The strategic assessment may be thought of as a preliminary delivery model business case. It requires the project to be relatively well-defined, and a planning-level cost estimate (order of magnitude) should be available. The main components of the strategic assessment are listed in Schedule 3.
During this assessment, a communications and engagement strategy should also be developed and implemented. The level of engagement, in particular, will depend on the nature of the project.
Depending on the characteristics of the project, and the findings of the strategic assessment, it may be very clear which delivery model (i.e. traditional, or a specific P3 model) is most suitable for the project, and to therefore proceed to procurement.
However, it may be determined that more definitive information is required to finalize the decision between traditional delivery and the preferred P3 delivery model. This may be the case for very large, highly strategic, or publicly-sensitive projects, where selection of a delivery model that is new to The City needs the most support possible. It is also more relevant for P3 models that include a component of private financing (i.e. DBFM and DBFO).