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Body of Knowledge:
Tendering and Awarding the Contract
Some governments provide for independent oversight of the tender process while it is occurring to ensure that it is fair and transparent.
For example, governments in Australia and New Zealand appoint a probity practitioner to ensure that a transparent and robust process is followed at all times....
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Body of Knowledge:
Tendering and Awarding the Contract
At the end of this phase, the authority has in place an enforceable and effective contract, duly executed after the accomplishment of prior conditions.
In some processes, financing has been arranged within this phase (as a prior condition to contract signature), while in other processes it will be...
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Body of Knowledge:
Tendering and Awarding the Contract
Name of Document
Authors/Editors and Year
Description
http link (when available)
Key References for PPP Tender Processes
Infrastructure Australia National PPP Guidelines Volume 2: Practitioners’ Guide
Commonwealth of Australia (2011).
Includes guidelines on PPP tender...
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Body of Knowledge:
Tendering and Awarding the Contract
See Appendix 6A
[4] Under a two-stage open tender process, the initial invitation is only for the submission of qualifications which are assessed to confirm the list of candidates that will be invited to tender.
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Body of Knowledge:
Appendix Bid Preparation and Submittal the private sector perspective
This section describes the approach taken by the private party in a PPP project. The private party is the private sector entity that is successful in securing the right to implement and operate the procuring authority’s PPP project. A variety of names may be used to describe this private party....
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Body of Knowledge:
Appendix Bid Preparation and Submittal the private sector perspective
There are many private parties involved in a PPP project and each has its own specific reasons for investing in such a project. Influencing factors include a party’s investment appetite, together with its corporate strategy; the mandate it has to invest in specific sectors/countries; and how...
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Body of Knowledge:
Appendix Bid Preparation and Submittal the private sector perspective
Following on from a successful PPP project screening, and once partnerships have been formed between like-minded organizations in the consortium (see section 6.4), the two main activities that the consortium will carry out are preparing the response to the procuring authority’s RFP and making the...
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Body of Knowledge:
Appendix Bid Preparation and Submittal the private sector perspective
Following a successful PPP project screening, partnerships will be forged between like-minded organizations and a consortium will be formed with a view to responding to the procuring authority’s RFP.
Implementing the PPP project will require the implementation of material construction, operations,...
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Body of Knowledge:
Appendix Bid Preparation and Submittal the private sector perspective
Specialized knowledge is required to ensure a winning bid, and the consortium bidding for the procuring authority’s PPP project will be keen to put this in place as soon as possible. Despite the fact that large sponsors have internal resources that can be used to deal with the preparation of the...
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Body of Knowledge:
Appendix Bid Preparation and Submittal the private sector perspective
One of the most important issues the consortium has to address is structure. Its members need to decide the most appropriate structure to adopt in order to finance and implement the procuring authority’s PPP project successfully.
This PPP Guide assumes a project financing approach. As such,...
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Body of Knowledge:
Appendix Bid Preparation and Submittal the private sector perspective
The complexity of the procuring authority’s PPP project requires the consortium to adopt a project management approach to ensure that all necessary experts and skills are managed in an effective and timely manner. Upon signing the Letter of Intent (LOI), Memorandum of Understanding (MoU), or...
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Body of Knowledge:
Appendix Bid Preparation and Submittal the private sector perspective
6.8.1 Negotiating with Banks
The consortium’s financial advisory team prepares the Project Information Memorandum (PIM). The PIM sets out details of the PPP project, including the anticipated key contracts and projected revenues. Assuming a financing competition, a group of funders will be asked to...
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Body of Knowledge:
Strategy Delivery and Commissioning
Once the PPP contract is signed and financial close has been achieved (refer to chapter 6), the Construction Phase commences. This culminates in a form of commissioning, which triggers the beginning of the Operations Phase. While the structure of the PPP Certification Guide treats the Construction...
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Body of Knowledge:
Strategy Delivery and Commissioning
This general introduction shows the main components of PPP contract management, together with steps that need to be taken in order to be effective. The learning objectives are outlined in box 7.1 below.
BOX 7.1: Learning Objectives for Part A
After studying part A of this chapter, the reader...
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Body of Knowledge:
Strategy Delivery and Commissioning
The objective of PPP contract management is to obtain the services specified in the output specifications and ensure ongoing affordability, Value for Money (VfM) and appropriate management of risk transfer.
PPP contract management is the process that enables both parties in a contract to meet their...
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Body of Knowledge:
Strategy Delivery and Commissioning
A tangible contract management function assists in managing obligations in an effective manner; this saves the two parties significant time and effort and provides benefits in terms of business strategies and procedures.
Contracts dictate every aspect of key business strategies and relationships....
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Body of Knowledge:
Strategy Delivery and Commissioning
Contract management is a complex function, which consists of multiple activities. However, the primary activities can be divided into four main components.
Establishing governance and the contract management team.
Planning, establishing, and executing contract administration.
Relationship...
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Body of Knowledge:
Strategy Delivery and Commissioning
From a practical perspective, the Value for Money generated through a PPP depends on the quality of the private partner and the government’s contract management systems and teams. This is especially true for PPP contracts that have some form of risk retention on the part of the government, be it in...
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Body of Knowledge:
Strategy Delivery and Commissioning
4.2.1. The Role and Responsibilities of the Private Partner
To enable the government to effectively manage the contract, certain roles and responsibilities must be required of the private partner through the contract. It is very important that the reporting system of the private partner complies...
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Body of Knowledge:
Strategy Delivery and Commissioning
4.3.1. Process for Planning of Administrative Process
Management and control of risk is one of the most important factors during the PPP life cycle. Properly implemented administrative processes are imperative for effective risk management. However, the planning and establishment of...
