National Guide To Alliance Contracting

National Alliance
Contracting Guidelines
Guide to Alliance Contracting
September 2015
National Alliance
Contracting Guidelines
September 2015
Document Updates
This Guide will be updated from time to time to reflect evolving best practices and lessons learned.
Document change
Date
Exposure Draft published by the Department of Treasury and Finance (Victoria) for comment
16 July 2010
Final version published by the Department of Treasury and Finance (Victoria)
25 October 2010
National Guide published (with a refresh and update of the 25 October 2010 publication)
July 2011
Updated in response to the Productivity Commission Report No 71 of May 2014
September 2015
Commonwealth of Australia 2015

ISBN 978-1-925216-66-0
September 2015/INFRA2602
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Alliance Contracting
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Note
Governments in each jurisdiction will have their own individual approval processes for capital investment projects, as well as policies (e.g. probity) and
legislation that will impact on all capital works delivery. These over-arching jurisdictional requirements are precedent to the alliance practices covered in
this document.
Acknowledgement
This Guidance Note is based on the guidance note of the same name prepared under the sponsorship of the Inter-Jurisdictional Alliancing Steering
Committee with membership from:
Department of Treasury and Finance, Victoria (Chair)
Treasury, New South Wales
Treasury, Queensland
Department of Treasury and Finance, Western Australia
Department of Infrastructure and Regional Development, Australian Government
The production of the Guide was led by the Department of Treasury and Finance Victoria, with the assistance of Evans and Peck Pty Ltd, Level 2, 555
Coronation Drive Toowong, Queensland 4066
CONTENTS
Chapter 1: Introduction to the Guide ................................................................. 1
1.1
Purpose of the Guide ............................................................................................. 1
1.2
Who should use this Guide ................................................................................... 2
1.3
Structure of the Guide ........................................................................................... 3
1.4
How and when to use the Guide ......................................................................... 4
1.5
Relationship with the Policy Principles for Alliance Contracting and

Guidance Notes ...................................................................................................... 5
1.6
Updates to the Guide ............................................................................................. 6
PART ONE: Overview of alliance contracting ................................ 7

Chapter 2: Introduction to alliancing ................................................................. 9
2.1
What is an alliance? ................................................................................................ 9
2.2
Differences between alliance contracting and traditional contracting ......... 24
2.3
Evolution of alliancing......................................................................................... 25
2.4
Key roles in an alliance ........................................................................................ 29
2.5
The value proposition: key benefits, risks and trade-offs of alliance

contracting ............................................................................................................. 31
2.6
Project alliancing and program alliancing ........................................................ 35
2.7
The fundamentals of Government Procurement ............................................. 36
Chapter 3: Choosing alliancing as a delivery method ................................... 39

3.1
Projects most suited to alliancing ....................................................................... 39
PART TWO: Overview of the development and

implementation of alliance contracts ..................... 45
Chapter 4: Developing an alliance project ...................................................... 47
4.1
Understand the commercial environment ........................................................ 48
4.2
Develop the Commercial Framework ............................................................... 49
4.3
The generic Commercial Framework ................................................................ 50
4.4
Changes to the Commercial Framework .......................................................... 61
4.5
Caps on Risk or Reward ...................................................................................... 61
4.6
Tailor a Commercial Framework to the Owners project ............................... 63
4.7
Develop the PAA .................................................................................................. 65
4.8
Define and plan the Owners resources ............................................................ 66
4.9
Specialist advisers ................................................................................................ 70
4.10 Delivery phase resources .................................................................................... 74

4.11 Prepare resources for their roles ........................................................................ 77
4.12 Best use of specialist advisers professional services ...................................... 77
Chapter 5: Selecting the Non-Owner Participants ........................................ 81

5.1
Alliance success dynamics .................................................................................. 81
5.2
Tailoring the selection process ........................................................................... 83
5.3
The tender selection criteria................................................................................ 84
5.4
Comparison of selection options ........................................................................ 89
5.5
Other considerations............................................................................................ 94
Chapter 6: The Project Delivery Phase ............................................................ 99

6.1
Effective governance external and internal to the alliance........................ 100
6.2
Good project management and project controls ............................................ 102
6.3
Expenditure of public funds ............................................................................. 102
6.4
Adjustment Events ............................................................................................. 103
6.5
Rewarding outstanding outcomes ................................................................... 104
6.6
No blame, no dispute......................................................................................... 104
6.7
Progressive Status Reports................................................................................ 105
6.8
Project close-out.................................................................................................. 105
Chapter 7: Learnings ......................................................................................... 107

7.1
Business Case Insights .................................................................................... 107
7.2
Procurement Strategy Insights ...................................................................... 108
7.3
Selecting the NOPs Insights........................................................................... 108
7.4
Agreeing the commercial arrangements Insights ....................................... 109
7.5
Project delivery Insights ................................................................................. 110
Chapter 8: Glossary and Acronyms ................................................................ 111

8.1
Glossary ............................................................................................................... 111
8.2
Acronyms ............................................................................................................ 113
Chapter 9: Bibliography ................................................................................... 115
Appendices
A.
Developing a Governance Plan
B.
Developing a Governance Plan external to alliance
C.
NOP selection processes
D.
Commercial FrameworkIndicative Risk or Reward Regimes
E.
Risk or Reward for cost and non-cost performance: worked

examples
ii
1
Chapter 1:
Introduction to the
Guide
This Chapter outlines the purpose and structure of the Guide and describes
the relationship of this document to other relevant government policy
documents and guidelines.
1.1
Purpose of the Guide
This Guide to Alliance Contracting (the Guide) has been prepared to provide
consistent and leading practice guidance on alliance contracting to public sector
agencies that develop and own infrastructure projects (Owners).
This Guide reflects insights from government1 and industry which have been
gained from significant experience over recent years, including $30 billion worth
of public sector alliances that have either been completed or are currently being
planned or implemented across Australia. The Guide draws upon learning from
the many projects, which are now complete, and were procured using alliance
contracting, and upon the findings and recommendations set out in the report In
Pursuit of Additional Value.2
Benefits of alliancing
Alliancing has evolved to become a broadly accepted procurement and delivery
method, which has been used to successfully deliver many risky and complex
projects. Under an alliance contract, the Owner and the Non Owner Participants
(NOPs) work together to collaboratively determine the best project solution and
deliver the project.
Unless otherwise stated, the expression government is used to denote all the government entities of
Australia, which include the Commonwealth of Australia and all Australian state governments and
territories.
2 Released by the Department of Treasury and Finance, Victoria, Australia in October 2009.
1
Chapter 1 Introduction to the Guide
The Guide has been prepared to:
provide the minimum conditions for Owners in order to comply with the
National Alliance Contracting: Policy Principles (Policy)3 when delivering
alliance projects;
provide guidance to public officials undertaking the planning and delivery of

alliance projects to enhance Value-for-Money (VfM) outcomes for
governments; and
improve the quality, consistency and commercial outcomes of government

alliance projects.
This Guide has been developed recognising that alliance contracting:
should comply with all relevant overarching jurisdictional policies and

principles that generally regulate public sector procurement;
is a complex commercial transaction and, accordingly, Owners should apply

good commercial practices to the selection, development, procurement and
implementation of alliance contracts; and
is now a mature procurement and delivery method for Owners, and has
become a business-as-usual option for delivering infrastructure projects, i.e.,
alliancing is no longer a pioneering, unique or novel approach to project
delivery.
The Guide does not address issues related to the jurisdictional processes that
apply to an approval of a project, or the process for the Owners assessment of
alternative procurement strategy options as part of the Business Case. There are
other (overarching and general) government policies and guidelines that cover
these matters.
1.2
Who should use this Guide
This Guide is intended to provide guidance to public officials who are involved
in delivering projects through alliance contracting.
Other parties who may find it useful include:
firms that supply professional advisory services to Owners and public sector
alliances; and
contractors or other suppliers that tender for alliance contracts in the

infrastructure sector.
The Guide should be used as a road map to navigate the practical realities of
alliance contracting; it outlines successful and proven practices in alliance
contracting, and incorporates insights from recent research4 and experienced
The National Alliance Contracting: Policy Principles, published by the Commonwealth Department of
Infrastructure and Regional Development, April 2011.
In Pursuit of Additional Value A benchmarking study into alliancing in the Australian Public Sector, DTF Victoria,
October 2009.
Participants. The Guide will assist Owners with the practical application of
alliancing theory and policy, and to successfully select, develop, procure and
deliver their alliance project in accordance with Government policies and
principles.
1.3
Structure of the Guide
The remainder of the Guide is structured as follows:
Part OneChapters 2 and 3provides an overview of alliance contracting. It

outlines the theories and key features of alliancing, and identifies the
characteristics that will make a project suitable for delivery as an alliance.
Part TwoChapters 4, 5, 6 and 7provides detailed information and

practical guidance on the development, procurement and implementation of
alliance contracting from the point following the governments investment
decision to deliver the project as an alliance, through to the end of the alliance
contract term. It identifies a range of specific issues, risks and opportunities
that are likely to arise during the lifecycle of the project and provides
guidance on how to address these.
Appendices: AE: Developing a Governance Plan; Developing a

Governance Plan external to alliance; NOP selection processes; Commercial
FrameworkIndicative Risk or Reward Regimes; Risk or Reward for cost
and non-cost performance: worked examples. These Appendices provide
further detail on each of these topics. Models and examples have been
included; however, agencies should use these as examples only and tailor the
content to suit their particular project.
Key points are highlighted by five types of text boxes:

Deep blue
Overview of chapter
Light blue
Alliancing essentials
Light green
A key alliancing feature
Yellow
Commercial realities
Orange
Working with the commercial realities
1.4
How and when to use the Guide
This Guide has been written on the basis that Owners refer to other general (nonalliance specific) government policies and guidelines applying to procurement
planning, infrastructure delivery and government decision making. In relation to
alliance specific documentation, Owners should refer to the alliancing Policy,
Guidance Notes and Templates5 in addition to the Guide. Figure 1.1 illustrates
the wider context of documentation and indicates when to use the Guide in the
hierarchy of planning and delivery steps in a project alliance.
ALL MAJOR INVESTMENT
PROPOSALS (& PROJECTS)
The Business Case
ALLIANCE CONTRACTING
Pre-tender Planning
The
Tender
Process
PROJECT PLANNING AND

DELIVERY STAGES
(best way to structure the Alliance)
The Investment
Proposal
Procurement
Strategy
The proposed
service benefit to
the community
The cost of
realising the
service benefit
D then C
D&C
Cost plus
Alliancing
Managing Contractor
PPP
ECI
DCM
etc
(ie the Business

Case analyses and
documents the
VfM proposition)
(ie the Business Case

analyses and
recommends the best
way to realise the
capital assets required
to enable the service
benefits)
Plan and prepare:
Project
Delivery
The
Project
Outcome
1. The Owners VfM Statement

1.1 From the Business Case
? Government policy context
? Policy objectives
? Functional/Performance/other
requirements & specifications
? identified risks
? base cost estimates
1.2 Corporate Requirements
? Governance framework
? applicable regulations and corporate
project standards etc
2. Commercial framework
3. Legal framework (ADA and PAA)
4. etc
Policy Principles for alliance contracting
APPROVALS
POLICIES &
GUIDELINES
Over-arching jurisdictional
policies and guidelines on
Business case development
and documentation
Guidance
Note
No 4

Other
Guidance
Notes
No
Templates 1 to 4
(PAA, ADA, EOI, RFP)
Guidance Note No 5
Approvals by Owner and

government to release
tender
documentation
Approvals by Owners
and governments of
business case and
resource support
No
Approvals by Owner
and
government to
accept
tender proposals
Progress
reports
to Owner
Figure 1.1: Hierarchy of planning and delivery steps in a project alliance

As shown above, the Guide (and the Guidance Notes and Templates) applies
once an Owner has approval to deliver a project as an alliance (however, Chapter
3 of this Guide provides additional advice, which supplements general Business
Case policies/guidelines, on the selection of alliancing as the preferred
procurement strategy).
In some circumstances, it may be appropriate to depart from the processes set out
in this Guide. Each Owner always has the flexibility to determine and
Published on the Department

www.infrastructure.gov.au
of
Infrastructure
and
Regional
Development
website:
Report back
by
Owner to
government
on
outcomes
recommend processes which are efficient, fit-for-purpose and best suited to

achieving VfM outcomes for their specific project.6
The Guide has been prepared on the basis that when Owners undertake alliance
contracting, they:
are familiar with all relevant Acts and their jurisdictional policies and
guidelines (whether alliance specific or otherwise);
understand the practical challenges of prevailing market conditions that

impact public sector infrastructure projects; and
will call on specialist professional service providers (such as cost estimators,

legal and commercial advisers), sourced either internally or externally, to
assist them to deliver the project in accordance with the Policy, the Guide,
Guidance Notes and Templates.
This Guide details what to do not how to do it

The Guide is not a standalone document on how to procure and deliver alliance
projects. The Guide supports the approach of Owners calling on the skills,
experience and expertise of a number of specialist advisers to assist with
developing a tailored approach to procurement and delivering the specific
project. The Guide has been prepared to provide advice to Owners about what
to do rather than attempt to fully detail the how to aspects of an alliance.
1.5
Relationship with the Policy Principles for Alliance

Contracting7 and Guidance Notes
This Guide is part of a suite of related documents that are specific to alliance
contracting.8 The Policy sets out the minimum (mandated) requirements for
alliance contracting. The Guide documents practices that will ensure that the
principles set out in the Policy are satisfied. The Policy requires that planning
and procurement activities are benchmarked9 against the alliance guidance
material published from time-to-time. This published documentation currently
includes this Guide and various Guidance Notes and Templates10 with others
being planned. The list of National Alliance Contracting documentation current at
the time of publishing this Guide is:
Policy Principles for Alliance Contracting
The Guide to Alliance Contracting
Refer to section 5.5.1 Assess which selection process is most suitable.

As released by respective jurisdictions from time-to-time (check the relevant websites of each jurisdiction for
information).
8 Refer section 1.4.
9 Public sector agencies are required to benchmark their processes and performance standards so that they are at
least as robust and comprehensive as set out in the Guide and Guidance Notes. However, as stated in section
1.4, Owners have the flexibility to determine and implement tailored processes in response to their specific
project requirements so that they are fit for purpose and better suited to achieving demonstrable VfM
outcomes for that project.
10
Published on the Department of Infrastructure and Regional Development website:
www.infrastructure.gov.au.
6
7
Guidance Note 1: Language in Alliance Contracting
Guidance Note 2: Insurance in Alliance Contracting
Guidance Note 3: Key Risk Areas and Trade-Offs
Guidance Note 4: Reporting VfM Outcomes
Guidance Note 5: Developing the TOC in Alliance Contracting
Guidance Note 6: ECI and Other Collaborative Procurement Methods
Template No 1: The Model Project Alliance Agreement
Template No 2: The Alliance Development Agreement
Template No 3: Expression of Interest
Template No 4: Request for Proposal.
In addition, jurisdictions may publish other documents which provide details of

specific requirements for the use of alliance contracting. These should be read in
conjunction with the Guide.
Owners will also need to be aware of all relevant general (non-alliance specific)
jurisdictional policies and guidelines that may apply to them, such as those
relating to probity, tendering processes and Business Case development.11
1.6
Updates to the Guide
Updates to the Guide will be published from time to time on the Department of
Infrastructure and Regional Development website: www.infrastructure.gov.au.
Business Cases
Business Cases are the vehicle by which governments make investment
decisions. Although the requirements and expectations for Business Cases may
vary in each jurisdiction,9 they have much in common and do not differ on the
core principles. Like other procurement methods, Alliances will need to follow
the normal investment lifecycle requirements of agencies and governments.
11
Examples include The State of Queensland (Queensland Treasury) publication Project assessment framework
Alliance establishment and management and the National PPP Guidelines: Volume 1 Procurement Options
Analysis.
PART ONE:
Overview of
alliance
contracting
This page has been left blank intentionally.
2
Chapter 2:
Introduction to
alliancing
This chapter examines the key features of alliancing. It provides the theory and
background to alliance contracting, and outlines the factors that make it a
successful delivery method.
2.1
What is an alliance?
Alliance contracting is delivering major capital assets, where a public sector

agency (the Owner) works collaboratively with private sector parties (NonOwner Participants or NOPs). All Participants are required to work together in
good faith, acting with integrity and making best-for-project decisions. Working
as an integrated, collaborative team, they make unanimous decisions on all key
project delivery issues. The alliance structure capitalises on the relationships
between the Participants, removes organisational barriers and encourages
effective integration with the Owner.
Risk sharing v risk allocation
The most significant difference between traditional contracting methods and
alliance contracting is that in alliancing, all project risk management and
outcomes are collectively shared by the Participants. In more traditional methods
of risk allocation, specific risks are allocated to Participants who are individually
responsible for best managing the risk and bearing the risk outcome. This
concept of collective risk sharing provides the foundation for the characteristics
that underpin alliance contracting including collaboration, making best-forproject decisions and innovation. If substantial and significant risk is allocated to
individual Participants, then it may not be an alliance and those characteristics
may not be necessarily required or appropriate.
Chapter 2 Introduction to alliancing
Alliance agreements are premised on joint management of risk and opportunity

for project delivery. All Participants jointly manage that risk within the terms of
an alliance agreement, and share the outcomes of the project (however, the
financial outcomes are not always shared equally between the Owner and the
NOPs)12.
Sharing management and consequences of risks
Underrun
NOP Gain
Overrun
Historically, most alliances have been

delivered on the basis of a 50:50 sharing of
risks (and opportunities) and a capped
downside for NOPs. This means that although
risks may have been jointly managed by the
Participants, potential financial consequences
were not equally shared.
NOPs Fee
NOP Pain
Figure 2.1:
12
10
Historical Risk or Reward Models Cap on NOPs Painshare
The commentary in the Productivity Commission 2014, Public Infrastructure, Inquiry Report No. 71,
Canberra, is noteworthy. It states Under alliance contracting, risks are shared between government and the
private party. Alliances may work well in some circumstances but recent practice has been increasingly wary
of the model due to uncertainty about the overall cost of construction and potential to put off rather than deal
with risk issues early (chapter 12). Alliances may nevertheless still have their place. In particular, they may
offer value in specific circumstances where projects must proceed out of necessity, but where substantial risk
cannot be clearly allocated to one party. For example, because risks are difficult to identify and quantify or
there is disagreement over the price. These examples should be rare in an effectively-planned infrastructure
environment (page 122).
An alliance contract works very differently to a traditional contract

Traditional contracts are founded on the traditional role of buyer and seller. The
buyer wants an asset delivered at fair cost or better and the seller wants to
deliver the asset for a fair return or better. The buyer describes its requirements
and terms, often in the form of an Request for Tender and the seller proposes a
solution, terms and price to deliver that requirement, in the form of a Tender
response. This means that both parties build their own risk assessment into their
price and stand to win or lose if the risk outcome is higher or lower than
predicted for each of them. The resulting contract encompasses both the
requirement and the offer and allows variations to these to be made as the work
progresses, as per the agreed risk allocation model and Commercial Framework.
This approach works well where the project has few unknowns and the outcome
is predictable. Whilst the buyer and seller are aligned on delivering the project,
the buyers motivation is to minimise the cost and the sellers motivation is to
maximise the profit. The only moderator to this behaviour is the parties desire to
maintain a sustainable position (i.e. they will be concerned about reputation and
staying in business) beyond the life of this project.
Where projects are more complex, with more unknowns, and the parties have
less ability to confidently predict the outcome using traditional contracting, the
parties will allow for higher levels of risk which will mean a higher tendered
price, and/or they will have significant variations as the work progresses. This
can lead to highly complex risk-allocation models and commercial frameworks
with significant time and effort spent negotiating variations to the original
agreement. Resolving these variations can be time consuming and costly.
Alliance contracting provides an alternative approach where the buyer and seller
collaborate to develop the requirements and the proposal, combining their
knowledge and experience to address the complexities and unknowns, with an
objective of increasing their shared confidence in the outcome. They share
exposure to the project outcome, which forms the basis of the Commercial
Framework. The buyer and seller are aligned as minimising actual cost to the
buyer and increasing profit to the seller. Time otherwise spent negotiating
variations under a traditional contract becomes time spent finding the best
solution to resolve issues and problems through the life of the project. The time
and energy of the leadership team is spent on value-adding activities rather than
contractual disputes; solving the overall project outcome is the objective and this
aligns to each partys individual commercial objectives.
11
Alliancing is a complex delivery method, and success is based on four

interdependent success factors of:
an integrated collaborative team;
the project solution;
the agreed commercial arrangements; and
the agreed Target Outturn Cost (TOC).
These are shown in Figure 2.2 and are enabled by seven key features:
risk and opportunity sharing;
commitment to no disputes;
best-for-project unanimous decision-making processes;
no fault no blame culture;
good faith;
transparency expressed as open book documentation and reporting; and
a joint management structure.
It is the collective dynamic of these key features which characterise the function
and contractual structure of the alliance. That is, the key features operate in an
integrated manner to ensure that the Participants exercise common behaviours
and pursue common goals to deliver the project. Essentially, this is what makes
alliancing unique compared to other delivery methods, where each contracting
party has its own independent goals and risk allocation.
A current trend in the procurement and delivery of infrastructure projects is for
the Participants to apply one or more select features of alliancing as part of a nonalliancing project. For example, the traditional form of contract might be
amended to include elements of collective decision-making, a joint management
structure and a form of risk or reward regime, but will not have a no disputes
clause and will still transfer the key construction risks to the designer/contractor.
However, under an alliance, each of the above key features is present, integrated
and incorporated in the contractual framework for the project.
2.1.1
Alliancing success factors
An alliance is established by the Owner to deliver the Owners VfM Statement13

(i.e. the projects approved capital and/or service objectives at a fair cost). It is
useful to consider the successful establishment of the alliance as dependent upon
four success factors shown in Figure 2.2:
Integrated, collaborative team

The combined team for an alliance project includes personnel from both the
NOP and Owner organisations. These personnel will be allocated as members
13
12
Refer to Guidance Note NO 4, Reporting VfM Outcomes in Alliance Contracting for details and a template on
preparing the Owners VfM Statement
of both the leadership team and the management team. The affinity between
members of the team and resulting project culture has a significant impact on
the effectiveness of the key features of alliancing (described below) and the
project outcomes. The Alliance Leadership Team (ALT) establishes and
sustains the project culture.
Project solution
The project solution comprises the design solution, construction methodology
and project delivery arrangements. The commercial arrangements and the
TOC will be developed and agreed to reflect the unique project solution.
Commercial arrangements
The commercial arrangements, or the Commercial Framework, are agreed as
part of the Project Alliance Agreement (PAA) and are intended to drive the
alignment between the Participants. The commercial arrangements should
reflect the unique project solution to ensure that the appropriate level of risk
sharing and reward are achieved, and to drive the desired team behaviours
and project outcomes.
Target Outturn Cost (TOC)

The Target Outturn Cost (TOC) is the estimated actual costs of designing and
constructing the assets. It should reflect the project solution and the
commercial arrangements.
However, for these four factors to work successfully to deliver the project, they
must be supported by a number of key features that must be applied effectively.
These features could be described as enabling the delivery of the alliance, and
are identified in Figure 2.2 below.
13
Design solution
Capability
Construction
method
Capacity
Culture
Delivery solution
Non price attributes

expressly required
by VfM Statement
Integrated,
Collaborative
Team
Project
Solution
VfM
(achieving the
Owners Vf M
Statement at
a f air cost)
Commercial
Arrangements
Target
Outturn Cost
(TOC)
Commercial
Framework including
PAA
Figure 2.2:
2.1.2
Alliance Success Dynamics
Key features of alliancing
Key alliancing features

An alliance is characterised by several key features that operate collectively as
part of the alliance framework to ensure that the alliance is a success. It is the
collective dynamic of these features that is unique to alliancinggenerally, other
delivery methods will only selectively apply one or more of the features to a
more traditional contracting structure.
Although alliancing has a number of principles in common with other
procurement options, including achieving VfM and protecting the public interest,
it is underpinned by several key features which must operate collectively to
create a framework for successful alliance project delivery.
The key features are:
good faith;
transparency expressed as open book documentation and reporting; and
14
Quantum of TOC
TOC build-up
Risk profile
These features are described in more detail below.
Risk and opportunity sharing
The alliancing principle of collective assumption of risks and the approach to

remunerating the NOPs arising from risk and opportunity sharing is
fundamental to understanding the alliancing culture.
Collective assumption of risks
Alliance contracting is generally characterised by the collective assumption of
risk by the Participants. By assigning responsibility for delivering the Works
jointly to the Participants, the alliance contract implements a risk and
opportunity-sharing approach, as opposed to the more conventional approach of
risk allocation. For example, the designer/contractor generally bears up to 100%
of the construction risk under a traditional contract; however, under an alliance,
the NOPs and the Owner share this exposure to construction risk.
Complex projects benefit from collective risk sharing
Projects that are suited to alliancing are complex. These projects benefit from the
Owner and NOPs collaborating to solve problems and deliver the project
successfully. Collective risk sharing encourages effective collaboration as all
Participants will lose or benefit from the ultimate project success, and this differs
from traditional contracts where one Participant can be successful in delivering
on their obligations whilst the other contract parties may face a suboptimal
outcome.
It should be noted, however, that where the NOPs painshare is capped, the
Owner will bear 100% of the designer/contractor risk (or pain) beyond the cap
(although joint management of risks still applies). Irrespective of the Participants
shared exposure to risk, the core strength and attraction of alliancing is the
benefit offered by joint management of risk, and for some projects, collectively
assuming risks to minimise their impact.
Owners may retain some risks
The collective assumption of ALL project risks is often referred to as one of the
key aspirations behind the traditional/conventional alliance approach.
However, the optimum solution may be for either the Owner or NOPs to retain a
particular risk.
For example, consider the risk of potential delay (and related costs) associated
with essential land acquisition/resumptions for a time critical project. The Owner
may achieve a better VfM outcome by bearing the acquisition/resumption risk
and providing for adjustment to the TOC in the event of resumption delay. This
is because the Owner may be the only Participant in a position to influence and
manage this risk.
15
When undertaking an alliance contract, the Owner is exposed to project risks that
it would normally transfer to another party under a hard dollar contract or a
public-private partnership. Therefore, it is critical that the Owner has a thorough
understanding of the risks it faces under the alliance contract (and the potential
consequences if these risks arise) and have regard to project-specific issues. This
understanding should inform the Owners approach to procurement options
analysis and to finalising the regime for risk and opportunity sharing under the
PAA.
Risk assessment is subjective
The risk associated with a project will affect the price tendered to the Owner. The
identification and assessment of project risk is a subjective exercise based on the
experience and expertise of the individuals involved. There is no right or wrong
and no formula to check. In traditional contracting, proponents will propose a
higher price for a higher-risk project so that they are confident they will make
their required return on that project. They will balance the resulting price
premium with other factors including the strength of competition for the work,
the economic environment and their desire to win that piece of work. In alliance
contracting, the Owner must be able to participate effectively in this process of
identification and assessment of risk, because they will share the consequences of
that risk assessment under the collective risk-sharing arrangements (and indeed
bear all the consequences once the maximum painshare for the NOPs is
exceeded).
16
Financial exposure to construction risk

Traditional risk-allocation projects usually provide for construction and design risk
to be borne by the designer and contractor rather than the Owner.
By contrast, an alliance project has a collective approach to risk, which means that
the Owner will share in construction and design risk (and opportunities).
In a traditional alliance, the Owner assumes a de facto position as a designer and
constructor Participant. If the alliance project encounters serious difficulties and
moves into a cost overrun (beyond any NOPs cap) then the Owner carries all of the
design and construction risk.
High
High
Increasing
construction
risk carried
by Owner
Increasing
construction
risk carried by
Contractor
PPP
Design
and
construct
or turnkey
Traditional
lump sum
fixed
cost/time
Construction
Management
Alliance
Self
Managed
Figure 2.3: Design and construction risk continuum
Remuneration
The commercial and project objectives of the Participants are aligned through the
development of a project-specific Commercial Framework. The standard
Commercial Framework model for an alliance provides for the NOPs
remuneration to comprise the following three elements:
their actual direct project costs (including, e.g., design and site overhead
costs);
their nominated fee (which comprises their profit margin plus an amount for
corporate overhead); and
a pre-agreed share of the pain or gain outcome of the alliance project, which
is determined by comparing actual and target performance in both cost and
non-cost areas.
17
Making decisions on risk sharing

Owners should undertake a thorough risk analysis of the alliance project at the
pre-tender stage to gain a better understanding of the risks they face and to
assess how their risk profile should be reflected in the structure of the
Commercial Framework. This is because the Owner may be accepting risks that it
does not traditionally bear and may not fully understand (e.g. construction risk).
Owners may need to seek expert advice in this situation.
Commitment to no disputes
Alliance contracts generally include a no disputes mechanism where the

