The engagement of high calibre advisers is critical to ensure the success of the project. The United Kingdom experienced a number of private finance initiative projects hampered by the engagement of inexperienced advisers who were clearly learning at the public sector's expense and incapable of providing timely advice to the quality required. Instead they added to project costs and created unnecessary delays in the procurement process. Therefore, in selecting advisers, it is important to ensure that key personnel have the right experience, qualifications and skills to perform the services required.
Factors to consider when evaluating advisers' capabilities are:
• Experience, qualifications and skills of key personnel-when engaging advisory firms it is critical that the key personnel who will provide the public private partnership advisory services are identified and that their skills and past experience in providing similar services are highlighted. The adviser's understanding of relevant public private partnership projects is clearly of paramount importance in demonstrating their ability to deliver the required service. Where an adviser is currently undertaking, or has previously advised on, a public private partnership, then this and the precise advisory role undertaken should be noted. It is important to consider that many large projects involve a number of advisers in different roles. Not all advisers are central to the understanding and development of the project. The individual adviser's experience on similar types of public private partnership projects is also of interest, as public private partnership projects can vary enormously-roads, water and sewerage, schools and hospitals-as well as their experience in advising the public sector.
• Previous performance on comparable assignments-for each proposed key team member, confirm the extent of their involvement and past performance in undertaking similar assignments by making inquiries to relevant and current referees and requesting examples of previous relevant work (if possible).
• Proposed methodology-check for consistency with Queensland's Value for Money Framework. The methodology can often provide an indication of the extent of adviser's previous experience in undertaking similar work.
• Advisory firm's understanding of the outcomes, task and associated issues-it may not be possible to make an adequate assessment of this from the advisory firm's proposal. In these instances, it is advisable to conduct face-to-face interviews with the core team members proposed to perform the services. Again, this assessment can provide an indication of the extent of the adviser's previous experience and skills in undertaking similar work.
• Availability of staff with the required skills-the key individuals who will provide the majority of services and their time commitment should be ascertained. It is important to ensure that the individuals with greatest expertise are actually made available as and when required at key stages. Also ensure that there is sufficient back up within the advisory firm to cover for a shortfall in key personnel, if necessary. Ensure that your project is the adviser's top priority-be
• aware of successful individual advisers being stretched across a number of different projects for different clients.
• Advisory firm's capacity to meet project timelines.
As part of the evaluation process, it is recommended that agencies shortlist candidates for interview. Ensure that the key contacts in the advisory firm are available to attend the meeting. The following list of questions may be asked of advisers in order to assess their perceived ability.