emergency, important telephone numbers, etc. Could be designed using Touch screens for interactive usage. DIRECTIONAL SIGNAGE / STREET NAMEPLATES Identification boards that give directions to different areas and provide information about street names and area names. TRAFFIC AWARENESS SIGNAGE Road use signs boards providing information about traffic flow, etc. ELECTRONIC INFORMATION PANELS Screens or other digital systems that display information like next bus timing electronically. ADVERTISING PANELS Panels used to display large printed sheets in different formats. Mainly placed at transit shelters, in commercial and industrial areas, primary and secondary arterial roads and other high traffic areas. StreetFurniture Elements

6. 5 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. PUBLIC UTILITY TOILETS Provided to allow people to relieve themselves. Separate enclosures for Men and Women. Could have provision for advertising panel at the sides facing the road. NEWSPAPER READING BOOTHS Flat panels with open able glass fronts that display daily news- papers for the common man to read. VENDING MACHINES A vending machine provides snacks, beverages, lottery tickets, gold, and other products to consumers without a cashier. Items sold via these machines vary by country and region. VENDING KIOSKS A manned, secure & lockable installation with provision for ad space that is used to cater various needs of pedestrians, designed to sell food, water, magazines, newspaper, etc. Bench FreeStandingUnit RecycleBins BicycleRack NewspaperReadingBooth PublicUtilityToilets LitterBin Totem Kiosk

7. 6Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. WHAT IT IS AND WHERE IT ALL BEGAN Street Furniture is one of those phrases that very few people relate to, but which relates to them in more ways than they realise. Street Furniture plays a role in peoples lives that is not often realised, and as such is overlooked. Street Furniture surrounds people in many ways in many arenas - lighting our way at night, direct- ing us in traffic, giving us places to rest and sit and keeping us safe as pedestrians. Street furniture provides us with interesting information and valid insights into some of the ways that local authorities, the central government, designers, planners, architects or even occasionally charitable associations intervened in the environment to make it more pleasant or convenient for city residents. It is widely understood that the Romans introduced the concept of street furniture, using milestones and way markers on their ubiquitous roads. Beyond this street furniture and its growth has been linked to the developments in transport alongside an increasing population and urbanisation. URBANISATION AND STREET FURNITURE Increases in urban populations and the subse- quent increases in transport requirements (firstly by horse and cart/carriage and latterly the motor car) demanded that pedestrians get some protection. The bollard was born. Exactly when is not clear but it is widely believed that out of service cannon muzzles were used as bollards - cannons were turned on end with a cannonball fixed into the aperture, they provided excellent protection. Even today, the cannon pattern is a very popular and robust style of bollard. These early bollards may not yet have had their own name though, the word‘bollard’may have come from the French/Norman word‘boulard’ which was a small wooden or iron post used to tie up ships when in dock. Urban design has taken street furniture’s humble foundations and developed complicated coordinated schemes. Where once only timber and iron existed, modern day street furniture is manu- factured in steel, stainless steel, polyurethane, granite, aluminium - in fact, if a material is robust enough for external use, there is probably an item of street furniture made from it. The category of street furniture covers a huge number of different objects. Some, like pillar- boxes and transit shelters, are obvious – whilst others, like benches or drinking fountains, spring less swiftly to mind. Nonetheless, they all may be suggestive of town development, technological change, or road management. Historyof StreetFurniture

8. 7 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. Big, bold and illuminated at night, street advertising is like a page in a magazine come to life! Each morning begins the same way: pedestrians and joggers out on the sidewalks soon become a flood of people running errands, going to work and school or just getting a little shopping done. Through the end of the day’s rush hour and into the active buzz of nightlife, the streets are busy. Street Furniture advertising, such as Bench advertising and Bus Stop advertising, offers a perfect selling opportunity for advertisers. Whether providing broad-based coverage in many markets or targeted to a single neighbor- hood, street furniture advertising is as perfect for high-end fashion and entertainment as it is for packaged goods. Furniture advertising enables advertisers to connect with consumers on an inti- mate, face-to-face level as well as provide impact to a mass vehicular audience. With the consumer being exposed to multiple brands at a time, it is essential to stand out and get noticed. To gain good market share it is essential to first gain the consumer mindshare. Street furniture advertising is commonly is made up of formats such as bus shelters, news racks, kiosks, directories and telephone booth advertising. This form of outdoor advertising is mainly seen in urban centers. Additionally, this form of advertising provides benefits to communities, as street furniture companies are often responsible for building and maintaining the shelters people use while waiting for the bus. The concept of supplying and maintaining bus shelters to local authorities free of charge, in return for the advertising rights on the shelters is a well established global business which started in the 1960’s in Europe. Transit advertising is typically advertising placed on anything, which moves, such as buses, subway advertising, truckside, and taxis, but also includes fixed static and electronic advertising at train and bus stations and platforms. Municipalities often accept this form of advertising, as it provides revenue to city and port authorities. GOING DIGITAL With the development in technology, it was not surprising to see the digital revolution hit the OOH market. Traditional poster based billboards are being replaced with digital displays. Digital content can be more engaging. Besides the aesthetic value and the bright images, the advertisers are also able to display multiple messages on the same display. Rich content and information possibilities make digital a valid prospect in street furniture deployment. IT’S ALL ABOUT MINDSHARE Advertising and Marketing agencies are finding out that people’s lives are greatly influenced by out of home media seen by people on the move. More than this, advertising can be placed at or near point of purchase. Street Furniture advertising can motivate your mind while you are going to places where products are sold or can influence your choice of which movie you might watch. StreetFurniture &Advertising

9. 8Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. The following four cities embraced innovative bus shelter designs that are revolutionizing the transit experience: THE CASE FOR SOLAR POWER & LED LIGHTING... Despite the expense related to installing solar powered photovoltaic panels into a number of bus shelters, the benefit of solar power pays off with time, as solar powered shelters are not tied into the city’s power grid. Since solar power does not use up the city’s electricity and add to its monthly electric bill, the integration of solar power would create an environmentally, self- sustainable alternative for providing a direct lighting source for the bus shelter. In regards to Chicago’s solar powered bus shelters, official’s state,“Each shelter will save the city an estimated $200 per year in electricity”(Environmental Leader, 2006). The integration of solar power would also build the public’s perception of public transit as a sustainable transit alternative as opposed to driving their personal automobiles (Urban Solar, 2009). As opposed to Fluorescent lighting, L.E.D. lighting is energy efficient, can last up to 100,000 hours (about 11 years), and can withstand tempera- tures from -22°F – 122°F. According to Urban Solar, a company who prides themselves in solar powered, L.E.D. bus shelters, shelters that utilize this technology require only a one time, up front capital investment and will not require a sched- uled maintenance for another 5 years (Urban Solar, 2009). CASE STUDY 1: Toronto In 2007 the City of Toronto awarded Astral Media the winner of their street furniture competition. Toronto’s new, modernized transit shelters will utilize solar power, photovoltaic (PV) panels that will store solar energy into gel-batteries to help save the city money in its monthly electric bills. The shelter integrates the usage of solar power and PV panels to power ultra efficient L.E.D. lighting. The L.E.D. direct bus shelter lighting gives users an increased sense of security. GlobalScenario: CaseStudies Toronto’s newly designed bus shelter by Astral Media Outdoor. Well- designed shelter utilizing photovoltaic (PV) panels to illuminate LED lighting. This shelter isalso equipped with a clear map, and station signage indicating what stop it is. The arched roof discour- ages precipitation from falling in front of the shelter and the enclosed glass case protects against wind and other harsh weather conditions.

10. 9 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. The roof has also been enhanced to incorporate a UV stencil that will help reduce light transmission in order to help maintain a more comfortable temperature during warmer times of the year. The roof itself has been shaped so that rain and snow will fall behind the shelter, not in front of it. This arch like design is aimed to help maintain clear entranceways to the shelter. While the shelter also abides by Toronto’s Accessi- bility Design Guidelines, it utilizes enamel baked banding, which further provides delineation for the visually impaired. The shelter’s structural columns and torsion bars have been engineered using aluminum extrusions with the glass fastening external to the columns to create a coating visual appearance. The shelter itself is enclosed (with a wide enough entrance for a wheel chair) to provide greater protection against wind, rain, and snow. Its tighter corners are also aimed to eliminate wind, rain, and snow penetration. The shelter also displays clear transit information such as route map, schedule on the inside panels while displaying street name signage that abides by Toronto’s Street Signs above the roofline to increase visibility and to eliminate any visual obstruction for passengers who are waiting inside the shelter. THE CASE FOR NEXT GEN GPS & WIFI Instead of assuming and guessing that a bus is running according to schedule (provided that you have access to a schedule), NextBus GPS technology puts the rider in charge of their own trip by letting them know exactly how much longer they have to wait. Even if riders may know the bus schedule, there might be some problems (traffic, breakdown, changes in service) that might unexpectedly delay your trip. NextBus technology takes the guesswork out of waiting for the bus, as it is possible to know the real time location of the next bus. Since information is displayed on the World Wide Web, riders are free to check information from their homes, work, offices, part time jobs, or wireless devices. When describing the benefits of this technology, NextBus discusses how knowing the next bus’ar- rival time can be directly linked to putting money back into the local economy. The company states, “By using the NextBus system to determine when the next vehicle is going to arrive, the rider doesn’t need to wait an indeterminate amount of time at a possibly unpleasant or unsafe stop. Instead the rider can make an informed decision. If the vehicle will not be arriving for an extended period, the rider can go into a store, read the newspaper, or even take another mode of transportation” (NextBus, 2009). Aside from NextBus GPS technology, the integration of WiFi would make commuting by bus more convenient for those who had access to a cell phone or wireless device. Instead of only waiting for the bus, WiFi would enable passengers to use their devices that are connected to the Internet to view real time, next bus information. CASE STUDY 2: San Francisco Similar to Toronto’s solar powered and L.E.D. lit shelter, San Francisco’s shelterfeatures these amenities as well as NextBus (GPS Technology) and WiFi. The steel frame is made up of 75% recycled materials while the roof is made up of 45% post industrial recycled materials. Photo courtesy of: Mike Chino and Ryan Hughes @ Inhabitat.com

