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Construction Procurement - Process Map

1. Service Demand Identification

The demand for a service could arise from a variety of reasons such as an increase in the size of a community creating the need for additional school and health services. Need can also arise from current technologies having passed their operational life or new technologies providing the opportunity to improve efficiency.
Some agencies may need to have in place monitoring systems to identify the capacity and suitability of the current and expected service demand. For example, an Area Health Service may keep records of outpatient use patterns in its hospitals to assist in planning the future need for outpatient facilities.

The Demand Management guideline of the Total Asset Management Manual provides a structured process that can assist agencies in identifying genuine “needs” and in ensuring the public sector’s limited resources are applied to services that will be delivered with the best value for money.

2. Service Delivery Options

This Stage involves exploring options to meet the defined need. Stakeholder consultation should occur during this process.
Options should include the possibility of meeting the need through means other than procurement. The Demand Management guideline of the Total Asset Management Manual provides strategies that can be used to influence demand.
The Guidelines for Collaboration and Integrated Services, issued under Premier’s Circular PC99-31, are a further reference in this regard, promoting a whole-of-government approach across public sector agencies.
The Value Management guideline of the Total Asset Management Manual provides a process that includes identifying alternate means of achieving a desired outcome. Treasury’s Guidelines for Economic Appraisal similarly provides guidance in identifying options.

3. Justification of Proposed Options

At this stage of the procurement process, agencies must assess whether they require external support under theAgency Accreditation Scheme. The Accreditation Scheme applies to construction projects over $1 million. Certain agencies are accredited to undertake the Planning Phase of projects without support. Those not accredited are required to obtain support if their project is medium or high risk or is valued in excess of $50 million. An agency may though seek partial accreditation from NSW Treasury for planning of the particular project if the project is of medium risk and under $50 million in value. No accreditation is required for planning low risk projects under $50 million. The risk rating of a project is determined using Gateway’s Risk Profile Assessment Tool. External support must be accessed through the Department of Commerce.

Refer to the flow diagram illustrating the interaction of the accreditation scheme, Gateway business case review, budget approval, and project reporting requirements throughout the project planning and delivery phases.

Government guidelines available to assist in evaluating options and selecting a preferred option are:

The deliverables from this stage of the procurement process will be major inputs to the development of a business case under the next stage.

Agencies should ensure the preferred option is linked to their Asset Strategy and is not inconsistent with the State Infrastructure Strategy (Premier’s Memo 2001-18)

Under the Gateway Review Process a Strategic Review can be undertaken at the completion of this stage to test whether the procurement solution is the optimum means for providing the service outcomes sought. A Strategic Gateway Review is required for all projects over $10 million that are proposed for inclusion in the State Infrastructure Stratagy.

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4. Project Definition

By this stage, the decision has been made that a construction solution is required to meet some or all of the service need. The project is now to be defined sufficiently for funding approval to be obtained.

4.1. Appoint Project Officer or Team
The skills and experience of the person or team will reflect the importance of what you are procuring. If necessary, draw upon specialist expertise from within or outside your agency. Check your agency’s accreditation under the Agency Accreditation Scheme to see whether you must use external support in planning the project.

4.2. Engage Stakeholders
At each stage of the procurement, identify stakeholders, including appropriate approval authorities, to recognise and overcome any obstacles early, and to ensure stakeholder support. If you do this from the beginning, it will help keep the project on time and budget. [Refer in this regard to: Aboriginal Participation in Construction.]

4.3. Consider the potential environmental, economic development and social benefits and impacts
Procurement should not occur in isolation of the Government’s broader environmental, social and economic development goals assessed in overarching value for money context. The potential for benefits or adverse impacts needs to be identified at an early stage and managed throughout the procurement process. [Further information: Economic Development Guidelines, Occupational Health Safety and Rehabilitation Guidelines, Environmental Management Guidelines.] Note that price preference schemes no longer apply to large enterprises, see Treasury Circular 07-18

4.4. Establish Potential Service Providers
It may be necessary to undertake research into potential service providers and the current market. Things to consider include:

  • Who are the potential service providers in the market? What is their capability?
  • Are there relevant industry standards or an industry association that could provide useful information?
  • Can other agencies that use similar built assets provide information about their experiences in this market? Do they have lists of suitable prequalified service providers? Has the agency had previous contracts/orders for similar built assets? If so:
    • did the built asset meet the agency’s needs?
    • have new requirements arisen since these arrangements?
    • how well did the service provider(s)perform?
    Refer also to Premier’s Circular PC2003-24: The Roads and Traffic Authority (RTA) as a Contractor to Agencies

4.5. Undertake a Risk Assessment
Before deciding to proceed with the project, a risk assessment needs to be done. This should include the consequences of the project failing on service delivery, stakeholder considerations, financial implications, and the wider business and government context. Plans to monitor and manage the risks identified should be developed and updated during the project. See Risk Management guideline.

