EUROPEAN UNION STRUCTURAL FUND

National Communications Strategy

PPP Contacts in the Social Partners:

Construction Industry FederationDon O’Sullivan

Tel: +353 (0)1 497 7487Fax: +353 (0)1 496 6953Email: dosullivan@cif.ie

Irish Business and Employers ConfederationReg McCabe

Tel: +353 (0)1 605 1579Fax: +353 (0)1 638 1579

Email: reg.mccabe@ibec.ie

Irish Congress of Trade Unions

Liam Berney

Tel: +353 (0)1 889 7777Fax: +353 (0)1 887 2012

Email: liam.berney@ictu.ie

www.ppp.gov.ie

Public Private Partnership National Communications Strategy, 2002This agreed Strategic document was prepared by the Central Policy Unit in consultation with other PPP Units and the Social Partners

Section A: Background, Principles and Objectives 31. Introduction 32. Background to Communications Strategy 43. Central PPP Policy Unit, Department of Finance 54. Principles of the Communications Strategy 65. Assumptions made in the preparation of the Communications Strategy 76. Key Objectives of Communications Strategy 8

Section B: Implementation of Communications Strategy 91. Environment in which the Central PPP Policy Unit operates 9

First as regards opportunities 9Secondly as regards communications challenges 11

2. Key Audiences 133. Key Messages of the Communications Strategy 154. Key actions to be undertaken as part of the Communications Strategy 165. Review of Communications Strategy 20

Section C: Communication Strategies of Line Departments 211. Department of Transport 21

a. Programme to manage the Department’s responsibilities in relation to the promotion of the Government’s PPP policy 22

b. Programme to develop the Rail PPP policy 22c. Programme to monitor the implementation of Metro project (Phase 1) 22d. Programme to achieve highest standards in customer service

(internal and external) 232. Department of Education and Science 25

Project Initiation 25Procurement Process 26Construction Phase 26New Projects 26

3. Department of Environment and Local Government 27Introduction 27Key objectives of the Local Government Communications Strategy 27Local Government Communications Strategy : 27Implementation strategies and key actions 27

Contents:

1. Introduction

In the Irish context, PPPs are defined as partnerships between public sector

organisations and private sector investors/businesses with clear agreement on shared

objectives for designing, operating, constructing and/or financing infrastructure

which would otherwise have been provided via traditional procurement mechanisms.

The contribution PPPs can make to the provision of public infrastructure includes:

� accelerated delivery of economic infrastructure priorities;

� increased level of funding available for investment;

� transfer of risks to the private sector;

� exchange of skills between public and private sectors; and

� value for money to the Exchequer in terms of efficiency, effectiveness

and economy.

At the outset, the Government adopted a pilot project approach to the PPP process,

agreeing a list of projects involving capital expenditure of about €762m (IR£600m).

This provided the basis for a significant PPP element in the Infrastructural (roads,

transport, environment) and Human Resource (education) aspects of the National

Development Plan 2000-2006. In keeping with the priority it accords to the timely

delivery of infrastructure and the use of PPPs, the Government established a Cabinet

Committee on Infrastructural Development including PPPs. Following the General

Election in May 2002 the Cabinet Committee has been reconstructed as the Cabinet

Committee on Housing, Infrastructure and PPPs. The Committee will continue to

meet on a regular basis to monitor the implementation of major infrastructure

projects and to address any issues that arise.

The PPP process is now being widened and deepened. The feasibility of adopting a

PPP approach in the Health and Justice areas is being examined.

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Section A: Background, Principles and Objectives

2. Background to Communications Strategy

The Programme for Prosperity and Fairness (PPF) reaffirms the commitment of the

social partners to PPPs in line with the conclusions of the National Economic and

Social Council that PPPs embody significant potential for achieving accelerated

delivery of strategic national infrastructure and quality public services on a long-term

value for money basis for the Exchequer. The PPF called for the development of a

framework agreed with the social partners to assess the appropriateness of PPPs for

infrastructure projects and to guide their implementation.

The Framework for Public Private Partnerships, which was formally launched by the

Minister for Finance on 1 November 2001, confirms the commitment of the social

partners to the development of public private partnerships in Ireland. It provides for

the assessment of the appropriateness of PPPs for infrastructure projects, and is

designed to guide their implementation, taking into account wider economic, social

and environmental objectives.

Part 8 of the Framework states that “A PPP communications and awareness strategy,

led by the PPP Unit in the Department of Finance, will be directed at key

stakeholders, officials of the public service procuring agencies, employees in sectors

where PPPs will be developed and the general public. It will continue to be

developed by the IAG (Informal Advisory Group), in cooperation with other

departments and agencies and collaboratively with the social partners.”

