An external end of service team is typically used where:
• end of term arrangements are considered to be highly complex or unusual;
• significant changes are being made to the existing contractual arrangements;
• active negotiations with the private party are required; and
• material probity issues are likely to arise.
The contract director has an important role managing the existing project, developing the initial end of term plan and establishing the end of term team. It is recommended that a separate project manager/lead negotiator be appointed to manage an external end of term project team.
Ideally, the end of term project team will include the incumbent contract director (or senior member of the contract management team) in an advisory capacity, to provide their corporate knowledge of the existing contractual arrangements. In addition, it is also recommended that the team draw on the knowledge and expertise of the existing contract management team and project advisers for input and support, as required.
The size and the composition of the end of term team will reflect the size and complexity of the Partnerships Victoria project. It is suggested that the team include the following members:
• end of term project manager/lead negotiator;
• senior officer from department service area (i.e. customer representative);
• contract director (from business as usual team);
• legal adviser(s);
• commercial adviser(s);
• technical adviser(s);
• Partnerships Victoria (DTF) representative; and
• other members (as required)