4.6. Submission for funding approval
Major construction projects require the approval of the Budget Committee of Cabinet. Funding for minor projects are approved in accordance with an agency’s internal approval procedures.
Consideration and approval of major infrastructure proposals by the Infrastructure and Planning Committee of Cabinet is required before they can be presented to the Budget Committee of Cabinet. See Premier’s Memorandum 2005-09.
Submissions to the Budget Committee of Cabinet must be timely and include supporting justification, see Premier's Memo 97-25: Budget Committee - Capital Works Bids. The submission must include:

For more information on developing proposals for approval, see
Business Case Guidelines (Premier’s Circular 2000-79).

If the estimated cost of the project is in excess of $10 million or the project is high risk, a Gateway Business Case Review will need to be completed and the review report included in the submission to the Budget Committee.
Submissions to Treasury in support of budget bids are to include: [Appraisal/Monitoring]

  • for all high risk projects and those over $50 million: a Project Appraisal report, including the economic appraisal, financial impact statement, the Gateway Business Case Review report, and the project risk assessment;
  • for non-high risk projects between $10 million and $50 million: the Gateway Business Case Review report and the project risk assessment; and
  • for non-high risk projects between $1 million and $10 million: a summary of the economic appraisal and the project risk assessment.
    Where cash payment is not proposed for the disposal of Government assets, specific reporting and approval requirements apply. See Treasury Circular TC99-04: Private Sector Financing of Government Facilities – Barter Transactions.

Further references
The Independent Commission Against Corruption has published guides to assist NSW Government agencies in understanding and managing probity issues.

Particular references are:

ICAC's direct negotiations document was updated on 15.5.06 with Direct negotiations - guidelines for managing risks in direct negotiations  top

5. Procurement Strategy

5.1. Selecting the Procurement Strategy
This stage of the procurement process initiates the delivery phase of the project. Agencies must assess whether under the Agency Accreditation Scheme they require external support to deliver the project. The Accreditation Scheme applies to construction projects over $1 million. Certain agencies are accredited to undertake the Delivery Phase of projects without support. Those not accredited are required to obtain expert support. This support must be accessed through the Department of Commerce. For medium and low risk projects under $50 million in value, an agency may seek partial accreditation from NSW Treasury for delivery of the particular project. The risk rating of a project is determined using Gateway’s Risk Profile Assessment Tool.

5.2. Selecting the Procurement Strategy
The procurement strategy and the form of contracts used determine who is responsible throughout the design and construction of the project and the legal relationships between the public sector principal (client or client's agent) and the private sector contractors (usually project manager, consultants and head contractor/s).

The Procurement System Selection Guidelines will assist in planning how the asset is to be acquired. The agency must determine the delivery system for the project (such as managing contractor or project manager, a single construction contract, multiple construction contracts, period contract or using trade contracts and construction manager) and the construction contract system (eg Construct Only, Design and Construct, Design Development and Construct, Design Novate and Construct, Design Construct and Maintain, or commercial development (BOOT, BOT, etc)).

For all high risk projects and other projects over $10 million, a Procurement Strategy Report is to be submitted to NSW Treasury prior to the calling of tenders. The Report is to cover the contracting methodology to be pursued, the proposed procurement process, the delivery timetable, development approval process, and any necessary Treasury approvals. [Appraisal/Monitoring]

5.3. Selecting the Tender Method
The tender method must promote fair and effective competition appropriate to the circumstance and be in accordance with the agency’s purchasing and financial delegations. Tender methods may include:

Open tenders Tenders are publicly invited with no restriction on who may tender.
Selective tenders A limited number of pre-qualified service providers are invited to submit a tender
Pre-registered tenders A limited number of service providers, identified after a prior expression of interest (EOI) or request for proposal (RFP), are invited to submit a tender.
Invited tenders Generally used in emergency situations or for specialist goods and services where only a limited number of service providers are known to be able to provide the asset.
Direct negotiation A selected service provider is approached without competitive tendering.

