2.2.5 Generally, the public sector project team is responsible for:
a) Evaluating whether it is feasible to structure a PPP model for the project;
b) Structuring the PPP tender that delivers best value for money to Government while providing sufficient business opportunities for the private sector. This could include carrying out a detailed study to recommend a feasible PPP scheme, including the financial arrangements, pre-qualifying criteria of the PPP provider and preparation of the PPP tender documents;
c) Evaluating the tender proposals to select the best provider for the PPP contract;
d) Preparing the final PPP contract document after the preferred bidder has been selected; and
e) Monitoring the progress and performance of the private provider's work.
2.2.6 The public sector PPP project team should be made up of public officers who understand the policy objectives and service requirements for the project. If the public officers involved in the PPP project are not familiar with the financial, legal or technical aspects of the project, private sector PPP advisors can be engaged to provide the necessary expertise to design a viable PPP deal. Agencies can also approach CP2M if they have queries on project management.
2.2.7 Before appointing private sector PPP advisors, public agencies may wish to first approach the Strategic Procurement Unit (SPU) in Ministry of Finance for inputs and advice on the tender documents for procuring the services of a PPP advisor.