11. 10Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. In May of 2009, Mayor Newsom of San Francisco unveiled the first of 1,100 new solar powered bus shelters that will be installed between May and 2013. Similar to Toronto’s newly designed bus shelter, San Francisco’s shelter also incorporates the use of L.E.D. lighting in sync with photovoltaic laminate which is sandwiched between layers of polycarbonate. While these shelters will not cost the city any additional moneys to their electric bills, they are expected to pump excess electricity they generate back into the city’s grid. Accord- ing to the Mayor’s office, the L.E.D. lights used in these shelters use 74.4 watts, which make them four and a half times more efficient than the fluorescent lighting in the old shelters (which used about 336 watts) (Lombardi, 2009). While they are similar, San Francisco’s shelters differ by integrating WiFi and NextMuni (time to next bus display) technology, which gives transit passengers the opportunity to surf the web and know exactly when the next bus is coming. To make the bus shelter more user friendly for individuals who might have trouble reading the displayed transit information, NextMuni displays will incorporate a push-to-talk system where an automated voice will read the NextMuni information out loud. While discussing the troubles of San Francisco’s old bus shelters (graffiti and etching), Mayor Newsom emphasized that the materials used to create these new shelters are composed of recycled materials, which are meant to reduce maintenance costs and resist the problems of the old shelters (Roth, 2009). The steel used for the primary structure is 75% recycled material while the polycarbonate roof is 40% post industrial recycled material. The design of the red, wavy design of the roof was inspired by San Francisco’s abundance of earthquakes and was meant to represent seismic shock waves. The four convex bench seats are also meant to shed debris and moisture while also discouraging patrons from reclining. Close up of the solar panels, which power the Next- Bus GPS monitor and WiFi. The monitor displays the time until the next bus and is above a cut of regional bus map Photo courtesy of: Richmondsfblog @ Flickr.com L.E.D. lights within the advertisement panel and above the bus passenger foster a bright and comfortable atmosphere. The L.E.D. lights are powered by solar power. Photo courtesy of: greg z @ Flickr.com

12. 11 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. THE CASE FOR WEATHERPROOFING The ability of a bus shelter to protect one against the elements can be the determining factor for potential transit passengers as a bus shelter may or may not provide a sense of comfort and protection against uncomfortable conditions. CASE STUDY 3: Curitiba, Brazil The success of Curitiba’s bus-rapid-transit (BRT) system has lead to the improvement and development of semi-enclosed tube like shelters. Their new and improved BRT system has served as a model for cities around the world that also strive to implement a BRT system. Ideally, the enclosed, tube like shelter will provide efficient protection against rain, snow, and wind. In the event that Curitiba did experience heavy rain or snow, the bus shelter would deflect precipitation away from waiting passengers. The tubular shape of the shelter would force rain or snow down to the ground as the elevated shelter would separate passengers from the collection of precipitation. In the event of wind, the enclosed shelter would also provide bus passengers a safe place from heavy winds. In citing the success of Curitiba’s shelter, Spacing Toronto states,“as Toronto moves forward with its own Transit City (TTC) plans, thinking about the elements that the TTC will add to the streetscape will be important. Ideas and inspiration from other cities like Curitiba will be crucial”(Blackett, 2007). As part of Curitiba’s bus-rapid-transit (BRT) network, these bus shelters serve as a model for protecting one against the elements. The shelter is enclosed while there are openings on each side. Photo courtesy of: Spacing.ca/wire/ The enclosed shelter provides protection against precipitation and wind. Photo courtesy of: Spacing.ca/wire/

13. 12Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. CASE 4: AIR-CONDITIONED BUS SHELTER, DUBAI A very Innovative initiative is the World’s first Air- conditioned Bus shelter at Dubai. The idea was put forth to the RTA by Right Angle Media - a Private Enterprise. Right Angle Media pointed out a gap in amenities offered and put forth the concept of an AC bus shelter to help increase rider ship. The bus shelters have been designed keeping the comfort and requirements of commuters in mind. The new shelters with an array of amenities are beneficial to the large number of commuters, who waited for buses in the scorching heat. The temperature inside the shelter is maintained at 22 degrees Celsius even when the outside temperature is 60 degrees and above. The investment needed to implement these shelters was massive. Since the 14-year contract is sanctioned on PPP/DBOT basis, it has been possible to turn this dream into reality. Almost a thousand shelters have been commis- sioned. As of today OVER 750 have been installed across the city, providing citywide coverage to commuters and advertisers alike. The media coverage provided by these shelters is unparalleled in terms of reach. “Dubai will be the first city in the world to offer the luxury of air-conditioned bus shelters”- Mattar Al Tayer, Chief Executive of city’s RTA at the launch ceremoney of the shelter.“The aim is to lure people into using the city’s public transport, and ease the pressure on its crowded road”. Gulf Engineers Excellence & Creativity Award, Doha, Qatar to “World’s First Air-conditioned Bus Shelter Network Project” for the city of Dubai - 2009.

14. 13 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. CASE STUDY 5: MIT’s“Eyestop”Florence, Italy (Innovative Technologies) Considered a role model for future bus shelters, the Eyestop by MIT’s Sensible Lab (2009) for the City of Florence, Italy has the potential to set the precedent for futuristic bus shelter designs. The design concept of the Eyestop revolves around one similar to an iPhone where the shelter is adaptable, sensing, responsive, and interactive. It’s primary feature is an interactive touch screen. The shelter will be powered by translucent photovoltaic (PV) cells and utilize the solar power it generates to power L.E.D. lighting, WiFi, and the CPU that runs the touch screen. While providing all of these amenities, the shelter also registers information about its surroundings (you can monitor the current air quality and your exposure to pollutants) and changes colors as a bus gets closer to the respective shelter. MIT’s bus shelter design for the City of Florence, Italy integrates state of the art technology to provide waiting bus passengers a pleasant waiting experience. The integrated touch screen (like an iPhone) provides users a chance to directly interact with the bus shelter. A passenger can plan their route using the touch screen, look up community announcements or post one themselves, check out nearby tourist attractions, draw graffiti without doing any real damage to the shelter, monitor your real time exposure to pollutants, and more. While many cities are taking leadership roles by following trends to become greener and more customer friendly, the five selected best practices are role models for the City of Singapore to follow. “The Eyestop could change the whole experience of urban travel.” - Carlo Ratti Head of the SENSEable City Lab at MIT

15. 14Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. Universal Design Practitioners suggest that pri- marily focusing on ways to satisfy the minimum technical criteria that are required, are not neces- sarily considered“best practices”. The term“Universal Design”refers to the concept that built environments should be usable by all people. The concept of Universal Design provides for a higher level of access for the disabled and accommodates the needs of everyone. In relation to bus shelter design the concept of“Universal Design”is important because it is important to accommodate persons of all shapes, sizes, ages, and capabilities (pregnant women, women with strollers, children, etc), including people with disabilities. Public transport street furniture should meet the Standards for Accessibility by aged and disabled commuters. Bus shelters must be capable of being adapted to include real time information systems. Shelters should include bus timetable information. All shelters should contain lighting of a standard acceptable for safety and comfort. Shelters should protect the commuters from the elements i.e.: sun, rain, etc. Materials of roofs and walls should be of a type that minimises glare and filters ultra violet light. Roofs should also provide sufficient shading. The roof can also be used for Eco friendly solutions like Water harvesting – to prevent ponding of water and splashing of water onto the commuters area or forming of a rain curtain at the front of a Transit shelter. NextGeneration StreetFurniture Whatitshouldbe (intermsofdesign) “Bus shelters must be capable of being adapted to include real time information systems.”

