Project Executive and Planning - Sydney Light Rail Public Private Partnership

This article discusses the Sydney Light Rail Public Private Partnership (SLR PPP) and its various aspects such as the contract, evaluation criteria, risk sharing agreement, private sector parties, and delivery method. It answers questions related to the SLR PPP and provides insights into the project.

Running head: PROJECT EXECUTIVE AND PLANNING
PROJECT EXECUTIVE AND PLANNING
Name of the Student
Name of the University
Author Note

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PROJECT EXECUTIVE AND PLANNING
Response to Question 1
The main contract for the Sydney Light Rail Public Private Partnership (SLR PPP) is
the SLR Project Deed. On 14th February, 2014, the NSW Government announced that the
three associations were to be shortlisted to request a proposal for the SLR PPP. The three
associations were Connecting Sydney, SydneyConnect and iLinQ Sydney which comprised
of different companies. The application for the proposal was released on 7th March, 2014 by
the transport for New South Wales (NSW). Connecting Sydney and SydneyConnect
submitted their proposals for the SLR PPP on 11th of July, 2014.
The proposal was not submitted and withdrawn by iLinQ Sydney.
Response to Question 2
The evaluation criteria for the proposal was as follows. Firstly, the outcomes of the
operations should be focused on the customers. This means that the proponent have to deliver
safe and high quality customer experience, have to engage the stakeholders and the
community effectively and have to be compatible with Transport for NSW network.
Secondly, the design and technical solutions of the proponent should support the aspects of a
safe, innovative, integrated, sustainable and high quality rail system. It should enhance the
urban environment, connect the wide Transport for NSW network, multiply the experience of
the customer and provide sufficient capacity for project rider demand. Thirdly, the proponent
should give certainty about the delivery of the design and optimize the technical solution
which also includes the integration of the IWLR. The proponents approach should
demonstrate that they are committed to safety, how they will deliver the environmental and
sustainability requirements and contain the understanding of a proper community and
stakeholder engagement. The proponent should deliver the service with efficient and effective
means. The proponent should also minimize any disruption that might occur on the adjacent

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PROJECT EXECUTIVE AND PLANNING
businesses and residents. They should also manage any impacts on the wide network and the
customers of Transport for NSW. Fourthly, the proponent will ensure that all the assets are
managed and maintained properly which is consistent with the design, operations and
technical solutions. It should deliver consistently high level of performance. It should also
make sure that the assets are properly handed back in the correct condition when the contract
term ends. Fifthly, the legal and commercial structures of the project should be strong,
sustainable and concrete. The project should always comply with the agreements of the
projects and should give good value on the initiated departures. The funding solutions of the
proponent should be strong and should provide all the required security and flexibility that
responds correctly to the risks of SLR PPP. The proponent should be financially committed
and should be able to achieve the contract and financial close which will comply with the
timeframe of Transport for NSW. Finally, proponent should show value for money by
keeping in mind the long term risk and the cost related to risk and the impact that it will have
on Transport of NSW.
Response to Question 3
The Sydney Light Rail Project Deed is between the Transport for NSW ABN 18 804
239 602 which is a New South Wales Government agency which is constituted by section 3C
of the Transport Administration Act 1988 (NSW) and ALTRAC Light Rail Partnership
(OpCo).
Response to Question 4
Based on the risk sharing agreement, the state is to be fully responsible for any delays
that might occur in reaching completion of the project due to any legal challenges to the
planning approvals which are obtained by the Transport for NSW.

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PROJECT EXECUTIVE AND PLANNING
Response to Question 5
Based on the risk sharing agreement, most of the responsibility is taken by the OpCo
in terms of Design and Construction work. The responsibility is taken in the areas of early
work suitability, mismatch of OpCo’s concept design with the requirement of delivery or
operations phase, overall management of the design interfaces, complying with the design
review process as it is stated in the SLR Project Deed, the overall managing of the
construction interfaces which is required to deliver the SLR works, complying with the
programs of the required access on a section by section basis and complying with the zone
rental scheme which mandates OpCo to pay a zone fee for the number of days that OpCo
would exceed the stated occupation period.
Response to Question 6
The private sector parties to the contracts are OpCo group, OpCo group equity
investors, core contractors and core contractor guarantors, Independent Certifier (APP
Corporation Pty Ltd.) and Debt financing parties.
Response to Question 7
The delivery method that was agreed between the contracting parties is DB which is
the Design-Build method, as OpCo took the maximum responsibility of the design and
construction work regardless of whose fault it is.