The most common methods used for construction contracts are selective and pre-registered tenders. Direct negotiation is the least common method used in Government procurement and, as a rule, should be avoided as it removes competition and makes value for money more difficult to demonstrate. [Refer to ICAC’s publication: Direct Negotiations in Procurement and Disposals.] Whichever method you choose document and justify the reasons. ICAC's direct negotiations document was updated on 15.5.06 with Direct negotiations - guidelines for managing risks in direct negotiations 

5.4. Pre-qualification
Lists of pre-qualified service providers can be established where there is expected to be a continuing workload in a particular category of work over a period of time, usually at least two years. Pre-qualification is based on a proven record of satisfactory performance and financial and technical capacity. Selective tenders can then be called from a limited number of tenderers chosen from the relevant pre-qualified list.

The New South Wales Government's approach to the delivery of its construction program encourages contractors, consultants and other service providers to commit to long-term continuous improvement to achieve superior performance on projects in return for increased business opportunities and longer-term and enhanced relationships through cooperative contracting.

Evidence of superior performance on government projects may be demonstrated through the performance reporting processes outlined in the Contractor Performance Reporting and Exchange of Reports between Government Agencies Guidelines and the Consultant Performance Reporting and Exchange of Reports between Government Agencies Guidelines.

Consider the feasibility of sourcing service providers from a suitable prequalification list established by another agency. See in this regard the Construction Agency Coordination Committee’s information on registration and prequalification of contractors and consultants and suitability for Government work.

Refer also to the guideline Prequalification of Service Providers.

5.5. Prepare a procurement plan and determine the evaluation criteria
Building upon the business case prepared in Stage 4, a procurement plan is a comprehensive document that outlines the proposed stages of the project and how it will be managed.
When preparing their tenders, service providers will need to address the evaluation criteria, which is the basis for evaluating tenders. The evaluation criteria, and possibly their key weightings, are to be finalised before tenders are called and described in the tender documents. Collectively, evaluation criteria represent how value for money will be assessed and are likely to include technical merit, whole-of-life costs, foreseeable variations such as exchange rates/price increases, the tenderer’s experience, capacity, past performance and skill, and mandatory requirements such as licences, and compliance with Government and/or agency policy.

5.6. Obtain Approval for the Procurement Plan
Approval should be sought for the Procurement Plan prior to proceeding. This will include confirming the availability of resources for managing the procurement process and the sufficiency of funding to complete the project.

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Under the Gateway Review Process a Procurement Strategy Review can be undertaken at the completion of this stage to confirm that the optimum procurement strategy is selected to deliver the project within its budget and time constraints. The review can also assess whether the project is ready to proceed to the tender stage.

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6. Specification

6.1. Preparing the tender documents
The tender documents outline the conditions of tendering, the proposed contract objectives, conditions and requirements, with details of the roles and responsibilities of all parties. They need to be logical, clear and precise documents and need to include all necessary information for the tenderer to understand the proposed tender process and contract and how the evaluation process will select the tenderer offering best value for money.

The standard key elements of tender documents are:

  • conditions of tendering – these explain the rules governing the content and submission of tenders, the conduct of the tender process and the application of any relevant Government policies to the process.
  • general conditions of contract – Member agencies of the Governements Construction Agency Committee have developed the GC21 General Conditions of Contract for contracts over $1 million. GC21 incorporates Government policy requirements and encourages co-operative contracting, enhanced communication, and design to the extent specified under the contract.
  • special conditions of contract – These are conditions of contract that are specific to the requirements for the asset being procured or allow for variations to the general conditions of contract.
  • specifications of the requirements – These provide a detailed description of the technical requirements (further details in 6.2 below)
  • tender forms and schedules – These are forms which tenderers complete to provide the information required to suit the evaluation criteria, including prices and price rates.

When preparing tender documents, consider:

6.2. Preparing the specifications of the requirements
There are three main types of specifications: function, performance and detailed. Whichever you choose there should be a clear description of the nature of the asset sought, and the outcomes expected by you (as the client). When preparing specifications, include enough information to allow tenderers to assess whether they have the capability and capacity to satisfy the requirement. Specifications need to be prepared in such a way as to encourage and promote competition, and not be limited to commercial or brand-specific attributes.