16. 15 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. Futureneeds andexpectations TheFacilitatorsand TheUsers of 1) ENERGY SAVING/CARBON FOOTPRINT REDUCING/ECO SENSITIVE/WATER HAR- VESTING A) Use of low energy lighting B) Installation of solar panels or photovoltaic (PV) cells in bus shelter roofs to generate solar power. • The integration of solar power will generate power for lighting and other electrical displays. • Solar powered bus shelters maybe self- sustaining entities, which do not run on the city’s electrical grid and do not add extra expenses to the city’s electric bill. Solar powered shelters have the potential to return excess power back into the grid. • The roof could be used for Rain Water Harvesting with ducting to channel water to the water table. 2) LED LIGHTING WITH COLOR OPTIONS (See detailed write-up on L.E.D below) • As opposed to alternative lighting options, L.E.D lighting has proven to be the most efficient and sustainable lighting option, whether lighting is installed in the inside advertisement panel or directly above transit passengers. Additional light will increase a person’s perception of safety as well as reduce accidental bus driver drive-bys. • An option for changing colours of the light can be provided with the L.E.D option. 3) CONNECTED / ENGAGING / ENTERTAINING / INFORMATIVE NEXTBUS / GPS TECHNOLOGY & WIFI • Technology used with WiFi will enable users to know exactly when buses will arrive. • Passengers are free to check next bus arrivals from their wireless devices since next bus data is made available on the World Wide Web. • WiFi enhances the waiting experience and enables users to remain connected to the web. 4) PROTECTION FROM RAIN, SUNSHINE & WIND • Adequate protection from rain and sunshine must be provided.

17. 16Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. • Designs should prevent ponding of water, splashing of water onto commuter’s sheltered area or the forming of a rain curtain at the front of the bus shelter. • It should allow for, and encourage, adequate air circulation. Materials of roofs and walls can be of a type that minimizes glare and filters ultra violet light. Roofs should also provide sufficient shading. 5) BASIC FACILITIES FOR THE ALL INCLUDING THE PHYSICALLY AND VISUALLY CHAL- LENGED • Facilitate easy boarding and alighting from buses, ensuring barrier-free design. • Emphasize safety and accessibility. • Take into consideration the special needs of people with physical and visual disabilities. • A wide opening and a ramp must be made available to those who require wheelchair like vehicles. 6) INFORMATIVE Installation of bus route and schedule information, universal bus pictogram to indicate bus stops and bus station name. • Information should be easily accessible without having to call a telephone service. Providing route maps and sched- ules will help passengers better plan their trip. • Information should be placed in areas where everyone (young, old, or disabled) can easily read the information, but should not obstruct views of oncoming buses. • Information could be in a more easy to grasp manner, so as to encourage Visi- tors to use Public transport. 7) PLACE TO REST WHILE WAITING More seating for bus shelters with higher levels of rider ship • Bus stops that have higher levels of rid- ership should be equipped to handle the excess amounts of people. A BRIGHTER FUTURE – WITH LED Society is under increasing pressure to reduce our carbon footprint. Local and national governments are setting targets for reducing carbon emissions across all industries. Lighting, be it for keeping us safe at night or something as simple as illuminating an advertising display has been burning electricity since the days when gas lighting was phased out. Electric lighting was seen as a symbol of wealth and the industrial revolution. For some time now, electric lighting has been receiving negative attention, from the moral persuasion to switch off lights when not in use, to a swathe of low-energy light bulbs, yet incandescent and fluorescent lights are everywhere. Green pressures are in some conflict with increased demand for lighting, but there is a brighter prospect with LED lighting as today the LED costs are at a fraction of what they were a decade ago. THE TROUBLE WITH FLUORESCENTS Fluorescent tubes are ubiquitous but they are far from the best solution and as green issues rise up the agenda for industry and government, fluorescent tubes will no longer be acceptable as a long term sustainable choice. i) Fluorescent tubes waste energy. Patented in 1901, they’re last century’s lighting technology. They convert only 7-10% of their energy into light. The rest is wasted as heat. ii) They demand costly, regular maintenance. Tubes fail suddenly and unpredictably, forcing replacement attention and inherent waste and cost. iii) They create hazardous waste. Fluorescent tubes are hazardous to manufacture and expensive to dispose of, with the risk of releasing mercury into the air, water and food chain.

18. 17 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. Aesthetically, fluorescent has some other problems. For example when used in banks to illuminate broad spaces the light they provide is uneven with hot spots and they create patchy dark zones when tubes fail. LED – SAVING IN THE LONG RUN Now there’s a lighting solution that looks better, costs less and reduces energy use by as much as 88%, dramatically reducing the carbon footprint. Newest generation of solid-state LED technology can drive down costs, reduce carbon footprint and ease the maintenance burden associated with fluorescent tubes. LED systems, when used in advertising light boxes use up to one-eighth of the energy of a fluorescent tube light box. LED systems are very low maintenance, and can be considered trouble free because when one or two LED’s fail the whole panel still keeps working and will be undetectable to the naked eye. LED systems last longer – typically more than 5 years versus a maximum 1-year for fluorescent tubes. Even then, when change is needed it is a fast, simple and safe process to unclip a bank of LED’s and pop in the LED replacement panel. (without the hazards of disposal of fluorescent tubes). The case is compelling however the fact that the initial outlay costs are higher has been an obsta- cle to wider and faster uptake of LED for general lighting. Today the up-front cost is still an issue but is being outweighed by concerns of carbon footprint. LED – A GREEN INITIATIVE THAT PAYS FOR ITSELF Triple savings - using less energy, lasting longer and low maintenance. LED systems don’t just reduce carbon footprint, they can pay for themselves, over the long term. CARBON FOOTPRINT: FLUORESCENT TUBES VS. LED A single, freestanding backlit, 6-sheet advertising display puts 6-8 times more carbon into the atmosphere with fluorescents than with LED and incurs 6-8 times the energy costs (One Year) Fluorescent Tubes LED System Illumination 6 x 58W tubes 2 x LED STRIPS Total Power 348W 58W Energy cost/year S$734 S$122 Carbon emissions 1,524 kg/year 254 kg/year SCINTILLUS [ ] LED Scintillus has adopted LED as just one of its many eco-friendly habits. Scintillus proposals for general lighting at bus shelters will be LED. Very intentionally all new advertising displays panels will only be constructed with LED back- lighting systems. Scintillus vows not to use fluorescent tubes in its advertising panels, despite the fact that the initial capital outlays are higher. Direct, above LED Lighting. Picture Courtesy: Seatle Transit Blog.com

19. 18Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. In the majority of cases, private companies provide for the design, fabrication, installation, maintenance, and replacement of street furniture at little or no cost to the municipality in exchange for advertising rights. WHY STREET FURNITURE ADVERTISING? That’s Where The People Are. It’s that simple. We are spending more time commuting, cycling or just hanging out in urban places. We travel from our population centers to commercial centers, for work, school or leisure. Street side advertising cannot escape our notice. Established practices throughout the World demonstrate that public transport street furniture that hosts third party advertising offsets supply and installation costs, achieves a higher standard of maintenance and contributes positively to the public transport experience. The integration of advertising with well-designed and coordinated public transport passenger shelters creates an identifiable public transport and public realm theme. Internal lighting, good quality weather protection, visibility and safety for users and responsive maintenance programs provide improved public transport facilities and an overall public benefit. Cities & transit agencies sign contract with Outdoor Advertising Company installs and maintains shelters but either gains control of advertising, or gets a percentage of the advertising revenue New shelters improve city’s image, promote public transit, & increase rider ship. Evolutionof CommercialModel

20. 19 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. While providing funding for many of the extra amenities for a state of the art bus shelter can be expensive, cities all around the United States like San Francisco and New York are funding sponsors to help alleviate the cost of the project and getting them installed in their cities, free of charge. The New York City Department of Transportation (NYCDOT) awarded a 20-year contract to Cemusa (leader in outdoor advertising) for the design, manufacture, installation, and maintenance of new street furniture with no cost to the City. According to the Coordinated Street Furniture Franchise by NYCDOT (2009),“Cemusa will be allowed to sell advertising space on the structures within clearly defined limits.”After the deal was made in 2005, a 2009 survey was conducted by Cemusa and indicated that 93% of respondents felt that the new bus shelter designs improved the city’s appearance and 88% liked the new designs (Reuters, 2009). The survey also indicated that the new shelter design influenced their opinion of New York City government while 89% of survey respondents said that the change was positive. New York City Mayor Michael Bloomberg discusses the economic impact of New York’s new, modern bus shelters in Real Estate Weekly (2007),“…our partnership with Cemusa creates 3,300 new bus shelters…it will generate more than $1 billion (estimated $1.4 billion) in revenue for the city.”The partnership between Cemusa and NYCDOT states that Cemusa is responsible for maintaining existing bus shelters and is also responsible for replac- ing broken and graffiti covered glass. Proofofthe Concept