Participants agree not to litigate, except in limited circumstances. The intention of
this approach is to avoid the adversarial or claims-based culture of the
traditional contract, and in turn encourage the Participants to find solutions to
problems, rather than to deny responsibility and seek to blame others. To give
effect to this, alliance contracts have traditionally not included a formal dispute
resolution procedure. The commitment to no disputes is also typically
supported by an obligation to act in good faith.14
Ideally, the no dispute mechanism should also be supported by an Alliance
Charter which sets up a model of agreed behavioural principles to drive
decision-making processes and issue resolution. An Alliance Charter serves to
align the Participants objectives in relation to the Project and reduce the risk of
litigious disputes between the Participants. The Alliance Charter should form
part of the executed PAA.15
No disputes does not mean no disagreements
It is important to remember that no disputes does not mean no disagreements.
Healthy challenge and debate is a sign of an effective team. The success of the
alliance will be highlighted by the manner in which disagreements are addressed
and resolved by the Participants. Friendliness does not guarantee effectiveness.
Best-for-project decision-making processes
A key feature of an alliance is the requirement for the Participants to make

decisions which are best-for-project. The best-for-project principle is based on
the understanding that the Participants will direct their decisions towards the
collective vision and objectives of the alliance (which is fully aligned with the
Owners VfM Statement), rather than their own self interests or the commercial
interests of their employer. Ultimately, the Commercial Framework should
operate to ensure that, by acting in the best interests of the project, the
Participants will also be acting to support their own best interests.
Under an alliance, Owners are willing to trade-off their traditional contractual
rights (under a risk transfer contract) in exchange for NOPs bringing to the
14
15
18
Refer to Guidance Note NO 1, Language in Alliance Contracting: A Short Analysis of Common Terminology;
Department of Infrastructure and Regional Development, Commonwealth of Australia, March 2011.
Refer to Template No 1: The Model Project Alliancing Agreement which can be found at
www.infrastructure.gov.au.
project their good faith in acting with the highest level of integrity and making
best-for-project decisions to achieve the project objectives (in accordance with the
Owners VfM Statement).
There is no concept of best-for-self decision making under an alliance contract.
The Participants operate in a peer relationship as part of a joint management
structure where each Participant has an equal say in decisions for the project. It is
expected that all joint decisions made by the Participants will be best-for-project.
Generally, this means that those decisions will:
be made in accordance with the alliance principles developed by the

Participants and incorporated in the Project Alliance Agreement (PAA);
drive the achievement of all project objectives (as per the Owners VfM
Statement) at a fair cost, where a fair cost is reference to best-in-market
pricing;
be made in a way that reflects the Participants behavioural commitments

under the PAA (including the Alliance Charter); and
fully take into account public sector standards of behaviour and protects the
public interest.
Best-for-project must be consistent with Owners VfM Statement

The best-for-project principle is applied to align all Participants to a set of
common objectives which reflect the Owners VfM Statement. The best-forproject concept should only be used efficiently, effectively and economically to
pursue project objectives that are part of the Owners VfM Statement.
A no fault no blame culture
The establishment of a no fault no blame culture underpins the alliancedelivery method. It involves a commitment from each of the Participants that,
where there is an error, mistake or poor performance under the alliance contract,
the Participants will not attempt to assign blame but will rather accept joint
responsibility and its consequences and agree a remedy or solution which is bestfor-project. If the Participants disagree, they must work together to resolve issues
in a best-for-project manner.
The no fault no blame culture is intended to optimise outcomes for the Owner
by refocussing the Participants away from acting in a best-for-self manner and
towards acting in a best-for-project manner. The PAA (including the Commercial
Framework) should also be structured to encourage the Participants to address
the relevant issue, rather than place blame.
Operate according to good faith and integrity
The requirement to act in good faith and with integrity underpins each of the key
features of alliancing. The aspirational view of good faith is tied to the general
behaviours and shared cultural values that the Participants aim to achieve in
delivering the alliance project. These usually relate to cooperation and
communication between the Participants, and a requirement to always be fair
19
and honest and act with integrity. Generally, the requirement to act in good faith
includes:
an obligation on the Participants to cooperate in achieving the objectives set

out in Owners VfM Statement (including project contractual objectives and
commercial criteria);
compliance with reasonable standards of conduct, having regard to the

interests of the Participants; and
an obligation to act fairly, including not deriving any commercial benefit at

the expense of other Participants.
Good faith and the Commercial Framework

Even if the Participants meet their obligation to act in good faith, this does not
change the outcome or financial implications of their performance. That is, whether
or not the Participants have exercised good faith in the decision-making process,
the cost and time objectives of the project will still need to be achieved, and the
actual outcomes of the project will be dealt with under the Commercial
Framework. Ultimately, the Owner will bear the consequences of the projects
outcomes regardless of the exercise of good faith by the Participants.
Also, the good faith bargain can be hard to enforce. Under most alliance contracts,
failure to act in good faith is treated as a wilful default. However, identifying what
is not good faith can be difficult. The development of an Alliance Charter would
assist to develop more objective standards of conduct for the Participants.
The good faith obligation may not be terminated if legal proceedings begin
between the Participants. This means that the Participants may be required to
continue to act in good faith during a dispute. However, the requirement to act in
good faith is generally limited to the performance of the collective obligations
and responsibilities of the alliance, rather than attaching to the Participants
unilateral obligations and responsibilities. In particular, the Owners good faith
obligation should be specifically limited to the performance of collective
obligations and responsibilities and do not restrict the Owners discretions (i.e.
reserved powers) that the Owner can operate unilaterally.
A consequence of the alliance relationship is that the Participants may be held to
owe fiduciary obligations towards each other. A fiduciary relationship can arise
and fiduciary duties can exist between parties that are engaged in some form of
joint undertaking or activity. The mutual confidence and trust which underlies
the alliance relationship, where one party is dependent for its ability to perform,
and for the consequence of performance of its part of the alliance upon the
conduct of the other, may give rise to a fiduciary obligation. However, the fact
that an alliance relationship is of a commercial nature and that the Participants
have negotiated the agreement, at arms length, would be a significant factor
against any finding by a court that a fiduciary relationship and therefore
fiduciary obligations exist.
Potential consequences of a fiduciary relationship include:
20
an obligation not to enter into any engagements which give or potentially

give rise to a conflict between the fiduciarys personal interest and their duty
to the other Participants; and
an obligation to account for profits or gains made by virtue of the

relationship, or opportunity or knowledge resulting from that relationship
(without the authority of the other Participants).
A statement may be included in alliance agreements that the agreement is not

intended to create, nor will it be construed as creating, any fiduciary relationship
(see Model PAA). However, while this will assist in reducing the likelihood of an
agreement being interpreted that way, it will not necessarily prevent this
interpretation by the courts. In deciding whether a fiduciary relationship exists,
the court will look to a number of factors, including the particular contractual
obligations contained in the alliance agreement and relative bargaining positions
of the Participants.
It is important to note that the law of fiduciary obligations is complex, extensive
and developing in ambit.
Transparency, expressed as open book documentation and reporting
Under an alliance, Owners have the opportunity to work closely with the NOPs
to make joint decisions for and manage their alliance project. The Participants
commit to an open book arrangement and have much broader mutual access
and audit rights. These provisions ensure that the costs which are reimbursed to
the NOPs under the remuneration framework have been actually and reasonably
incurred. Moreover, it is important to be able to fully read and understand, in
accordance with public standards of financial prudence, the open book
documentation and thereby reduce the risk of decisions that may adversely
impact the Owners objectives/interests.
The PAA requires the Participants to fully document their involvement in the
project (including all defined Reimbursable Costs incurred by the Participants in
performing the Works) and be transparent in all their dealings with each other in
the context of the project. The Participants should establish and agree recordkeeping and accounting practices and procedures to support this. Also, each
Participant should grant the Owner, and other public sector bodies like the
Auditor Generals Office, full access and audit rights to any information, analysis
and methodology related to the documentation prepared for the project.
In turn, the Owner needs to engage appropriate professional resources to
properly understand and apply that documentation. Cost components which will
affect payments made by the NOPs under the Commercial Framework should
not be hidden from the Owner either by absence from, or aggregation in, the
Target Outturn Cost (TOC). Ideally, the Owner should be able to identify where
this may have occurred through access to the first principles elemental cost
21
estimates which support the NOPs development of the TOC during the selection
process.16
It is consistent with the NOPs commitments to transparency, good faith and
integrity, and making best-for-project decisions that the NOPs should proactively
ensure that the Owner has a thorough understanding of the TOC (including how
the TOC has been built-up). However, this does not diminish the Owners
responsibility to bring informed and insightful analysis to the commercial
elements of the alliance.
This feature is also important for NOPs so that they are able to understand the
reasons why certain decisions are made by the Owner.
A joint management structure
An alliance is a legal relationship between parties and has a well-defined

governance structure. The structure has parallels to a company structure and
generally comprises the following (as shown in Figure 2.4):
Owner and NOP Corporations;
Alliance Leadership Team (ALT);
Alliance Manager (AM);
Alliance Management Team (AMT); and
Alliance Project Team (APT).
Each of these groups includes representatives from all Participant organisations.

The formal governance framework enables the alliance to make all project
decisions collectively and jointly manage all responsibilities. The PAA forms the
contractual agreement which underpins the alliance governance structure.17
Refer to Guidance Note NO 5, Developing the TOC in Alliance Contracting, Department of Infrastructure and
Regional Development, Commonwealth of Australia, March 2011.
17 Refer to Figure 2.4.
16
22
Figure 2.4:
Typical alliance structure
A key feature of the joint management structure is that ALT decisions must be
made unanimously. Every ALT member is entitled to cast a vote in the decisionmaking process and the final decision must be unanimous. However, certain
important decisions will be reserved for unilateral determination by the Owner
given that the Owner, as the client, will ultimately own and pay for the asset.18
These reserved decisions will be detailed in the PAA and typically include:
18
Where relevant, this also applies where the Owner is paying for a service to be performed by the alliance.
23
Changes to the Owners VfM Statement, for example:

the scope of work;
the timing and sequence of project components;
emergency powers;
regulatory compliance;
termination;
project/Owner specific issues (e.g. personnel approval for military facilities,

use of specific suppliers); and
external communications.
Alliance characteristics are evolving

As leading practices for alliancing continue to evolve, aspects of the key features
of alliance contracts will change and different practices will be proposed by
Practitioners. Public Officials must actively test and challenge these changing
practices and ensure that the public interest continues to be protected and is not
inadvertently eroded.
2.2
Differences between alliance contracting and

traditional contracting
There are a number of differences between alliancing and traditional

contracting.19 These include:
The key features discussed in section 2.1.2 operate in an integrated manner to

ensure that the Participants exercise common behaviours and pursue
common goals to deliver the project. In other delivery methods, each
contracting party generally has its own independent goals and risk allocation.
The Participants are jointly responsible for delivering the works.
The Participants agree not to litigate in respect of the performance of the

works, with limited exceptions (including a breach of the relevant
behavioural commitments).
The Owner does not pay a fixed price for performance of the Works, but
reimburses the NOPs for all costs which have been reasonably and actually
incurred in performing the works, plus any fee (generally related to
Corporate Overhead and Profit).
The Participants share the benefit of a cost underrun, and the pain of a cost
overrun, under the Risk or Reward Regime; and
The Participants commit to an open book arrangement and have broad

mutual access and audit rights to each others documentation.
19
Refer to Guidance Note NO 3, Key Risk Areas and Trade-Offs, Department of Infrastructure and Regional
Development, Commonwealth of Australia, March 2011.
24
In alliance contracting, a threshold issue for the Owner is their ability to provide
appropriate capability to participate as a fully informed member of the alliance
process.
Owner capability is a key to alliance success
Alliance contracting is a complex commercial transaction applied to complex
projects. The Owner should have the capability to engage with the other alliance
Participants on an equal footing ensuring that they fully understand the
implications of sharing the risks and opportunities to deliver the project
successfully. If the Owner cannot effectively engage in the decision making within
the alliance they are exposed to risks and outcomes they are unable to manage or
influence. For this reason, Owners must have appropriate capability to effectively
participate in an alliance contract.
2.3
Evolution of alliancing
Early success of alliancing

The early pioneers of alliancing were experienced industry practitioners that
established a new and different approach to the delivery of infrastructure
projects. By focusing on project management culture and relationships, these
pioneers established a new and innovative procurement strategy that provided
additional value to the client.
Historically, government procurement of infrastructure has been based on the
concept of open bidding in a competitive environment. As a result, the majority
of infrastructure projects have been procured using traditional competitive
bidding processes. However, as the Australian construction industry has evolved
and matured, the approach to project delivery has diversified. In addition to the
early traditional methods such as design and construct, and construct-only
contracts, projects are now being delivered using public private partnerships and
alliancing.
The more traditional contractual arrangements involve a competitive tender
process, are documented with technical drawings and specifications, and
incorporate commercial conditions of contract and structured payment systems
based on fixed pricing or schedule of rates arrangements. Traditional
construction contracts also generally involve risks associated with project
delivery being transferred to the constructor (to varying degrees, in accordance
with a negotiated position). This approach to risk allocation has sometimes been
viewed as creating an unproductive positional relationship between the buyer
and the seller, which leads to an adversarial and more litigious environment.
25
What factors contribute to a more litigious environment?

Traditional contracting has been associated with stories of an adversarial and
litigious environment. However, the introduction of design and construct
contracts in the 1980s was hailed by the industry as a way of reducing such an
atmosphere, compared to construct-only contracts. It is worthwhile to reflect on
the influence of poor planning and poor communication of project objectives and
scope as a cause of adversarial behaviours by contracting parties. In particular,
the Guide for Leading Practice for Dispute Avoidance and Resolution (published in
2009 by the CRC for Construction Innovation) cites poor contract documentation,
scope changes due to client requests, design errors or site conditions, and poor
communication or management as the key factors that contribute to disputes.
Arguably, these factors (rather than the form of the contract) contribute more to
the root creation of any negative project relationships.
To address this problem, the partnering model was developed and promoted as
a way of preventing disputes (rather than resolving disputes), improving
communication, increasing quality and efficiency, achieving on-time
performance, improving long-term relationships, and obtaining a fair profit and
prompt payment for the designer/contractor. Partnering was not a contractual
agreement, and therefore was not legally enforceable.
As the formal extension to the partnering model, alliancing was first used in the
oil and gas fields of the North Sea by British Petroleum (BP) in the early 1990s.
When Australia embarked on its first alliance project in 1994, the Wandoo
Alliance, the Owner decided to use project alliancing to:
target reduced development costs;
share time and cost risks; and
minimise use of its management team.
Australias first alliance project was delivered using a non-price competitive

process for selecting the NOPs, and relied upon the behavioural principles of
good faith and trust to create the desired alliance culture. In particular, the PAA
required the Participants to:
achieve VfM in completing the project works;
operate fairly and reasonably without detriment to the interest of any one
Participant;
use best endeavours to agree on actions that may be necessary to remove any
unfairness or unreasonableness;
allow individuals employed by one Participant to be transferred to another

Participant (including responsibility for their workmanship and work);
provide open book financials and other information;
wherever possible, apply innovation to all activities particularly where it

could reduce cost and time for completion and improve quality;
26
use best endeavours to ensure that additional work remained within the
general scope of works;
apportion the share of savings and cost overruns (win:win or lose:lose); and
avoid claims and litigation, arbitration and any other dispute resolution
process.
From 1995 to 1998, the alliance delivery method became more sophisticated. The
focus remained on ensuring a spirit of trust and cooperation, but the notion of a
decision-making process based on what is best for the alliance is best for my
organisation also emerged. A number of new principles were also developed,
including:
applying tender and selection processes based on factors other than price;
using the best people for each task/role;
creating a no blame culture;
establishing a clear understanding of individual and group responsibilities

and accountabilities within the alliance governance structure; and
emphasising business outcomes.
With the significant growth of the infrastructure market over the last decade, the
use of alliancing has also enjoyed significant growth, and is now considered a
mainstream approach to delivering projects. Collaboration and trust remain
strong themes, and most principles and practices of the original alliances remain
key features of alliancing today. These include:
best-for-project focus;
unanimous decision making;
commitment of best-in-class resources;
commitment to developing a culture that promotes and drives outstanding

outcomes; and
open, transparent and honest communication.
Figure 2.5 compares the public sector and private sector use of alliancing.
27
Figure 2.5:
The value of alliancing projects undertaken by sector 20
The above graph illustrates that the use of alliancing in the private sector has
been relatively static while its use in the public sector has increased significantly.
Although it is unclear why there is such a significant difference, it is clear that
alliancing is used extensively by the public sector in Australia. This confirms that
alliancing has matured into a mainstream method of delivering infrastructure
projects across the public sector. Many people in the construction industry have
been exposed to a number of alliancing projects, and for some practitioners,
alliancing is their predominant experience.
Business-as-usual
When first introduced, alliancing was an innovative approach to project delivery
but it is now commonly used to deliver projects across all Australian jurisdictions
and is considered a mature (rather than emerging) delivery method. That is,
alliancing has become a business-as-usual approach to delivering Government
infrastructure projects.
The next evolution of alliancing will involve Owners taking a more tailored
approach. In particular, the leading practice set out in this Guide signals a shift
away from use of the traditional/conventional alliance model. This shift reflects
insights from government and industry gained from their experience in
delivering alliance projects, and implements the procurement requirements that
satisfy governments commercial and policy objectives. This shift away from the
traditional approach to alliance contracting should enhance the VfM outcomes
achieved by Owners.
The possibility of achieving better VfM when delivering public infrastructure

was revealed through recent research into current Australian alliancing
20
28
October 2009
practices.21 The research demonstrated a need for existing guidance to be

updated to reflect leading practice in the use of alliancing in the public sector.
This Guide seeks to further develop and enhance the use of alliance contracting
by addressing the issues raised in the research, and by building on the experience
gained in recent years.
The language of alliancing has also evolved as the delivery method has matured.
Guidance Note NO 122 has been developed to assist in achieving consistency in
the meaning, understanding and application of specific terminology commonly
used in alliance contracting.
2.4
Key roles in an alliance
There are a number of key roles that need to be performed for an alliance to be
developed and delivered successfully. There are elements of these roles which
are unique to alliance contracting as outlined below and addressed in more detail
in Chapter 4. This chapter also discusses the roles of specialist advisers that may
be employed to support the Owner or the alliance.
Table 2.1 below outlines the roles of the Participants in planning and delivery
stages during an alliance project.
Table 2.1:
Selected planning and delivery steps
Role in
project
lifecycle
1. Business
Case
2. Owners
3. Tender
VfM Statement Processes &
PAA
4. The Alliance 5. VfM Report
Government
Determines
investment
priorities and
approves
specific
Business Cases.
Provides
funding (and/or
underwrites
risks).
Provides
funding (and/or
underwrites
risks).
Provides
funding (and/or
underwrites
risks).
Provides
funding (and/or
underwrites
risks).
May have
approval rights
for specified
tender
milestones.
(Project
Delivery)
(Project
implementation
review)
Receives formal
VfM Report
from Owner
which assesses
VfM outcomes
Receives
progress reports against
approved
from Owner
(against original Business Case.
Business Case).
October 2009.
22 Refer to the Guidance Note NO 1, Language in Alliance Contracting: A short Analysis of Common Terminology,
21
29
Owner
Identifies
community
need and
possible
solutions for
funding by
state.
Prepares the
Business Case.
Within the
Business Case
approvals,
clearly
articulates
project
parameters,
objectives and
budget; in the
projects
Owners VfM
Statement.
Incorporates the
Business
Case/VfM
Statement into
the body of
tender
documents.
Develops the
tender criteria
as part of NOP
evaluation and
selection.
Maintains
active informed
commercial
engagement in
the alliance.
Provides
suitable
representatives
to be part of the
alliance.
Prepares a post
implementation
review of the
alliance project.
Prepares the
VfM Report.
Develop draft
PAA/KPIs/
KRAs.
Alliance
No role.
No role.
Aligns
commercial and
project
objectives and
agrees to PAA
to deliver on
Owners VfM
Statement and
other tender
requirements.
Provides
regular project
progress
reporting to
Owner.
Project
documentation
available to
support post
implementation
review process.
Government: Public construction projects are ultimately funded and/or

underwritten by the government (i.e. parliament/government) and the
Owner acts under authority from the government 23.
Owner: the government agency responsible for delivery of the investment

objectives set out in the Business Case for the project.
Owners Representative (OR): The Owner will nominate a senior executive

who sits outside of the alliance and is the key point of liaison between the
Owner and the alliance. This person does not play a role inside the alliance.
Owner Participants (OPs): the Owner will nominate one or more

representatives to be members of the Alliance Leadership Team (ALT). The
Owner Participants (OPs), normally agency employees, have the same rights
and responsibilities to the alliance as all other NOP members of the ALT.
Alliance Leadership Team (ALT): This is the leadership team which operates
similarly to a Divisional Executive Group. The Owner and each NOP will
have representation on this team with all members having equal rights and
responsibilities. Typically members of the ALT are senior executives from
each Participant.
23
Refer to Guidance Note NO 4, Reporting VfM Outcomes, Department of Infrastructure and Regional
Development, Commonwealth of Australia, March 2011, for additional information.
30
Alliance Manager (AM): This person is selected by the ALT to lead the
alliance. The AM reports to the ALT and is responsible for the delivery of the
project. Typically this person is a highly experienced project manager from a
NOP and chairs the AMT.
Alliance Management Team (AMT): This is the management team

responsible for day-to-day delivery of the project. The Owner and NOPs will
each have at least one representative on this team. This team is led by the
AM.
Alliance Project Team (APT): This the integrated, collaborative team of

NOPs and Owners professional and support staff that plan, design and
manage construction and delivery of all aspects of the Owners VfM
Statement.
2.5
The value proposition: key benefits, risks and

trade-offs of alliance contracting
A key value proposition of alliancing is that government agencies trade-off their

traditional contractual rights (under a risk transfer contract) in exchange for
NOPs bringing to the project their good faith and acting with the highest level of
integrity to achieve collective goals. As discussed in section 2.1, the unique
features of alliancing include the collective assumption of risks by the alliance
Participants; best-for-project decision-making processes; a no fault no blame
culture; and a joint management structure. The aspiration behind these features
of alliance contracting is that they will provide the following benefits:
performance enhancement: The Participants are encouraged to take

calculated and agreed risks and opportunities to pursue cost savings and
enhance project performance, without fear of legal liability if they fail;
focus on solutions: The alliance team will be able to focus on solutions,

rather than blame, when problems arise during the project lifecycle;
reduced disputes: The risk of disputes is reduced, and the threat of litigation
between the Participants is removed (except in limited circumstances);
cooperation: The Participants are able to cooperate in an honest and

transparent manner to achieve the project objectives;
collective decisions: The alliances decision-making processes are directed

towards the shared, collective vision and objectives of the alliance, rather
than serving the self interest of each alliance Participant;
risk management: The projects risks can be better managed through a

collaborative effort, where each partys knowledge, skills and resources are
shared;
flexibility: There is flexibility to adapt to scope changes, risks and

opportunities as they arise during delivery of the project;
early commencement: The project may be able to commence earlier than may
otherwise have been possible in a traditional contracting environment; and
31
innovation: Innovations are encouraged, which may result in cost savings

and better Value-for-Money for the Owner.
These are seen as the key value drivers of alliancing, the means by which the
objectives of the Owners VfM Statement are achieved at a fair cost (i.e.
referenced back to best-in-market costings).
A number of risks arise when an alliance, rather than a traditional risk transfer
contract, is used to deliver a project. It is crucial to understand those areas where
the Owner may be trading-off its usual rights under traditional project delivery
models, in return for the benefits which should be obtained through entering an
alliance agreement.24
Tailoring the PAA to address risk
Alliance contracts have become increasingly standardised over the last few years,
which provides industry Participants with certainty about their obligations and
reduces some of the process costs of procurement.
However, there are a number of risks associated with using standardised
contracts. It is important for Owners to ensure that any alliance contract is
appropriately tailored to deal with the risk profile and commercial objectives for
their specific project.
The risks which are often associated with alliance contracts, and which need to be
understood when adopting the alliance approach, include:
capability: The Owners team may not be sufficiently capable (e.g. skills,
experience, behaviours) to deal with the complexity of the project and
alliance delivery method.
soft TOC: An approach to the selection of NOPs, which does not evaluate
price elements combined with any imbalance between the commercial
capabilities of the NOPs and the Owner, may result in a soft TOC which
inflates the Owners cost of delivering the project.
pricing: Because the NOPs are generally less exposed to the same risk under
the alliance model (due to capping and sharing provisions), this should be
reflected in a lower price paid by the Owner than for a traditional contract
with a higher risk profile (for the same project risks).
Owners exposure to risk: Under an alliance, the NOPs pain share will
sometimes be limited, whereas under a traditional contract the NOPs will
usually bear 100% of the painthis means that, under an alliance, the NOPs
face much lower exposure to consequences of poor project delivery. This may
result in NOP corporations not providing their best team for the life of the
alliance project. This is because, naturally, there is often competition as to
where the most capable resources will be assigned. It makes sense to allocate
top-performing individuals to projects with a more challenging risk profile
where the NOP corporations have greater exposure.
24
32
use of subcontractors: The NOPs may use subcontractors, rather than their
own staff, to deliver the project. The use of subcontractors will also attract an
additional layer of fees.
risk allocation: The Risk or Reward Regime may not reflect, and deliver the
intended benefits of, the risk and opportunity-sharing approach, e.g., where
the NOPs pain share is capped, the Owner will bear all design and
construction risk once that cap has been reached.
additional costs: The remuneration framework may inadvertently incentivise

the NOPs to exceed the original scope and Business Case requirements; this
means that the Owner may incur additional, and unnecessary, project costs
(any material scope changes must be approved by the Owner).
no legal recourse: A failure to perform a behavioural obligation (in

accordance with the PAA) through wilful default may give rise to legal
recourse for the Owner.
senior personnel required: Alliancing may require more involvement by

senior representatives from the Owner in the early project stages to develop
the alliance than traditional forms of contract.
cost overruns: Given that all agreed NOP Participant costs will be reimbursed
to the NOP Participants, there is potential for significant cost overruns to
arise under the Risk or Reward Regime.
It is important to understand each of these risks and their remedies. In particular:
terminology used in the PAA and its practical application;25
the Commercial Framework and its appropriateness for the individual project
and Participants;
resources required for the alliance, and the start-up and management costs
during the procurement and delivery phases;
risks the Owner will bear under the Commercial Framework; and selection
process approach.
Use experienced alliance practitioners to assist in tailoring the approach

The Owner faces the risk of suboptimal VfM results if advisers engaged for the
project tend to follow established processes or recipes for alliancing established
by others. It is important for Owners to access experts who can assist the Owner
to tailor the planning, development, procurement and delivery of their alliance
project in a way that engages the industry effectively and applies good
commercial analysis of the project.
Once there is a detailed understanding of the risks and trade-offs mentioned

above, these can be appropriately managed by implementing a tailored approach
to each alliance project. The alliance should be structured to ensure that the
25
Refer to the Guidance Note NO 1, Language in Alliance Contracting: A short Analysis of Common Terminology,
33
commercial objectives of the NOPs, and the VfM objectives of the Owner, are
aligned.
In order to deliver the value proposition of alliancing, the alliance also needs to
be structured to ensure that all Participants are held to account on the
behavioural and cultural commitments of the alliance approach. For example,
although most alliance agreements include a set of principles on which the
culture of the alliance is based, broad motherhood statements should be
avoided, with the aim of an objective set of behavioural criteria.
As described in section 2.3.2, a formal charter of behaviours or rules of
engagement for all Participants will help to define terms such as good faith and
best-for-project for the Participants, and provide more certainty about how those
definitions should be applied and enforced in the context of the PAA. A charter
of behaviours (i.e. an Alliance Charter) should be tailored to meet any unique
requirement(s) of a specific project and be finalised during commercial
negotiations.
Develop an Alliance Charter
Owners should develop a charter of behaviours to which Participants must
commit and which is formalised in the PAA. A formal charter of behaviours
would move away from broad motherhood behavioural statements, towards
more objective and understandable behavioural criteria. It would help define the
required standards of conduct for the Participants, providing more certainty
about many of the mechanisms in the PAA that rely upon those standards.
Guidance Note NO 3 provides a template form for an alliance charter.
34
Alliancing is dependent on establishing an effective team culture