In addition, when preparing specifications:

  • make the distinction between specified requirements that are mandatory and those that are desirable;
  • be cautious when seeking advice from the private sector in the framing of specification requirements. Avoid bias by making sure private sector consultation and input is balanced against later interests of a potential tenderer; and
  • include other requirements such as warranty, maintenance, delivery or packaging, performance standards and performance measures.

6.3. Prepare a tender evaluation plan
The evaluation plan sets the rules on how tenders will be evaluated, the role, composition and functions of the evaluation team, and the governance of the evaluation process. While the level of detail will reflect the nature of the project, the plan should include information such as the evaluation objective, process timeframes, the evaluation criteria with weightings, information to be used to evaluate tenders, any procedures for clarifying or checking information with tenderers, the process for decision making, an outline of the evaluation report and recommendation to be written, and information about awarding the contract and notifying tenderers.

Refer in this regard to the NSW Government Code of Practice for Procurement and Premier’s Memorandum PM98-12 regarding the use of probity auditors.

The evaluation plan should be prepared as early as possible, but at the latest before tenders close.

Appropriate approval should be obtained for the evaluation plan.

6.4. Review of the tender documents
Seeking unnecessary information can add to the cost to service providers preparing and submitting tenders. Prior to the release of the tender documents, they should be independently reviewed to:

  • check for content, clarity and consistency; and
  • confirm they only request the information necessary to evaluate the tenders against the evaluation criteria.

Once the tender documents have been reviewed and settled, confirm the availability of funds to proceed with procurement action and obtain formal agency approval to release the tender documents.

For all high risk projects and other projects over $10 million, a Procurement Strategy Report and a pre-tender cost estimate, are to be submitted to NSW Treasury prior to the calling of tenders. The Procurement Strategy Report was preferably submitted in Stage 5. The pre-tender cost estimate is to be based on the detailed specification of the project, and accompanied by an explanation of any variation on the project scope, estimate or risk allocations provided to the Budget Committee of Cabinet. [Appraisal/Monitoring]

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7. Service Provider Selection

Prior to calling tenders, a Procurement Strategy Report (refer Stage 5) and pre-tender cost estimate (refer Stage 6) must be submitted to Treasury for all high risk construction projects and other construction projects over $10 million. [Appraisal/Monitoring]

If a project includes the disposal of Government assets without the receipt of a cash payment, the Treasurer’s approval is required prior to seeking proposals from the private sector and prior to the signing of a binding contract. See Treasury Circular TC99-04: Private Sector Financing of Government Facilities – Barter Transactions.

The invitation and receipt of tenders should be conducted using ethical behaviour and with probity. The process is to be transparent, with fair competition that achieves and identifies the best value for money for Government and clients. The NSW Government Code of Practice for Procurement encourages the highest ethical standard in tendering practice by all participants. The Tendering Guidelines outline the procedures to be followed through the tender process. Refer also to publications of the Independent Commission Against Corruption for further information on probity in Government procurement.

7.1. e-Tendering
The NSW Government Electronic Procurement Implementation Strategy (Premier's Memo 2001-16) has established goals and targets for moving government procurement online, and is encouraging industry to adopt corresponding electronic procurement practices.

Key features of the strategy include:

  • an electronic tendering system and single NSW Government entry point which enables tenderers to electronically access tenderdocuments and information and lodge tenders (see tenders.nsw.gov.au);
  • technology for the sharing and management of project information online (see asset.gov.com.au);
  • agencies reviewing and re-engineering their procurement processes and instruments; and
  • performance monitoring and reporting

Also refer to Premier's Memo 2006-11 Procurement Policy Reform

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7.2. Tender Invitation
Refer to Guidelines for Government Advertising for requirements when advertising for tenders.
The tender period needs to be sufficient to encourage service providers to submit a tender and for the tender to be a competitive response. When setting the timeframe consider the value, complexity or strategic nature of the tender. As a guide, a common period is four weeks, with two weeks considered the minimum. Longer periods may be necessary where the tender involves design considerations.

7.3. Tender briefings and clarification
A briefing for potential tenderers can be held to provide them with an overview of the tender documents and what is being sought. The briefing also provides an opportunity for tenderers to clarify issues before the tender closes. If it is compulsory for tenderers to attend a briefing session, this should be clearly referred to in the invitation to tender and stated as a condition of tender.
Where tenderers seek clarification of the tender specifications, requirements or other matters, this process should be managed in such a way as to not give one tenderer an unfair advantage over others. This can be achieved by providing any clarifying information to all tenderers.