21. 20Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. AestheticBarter Forminimumintrusionand maximumvalue The integrated touch screen (like an iPhone) provides users a chance to directly interact with the bus shelter. A passenger can plan their route using the touch screen, look up community announcements or post one themselves, check out nearby tourist attractions, draw graffiti without doing any real damage to the shelter, monitor your real time exposure to pollutants, and more. Advertising placed directly at or on the amenity, may fail to optimise audience exposure. Advertising which is not directly at a transit shelter will avoid any issues of blocking the view of commuters at the shelter, or for vehicles to see the commuters, so this is a safety matter. FailingToOptimiseTheAudience AvoidBlockingView(Safety) DistractingFromTheAmenity

22. 21 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. Advertising panels placed elsewhere are viewed more clearly without clutter or obstruction from the infrastructure or the commuters. This allows us to be minimalistic in our approach, using fewer advertising structure of maximum value to generate the income to sustain the project. Clear view from the larg- est audience will maximise commercial value of advertising. Advertising which is not directly at a transit shelter will firstly avoid any issues of blocking the view of commuters at the shelter. Advertising panels places elsewhere are viewed more clearly (better value) when there is no clutter or obstruction from the infrastructure of the shelter or the commuters using the shelter. AdvertisingWithoutClutter ClearView=MaximumValue

23. 22Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. PublicPrivate Partnership INTRODUCTION Public Private Partnership (PPP) is a new approach that Government is adopting to increase private sector involvement in the delivery of public services. PPP is part of the Best Sourcing framework, where the public sector will engage private sector providers to deliver those services, which the private sector can provide more effectively and efficiently. Through PPP, the public sector seeks to bring together the expertise and resources of the public and private sectors to provide services to the public at the best value for money. Fundamentally, with PPP, the public sector will focus on acquiring services at the most cost- effective basis, rather than directly owning and operating assets. The private sector will have the flexibility to innovate and propose solutions, e.g. in terms of the design of facilities, systems and work processes, use of equipment, and allocation of manpower and other resources, to best meet the needs of the users. Under PPP, the private sector can look forward to providing a wider range of services over a longer contract period (usually between 15 and 30 years, though in particular cases it could be only 7 to 10 years) to the public sector. There are many possible PPP models, including joint-ventures, strategic partnerships to make better uses of government assets, Design-Build- Operate, Design-Build-Finance-Operate, and so on. Each PPP project is unique. There is no one single PPP model that is suitable for all PPP projects. The public sector and private sectors have to work closely together to determine the optimal scope of collaboration in each PPP project to the benefit of members of the public who use the services, the government and the private sector. BENEFITS OF PPP PPP offers a win-win-win solution for the members of the public, the public sectors and the private sector. For members of the public: • PPP brings together the expertise of the Government and the private sector to meet the needs of the public effectively and efficiently. PPP projects will be structured to deliver public services that can better meet the needs of the public without compromising quality or service standards. For the public sector, PPP can provide better value for money through: • Private Sector Innovation, particularly by tap- ping on the flexibility of the private sector in facilitating innovation and searching for new and better ways to provide services. • Optimal Whole lifecycle costing by contract- ing out the design, build, maintain and operate phases to the same private company (or consortium), which will optimise the project cost over the entire contract length of 15 to 30 years. • Optimal sharing of responsibilities between the public and private sector, such that each party is responsible for activities that it can best manage. For the Private Sector, PPP offers more business opportunities. • The private sector has greater room to innovate and offer efficient solutions for the public services.

24. 23 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. USE OF PPP As a rule, the Government will apply PPP only to large value projects whose capital value exceeds S$50 million. For a start, public sector agencies will explore the use of PPP in sectors with successful examples of PPP in other countries. These include: · Sports facilities. · Incineration plants, water and sewerage treatment works. · Major IT / infrastructure projects. · Education facilities, including student accommodation facilities. · Hospitals and polyclinics. · Expressways. · Government office buildings. ROLES OF THE PUBLIC AND PRIVATE SECTORS IN PPP PROJECTS A PPP project involves collaboration between various types of private sector companies and the public agency. The PPP deal should be structured to be mutually beneficial to all the parties involved, with each party taking on the responsibilities which it is best able to manage. The following chart illustrates the interaction between the various parties in a typical PPP project. The public agency as the Purchaser of services will: · Specify the required outcomes/outputs · Avoid specifying the means of the delivering the services · Monitor the performance of the PPP provider · Pay the PPP provider when the services are delivered All the above - extracts from http://app.mof.gov.sg/data/cmsresource/PPP/Public%20Private%20Partnership%20Handbook%20Executive%20Summary%20.pdf Public Sector Authority Consortium (special purpose vehicle) Facilities Management Operator Public Agency’s Consultants SPV’s Consultants Public Sector Public Sector Construction Contractor Debt Provider Construction Investor Facilities Management Investor 3rd Party Equity Investor PPP Contract Construction Agreement Advice Advice Debt Finance Equity FinanceFacilities Management Contract Operation Finance

25. 24Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. PUBLIC PRIVATE PARTNERSHIP Public Private Partnership (PPP) is a long term partnering relationship between the public and private sectors to deliver services. Through PPP, the public sector seeks to bring together the expertise and resources of the public and private sectors to provide services to the public at the best value for money. Traditionally, the public sector has tended to engage the private sector merely to construct facilities or supply equipment. The public agencies will then own and operate the facilities or equipment or engage separate maintenance and operations companies to operate the facilities and equipment to deliver the services to the public. With PPP as an alternative form of procurement, the public sector will focus on acquiring services at the most cost effective basis, rather than directly owning and operating assets. There are many possible PPP models, including joint ventures, strategic partnerships to make better use of government assets, Design-Build- Operate and Design-Build-Finance-Operate. PPP PROJECT EXAMPLE Singapore Sports Hub (Singapore Sports Council) • Awarded to Singapore Sports Hub Consor- tium (SSHC) led by Dragages Singapore Pte Ltd on a Design, Build, Finance and Operate (DBFO) PPP Model • Developed to replace the National Sta- dium, the Sports Hub will comprise a new 55,000-seater National Stadium with retractable roof, an Aquatic Centre, a Multi-Purpose Indoor Arena, a water sports centre, the SIS and supporting commercial facilities • Landmark PPP deal with a 35ha site to cater to both sports and non-sports enthusiasts for a period of 25 years • Achieved Financial Close in August 2010 and expected to be ready by April 2014

26. 25 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. {ANNEXURE} Singapore’s Nascent PPP Market - An Asian model for PPP By Simon Ellis Public Private Partnership (PPP) is a generic term coined in the UK, which encompasses any form of private sector involvement in the provision of public services and infrastructure. Outsourcing rubbish collection, the sale of public assets such as utilities, and the use of joint ventures to build roads are all different types of PPPs. The most developed and well-known form of PPP is one in which the private sector designs, builds, finances and operates an amenity to provide services needed by the public agency. Under this scheme, the public sector contracts to purchase services, with defined outputs, from the private sector on a long-term basis. The services purchased include maintaining or constructing the necessary infrastructure. The public sector then pays for the services at regular intervals provided that the contractor meets performance standards. At the end of the contract, which may be 20- 30 years later, the asset may or may not revert to the government with or without compensation, depending on the economic lifespan of the asset. Public Private Partnerships and the Search for Value By Patricia Lam In October 2004, the Singapore Ministry of Finance launched its PPP initiative recommending the method be considered for all government projects which require the development or redevelopment of capital assets with a cost in excess of S$50 million. The drivers of the policy are familiar. While the PAP government has no budgetary need to limit external debt, since 2000 it has followed a policy of cutting back on spending to pass a series of pro-business tax cuts that will boost the city’s competitiveness. “The most successful government structure will be one in which government focuses on policy and supplier management, allowing the private sector to deliver most services.” An Economist Intelligence Unit report argued that...