Team effectiveness is underpinned by the prevalent culture, evidenced by the
way team members behave and interact. Team culture is set by leadership and if
proactively managed can be a very powerful enabler of team performance.
In an alliance, the ALT should lead as early as possible the development of a
culture that enhances achievement of the alliance goals and Owners VfM
Statement. The desired culture should align to the behaviours required to enable
the key alliancing features such as good faith and no disputes to operate. Often
the desired behaviours are described through establishing an Alliance Charter
which documents the alliance values. However, the real culture of a team is
demonstrated in how the team behaves and interacts.
Effective alliance teams have very strong cultures led from the top where the
desired behaviour is demonstrated consistently by senior members of the
alliancethey walk the talk. The alliance team members see the senior leaders
exhibiting the right behaviours and this leadership by example sets the
expectations of the rest of the team. It clearly outlines what is and is not
acceptable in that team.
In establishing a culture, it is important that hygiene factors such as
performance measures and delegations align to the desired behaviours.
Examples of misalignment include when a team may require learn from our
mistakes to be part of the culture, but individuals may be punished for
reporting mistakes. Another example may involve individuals being required to
take responsibility and make decisions, although the delegations do not support
them doing this.
Culture can take time to establish. Leadership must determine how different the
desired culture is from the current cultures of the Participants and determine
how to achieve the desired culture. This should always be considered in the
context of the alliance objectives that are founded on the Owners VfM Statement.
The desired culture is not an end in itself but one of a number of foundations for
achieving the Owners project objectives.
Investing in getting the culture right, will ensure that the benefits of alliancing
are optimised.
2.6
Project alliancing and program alliancing
Broadly speaking, alliances may be categorised as a project, program or strategic

alliance:
A project alliance is generally formed for a single project, after which the
team is disbanded.
A program alliance incorporates multiple projects under an alliance

framework, where the specific number, scope, duration and budgets of
projects may be unknown and the same Participants are potentially
delivering all projects. These are usually longer-term arrangements, in the
order of 510 years. A program alliance can be effectively a pre-qualified
panel of potential alliancing parties that an Owner establishes so it can
expeditiously and conveniently select and form an alliance for a specific
35
project or for a package of related works. Where an Owner intends to

establish a program alliance, there should still be a demonstration of the
superior case for alliance contracting for the program, on a project-by-project
basis, in the Business Case.26
Strategic alliances relate to longer-term business relationships that involve

incomplete commercial contracts between organisations (generally private)
that generally do not include the principles referred to above. They are not
the subject of this Guide.
Sometimes alliances are developed for the performance of operations and

maintenance (O&M) services. This Guide has been prepared to assist Owners
with project (asset) alliances but the same principles apply to O&M alliances.
2.7
The fundamentals of Government Procurement
Government seeks to observe high ethical standards and conduct in commercial

engagements. Government and public officials must be able to demonstrate high
levels of integrity and transparency in processes while pursuing VfM outcomes
in the public interest.
A standard requirement for the public sector procuring building and
construction works is contestability and competition.
These requirements are the foundation stone of public procurement and the
building blocks of VfM outcomes. The inclusion of contestability and competition
in procurement processes strengthens incentives to innovate and provides the
most effective way of ensuring and demonstrating that taxpayers get the
required outcomes at a fair cost (i.e. best-in-market pricing for the required
supply at specified metrics of performance/quality). The capital cost of alliancing
projects, which is generally greater than $50 million, suggests that full
contestability and competition is appropriate.
In relation to contestability requirements, departments and public bodies are
required to make reasonable attempts to seek a wide field of tenders or
quotations for public construction services. Unless the construction works are
less than a specified threshold value27 (which means a pre-qualified panel can be
used), an open tender is normally undertaken.
26
27
36
The subject of program alliances will be discussed in greater detail in a future Guidance Note.
The threshold value, beyond which a pre-qualified panel is normally not appropriate, and an open tender
should be used varies across jurisdictions.
The requirement of competition28 is satisfied by applying a tender selection

criteria that includes both price and non-price considerations. The selection of
suppliers is encouraged on a VfM basis, meaning that decisions must be made on
the basis of tender selection criteria which address a balance of both price and
non-price factors.
Although the weighting and importance of price for a project can vary,
depending on the project and the related circumstances, price needs to be
included in the overall evaluation of a tender for both contractors and
consultants. Price should be a key selection criterion for differentiating suppliers.
Public sector multi-million dollar contracts are normally signed in circumstances
where the risk exposure to the government is well dimensioned and
governments contract costs clearly defined.
Any departure from using competition on the outturn price as a key tender
selection criterion for a proposed alliance project or program represents a
departure from government policy and therefore requires a formal exemption to
be approved. 29
If the Owner considers that the public interest may be better served through
restricted contestability and/or limited competition, then the rationale should be
documented and approval sought for an exemption in accordance with the
applicable government policies. This exemption would usually be sought as part
of the Business Case for the project. Certain exemptions are traditionally
recognised where full contestability (e.g. a sole supplier situation) and/or full
competition may not actually be possible or a more limited approach will better
satisfy the public interest. For example, this will be relevant where works are of
an urgent nature due to unforseen events or occurrences such as:
life threatening situations;
occupational health and safety;
security;
loss of essential services;
avoiding significant loss or damage to assets, or significant service delivery

disruption; and
weather protection.
The term competition should be understood as meaning competition on all elements of the project which are
relevant to performance of contractual obligations for that project, and which are material to differentiating
one tender party from another. These elements include outturn cost, relevant corporate track record,
management systems, quality control systems, capability of the nominated people, etc.
29 Writing in terms of good governance, the Productivity Commission 2014, Public Infrastructure, Inquiry
Report No. 71, Canberra, reinforces this as good practice, stating that all governments should ensure use of
transparent, innovative, and competitive processes for the selection of private sector partners for the design,
financing, construction, maintenance and/or operation of public infrastructure (Recommendation 7.1).
28
37
The level of competition is of significant importance when selecting

procurement options, as any procurement strategy or delivery model that
departs from a price competitive route, such as alliancing or exclusive
partnering, should only be agreed following a thorough analysis of the benefits
afforded and when they can be clearly demonstrated.30
The following figure illustrates the principles of competition and the requirement
for seeking exemptions:
Alliance Structure
PRICE COMPETITION
NON-PRICE COMPETITION
EOI
(say) 8 bidders
(say) 8 bidders
Shortlist
(say) 2 bidders
(say) 2 bidders
Non-price
selection criteria
Non-price
selection criteria
Price
selection criteria
1 bidder
Appointment and
PAA Execution
Figure 2.6:
Full Price
Partial Price
Development of
full TOCs (dual)
Development of
TOC elements (dual)
Other criteria
impacting on price
Other criteria
impacting on price
Other criteria
impacting on price
1 bidder
1 bidder
1 bidder
No Exemption
Required
Exemption
Required
Exemption
Required
TOC
Development
Application of competition in alliancing options
Australian governments have national and international obligations in relation to

procurement such as the Australia and New Zealand Government Procurement
Agreement; the Australia New Zealand Closer Economic Relations Trade Agreement;
and the Australia United States Free Trade Agreement. These are bilateral
agreements which impose mutual obligations on government procurement.
Owners need to ensure they conform to such international agreements where
applicable.
30
38
Procurement Guidance Series Relational Procurement Options - Alliance and Early Contractor Involvement
Contracts, Chief Procurement Office, Queensland Government, July 2008.
3
Chapter 3:
Choosing alliancing as
a delivery method
This chapter discusses when alliancing is an appropriate delivery method to
use for a project.
As discussed in Chapter 1, alliancing is now a mature and robust delivery
method; it is no longer a unique or novel approach to contracting. Chapter 2 also
highlighted that alliancing is a complex commercial transaction, and there is a
need to understand the risks and benefits associated with alliance contracting.
The Owners decision to use alliance contracting for a particular project will
require strategic thinking, a good understanding of the approach likely to best
deliver the Owners VfM Statement, and ensuring the Owner has sufficient
capability to deliver the project.
Alliancing should be used where it is the most appropriate delivery method
Owners should ensure that alliancing is not being used simply because the
Business Case has been inadequately planned or where the projects scope is
poorly defined. Instead alliancing should only be used where it is the best
procurement strategy for achieving the approved Business Case objectives
3.1
Projects most suited to alliancing
Choosing the appropriate procurement strategy is critical for the successful

delivery of a project. Generally, government policies and guidelines require that
the appropriate procurement strategy be assessed and recommended as part of
the Business Case. Furthermore, it is expected that once the Business Case and
the procurement strategy are approved, work will commence to fully detail the
strategy in the tender documentation and the project fully described before the
tender process commences.
When determining whether an alliance contract, or any other project delivery
model, is suitable to deliver a specific project, reference should be made to the
comparative table contained in Guidance Note NO 331 and other relevant
31
Chapter 3 Choosing alliancing as a delivery method
39
procurement guidelines published by government.32 However, before any

detailed comparison to other project delivery models is made, it is necessary to
understand the threshold issues33 that should be satisfied before an alliance is
considered as an appropriate option.
These threshold issues include:
project value: The policy provides that alliancing is generally not appropriate
for simple procurement projects valued under $50 million. This is due to the
high initial start-up management costs (for both Owners and NOPs)
associated with both procurement and delivery of alliance contracts.
resourcing: To successfully deliver an alliance project, the Owner will require

sufficient internal resources, including senior executives, who can effectively
represent and manage its interests in relation to external parties and the
alliance contract. As a minimum, the number of internal resources available
to procure and deliver an alliance contract can be expected to be equivalent
to, if not of higher capability than, those normally made available to procure
and deliver a traditional contract. The internal resourcing requirements for
alliancing should be considered as part of the Business Case.
After taking into account these threshold issues, an alliance may be considered as
a suitable project delivery method when the relevant project has one or more of
the following characteristics:
the project has risks that cannot be adequately defined or dimensioned in the
Business Case nor during subsequent work prior to tendering;
the cost of transferring risks is prohibitive in the prevailing market

conditions;
the project needs to start as early as possible before the risks can be fully
identified and/or project scope can be finalised, and the Owner is prepared to
take the commercial risk of a suboptimal price outcome;
the Owner has superior knowledge, skills, preference and capacity to

influence or participate in the development and delivery of the project
(including for example, in the development of the design solution and
construction method); and/or
a collective approach to assessing and managing risk will produce a better

outcome, e.g., where the preservation of safety to the public/project is best
served through the collaborative process of an alliance.
Each of these characteristics is discussed further below.
32
33
40
For example, NSW Procurement Contracts Used for Construction Projects (July 2008), Refer also to Figure 1.1.
These threshold issues are specific to each jurisdiction.
Exercise caution when using alliances in suboptimal conditions

Alliancing is sometimes selected because suboptimal conditions exist for project
delivery. Generally, such suboptimal conditions as listed below will give rise to a
cost premium and this should be factored into the decision to use alliancing.
Time pressure to deliverachieving early project commencement through
early NOP involvement: Compared to traditional project delivery methods,
alliancing, with non-price competition, has been used to run planning, contract
negotiations and construction activities concurrently rather than sequentially.
Owners need to recognise that there may be a significant cost premium
associated with this approach. Also, that early completion of the project is not
guaranteed through earlier commencement.
Owners in-house skills, systems and resources need improving: Managing the
public interest in relationship contracting requires greater experience and
capability from public officials in comparison to contracting approaches such as
Construct Only or Design and Construct. A sound understanding of alliance
contracting and appropriate in-house resources, skills and systems are necessary
prior to undertaking an alliance.
Attracting scarce resources, especially in a buoyant construction market:
Attracting scarce resources is often relied upon as a critical reason for choosing
alliance contracting to deliver an infrastructure project. However, Guidance Note
NO 327 explains that this will not necessarily assist Owners to achieve the
outcomes prescribed in the VfM Statement.
Insufficient Owner resources: If the Owner has insufficient resources to deliver
a project through traditional delivery methods, then they are unlikely to have the
required resources to deliver a project using an alliance as discussed in section
4.8 of this Guide. The demand on the Owners resources is even greater under
alliancing.
3.1.1
Project risks that cannot be dimensioned
Alliancing will generally be appropriate for projects that are characterised by

major risks and complexities that cannot be dimensioned in the Business Case or
soon thereafter. This is likely to have a material but indeterminate impact on
achieving project objectives, which means that the flexibility and collaborative
decision-making under an alliance contract may be desirable. Under the alliance
approach, the parties can deal with any risks and complexities if and when they
arise over the life of the project.
However, the existence of high-risk characteristics in a project will not, of itself,
be sufficient to justify using an alliance. Significant risks, questions about the
scope and complexity will nearly always characterise public infrastructure
projects, and projects with these characteristics can often be satisfactorily
delivered using contracting methods involving more traditional risk allocation.
Rather, Owners will need to demonstrate in the Business Case that traditional
project delivery methods are incapable of delivering the objectives detailed in the
Owners VfM Statement by evaluating a range of delivery methods, including
alliances.
41
3.1.2
The cost of transferring risk is prohibitive
Alliancing may be appropriate where the cost to the Owner of transferring the
risk to the designer/contractor(s) is particularly high, a conclusion that needs to
be based on an informed analysis of prevailing market conditions. The alliance
approach should result in a reduced price to deliver the project, given that the
risks are shared between the Participants and managed collectively, rather than
transferred and managed solely by the contractor.
For some projects, the Owners risk profile may be greater than a
designer/contractor would normally accept under a traditional contract. For
example, the project may be particularly unique or rare, which means that certain
risks may be unknown and stakeholder management becomes more complex.
Under these circumstances, the Owner would have to pay a premium to transfer
certain risks to the designer/contractor under a traditional contract. Therefore, an
Owner may find it attractive to undertake to deliver such projects through
alternative delivery models such as managing contractor, early contractor
involvement, and alliance contracts.
3.1.3
Urgent project start is required
Government priorities, in response to compelling community needs, often

require a project to be delivered under extreme time constraints. This can
manifest as a need to start construction as soon as possible, with the objective of
an early project completion.
Regardless of the time imperative to complete the project, the Owner should:
understand that there may be higher costs associated with using an alliance
in these circumstances, due to the reduced time to prepare a robust and
comprehensive Business Case and procurement analysis;
ensure that the Business Case for the project addresses the cost premium that
may be associated with using an alliance under extreme time constraints and
where the Owner is unable to undertake a thorough procurement analysis;
inform the decision makers about the cost premiums and potentially negative
VfM impact arising from planning processes being truncated, in order to
deliver the project within extreme time constraints; and
ensure that an early start does indeed lead to the early completion required
by government.
If there are time constraints imposed upon the project, it is still important to
apply the appropriate level of competition to procure the project. If, however,
there is a compelling reason for a departure from a fully competitive process, the
rationale needs to be set out in the Business Case for approval in accordance with
policy.
42
Does a shorter procurement process deliver the asset earlier?

It should be remembered that if the goal is to deliver a project in the shortest
possible timeframe, a shorter procurement process will not necessarily achieve
this goal. Indeed, agencies may encounter a longer construction period and a
higher TOC due to inefficiencies during procurement, lack of project definition,
and lack of innovation.
If an acceleration of the works is required so that early project delivery is
achieved, the Owner will need to be comfortable that a price premium may be
paid. For example, this premium may be paid in the form of an early completion
bonus paid to the NOPs, extra work shifts, etc.
3.1.4
The Owner has valuable knowledge, skills and capacities
For some projects, it is critical that the Owner actively participates in the project
solution as they have valuable knowledge, skills and capacities to contribute to
the process. For example, the asset to be delivered may be part of a broader
network and the Owner may have more knowledge about the type of asset than
the private sector proponents. Specific examples of this could be signalling works
in a rail network or a water treatment plant in a water distribution network.
3.1.5
Need for a collective approach to managing risk and

opportunities
For some high-risk projects, the optimum VfM outcome may be achieved by the
project solution being progressively refined and developed to reflect emerging
risks. For example, these risks may arise in relation to stakeholders, network and
legacy issues or developing a project in a live operating environment. The Owner
is likely to obtain a better VfM outcome if the Participants work collaboratively to
manage these risks and solve any related problems as they arise. As an emerging
risk materialises, it will impact the design and scope of the works. A collective
approach means the Owner is likely to achieve the desired project outcome
without having to pay a substantial risk premium upfront, which would be the
case if the risks were transferred to the designer/contractor under a traditional
contract.
34
34
43
Additional reasons for using an alliance

Sometimes alliancing may be selected as a delivery method for other reasons.
These reasons may contribute to the Owners decision to use alliancing, but
should not be relied upon as the primary reason to justify the selection of
alliancing to deliver a specific project.
Innovation or outstanding outcomes are needed: Innovation or
outcomes can occur and be achieved under any delivery method.
therefore not be used as a sole rationale for using an alliance, but
consideration when innovation is encouraged and supported
involvement.
outstanding
This should
is an added
by Owner
To deliver new or emerging technology: Owners should give careful

consideration to using an alliance to deliver new or emerging technologies. The
risk-sharing model in alliancing means that Owners will share the risk of
implementing any new technology on a project. Owners may be exposed to
higher costs, or handover and operating difficulties. This higher risk exposure
should be reflected in the commercial arrangements. Owners may select
alliancing if they wish to share in the development of new technology.
No litigation over contractual disputes: Alliances are characterised by the key
principle that, subject to certain exceptions, there is to be no litigation between the
Participants. The removed threat of litigation over contractual disputes is
attractive to both NOPs and Owners. Although the application of the principle
means that alliances have not been the subject of many litigious disputes, it is
impossible to completely remove the threat of litigation (see Guidance Note NO 1).
It is also important to remember that the no fault no blame culture (which
supports the no litigation principle) should not mean there will be no
disagreements between the Participants (refer to section 2.1.2).
44
PART TWO:
Overview of the
development and
implementation
of alliance
contracts
45
46
4
Chapter 4:
Developing an alliance
project
Once the Owners decision to use an alliance has been approved, the Owner
will need to prepare for selecting its alliance partner(s) and delivering the
alliance project. These stages are discussed in Chapters 5 and 6.
This chapter addresses the preparation required by Owners and provides
guidance on:
understanding the commercial environment;
developing the alliances Commercial Framework and PAA;
defining and planning the Owners resources; and
how best to engage and use specialist advisers.

Chapter 2 highlighted that an alliance is a commercial transaction between the
Owner and the NOPs for the delivery of a capital asset.35 The commercial and
legal terms of that transaction, as agreed between the Owner and the NOPs, are
set out in the PAA.
It can be expected that both Owners and the NOPs will seek to implement the
commercial and legal terms that are favourable to themselves, the Owner
because of its duty to guard the public interest and the NOPs due to their
corporate obligation to optimise shareholder returns. These competing interests
are not unusual and do not create an unhealthy situation, even in the context of
developing an alliance.
The Owners obligation to negotiate favourable commercial and legal terms for
an alliance contract is no different to its obligation for other forms of contract. In
all cases, the Owner needs to be proactive in developing project-specific
commercial and legal terms that optimise the Owners position and are consistent
with the achievement of the Owners objectives for the project. In doing this, the
Owner needs to be also mindful of the reasonable and fair commercial objectives
of the NOPs. This requires a thorough understanding of the prevailing
commercial environment, the specific VfM objectives for the project (as expressed
35
As noted in Chapter 2, the alliance delivery method and its associated characteristics is also applicable to
operational and maintenance (O&M) services. For simplicity, in this Guide, reference to a capital asset will
also include O&M services.
Chapter 4 Developing an alliance project
47
in the Business Case) and how the Commercial Framework should be applied in
practice.
4.1
Understand the commercial environment
It is important to understand the wider commercial environment in order to

tailor the selection and delivery of an alliance project accordingly. The
commercial and project objectives of the Owner and the NOPs need to be aligned
if the alliance is to operate effectively. The prevailing commercial environment
will likely shift over time, reflecting a number of different considerations, which
include:
the general level of activity in the broader construction sector, with

conventional wisdom being that as activity increases, then profits increase
(which in turn, is likely to impact the NOPs approach to bidding for work);
companies becoming over-committed or extended during boom times, with

the risk that performance levels may be adversely impacted and become
inconsistent as a result;
the Owners appetite for risk sharing36 (noting that this is a continuum) will
vary over time in response to:
the prevailing government position and risk appetite;
the Owners tolerance for risk and their current portfolio risk profile;
the governments capital works program intensity (which may relate to the
size and/or speed of the capital program); and
the importance of a particular industry.
the attractiveness of the project to potential NOPs, which may be influenced

by factors including:
the proposed commercial and legal framework, including financial incentives
provided to the NOPs;
the Owners reputation;
the potential for the project to lead to further work for the NOPs; and
policies to compensate the NOPs for their costs of participating in the bid
process.
potential NOPs risk assessment of the project and appetite for risk sharing
generally (noting that this is likely to vary considerably amongst potential
NOPs, depending on factors such as the size, culture, management approach
and market share of the relevant NOP);
the commercial objectives of the potential NOPs, their position in the market
and their corporate objectives as publicly-listed organisations (which
ultimately require them to maximise and sustain shareholder returns); and
36
48
Refer to section 4.2 and Appendix F for further discussion of risk sharing in an alliance context
government policies or strategies which are relevant to infrastructure

projects, such as local industry participation plans and free trade agreements.
There needs to be a thorough understanding of the commercial environment in

which the NOPs operate in order to develop a Commercial Framework that will
drive achievement of the Owners VfM Statement.
4.2
Develop the Commercial Framework
The Commercial Framework is the key mechanism of the alliance contract which:
aligns the commercial objectives of the NOPs with the project objectives of
the Owner and the investment objectives of the government;
should encourage and drive the NOPs to achieve the performance levels
required by the Owners VfM Statement; and
ensures the Owner is equipped to address any poor performance by the

NOPs.
The NOPs primary objective will be to achieve an attractive profit from the
project for their shareholders. On the other hand, the Owners objectives will be
to deliver the requirements set out in the Owners VfM Statement at a fair price.
Along with the framework for joint management and collaborative decision
making, developing the optimum Commercial Framework is a foundation for
alliance success; it should provide all Participants with an imperative to meet
their behavioural commitments, and balance both the price and non-price
objectives for the project. The Owner should ensure that the Commercial
Framework is structured to target the achievement of the VfM outcomes required
for the specific project, and to manage the associated risks.
The proposed Commercial Framework for the project should be developed by
the Owner and be included in the tender documents (i.e. the Request for
ProposalRFP) issued to industry. However, it should be expected that the
Commercial Framework will be further developed through discussion and
negotiation with the NOPs as part of the selection process. The final agreed
Commercial Framework will then be incorporated in the PAA.
The process for developing the Commercial Framework is set out below:
understand the generic Commercial Framework37 of alliance contracts; its

purpose, mechanics and challenges;
clearly identify the specific project objectives, risks and challenges outlined in
the Business Case and the Owners VfM Statement;
tailor the generic Commercial Framework to reflect these project specific

objectives and the prevailing commercial environment; and
issue the proposed Commercial Framework with the tender documents (i.e.
the RFP) and encourage the NOPs to provide innovative responses to
37
Refer section 4.3
49
enhance the Commercial Framework (in the same manner as technical

innovation is encouraged).
Owners VfM obligations are no different under an alliance contract

The Owners public interest obligations to negotiate good terms under an alliance
contract are no different to its obligations under a traditional contract. It is
important to establish a commercial and legal framework to achieve the Owners
specific objectives for the project, and then put that framework to the market,
inviting commercial and technical responses and innovation from Proponents.
The Owner should not postpone the creation of the Commercial Framework until
the selection process or after the NOPs have been selected.
Commercial alignment at the organisational and individual level

The NOPs obligations to their shareholders are to optimise profits while
minimising risk. These profit expectations and risk appetite are set by the NOPs
corporation not by the alliance.
A distinction should be made between aligning NOPs with the Owner at a
company level and aligning individuals within the alliance. Unless the
individuals are personally aligned with alliance outcomes, it is a risk to the
alliance overall. This may be exacerbated by issues in remuneration, bonuses, job
security, etc.
4.3
The generic Commercial Framework
As discussed above, the Commercial Framework for an alliance (as incorporated

in the PAA), is the principal mechanism that aligns the achievement of the
Owners project objectives with the commercial objectives of the NOPs. In
particular, the Commercial Framework will set out the structure and principles
that govern the NOPs remuneration for the project.
The Commercial Framework typically provides for the NOPs remuneration to
comprise the following three elements:
Reimbursable Costs This covers the direct project costs and indirect project
specific overhead costs actually and reasonably incurred by the NOPs (and
the Owner if applicable) in the performance of the work.
the NOPs fee: This comprises both Corporate Overhead and Profit, that is,
the respective NOPs agreed profit margin and a contribution towards
recovery of non-project specific (or corporate) overhead costs; and
50
NOPs
Fee
Reimbursable
Costs
Corporate
overheads
Indirect project
specific
overhead costs
TOC
(Target
Outturn
Costs)
Figure 4.1:
Profit
Direct project
costs
Alliance Compensation Framework
Risk or Reward Amount This is a performance-based payment to the NOPs

that increases or decreases to reflect the projects outcomes, and is designed
to enable the NOPs to share in both the upside and downside associated with
delivering the project. The Risk or Reward Amount measures the alliances
actual performance against the target cost and other agreed project objectives.
Generally, the Risk or Reward Amount will reflect an assessment of the
Participants performance against both the financial and non-financial
outcomes of the project.
$ (Gainshare)
Underrun
TOC
$ (AOC TOC)
Overrun
TOC
ZERO
(when the
AOC = TOC)
$ (Painshare)
Figure 4.2:
Risk or Reward Framework for Financial Outcomes
General principles that should guide the Owner when developing the proposed
Commercial Framework for the alliance include the following:
51
The Commercial Framework should drive the right behaviours and

incentivise the Participants to achieve the objectives set out in the Owners
VfM Statement.
The Commercial Framework should be clear, concise, and robust. It should be

easily understood and able to be applied by all Participants.
There should be complete transparency in all project financial arrangements.
4.3.1
Reimbursable Costs
The principles that should guide payment to the NOPs of their Reimbursable
Costs for an alliance project include the following:
Expenditure should be consistent with public sector standards for public

monies.
The NOPs should only be reimbursed for costs which have been actually and
reasonably incurred.
Reimbursable Costs should not include contributions to costs included in the

Corporate Overhead and Profit component.
All claims for Reimbursable Costs and underlying project financial

transactions should be open book and fully auditable.
Defining Reimbursable Costs

The proposed definition of Reimbursable Costs will be provided in the PAA
issued with the tender documents.
There needs to be clear understanding and appreciation of those costs which
should and should not be properly paid to the NOPs as Reimbursable Costs, and
those costs which are more appropriately paid as part of the NOPs Fee. For
example, reimbursing the NOPs for professional development programs and the
cost of entertaining alliance staff and workforce may not be appropriate when
public monies are directly involved. Another example is that ALT members
costs of performing their duties (including attendance and travel) should usually
be covered by the NOPs Corporate Overhead, which requires a detailed audit of
company records up front and declaration in the RFP. Other examples are
addressed in Corporate Overhead below.
As a guide, the following examples (which are taken from actual alliances) would
be considered inappropriate expenditure:
reimbursement of fees for postgraduate university study to members of the

alliance;
Christmas parties for staff, workers and their partners that exceed
government department standards; and
excessive prizes (such as boats and cars) to alliance personnel for

contributing innovative ideas.
52
Reimbursing subcontractor costs

Subcontractors costs under subcontracts procured for the alliance are only
reimbursed to the NOPs when procured according to the Project Proposals
contracting strategy. This document should be incorporated in the PAA and
require that the selection of subcontractors for the alliance is competitively tested,
and that the procurement process is transparent. The competitive and
transparent selection of suppliers and subcontractors is necessary for public
infrastructure projects (including alliances) since sole-sourcing is generally not
acceptable under government procurement policies. This is discussed in more
detail in Chapter 6.
Auditing Reimbursable Costs
The process for defining and agreeing the Reimbursable Cost categories usually
begins by the Owner undertaking an Establishment Audit of each NOPs relevant
cost structure, as part of the selection process. Generally, the Owner will also
engage an external Cost Auditor during project delivery to validate that the
Reimbursable Costs claimed by the NOPs have been actually and reasonably
incurred and that reimbursement is warranted. While this is a necessary and
prudent requirement where public monies are involved, a Cost Auditor usually
has an audit background and will only assess Were the costs actually incurred
by the NOPs? not Should the NOPs have incurred those costs?. The Owner
needs to be satisfied on both of these issues. It is also worthwhile for the Owner
to have representatives with financial backgrounds embedded in the alliance to
monitor these issues, in addition to the role performed by external auditors.
Project close outestimated versus actual Reimbursable Costs
Certain Reimbursable Costs will not be known until project completion as it is
sometimes administratively prohibitive to measure the costs progressively.
Examples of this include staff costs (annual leave, training leave, bonuses, etc). In
this case, it is common to include an estimate of the staff costs claimed
progressively by the NOPs.
It is important that these costs are externally audited on project completion to
ensure the Owner pays the actual costs and not estimates. A monetary
adjustment (upwards or downwards) can then be made to the NOPs payment as
necessary to reflect the outcome of the audit.
4.3.2
The NOPs fee
In addition to Reimbursable Costs, the Owner will pay the NOPs an agreed fee,
comprising two components: Corporate Overhead and Profit.
The Corporate Overhead and Profit may be paid to the NOPs as either a:
mark-up percentage on the NOPs actual Reimbursable Costs incurred; or
fixed amount, which is determined with reference to the NOPs Reimbursable

Costs component of the TOC.
In the context of an alliance it is essential that the rationale and composition of

the NOPs Corporate Overhead and Profit (often referred to as the NOPs fee) is
53
understood. Firstly, the Owner may wish to compare fees between different
NOPs as part of the selection process. Secondly, the Owner will want to be clear
that the NOPs fee doesnt inadvertently reimburse the NOPs for project costs
that already comprise part of the Corporate Overhead component of the NOPs
fee.
The Profit component of the NOPs fee is relatively straightforward and
represents the NOPs reward or margin for the service they provide and the
risks they take in performing the work.
The Corporate Overhead component of the NOPs fee is less straightforward,
particularly for professional service firms such as design consultants. In
principle, it represents the recurring indirect costs of running the NOPs business
that are not linked directly to a project. These costs are usually recovered by the
NOPs corporate office by way of a cost-loading on each project expressed as a
percentage of project value. However, the method of recovery varies
considerably between designers and contractors and the Owner may need expert
advice to understand this.
It is recommended that the Corporate Overhead and Profit of the individual
NOPs be separately tendered and not aggregated into a single fee until the PAA
is agreed. The primary reason is to allow transparency for the Owner and to
assist in negotiating and developing the TOC.
Corporate Overhead
The NOPs Corporate Overhead represents a multitude of costs. There is
considerable variation between individual NOPs on what costs they will include
within this component of the NOPs fee and what they expect should be
Reimbursable Costs. During the selection process, the NOPs and Owner will
need to discuss and agree the classification of all likely project costs as either
Corporate Overhead or Reimbursable Costs. Examples of the type of costs that
may be included in Corporate Overhead are:
corporate office costs, including administration and management staff;
corporate IT management fees;
corporate software licensing;
financing costs (interest) on normal project cash flow;
corporate management expenses (airfares, hotels) incurred in relation to the

alliance;
corporate managers costs (generally including ALT attendance);
staff bonuses;
overtime payments;
recruitment and redundancy;
relocations;
plant and equipment for the project office;
54
corporate OH&S auditing and system development costs;
staff development;
entertainment of staff and workforce; and
payroll and administration.
An Owner may need to seek specialist advice from an experienced alliance

financial auditor to establish an appropriate definition of Reimbursable Costs.
Ultimately, however, the Owner will remain accountable for the decisions about
this and should therefore develop a thorough understanding of how the NOPs
will develop and seek to negotiate both the Corporate Overhead amount and
Reimbursable Costs definitions in the PAA.
The complexities of Corporate Overhead and Reimbursable Costs
The decision regarding what reasonably constitutes a Reimbursable Cost and
what should comprise part of the NOPs Corporate Overhead requires industry
knowledge and expertise. Some items are clear; however, others are less so.
One example is the costs associated with preparing the Proponents Project
Proposal (such as estimating costs). Another example is the business-as-usual
project audit(s) undertaken by the NOPs corporate office in areas such as Safety,
Environment and Quality.
Many (but not all) of the above costs are part of the Proponents business-asusual costs and are covered by their Corporate Overhead. This means
reimbursing those costs may result in the NOP/Proponent being paid twice.
Profit
The NOPs Profit represents the amount agreed between the Owner and relevant
NOP as reward for the service the NOP provides and the risk it undertakes.
Comparing Fees between competing NOPs
The recommended approach is for the Owner to request Proponents to submit
their proposed Corporate Overhead and Profit with their EOI and again with
their RFP, together with commentary on the Owner's proposed definition of the
Corporate Overhead and the proposed structure of the Commercial Framework.
When assessing each Proponents Corporate Overhead and Profit and comparing
those amounts proposed by competing Proponents, the Owner should ensure
that:
The Proponents profit lies within prevailing industry norms for the current
commercial environment. If the amount is too low, this is unlikely to
encourage the NOPs to supply their best teams and/or may inadvertently
encourage inflation of the TOC in order to increase the likelihood of saving
and hence increase Proponents profit. By contrast, an excessive profit will
reduce VfM by increasing costs and reducing commercial incentives for the
NOPs to improve performance.
Tendered fees from competing Proponents need to be reconciled to account

for any differences in the definitions of Reimbursable Costs and Corporate
Overhead. For example, some Proponents will include the cost of items such
55
as IT support, payroll administration, defects liability period and safety plans

in their Corporate Overhead. Others will levy the project an additional cost
allocation.
The selection process recognises that the NOPs fee has a marginal impact on
the VfM outcomes for the project compared to other VfM elements such as
the Project Solution, and this should be considered when designing the
selection criteria and weightings.
Using business-as-usual fees to establish the NOPs fee

