• Active community outreach and involvement is vital to the success of any major infrastructure project.
• Collaboration between different levels of government may be required to successfully deliver large infrastructure.
• Sharing of risks beyond the control of either party can have a positive impact on the working relationship between the parties.
• Involving the operations contractor during design and construction can assist from an operational perspective to ensure operations KPIs are understood and achievable.
• Early discussions on the interpretation and practicality of operations KPIs with the operations contractor can make for a smoother transition between construction and operations and help to avoid misunderstandings.
• Upfront consideration of significant construction and financial risks through the establishment of a contingency fund enabled a satisfactory outcome after the risks materialised during the construction period.
• There are some risks, which although allocated to the Project Company under the PPP contract, will still need to be closely managed by the Procuring Authority to avoid reputational damage.
• Both parties may need some time for adjustment between the construction and operations phases to settle into managing the operations phase obligations.
• Frequent (even weekly) meetings with all relevant stakeholders can assist the Procuring Authority to keep a close watch on the construction activities and manage any potential challenges.
• Dispute Resolution Boards may be costly to set up, however, they can also be an effective way of settling disputes and have the advantage of reducing the risk of litigation.