A detailed documented PPP Governance framework should be established as early as possible, ideally in the business case stage if PPP procurement is likely or after Cabinet approves PPP procurement. Where a Governance framework already exists from the business case stage, the Governance framework can be adjusted to suit PPP procurement.
An inter-agency Steering Committee or Project Advisory Board will direct and oversee the development of all PPP or likely PPP projects. A dedicated Project Director and Project Team will manage the day to day tasks of the PPP project.
The Steering Committee or Board should approve all key documents and decisions in relation to the PPP (or likely PPP) project, including, for example, business case, procurement strategy, market communication strategy, EOI and RFP tender documents (including contracts), tender evaluation plans, PSC and/or SBM, commercial principles and final contracts. In addition, the Steering Committee or Board will need to approve any proposed recommendations to Ministers and/or Cabinet.
All decisions in relation to the PPP should be authorised consistent with the PPP Governance framework (rather than as per the approvals process of the Responsible Agency, for example).
NSW Treasury can provide templates for PPP Governance frameworks and should be consulted on draft versions of the Governance Framework prior to finalisation and submission to Cabinet.
For guidance on Governance frameworks after contract signing, refer to chapter 7.