This Communications Strategy will stand alongside the Framework for PPP

Awareness and Training published in December 2000 which deals with formal

training courses and programmes.

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3. Central PPP Policy Unit, Department of Finance

A Central Policy Unit has been established in the Department of Finance and its roleis to lead, drive and co-ordinate the implementation process across and in conjunctionwith the line Departments and other State authorities. In addition to the Central PPPPolicy Unit in the Department of Finance, Units have been established in theDepartments of:

� Environment and Local Government;

� Transport; and

� Education and Science.

The National Roads Authority has appointed a PPP Manager with responsibility forthe development of PPP projects in the roads programme. The Department of Healthand Children have also established a PPP Unit.

These PPP Units are represented (together with other relevant Departments andAgencies) on the Interdepartmental PPP Group (IDG) set up to co-ordinateapproaches in the public sector. The role of the IDG is to bring together key decisionmakers to ensure that there is coherence and consistency across the public service.They are also represented on the Public/Private Informal Advisory Group (IAG)which also includes representatives of the Social Partners - IBEC, CIF, ICTU andForfás. The IAG provides a forum for the participation of the social partners in thedevelopment of the national PPP programme and the monitoring and review of theFramework for PPPs under the PPF.

The overall mission of the Central PPP Policy Unit of the Department of Finance is:

to promote Public Private Partnerships and to lead, drive and co-ordinate theimplementation process across and in conjunction with the line Departments.

From the initial stages of the mobilization of the PPP process to date, the Unit hasbeen heavily involved in promoting the concept of PPPs and has worked closely withthe line Departments in the development of suitable pilot projects. Now projects arecoming onstream, the focus of the Unit is shifting to a policy orientation involvingthe development of central guidelines and a consultative and problem-solvingfunction rather than a “hands-on” role.

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The mission of the Unit places a strong emphasis on communications andconsultation with other Departments and interests including input at seminars,assistance to public sector speakers, funding special events and the provision oftraining for public sector participants. This is of fundamental importance to theCommunications Strategy and it gives rise to a number of principles, which willinform the Strategy.

4. Principles of the Communications Strategy

The main principles under which the Communications Strategy will operate are

� communication between any two partners is a two-way process;

� in a situation where there are many partners and interests, effective communications will be multi-directional, with the Central PPP Policy Unit at the core;

� as set out in the Framework for Public Private Partnerships, theCommunications Strategy will be formulated and implemented as far as possible in consultation with representatives of the various interests and through existing structures and agreements established under the PPF;

� its aim will be to address the information needs of those interests and parties;

� the Strategy will complement rather than duplicate the work of the sectoral PPP units;

� as far as possible the Strategy must coincide and be integrated with other relevant mechanisms, structures and processes eg. Departmental SMI strategies, NDP plans, press offices, EU seminars etc.;

� all publications, information packages, web site pages and presentations willbe as far as possible in plain non-technical language and will be in clear large format script (following Government requirements and guidelines on facilitating access for people with a disability and visually impaired people);and

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� all seminars, conferences and presentations organised by the Central PPPPolicy Unit will offer signing/interpretation where required and facilities for people with disabilities.

5. Assumptions made in the preparation of the Communications Strategy

In preparing the National Communications Strategy, a number of factors have beentaken as given. These are:

� communications will be a priority for the Central PPP Policy Unit;

� once agreed, the Communications Strategy will be implemented asappropriate in all PPP units and agencies;

� financial resources will be provided towards setting up/attending regionalinformation events, for communications equipment, e.g. laptops, projectors,stands, promotional material, information packs and catering;

� training in communications will be available for staff and participants fromthe Social Partners;

� the Central PPP Policy Unit and Departmental Units will work closely and incooperation to achieve the agreed objectives of the Strategy;

� the Central PPP Policy Unit will liaise with and will be advised and supportedby the NDP Section, the Department of Finance Press Office, the GIS and theSocial Partners; and

� while devising and agreeing the strategy will be the responsibility of thePolicy/Communications Section, all staff of the Central PPP Policy Unit will participate and contribute to achieving the objectives.

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6. Key Objectives of Communications Strategy

The overall aim of the Communications Strategy is to achieve a profile for PublicPrivate Partnerships as a procurement mechanism that can:

� improve the quality and availability of infrastructure priorities;

� allocate risk to the party best suited to bear it;

� provide Value for Money – efficiency, effectiveness and economy; and

� promote innovation.

