1.  Involving contract managers in the early stages of the procurement process to identify and assess additional benefits associated with the choice of a procurement model

Contract managers strongly expressed the view that they should be involved early in the drafting of contracts. Some observed that tenders had the nature of a "drawing competition" (that is, excellent architectural sketches but lacking in depth operational knowledge to inform functional outcomes), with tenderers espousing what resources they would make available solely with an emphasis on the built form rather than operational matters. Without the perspective of the service provider and contract management, this tender approach was not optimal for the operational 25-year relationship.

Contract managers believed tenders could be improved by giving additional attention to how FM operations and the on-going FM relationship would work on the ground with the service providers. They highlighted the complexity in social infrastructure relationships and the need to bridge the interests of future service providers with the FM operator and its representative, the on-site FM operator.

In some jurisdictions, it was reported that a central agency takes the lead role in the PPP procurement process, and that after contract execution the service delivery agency becomes responsible for contract management. It was suggested that early involvement of the delivery agency would facilitate the benefits of contract management perspectives during the drafting of contracts. On the other hand, a heavy focus on the commercial and contractual relationship may lead to a more limited contractual outcome.