Details of the governance structure

Project Steering Committee, which must be established by the Responsible Agency Head and is accountable to Cabinet through the Responsible Minister and Agency Head. NSW Treasury must be invited to be a member of the Project Steering Committee. The Project Steering Committee:

- Should endorse, prior to Cabinet's consideration, all key documents and decisions in relation to the PPP (or likely PPP) project, including, for example:

• the Business Case

• Procurement Strategy

• Market Communication Strategy

• procurement documents (e.g. EOI, RFP (including contracts), and relevant evaluation plans)

• Public Sector Comparator (PSC) and/or Shadow Bid Model (SBM)

• Commercial Principles; and

• final contracts.

- Must endorse any proposed recommendations to Ministers and/or Cabinet.

• Project Control Group (PCG).

• Working groups, including:

- the type of working group (e.g. Commercial and Legal, Design, and Technical, etc); and

- the lead and members (where applicable as determined by the Responsible Agency).

• Project Director who is responsible for driving the overall project and managing the Project Team.

Terms of Reference (ToR) of the Project Steering Committee and Project Control Group that are appropriate, given the project complexity

• The ToR should include details of membership including:

- the Chairperson, and acting Chairperson arrangements

- scope, roles and responsibilities

- timing and frequency of meetings (for example, monthly, or after key milestones such as at the end of phases of the project lifecycle)

- flow of information (including process and timing for agenda items, minutes, meeting papers and reports)

- proxy and quorum arrangements

- decision-making requirements (unanimous or majority)

- issues resolution; and

- the secretariat role.

• The ToR should also refer to Agency-specific policies, other governance bodies, and procedural documents.

Details of how the governance arrangements (including roles and membership) could change through the project lifecycle and how those transitions will be managed to ensure continuity, particularly in higher risk project phases of procurement and delivery

• For example, Project Steering Committee membership may differ depending on whether the project is in the procurement (tendering and negotiations) phase, the post-contract signing delivery phase (which includes construction), or the operations phase.

• For guidance on Governance Frameworks after contract signing, refer to section 7.

A review process to determine the effectiveness of the Governance Framework and groups and roles within it

Thresholds for changes in project budget, schedule, or scope

• As applicable.