27. 26Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. ECONOMIC DEVELOPMENT BOARD (EDB) MISSION STATEMENT Create sustainable GDP growth for Singapore with good job and business opportunities for its people. EDB is the lead government agency responsible for planning and executing strategies to enhance Singapore’s position as a global business centre and grow the Singapore economy. We dream, design and deliver solutions that create value for investors and companies in Singapore. In so doing, we generate economic opportunities and jobs for the people of Singapore; and help shape Singapore’s economic future. POINTING SINGAPORE TOWARDS THE FUTURE EDB is the compass in preparing the nation for the future. While we have established a strong position in the global economy, we need to do more in this increasingly competitive global environment: WORLD•SINGAPORE World•Singapore is a new growth formula con- necting Singapore to the World, and the World to Singapore. World•Singapore is grounded in values of Trust, Knowledge, Connected and Life. These are based on Singapore’s unique blend of competitive strengths that makes us the location of choice for global enterprises. These strengths include our strong governance, unparalleled connectivity, talented manpower, excellent infrastructure and emphasis on innovation.  World•Singapore forms the bedrock of a world- class business environment that ensures the long-term viability of projects and Singapore’s economic and political stability. It’s only when all the various factors and business are favourable that investors will be committed to make capital- intensive investments in Singapore. FUTURE•SINGAPORE Future•Singapore is about“The Future in Singa- pore”and“Singapore in the Future”. This means having new creations, new innovations, new products, new services and technology – in Singapore. It is about bringing in talent, investors and businesses to contribute in creating the Singapore of the future. The idea emerged from careful analysis of emerging markets, technologies, business perspectives and global trends. As part of the Future•Singapore initiative, we have identified three business growth themes. These are areas in which Singapore faces challenges, offers opportunities and has the potential to serve as a working model and test-bed for new ideas. The three growth themes are: 1. Urban solutions 2. Lifestyle 3. Ageing, healthcare and wellness These are horizontal business themes that add to, and cut across, the existing industry clusters in Singapore to offer various new business possibilities. (http://www.edb.gov.sg) Singapore Perspective “The Future in Singapore” and “Singapore in the Future”. This means having new creations, new innovations, new products, new services and technology. . .

28. 27 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. MINISTRY OF INFORMATION, COMMUNICATIONS AND THE ARTS (MICA) MISSION STATEMENT “Creative People, Gracious Community, Connected Singapore.” “To Develop Singapore As a Global City For Infor- mation, Communications And The Arts, So As to Build A Creative Economy, Gracious Community And Connected Society with A Singaporean Iden- tity Rooted In Our Multicultural Heritage. ” The Ministry of Information, Communications and the Arts’mission is to develop Singapore as a Global City for information, communications and the arts, so as to build a creative economy and a connected society with a Singaporean identity rooted in our multicultural heritage. It seeks to propel the creative economy through the development and promotion of the creative industries in the arts, design, media and infocomm technology sectors to create new economic value and jobs. It also aims to forge a strong sense of community, national identity, rootedness and inclusion among Singaporeans, and to foster better understanding between the Government and its various stakeholders through effective public communications. MICA’s vision is to nurture and develop a Creative People, Gracious Community and Connected Singapore. MICA’s mission has two fundamental thrusts.    1. Propelling the Creative Economy Develop and promote our creative industries (arts and culture, design, media) and infocomm technology sector to create new economic value and jobs. 2. Fostering a Connected Society Forge a strong sense of community, national identity, rootedness and inclusion among Singaporeans by enriching our arts and cul- tural resources, ensuring quality media content, and empowering individuals through infocomm literacy and access for all. Foster better understanding between the Government, Singaporeans, and international stakeholders through effective public communications. (http://app.mica.gov.sg) To develop Singapore as a global city for information, communications and the arts, so as to build a creative economy, gracious community and connected society with a Singaporean identity rooted in our multicultural heritage. To foster better understanding between the Govern- ment, Singaporeans, and international stakeholders through effective public communications.

29. 28Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. INFOCOMM DEVELOPMENT AUTHORITY (IDA) MISSION STATEMENT Building a Vibrant Infocomm Ecosystem The Infocomm Develop- ment Authority of Sin- gapore (IDA), a statutory board of the Singapore Government, was formed on 1 December 1999 when the government merged the National Computer Board (NCB) and Telecommunication Authority of Singapore (TAS), as a result of a growing convergence of information technology and telephony. IDA aims to grow Singapore into a dynamic global infocomm hub and to leverage infocomm for Singapore’s economic and social development. Singapore sees the importance of infocomm as an engine of growth for the economy. The building of a vibrant infocomm ecosystem is key to supporting the vision of An Intelligent Nation 2015 (iN2015), A Global City, Powered by Info- comm. In building the ecosystem, three strategic thrusts have been articulated, namely encouraging sophisticated demand for infocomm, fostering the creation of innovative services and knowledge capital, and strengthening Singapore as an economic hub. Innovation is key to each of these thrusts, and IDA will continue to encourage innovation and seed more opportunities for the creation and adoption of innovative solutions  and services. IDA plays four key roles in driving Singapore’s transformation into an Intelligent Nation and a Global City through infocomm. 1. Infocomm Industry Development 2. Government Chief Information Officer 3. Sectoral Transformation Through Infocomm 4. People Sector Enrichment Through Info- comm (http://www.ida.gov.sg) Building a Vibrant Infocomm Ecosystem supporting the vision of An Intelligent Nation 2015 (iN2015), A Global City, Powered by Infocomm.

30. 29 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. MEDIA DEVELOPMENT AUTHORITY (MDA) THE NEW VISION To make Singapore the Trusted Global Capital for New Asia Media. MDA plays a vital role in transforming Singapore into a Trusted Global Capital for New Asia Media. MDA spearheads initiatives that promote industry growth in various sectors like · Film · Television · Radio · Publishing · Music · Games · Animation · Interactive Digital Media At the same time, MDA formulates clear and consistent regulatory policies, based on these guiding principles: · To protect core values and safeguard consumers’interests; · To foster a pro-business environment for industry players; · To increase media choices for consumers MDA has actively created opportunities as well as put in place initiatives and schemes that promote Singapore’s media industries. Since the Media Development Authority (MDA) was created in 2003, Singapore media landscape has seen significant developments and changes: · Singapore has evolved into a broadcast hub with the establishment of 16 out of 17 major international cable and satellite broadcast networks in Asia. · Singapore is now home to international games and animation giants like LucasFilm Animation, Electronic Arts and Ubisoft. · Made-by-Singapore films, television pro- grammes, games, animation and publica- tions are traveling the world and finding new fans in more than 70 countries. Adding to the backdrop is a constantly-changing, technologically-advancing global media landscape, hence, it becomes apparent that while Sin- gapore media industries have achieved so much, they still need to continually adapt and develop new strategies in order to stay relevant. To do so, MDA launched its new blueprint for Sin- gapore’s media industries: The Singapore Media Fusion Plan (SMFP) in early 2009. (http://mda.gov.sg) To make Singapore the Trusted Global Capital for New Asia Media.

31. 30Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. MINISTRY OF TRANSPORT (MOT) MISSION STATEMENT “Making public transport the mode of choice.” The Ministry of Transport oversees the development and regulation of these sectors: 1. Civil aviation and air transport 2. Maritime and port 3. Land transport MOTs main focus is to formulate policies and facilitate outcomes in the transport arena that will contribute to Singapore’s national competitiveness and raise the quality of life in Singapore. While responsible for setting the policies, the implementation of the policies and the day-to-day operations are handled their statutory boards. MISSION To strengthen Singapore’s transportation connectivity and to develop the transport sector’s potential to advance our economic competitiveness and the quality of life in Singapore. VISION We aim to be a pro-active and forward-looking organisation where we are anticipatory and responsive to the needs of our clients and changes in the environment, both domestically and inter- nationally. The earliest milestone in our journey towards organisational excellence was attained when we were awarded the ISO 9002 certification in June 2000. In October 2003 and May 2009, we once again attained certification and successfully converted to the revised ISO 9001:2000 and ISO 9001:2008 certifications respectively. CORE VALUES In achieving our mission and to be the organisation we aspire to be, we need our staff to be mission-focused, team-oriented, pro-active, well versed and knowledgeable. We also need our staff to possess an inquiring mind, where they will continuously look out for areas for improvement and to be able to innovate and seek solutions to them. Specific goals include: 1. Convenient transfers 2. Easy access 3. Comfortable journeys 4. More & better information 5. Greater safety & security (http://www.mot.gov.sg) 1. Convenient transfers 2. Easy access 3. Comfortable journeys 4. More & better information 5. Greater safety & security “Making public transport the mode of choice.”

32. 31 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. LAND TRANSPORT AUTHORITY (LTA) MISSION STATEMENT “To provide an efficient and cost effective land transport system for different needs.” The Land Transport Authority (LTA) is a statutory board under the Ministry of Transport that spearheads land transport developments in Singapore. LTA plans the long-term transport needs of Singapore, taking care of those who drive as well as those who take public transport. The ultimate goal - a smooth and seamless journey for all. There are ten Groups supporting the core functions. They are: • Corporate Communications • Corporate Services • Engineering • Innovation & InfoComm Technology • Policy & Planning • Rail • Road Projects • Road Operations & Community Partnership • Safety & Contracts • Vehicle & Transit Licensing VISION A people-centered land transport system. OBJECTIVES To deliver a land transport network that is integrated, efficient, cost-effective and sustainable to meet the nation’s needs. To plan, develop and manage Singapore’s land transport system to support a quality environment while making optimal use of our transport measures and safeguarding the well being of the traveling public. To develop and implement policies to encourage commuters to choose the most appropriate transportation mode. STRATEGIC THRUSTS: Make Public Transport a Choice Mode Optimise Road Network and Enhance its Accessibility Excel in Service Quality Create Value and Instill Pride in Our Work “Ultimate Goal - a smooth and seamless journey for all.” (http://www.lta.gov.sg) A people - centered land transport system that is integrated, efficient and safeguarding the well being of the travelling public. Ultimate goal - a smooth & seamless journey for all.

