3.39 Several other factors will be important in assessing the evidence of price performance, such as the size of the project relative to transaction costs, the total cost, the potential to free up public sector staff to focus on important service activities, increased use of assets, and room for innovation (e.g. B, business practices and application of technology). 3.40 The costs of tendering for both public and private parties are generally high compared to traditional award methods. Costs can be controlled by the quality and clarity of the tender documents. However, many partnership agreements are complex and the need for lengthy procurement processes and complex contract documentation will have a significant impact on costs. In the case of a project alliance, there are also costs for setting up the project team and for creating and maintaining the alliance culture. Those costs should be taken into account in the overall assessment of the quality-price evidence. 3.8 Partnership agreements with private financing can also be adapted to much smaller capital projects, and in New Zealand there are indications for financing smaller projects (e..B g. Cooks Beach Sewage Treatment Plant). Other lawyers have pooled projects, such as school buildings in Victoria, Australia, to make them more attractive to the private sector.
However, this is a challenge if several public bodies have different cultures and governance requirements. Partnership agreements include the PPC2000 Project Partnership Contract, the TPC2005 Partnership Contract, the NEC Partnership Contract and the addition of ICE Partnership. 3.60 Public bodies should take these potential changes in generally accepted accounting practices into account when establishing information to be provided by private sector parties in partnership agreements. Whatever the type of agreement concluded, the public body must provide, within the framework of the contract, the information necessary to enable the public body to comply with generally accepted accounting practices. 3.52 The decision on the nature of the partnership agreement to be concluded is directly influenced by the existence of realistic options for financing this agreement. For example, private financing to finance all or part of construction costs can only be a realistic option if there is evidence that financial institutions are willing to assist private sector companies in bidding. 3.42 For long-term projects, it can be particularly difficult to assess price performance. Inevitably, assumptions must be made and the validity of public sector comparators has been questioned for this reason. It will also be important not to overestimate the benefits and underestimate the costs, which has been a criticism of partnership agreements in other legal systems.
The advantage for the supplier is that if it has already concluded a framework contract, the probability that it will win the contract for a project is higher than that of an open procurement process. However, some suppliers complain that after already receiving a framework contract, they might be forced anyway to apply for individual projects and not receive projects after a lot of time and effort. 3.71 The public body must plan to establish and maintain the necessary skills within its organization throughout the life of the project. One of the concerns frequently expressed is that partnership agreements have the effect of transferring to the private sector, through their new expertise, the staff who have been involved in the establishment and implementation of the agreements. 3.64 The public body must have strict internal agreements in place to manage the effective obtaining of a partnership agreement and to manage the contract after the award. . . .