An alternative approach to a Proponent nominating its fee is to establish the
NOPs fees post selection by auditing its business-as-usual fees (BAU) for
comparable projects. However, this is not the preferred approach for a number of
reasons. In particular:
It is an unduly complex process compared to the Proponents nominating

their fee as part of their tender proposals, which the Owner can then assess
independently.
An historical assessment of the NOPs BAU fee may not reflect:
the markets current conditions;
the NOPs current risk/reward appetite;
the specific characteristics of the current project;
a balance of profitable and unprofitable projects; and
the lower risk profile (for NOPs) that is associated with entering into
an alliance contract.
It is not a competitively determined outcome.
4.3.3
Risk or Reward Regime
The Risk or Reward Regime is the key mechanism in the Commercial Framework
to encourage and reward exceptional performance (if required by the Owner),
address poor performance, align the NOPs commercial interests with the
Owners project objectives and drive the NOPs to meet their behavioural
commitments. The Risk or Reward Regime should always be tailored by the
Owner so that it is specific to the project.
The Risk or Reward Regime is developed from and with reference to the Owners
specific project objectives, minimum conditions of satisfaction (MCOS) and cost
and non-cost key result areas (KRAs). Generally, the tender documents will
specify the MCOS and KRAs which the NOPs are required to achieve in the
performance of the work (or, where relevant, delivery of the services). The Risk
or Reward Regime is then developed and finalised during the selection process,
and forms part of the Project Proposal under the Alliance Development
Agreement (ADA).38 The agreed principles of the Risk or Reward Regime are
then incorporated as part of the PAA.
38
56
The Alliance Development Agreement for the project entered into between the project Owner and the NOPs
under which the Project Proposal was developed for the approval (or otherwise) of the project Owner.
The Owners project objectives are set out in the Business Case and are
documented in the Owners VfM Statement, and will include both price and nonprice objectives. Therefore, the preferred approach is to structure the Risk or
Reward Regime to reflect both price and non-price performance to incentivise the
NOPs to achieve these objectives. Under the Risk or Reward Regime, the NOPs
agree to put all (or a certain percentage) of their Corporate Overhead and Profit
at risk, tied to their performance against the TOC and other non-price project
objectives.
There are a number of ways to structure the Risk or Reward Regime. For
example, in order to ensure that the NOPs are appropriately incentivised to
achieve the objectives in the Owners VfM Statement, the Owner could adopt
either of the following two approaches:
1. Option 1: The Risk or Reward Regime is separated into two components,
being a cost component (resulting in payment of gainshare or painshare for
performance against the TOC), and a non-cost component (resulting in a
separate payment to the NOPs of an amount for performance which is better
than MCOS, or a liability payment from the NOPs for performance which is
worse than MCOS).
2. Option 2: The Risk or Reward Regime does not contain separate components,
but rather the calculation of gainshare or painshare for performance against
the TOC will be modified to reflect the NOPs performance in key non-cost
areas. This means that the gainshare will be increased or the painshare
decreased to reward exceptional performance by the NOPs, where this is
required by the Owners VfM Statement (or vice versa).
Appendix E sets out a number of graphical models which represent the
numerous approaches that may be taken to structuring the Risk or Reward
Regime, and notes the key advantages and disadvantages of each approach.
Developing the Risk or Reward Regime
The principles that should guide development of the Risk or Reward Regime
include:
The NOPs remuneration should be commensurate with their performance.
The Risk or Reward Regime should be based on and linked to real risks and
benefits in the identified KRAs that affect the value of the project to the
Owner, and the VfM outcomes set out in the Owners VfM Statement. For
example, the Owner may only require the NOPs performance to exceed
MCOS for certain KRAs.
If the Owners VfM Statement requires exceptional performance for any KRA,
each NOP should be genuinely incentivised to exceed MCOS through the
Risk or Reward Regime.
The Owner should be committed to the NOPs being able to earn the full share
of the available potential gainshare entitlements.
57
Price Performance: Cost KRAs

The Risk or Reward Amount which is payable by or to the NOPs is established as
a share of the savings (or underrun) on actual outturn costs for the project against
the TOC, or a share of the additional costs (or overrun). Typically, this share is
50:50 but considerable refinements can apply (as noted in Appendix D).
NOPs are not sharing in profits or losses of the project; instead, they are
sharing in the outcomes of the project. From a cost perspective, a positive
outcome will be achieved where there is a saving against the TOC, but it should
be recognised that such savings do not represent a collective profit for the
Participants.
Non-price Performance: Non-cost KRAs
As discussed above, the Risk or Reward Amount which will be payable to the
NOPs to reflect performance against the Owners non-price objectives is
established by measuring the alliances performance against pre-agreed KRAs.
The PAA should incorporate an agreed regime for measuring the NOPs
performance against objective criteria, with pre-agreed financial returns or
liabilities payable. It is important to note that the:
KRAs should only reflect the Owners objectives and requirements (if any) for
exceptional performance. The Owner needs to develop detailed definitions of
MCOS for each KRA and for exceptional performance (if required).
KRAs may be measured by either lead or lag indicators but they should have
a direct bearing on the Owners objectives. For example, while alliance
health is clearly conducive to overall alliance performance, it is too remote
from the Owners specific objectives for the project, so should not be
established as a KRA which specifically attracts financial reward.
Financial return ascribed to each KRA that requires exceptional performance

should reflect the monetary value of that KRA to the Owner (not the alliance),
and should only be paid where the Owner actually requires exceptional
performance in relation to that KRA (and this performance has been achieved
and demonstrated). Similarly, the NOPs should only incur a financial liability
where they fail to achieve MCOS.
KRAs should be few in number (ideally 6 or less) and be capable of simple

but meaningful measurement by all Participants, recognising the subjective
judgment which is naturally associated with non-price objectives. Numerous
and complex KRAs are counterproductive and will be difficult to apply and
measure in practice.
KRAs should be clearly capable of driving behaviours throughout the

alliance team, not just the ALT.
KRAs should not be designed to drive outstanding outcomes (as defined by

paradigm change, never been done before) unless exceptional performance
is actually required by the Owners VfM Statement.
Incremental increases in performance above MCOS (which are not defined as

exceptional) may generate additional value for Owners; a scale can be
58
created through which a NOP can be rewarded for delivering additional

value for performance that exceeds MCOS. This should only occur where the
Owner determines that a performance that exceeds MCOS will assist to
achieve the objectives in the VFM Statement. This scale of incremental
increases should be addressed in the PAA.
The payment for performance against KRAs that require exceptional
performance can be either self-funded (a proportion of the Owners share of any
cost savings against the TOC) or paid from a separate performance pool
established by the Owner. While self-funding can align price and non-price
performance where savings are likely, it can render the KRAs ineffective if
overruns are possible. The choice whether to incentivise non-price performance
by self-funding through the Owners gainshare, or by establishing a separate
performance pool, is project specific and should reflect the actual value the
Owner places on achieving exceptional performance for specific non-price
objectives. Appendix D provides graphical representations of the different
approaches.
Therefore, the Owner needs to provide the KRAs as part of the Commercial
Framework. They cannot be developed during the selection process. Detailed risk
assessment prior to awarding a contract means that Owners will be better placed
to ensure that the Risk or Reward Regime actually drives the behaviours and
outcomes that the Owner requires.
4.3.4
Target Outturn Cost (TOC)
The Target Outturn Cost (TOC) is central to the alliance Commercial Framework
and will be the subject of some detail in Guidance Note NO 5.39 The TOC is used
to confirm alignment with Business Case cost assumptions before executing the
PAA and it is also the basis on which alliance cost performance will be assessed
upon project completion.
For all practical purposes, the TOC is the Proponents tendered price to the
Owner.
However, there are some significant differences to a traditional tendered price.
The TOC is, as the name suggests, a target price offered by Proponents where
the actual costs on completion of the alliance (i.e. actual outturn costs or AOC)
will be compared against this target and any differences (usually termed
underruns or overruns) will be shared between NOPs and the Owner in
accordance with the agreed Commercial Framework.
It is at this price that the Proponent is prepared to share the project risks and
financial performance with the Owner in accordance with the agreed
Commercial Framework.
While the TOC as described above is a single dollar figure or number and is
similar to a traditional tendered price, the development of the TOC in alliance
39
Refer to Guidance Note NO 5, Developing the TOC in alliance contracting, Department of Infrastructure and
59
contracting is fundamentally different to the development of a tendered price in

a traditional delivery method. This is discussed further in Guidance Note 5.
The TOC can be developed in one of three ways, dependent upon the approach
taken to selecting the NOPs as described in Chapter 5. The TOC may be:
competitively bid by Proponents through a full price competitive process

based upon a detailed scope of work and Commercial Framework;
negotiated by the Owner with a Preferred Proponent using, as a base, the

partial proposal which has been competitively bid between two shortlisted
Proponents; and
negotiated by the Owner with a Preferred Proponent on the basis of the

Proponents final proposal that has not been competitively bid.
The differences between these three approaches to selecting the NOPs are
discussed in Chapter 5; however, regardless of the approach, there are certain
common components and principles underlying the TOC. These are:
The NOPs fee
This comprises Profit and Corporate Overheads as discussed elsewhere in this
chapter:
Profit: The NOPs reward or margin that their shareholders require for the
service they provide and the risks they take in performing the work. This is
tendered by the NOPs.
Corporate Overheads: Represents those recurring indirect costs that the

NOPs incur in running their business that are not able to be directly linked to
a project.
Reimbursable Costs
This comprises indirect overheads and direct cost.
Indirect project-specific overheads cost

This represents the NOPs management overheads that can be directly linked
to the project (e.g. supervision, site sheds, and insurances).
Direct project cost

This is an estimate of the most likely cost of delivering the agreed Scope of
Work and is developed in detail from first-principles estimating.
There should be clear articulation of the inputs into the TOC (including
design solution, construction methodology, productivities, etc.), which
should reflect current industry best practice.
There should be considered allowance for likely project risks and
opportunities.
The TOC is only meaningful when analysed alongside the Commercial

Framework. The Framework will impact the TOC during both project delivery
and post completion. For example:
60
the Risk or Reward Model (including any caps); and
other costs, such as requirements for project insurances (including

deductibles and cover provided), Owners costs in obtaining approvals, land
purchases, etc.
Adjustments will only be made to the TOC as defined by the PAA.

A soft TOC erodes VfM
A soft TOC is not conducive to the public interest and, regardless of any
gainshare or underruns, represents a serious erosion of VfM for the Owner. The
Owner must make every effort to have a robust TOC. This is discussed in more
detail in Guidance Note NO 5.
4.4
Changes to the Commercial Framework
Occasionally, after execution of the PAA, it may be observed that the Commercial
Framework is not effectively driving the alignment of the NOPs commercial
objectives and Owners objectives. Reasons are varied and could include:
changing Owner objectives; and
unforeseen project challenges.
The Owner, through its Owners Representative, needs to be alert to this

possibility. If the Owners Representative feels the Commercial Framework is not
working effectively to achieve the projects goals, it should discuss this with the
ALT and negotiate changes to the Commercial Framework.
This decision should not be taken lightly and only the Owner (in agreement with
the NOPs) can change the Commercial Framework. The Owner Participant and
the ALT do not have that authority.
Appropriate commercial and legal advice should be obtained in relation to any
change to the Commercial Framework.
Innovative commercial arrangements
While Owners are encouraged to develop a project-specific Commercial
Framework and include it in the tender documents, they should ensure that
Proponents are encouraged in their responses to innovate commercially (as well
as technically) in striving to best satisfy the Owners VfM Statement. This may
require guidance from Owners as to what areas of the Commercial Framework
are or are not open to innovation.
4.5
Caps on Risk or Reward
Historically, most alliances have tended to automatically include a limit (or cap)
on the amount of painshare that is payable by the NOPs. The cap is typically
equal to the NOPs Fee.
61
Is a cap on the NOPs Fee appropriate?

A rationale which is usually provided to support a cap on the NOPs Fee is that
under an alliance, the NOPs are exposed to a share of the Owners risk beyond
their normal design and construction environment, and that a limit (or cap) on
the NOPs exposure is therefore appropriate.
However, under an alliance, the Owner is also exposed to a share of the NOPs
design and construction risk beyond their normal risk profile under a traditional
contract (where these risks are transferred entirely to the D&C contractor).
Logically, according to the rationale offered by designers/contractors, this means
that the Owners risk should also be capped.
In addition, if the NOPs painshare is capped, this means that the Owner will
bear all project risk once the cap has been exceeded. Traditionally, one of the key
aspirations of alliance contracting has been the principle of win:win, lose:lose
for all Participants. However, in circumstances where the NOPs risk is capped
and the cap is exceeded, this principle will no longer apply.
As alliancing has matured as a method of project delivery, it is no longer

considered essential to automatically apply a cap to the NOPs painshare.
Instead, the application of a cap should be assessed on a project by project basis.
In particular, account should be taken of the following issues when considering
whether a cap on painshare should apply, and the appropriate amount for that
cap:
Risk and reward are intrinsically linked. The NOPs fee will reflect, amongst
other things, the potential amount of painshare that may be payable by the
NOPs, and the desired reward for taking that risk. The level of any cap on the
NOPs painshare will vary according to the NOPs risk appetite, the agreed
fee and the project specific risks. Therefore, the level and appropriateness of
any cap on painshare should reflect the project, the wider market and the
specific NOP. Similarly, the Owner will have its own views about the
appropriate fee.
The cap is most likely to be exceeded if the project is in distress. The Owner
will bear all design and construction risk once the NOPs cap on painshare
has been exceeded. This is because the NOPs will be insulated from any
further pain if the cost overrun continues beyond their cap. At the time of
greatest need, a cap therefore has the potential to place stress on the key
alliance features of risk and opportunity sharing and best-for-project
unanimous decision making. Also, an alliance contract is underpinned by
the principle that the NOPs commercial objectives and the Owners project
objectives should be aligned. This approach is directed at avoiding the
adversarial behaviours that may emerge under traditional contracts.
However, in circumstances where the NOPs painshare is capped and this
cap is exceeded, the cap can create significant commercial misalignment
given that, practically, the Owner is bearing all project risk.
62
If a cap on painshare is applied it may be appropriate to consider a reciprocal

cap on gainshare (Risk or Reward Regimes 2 and 3 in Appendix D). This
should be considered in the context of the particular project.
If a cap on painshare is in place, this may reduce risk contingencies built into
the TOC.
If the painshare cap is set at the NOPs fee (as has often been the case
historically) it would require an overrun to the TOC of twice the NOPs fee
before the cap is reached.
Above all else, the NOPs will be motivated by the financial impact of any
arrangement, whether it be negative or positive.
Tips for structuring the Commercial Framework

The principles of the Commercial Framework are relatively simple and
straightforward. However, applying the Commercial Framework in practice will
not achieve optimal outcomes for the Owner if sufficient attention isnt given to:
definitional problems (e.g. are the NOPs Corporate IT fees a Reimbursable

Cost or part of the Corporate Overhead?);
measuring costs (e.g. the NOPs plant and equipment should be reimbursed
at cost but some NOPs do not have plant management systems that record
cost);
aspects of the Commercial Framework that may fail to align the Owners and
NOPs objectives; and
designing a Commercial Framework that fairly and satisfactorily deals with

the possibility of a soft TOC. A common approach is to include a flat spot
on the gainshare so that (for example) the first 10% of any cost underruns
accrues 100% to the Owner before reverting to a 50:50 split between the
Owner and the NOPs. However, in practice, this fails to align the NOPs and
Owner to achieve that first 10% and is unlikely to drive desired behaviours.
4.6
Tailor a Commercial Framework to the Owners

project
Once the Owner has considered the general principles of the Commercial
Framework outlined above, the Owner should be in a position to develop a
Commercial Framework that applies specifically to its project. However, before
the Owner can do this, it needs to clearly identify the price and non-price
objectives; and major risks that apply to its specific project.
The Owners VfM Statement should clearly set out this information in order to
establish a Commercial Framework that effectively aligns the Participants
objectives.
Applying a generic Commercial Framework to a project is unlikely to assist
Owners to achieve the Owners VfM Statement. Appendix D includes examples
63
of Commercial Frameworks (together with advantages and disadvantages) that

might assist Owners to develop their own project-specific Commercial
Framework. These examples provide a starting point for tailoring the
Commercial Framework to the Owners specific project.
The approach to tailoring the Commercial Framework is determined by the
Owner, and a suggested approach is to use a facilitated workshop (prior to
calling EOIs/Proposals) attended by the Owner Representatives and targeted
parties who can contribute to the identification and quantification of risks that
the alliance could face.40 This will allow for:
a better understanding of the Owners objectives in the Business Case and

Owners VfM Statement;
an integrated approach to the Commercial Framework; and
wider creative input.
An outline of agenda topics for that workshop could encompass:
discussion on the prevailing commercial environment41 and likely impact for

the Commercial Framework;
presentation by the Owner of its project price and non-price objectives

including the monetary value it ascribes to achievement (or otherwise) by the
alliance against each objective;
MCOS and discussion on likely non-price objectives (KRAs) including the

monetary value to the Owner for each KRA where exceptional performance is
required (if any);
discussion on the Owners risk appetite, any risks which could be prohibitive
to share with the NOPs (and could therefore be excluded from the
Commercial Framework) and the need (if any) for caps on the Risk or Reward
Amount to limit NOP risk on certain items;
discussion on current industry norms for NOP profit margins;
selection of two or three base Commercial Framework templates from

Appendix D for examination by Owner/Owner Representative subgroups;
selection of a preferred Commercial Framework (which may have some detail

to be developed after the workshop);
stress test of the Commercial Framework in plenary with a range of scenarios;

and
agreeing the Commercial Framework to be included in the EOI/RFP

including the rationale behind the Commercial Framework and providing
guidance to potential NOPs on where innovation would be welcome.
These parties could include Government Departments and Agencies as well as focussed interviews with
relevant community interest groups.
41 Refer section 4.1
40
64
4.6.1
Seek Proponents response on proposed Commercial Framework
The Owners proposed Commercial Framework should be included in the

EOI/RFP document together with its rationale and guidance on where innovation
from Proponents would be welcome.
The Proponents response should be part of the selection criteria which
demonstrates their understanding of the:
Commercial Framework and its mechanics;
Owners objectives; and
project challenges.
The feedback should also demonstrate the Proponents openness in challenging

the Commercial Framework productively. This feedback will also provide a solid
basis for a productive discussion topic with Proponents after submission of their
written responses to the RFP.
As part of their response, Proponents should provide their proposed distribution
of gainshare/painshare amongst individual corporations so that the Owner can
assess the commercial alignment of the parties to the Project Proposal.
The Commercial Framework needs to be agreed (apart from non-material
matters) with each Proponent as part of the selection and assessment process.
The Commercial Framework should not be developed after executing the PAA
since the final Commercial Framework should be a fundamental mechanism to
evaluate the Proponents.
4.7
Develop the PAA
The legal framework for the alliance is set out in the PAA. Template No 1: The
Model Project Alliance Agreement gives full effect to the principles in this Guide
and should achieve optimal outcomes for the Owner from a legal perspective.
The Model PAA is consistent with the current leading practice for alliance
contracts which are procured for government infrastructure projects and agencies
can tailor it to suit their specific project requirements.
Template No 1: The Model Project Alliance Agreement can be found at:
65
4.8
Define and plan the Owners resources
The Owner must provide the right capability and capacity

Even if a project is well suited for alliancing, it should only be recommended as
the preferred procurement strategy if the Owner can bring the right capacity and
capability to the project. This is critical as the Owner shares in the project risks
and must participate actively in the decision-making process and project
management.
A key VfM driver and critical requirement for effective procurement is the
Owner effectively negotiating and managing commercial issues with the private
sector. To protect the public interest and realise optimal VfM outcomes, Owners
should make sure that they have, and are able to apply, sufficient capacity and
capability to alliance contracting.
The Owner requires a number of key resources to effectively engage with the
market and NOPs throughout the planning, evaluation, implementation and
post-delivery phases of the project. Appropriate mechanisms should be put in
place upfront to ensure the Owner is able to fully benefit from a collaborative
approach, and also does not suffer any disadvantage from a mismatch with the
capacity and capability of NOPs.
The Owner should provide staff with sufficient seniority and expertise to provide
active leadership in the alliance. By involving people with the requisite
experience and authority in managing the project, the Owner is likely to achieve
better alignment between the Participants, and therefore more robust decisionmaking processes within the alliance. The application of adequate resources to
the project will place the Owner in a better position to achieve the benefits of
alliancing.
Although it is preferable for the Owner to use internal resources as far as
possible, these should be supplemented with specialist advisers as required.
The Owner should also provide physical resources that are required for the
delivery of the project whenever it is more efficient and economical for the
Owner to do so. These resources could include storage facilities, meeting venues
and equipment.
4.8.1
Roles in lifecycle of an alliance
The responsibilities which should be undertaken by the various parts of the

alliance structure are outlined in Table 4.1. The Guide does not address either the
mechanics of the procurement or tender process or the roles of all key personnel
in detail. The Guide assumes that Owners have this knowledge already, and
instead the Guide focuses on matters specific to alliancing.
66
Table 4.1:
Roles in lifecycle of alliance
Role
Owner
(including
Owners
Representative)
Lifecycle
Development
Procurement
Delivery (includes project
(includes Business Case

and procurement strategy)
(includes selecting the

NOPs and agreeing the
commercial arrangements)
closeout)
Identify gaps in
community service
levels.
Lead the procurement

process including:
Ensure delivery of the

Owners VfM Statement
including:
Develop the Business

Case.
Progress and obtain
approval of the Business
Case.
Prepare the VfM

Statement.
establish and
negotiate the
PAA and
Commercial
Framework;
manage the
EOI/RFP
processes;
negotiate the
TOC;
seek approvals
from
government to
Business Case
changes (if
necessary);
monitor
progress, direct
corrective action
and approve
deliverables;
revisit Business
Case to ensure
on track;
ensure
compliance with
governance
arrangements;
consider and
approve any
changes to the
project as per
the governance
arrangements;
undertake
statutory
obligations that
cannot be
undertaken by
the alliance but
have significant
impact on the
alliance works.
manage the EOI

/ RFP processes.
67
Role
Lifecycle
Owners Project
Director42
Development
Procurement


closeout)
n/a
Optimise delivery of the

Owners objectives
through:
May take a role in the

ALT or the AMT,
nominated on a best-forproject basis.
design and
approval of
NOP selection
process
develop
procurement
road map
manage
implementation
of procurement
process and
selection of
NOPs.
Business Case
Alignment Report
(BCAR)the
mechanism by which
the government is
informed of the
outcome of the
alliance selection and
whether the tender
outcome is aligned
with the Business
Case.43
Selection Panel
Members
n/a
Evaluate Proponents
against selection criteria
and recommend
preferred Proponent.
n/a
Owners
Support Team
Take a leadership role on

behalf of Owner to
manage the Business
Case and provide the
necessary services to
finalise the Business
Case.
Maximise Proponents
project knowledge
during Alliance
Development Phase.
May be the Owners

Participants.
Provide feedback to
Selection Panel on team
attributes.
Provide guidance to
ensure Proponents
clearly understand scope
42
43
68
Often agencies without a comprehensive project delivery structure will need to source this role externally.
More detail about this report is provided in Guidance Note NO 5, Developing the TOC in alliance contracting,
Role
Lifecycle
Development
Procurement


closeout)
of Owners VfM
Statement.
Review
Committee or
Board
n/a
Monitor procurement
process against Owners
objectives.
n/a
Appropriate direction
may be provided to
Project Director at key
decision points.
Alliance
Leadership
Team (ALT)
Nominees (until
selected)44
n/a
Negotiate technical,
commercial, legal and
team arrangements.
Leadership group with

accountabilities for
project delivery as
agreed in the PAA.
Alliance
Manager (AM)
Nominee (until
selected)
n/a
Lead Proponents
response to procurement
process.
The senior manager

project delivery as
outlined in the PAA.
Alliance
Management
Team (AMT)
Nominees (until
selected)
n/a
Assist AM where
required in responding
to procurement process.
Report to AM, executive

project delivery as
outlined in the PAA.
Alliance Project
Team (APT)
n/a
n/a
The alliance project

delivery team that
reports to the AM.
4.8.2
The Owner as Owner
The Owner acts in the following two distinct roles during the selection process
and delivery phase of an alliance:
1. The Owner: the Owner (outside the alliance) is ultimately responsible for
delivering the service outcome to the government (as set out in the Business
Case). The Owner may be the Minister, the departmental head, the agencys
CEO or board; and
2. The Alliance Participant: the Owner acts as part of the alliance (inside the
alliance) through the Owners Participants (OPs), who have been delegated
responsibilities to deliver the capital asset as part of the alliance. The OPs
44
Various roles are named as nominees as they do not take on that role until the Alliance has formed i.e. the
PAA has been signed.
69
perform roles as members of the Alliance Leadership Team (ALT) and

Alliance Management Team (AMT) Members during the delivery phase.
These two roles should ideally be undertaken by separate individuals/teams,
however, limited Owner resources may mean this is not always possible. In some
instances, it may be necessary to have some individuals acting in both capacities
(e.g. a key senior executive or the CEO may fulfil the role of the Owner outside
of the alliance as well as being on the ALT as the Owner Participant). In this
situation, the relevant individual needs to be very careful in undertaking the
varying roles and responsibilities and this issue should be expressly addressed in
external and internal governance plans.
Accountability to the government for delivering the investment outcomes
identified in the Business Case (and hence in the Owners VfM Statement) rests
with the Owner and cannot be delegated to third parties. The Owner should have
owner as owner representatives independent of the alliance to certify payments;
negotiate and recommend scope/TOC changes; and test scope changes against
the required outcomes in the Owners VfM Statement.
4.9
Specialist advisers
The following specialist advisers may be used by the Owner to assist with
various stages of the procurement process. The Owner can source its specialist
advisers internally, or engage external consultants.45 It is recognised that some
advisory firms may be able provide specialist advice across two or more skill
sets. However, although it may be convenient (and may appear to be the most
efficient option) for the Owner to engage one firm, it is important to ensure that
the quality of the fit-for-purpose advice is consistent across all of the roles
required to be performed46 and that advisers should not be asked to provide
advice which is outside of their competency (or PI insurance). Agencies need to
ensure any potential conflicts of interest are appropriately managed.
Table 4.2:
Specialist Advisers
Adviser skill set
Role
Commercial
Adviser
The Commercial Adviser has a specialist in-depth understanding of

the markets and commercial workings of Proponents for an alliance
project. They advise on how to tailor the selection process to achieve
the project objectives and requirements set out in the Owners VfM
Statement. They support the Owner from the Business Case stage
(once alliancing is confirmed) through to selection and often in the
delivery and close out stages, providing commercial advice and
evaluation. The Commercial Adviser assists the Owner in
coordinating the involvement of other specialist advisers. Key
45
46
70
The governments preferred approach is to use its own public service resources with external providers
employed to fill capability gaps but not to fulfil leadership roles.
For example, an Alliance Facilitator is a common term for various parts of the Commercial Adviser,
Transaction Adviser and Behavioural Coach roles. Other consultancy firms will offer commercial advisory
services that cover Commercial Adviser and Transaction Adviser. The Owner needs to make an informed
judgment as to whether one person/firm can satisfy the combined requirements of these roles.
Adviser skill set
Role
activities may include:
Transaction
Adviser
assisting the Owner to develop the alliance strategy,

Commercial Framework and selection process;
assisting the Owner to develop procurement process

documentation including the Expression of Interest, Industry
Briefing, Request for Proposals, proposed PAA (including the
Commercial Framework), and the Evaluation Plan;
assisting the Owner to determine and facilitate the most

appropriate workshops for project development;
providing insights into the Proponents offer and subsequent

delivery;
assisting the Owner in evaluating the Proponents Project

Proposals;
reviewing Owner budget estimates (including Owners

Comparative TOC if appropriate); and
assisting the Owner during Finalisation and Award stage to

optimise technical and contract requirements.
The Transaction Adviser programs and leads the implementation of

the procurement strategy. Key activities may include:
assisting the Owners team to develop and quality assure

procurement process documentation including the
Expression of Interest, Industry Briefing, Request for
Proposals, Proposed PAA, Commercial Framework, and
Evaluation Plan;
assisting the Owner to coordinate and manage the selection

process; and
facilitating Selection Panel discussions and evaluation

workshops.
Insurance
Adviser
Assisting the Owner to determine the most appropriate approach to

insurance requirements.47
Legal Adviser
The alliance legal adviser provides legal input and advice to the
Owner. Key activities may include:
47
providing advice in EOI & RFP terms and conditions;
developing the draft PAA;
providing advice to the Owner on the Proponents comments

on the draft PAA;
finalising and coordinating execution of the PAA; and
providing advice on legal issues as they arise (e.g. adjustment

events).
Refer to Guidance Note NO 2, Insurance in Alliance Contracting Selling Insurable Risks, Department of
Infrastructure and Regional Development, Commonwealth of Australia, March 2011.
71
Adviser skill set
Role
Financial
Auditor
The Financial Auditor provides an assessment of financial aspects of

each Proponents offer for use in the selection process. Key activities
may include:
Owners
Estimator
investigating the financial capacity of individual Proponents;
investigating the Proponents costing structures so that a

clear understanding is gained of the proposed allocation of
costs between Corporate Overhead and Reimbursable Costs;
assisting to establish appropriate definitions of Reimbursable

