1.	Introduction

2.	Background Information on XY

2.1.	Organizational structure of XY

3.	Analysis of benefits for XY as generated by recommended changes

3.1.	Analysis of PPP projects at an international level

3.2.	Analysis of PPP projects in the Czech Republic

3.2.1.

Airport Connection (AIRCON)

3.2.2.

Accommodation facilities and parking at the Central Army Hospital in Prague-Střešovice

3.2.3.

Guarded prison house

3.2.4.

Two sections of the D3 Tábor - Bošilec highways

3.3.	Analysis of the organization's internal environment as regards the use of PPP projects

3.4.	Analysis of stakeholders' expectations in regard to PPP projects

3.5.	SWOT analysis of PPP projects application

3.6.	Analysis of threats if the organization decides not to participate in PPP projects as a concessionaire

3.7.	Analysis of factors working against implementation of changes

4.	Existing strategy of the organization

5.	Proposed changes in XY's strategy

5.1.	Changes in the existing organization structure

5.2.	Organization and management documents for preparation and implementation of PPP projects

6.	Definition of To-Be status after change implementation

7.	Audit of resources for change implementation

7.1.	Material resources

7.2.	Human resources

7.3.	Financial resources

7.4.	Intangible resources

8.	Process of change implementation

9.	Conclusion

10.	List of abbreviations

11.	Bibliography

12.	List of tables

13.	List of diagrams

14.1	Annex 1: Organization structure of a new strategic business unit known as Capital Projects a.s.

14.2	Annex 2: Project planning by independent departments (by project types)

"3.2.2. Accommodation facilities and parking at the Central Army Hospital in Prague-Střešovice
The objective of this project is to build, maintain and operate hotel-like accommodation facilities and parking lots at the Central Army Hospital in Prague-Střešovice.
The project is right now being put together. Specific needs of the Hospital and the Ministry of Defence are being identified. So far, no detailed analyses or studies have been presented; only an architectonic design from 2002 is available.
Total investment costs are to amount to approximately CZK 462 mil. Preliminarily, the forms of DBFO or BOT systems are considered, provided a transfer of ownership to the Central Army Hospital is planned in the end of the project. The term of contract should range between 20 and 30 years. It is expected that the private partner would bear the key risks, especially the risks of building, service availability, and partly also of demand. The Central Army Hospital and the Ministry of Defence would bear the risk of unused but contracted for capacities .

3.2.3. Guarded prison house
The objective of the project is to design, build, finance, maintain and operate a new guarded prison house with a capacity of 500 persons.
The project is right now being initiated. The step to follow will be hiring consultants for preparing a public tender procedure. Total investment costs are estimated at CZK 1.1 billion. It is expected that the public sector would pay CZK 135 mil. a year for the service. Upon expiry of the contract (25 to 30 years), the prison house will be transferred to the Prison Service of the Czech Republic .

3.2.4. Two sections of the D3 Tábor - Bošilec highways
The objective of the project is to build, maintain and operate two sections of the D3 Tábor-Bošilec highway in a total length of 30 km.
Project documentation for building permit proceedings already exists for both sections; acquisition of plots of land is to be finished in the third quarter of the year 2006. A building permit will be issued as of December 31, 2006, after the last plot of land is bought out.
Total investment costs are estimated at CZK 11 billion. The term of contract should equal 36 years (6 years of development, 30 years of operation). It is expected that the private partner would bear all the key risks (of building and availability), and the public sector would keep all the risks related to project planning and demand risk .
"