Project Director/Project Manager for various projects, including DBO/DBFO contracts, providing numerous new small towns sewerage systems, water and wastewater treatment plant major refurbishments/developments and ICT system implementations.

• 20+ years managing projects and/or project teams (including expert advisors)
• Strategic Options Assessment studies
• Business Case development
• Workshop facilitation to develop preferred procurement and implementation pathway
• Risk assessment/mitigation plans, including workshop facilitation.

PPP Project Director/Contractor Manager for range of PPP and other forms of outcomes focused contracts for over 15 years including for smaller projects.

• Project Director for 4 PPP contracts (2 water DBFO – 6 water treatment plants, 1 water reclamation DBO plant, 1 small town sewerage DBO – 4 towns serviced)
• Project Director Ballarat North Water Reclamation Project.  $65M npv ($2005) BNR upgrade.  Managed DBO process from Business Plan to operations phase
• Project Director/Contract Manager for 31 combined years of PPP contract operations (post Technical Completion) delivering water and wastewater services to 87% and 24% of regional water corporation customers
• Negotiated commercially acceptable resolution to contract disputes, including
  • D&C with 2 years operations
  • DBO with major change in scope (50%)

• Identification of performance motivating requirements for outcome focused contracts, including appropriate outcome focused asset management requirements to ensure asset performance and condition maintenance throughout contract Term (up to 25 years).

Developed and managed corporate Strategic PPP Management Framework including

• PPP management objectives
• PPP governance arrangements (including Board and DTF reporting)
• Required contract management systems, information and resources
• Key activities in support of objectives, including managing the relationship
• Methods for ensuring contracted risk allocation is not eroded, ongoing value-for-money performance of contract is achieved, management of contractor relationship and management of contract change.

Developed PPP Contract Administration Manuals, including implementation into organisational “business-as-usual” activities, training, workshop facilitation and changes to governance/organisational responsibilities.

Developed and implemented PPP Obligations Management System across each PPP contract, ensuring and demonstrating organisation compliance with contract requirements including oversight of Contractor compliance

• Included recurring obligations only, event based and time based covered in CAM
• Approximately 50 obligations ranging from quarterly to each 5 years.

Achieved successful outcome for corporation in the Victorian Auditor General’s report - “Operating Water Infrastructure Using Public Private Partnerships” (final report tabled in Parliament August 2013). Key areas of audit were:

• Contracted services are delivered as intended and provide value for money; and
• Contracts have been managed effectively and are support by sound governance.

Developed new Board reporting structures to accord with DTF and DEPI reporting requirements following VAGO report and to incorporate improvement in PPP governance arrangements, including

• annual Board PPP Contract status reporting to improve governance and satisfy DTF attestation requirements
• Facilitated the assessment of a new Corporate Risk #6, “Failure of PPP Arrangements” and the development of appropriate mitigation strategies, including Board and audit committee reporting

Provided presentations/advice to various international and national study groups on PPP principles and how to maximise the benefits and performance from PPP procurement and contracts, including Iraq Ministry of Finance, Indonesia (via Austrade), Chinese Government working party and India Ministry of Rural Development.

Implemented new processes for and conducted numerous operational contract management activities, including

• Contractor health (financial and corporate) assessments (outsourced financial advice)
• Contractor insurance status report (to accompany annual certificates of currency)
• Management of change, eg contract modifications, key staff (contractor and client), ownership changes, to ensure value for money and service outcomes are maintained
• Rewrite of technical annexures to contract to reflect current agreement based on modifications and current practices
• Formalised contract management structure, including separation of day to day operational interactions from contract management and clarity of client roles and responsibilities
• Development of contract specific risk registers, risk assessment and mitigation plans developed through workshop facilitation
• Process mapping of critical reoccurring processes, both under the contract and to support client manage the contracts
• Documentation of other processes that may arise under the contract to proactively prepare in event of an issue arising (eg force majeure, casualty occurrence, declaration of essential service etc)
• Development and provision of client staff training and identification of succession plan requirements
• Management of quarterly contract meetings
• Maintenance of contractor/client relationship
• Development of protocols for necessary major maintenance not provided under contract to ensure contractor motivated to undertake maintenance within acceptable level of risk.