7.4. Receipting tenders
Procedures for the receipt, opening and registration of tenders must safeguard the security and confidentiality of the tenders. Be mindful of probity issues associated with late tenders and subsequent risk to the integrity of the evaluation process. Late tenders should not be considered, except where the client is satisfied that the integrity and competitiveness of the tendering process has not been compromised. Tests of integrity and competitiveness might include:

  • Was the late tender received prior to the completion of the tender opening and recording process?
  • Was it clear that the cause of the lateness was beyond the tenderer’s control?
  • Is the late tender significantly different so that no information from other tenderers could have assisted in framing the late tender?
  • Is the late tender the only conforming tender received?

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7.5. Tender Evaluation
As noted in Stage 6, clear tender evaluation procedures must be established prior to the close of tenders. Tender evaluation criteria are used to help identify the best value for money tender and are linked to the information required from the tenderers in the tender documents.

The evaluation is to involve a fair comparison of tenders, using the same evaluation method and criteria for each tender. The process is to be conducted by personnel with sufficient skills and knowledge in matters appropriate to the nature, value and importance of the procurement. Any conflict of interest with evaluators must be declared and resolved.

For complex procurement with a high value, or high risk, an evaluation team should be established. Team members will contribute a mix of skills to the evaluation process, appropriate to the various aspects of the tender being evaluated.

Refer to Premiers Memorandum 98-12 concerning the use of probity auditors by Government agencies.
Any tender that does not comply with the tender requirements may be passed over. When a tender is passed over or rejected, or a non-conforming tender is recommended, the reasons must be clearly documented by the evaluators.

Agencies must ensure the confidentiality of tenders is maintained.

If it is necessary to enter negotiations to achieve sufficient value for money, these negotiations should commence with the tenderer that submitted the most acceptable tender. Tender negotiations must not involve trading-off one tenderer’s price against other tenderers’ prices. This practice, referred to as ‘bid-shopping’, is prohibited under the NSW Government Code of Practice for Procurement.

When evaluating offers from other Government agencies, evaluating officers should refer to Treasury’s Policy Statement on the Application of Competitive Neutrality (Treasury Circular TC 02-01 refers).

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7.6. Evaluation and Recommendation Report
Following completion of the tender evaluation process and selection of a preferred tenderer, prepare an evaluation and recommendation report recording the reasons for the evaluation team’s recommendation and submit it to the agency’s delegated authority for approval to accept the recommended tender. Reasons for the recommendation, and for the passing over of any lower priced tenders, must be clearly documented and supported. The report should be a complete account of the evaluation and must be able to stand up to independent scrutiny.

7.7. Award the contract
Before a contract can be awarded for a high risk project or one over $50 million a post tender review report must be submitted to Treasury. The report comprises the tender evaluation report, a reconciliation between tendered costs and the pre-tender estimate, the final commercial arrangements, accounting treatment, and project delivery timetable. [Appraisal/Monitoring]

Under the Gateway Review Process a Tender Evaluation Review can be undertaken before the contract is entered into to confirm that the recommended decision appears appropriate. The review also aims to provide agency decision makers with confidence that the process used to select the proposed service provider is robust.

When the selection is completed agencies advise the successful tenderer with formal notification of acceptance of its tender or award of contract.

Unsuccessful tenderers are to be advised as soon as possible after contract award of the decision. Upon request, a debriefing should be given to unsuccessful tenderers. The unsuccessful tender would be discussed in terms of how well it met the tender requirements and evaluation criteria. Direct comparisons should not be made with the successful tender response.

The NSW Government has introduced requirements for the  Public Disclosure of Information arising from NSW Government Tenders and Contracts (Premier’s Memorandum 2007-1). Unless otherwise authorised by the tenderer or required by legislation, information included in unsuccessful tenders is to be treated as commercial-in-confidence.

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8. Implementation

8.1. Contract Management
The client’s contract manager should be appropriately experienced and skilled, and should understand the overall scope and nature of the contract, its primary objectives, and the risks involved. Appropriate contract management systems and procedures should be established commensurate with the size, risk and complexity of the contract.

The contract manager must have the necessary authority to administer contractual matters. Effective contract management will ensure the parties meet their contractual obligations and the contract provides value for money.