33. 32Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. MINISTRY OF NATIONAL DEVELOPMENT (MND) MISSION STATEMENTS “An Endearing Home, A Distinctive Global City.” “Develop World-Class Infrastructure.” OUR VISION An Endearing Home, A Distinctive Global City MND’s Vision reflects MND’s growing emphasis not just on physical infrastructure, but also on the softer aspects of creating emotional attachment in our people, the global talents and corporations whom we attract here. At the same time, it articulates MND’s goal of building upon Singapore’s unique distinguishing characteristics to develop Singapore as a global city of knowledge, culture and excellence. OUR MISSION Develop World-Class Infrastructure MND will continue to fulfill our primary responsibility of providing quality physical infrastructure for the nation by working with our partners in the public and private sectors.   Create a Vibrant and Sustainable Living Environment:  The word“vibrant”expresses our aim to make Singa- pore a more lively and exciting city, while the word“sustainable”articulates our desire to carry out development in a way that meets the needs of the present without compromising the ability of future generations to meet their own needs. This means that when we develop our city today, we also take care to maintain the quality of our built and natural environment so that our future generations can continue to enjoy the high standard of living that we do today.   Build Rooted and Cohesive Communities:  It is important to maintain Singapore’s social cohesiveness, especially with the influx of foreign talent into our country. It is also important to foster within our citizens an attachment and a love for our homeland in order to retain them in Singapore. (http://www.mnd.gov.sg) “Develop World-Class Infrastructure.” Vibrant . . . Sustainable . . . Singapore - a more lively and exciting city.

34. 33 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. URBAN REDEVELOPMENT AUTHORITY (URA) MISSION STATEMENT “To make Singapore a Great city to Live, Work and Play in” The Urban Redevelopment Authority (URA) is Singapore’s national land use planning authority. URA prepares long term strategic plans, as well as detailed local area plans, for physical development, and then co-ordinates and guides efforts to bring these plans to reality. Prudent land use planning has enabled Singapore to enjoy strong economic growth and social cohesion, and ensures that sufficient land is safeguarded to support continued economic progress and future development. Given Singapore’s small size, judicious land use planning is critical for the nation’s future. URA has to take into consideration not just the needs of the city but all the needs of an independent nation and provide sufficient land for economic growth and future development. Our mission is to make Singapore a great city to live, work and play in. We carry out our mission by planning and facilitating the physical development of Singapore, in partnership with the community, to create a vibrant, sustainable and cosmopolitan city of distinction. The URA workout a Concept Plan. The Concept Plan is a broad, strategic, long term land use and transportation plan updated once every 10 years to guide Singapore’s physical development. The first Concept Plan was developed in 1971 and it guided the development of one of the world’s best airports - the Singapore Changi International Airport, as well as the Mass Rapid Transit System (MRT). The latest Concept Plan 2001 maps out our vision for Singapore in the next 40 to 50 years based on a population scenario of 5.5 million. The Concept Plan 2001 was put together after extensive public consultation through focus groups, Internet feed- back, public dialogues and exhibition. The vision set out in the Concept Plan 2001 is to develop Singapore into a thriving world-class city in the 21st century. The key proposals are: - Providing more new homes in familiar places - Introducing more high-rise city living - Offering more choices for recreation - Allowing greater flexibility for businesses - Establishing a global business centre - Building an extensive rail network - Focusing on identity (http://www.ura.gov.sg) “To make Singapore a Great city to Live, Work and Play in”

35. 34Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. BUILDING AND CONSTRUCTION AUTHORITY (BCA) MISSION AND VISION “We shape a safe, high quality, sustainable and friendly built environment”. The Building and Construction Authority (BCA) is an agency under the Ministry of National Development, championing the development of an excellent built environment for Singapore.“Built environment”refers to buildings, structures and infrastructure in our surroundings that provide the setting for the community’s activities. Safety, Quality, Sustainability and User-Friendliness are four key areas where BCA has a very significant influence on the built environment and they distinguish Singapore’s built environment from those of other cities. Hence, our vision is to have“the best built environment for Singapore, our distinctive global city”. STRATEGIC THRUSTS In line with our mission and vision, our strategic thrusts are: We aim to be a caring and progressive organisation that values its people, the innovative spirit, integrity, and service excellence. We ensure high safety standards and promote quality excellence in the built environment. We champion barrier-free accessibility and sustainability of the built environment. We lead and transform the building and construction industry by: • Enhancing skills and professionalism • Improving design and construction capabilities • Developing niche expertise • Promoting export of construction related services. We forge effective partnerships with the stakeholders and the community to achieve our vision. (http://www.bca.gov.sg) A progressive organisation that values its people, the innovative spirit, integrity, and service excellence. Promote quality excellence in the built environment. We champion BARRIER-FREE ACCESSIBILITY and sustainability of the built environment.

36. 35 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. As a commuter using public transportation, a bus shelter should be able to answer the following: • Which bus stop am I at? • Which buses come to this stop? • Which bus will get me to my destination? • When does my bus arrive? • How much will it cost me to ride the bus? • I have a question, but who do I ask? The existing bus shelter could not clearly answer four out of the six questions. For a first time bus commuter, this problem might cause confusion and discourage them from trying to ride public transit. NEW STREET FURNITURE SHOULD MIRROR KEY POLICIES There are several areas of Singapore Govt. policy, which can and should be adopted. Next Generation Street Furniture solutions can be created keeping in mind the aims of the Govern- ment. Customized solutions can be created, with an integrated and coordinated street furniture suite, which will be considerate of the landscape, Government policies, environment, renewable & sustainable resources. It will also be innovative, minimalist and timeless. StreetFurniture inSingapore

37. 36Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. Features of a well-designed bus stop should include: • Safe and direct ways to all areas of access at a bus stop • Enough waiting area with the possibilities of sitting and/or leaning and/or taking shelter • A wide range of information serving • Enough lighting • Comfortable and accessible possibilities of entrance • Guidance system for visually impaired people • Environment friendly solutions • Use of new technologies NEW TECHNOLOGIES • Touch screens for information & advertising • Entertainment options • Docking stations for content upload/down- load and recharge • Easy use of connectivity e-commerce & m- commerce • Free-use Wireless hotspots to connect to the Internet on the go • Allow for SMS and Bluetooth applications BluetoothTechnologyBluetoothTechnology FuturePossibilities: NextGeneration StreetFurniture TouchScreenInteractive

38. 37 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. The INFOCOMM DEVELOPMENT AUTHORITY OF SINGAPORE is working on Next Gen NBN that will ready Singapore for an infocomm-enabled future. A fact sheet by the INFOCOMM DEVELOPMENT AUTHORITY OF SINGAPORE states -“Singapore will continue to invest in Next Generation infocomm infrastructure and ensure that we optimise the use of our Next Generation infrastructure. IDA will also foster the creation of innovative services over Next Gen infrastructure and see to the adoption of infocomm by the wider population, towards a digitally-inclusive society.” Next Generation Street Furniture takes this Vision to a new level by integrating Street furniture with the best design ideas, interactive solutions and seamless information flow. Your Bus stop can now be the new HOT SPOT! Next Generation Street Furniture will take into consideration the needs of the commuters and the vision of the government by adopting contempo- rary design, bringing together the utilitarian and the aesthetic. Benefits of“Next Generation Street Furniture” 1) Global attention for product design and technology developed in Singapore. 2) Overall enhancement in aesthetics of the built environment of Singapore - especially at street level. 3) More evolved and entertaining facilities for the commuter. NextGeneration StreetFurniture ForSingapore Apeople-centered transportsystem thatistechnologically intelligentwillinclude realtimepublictransport travelinformation.

39. 38Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. Commuters needs - Information, ease of access, protection from the elements, and last but not the least...something to do while they wait! Government Vision - Greater Safety And Security, Barrier Free Accessibility, Energy Saving, Environment Friendly, Commuter Health, Aesthetics, Efficiency, Innovation ...Thus Making Singapore A Distinctive And Vibrant Global City.

