P3 Advisors’ sole business is to assist private and public sector clients who are exploring or implementing P3 or Alternate Service Delivery projects. Based on our expertise, we have developed our proprietary methodology as a guide for implementing P3 projects. We implement a proven process that identifies issues and key factors and their relevance in the decision making process.

This is an iterative process that can be tailored for individual client projects/needs, as we involve stakeholders at key milestones to ensure that their interests are addressed and factored into the overall solution. Our methodology provides for a realistic assessment of the feasibility and deliverability of the project before both the client and service provider make significant investments.

Our methodology, is based on three broad phases:

Phase One: Planning & Strategy Development

Our team is experienced and well-positioned to assist clients through the initial stages of the planning and strategy development of their projects. We have broken this phase of our methodology into three categories.

Phase Two: Procurement
Determining the procurement strategy is a key milestone in the project’s delivery. We have subdivided this phase into two primary categories.
  • Procurement Strategy

    At this stage, the procurement strategy is defined and agreed upon. In many instances, the project teams provide the decision-makers with a description of the process (i.e. number of steps and procurement approach) as well as the high level evaluation criteria for the Request for Qualification (RFQ) and Request for Proposal (RFP).

  • Procurement

    The procurement step involves drafting the procurement documentation, including the outcome specifications, sample agreement, instructions to proponents, etc. On larger procurements, a pre-qualification process may be used to generate a shortlist of qualified bidder. Depending on the complexity of the procurement, the public sector organization may choose to pre-issue the RFP in order to obtain comments from the private sector. The RFP is then refined and released. The process leads to the selection of a preferred bidder. Based on their solution the business case is finalized.

  • Needs Analysis

    At this stage, the parameters of the project are identified and concurrence is reached between the stakeholders. The needs analysis focuses on defining the project objectives, determining areas that may influence the project or process, agreeing on the assumptions that are to be factored into the project design and having an understanding of the key factors that will enhance the probability of the project succeeding.

  • Project Definition

    In addition to appropriately defining the project, our approach addresses governance and resourcing requirements. The approval path, key milestones and decision points are clearly laid out. The project team (internal and external resources) and a champion are identified. At this phase, the options are analyzed and the outline business case is completed.

  • Concept Validation

    With a complete project definition in hand, the project team then consults the stakeholders to ensure that the expected result will be achieved. The concept is also validated with the private sector service providers through an initial market sounding. The business case is then fleshed-out and refined to take stakeholder and interested parties' comments into consideration.

Phase Three: Contracting & Ongoing Management

Contract management is especially important in P3 projects, since they are generally long-term arrangements that contain ongoing service delivery. Our hands-on experience and research in P3 project development and implementation has led to our solid understanding of the critical factors that lead to project success. This phase of our methodology has two main categories:

  • Contracting

    Following the receipt of appropriate approval, the formal agreement is negotiated and the project team finalizes the contract management tools (such as performance management frameworks, service levels, etc.).

  • Contract Management

    The signature of the formal agreement leads to the implementation/transition phase. The project team is constituted to address the many requirements that are needed to ensure that the project is properly implemented. We also provide guidance on contract management strategies and tools that will enable the timely identification and resolution of issues. An important part of any project is to undertake regular post-contract award evaluations to determine whether the expected outcomes were achieved. If they were not, a plan to “re-balance” the relationship is necessary.

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