Costs and Corporate Overhead;
confirming that the Reimbursable Cost rates (including direct

cost multipliers) submitted by the Proponents reflect actual
costs; and
considering the use of specialist support to assess not only

whether costs were actually incurred, but also whether they
should have been incurred.
The Owners Estimator has in-depth understanding of how

designers/contractors cost infrastructure (or building) works and
provides cost-estimating services to the Owner. The role of the
Owners Estimator is described in detail in Guidance Note NO 548.
Key activities may include:
developing an Owners Comparative TOC if required and

refining it as the project develops and further information
emerges;
reviewing and commenting on the Proponents proposed

Project Solution and risk assessment;
validating that the Proponents TOC (or each TOC

component) is robust; sufficiently covers the key elements of
the works (i.e. the TOC is sufficient to meet the Owners
requirements set out in the Business Case), and includes an
appropriate risk contingency;
calculating a risk-adjusted price for each Proponents TOC

(or partial TOC) that will provide the Selection Panel with a
better understanding of the commercial offering from each
Proponent; and
verifying that the estimated cost of any Adjustment Events

after the finalisation of the TOC represents an appropriate
estimate of the associated cost.
(Owners may find that some Transaction Advisers or Commercial

Advisers can provide this service.)
48
72
Adviser skill set
Role
Independent
Verifier
The Independent Verifier (IV) provides assurance to the Owner that

the alliance has effectively and efficiently designed and constructed
the work to meet the requirements of the PAA.
The need for an IV may arise if an Owner considers that they have a
governance responsibility to be assured by independent parties that
the alliance has designed and constructed the work in accordance
with the PAA. To do this, the Owner engages an Independent
Verifier (IV) who sits outside of the alliance and reports to the Owner.
The IV may be one of the Owners employees.
The decision to use an IV will reflect several factors including the:
Owners internal governance requirements;
risk and complexity of the project and the Owners

familiarity with these;
likelihood and consequences of non-complying quality

(either in design or construction);
capability and capacity of the Owners Representative(s); and
additional cost of the IV balanced against likely benefits.
Owners will need to assess the above factors when deciding whether
to use an IV and determining the scope of service.
Probity Adviser
The Probity Adviser ensures that the relevant Government probity

standards and requirements are met through the selection and
delivery process.
The Probity Adviser will ensure that Owner interaction and/or
integration with Proponents / NOPs can be achieved while satisfying
probity requirements.
Behavioural
Coach
Behavioural coaches can assist the Selection Panel to develop a better

understanding of the Proponents potential to form an alliance with
the Owners personnel. Key activities may include:
undertaking behavioural assessments; and
providing training and tools to allow the Selection Panel to

undertake behavioural observation and assessment.
After the PAA is signed, the alliance may decide to use a Behavioural
Coach to consolidate alliancing behaviours.
These advisers are typically engaged as outlined in Figure 4.3, however each
adviser may also be involved on an ad hoc basis as required.
73
Pre-Business
Case
Business Case
Development
Development of
Alliance Structure
EOI Development
& Release
RFT Development
& Release
Evaluation &
Appointment
Delivery
Commercial
Adviser (A)
Commercial
Adviser (B)
Transaction
Adviser
Insurance
Adviser
Legal
Adviser
Financial
Adviser
Owners
Estimator
Independent
Verifier
Probity
Adviser
Behavioural
Coach
Commercial Adviser (A): specialist in preparation of Business Cases, including advising on various
procurement options generally.
Commercial Adviser (B): specialist in alliancing with in-depth understanding of the markets and commercial
workings of Proponents for an alliance project. This expert advice would be called upon full-time once the
alliance procurement option is confirmed as part of the Business Case approvals.
Figure 4.3:
4.10
Typical engagement of advisers
Delivery phase resources
The Owner should nominate the physical and human resources (although not
necessarily the names of individuals) it proposes to provide during the delivery
phase of the alliance project in the tender documents issued to the market (i.e. the
RFP). These should be considered by the Proponents in their Project Proposals.
The Owners human resources should generally be appointed to the alliance on
the basis that they are the best people for the job. This approach should apply to
the potential candidates from all Participants, and should result in a high-calibre
team capable of delivering a successful project that achieves the VfM outcomes
required by the Owner.
During the delivery phase, it is preferable for the Owners team to work
completely within the alliance as much as possible, and report to the Owner
through the alliance governance structure. This approach should foster the
creation of a single, cohesive team with a common focus on the delivery of the
project objectives. Due to resource constraints, statutory or corporate
requirements, this may not always be possible. However, Owners should seek to
minimise the number of non-alliance resources working on alliance activities.
The following resources are likely to be required during the procurement process
to fulfil the Owners roles and responsibilities discussed in section 4.8.2.
74
4.10.1
Alliance Leadership Team (ALT) Members
The ALT is the key decision-making body for the alliance. It is responsible for
providing leadership and governance to the alliance, and ensuring that the
obligations of the Participants are fulfilled and the Owners VfM objectives are
achieved.
The ALT members should be senior managers from within the Participant
organisations that have a deep understanding of the objectives expressed in the
Owners VfM Statement. All ALT members should have sufficient line authority
within their home organisation to mobilise resources as required, and the
appropriate capability and capacity to make the key decisions for the project.
Research has shown that active senior level participation by the Owners ALT
members is likely to result in enhanced clarity of project objectives and better
VfM outcomes.49
4.10.2
Alliance Manager (AM)
The AM is selected by, and reports to, the ALT. The AM has the most senior
manager accountabilities for the alliance and manages the Alliance Management
Team (AMT). The AM is responsible for managing the day-to-day operations of
the alliance.
While all alliance positions are populated on a best-for-project basis, it is
common that the AM is sourced from the NOPs given the experience, skills and
leadership they provide.
4.10.3
Alliance Management Team (AMT) Members
The AMT is responsible for the delivery of the project and the achievement of the
Owners project objectives in accordance with the ALTs strategy and policy. The
AMT is headed by the AM and provides day-to-day leadership and management
to the Alliance Project Team (APT).
The Owners AMT members should be experienced leaders in their disciplines
appointed on a best person for the job basis.
4.10.4
Alliance Project Team (APT)
The APT comprises all alliance members reporting to the AM. The Owners APT
members should be appointed on a best person for the job basis. The Owner
should also consider providing the senior finance manager for the project as they
will be familiar with the governance and probity requirements for spending
public funds.
4.10.5
Non-alliance Owner resources providing technical assistance
Some Owners have statutory obligations related to the delivery of the alliance
works that cannot be transferred to the alliance. For example, an Owner may be
required to approve design work that will be incorporated in an existing,
49
October 2009.
75
operational transport network, and its statutory obligations will not allow it to
transfer this function to the alliance.
In these instances, the Owner should allocate appropriate internal resources to
undertake the required activities in line with the alliance program. These Owner
resources need to be made accessible and available to the alliance in key
technical, commercial, operational and stakeholder areas to properly manage the
work interfaces between the alliance project and the Owners wider operations
and organisation.
4.10.6
Owner resources within the alliance
The importance of Owner Participants being involved in key alliance positions

and having the necessary skills and experience is often underestimated. The
number of Owner resources, and the skills and experience level of those
resources, will significantly influence whether VfM is achieved in the project
delivery phase. They will bring to the alliance a critical understanding of the
Owners business values and wider corporate environment and network
systems.
The complex commercial relationships which operate within an alliance demand
that key Owner Participants (e.g. Owners members on ALT, AMT and other
senior project roles) collectively have the same level of capability as the NOPs, in
each of the key project delivery disciplines. A distinction should be made
between Owner Participants having actual project delivery experience with
alliances, and having experience with performing manager/supervisor roles
under traditional project delivery models. Owner participation is necessary to
provide reasonable coverage of the key disciplines which will impact on whether
VfM is achieved, including design and construction, procurement, commercial
and project management and project controls.
The Owner Participants also need to take a pro-active approach to determining
alliance resource needs and selecting the right candidates for key alliance
positions. This requires sufficient experience to determine the suitability and
ongoing performance of alliance resources, and to initiate corrective action when
insufficient or inadequate resources are identified.
4.10.7
Physical resources
Physical resources should be supplied to the alliance by the Participants on a

best-for-project basis. It is likely that in some instances, the highest level of value
against the Owners VfM Statement will be achieved by the Owner providing
these resources. Examples include:
The Owner may be able to obtain the best terms and conditions for the
provision of specialist materials due to pre-existing government supply
agreements (e.g. existing agreements for the provision of turn-outs for a rail
alliance).
The Owner may have a specialist piece of equipment that is available and can
be supplied to the alliance at a better than market rate (e.g. ballast tamping
machines).
76
The Owner may have vacant offices that the alliance can use at minimal cost.
4.11
Prepare resources for their roles
The Owners resources should have an appropriate level of knowledge to

undertake their roles, which means that training may be required. Training
sessions may include:
overview of alliance contracting;
commercial skills training;
roles and responsibilities during the selection process (for the Owners
Support Team and selection panel); and
roles and responsibilities during the delivery of an alliance project (ALT,

AMT and APT).
Owners who may be engaged in delivering multiple alliance projects should

consider common alliance training sessions across all projects to reduce costs and
use resources effectively.
4.12
Best use of specialist advisers professional

services50
Advisers can have a significant impact on the VfM outcomes of the alliance
project, and should therefore be engaged and used appropriately. The quality of
the advisory services obtained by the Owner will depend upon the quality of the
Owners informed management.
The Owner should consider the following issues to ensure that advisers are
managed in a manner that enhances VfM outcomes for alliance projects.
4.12.1
Owners leadership
The Owner should take the strategic leadership role in the implementation of the
Business Case, and manage its accountability to the government. This is
consistent with the Owner retaining accountability for the successes of the
Business Case outcomes. Advisers may be engaged to support the Owner in this
role. However, the key business decisions, which fall outside the alliances
responsibility, are made by the Owner. Typically, such decisions are made in
practice by the Owners senior responsible officer, or sometimes by Steering
Committees, etc.
4.12.2
Advisers duty of care responsibilities
Advisers have a duty of care to their client (the Owner and therefore the
government). This duty of care is expressed in differently in various jurisdictions,
however, the intent is the same. For example, the Law Institute of Victoria,
50
This section is based on an unpublished document: Advice to departments/agencies regarding proforma for seeking
a request for proposal for consultants on Partnerships Victoria projects, June 2004, Department of Treasury and
Finance, Victoria.
77
Professional Conduct and Practice Rules 2005 provides rules for lawyers that
could also be applied to other professional advisers:
Has a duty to supply to clients ... services of the highest standard unaffected
by self interest. (Ref A (iii)).
Always deal with clients fairly, free of the influence of any interest which
may conflict with a clients best interests. (Ref p.10)
Act honestly and fairly in clients best interests and maintain clients
confidences. (Ref 1.1)
A practitioner must not, in any dealings with a client ... allow an interest of
the practitioner or an associate of the practitioner to conflict with the clients
interests. (Ref 9.1)
A practitioner must seek to advance and protect the clients interests to the
best of the practitioners skill and diligence, uninfluenced by the
practitioners personal view of the client or the clients activities, and
notwithstanding any threatened unpopularity or criticism of the practitioner
or any other person, and always in accordance with the law including these
rules. (Ref 12.1)
4.12.3
Knowledge transfer
The Owner should consider establishing a structured knowledge transfer

program to extract the maximum value from external advisers. As a condition of
engagement, external advisers should be required to formally recognise this
program and structure their provision of advice to achieve an appropriate
transfer of knowledge to the Owner. The Owner would be able to consider that
advisers had been successfully engaged where the Owners dependency on those
advisers is reduced over time (often public sector engagements are very effective
in transferring knowledge and providing valuable experience to advisers).
4.12.4
Competition and contestability
A strong and diverse advisory market, with robust and healthy competition, will
lead to innovation and creativity in ideas and promote continuous improvement
in the practice of alliance contracting. Advisory services should be sourced
through a contestable and competitive selection process to avoid any appearance
of simply re-engaging favourite advisers.
Key selection criteria should make clear that advisers claiming to bring
proprietary processes, documents and knowledge to an engagement will be
assessed carefully. This should not impact the effective transfer of knowledge to
subsequent alliance projects and reduce long-term contestability. Also, the
Owner will need to be satisfied that the adviser still has the flexibility to think
innovatively and provide tailored advice, beyond any propriety position to
address the unique circumstances of a specific project.
4.12.5
Capability of individual advisers in firms
The quality of advisory services will ultimately depend upon the skills and
ability of the individual adviser actually doing the work. Therefore, the Owner
78
should be careful to engage consulting firms on the basis of the capability of the
specific individuals who will be providing the advice, rather than on the firms
overall reputation alone.
It is important to ensure that if key individuals from a firm are nominated in a
tender response, that those individuals are available to execute the assignment
for the required duration. The same result will not necessarily be delivered
where the firm substitutes different individuals to perform the work, and the
Owner should not accept this approach without review. Similarly, the Owner
should be cautious about accepting other forms of substitution, such as reducing
the time of one key adviser and correspondingly increasing the time of another.
Before engaging any specific adviser, the workload of nominated advisers on
other projects should be checked.
4.12.6
Ongoing management
Achieving VfM from any specific adviser will depend upon both parties
understanding the scope of the works and the required advisory outputs. If these
are not clearly understood, agreed and documented by the Owner and adviser,
then VfM (and any agreed cap on fees) may be jeopardised. As part of its
ongoing planning processes, the Owner should also forecast advisory workloads
and anticipated fees.
Interfaces between the various advisers on an alliance project need to be
managed and clear instructions should be given regarding their respective
responsibilities in relation to the work of others. There is also a need to determine
at what stages of the alliance project the input of an adviser is required. It is
generally unnecessary for all advisers to be involved over the full life cycle of the
project.
79
80
5
Chapter 5:
Selecting the NonOwner Participants

This chapter outlines the principles that the Owner should apply in selecting
the Non-Owner Participants. As discussed in earlier Chapters, alliancing is a
well established project delivery method that is now a standard form of
contracting in the infrastructure sector. The features of alliancing are
commonly understood and procurement processes well established. This is
reflected in the leading practices for selecting the Non-Owner Participants
described in this Chapter.
5.1
Alliance success dynamics
Once the Owner has made the decision to use an alliance as the method to
deliver its project, the Non-Owner Participants (NOPs) should be selected with
reference to the requirements set out in the Owners VfM Statement. In
particular, the selection process should be targeted at assessing the Proponents
on the basis of their potential to optimise VfM for the Owner. This will be
determined by their ability to satisfy the requirements of the Owners VfM
Statement at a fair actual outturn cost (AOC).
The Owners starting point should be to determine which bids are likely to
achieve this outcome through a detailed selection criteria and process which
requires the Proponents to develop and tender a Project Proposal addressing
price and non-price selection criteria.51 Effectively, the proposal tendered by the
Proponents will address the following four interdependent components of the
alliance project as shown in Figure 5.1:
The project solutioncomprising the design solution and construction and

delivery methods that will be used to deliver the capital asset requirements
set out in the Owners VfM Statement;
The integrated collaborative teamwhich covers the capability and capacity

of the NOPs, and culture of the integrated NOP/Owner team members;
51
In addition to the Guide, further detail is provided in Guidance Note NO 5, Developing the TOC in alliance
contracting, Department of Infrastructure and Regional Development, Commonwealth of Australia, March
2011.
Chapter 5 Selecting the Non-Owner Participants
81
The commercial arrangementsthe remuneration framework (including

definitions of Reimbursable Costs and Corporate Overhead), the Risk or
Reward Regime, and other terms and conditions which comprise the PAA;
and
The Target Outturn Cost (TOC)quantum of the total outturn cost, which
should fairly estimate the expected outturn cost at the end of the project, as
well as the breakdown and risk profile of that TOC.
These components need to be considered in the context of tender selection

criteria that also assesses the NOPs likely performance on the following key
features of alliancing:
good faith;
transparency; and
Tender selection criteria should be designed (and documented) that addresses all
these components in order to select the NOP that is best placed to deliver the
requirements set out in the Owners VfM Statement.
Design solution
Capability
Construction
method
Capacity
Culture
Delivery solution
Non price attributes

expressly required
by VfM Statement
Integrated,
Collaborative
Team
Project
Solution
VfM
(achieving the
Owners Vf M
Statement at
a f air cost)
Commercial
Arrangements
Commercial
Framework including
PAA
Figure 5.1:
82
Alliance Success Dynamics
Target
Outturn Cost
(TOC)
Quantum of TOC
TOC build-up
Risk profile
5.2
Tailoring the selection process
Alliancing is a complex commercial transaction and the Owner needs to give due
consideration to these complexities, in the context of the prevailing market
conditions, to ensure that the selection process is appropriate for the particular
project.
As noted in Chapter 3, the projects most suited to alliance contracting will often
have risks which cannot be defined or dimensioned and this means that for some
alliance contracts some of the elements of the Project Proposal are unable to be
fully developed prior to selecting the NOPs. This is consistent with projects best
suited to alliancing that will often have unique or extraordinary challenges that
should be approached on a case-by-case basis rather than on the assumption that
one size fits all, particularly in relation to the selection process.
5.2.1
Differences between alliance and other selection processes
The selection process for alliance contracts is sometimes different to traditional

selection approaches for risk transfer contracts. For example:
Project Solution: In alliancing, there is significant value in the Owner

working closely and collaboratively with the Proponents to develop elements
of the design solution and construction method prior to a final tender offer
submitted by the Proponent(s).
Team: The alliance culture should be characterised by a high level of

teamwork and cooperation between the Owner and NOPs. Therefore, it is
appropriate for cultural factors to be applied as a key selection consideration.
TOC: The TOC, effectively the contract price, is developed by the

Proponents in collaboration with the Owner.
Commercial Framework: The Commercial Framework should be designed to

incentivise the NOPs to achieve the Owners project objectives in
collaboration and on an equal footing with the Owners Participants.
5.2.2
Similarities between alliance and other selection processes
However, these differences from traditional contracting do not exempt Owners

from the requirement to comply with existing government procurement policies.
As discussed in section 2.7 of the Guide, these policies drive the exemplary
standards in procurement expected of public officials handling public funds, as
well as VfM outcomes for government. In particular, compliance with
government procurement policies is necessary to ensure transparency,
contestability, and competitiveness. The Owner will need to take each of these
overarching government policy objectives into account when designing the
selection process for an alliance.
It is understood and accepted that for any publicly-listed company, the key
corporate objective is to grow its business responsibly, ethically and sustainably
through winning as much profitable work as possible. In order to do this, the
Proponents will need to differentiate themselves from competitors so that the
Owner selects them over and above others, to perform the work. This drive to
83
differentiate should result in the Proponents being motivated to propose

innovative project solutions that are better than their competitors proposals
(but which still ensures they achieve an attractive profit level for the project).
This link between competition and innovation is fundamental to ensuring that
the Owner is able to optimise the projects VfM outcomes. Building effective
competition52 into the selection process across the four components of the alliance
project means there is more incentive and opportunity for Proponents to
differentiate themselves and showcase their capabilities and capacities to deliver
the project. In addition, the Proponents will be incentivised to provide innovative
solutions that put them ahead of their competitors.
A selection process which optimises the opportunity for innovation and
differentiation between the Proponents should result in better VfM outcomes for
the Owner. It allows the Proponents to prepare and submit the best Project
Proposal that they can. As part of a properly structured selection process,
competition is an important mechanism by which both the Owner and the
Proponents can align and achieve their respective project and corporate
objectives.53
5.3
The tender selection criteria
The Owners selection of the NOPs is based on a number of tender selection

criteria which cover both non-price and price elements of the project. The tender
selection criteria should be developed to suit the objectives for each specific
project.
The Guide deals only with certain specifics of alliancing in tender selection
criteria. The design and implementation of tender selection criteria is complex
with many mandatory requirements prescribed by legislation, jurisdictional
policies, guidelines, good probity practices, etc. Moreover, an Owner will
normally introduce its own mandatory and non-mandatory criterion.
The principles which should inform this process include:
the criteria should address the Proponents capability and capacity in the
context of the Owners VfM Statement;
separate criteria should be set to address each of the four interdependent

components of an alliance project (i.e. project solution, Team, TOC and
Commercial Framework) and the key features of alliancing;
the criteria should enable Proponents to demonstrate points of differentiation

from other Proponents; and
explicit guidance should be given to the Selection Panel on how to assess and
compare cost and non-cost criteria.
Effective competition is not about getting the lowest price through squeezing reasonable NOP profit or
margins but through better design solutions, construction methods, high-capability team members, etc.
Simple squeezing of profit and/or margins is seen to be counterproductive to optimising actual outturn cost
outcomes.
53 Competitive Edge The Evidence, The Serco Institute, 2007.
52
84
The tender selection criterion consists of broadly two main criterion groupings:
non-price elements; and
price elements.
Both are important to the Owner in order to successfully select the NOPs and
deliver a successful alliance.
5.3.1
Non-price elements
There are a number of non-price elements of the project which are crucial to
establishing a successful alliance. In particular, the dynamic of alliance
contracting requires the NOPs and the Owner to form an integrated,
collaborative and cohesive team. The alliance culture created by the Participants
underpins the joint decision-making process and the Participants commitment to
no fault no blame, open book reporting and transparency.
The following is a list of non-price selection criteria which may be applied to
select the NOPs. The list is not intended to be exhaustive, but rather illustrates
the non-price elements that are usually incorporated in tender selection criteria
for an alliance project:54
PAA and Commercial Framework: Proponents should demonstrate that the

Participants who constitute their team are willing to comply with a PAA
consistent with the proposed alliance principles, behaviours and Commercial
Framework arrangements documented in the RFP.
Team capability: Proponents should demonstrate that their proposed project

team nominees have sufficient managerial, technical and leadership
competencies to deliver projects of the nature, size, scale and complexity of
the respective projects. Proponents should also demonstrate that these team
competencies will be maintained for the duration of the project, from the
Alliance Development Phase through to Practical Completion and handover.
Financial capacity: Proponents should demonstrate that the parties who

constitute their team have the financial capacity to deliver the project.
Accreditation: As a minimum, Proponents should:

o
provide copies of the certificates of all relevant ISO and other

accreditations for all parties who constitute their team; and
indicate whose management system will be used.
Project systems: Proponents should explain the proposed approach to

introducing project systems into the alliance.
Corporate experience: Proponents should provide details of the relevant

experience of the Participants who constitute the Proponents team in the
delivery of projects of similar size, complexity and risk profile as the Owners
project, including:
54
This list has been adapted from the Request for Proposal for Dam Infrastructure Projects Wyaralong prepared by
Queensland Water Infrastructure Pty Ltd, October 2008. Their permission to summarise and edit their
document is gratefully acknowledged.
85
design and optimisation;
construction and commissioning; and
maintenance during the Defects Liability Period.
Proponents should identify the link between this corporate experience and
the project teams nominated
Governance: Proponents should consider and comment on the model

proposed in the RFP.
5.3.2
Price elements
There are a number of price elements of the project which are crucial to
delivering an alliance which satisfies the Owners VfM objectives. As explained
in section 2.7 of the Guide, the Owner evaluates price elements of the project as
part of the tender process in order to comply with Government procurement
policies (unless an exemption is obtained).
There are broadly three approaches for selecting the NOPs on the price elements
of the tender selection criterion as described below:
full price selection process;
partial price selection process; and
non-price selection process.
Aside from government policy considerations, the key difference between the
three options is the level of completeness and detail provided by the Proponents
in their Project Proposal, and the opportunity they have to differentiate
themselves, before they are selected as the preferred Proponent.
1.
Full price selection process
The NOPs are selected using both non-price and price criteria. In relation to price
criteria, this process requires the Proponents to tender a full target outturn cost
(TOC).
This approach is generally used when it is possible and effective to obtain a full
TOC estimate from more than one Proponent. It also allows the Owner to assess
the Proponents performance against the non-price selection criteria in the
context of the Proponents actually undertaking project activities (rather than
participating in staged interviews, scenarios or roleplaying).
Generally, a full price competition selection process will be conducted over the
same duration and with similar resource requirements as a partial or non-price
competition selection process (refer to In Pursuit of Additional Value,
Victorian Department of Treasury and Finance, 2009). However, generally the
cost of conducting a competitive process is immaterial when compared with the
additional overall VfM that the government derives through this competition. It
is also important to note that a competitive process fulfils public sector policy
and required procurement.
86
Additional information is provided in Appendix C1 and Guidance Note 5.

2.
Partial price selection process
There are various options for selection processes that include both non-price
criteria, and some price and commercial criteria. However, these alternatives to
the full price selection process do not result in the Proponents tendering a full
TOC, and can therefore be referred to as partial price selection processes. These
options may include competitive selection criteria which require the Proponents
to tender partial pricing based on:
design solution;
construction method;
delivery solution;
prices for identified packages of works/services;
the Commercial Framework, including Reimbursable Costs and Corporate

Overhead, Profit margins, and any payments to the NOPs outside the TOC
(e.g. gainshare entitlements, the Performance Pool (if any), and any other
incentive payments); and
non-price selection criteria (e.g. culture and teamwork).
One of the main objectives of the partial price selection process is to use
competitive tension to drive innovation across the project components in an
expedited timeframe. This will probably mean that it is neither possible nor
effective to develop a full committed TOC. Rather, a budget TOC (hence the
name partial price) is expected.
Caution needs to be exercised by the Owner before requiring Proponents to
contractually commit to elements of the budget TOC. The reason is that the TOC
consists of a large number of complex interdependent items and bidding a
limited number of items may encourage underpricing of those items by
Proponents in the knowledge that it can be readily offset by overpricing the
balance of the TOC after the Proponent assumes preferred status and the full
TOC is negotiated.
Evaluating the Proponents on the basis of some or all of these competitive
selection criteria has the benefit of leading to a partial pricing of the alliance
project. It also allows the Owner to assess the Proponents performance against
the non-price selection criteria in the context of the Proponents actually
undertaking project activities (rather than participating in staged interviews,
scenarios or role-playing).
It should be noted that applying competition to the Proponents proposed Profit
(i.e. NOPs Fee) during the selection process does not constitute effective price or
partial price competition. Rather, effective competition is applied to the
maximum extent possible across all four interdependent components referred to
87
earlier: Project Solution, Team, TOC and Commercial Framework.55 Additional

information is provided in Appendix C2.
Real time evaluation of Proponents
Importantly, selection on the basis of a Project Proposal which incorporates a full
contract price or partial contract price will allow the Owners selection team to
observe in real time the Proponents project management skills and the affinity
between the Participants teams, which are key success factors in any alliance
delivery strategy.
Competition focus on fees can be counterproductive

A selection process that is biased towards a competition on proposed NOPs Fees
and/or Indirect Overheads is not recommended.
The aim of the selection process is to select the Proponent with the highest
potential to satisfy the Owners VfM Statement at the lowest outturn cost. This
will best be achieved by competition across all four interdependent components
(Project Solution, Team, TOC and Commercial Framework).
The Proponents Fee is only a small part of these components. In fact, a lower fee
may arguably reduce the attractiveness of the project and discourage Proponents
from applying their best resources.
A lower fee and corporate overhead may also have unforseen adverse
consequences, since NOPs may be incentivised to develop and implement a
suboptimal Project Solution that reflects their lower indirect overhead rather than
a lower TOC.
Simple squeezing of profit and/or margins is seen to be counterproductive to
optimising actual outturn cost outcomes.
3.
Non-price selection
Under this approach to selection, the NOPs are selected solely or predominantly
on the basis of non-price criteria. This approach to selection of Proponents is
normally carried out through written submissions or interviews, scenarios or role
playing. Owners should exercise caution when considering whether to adopt this
approach. Generally, it is rare that at least some elements of the project solution
and pricing are unable to be developed in a competitive environment.
The non-price selection process has often been used historically when the Owner
requires an immediate start to the project. As explained in Guidance Note 5,
under best practice conditions this time saving may be negligible or non-existent.
Essentially, the Non-price approach allows a sole preferred bidder to be
appointed on the basis of a capability statement. Once a sole bidder has been
identified, the Owner may be able to engage, by a side agreement for the
performance of early works, that bidder to commence those works (rather than
having to hold-off on the works until a competitive selection process has been
completed). However, before undertaking such early works (in parallel with the
55
88
Refer Diagram 5.1 Alliance Success Dynamics.
primary selection process), the Owner should ensure it is not effectively

captured by that bidder.56 In these cases, the non-price selection process should
be approached with caution. If an immediate start is crucial for the project,
another alternative is for the Owner to engage a third party to undertake early
works that are not dependent on the final project design. Additional information
is provided in Appendix C3.
Early works is not best practice and should be avoided
Under any selection process, engaging Proponents to perform early works is not
best practice and should be avoided;
Early works can lead to the capture of the Owner, as it would be difficult to
engage a different Proponent to complete the project.
The performance of any early works (e.g. side agreements for early works)
should be consistent with public sector standards for procurement and arms
length negotiations.
If early works must be performed, the relevant work package should be

quarantined. For example, to the extent possible, Owners should avoid
allowing Proponents to fully mobilise on site (e.g. site sheds that cannot be
transferred to another contractor.)
Probity caution
Owners need to be acutely aware of any conflicts of interest that may arise
throughout the selection process. The use of suitably qualified and experienced
probity advisers can assist in addressing these and other issues. One potential
probity issue is that firms providing advisory services to Proponents on
alliancing issues may also be employed by an Owner on a project involving the
same Proponents.
Such potential conflicts of interest need to be identified and managed
appropriately.
5.4
Comparison of selection options
There are significant differences between the three common selection processes
as shown in Table 5.1.
56
Guidelines for Managing Risks in Direct Negotiation, NSW Independent Commission Against Corruption
(ICAC), 2006.
89
Table 5.1:
Comparison of selection approaches
Full Price
Objective
Partial Price
Non-price
Select NOP offering best Project Proposal
Competitive
Elements
Integrated,
Collaborative
Team
Project
Solution
Commercial
Arrangements
VfM
(achieving the
Owners VfM
Statement at
a fair cost)
Target
Outturn Cost
(TOC)
Integrated,
Collaborative
Team
Project
Solution
VfM
(achieving the
Owners VfM
Statement at
a fair cost)
Commercial
Arrangements
Integrated,
Collaborative
Team
Project
Solution
VfM
(achieving the
Owners VfM
Statement at
a fair cost)
Target
Outturn Cost
(TOC)
Commercial
Arrangements
Target
Outturn Cost
(TOC)
Full Proposal.
Partial Proposal.
Limited Proposal.
Developed project
solution.
Concept project
solution.
Developed construction
method.
Preliminary
construction method.
Fully-developed
Commercial
Framework.
Commercial Framework
principles
Observe and evaluate

the combined Project
Team in action
(Owner and
Proponent/s).
Observe and evaluate