40. 39 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. Singapore is rightly proud of its transport systems, from award winning Changi Airport, extensive mass transit, efficient taxis and ubiquitous bus services, giving comfortable and affordable connections wherever people want to go. The transport system as a whole gives the People of Singapore and its visitors a sense of confidence in the reliability of public transport. Next Generation Street Furniture will help add to the same sense of comfort and increase efficiency. Street Furniture helps to give the city character, becoming an intricate part of the city or nation’s identity and history. “Next Generation Street Furniture”will be the pride of Singapore. The importance of Bus Shelters - The most important element of the street furniture suite - cannot be taken lightly since they are the first contact transit users have with the public transportation system. In order to provide a pleasant transit experience for its passengers, a bus shelter should foster a sense of comfort and safety, while also providing enough information so the passenger may feel comfortable navigating their way. Current best practices and future trends in bus shelter design are leaning towards greener, sustainable alternative energy solutions such as solar power, L.E.D. lighting, real time information and WiFi. Despite the cost of providing high quality bus shelters, cities are looking to private outdoor advertising companies that specialize in street furniture to pay for both the installation and maintenance of the city’s bus shelters. Depending on the terms of the contract, companies will gain a percentage of the advertising revenue generated from the shelters for a period of time or just have access to all of the advertising. After signing a contract, these companies are obligated to maintain the shelters even if any of them may run into unfortunate ends with no cost to the taxpayers. To make using public transport a safe, entertaining and engaging experience Public Private Partner- ship is the way forward. SingaporeTheCity of Tomorrow

41. 40Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. • The History of Street Furniture (http://asfstreetfurniture.tumblr.com/) • Evolution of Street Furniture (from open2net BBC open university) www.open2.net/history/hsh_streetfurniture.html • Re-thinking the Public’s Shelter - Raymond Chetti (fall 2009) • Out of Home Advertising: Evolution of Outdoor Advertising Medium http://www.suite101.com/content/out-of-home-advertising-a201088 Feb 12, 2010 Mrugank Shah • Interactive Out of Home Media Guide • (http://www.edb.gov.sg) • (http://app.mica.gov.sg) • (http://www.ida.gov.sg) • (http://mda.gov.sg) • (http://app.mot.gov.sg) • (http://www.lta.gov.sg) • (http://www.mnd.gov.sg) • (http://www.ura.gov.sg) • (http://www.bca.gov.sg) • MARCH 2010 MEDIA FACTSHEET Next Gen Nationwide Broadband Network http://www.ida.gov.sg/doc/News%20and%20Events/News_and_Events_Level2/20071119143631/ NGNBN.pdf • Public Private Partnership Handbook: Executive Summary - Ministry Of Finance http://app.mof.gov. sg/data/cmsresource/PPP/Public%20Private%20Partnership%20Handbook%20 Executive%20Summary%20.pdf • Singapore’s Nascent PPP Market - An Asian model for PPP - Simon Ellis http://www.ijonline.com/Pdf/ IJ42/67-68_Singapores_Nascent_PPP_Market.pdf • Public Private Partnerships and the Search for Value - By Patricia Lam http://www.cscollege.gov.sg/cgl/EthosPast/04Jul/04Public.pdf Annexure... • Singapore’s Nascent PPP Market - An Asian model for PPP - Simon Ellis • Public Private Partnerships and the Search for Value - By Patricia Lam Bibliography

42. 41 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. 9Public Private Partnerships Public Private Partnerships and the Search for Value By Patricia Lam Public Private Partnership (PPP), or the involvement of the private sector in providing public services and infrastructure, was introduced to the UK in 1992. In the initial years it generated much controversy as it was a new method of procuring non- core services which the public sector needed. Since then the UK government has clarified the aims and benefits of PPP, focused on obtaining value for money, and refined the associated policies and processes. The UK’s experience of PPP offers valuable lessons for Singapore. Beyond the financial and management benefits PPPs can offer, they are also significant for the fundamental questions they raise about governance. Public Private Partnership P ublic Private Partnership (PPP) is a generic term coined in the UK which encompasses any form of private sector involvement in the provision of public services and infrastructure. Outsourcing rubbish collection, the sale of public assets such as utilities, and the use of joint ventures to build roads are all different types of PPPs. The most developed and well-known form of PPP is one in which the private sector designs, builds, finances and operates an amenity to provide services needed by the public agency. Under this scheme, the public sector contracts to purchase services, with defined outputs, from the private sector on a long-term basis. The services purchased include maintaining or constructing the necessary infrastructure. The public sector then pays for the services at regular intervals provided that the contractor meets performance standards. At the end of the contract, which may be 20-30 years 1 Jane Broadbent et al., “The Origins and Operation of the PFI” in “Public Private Partnership: Saviour, Villain or Irrelevance?“, working paper by the Commission on Public Private Partnership, Institute of Public Policy Research (IPPR). later, the asset may or may not revert to the government with or without compensation, depending on the economic lifespan of the asset. The 1990s: Early PPP Problems in the UK P PPs were introduced to the UK in 1992 by the Conservative government and continued after Labour came into power. The impetus for PPPs in the UK was born out of pragmatic as well as ideological considerations. First, there was a need to provide infrastructure while maintaining a tight fiscal stance and not raising taxes. PPPs allowed costs to be spread out over a longer time period instead of being paid upfront. It also enabled alternative sources of funds to be tapped. Next, the 1990s were also a time when public sector reform was actively being promoted, especially through the use of private sector management practices. Finally, there was an ideological commitment by the government to increasing the role of the private sector.1 The government moved swiftly to promote PPP and 1994 saw the introduction of “universal testing for private finance”, which required all capital projects to explore private funding in order to be approved. There was public outcry about PPP, both at a philosophical and a practical level. During this period, there was a general climate of public dissatisfaction with the low standard of public services. Against this backdrop, PPPs were seen by some as an attempt by the government to withdraw from its basic responsibility to provide essential public services. Poor management of PPP projects added more fuel to public objections. For instance, in the early privatization exercises, senior management and private shareholders reaped disproportionate gains. Later reviews found that there had been insufficient competition to provide the private

43. 42Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. 10 Ethos, July 2004 sector with enough incentives to provide better services and that compensation had not been tied to performance. The public sector had yet to develop the necessary skills and knowledge to manage PPPs to the greatest advantage. A strong regulatory framework had not been put in place and procurement and accounting issues had not been sufficiently addressed. PPPs Reconceived: Getting Value for Money T he failures and shortcomings of the early PPPs led to two major reviews in 1997 and 1999. In 2000 the Government issued a paper which explained its new approach to PPPs.2 While the broad ideological and financial arguments remained largely the same, this document provided a clearer enunciation of objectives and benefits of PPPs and of the principles behind them. It discussed the lessons learnt from the early attempts at PPPs and described the new systems and structure that would be put in place to facilitate them. The paper states that PPPs have three main aims: The second and third aims were formed largely with the chequered experience of privatisation in mind. The first aim reflects one of the major changes in the thinking about PPPs which was to emphasise obtaining value for money, especially in the long term. The Philosophy of PPPs T he underlying assumption about PPPs is that the public and private sectors have different roles and strengths, and PPPs are a good way 2 “Public Private Partnerships: The Government’s Approach”, London: The Stationery Office, 2000. This section and the following one are based on this paper. of harnessing the best in both sectors. In this context, the most significant difference between the sectors is that the private sector is subject to the discipline of the market and this drives certain positive practices and behaviours. The relentless need to generate profits and to compete in the marketplace forces the private sector to be more efficient and innovative; to be more responsive to customer needs because of the need to compete with other providers; and to develop business management and expertise which the public sector does not have, or in which it does not specialize, such as project management and the assessment of the commercial opportunities of new businesses. No matter what measures the public sector takes, it can never fully replicate this competitive commercial environment because it has to juggle multiple policy considerations. For instance, social considerations may outweigh the purely economic ones. A desire to safeguard the taxpayer’s money also tends to promote a more risk-averse culture. PPPs are one way of bringing market discipline and the benefits of private sector skills, knowledge and expertise to bear on public services. Together with incentive structures, these features will result in savings for the government in several ways. Value for money will come from lower lifecycle costs. Projects will have a greater likelihood of being completed on time and within budget, and construction should be more durable and of a higher quality. PPPs will also allow a better allocation of risk between the public and private sectors. The flip side to maximising these private sector strengths is that PPPs also enable government to focus on the fundamental roles for which it remains accountable i.e. policy formulation, choosing between competing objectives, and safeguarding the broad public interest. In implementing PPPs, the government fulfils its role by ensuring that appropriate services are provided at a reasonable cost. Its responsibility shifts towards making sure that there are sufficient resources to pay for the services, rather than actually by providing the services itself. The government is responsible for the establishment and regulation of standards in safety, quality and performance. “First, PPPs seek to deliver better public services through increases in the quality and quantity of investment. This will add to and complement existing government funding. PPPs will be designed to provide better value for money. Second, PPPs will realise the full potential of public sector assets and nationally owned enterprises so as to provide better value for the taxpayer. Finally, PPPs will ensure that all stakeholders receive a fair share of the benefits of PPPs.”

