Government department, statutory authority or commercialised business unit. | |
The set of project agreements upon which shortlisted proponents must bid. | |
A detailed proposal submitted by a shortlisted proponent in response to the invitation to submit a binding bid. | |
Cabinet Budget Review Committee
| The Cabinet Budget Review Committee is a committee of Cabinet that consists of the Premier, the Treasurer and two other Ministers chosen by the Premier. Cabinet Budget Review Committee makes decisions on expenditure and revenue measures and has the delegated authority of Cabinet to make decisions relating to the state's budget. |
| A team established to manage the contract and ensure that the private sector partner and the government fulfil their respective obligations under the project agreements. |
| Various development, operating, financing and ownership arrangements representing varying degrees of risk sharing and partnership arrangements. |
The committee responsible for evaluating the expressions of interest and binding bids and making recommendations as to the shortlisted proponents and preferred proponent(s). The evaluation committee is likely to be drawn from the government Project Team and should be endorsed by the project steering committee. | |
A commitment from the government that it will not, for the period of the mandate: • consider any proposal submitted by any other person, where the objective of that proposal is to satisfy the same, or substantially the same, need; or • deal with any such other person in relation to such a proposal, except as required at law. | |
A response to an invitation from the government for expressions of interest from the private sector in a project. Expressions of interest responses will indicate to government those parties capable of meeting the service requirements and confirm the level of market interest in the project. | |
Processes for the creation of successful partnerships to develop infrastructure facilities and related service delivery projects. | |
Team responsible for the day-to-day management and delivery of the project. The government project team will be established by the line agency and will include representation from Department of Infrastructure and Planning and Treasury. | |
Document issued to potential proponents that provides factual information relevant to the service requirement. | |
Incorporates delivery of infrastructure assets and related non-core services. | |
Ideas, information, or material which has been produced as a result of intellectual effort and is protected by law; for example, confidential information, technical and professional publications, copyright, trademarks, patents, plant variety rights and designs. | |
The output specification sets out the service requirements of government and the associated performance requirements. | |
Part of the suite of guidance material providing practical guidance on key technical issues which arise from the development and implementation of public private partnerships in Queensland. This document provides an overview of the guidance material. | |
Minister responsible for the agency delivering the public private partnership project. | |
The public private partnership business case defines the service requirement, outlines the various project delivery options and associated risk-sharing arrangements, analyses key issues, assesses the merit of the various project delivery options and outlines the recommended approach to meeting the service requirement. | |
Queensland's public private partnership policy-Achieving Value for Money in Public Infrastructure and Service Delivery which was endorsed by government in September 2001. | |
The agency's best estimate of the most efficient Private Sector solution available to satisfy all elements of the output specification. | |
The shortlisted proponent who has demonstrated that its proposal will deliver the best value for money in meeting the service requirement. | |
A financial model that estimates the risk adjusted whole of life net cost to government of delivering the public private partnership project. | |
An independent expert engaged to observe and review the process and establish whether the procedures have been administered fairly and impartially to all parties. | |
The document that sets out the probity guidelines and procedures to be followed throughout the process. | |
The contractual documents which define the specific relationships between various parties. | |
A procurement model whereby overall performance targets for the project are agreed between participants who then assume collective ownership of all risks ssociated with delivery of the project, with equitable sharing (in pre-agreed ratios) of the 'pain' or 'gain' depending on how outcomes compare with the pre-agreed targets. Although risks (and opportunities) are collectively owned, the mpact of risks/benefits is precisely allocated, based on the collective performance of the alliance and is not directly linked to the performance of individual participants. All participants benefit, or all participants lose, | |
The document that guides proponents in the preparation of binding bids. | |
The range of possible delivery methods identified for each technical solution- also referred to as 'procurement option'. | |
The person with overall responsibility for delivery of the project and management of the government project team, including external advisers. | |
The internal document, prepared in the public private partnership business case development stage, which details the process and timetable for development of the Project through to financial close. | |
The internal document that outlines an estimate of the physical and financial resources required to deliver the project through to financial close. | |
The committee established by the agency that oversees the development of the project. The project steering committee will include the project director and a representative from the Department of Infrastructure and Planning and Treasury. | |
A respondent to a request for expressions of interest or an invitation to submit a binding bid. Typically, a proponent will be a consortium of parties, each responsible for a specific element (for example, constructing the infrastructure, supplying the equipment or finance, or operating the business). | |
An assessment of the impact of the project on the following elements of public interest: affected individuals and communities; public access; equity; consumer rights; security; privacy; accountability and transparency; and effectiveness. | |
A financial model that estimates the risk adjusted whole of life net cost to government of delivering the reference project. | |
The base costing of the reference project. It does not include any allocation of value for risks and contingencies that may affect cash flows. | |
The most likely and efficient form of public sector delivery that would be used to satisfy all elements of the output specification. | |
A summary of all material risks associated with the project and government's preferred (optimal) allocation of those risks. | |
Proponents who have demonstrated the technical and financial capabilities to deliver the service requirement as outlined in the output specification and who have been invited to submit a binding bid. | |
Part of the suite of guidance material providing practical guidance on key technical issues which arise from the development and implementation of public private partnerships in Queensland. The supporting documents provide further detail on specific aspects of the public private partnership process, in particular: ∙ risk management ∙ project resourcing ∙ probity and process governance ∙ contract development and management; ∙ business case development. | |
Range of asset alternatives and engineering possibilities identified that could possibly meet the service requirement. | |
Government's delivery of the reference project using current best standards and practices, that is, non-privately financed. | |
If the public private partnership project satisfies the output specification at lower cost to government than the cost of traditional delivery, then the outcome represents better value for money. | |
The costs associated with design, construction, operation, maintenance and refurbishment of the infrastructure over the term of the project. |