As soon as possible after the award of a contract, the contract manager should convene a contract review meeting with the service provider, agency/client representatives and other stakeholders as appropriate. At the initial contract review meeting all aspects relating to the performance of the contract should be discussed to ensure the parties have a common and clear understanding of their responsibilities and obligations. Contract review meetings should continue to be held during the course of the contract at intervals appropriate to the nature of the contract and the contracting parties.

As an example, the design and construction contract form developed and used by NSW Government construction agencies based on GC21 General Conditions of Contract includes Start-up workshops, Close-out workshops, Evaluation and Monitoring meetings.

Contract payments should be made strictly in accordance with the terms of the contract. Be aware also of the client’s obligations under the NSW Building and Construction Industry Security of Payment Act 1999 and Treasury Circular TC06-26: Annual Reports Legislation - Reporting on Payment of Accounts.

Reference should also be made to the document Project Agreements for guidance in dealing with proposals for such agreements, and Guidelines for Auditing Project OHS&R Management Plans.

For high risk projects and those over $50 million in value, an agency is required to provide Treasury with Material Variations Reports highlighting any contract variations or risk events that will materially affect the cost, scope and/or timing of the project. [Appraisal/Monitoring]

Under the Gateway Review Process a Pre-commissioning Review can be undertaken prior to occupancy of the asset by the agency with the purpose of assessing the state of readiness to commission the project.

8.2. Keeping records
Actions and decisions need to be accounted for and, in particular, good record keeping of decisions is imperative for auditing and accountability purposes. Records are to be kept in accordance with Government or agency requirements. Refer to Premier’s Memorandum PM98-16: Records Management Standards and Practices.

8.3. Resolving Issues
Any misunderstandings or disagreements should be resolved as quickly as possible. Good contract management and regular clear communication between the parties should solve problems as they arise throughout the term of the contract and minimise the prospect of disputes. For less routine and potentially serious problems the contract should specify a mechanism for resolving issues. It is government policy that, wherever appropriate, alternative dispute resolution techniques are used rather than litigation (see Premier's Memorandum 94-25).

8.4. Service Provider Performance
The performance of the service provider should be monitored, evaluated and measured against the contract requirements. To help manage the performance of service providers Government agencies should acquire, maintain and exchange appropriate information about the performance of service providers on contract. The Consultant Performance Reporting Guidelines and Contractor Performance Reporting Guidelines provide common criteria for assessing the performance of service providers working on construction projects and establish a process for exchange of performance reports between NSW government agencies.

The benefits of effective performance management for service providers and agencies are significant in terms of obtaining better outcomes, rewarding superior performance, encouraging continuous improvement, assisting in the future design of contracts, and ensuring the terms and spirit of the contract are adhered to, including the commitment to better service delivery.

9. Operation

A significant cost in the operation of an asset is its maintenance. Unless it is effectively managed this cost can consume a high portion of an agency’s budget, threatening its ability to deliver current and future services.

Costs must be controlled, risks managed and flexibility enhanced through maintenance planning. To do so successfully, an agency needs to pursue initiatives that:

  • Enhance the link between service outcomes delivered to the community and the maintenance of the assets involved in the delivery;
  • Establish clear links between maintenance objectives and asset performance;
  • Resolve uncertainty regarding the disposal of assets; and
  • Gain the commitment of operational maintenance managers and staff to Maintenance Planning

The Asset Information guideline and Asset Maintenance Strategic Plan document included within the Total Asset Management Manual offer guidance in maintenance planning. The benefits to agencies and Government are:

  • Assets perform at optimum levels, reducing service disruptions and losses due to asset failure;
  • Risks to the agency can be identified and ameliorated;
  • The costs of asset maintenance can be quantified and budgeted with confidence;
  • The performance of the asset can be reviewed to suit service delivery needs;
  • The maintenance plan provides a foundation for continuous process improvement;
  • The plan provides a feedback to improve future application of the maintenance process; and
  • Reduced environmental impact by controlling resource usage.

An agency’s practices in operating its assets should also be consistent with:

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10. Evaluation

Procurement evaluation involves collecting and using the knowledge gained throughout a project to ascertain whether customer needs and expectations have been fulfilled and to determine whether a value for money outcome has been achieved. The procurement evaluation stage should elicit ideas for improving and optimising user / stakeholder satisfaction in the delivery and outputs of projects in the future.

The Post Implementation Review guideline will assist agencies conducting a procurement evaluation.

The Gateway Review Process has provision for a Post Implementation Review that agencies may choose to undertake on their project.