44. 43 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. 11Public Private Partnerships The Relevance of PPPs to Singapore O n many of the broader issues related to PPPs, such as public sector reform and the involvement of the private sector, Singapore’s approach towards government is similar to that of the UK. Since the 1990s, Singapore’s public sector has actively engaged in reform efforts and has readily adopted and adapted best practices of both the public and private sectors. From this angle, PPPs are useful additional tools in the quest for a more efficient and better managed public service, much like the Balanced Scorecard and Best Sourcing Policy. PPPs also strike a chord with the government’s attempts to increase the role played by the private sector (and the voluntary sector) as seen in the privatisation of utilities like telecommunications and power plants, and in the provision of services such as step-down care. The role of regulatory agencies, such as the Info-communications Development Authority, the Energy Market Authority and the upcoming Competition Commission, is increasing in significance. However, it is perhaps the value-for-money approach of PPPs that resonates most strongly with Singapore. In the UK, there was an urgent need to find alternative sources of funds for infrastructure due to years of under-investment. Although Singapore is not facing such immediate pressures, the financial situation has changed since the early 1990s. Having weathered the Asian financial crisis, terrorism and SARS, Singapore had to deal with budget deficits for the first time in 2003 and over the long term faces the prospect of shrinking budgets. The 3 The recommendations in this section and the one that follows are from the MOF study trip report on the Public Private Partnerships, October 2003. The information about PPP in the UK is from the IPPR report and “Public Private Partnerships: The Government’s Approach“. potential of PPPs to provide value for money and alternative sources of funds make them an attractive possibility for select projects. Lessons from the UK F rom the experience of the UK with PPP, the Ministry of Finance has identified three major lessons for using PPPs in Singapore.3 First, pursue PPPs to get better value for money. Projects should deliver both value for money and the quality of services desired. PPP should not be used just because an agency believes there are no other sources of funding. Second, maintain value for money over the life of the contacts. One early criticism of PPPs was that the cost of private capital was higher than what public financing would be. This is countered by assessing value-for-money on a whole of life basis—the cost of private sector capital, which is typically 1-3% higher than public finance, must be offset by the lower running costs over the life of the infrastructure. The National Audit Office in the UK acknowledges the difficulty of estimating future costs, especially as PPPs are still at the very early stages and have a long lifecycle of 20-30 years. However, the estimated reduction in lifetime costs reduction ranges from 10% to 20% with an average of 17%.4 To maintain value for money over the long time period, appropriate mechanisms such as benchmarking and market testing must be in place. One unique and important tool developed in the UK is the Public Sector Comparator. This provides a way to compare the costs of a PPP project against what it would cost the Government to fund and manage the same project. 4 “Value For Money Drivers in the Private Finance Initiative”, Arthur Andersen and Enterprise LSE, 2000. Cited in “Public Private Partnerships”. "Pursue PPPs to get better value for money. Projects should deliver both value for money and the quality of services desired."

45. 44Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. 12 Ethos, July 2004 Third, simplify and standardize the PPP procurement process. Successful PPPs are inextricably linked with public sector procurement process in general and may require the development of new procedures. In the UK the issuance of Standard Contract Guidance in 1999 helped to reduce the legal fees and other costs of PPPs and the time needed for negotiations. In addition, standardization would improve consistency and provide greater transparency, making it easier for the private sector to commit to participate. New structures may also be required to standardize the PPP processes. In the UK, a wide- ranging review of all procurement processes led to the establishment of the Office of Government Commerce in 2000. This brought together part of the Treasury Taskforce on PPPs and other related bodies such as the Procurement Group and the Buying Agency. The role of the Office of Government Commerce is to ensure consistency across government agencies in the procurement process and to promote best practices. Successful Implementation in Singapore I n addition to the need to resolve accounting and legal issues and to establish an effective procurement process, two more elements are essential to the successful implementation of PPP projects in Singapore. First, there should be a minimum deal size. This should be high enough for the government to obtain value in view of procurement costs. At the same time it should not be so high that it would restrict competition. A deal size of $50 million is a possibility. Next, PPP deals should be technically simple in the pilot phase. This would increase the chances of success and would reduce the need to change requirements and re-negotiate during the life of the contract. Some PPP projects in Singapore include the construction of a new desalination plant and NEWater plant. The Ministry of Defence has also already successfully used an innovative PPP for the construction of the Army Logistics Base and will be using PPPs for other projects (see box). Conclusion I n the UK, the controversy about PPPs seems to be abating to the point where it merely arouses occasional flare-ups in the media. While some of the ideological objections can never be fully overcome, there is a sense that, as one article put it, PPPs pass the pragmatism test.5 It is also important to note that the vast of government projects in the UK will continue to be financed in the traditional manner. PPP projects have not exceeded 15% of total investment for any year since 1997.6 It appears that selective, well- managed PPPs are the order of the day. However PPPs are important because they touch on fundamental questions of governance. Where should the boundary between the public and private sectors lie? What is the role of markets in government? How large should government be? PPPs mark an important shift in the role of the government from being a service provider to being a purchaser of services. An Economist Intelligence Unit report argued that, “The most successful government structure in 2010 will be one in which government focuses on policy and project/supplier management, allowing the private sector to deliver most traditional public services.”7 The questions for governments now may be how far they agree with this idea of what government is all about and how they can prepare themselves for it. 5 “PFI Reforms Pass The Pragmatism Test”, Guardian Unlimited, July 17, 2003. 6 MOF PPP report, 5. 7 MOF report citing Vision 2010: Forging Tomorrow’s Public Private Partnerships“, EIU and Andersen Consulting, 1999, 4.

46. 45 Copyright © 2011. Copyright Owner: Scintillus Global Media Pte. Ltd. Singapore. All Rights Reserved. www.infrastructurejournal.com67 IJ42 June 2007 Singapore's Nascent PPP Market An Asian model for PPP Simon Ellis While much of Singapore's outstanding economic performance has come from creating a conducive environment for foreign business, the ruling People's Action Party has jealously guarded control of much of the economy, including key infrastructure assets. However, the last five years have seen that grip starting to slip with the concession of individual water, waste and new-build power assets to the private sector, and latterly in embracing PPP. In October 2004, the Singapore Ministry of Finance launched its PPP initiative recommending the method be considered for all government projects which require the development or redevelopment of capital assets with a cost in excess of S$50 million. The drivers of the policy are familiar. While the PAP government has no budgetary need to limit external debt, since 2000 it has followed a policy of cutting back on spending to pass a series of pro- business tax cuts which will boost the city's competitiveness. James Harris of Lovells, which is advising the government on two major PPPs explains, 'The prime minister, who is also the minister of finance, has introduced a reducing budget concept to each of the ministries which are being encouraged to outsource and use the private sector.' Matthew Bubb of Ashurst adds that the innovative nature of PPPs, 'Singapore sees itself as the regional frontrunner in business innovation and procuring PPP is a way of building a knowledge base which can be spread around the region.' Finally, with a population projected to nearly to double 6 million by 2020 the demographic drivers for building social infrastructure to be maintained over a 30- year life-cycle are compelling. • A new Indoor Aquatic Centre cum Water Leisure Centre • A 3,000 seating capacity Indoor Arena cum Multi-Sports Centre • The existing Singapore Indoor Stadium • Other supporting commercial and leisure facilities Three final consortia have now submitted bids to the SSC ahead of the April 28 deadline: • Alpine Consortium with Alpine Mayreder as sponsor and construction firm, architect JSK, SMG Entertainment as operator and hard and soft FM provider. The financial adviser to the consortium is SMBC. • Singapore Gold with Macquarie Bank as bid leader, financial advisor, debt and equity arranger; Shimizu Corporation as construction contractor, CPG Corporation as hard and soft FM provider and HOK Sport as architect. • Singapore Sports Hub with Dragages Singapore as bid leader, developer, contruction contractor, HSBC as financial adviser and equity investor, United PREMAS as operator and NBBJ as lead architect. The tender has been fiercely competed between the three bidders, with the Singapore Gold consortium releasing HOK Sport's horseshoe design to the media before the announcement of preferred bidder which is due in July. In structuring the project, the advisory team Lovells and PwC combined successful elements of UK and Australian PPP. The contract is modelled 75 per cent on the standardised unitary charge-based contract for UK accommodation PFI with Singapore's first real PPP to close was the S$155 million Tuas Waste-to- Energy V project sponsored by Keppel and financed by a S$101 million debt tranche arranged by DZ Bank and ING. Although this project was a repackaged as a PPP only after two tenders as a BOO were aborted due to lack of bidder interest, however the genuine PPP programme has seen a much livelier interest from the market. Singapore sees itself as the regional frontrunner in business innovation and procuring PPP is a way of building a knowledge base which can be spread around the region Flagship Project - The National Stadium As the market’s first major project the Singapore National Stadium - procured by the Singapore Sports Council (SSC) - and designed to bring elite international sporting events to Singapore could not have a much higher profile. The project involves the construction of a S$800million multi-use facility comprising the following: • A 55,000 seat-stadium with a retractable roof

Next Generation Street Furniture

Esté a ler uma amostra.

Confira estes a seguir

Next Generation Street Furniture

Mais Conteúdo rRelacionado

Diapositivos para si (6)

Semelhante a Next Generation Street Furniture (20)