The Delivery Steering Committee or Board will generally be chaired by a senior person of the Responsible Agency with responsibility for delivering and managing the project. Other Committee members should include senior personnel from NSW Treasury, Department of Premier and Cabinet, other relevant agencies and may also include independent experts. The Project Director should attend all Delivery Steering Committee or Board meetings and is responsible for ensuring appropriate secretariat services are provided to the Committee.
The Committee will usually meet monthly during the construction delivery phase and the initial period (e.g. first 2 years) of operations. After this period, the Committee may meet less regularly or as required.
The Committee will oversee a number of key activities and issues which may include some or all of the following:
■ Ensuring the Project Director is efficiently managing the project to achieve successful delivery of the Project.
■ Providing strategic direction through expertise, capabilities, knowledge and guidance to the Project Director and Project Team.
■ Ensuring a coordinated whole-of-Government position and approach.
■ Ensuring a Contract Administration Manual is produced for use by the Responsible Agency. This should include all agency obligations over the life of the contract to help ensure they are met on time and in accordance with the required processes outlined in the contract.
■ Helping to ensure the Responsible Agency meets their obligations for Project disclosures on time. This includes GIPA Act disclosures, and Project Summaries, as outlined in chapter 8 of these NSW PPP Guidelines.
■ Managing and mitigating material risks, including securing Planning Approval (if not achieved prior to contract close), as well as completion and commissioning risks.
■ Ensuring ongoing consultation with stakeholders and the community, as required and consistent with Planning Approval conditions.
■ Where required assist in managing relationships between the Project Director, implementation team and the PPP Project Company. This may include assisting with formal and informal disputes and performance issues (including a sensible and practical approach to enforcing abatements).
■ Monitoring and keeping the Project within agency/project Budget provisions including any specific provisions for Contingencies and timely payments of any State lump-sum contributions and regular monthly/quarterly service payments are made within the terms of the contracts.
■ Overseeing proposed amendments and changes to any contract and or commercial requirements (refer to further details below), including ensuring Public Disclosure requirements are met (refer to chapter 8).
■ Facilitating compliance with the IIAF, including post contract award Gateway Reviews at Pre-Commissioning and Post Implementation, any Gateway Health Checks, as well as other IIAF reporting requirements.
■ Ensuring relevant Cabinet sub-committees are updated as appropriate on key activities, milestones, budget (including any contingency) and management of key risks.
■ Overseeing the handover of assets (if any) and transition procedures, prior to contract expiry, during which time the Steering Committee or Board may need to meet regularly again.