Proponent Team in
action.
Team workshop.
Price (full TOC).
Budget/indicative TOC
including some
pricing of
components.
Material/
significant
issues post
selection
Negligible.
Negotiate TOC (on basis

of Partial Proposal).
Negotiate TOC.
Develop design
solution.
Develop construction
method.
Develop Commercial
Framework.
Experience Project Team
in action.
TOC
Tendered.
Competitively
negotiated (on basis of
partial Project
Proposal).
Negotiated without the

basis of a competitive
Project Proposal.
5.4.1
Comparison of sequencing in the various selection options
Figure 5.2 compares the three selection processes with a more traditional D&C
selection process. The diagram shows the progression to select the Preferred
Proponent in each selection process, which is broadly similar except for the Nonprice process where the Preferred Proponent is selected without a competitive
Alliance Development Phase.
90
Figure 5.2:
57
Comparison of procurement activities and milestones in

selection processes57
This diagram illustrates the relative timing from EOI and short listing through to project delivery. The
exclusive nature of the non-price selection process means that a compromised or expedited approach can be
taken to the preparation of tender documents prior to calling EOIs. Note that durations and times are
indicative only and will vary depending on project circumstances, approvals and complexity.
91
3. Alliance:
Non-price
selection
2. Alliance:
Partial
price
selection
1. Alliance:
Full price
selection
Traditional
(D&C)
Select A as
Preferred
Proponent
Execute ADA
Award to A
Sign PAA
Evaluate /
Negotiation
Commence
Project Delivery
Commence
Project Delivery
Project Alliance
Project Alliance
Final proposal:
Award to A
Construction method
Sign PAA
TOC
Team
Final proposal:
Construction method
TOC
Team
Proposal development
Commence
Project Delivery
Project Alliance
Commence
Project Delivery
A develops design
Award to A
Sign Contract
Finalise Project Proposal / Negotiation
Award to A
Sign PAA
Evaluate / Negotiate
Select A as
Partial proposal:
Preferred
Project Solution
Proponent
TOC
Team
Evaluate
Shortlist to 3-5
(generally)
EOI and
Shortlisting
Evaluate
Final project proposal:

Project Solution
TOC
Team
Evaluate /
Negotiate
Final bids:
Firm price
Commercials
Partial Proposal development
Shortlist to 2 (generally)
Execute ADA
EOI and
Shortlisting
Shortlist to 2
Execute ADA
EOI and
Shortlisting
Shortlist, Issue Contract &

Concept Design
Proponents develop proposal
EOI and
Shortlisting
5.4.2
Comparison of timing of key milestones in the various selection

options
Figure 5.3 compares the key milestones of:
alliance Development Phase commences;
final TOC agreed;
preferred Proponent selected;
PAA signed; and
project delivery commences.
Recognising that the times are indicative and will vary between projects, it is
noteworthy that all processes lead to similar commencement dates for project
delivery since this is contingent upon agreeing the Final TOC and executing the
PAA.
More details on each of these three selection processes, as well as relevant
extracts from example RFPs, are set out in Appendix C.
92
Figure 5.3:
Comparison of milestones in NOP selection processes
93
3. Alliance:
Non-price
selection
2. Alliance:
Partial
price
selection
1. Alliance:
Full price
selection
Traditional
(D&C)
Alliance Development Starts
Final TOC
Select preferred Proponent

(end competitive process)
Execute PAA/Contract
Project Delivery
Alliancing provides an opportunity for Proponents to play to their unique

strengths and optimise value to the state
Selecting the NOPs through a competitive process provides the Proponents
opportunity to differentiate themselves from competitors by proposing
innovative and unique approaches to the project.
Allowing the NOPs to compete on all four elements (commercial arrangements;
project solution; team; TOC) rather than just a single element (e.g. team) allows
the NOPs the maximum opportunity to play to their strengths and provide a
more holistic response because they are not constrained to one component.
This is good for both the Proponents, allowing them to compete on a full display
of their merits; and for the Owner who can take greater confidence in having
selected a team that is demonstrably best placed to deliver its project objectives.
5.5
Other considerations
The following considerations for the Owner are common to each of the different
options for selecting the NOPs. These should be considered and applied by the
Owner as warranted by the context of the specific characteristics of each alliance
project.
5.5.1
When to use the various NOP selection processes
The Guide explains that an alliance should only be considered as a suitable

project delivery method when the Owner has the right capabilities and when one
or more of the following characteristics exist:
The project has risks that cannot be adequately defined or dimensioned in the
Business Case nor during subsequent work prior to tendering.
The cost of transferring risks is prohibitive.
The project needs to start as early as possible before the risks can be fully
identified and/or project scope can be finalised, and the Owner is prepared to
take the commercial risk of a sub-optimal solution.
The Owner has superior knowledge, skills, preference and capacity to

influence or participate in the development and delivery of the project
(including for example, in the development of the design solution and
construction method); and/or
A collective approach to assessing and managing risk will produce a better

outcome, e.g., where the preservation of safety to the public/project is best
served through the collaborative process of an alliance.
Once the decision is made to use an alliance, the next step is to decide how to
select the NOPs: full price, partial price or non-price. The default position, (as
detailed in the Guide) is full price competition. Partial price or non-price
processes represent a departure from Policy and the Owner must seek an
exemption58 as part of the Business Case.
58
94
The process for applying for an exemption is specific to each jurisdiction.
Characteristics 1 and 2 from the above list could justify the use of partial or nonprice competition if undefined or undimensionable risks would have a
significant impact on cost estimates. Depending on the extent, or potential
severity, of this undimensionable risk, the optimum selection process may be full,
partial or non-price. Included in such a characteristic is that the scope of the
design and works, for whatever reason, cannot be adequately dimensioned
upfront and is best done post TOC development (during the construction phase).
The other characteristics (3, 4 and 5) would generally not be considered in
themselves as justification for departure from full price competition. It is possible
in uncommon circumstances, that the potential price premium for departing
from the policy and full price competition can be justified in the request for
exemption contained in the Business Case.
To seek exemption on the basis of possible time savings would normally be an
insufficient justification, since under best practice conditions there is considered
to be no material difference in the timeframes for the three available selection
processes (full, partial, non-price). However, it is acknowledged that there are
occasions, albeit rare, where community needs require a start to construction (not
just early works) as soon as possible (this situation should be distinguished
from completing the project as soon as possible). Truncated planning and
procurement processes may be required to meet the need to start as early as
possible. To effect a time saving, it may also require that the PAA is executed
much earlier than set out in this Guide. The Owner needs to fully dimension the
risks and cost premiums associated with such special strategies.
Normally, it is the expertise of private sector Proponents that an Owner seeks to
utilise in partnership when selecting NOPs. However, there may be cases where
the Owner has exclusive abilities or superior skills (e.g., managing design risk)
and is looking for a special alliance partner to develop unique project
deliverables. Here the Owner should request exemption from the policy for the
use of non-price competition on the basis that it is not possible to have effective
competition because of a limited range of competitors.
The following diagram provides further guidance in the use of full, partial and
non-price processes where the project risks are undimensionable.
95
Extent or Severity of Undimensionable Risk
Low
Moderate
Extreme
Familiar project concept

Been done (e.g. Busway) but specific
project involves specific challenges such
as design and stakeholder engagement
Unique project concept

Unique - rarely been done before (i.e.
Advanced scientific research facility)
Manageable stakeholder environment

Likely issues can be identified in advance
and the number of key stakeholders is
relatively low
Complex stakeholder environment

Many influential stakeholders
Changing or conflicting needs
Impossible to engage with multiple
Proponents
Proven technology/construction methods

Technology/methods likely to be used
have been used previously, although the
specific project may involve adaptation of
existing methods
Unknown technology/construction
methods
New processes required (i.e.
Experimental construction methods or use
of existing methods in unique ways)
Manageable construction challenges

Anticipated problems in construction are
not significantly greater than for most
projects
Difficult construction challenges

Unknown project duration
Difficult engineering challenges expected
Project risks identifiable

Most risks can be identified and in many
cases costed
Project risks cannot be identified

Risks unquantifiable / undimensionable
Requires collaboration with Proponent to
resolve during construction
Full Price
Partial Price
Non Price
NOP Selection Process
Figure 5.4:
NOP selection process and the ability to dimension the project

solution
This diagram illustrates that as the extent of or severity of undimensionable risk

increases, so will the suitability of other than full price competition NOP
selection processes. When exemption from using full price competition is sought,
Owners should demonstrate that the presence of undimensionable risks preclude
the effective use of the full price selection process and the Owner should work
through the partial process before, as a last resort, approval to use the non-price
process is sought.
5.5.2
Determine how the Proponents will be reimbursed for the

Alliance Development Phase
The scope of service and breadth of risk to be considered by the Proponents in

developing their project solution and TOC can be significantly greater than
traditional contracts. This means that the Proponents are likely to incur higher
internal and external costs. Also, alliance contracts require a much greater input
from Proponents senior management due to the need for more active
participation in the selection process.
Where jurisdictional policies allow, it is recommended that a substantial
proportion of each Proponents project development costs (for both Full Price
Selection and Non-price Selection) be reimbursed to the Proponents because:
the tendering costs incurred and senior management effort required by

Proponents are significantly beyond the costs and effort required for
traditional contracts;
the unsuccessful Proponents will likely have developed innovative solutions

that can reasonably be claimed by the Owner as intellectual property (IP);
and
96
contestability policy objectives of government will be enhanced by reducing

barriers to entry to the alliance market.
On balance, a starting point suggestion is that a fair proportion of tendering

costs to be reimbursed is 50% of the Proponents likely costs during alliance
development. These costs could be estimated by the Owner (with assistance from
its Commercial Adviser) and noted in the EOI/RFP documents as a lump sum
payment. However, any reimbursement should be conditional on the Proponents
satisfactorily submitting a Project Proposal, and on the transfer of all IP rights to
the Owner relating to the project design and delivery solution that was created
during the alliance development phase.
It should be noted that in the non-price selection process, the preferred
Proponents have been historically fully reimbursed for their costs.
Ownership of intellectual property
It is likely that an unsuccessful Proponent may develop innovative ideas during
the Alliance Development Phase that may be valuable to the Owner.
The Owner should secure Intellectual Property rights in ideas developed during
the alliance development phase, and provide access to these to the preferred
Proponent prior to executing the PAA. This will allow more considered
assessment by the preferred Proponent (and Owner) of any commercial
advantages the ideas may offer and will also ensure the Owner receives 100% of
any benefit (i.e. not 50% under the gainshare regime post execution of the PAA).
5.5.3
Owners Comparative TOC
The Owners Comparative TOC (OCT) is the Owners best estimate of the
Actual Outturn Cost (AOC) of the project. The Owner may consider whether it is
worthwhile for its project to prepare and progressively update its own TOC to
compare to the TOC developed by the NOPs. The OCT would progressively
develop from approved Business Case to final agreement of the TOC and
execution of the PAA. The OCT has the potential to deliver VfM for government
and introduce more robust costing of an alliance project. The mechanism may
deliver some of the benefits of Public Sector Comparator under PPPs, such as
requiring the Owner to robustly challenge and quantify risks and other
requirements.
The purpose of the OCT is several fold:
it prepares the Owner to evaluate the Proponents competitive TOCs

effectively and expeditiously, and negotiate the TOC as an informed Owner;
it is a mechanism that ensures the Owner develops a detailed understanding

of the commercial aspects of the alliance project; and
it becomes part of the prudent project controls that the Owner uses to
monitor outturn costs throughout the project (including during the alliance
development phase).
The OCT will be informed by the Owners emerging knowledge of the project as
the procurement process progresses and details are provided by the Proponents.
97
In particular, the OCT will be adjusted to reflect the Proponents design solution
and construction methodology together with their risk assessment and TOC
estimate.
Owners can find guidance regarding the preparation of the OCT (including level
of accuracy, pricing methodology and risk assessment) in Guidance Note NO 5.59
In simple terms, the Owner would prepare the OCT to a level commensurate
with the TOC being prepared by the Proponents.
Given that the OCT is likely to be informed by the competitive Project Proposals
submitted by the Proponents, it is not appropriate that it be disclosed to the
Proponents at any stage.
5.5.4
Progressive selection processes
Generally, the Guide has been written to reflect the Owner selecting its alliance
partners (NOPs) in a single stage.
However, there may be times when the Owner determines that this is not the
optimum selection strategy and that a better VfM outcome may be achieved from
selecting its alliance partners progressively.
For example, the Owner may determine that it is beneficial to firstly select a
designer to progress design options, before selecting a contractor to join the
alliance. The Owner may believe that a progressive process for selecting
designers and contractors will enable it to select the best-in-class designer and
contractor. This may not be possible in a single stage selection when the
Proponents teams are already formed as a consortium.
Similarly, the Owner may wish to select a key supplier as an alliance partner
before selecting the designer and/or contractor.
It is expected that, to the maximum extent possible, the Owner will also apply the
principles and intent of the selection process outlined in Chapter 5 to progressive
selection processes.
59
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6
Chapter 6:
The Project Delivery

Phase
This chapter deals with how alliances operate in the project delivery phase,
which occurs after the PAA is executed, the TOC has been agreed and the
Participants commence delivering the project.
The Owner is interested in achieving VfM throughout the project life cycle and
therefore, the need to exercise commercial rigour and diligence continues after
the PAA is executed and the TOC has been agreed.
As discussed in earlier chapters of this Guide, alliancing is a complex commercial
relationship between the Owner and the NOPs. The PAA defines the legal
obligations of the Participants to deliver the Owners VfM Statement. Moreover,
the NOP selection process and the interplay of the key alliance features should
set the establishment of an integrated, collaborative and highly capable team
which will be positioned to achieve the Owners VfM Statement successfully.
Nevertheless, the other interplay between the Owners project objectives, the
NOPs commercial objectives, and the Participants obligation to make collective
decisions that are best-for-project, should be acknowledged. Issues for the
Owners attention in the project delivery phase of the alliance project include:
ensuring ongoing alignment between the commercial objectives of the NOPs

and the Owners project objectives (to deliver the Owners VfM Statement at
a fair cost);
under an alliance the Owner has the greater financial exposure to risk,
however, risk management is shared equally between the Participants; and
given that the approach to remuneration under the Commercial Framework

is reimbursement of NOPs costs, there needs to be assurance that monies are
being expended in a way that serves the public interest and meets public
sector prudential standards.
The delivery phase of an alliance will be different for each project. The guidance
in this chapter addresses the following key areas during delivery of the alliance
project:
effective governanceinternal and external to the alliance;

Chapter 6 The Project Delivery Phase
99
effective Owner representation and resources inside and outside the alliance,
including key management and leadership roles on the ALT and AMT and
the Owners access to independent advice on the alliances activities;
ensuring the fundamentals of good project management and project controls

are established and maintained;
ensuring expenditure of public funds is prudent and appropriate, and that all
cost ledgers, cost claims and cost reports are reviewed on a monthly basis and
audited regularly;
creating greater certainty in the AOC by minimising the need for TOC
adjustments;
ensuring rigorous review of and justification for any proposed or potential

scope changes;
managing the alliance culture to ensure it is healthy and productive (i.e. it is a

means to an end, not an end in itself);
ensuring no blame no disputes operates to optimise project delivery (and

does not lead to no accountability and no disagreements between the Owner
and the NOPs); and
providing monthly progress reports to the Owner.
6.1
Effective governanceexternal and internal to the

alliance
Governance can be described as a process for directing and managing projects, a

system for holding projects accountable and controlling them, and a framework
for the effective assignment of specific and overall accountability for delivering
the project. It is a set of policies, principles, rules, and supporting practices put in
place to run a project.
The importance of good project governance as a critical success factor in
delivering major infrastructure projects is widely acknowledged. Similarly, a lack
of sound project governance is well recognised as a major contributor to project
failure.
It is therefore essential that formal governance arrangements be established for
all major projects, including alliances.
However, the legal structure of an alliance, involving multiple parties with
collective responsibilities, presents additional complexities which require
governance to be implemented at two levels:
Outside the alliance

This refers to the governance requirements that Owners consider for any
major project regardless of the delivery method and includes the governance
interface between the Owner and the government.
100
Inside the alliance

This refers to the concept of an alliance as a virtual organisation and its
internal governance requirements.
Good governance also requires that all individuals involved will have in-depth
knowledge in relation to the fundamentals of alliancing and the details of project
objectives, deliverables and commercial/legal arrangements.
6.1.1
Governance external to the alliance
Each jurisdiction provides guidance on governance for major infrastructure

projects. The following general principles of project governance have been
adapted from the Victorian Investment Lifecycle Guidelines to suit alliancing.
Project reporting requirements should be established for progress reports on
previously agreed key success factors, including relevant deadlines. Key
Government stakeholders should be kept informed of progress, starting with the
development of a Business Case.
Government investments need strong, direct, unambiguous lines of
accountability and management. Where multiple agencies are involved, the
responsibilities of the Participants should be clearly identified and understood.
Issues should be identified (including emerging risks and opportunities) and
management of them assigned according to each agencys contribution and level
of responsibility. Cross-agency development or operational arrangements should
be structured to avoid gaps in accountability, and have clear, unambiguous
responsibilities for outcomes, without unnecessary duplication.
Some general principles guide the establishment of the alliance governance
structure:
Engagement of an external party to manage a project does not divest the

agency of accountability for the project outcomes.
Contractual agreements for project management and decision making

within the joint management structure of the alliance need to be respected by
governance outside the alliance, and clear separation of responsibilities and
accountabilities, including identifying those decisions which are reserved for
unilateral determination by the Owner.
The Owner needs to focus on the risks it bears throughout the project and the
core services it needs to deliver in the long term.
Elements of a governance plan outside of the alliance are provided in

Appendix B.
6.1.2
Governance internal to the alliance
The legal structure of an alliance, which involves multiple parties with collective
responsibilities and a collaborative decision-making process, presents a number
of complexities for governance within the alliance.
101
The starting point in an alliance is joint, self-management of those matters

pertaining to delivery of the Owners VfM Statement within the bounds of
responsibility set out by the PAA.
Governance within the alliance should ideally be addressed by incorporating a
formal and detailed governance plan in the PAA. However, it is recognised that
some non-material matters may need to be decided following execution of the
PAA (e.g. meeting location and format of ALT minutes).
The internal governance structure (and associated plan) should be developed and
tailored to fit the complex requirements of the specific alliance projectone size
does not fit all. It is also recognised that a convoluted and overly complex
governance plan may fail to achieve the Owners governance objectives.
An example of an Alliance Governance Plan is included in Appendix A. This has
been adapted from the Water Corporation of Western Australia.
6.2
Good project management and project controls
A successful project will always involve good project management including

planning, programming and controls over time, cost and quality.
The core experience of project management and project controls are also the
important foundations of a successful alliance. Alliance coaching, facilitation or
team development will never compensate for inadequate or insufficient project
delivery experience or project management skills in the alliance team. Ensuring
that the alliance team has adequate project delivery skills and experience is
fundamental to achieving the Owners VfM outcomes. These skills are required
in both the Owners Representative and in key alliance personnel.
6.3
Expenditure of public funds
In a typical alliance, the Participants are effectively jointly responsible for

managing the expenditure of public funds. This is fundamentally different to the
way contractors are paid under traditional contracts. An alliance needs to ensure
that public funds are expended prudently, properly and wisely, including
addressing public accountability issues that may arise for Owners in connection
with related party transactions, where related NOP companies may act as
suppliers to the alliance.
The role of the Owners financial auditor is typically limited to verifying that the
Participants costs have been actually and reasonably incurred. The alliance
financial auditor checks that expenditure has been actually incurred in
accordance with pre-determined processes and authority levels. The Owner
should consider supplementing the financial auditor role to verify that
expenditure by the alliance has been incurred in accordance with the Owners
VfM statement and government procurement standards; and in the most
efficient, effective and economical way.
102
6.4
Adjustment Events
Adjustments to the TOC will apply in the limited situations agreed by the
Participants under the PAA (which should incorporate the Adjustment Event
Guidelines finalised during the selection process).60 These identified acts, events
and circumstances which may result in the TOC being altered are known as
Adjustment Events.
The Owner will need to adjust the TOC where the Owner has directed a change
to the project works which amounts to a significant change, amendment or
alteration to either the scope of works, or the fundamental requirements of the
works. This type of Adjustment Event is referred to as a Scope Variation. Scope
Variation Benchmarking Guidelines, which provide indicative examples of when
a direction by the Owner will constitute a Scope Variation, should be developed
and agreed by the Participants during the selection phase and incorporated in the
PAA.
It is expected that if any Scope Variations occur during the delivery phase, this
will generally involve a change to the Owners VfM Statement and will therefore
require Owner approval.
Cases of genuine innovation by the alliance, which could not have been foreseen
during TOC development, should not constitute an Adjustment Eventthat is,
the NOPs should be entitled to the benefit of any cost savings to the alliance that
arise in connection with genuine innovations. Reviews should take place of any
innovations which have arisen during the project delivery phase to determine
whether they have made a genuine contribution to cost savings. The NOPs
entitlement to any gainshare payment should follow demonstration to the Owner
of how the relevant cost savings against the TOC have been achieved. If the
Owner determines that innovation is not demonstrated, the NOPs' gainshare
entitlement should be reduced to the extent that the relevant cost saving
innovation/approach should have been identified during the TOC development.
General changes to the scope of work or the technical brief for the project (e.g.
reduction in the quality of materials) should not constitute an Adjustment Event.
Cost underruns and overruns may occur for any of the following reasons:
human error in the TOC;
innovation post TOC;
risks that didnt materialise (e.g. escalation was less than expected);
systemic market change, i.e. changes in the market that are not project
specific (e.g. movement in prices for key items); or
if none of the above apply, a TOC that lacked rigor.
The requirement for the NOPs to demonstrate how cost underruns have occurred
satisfies fundamental requirements for public sector scrutiny of
60
Refer to clause 12 of the Model Project Alliance Agreement in Template No 1: The Model Project Alliance
Agreement.
103
expenditure/public accountability requirements. Further guidance on this topic is

provided in Schedule 4 of the Model PAA.
The selection process should be structured to incentivise the NOPs to bring
forward potential innovations or opportunities prior to finalising the TOC.
Consideration needs to be given to ensure that the omission of scope (from the
PAA documentation which establishes the scope of works for the alliance) or
pricing omissions from the TOC does not lead to a Scope Variation during the
delivery phase. The Owner needs to ensure that the PAA clearly reflects the
agreed scope of work, scope of services, any risks retained by the Owner, and the
Owners reserved powers.
If an Adjustment Event occurs, the ALT will recommend to the Owner a
reasonable adjustment to the TOC (and, where relevant, the KRAs or the Date for
Practical Completion). The Owner should undertake a valuation of the increase
or decrease in costs independently from the alliance, taking into account the
relevant TOC estimate and risk provisions within the TOC and the Owners VfM
Statement before deciding on the ALTs recommendation.
6.5
Rewarding outstanding outcomes
Owners will often select alliancing to deliver a major infrastructure project on the
basis of the potential to achieve outstanding outcomes and gamebreaking
performance (which is usually described in various alliancing literature as not
been done before, quantum not incremental improvement, etc).
However, outstanding outcomes and gamebreaking performance (as described in
alliance literature) are not always required to achieve the requirements set out in
the Owners VfM Statement. In fact, pursuing performance standards and
outcomes that are inconsistent or not aligned with the VfM proposition in the
Business Case may even erode VfM.
Including cost of achieving outstanding outcomes in the TOC
Alliance development activities should only be undertaken to the extent that they
directly support achieving the Owners VfM Statement. Alliance culture and
relationships should not be considered as the objectives or outcomes to be
achieved by the alliance in their own right. In other words, they are a means to
the end, not the end in itself.
The Alliance may decide to engage service providers to assist the Alliance to
achieve Owners requirements for outstanding outcomes (e.g. team building) to
realise the resulting gainshare. The costs of these services should not be included
in the TOC.
6.6
No blame, no dispute
The no blame and no dispute clauses in many PAAs can be misunderstood and
are often not applied in the intended manner. For example:
104
No blame does not mean no accountability. In alliancing, all Participants

should be held accountable for what the team expects and requires of them,
and poor performance should be dealt with accordingly by the ALT.
No blame does not mean no differences in opinion. The pursuit of a no

blame alliance culture should not materialise as an emphasis on friendly
relationships where challenge and debate are suppressed. Friendliness is not
a substitute for effectiveness. Indeed, absence of any major disagreements can
sometimes signal that the alliance is not on track to achieve VfM. Effective
alliance teams are often characterised by a high level of constructive debate,
and a preparedness to challenge and be challenged. Debate should not be
considered a sign of weakness or failure of the alliance. Generating and
resolving these differences positively and expeditiously are a sign of a
healthy alliance.
6.7
Progressive Status Reports
Alliancing is not a set and forget project delivery approach for Owners and
NOPs. To provide confidence that the project is being delivered efficiently and
effectively by the alliance, periodic and independent audits of the progress and
performance of the works should be undertaken.61 Monthly reports by the
Alliance Manager should favour information not data as voluminous reports
can inadvertently mask rather than illuminate issues.
The Alliance Manager should reforecast in detail the costs to completion of the
project on at least a quarterly basis and present the revised estimate of actual
outturn costs together with planned remedial measures if appropriate.
6.8
Project close-out
Prior to accepting the works (i.e., prior to the Owner certifying that Practical
Completion has occurred), the Owner can seek information that reconciles scope,
service level and actual outturn cost between the TOC and the Owners VfM
Statement. Any variations should be explained with reference to innovation, risk
profile, performance levels or changes. In this way the alliance can concentrate on
demonstrating that the objectives of the VfM Statement have been delivered and
remedying any remaining gaps or issues.
This information has the additional advantage of ensuring clarity and alignment
for all Participants on their respective objectives at the time of Practical
Completion when the project will likely move into an operation phase. This work
by the alliance at this time will also feed into the Owners VfM Report to be
produced post-completion for the government and validated independently by
parties separate from the alliance. Such a validation of the VfM Report will
61
Refer to Guidance Note NO 4, Reporting VfM Outcomes, Department of Infrastructure and Regional
105
usually be undertaken by specialist commercial adviser that has been engaged by

the Owner.
The PAA will continue through the defects liability period up until Final
Completion. Prior to the Final Completion Certificate being issued, the Financial
Auditor should undertake a final audit of all Reimbursable Costs. This should
include a reconcilation of actual and estimated allowances (for such matters as
staff bonuses and annual leave), non-cost performance and salvage value of
capital assets to produce a statement of the final Risk or Reward Amount against
the Final (adjusted) TOC.
At project close-out the AOC can be finalised. The AOC for the project is the
actual total cost for the delivery of the alliance works by the alliance inclusive of
NOPs fees and reimbursable costs to the NOPS and the Owner. Refer to
Guidance Note No 4 for further discussion.
Alliancing can provide a powerful problem solving environment
If an alliance is established well with appropriate commercial arrangements and
supporting culture, it is a powerful environment for problem solving. As issues
and risks emerge through the project life, the alliance members focus on
collectively resolving issues rather than attributing blame.
62
62
106
Note that this independent validation refers to informed scrutiny that is independent of the alliance; and
should not be read as a reference that the Owner needs to necessarily engage external advisors to carry out
this validation.
7
Chapter 7:
Learnings
Alliances are complex transactions and much has been learnt by Owners,
NOPs and advisers about how to optimise VfM. This Chapter provides typical
comments from these alliance Participants which may be useful for
consideration in developing and implementing future alliance contracts. Some
of these learnings are incorporated in this Guide. Readers of this Guide are
encouraged to submit their own insights, learnings and issues for potential
inclusion in updates that will be made from time-to-time.
These learnings are grouped according to a generic project life cycle below
recognising that many of the insights will span several stages.
Many of the learnings and insights below are provided as a summary of

comments or quotations which reflect the actual words used. These are not
attributed to individuals to maintain confidentiality. These learnings and insights
were collected over a period of 18 months as part of a consultation process about
alliancing across Australia.
A great deal of literature continues to be produced that is focussed on the
positive, comfortable messaging of alliancing. This chapter attempts to open the
discussion on learning, encouraging both comfortable and uncomfortable
learnings.
7.1
Business CaseInsights
The Business Case provides the Owner with the basis for establishing the
Owners VfM Statement for use by the alliance. The level of rigour in the
Business Case has a direct impact on the potential for VfM to be optimised by the
alliance.
A good Business Case is a threshold to achieving good public value. The

better the Business Case, the greater the value dividend, and without it, value
Chapter 7 Learnings
107
will be lost. It sets parameters for measuring success and will help avoid drift
and capture.
[a state audit office]
7.2
Procurement StrategyInsights
It is generally expected that the suitability of the alliance delivery method is

assessed (along with alternative methods) during the preparation of the Business
Case and also that its proposed use is expressly recommended in the Business
Case.
After approval of the Business Case, it is expected that the procurement strategy
will be detailed and tailored to the particular project. This will encompass a
range of matters, some of which have been discussed in Chapters 3, 4 and 5.
Various insights include:
If a project is going to be an alliance, be clear that alliancing behaviours do

have a starting point, there are negotiations before we get to the collaborative
behaviours. The alliance does not start as soon as you announce it.
[a construction contractor]
Know why you are doing an alliancethis is critical in understanding what

you are seeking from the alliance that you cant get elsewhere and hence how
to structure the alliance; and it also means you know why you are not doing a
D&C, PPP, Managing Contractor, etc.
[an Owners Representative/Participant]
Alliancing should be seen as the exception not the norm to the project
delivery profile of an organisation. Do not select Alliancing as the default
mechanism.
[from various sources]
The management effort by all the ALT parties in an alliance is much greater
than in a D&Cby a factor of 2.
If the client cant muster the right people then they should discount using an
alliance.
7.3
Selecting the NOPsInsights
Once the decision has been made to use an alliance as the delivery method, the
Owner will choose a strategy to select the NOPs. This strategy is discussed in
Chapter 5.
While the overriding objective is to select the Proponent who demonstrates the
best potential to deliver the Owners VfM Statement (i.e. capital asset at a fair
cost) there are a myriad of issues to be considered:
108
Hard core project management skills and technical excellence in an

individual is not always found in social stars. Those skills are core critical and
must not be overlooked.
Choosing the right partner requires the Owner to have an in-depth

knowledge of what its organisation wants and have a capable team during
the selection process to assess the Proponents capabilities, to see through
spin and coaching.
Competition and contestability will add value as it produces innovation,

ideas, better quality. The selection criteria requirements will ensure that the
market grows against those criteria.
[a state Treasury official]
Be prepared to call the alliance tender a failure and re-evaluate procurement

method if value for money outcomes cant be met by bidders or the project
cost is too high. i.e. there needs to be an explicit confirmationa no/go step.
The quality of relationshipsneed to keep in mind the distinction:

Family (friends) relationshipsgood relationships are in themselves the
reward.
Business relationshipsgood relationships are a means to good business
outcomes (shareholders and taxpayers do not pay us just to have good
relationships with people).
The commercial bargaining power of the Owner in a one-step PAA (i.e. TOC
negotiated after executing the PAA) is very weakhe must walk away from
a formal contract if he doesnt agree to the TOC. This takes a lot of strength,
political courage and conviction and in my experience is a rare event.
[an Owners legal adviser]
7.4
Agreeing the commercial arrangementsInsights
In simple terms, the commercial arrangements define the price the Owner is to
pay for the projects benefits to be delivered by the alliance. The Owner should
develop and agree commercial arrangements (including the PAA, TOC and
Commercial Framework) before selection of the preferred tenderer. Relevant
insights include:
Owners must negotiate the TOC as an entire number and Owners should not
yield to the temptation to leave parts of the TOC to be agreed later or to
carve out items that cannot be agreed with the NOPs.
Chapter 7 Learnings
109
The development of the TOC is a robust commercial negotiation, not a

collaborative workshop.
[a construction contractor]
We need capability to read the open book and to recognise when commercial
negotiations are taking place; visibility (e.g. open book) is of little worth if
the Owner does not see what is in front of them. Similarly we need the
capability to understand and challenge assumptions and contingency.
People and resources participating in a development of the TOC need to be

highly skilled in order to challenge assumptions and validate the TOC
critical players need to be in the room to challenge the composition of the
TOC and all innovations/savings need to be accounted upfront before the
TOC is finalised.
[an alliance facilitator]
7.5
Project deliveryInsights
The expectation of the project delivery stage is to achieve the VfM objectives
defined in the Business Case. This requires achieving the projects objectives in
terms of cost, time, quality and non-price objectives for a fair cost.
Relevant insights include:
Is it really Outstanding or just BAU by another name? The BAU expectation

is actually changing year-on-year through continuous improvement in
practices and performance metrics. Outstanding means a quantum change
that informed opinion would judge to be clearly a significant departure from
current industry best practice and best practice trends.
[an Owners adviser]
A focus on just price is equally unacceptable as is a focus on just non-price.

A feel good DVD of happy alliance Participants, workforce and general
public is only part of the storythe whole story needs a comprehensive
robust financial analysis.
[a state Treasury Official]
The NOPs should be asked to demonstrate where savings have occurred.

The Owner will need to unpick the risks and opportunities to identify
whether the savings were made due to good luck, good management or a
soft TOC.
110
8
Chapter 8:
Glossary and
Acronyms
8.1
Glossary
This glossary contains definitions of key defined terms used in the Guide. A
more detailed set of definitions is contained in Section 1.1 of Template No. 1:
Project Alliance Agreement which can be found at www.infrastructure.gov.au.
Term
Meaning
Businessas-usual
The practices and activities that are normally undertaken by a

business.
Business Case
The vehicle that is used by the Owner to obtain approval and

funding to undertake the project as required by that Owners
jurisdiction.
Commercial
Framework
This sets out the structure and principles that govern the NOPs
remuneration for the project.
Non-Owner
Participants (NOPs)
All Participants to the alliance excluding the Owner.
NOPs Fee
Corporate Overhead and Profit as defined in the PAA.
Owner
Entity which will own the asset to be delivered by the alliance

and generally has responsibility for the procurement of the
alliance.
Owners VfM
Statement
The Owner's VfM Statement sets out the project deliverables to

be achieved by the Alliance and the success criteria by which
the Alliance will be ultimately judged. It is designed to be
specifically relevant to, and applied by, the Alliance. The
development of the Owner's VfM Statement should use the
approved Business Case as the starting point; and in addition
incorporate project level details that expand on the normal
specifications and corporate standards found in Business Cases.
Participants
All Participants to the alliance (Owner and NOPs).
Project Alliance
The contractual agreement of the alliance.
Chapter 8 Glossary and Acronyms
111
Term
Meaning
Agreement
Proponents
Organisations that respond to EOI or RFP.
Public Officials
Individuals employed by the Government.
Reimbursable Costs
The direct project costs and indirect project specific overhead

costs actually and reasonably incurred by the NOPs in the
performance of the work as provided in the PAA.
Risk or Reward
Regime
The mechanism for determining how the pain or gain of the

project will be shared between the NOPs and the Owner.
Target Outturn Cost

or TOC
The specific sum developed by the Participants and approved

by the project Owner under the Alliance Development
Agreement as being the pre-estimate of the Reimbursable Costs,
Corporate Overhead and Profit and Risk & Contingency
Provisions for bringing the works to a stage where the Final
Certificate can be issued under this Agreement, as set out in the
Project Proposal.
Value-for-Money
(VfM)
Value-for-Money is a measure of benefits (which covers quality

levels, performance standards, and other policy measures such
as social and environmental impacts), balanced against the price
and risk exposure of achieving those benefits.
Generally, Value-for-Money is assessed on a whole-of-life or
total cost-of-ownership basis. This includes the various phases
of contract period, including transitioning-in and transitioningout.
The concept of long-term sustainability of Value-for-Money
often applies, and this emphasises the governments focus on
investment choices that ensure Value-for-Money outcomes are
promoted and protected outside the contract period and over
successive anticipated contracts.
Works
The whole of the works and services to be performed by the

Participants from time to time under the PAA and includes:
any direction by the project Owner or scope variations;
the construction plant; and
rectification work necessary to make good any defects arising
before and during the Defects Correction Period,
but excluding any works or services performed by the
Participants which are not directly referable to the Owners VfM
Statement, the scope of works and the assumptions adopted by
the Participants in developing the TOC.
112
8.2
Acronyms
ADA
Alliance Development Agreement
ALT
Alliance Leadership Team
AM
Alliance Manager
AMT
Alliance Management Team
AOC
Actual Outturn Cost
APT
Alliance Project Team
CFW
D&C
Design and Construct
DTF
Department of Treasury and Finance
ECI
Early Constructor Involvement
EOI
Expression of Interest
IAA
Interim Alliance Agreement
IE
Independent Estimator
ISO
International Organisation of Standardization
KPI
Key Performance Indicator
KRA
Key Result Area
MCOS
Minimum Conditions of Satisfaction
NOP
Non-Owner Participant
OCT
Owners Comparative TOC
OP
Owners Participant
OR
Owners Representative
PAA
Project Alliance Agreement
PPP
Private Public Partnership
RFP
Request for Proposal/s
TOC
Target Outturn Cost
VfM
Value-for-Money
Chapter 8 Glossary and Acronyms
113
114
9
Chapter 9:
Bibliography
Abrahams, A and Cullen, A, 1998, Project Alliance in the Construction Industry,

Australian Construction Law Newsletter, 62, pp. 3136.
Association for Project Management (UK), 2004. Directing Change A guide to
governance of project management. APM, High Wycombe, .
Australian National Audit Office 2003, Better Practice Guide, Public Sector
Governance Vol. 1 Framework, Processes and Practices, ANAO, Canberra
Department of Infastructure and Planning, Queensland, 2010, Project assurance
framework - Alliance establishment and management, DP, Brisbane.
Department of Treasury and Finance, Victoria, 2009, Guidance Note No. 1,
Language in Alliance Contracting: A Short Analysis of Common Terminology, DTF,
Melbourne.
Insurance in Alliance Contracting Selling Insurable Risks, DTF, Melbourne.
Reporting VfM Outcomes, DTF, Melbourne.
Developing the TOC in alliance contracting, DTF, Melbourne.
Department of Treasury and Finance, Victoria, 2009, In Pursuit of Additional Value
A benchmarking study into alliancing in the Australian Public Sector, DFT,
Melbourne.
Department of Treasury and Finance, Victoria, 2008, Investment Lifecycle
Guidelines Business Case Version 1, DTF, Melbourne.
Department of Treasury and Finance, Western Australia, 2010, Guidance Note No.
3, Key Risk Areas and Trade Offs. DTF Commercial Division, Perth.
Chapter 9 Bibliography
115
Commonwealth of Australia, Infrastructure Australia, 2008, National Public

Private Partnership Policy Framework (Volume 1: Procurement Options Analysis),
Commonwealth of Australia, Canberra.
NSW Independent Commission Against Corruption, 2006, Guidelines for
Managing Risks in Direct Negotiation, ICAC, Sydney.
Hall, P, 1982, Great Planning Disasters, University of California Press, Berkley.
Queensland Water Infrastructure Pty Ltd, 2008, Request for Proposal for Dam
Infrastructure Projects Wyaralong,
Sturgess, G L, Smith, B, May, P, Sotiropoulous, A, 2007, Competitive Edge The
Evidence, The Serco Institute, Hook.
State of Victoria, 2010, Policy for Alliance Contracting.
116
A
A.
Developing a
Governance Plan
Appendix A is provided separately at www.infrastructure.gov.au.
Appendix A is provided by the kind agreement of the Water Corporation of
Western Australia (Water Corp). Copyright resides with Water Corp and their
permission to present this document in the Guide is gratefully acknowledged.
The Water Corps Capital Alliance Governance Manual can assist

agencies in developing their own governance plan for their specific
project.
Appendix A Developing a Governance Plan
117
118
B
B.
Developing a
Governance Plan
external to alliance
Introduction
Effective governance external to the alliance ensures that there is proper (and
timely) direction on policy issues, accountability for project decisions and
mechanisms in place to control and deal with unpredictable events and outcomes
that may arise over the life cycle of the project. An external governance plan will
assist the Owner to achieve the high standards of integrity and transparency
required of public sector procurement processes, and to manage any serious
issues that may lead to major time and cost overruns and failure to achieve the
objectives in the Owners VfM Statement.
Ultimately, Owners will need to develop governance plans and frameworks that
suit the particular requirements and challenges of their specific alliance project.
This appendix provides some background information and basis for discussing
the appropriate model for a particular project.
Models of a governance framework

Three models of an external governance structure for an alliance project are
discussed on the following pages.
Appendix B Developing a Governance Plan (external to alliance)
119
Alternative 1
This model can be used where the Owner is well experienced in alliancing
contracting or the project is relatively straight forward and can be governed
within the Owners existing corporate structures.
The key project governance roles and responsibilities external to the alliance
include:
The existing Owner statutory board, which remains the ultimate decisionmaking authority for the Owner and hence for the alliance project. This is
usually the Board of a statutory authority, a Minister, Head of Department
and/or Cabinet.
The Owners CEO, who exercises executive ownership of the alliance project.
The Owners Alliance Coordinator, or the Owners Representative, who takes

the lead in providing independent advice and the corporate view to the
Owners CEO on any issues, submissions and reports forwarded by the
alliance to the Owner. The Alliance Coordinator can be expected to be
supported by the Owners independent expert advisers.
This alternative can be illustrated as follows:

The Owner
Statutory Board,
Minister and/or Cabinet
CEO /
Head of Department
The Alliance
Alliance
Leadership Team
Alliance Project
Office
Alliance
Coordinator
(the Owners
Representative)
Expert
independent
advisers
Development
&
Delivery
The Owner Corporation

(ongoing systems/structures)
Portfolio coordination and
oversight of projects
Technical office (network
standards, management
systems, legacy issues etc.)
Finance (Treasury functions)
Service delivery
Corporate government
(internal and external)
Etc.
120
Alternative 2
In some particularly complex projects, the Owner may wish to be advised by a
Project Control Group (PCG). For example, the PCG may be chaired by the CEO
and include members of the Owners Statutory Board. The PCG may also include
public officials external to the Owner corporation, e.g., members of the PCG may
be drawn from other agencies/government departments.
The role of the PCG builds on that of the Owners Alliance Coordinator.
However, the PCG does not determine the alliances delivery strategies for the
project, but ensures that appropriate strategies are developed and implemented.
Therefore the PCG needs to satisfy itself, and then provide assurance to the
Owner, that the Alliance will perform as required.
The Owner
Project
Control Board
Statutory Board,
Board
Members
Alliance
Coordinator
The Alliance
Alliance
Leadership Team
Expert
independent
advisers
CEO /
Head of Department
The Owner Corporation

(ongoing systems/structures)
Portfolio coordination and
oversight of projects
Alliance Project
Office
Development
&
Delivery
Technical office (network

standards, management
systems, legacy issues etc.)
Finance (Treasury functions)
Service delivery
Corporate government
(internal and external)
Etc.
121
Alternative 3
In some particularly complex and very large projects, the government may
establish a separate legal entity to provide the required external project
governance. The key advantages of this approach include:
the Owner is able to focus on its existing core business without becoming
overwhelmed by the project;
providing the necessary strategic focus of a senior group who are removed
from the pressures of day-to-day management; and
providing the project with the appropriate balance of independence and

controls in relation to the speedy decision making required to facilitate an
effective alliance.
The role of the special purpose legal entity (e.g., a department may establish a
statutory authority to govern its major alliance) is to assume the role of the
Owner.
The Owner
(special purpose legal entity)
The Alliance
CEO
Alliance
Leadership Team
Corporate Support
Expert independent advisers
Alliance Project
Office
Development
&
Delivery
122
Governance roles
The following table provides an overview of the roles and responsibilities of the
key parties in the project governance:
The Owner
ROLE
RESPONSIBILITIES
Ultimately accountable to the

government for delivery
of the Project.
Establishes corporate policy in

relation to the Project.
Provides effective corporate

governance in relation to
the Project to ensure
successful project
outcomes.
Corporate direction.
Treasury functions.
Determines and delegates
appropriate authority for
project delivery.
Provides to the alliance the
VfM Statement.
Project Control
Group
(if required;
otherwise these
roles and
responsibilities
will be
addressed by
the Alliance
Coordinator)
Provides adequate and timely project

funding.
Exercises the Owners Reserved
Powers in accordance with the
PAA, e.g., approve necessary
expenditure outside the
established project budgets;
approve all supply and revenue
agreements; and/or approve all
major contract procurement for
the performance of the works in
accordance with delegated
authority levels.
Provides appropriately high level
project liaison and
representation.
Accountable to the CEO/Board

for monitoring and
reviewing performance of
the Alliance to achieve the
objectives in the Owners
VfM Statement.
Ensures the Owners VfM Statement

is clearly understood by the
alliance.
Makes recommendations to
the Owner on reports and
submissions from the
Alliance.
Effective and accurate reporting to

the Owner.
Puts recommendations to the Owner

on submissions from the
Alliance.*
Investigates deficiencies and

initiate responses.
Provides effective projectbased governance for the
delivery of the Project
(rather than day-to-day
management).
Alliance
Coordinator
(the Owners
Representative)
Provides independent advice

and corporate view to the
PCG (if established,
otherwise the Owners
CEO) on any issues or
reports in connection with
the Alliance.
Provides independent advice to the

PCG (if established, otherwise
the Owners CEO) on any
reports, submissions and/or
recommendations from the ALT.
Supports the Owners independent
expert advisers.
* An alternative is that the PCG provides (all or some) approvals to the alliance under
delegation from the Owner.
123
Delegated authorities
The speed of decision making is a critical factor for successful project delivery in
the fast-paced environment of delivering a major infrastructure project.
Therefore, the governance structure should include clearly delegated authority
levels to ensure that decisions under the PAA (in particular, decisions which rely
upon the Owners Reserved Powers) be made in the most timely and efficient
manner for the project.
Any delegated authority levels should be subject to governance controls over
expenditure for project decisions outside the scope of the alliance.
Project monitoring and reporting

Effective project governance relies on timely and accurate monitoring and
reporting of project progress and performance.
Performance standards and benchmarks (e.g. time, costs, and compliance with
technical standards) need to be agreed and incorporated in the PAA to ensure the
NOPs clearly understand their performance requirements, and to ensure the
Owner can objectively measure the NOPs performance.
Project governance protocols

To streamline and support effective and efficient project governance for the
Project, specific protocols need to be established to guide communication,
interaction and approval processes between the alliance, the Owner corporate
office and project stakeholders.
The preliminary list of protocols to be developed includes:
Project Communication and Approvals Processes (e.g., the need for internal
communication and coordination protocols between the Alliance and
Owners corporate office); and
External Stakeholder Communications (e.g., media relations protocols).
124
C
C.
NOP selection
processes
C1Full Price Selection Process
Process overview
Process flowchart
Example RFP
C2Partial Price Selection Process
Process overview
Process flowchart
RFP Extract
Example of innovation through competition
C3Non-price Selection Process
Process overview
Process flowchart
Appendix C NOP selection processes
125
126
C1Full Price
Selection Process
127
C1FULL PRICE SELECTION PROCESS OVERVIEW

The commentary below is in support of the attached flow chart which provides
details of the selection process when NOPs are selected using full price. Further
detail is provided in Guidance Note 5.
EOI and shortlisting phase

In a full price selection process (generally) two Proponents are shortlisted on the
basis of the following hurdle criteria:
company capacity and track record;
experience of team members;
teams alliance affinity; and
fees and response to Owners draft commercial arrangements.
Alliance development phase

An Alliance Development Agreement is executed between each of the shortlisted
Proponents and the Owner. Where it is allowed by jurisdictional policies and
practices, the Owner can offer a capped fee-for-service agreement through which
the Owner reimburses the Proponents costs incurred to develop their Full
Project Proposals. The Owner will retain the IP rights to any material developed
during this phase, regardless of which Proponent is successful in selection. The
Owner can then use this IP to enhance the successful Proponents Final Project
Proposal.
The shortlisted Proponents each develop a Final Project Proposal that contains:
Project Solution;
Proposed Team;
Proposed Commercial Arrangements; and
TOC.
These Final Project Proposals are developed with interaction by the Owner. The
Owner also uses this interactive development activity to assess the Proponents
performance against the non-price selection criteria in the context of the
Proponents actually undertaking project activities (rather than participating in
artificial interviews, scenarios or role-playing).
A competitive selection process allows Proponents to differentiate themselves by
demonstrating their capabilities, capacity and commercial attractiveness.
It is expected that the Owner will establish processes to ensure that as each
Proponents Final Project Proposal is developing, there is adequate separation of
Owner Participants to assure a robust competitive process between the
Proponents that satisfies probity requirements, while maximising Owner
interaction.
128
This topic is considered in more detail in Guidance Note 5.
Evaluation and final negotiation phases

A preferred Proponent is selected from the competitively bid Final Project
Proposals and the Owner will negotiate, if necessary, until the Proposal meets the
requirements of their VfM Statement.
The Owner retains the second Proponent until the preferred Proponents Final
Project Proposal is accepted. This allows the Owner to revert to the second
Proponent if they cannot reach agreement with the preferred Proponent.
The Final Project Proposal is evaluated against separate project-specific and predetermined selection criteria based on the four components (project solution,
team, commercial arrangements and TOC) including the observations of the
Owner Participants over the selection phases.
Project alliance
After all material issues are agreed (including TOC, PAA and Commercial
Framework) and Business Case assumptions confirmed, the PAA is executed, the
alliance is then formed and project delivery commences.
129
Owner
Proponent/s
Field of
Competition
Broad Criteria
Documents
Optimising
VfM
130
Phases
Participate in
evaluation
activities as
required
Respond to EOI
Draft RFP
Proponent B
Proponent A
Alliance
Development
Agreement
(ADA)
Evaluation
Plan - RFP
RFP
Evaluate Project
Proposals
Best outcome achieved where Proponents and Owner

interact and communicate throughout the selection
process
Evaluation process must balance probity requirements
with need for effective interaction by Owner
Owner may appoint a Commercial Adviser and develop
an OCT to progressively compare VfM of Proponents
Proposal with VfM Statement
Evaluate
Observations and
Final Proposals
and assess
against Owners
VfM Statement
Agreed Project
Solution, TOC,
Team,
Commercial
Arrangements
Preferred Proponent
Negotiate
Final Proposal
Negotiate Final
Proposal
Project Alliance
Agreement
(PAA)
Non Owner Participant
Commence
Project Delivery
Sign PAA to form

Project Alliance
Project
Alliance
PAA only signed when final proposal

agreed, and no material issues remain to be
resolved
Construction including site establishment
should not commence before PAA is signed
It is preferable that early works be avoided
as they can leave the Owner in a
commercially vulnerable position
Proceed,
revert to
other Proponent
or abandon
Proposal Evaluation and Final Negotiation
VfM is maximised when there is competitive tension

driving innovation in the proposed development phase
Ensure two fully developed Final Proposals are
delivered each capable of acceptance by Owner with
no material outstanding issues and full compliance with
VfM Statement
Transfer IP from unsuccessful Proponent and negotiate
savings with preferred Proponent
Evaluation Report
Final Proposal
Final Project
Proposals
Final Project Proposal

Project Solution TOC
Team
Commercial Arrangements
Respond to RFP and

participate in evaluation activities as required
Issue RFP
Interact with
Proponents
Observation by Owner of each Proponents emerging:

Project Solution, TOC, Commercial Arrangements, Team in action
Execute Alliance
Development
Agreement
Proposal Development
Ensure at least one member of

selection panel has experience in
alliance contracting
(ADA) is a capped fee for service
Ensure multiple day-to-day
agreement as consideration for
observations of proponents by a
Proponents to develop Proposal
number of evaluators to give highest
and Owner to own IP.
quality assessment of team culture
and potential alliance performance
Evaluation Report
and
Recommendation
- EOI
Generally hurdle criteria for example

Company capacity and track record
Experience of team members
Teams alliance affinity
Fees and response to Owners draft

commercial arrangements
Industry Response
Evaluate EOI and

shortlist to two
Issue EOI
and shortlist
EOI and shortlisting
Consider market environment when

structuring EOI and RFP to optimise
quality of responses received
Include procurement roadmap in EOI to
maximise effectiveness of process and
assist in communicating process and
roles to all participants
Include VfM Statement in EOI
Evaluation
Plan - EOI
EOI
Prepare EOI and

RFP
Prepare EOI
and RFP
NOP Selection Process: Full Price
C1PROCESS FLOWCHART
C1EXAMPLE RFP
Water Corporation of Western Australia
The Request for Proposal for the Southern Seawater Desalination
Project
Copyright resides with Water Corporation and their permission to present this
document in the Guide is gratefully acknowledged.
The attached document is a Request for Proposal (RFP) that illustrates many of
the principles of the Full Price process for selecting the NOPs. The document
was specifically prepared by the Water Corporation of Western Australia (Water
Corp) to form alliances to design and construct, and to operate and maintain the
Southern Seawater Desalination Project.
The RFP was prepared by Water Corp tailored to its specific project requirements
and corporate practices. This document is provided to illustrate the full price
process in a RFP that lead to a successful project. The document is not provided
as a template RFP that can be readily utilised on another project. Rather, this RFP
is presented to assist Owners in understanding the broad issues in developing
their own project specific RFP should they choose to follow a full price selection
process for the NOPs.
Broadly, the Southern Seawater Desalination Project RFP aligns to the intent of
this Guide and the process shown in Appendix C. However, there are some
areas where terminology differs and/or there are different emphases that are
material enough to warrant explanation. Hence, for the purpose of clarity, the
following commentary is provided on various elements of the RFP.
Overview
As with most infrastructure projects, the Southern Seawater Desalination Project
had unique features that needed to be incorporated into the RFP, for example,
Water Corp used a two part alliance; a D&C Alliance and an Operations Alliance.
Moreover, Water Corp used a progressive NOP selection process, selecting first
the Operator and then collectively (the Operator and Water Corp) selecting the
D&C Participants. This serves to highlight the complexity of many infrastructure
projects and the need to tailor the RFP to the specific project.
131
An Overview of the Southern Seawater Desalination procurement process

Alliance Development
Agreement
Prop 1
1. Develop Procurement Strategy
Proponents
Proponents
Proponents
Proponents
Proponents
Proponents
Proponents
Prop 2
Shortlisted Proponent 1
Probity
Prop 3
Selection of
Process
Providers /
Operators
Prop 4
Select
Facilities
Engineer
and Lead
Constructor
Corporation technical,
legal and commercial
team
Successful
Proponent
Detailed Design
& Construction
Probity
Prop 5
2. RFP Stage
Shortlisted
Proponent 1
Alliance Agreement
3. Initial Shortlist
Shortlisted
Proponent 2
4. Final Shortlist
Shortlisted Proponent 2
5. TOC Stage
6. Alliance
Intent of the RFP

The overall intent of the RFP is similar to that of the Guide. That is, a process
leading to shortlisting two Proponents who each submit a binding TOC and
design during the ADA stage. This is then evaluated on the basis of cost and non
cost criteria.
Governance within the alliance

There are no significant differences.
Project objectives
The Guides approach is to document the Owners objectives by way of a detailed
VfM Statement, which is derived from the approved Business Case. This VfM
Statement would be provided to the shortlisted Proponents.
Language and terminology

The language is substantially similar. Some differences include:
Margin = NOP Fee
Direct Costs = Reimbursable Costs
Evaluation Panel = Selection Panel
132
The RFP presents the Owners preferred Commercial Framework by way of key
principles and invites Proponents to review and constructively critique them.
The Guide supports this process but recommends that the Owner develops the
draft Commercial Framework beyond principles to a detailed stage for inclusion
in the EOI/RFP documents.
Selection process
The selection process aligns with the intent of the Guide in regard to assessing
both price and non-price criteria but doesnt use the four alliancing success
factors as explicit categories as recommended by the Guide. The RFP adopts a
similar position to the Guide in that all material issues are to be resolved during
the competitive ADA stage (CFW/PAA/TOC/Design etc) prior to selecting
preferred Proponents.
Reimbursement of bid costs

The RFP proposes a (capped) reimbursement of bid costs which the Guide
supports where jurisdiction policies allow it.
Best-for-Project
The Guide recommends that Best for Project is clearly understood in the context
of achieving the Owners VfM Statement
Outstanding outcomes and through performing teams

The RFP requires that the Risk/Reward Regime focus Participants on achieving
outstanding outcomes. The Guide, however, recommends that such outstanding
outcomes should be required only when necessary to satisfy the Owners VfM
Statement.
Due to the size of the file, Water Corps RFP for the Southern Seawater
Desalination Project is not provided here. It can be found through this
link on the Water Corps website:
http://www.watercorporation.com.au/_files/PublicationsRegister/15/RfP.pdf
133
134
C2Partial Price
Selection Process
135
C2PARTIAL PRICE PROCESS OVERVIEW

details of the selection process when NOPs are selected using partial price.

In a partial price selection process (generally) two Proponents are shortlisted on
the basis of the following hurdle criteria:
teams alliance affinity; and

An Alliance Development Agreement (ADA) is executed between each of the
shortlisted Proponents and the Owner. Where it is allowed by jurisdictional
policies and practices, the Owner can offer a capped fee for service agreement
through which the Owner reimburses Proponents costs to develop their Partial
Project Proposals (and also the Final Project Proposal for the preferred
Proponent). The Owner will retain the IP rights to any material developed during
this phase, regardless of which Proponent is successful in selection. The Owner
can then use this IP to enhance the successful Proponents Final Project Proposal.
The shortlisted Proponents each develop a Partial Project Proposal that contains:
Project Solution;
Proposed Team;
TOC Budget (partial price).
The main difference between the partial and the full price process is that the TOC
submitted by shortlisted Proponents is only at budget (partial price) stage
because project characteristics mean that it is neither possible nor effective to
develop a full committed TOC.
These Partial Project Proposals are developed with interaction by the Owner. The
Owner also uses this interactive development activity to assess the Proponents
performance against the non-price selection criteria in the context of the
Proponents actually undertaking project activities (rather than participating in
artificial interviews, scenarios or role playing).
A competitive process to selection allows Proponents to differentiate themselves
by demonstrating their capabilities, capacity and commercial attractiveness.
It is expected that the Owner will establish processes to ensure that as each
Proponents Partial Project Proposal is developing, there is adequate separation
136
of Owner Participants to assure a robust competitive process between the

Proponents that satisfies probity requirements, while maximising Owner
interaction.
A preferred Proponent is selected from these competitively bid Partial Project
Proposals and then works with the Owner to develop a Final Project Proposal.
This Final Project Proposal contains:
Project Solution;
Proposed Team;
Final TOC.
The Owner retains the second Proponent until the preferred Proponents Final
Project Proposal is accepted. This allows the Owner to revert to the second
Proponent if they cannot reach agreement with the preferred Proponent.
Evaluation and final negotiation phases

The Partial and Final Project Proposals are evaluated against separate project
specific and pre-determined selection criteria based on the four components
(project solution, team, commercial arrangements and TOC) including the
observations of the Owner Participants over the selection phases.
If the Owner is not satisfied with the preferred Proponents Final Project
Proposal, they can revert to the second Proponent to negotiate a Final Project
Proposal that satisfies the Owners VfM Statement.
Project alliance
137
Owner
Proponent/s
Field of
Competition
Broad Criteria
Documents
Optimising
VfM
138
Phases
Participate in
evaluation
activities as
required
Issue EOI
Respond
to EOI
Industry
Response
Evaluate EOI
and shortlist
(generally 2)
Evaluation
Report - EOI
Partial Project Proposal

Project Solution TOC Budget
Team
Proponent B
Proponent B
Alliance
Development
Agreement
(ADA)
Select preferred
Proponent
Proponent A
Evaluate
observations and
partial Project
Proposals and
assess against
Owners VfM
Statement
Evaluate and Select Preferred

Proponent
Proponent A
Evaluation
Plan - RFP
RFP
Evaluation Report
Partial Proposal
Partial
Project Proposals

selection panel has experience in
(ADA) is in two parts; a capped fee
alliance contracting
for service agreement as full
Ensure multiple day-to-day
consideration for Proponents to
observations of Proponents by a
establish Partial Proposal and Owner
number of evaluators to give highest
to own IP and secondly for preferred
quality assessment of team culture
Proponent to develop his Partial
and potential alliance performance
Proposal into Final Proposal.
EOI
EOI
EOI
Consider market environment when

structuring EOI and RFP to optimise
quality of responses received
Include procurement roadmap in EOI to
maximise effectiveness of process and
assist in communicating process and
roles to all participants
Draft RFP
Interact with
Proponents
Respond to RFP and participate in

evaluation activities as required
Issue RFP
Partial Proposal Development
Negotiate
Final
Proposal
Evaluation
Report Final
Proposal
Proceed,
revert to
other
Proponent or
abandon
VfM is maximised when there is competitive tension driving

innovation throughout the partial proposal development
2nd Proponent should be retained to provide alternative to
Owner if 1st Proponents Proposal not acceptable
The only material issue to be resolved after selection of
Preferred Proponents Partial Proposal is the Final TOC.
Transfer IP from unsuccessful Proponent and negotiate
savings with Preferred Proponent.
Final Project
Proposal
Continuous observation of Integrated team and

evaluating Preferred Proponents Final Proposal:
Project Solution
TOC
Team
Preferred Proponent
Develop Partial Proposal

into Final Proposal
Negotiate
Final
Proposal
(incl TOC)
Finalise Project Proposal and

Final Negotiation
Integrate and/or
interact with
Proponents
Best outcome achieved where Proponents and Owner

interact and communicate throughout the selection
process
Evaluation process must balance probity requirements
with need for effective interaction by Owner
Owner may appoint a Commercial Adviser and
develop an OCT to progressively compare VfM of
Proponents Partial Proposal with VfM Statement
Observation by Owner of each Proponents emerging:

Project Solution, TOC, Commercial Arrangements, Team in action
Execute
Alliance
Development
Agreement
Generally hurdle criteria for example

Company capacity and track record
Fees and response to Owners draft

commercial arrangements
Evaluation
Plan - EOI
EOI
Prepare
EOI and
RFP
Prepare EOI
and RFP
NOP Selection Process: Partial Price
Commence
project delivery
Project Alliance
Agreement
(PAA)

resolved
Agreed Project
Solution, TOC,
Team
Commercial
Arrangements
Non Owner Participant
Sign PAA
to form
Project
Alliance
Project Alliance
C2PROCESS FLOWCHART
C2CASE STUDY
A case study will be provided in due course.
In the meantime, the following pages provide two examples of the partial price
selection process.
139
C2RFP EXTRACT
To provide guidance, it is expected that the RFP will contain the elements
described in the Table of Contents below:
This Table of Contents has been adapted from Queensland Water
Infrastructures Wyaralong Dam Request for Proposal and their permission to
present this document in the Guide is gratefully acknowledged.
TABLE OF CONTENTS RFP: Partial Proposal Development (PPD) Phase

1.0
OVERVIEW
[describe background to the project, the NOP selection process, its status;
shortlisted Proponents, and the purpose of the document RFP; selection of
preferred Proponent]
2.0
PARTIAL PROPOSAL DEVELOPMENT (PPD) PHASE

2.1
Overview PPD Phase

[describe the PPD process, its timeline, Owner interaction, RFP
deliverables, milestones, selection process & criteria]
2.2
Payment for PPD Phase

[outline the purpose of the Alliance Development Agreement]
2.3
PPD timeline
[provide a graphical roadmap of the PPD Phase, its timeline and
relationship in the overall NOP selection process]
3.0
THE PROJECT
[provide detail about the project/s]
3.1
The Project Overview

[from the EOI reiterate / expand the project description, details, status and
service benefits]
3.2
The Project VfM Statement & Objectives

[from the EOI reiterate Project VfM Statement, ultimate ownership of the
asset and the Owners objectives for the Project Proposal]
3.3
The Project Alliance Development Phase: Risks & Challenges

[outline the Owners view of the issues facing shortlisted Proponents in
developing a Project Proposal; related and parallel projects, project
interfaces, stakeholders, etc]
140
4.0
ALLIANCE PHILOSOPHY
[describe the preferred alliance model, ALT structure, the Owners personal &
nominated management positions and the alliance commercial and legal
frameworks]
5.0
4.1
Alliance Philosophy and Principles
4.2
Leadership Structure and Relationships
4.3
Capabilities within the Project Alliance
4.4
Alliance Legal & Commercial Framework
INVOLVEMENT WITH THE OWNER

[provide instruction, rules of engagement and suggested practices for interaction
with the Owners team including specific protocols to maintain appropriate process
probity, avoid conflicts of interest and ensure security of Proponents intellectual
property]
5.1
Owner Interaction Process & Protocols
5.2
Information Required by the Owner

[provide instruction for access by the Owners team to information
necessary for the Owner to conduct the evaluation including to price and
estimating data necessary to develop the Owners Comparative TOC
(OCT)]
5.3
Specific Workshops
[provide guidance for specific workshops of particular interest to the Owner
or the selection panel. Decide in advance how the observations of the teams
in action will be used in the evaluation]
6.0
RFP SUBMISSION
6.1
Overview
[define the RFP submission purpose, how it will be used in Proponent
selection and disclose information sources to be relied upon in proposal
assessment. Outline the relationship between each selection criterion and the
Owners VfM Statement]
6.2
Non-Price Selection Criteria

[detail the specific requirements and deliverables for each non-price criterion,
refer 5.3.1]
6.2.1
Non-price criteria A
6.2.2
Non-price criteria B
6.2.3
Non-price criteria C
141
6.3
Price Selection Criteria

[detail the specific requirements and deliverables for each price criterion,
refer 5.3.2. Multiple criteria are used to evaluate price selection in a partial
price competition and specific attention should be made to the format of all
elements to enable effective assessment]
6.3.1 Price criteria A
6.3.2 Price criteria B
6.3.3 Price criteria C
6.3.4 Price criteria D
6.4
Submissions Expectations & Requirements

[highlight any specific submission requirements relating to detail the specific
RFP requirements and deliverables for each criterion. Particular attention
should be made to guide the format, layout and form of the price elements to
enable direct comparison between Proponents]
7.0
PDP EVALUATION
[outline the pre-determined evaluation and selection process necessary to deliver
the requirements set out in the Owners VfM Statement.]
8.0
9.0
SELECTION PANEL
8.1
Selection Panel
8.2
Probity Advisor
PROPOSAL REQUIREMENTS & LODGEMENT DETAILS

9.1
Format
9.2
Lodgement
10.0 PROCEDURAL MATTERS

10.1 Legal Obligations
10.2 Terms & Conditions
142
C2EXAMPLE OF INNOVATION THROUGH

COMPETITION
The following example63 is presented to assist practitioners in understanding the
use, benefits and pitfalls of using the Partial Price selection process to drive
innovation in the project solution.
In 2007, the Department of Lands was faced with the need to urgently provide
permanent water supply to remote towns in northern Australia. A critical
ingredient involved the design and construction of a small dam across a low
creek. The project had been investigated several times over the last 25 years; the
site characteristics were known; geotechnical investigations conducted; and
environmental and other regulatory appraisals in hand.
A concept design had been prepared by the Owner following numerous option
studies. It involved a 150 m wide and up to 20 m high wall that was to be
constructed from a compacted earthfill core with armour rock on the outside. The
riverbed on which it sat consisted of highly variable geotechnical conditions,
typically several metres of sand overlaying weathered basalt to a depth of about
10 m. Geotechnical advice was that the weathered basalt on site was unsuitable
for use in the construction of the bund; all armour rock would have to be
imported (at significant cost) from a quarry some 20 km away.
The Owner investigated the possible procurement strategies in some detail and
elected to use the alliance delivery method due to the undimensionable
geotechnical risk and the extreme urgency of the project. It was strongly believed
that the project did not lend itself to innovation since the design was tried and
proven and had been reviewed many times over 25 years. The Owners
expectation in using alliancing was primarily one of reducing time rather than
achieving significant cost savings.
Notwithstanding this, the Owner opted for a Partial Price process to select the
NOPs and shortlisted two Proponents using conventional EOI techniques. These
Proponents then competed over a seven week period to develop and present
their:
concept design solution;
construction methodology; and
budget TOC (partial price).
The Owner also interfaced with and observed both teams in action through a
structured process that was conducted under probity guidelines.
63
For reasons of commercial confidentiality, some non-essential details have been changed from the actual case
study.
143
While one Proponent provided a concept design, construction method and

budget TOC that was very similar to the Owners, the other Proponent had a
radically different approach which produced a budget TOC some 30% less.
The reason for the difference in TOCs was not the Proponents proposed fee
(both were similar) but that they approached the foundation risk from opposing
attitudes:
1. started conservatively and needed to be challenged; and
2. started with extreme innovation and higher risk then moderated approach to
arrive at the design solution.
The team that presented the more innovative approach had exhaustively
pursued and investigated international best practice and unearthed a
construction technology that enabled them to use the weathered basalt rather
than importing (expensive) rock. The peripheral logistical issues were significant
but had been largely solved by the innovative team.
Because the Owner had interacted with Proponents during the competitive
process the evaluation period was very short. The Owner considered that there
was little discernible difference between the Proponent teams and subsequently
appointed the more innovative Proponent as preferred and two months later
negotiated a full TOC close to the Proponents budget TOC or partial price.
This case study highlights three benefits:
1. Competition motivates innovation by Proponents.
2. Competition allows the Proponents to differentiate on the basis of their
innovative capabilities.
3. A dollar saved through innovation pre-PAA is worth more than twice as
much as an innovation delivered post-PAA because:
a. the saving does not get recognised as part of the gainshare because it was
realised before the PAA and the TOC already includes it; and
b. innovation in the early stages of Project Development will result in much
more significant savings than those possible at the latter stages, where the
design and construct methodology has already been locked in.
144
C3Non-price
Selection Process
145
C3NON-PRICE PROCESS OVERVIEW

details of the selection process when NOPs are selected using non-price.

In a non-price competition selection process a preferred Proponent is selected on
the basis of the following criteria:
teams alliance affinity;
project understanding;
approach to developing project solution and TOC; and

An Alliance Development Agreement is executed between the preferred
Proponent and the Owner. Where it is allowed by jurisdictional policies and
practices, the Owner can offer a capped fee-for-service agreement through which
the Owner pays the Proponent to develop their Final Project Proposal. The
Owner will retain the IP rights to any material developed during this phase,
regardless of whether the Proponent is successful in selection.
The preferred Proponent will then develop a Final Project Proposal that contains:
Project Solution;
Proposed Team;
TOC.
This Final Project Proposal is developed with interaction and integration by the
Owner.
Evaluation and final negotiation

The Final Project Proposal is evaluated against the Owners VfM Statement. The
next step is to then negotiate the Final Project Proposal (including TOC) with the
preferred Proponent.
If the Owner is not satisfied with the preferred Proponents Final Project
Proposal, they can revert to the shortlisted Proponents to select another
Proponent to develop and negotiate a Final Project Proposal that satisfies the
Owners VfM Statement.
146
Project alliance
147
Owner
Proponent/s
Field of
Competition
Broad Criteria
Documents
Optimising
VfM
148
Phases
EOI
EOI
EOI
Evaluation
Report - EOI

selection panel has experience
in alliance contracting
Alliance
Development
Agreement
(ADA)
Generally Company capacity and track record

Project understanding
Approach to developing project solution and TOC
Fees and response to Owners draft commercial
arrangements
Consider market environment when structuring

RFP and EOI to optimise quality of responses
received
Develop procurement roadmap to maximise
effectiveness of process and assist in
communicating process and roles to all participants
Evaluation
Plan - EOI
EOI
Participate in
evaluation interview(s)
and workshop as
required
Industry Response
Respond to EOI

(ADA) is a capped fee for service
agreement as consideration for
Proponents to develop Final
Proposal and Owner to own IP.
Owner should appoint a Commercial

Adviser and develop an OCT to
progressively compare VfM of
Proponents Proposal with VfM Statement
Evaluation Report
Final Proposal
Final Project
Proposal
Final Project Proposal

Project Solution TOC
Team
Preferred Proponent
Develop Final Proposal
Integrate with
Proponent
Execute Alliance
Development
Agreement (ADA)
Evaluate EOI
and shortlist
(generally 3 5)
Prepare REO
Select
preferred
Proponent
Proposal Development
Prepare EOI
and RFP
Issue EOI
NOP Selection Process: Non-Price
Evaluate Final
Proposal against
Owners VfM
Statement
Preferred Proponent
Negotiate Final
Proposal
(incl. TOC)
Project Alliance
Agreement
(PAA)
Non Owner
Participant
Commence
project delivery
Sign PAA to form

Project Alliance
Project
Alliance

resolved
Proceed,
rerun process
or abandon
Proposal Evaluation and Final Negotiation
C3PROCESS FLOWCHART
D
D.
Commercial
FrameworkIndicative
Risk or Reward Regimes
Chapter 4 provides an overview of the issues to consider in relation to
structuring the Commercial Framework for an alliance. As discussed, the key
purpose of the Commercial Framework is to align the Owners project objectives
and NOPs commercial objectives, therefore the Commercial Framework needs to
be tailored to the specific alliance project.
A Risk or Reward Model, which may be suitable for one project, is unlikely to be
appropriate for another project due to differences in factors such as the Owners
specific project objectives and preferences, the NOPs risk appetite and market
conditions.
There are endless ways that the Risk or Reward Regime could be structured. It is
important to ensure the structure is appropriate to drive the achievement of the
project objectives as set out in the Owners VfM Statement, and to encourage the
Participants to meet their behavioural commitments. For example, the Risk or
Reward Regime should only reward exceptional performance in non-cost areas
where this is required by the Owners VfM Statement. The following graphs
show some of the different ways to structure Risk or Reward Models. These
graphs should assist Owners to understand some of the options available to them
and the key issues they need to consider.
This is not intended to be an exhaustive list of the possible structures, and instead
has been designed to illustrate some of the principles which underpin Risk or
Reward Models, including the advantages and disadvantages which are
associated with some of the various approaches. It is not suggested that any
particular model set out below should be used by Owners; each of the various
approaches may support, or fail to support, achievement of the Owners
objectives under various circumstances.
The Owner should provide a proposed Risk or Reward Regime as part of the
tender documents released to the market. This means the Risk or Reward Regime
can be developed and finalised during a competitive selection process where the
Proponents have the opportunity to propose innovative commercial solutions
that are specifically tailored to the project.
Finally, the Owner should exercise caution in relation to applying any of these
models. Rather, the Owner should use the following models to assist in building
a preferred position. For example, the Owner may selectively apply certain
Appendix D Commercial FrameworkIndicative Risk or Reward Regimes
149
elements of different models to reflect the risk profile and objectives for its
specific alliance project.
Traditional Risk or Reward Model

Under this model, both underruns and overruns
are split equally between Owner and NOPs as
50:50 gainshare/painshare.
Overrun
Underrun
Gain
The model is designed to achieve optimum

commercial alignment between the Participants in
regard to cost outcomes, i.e., the Participants share
the risks and rewards of the projects cost
outcomes equally.
Pain
There is no link to performance on non-cost KRAs.

This means that the NOPs only have a financial
incentive to achieve cost targets, and there is no
additional payment for achieving exceptional noncost performance (if required by the Owner). That
is, there is no incentive for the NOPs to achieve
non-cost KRAs.
Historical Risk or Reward ModelsCap on NOPs Painshare

NOPS painshare is capped at their Corporate
Overhead and Profit.
Historically, this is the model which has been used
for most alliance contracts.
NOPs
Fee
Pain
150
Overrun
Underrun
Gain
The cap on painshare may be attractive to the

NOPs if the project risk is particularly high.
However, the cap means that the Owner will carry
the entire project overrun where the project
becomes distressed. This may undermine the key
features of the alliance, including the concepts of
risk and opportunity sharing and best-for-project
decision making. Also, this model does not
include any incentive for the NOPs to achieve noncost KRAs.
Caps on NOPs Gainshare

Similar to model 2 above, but with a cap on the
NOPs gainshare.
Overrun
Underrun
Gain
The cap on gainshare may alleviate concerns of the

potential for NOPs to earn super profit, but may
reduce NOPs incentive to pursue further
innovations and cost savings. There is also no
incentive for the NOPs to achieve non-cost KRAs.
Pain
Caps on Owners Gainshare/Painshare

The Owner has a cap on their possible gainshare
and/or painshare.
Overrun
Underrun
Gain
Under this model, the NOPs will carry the entire

project overrun beyond the cap.
Pain
5a
The concepts and principles discussed above in

relation to caps on the NOPs gainshare/painshare
also apply here. That is, the caps under this model
may not drive the right behaviours from the
Participants.
Link with Non-Cost PerformanceSelf Funded

The gainshare and/or painshare is adjusted to
reflect performance on non-cost KRAs.
Overrun
Underrun
Gain
Non-cost
Performance
In this model, non-cost positive performance is

essentially self-funded and only rewarded if cost
underruns occur. This means that if there is a cost
overrun, the NOPs will have a reduced incentive
(if any) to achieve the required performance level
for non-cost KRAs.
Pain
151
5b
Link with Non-Cost PerformancePool
Gain
Overrun
Underrun
Pool
Pain
This model is supported by a separate pool

established by the Owner to incentivise the NOPs
performance against non-cost KRAs. This should
only be used where the Owner requires the NOPs
to achieve exceptional performance (i.e.
performance that exceeds minimum conditions of
satisfactionMCOS) in those KRAs to deliver
extra value to the government.
The Owner could be faced with funding

exceptional performance against non-cost KRAs
even though the project is over budget.
Generally, there is no impact on the NOPs

painshare unless the NOPs fail to achieve MCOS
in the relevant non-cost KRAs.
Refer to Alternative 1 in the Risk or Reward
Regime set out in the Model PAA.
5c
Link with Non-Cost PerformanceModifiers

In this model, the NOPs will be required to pay a
one-off penalty where they fail to achieve MCOS
for a particular non-cost KRA (e.g. a date critical to
the Owner, or safety and health requirements).
Similarly, this model can be structured to reward
the NOPs with a bonus in lieu of a penalty,
where they achieve exceptional performance (if
required).
Critical
Date
Pain
Overrun
Underrun
Gain
Such bonus or reward payments still require the

Owner to exercise some caution. For example, in
seeking to achieve the Owners target date and
avoid paying the penalty, the NOPs may be
incentivised to incur significant acceleration costs.
There is also the risk that this approach may drive
unforeseen adverse behaviours if the critical date
is missed by only a small amount of time.
However, bonus payments may be appropriate for
other non-cost KRAs, where the Owner requires
exceptional performance to be achieved.
Refer to Alternative 2 in the Risk or Reward
Regime set out in the Model PAA.
152
Flat Spot on Underrun

Under this model, the NOPs are not entitled to any
gainshare payment until a minimum level of
savings is achieved.
Overrun
Underrun
Gain
Pain
This approach is sometimes used to bridge the

gap when the Owner accepts the TOC being set at
an amount which it considers may be too high (i.e.
where the Owner and NOPs are unable to agree
the TOC).
The flat spot will result in the Owners objectives
and the NOPs objectives not being aligned. This
can produce unintended consequences, e.g.,
Participants will not be driven to reduce costs, and
the NOPs may be driven to incur additional and
unnecessary costs (e.g. acceleration costs).
Therefore, the Owner should exercise some
caution in relation to this model.
Reducing Gainshare
Under this model, gainshare steadily reduces as
overrun increases.
Overrun
Underrun
Gain
This may reduce the potential for NOPs to earn

super profits, but can also reduce the NOPs
incentive to pursue further innovations or cost
savings.
The same concept can also apply to painshare
Pain
153
154
E
E.
Risk or Reward for cost

and non-cost
performance: worked
examples
This appendix presents worked examples of calculating the Risk or Reward on
project completion.
In order to illustrate the underlying principles these examples are presented in
simplified conceptual form rather than the complexity that could be expected in
an actual alliance. Thus:
The NOPs fee is presented as an aggregate single figure that is fixed as a

lump sum once the TOC is agreed.
The non-cost risk or reward is treated as a performance score from a single

KRA (recognising that in practice there may be several KRAs).
There are no adjustments to the initial TOC due to Owner changes.
The calculation and distribution of the Risk or Reward amongst individual

NOPs is not presented.
Appendix E Risk or Reward for cost and non-cost performance: worked examples
155
Model 1a)
Base Data:
Cost and Non-Cost Performance Not Linked

a) TOC Components
Reimbursable Costs
$188 m
NOP (Aggregate) Fee
$112 m
TOC
$100 m
b) Cost Gainshare/Painshare Split

50:50, no caps
c) Non-Cost Reward/Penalty
A separate pool of funds has been established by the Owner
as reward/penalty for non-cost performance that is not
linked to cost performance.
Alliance Performance on Non-Cost KRA
Score
Reward/Penalty to NOP
100
$2 m
nil
50
<$2 m>
Achieve Stretch Target

Business as Usual
Poor
Risk or Reward Calculations:

Scenarios
1
Very good cost

and non-cost
performance
MixedVery
good cost and
poor non-cost
performance
Very poor cost

and non-cost
performance
TOC
$100 m
$100 m
$100 m
AOC
$90 m
$90 m
$125 m
Under (Overrun) to TOC
$10 m
$10 m
<$25 m>
100
50
50
Owner 50%
$5 m gain
$5 m gain
<$12.5 m> pain
NOPs 50%
$5 m gain
$5 m gain
<$12.5 m> pain
$2 m reward
<$2 m> penalty
<$2 m> penalty
Owner
$5 m
$5 m
<$12.5 m>
NOP
$7 m
$3 m
<$14.5 m>
Model 1a)
Non-Cost Performance Score

Cost Gainshare/<Painshare>
Non-Cost Reward/Penalty to NOP

Total Gainshare/<Painshare>
156
Model 1b) Cost and Non-Cost Performance Not

LinkedCap on NOPs Painshare
The Base data for Model 1b) is similar to Model 1a) except that the Commercial
Framework now includes a Cap of $12 m on the NOPs painshare.
Scenarios
1
Very good cost

and non-cost
performance
MixedVery
good cost and
poor non-cost
performance
Poor cost and

non-cost
performance
TOC
$100 m
$100 m
$100 m
AOC
$90 m
$90 m
$125 m
$10 m
$10 m
<$25 m>
100
50
50
Owner 50%
$5 m gain
$5 m gain
<$12.5 m> pain
NOPs 50%
$5 m gain
$5 m gain
<$12.5 m> pain
$2 m reward
<$2 m> penalty
<$2 m> penalty
Owner
$5 m
$5 m
<$12.5 m>
NOP
$7 m
$3 m
<$14.5 m>
Cap on NOP Painshare
$12 m
$12 m
$12 m
Owner
$5 m
$5 m
<$13 m>
NOP
$7 m
$3 m
<$12 m>
Model 1b)

(pre-cap)

(pre-cap)
(after applying cap)
157
Model 2a)
Base Data:
Cost and Non-Cost Performance Linked

a) TOC Components
Reimbursable Costs
$188 m
NOP (Aggregate) Fee
$112 m
TOC
$100 m
b) Cost Gainshare/Painshare Split

50:50, no caps
c) Non-Cost Reward/Penalty
NOP performance on non-cost KRAs is reflected in an
increase (or decrease) in their share of cost under/overruns.
There is no separate pool of funds and any reward can only
be funded by cost underruns.
Alliance Performance on Non-Cost KRA
Score
Reward/Penalty to NOP
(Cost Gain/Pain split)
100
75:25
50:50
50
25:75
Achieve Stretch Target

Business-as-Usual
Poor
Scenarios
1
Very good cost

and non-cost
performance
MixedVery
good cost and
poor non-cost
performance
Poor cost and

non-cost
performance
TOC
$100 m
$100 m
$100 m
AOC
$90 m
$90 m
$125 m
$10 m
$10 m
<$25 m>
100
50
50
Owner
$5 m gain
$5 m gain
<$12.5 m> pain
NOPs
$5 m gain
$5 m gain
<$12.5 m> pain
Model 2a)

Reflected in gain/pain split
Owner
$2.5 m
$7.5 m
<$6.25 m>
NOP
$7.5 m
$2.5 m
<$18.75 m>
158
Model 2b) Cost and Non-Cost Performance Linked

Cap on NOPs Painshare
The base data for Model 2b) is similar to Model 2a) except that the Commercial
Framework now includes a Cap of $12 m on the NOPs painshare.
Scenarios
1
Very good cost

and non-cost
performance
MixedVery
good cost and
poor non-cost
performance
Very Poor cost

and non-cost
performance
TOC
$100 m
$100 m
$100 m
AOC
$90 m
$90 m
$125 m
$10 m
$10 m
<$25 m>
100
50
50
Owner
25% gain
75% gain
25% pain
NOPs
75% gain
25% gain
75% pain
Model 2b)

(pre-cap)
Reflected in gain/pain split
(pre-cap)
Owner
$2.5 m
$7.5 m
<$6.25 m>
NOP
$7.5 m
$2.5 m
<$18.75 m>
Cap on NOP Painshare
$12 m
$12 m
$12 m
Owner
$2.5 m
$7.5 m
<$13 m>
NOP
$7.5 m
$2.5 m
<$12 m>
(after applying cap)
159
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National Alliance

Final version published by the Department of Treasury and Finance (Victoria)

Updated in response to the Productivity Commission Report No 71 of May 2014

Commonwealth of Australia 2015

Ownership of intellectual property rights in this publication

Creative Commons licence

Use of the Coat of Arms

Purpose of the Guide ............................................................................................. 1

Who should use this Guide ................................................................................... 2

Structure of the Guide ........................................................................................... 3

How and when to use the Guide ......................................................................... 4

Relationship with the Policy Principles for Alliance Contracting and

Updates to the Guide ............................................................................................. 6

PART ONE: Overview of alliance contracting ................................ 7

What is an alliance? ................................................................................................ 9

Differences between alliance contracting and traditional contracting ......... 24

Key roles in an alliance ........................................................................................ 29

The value proposition: key benefits, risks and trade-offs of alliance

Project alliancing and program alliancing ........................................................ 35

The fundamentals of Government Procurement ............................................. 36

Chapter 3: Choosing alliancing as a delivery method ................................... 39

Projects most suited to alliancing ....................................................................... 39

PART TWO: Overview of the development and

Understand the commercial environment ........................................................ 48

Develop the Commercial Framework ............................................................... 49

The generic Commercial Framework ................................................................ 50

Changes to the Commercial Framework .......................................................... 61

Caps on Risk or Reward ...................................................................................... 61

Tailor a Commercial Framework to the Owners project ............................... 63

Develop the PAA .................................................................................................. 65

Define and plan the Owners resources ............................................................ 66

Specialist advisers ................................................................................................ 70

4.10 Delivery phase resources .................................................................................... 74

Chapter 5: Selecting the Non-Owner Participants ........................................ 81

Alliance success dynamics .................................................................................. 81

Tailoring the selection process ........................................................................... 83

The tender selection criteria................................................................................ 84

Comparison of selection options ........................................................................ 89

Chapter 6: The Project Delivery Phase ............................................................ 99

Effective governance external and internal to the alliance........................ 100

Good project management and project controls ............................................ 102

Expenditure of public funds ............................................................................. 102

Adjustment Events ............................................................................................. 103

Rewarding outstanding outcomes ................................................................... 104

No blame, no dispute......................................................................................... 104

Progressive Status Reports................................................................................ 105

Project close-out.................................................................................................. 105

Chapter 7: Learnings ......................................................................................... 107

Business Case Insights .................................................................................... 107

Procurement Strategy Insights ...................................................................... 108

Selecting the NOPs Insights........................................................................... 108

Agreeing the commercial arrangements Insights ....................................... 109

Project delivery Insights ................................................................................. 110

Chapter 8: Glossary and Acronyms ................................................................ 111

Glossary ............................................................................................................... 111