Specifically, the key communications objectives are to:

1. develop a profile for Public Private Partnerships, both nationally (includingregionally) and internationally – to inform firms and stakeholders of theexistence and possible applications of PPPs;

2. educate participants and interested parties on the potential advantages anddisadvantages of PPPs;

3. promote best practice in the development and application of the PPPapproach; and

4. provide a resource for the general public, potential participants and interestedparties to obtain information/clarify issues.

By addressing these objectives, the Communications Strategy will correctmisunderstandings and misinformation on PPPs and maintain an informationresource centre (eg. records, books, periodicals, studies, parliamentary debates, Acts,statutory instruments, videos, tapes, ministerial speeches etc. on PPP issues). It willalso help to create and maintain a competitive market for PPPs by attracting top classnational and international firms.

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1. Environment in which the Central PPP Policy Unit Operates

The Central PPP Policy Unit is operating in a changing environment which presentsa number of opportunities and poses considerable communications challenges. Thekey features of the environment include:

First as Regards Opportunities

� Economic and Social Developments– one consequence of the exceptionallystrong growth of the Irish economy over the past 10 years has been pressureon infrastructure. This in turn gave rise to a need for creative solutions toaddress our infrastructural needs rapidly and effectively. This generated a positive environment for Public Private Partnerships. Although recent economic developments indicate a slowdown in rates of growth from previous record levels, GDP growth is still expected to average 5% over the three years 2002 – 2004. GNP is expected to average 4%. Infrastructural issues will still have to be addressed. Indeed, pressures on expenditure reinforce the need for effective means of procuring capital investment and alternative financing models.

� Social Partners– the Social Partners have made important commitments to Public Private Partnerships. These are contained in the NESC report and several national partnership agreements, most recently in Programme for Prosperity and Fairness.

� National Development Plan – there is significant PPP potential in the Infrastructural and Human Resource strands of the plan for the period 2000-2006.

� Expertise – the roll-out of pilot projects has facilitated the development of specialist expertise in the Central PPP Policy Unit and in the PPP Units of line Departments.

� Staff Resources– the provision of additional staff resources to the CentralPPP Policy Unit and the creation of new units (e.g. the Department of Healthand Children) provides some scope for further development and underpinningof PPP arrangements.

(1) Comprising Government, Business and Employers, Unions, Farming, and the Community and Voluntary Pillar.

Section B: Implementation of Communications Strategy

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� New Projects – the further development of existing pilot projects and theemergence of new interest in projects in the Health and Justice areas providenew opportunities for the development of information, expertise and policyon PPPs.

� Legislation – introduction of enabling legislation to ensure that StateDepartments and Bodies have power to enter into PPPs supports andenhances the opportunities for developing PPPs. It also provides anopportunity for increasing knowledge of PPPs through discussion and debate.

� Northern Ireland – contacts with the PPP Units in Northern Ireland suggestthe possibility of the development of firmer links and future co-operation.

� European Union – The Commission of the EU is a strong proponent of thedevelopment of Public Private Partnerships. Funding is provided for certainactivities under the Technical Assistance Programme. The EuropeanInvestment Bank (EIB) is active in financing arrangements for approvedprojects. The EIB also has a considerable store of technical experience onmajor infrastructure which is available to its shareholders.

� UNECE – PPP Alliance– The United Nations Economic Commission for Europe agreed to create a Public-Private Partnership Alliance Programme in 2001. The Programme is a network of officials from national PPP Units and government ministries of various infrastructures together with the representatives of the leading enterprises in the field, with the central objective of creating a centre of excellence of best practices in the field of PPPs. The Programme has an immediate focus on communication, training and experience sharing and capacity building and project support.

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Secondly as Regards Communications Challenges

There are a number of issues which pose particular challenges to the CommunicationsStrategy. These include:

� Promoting the brand (including extending awareness of PPPs generally,providing a positive image of PPPs and countering negative publicity)– the PPP concept is a relatively new one. It is not widely understood. Market research undertaken by Drury Research concluded that “the majority of Irishpeople do not understand the term Public Private Partnership. When theterm is explained further, many are still unsure whether such partnerships area good idea or not.” The research showed that 65% of respondents did notunderstand the term. There is also evidence that the concept may bemisunderstood and misinterpreted. This was apparent from the 2001 GlobalSummit, where a meeting with protesters revealed that their objection was tothe construction of roads (and in some cases to the tolling of roads) - not to PPPs per se.

� Promoting Market Interest – interest in Ireland’s PPP programme fromnational and international firms with suitable expertise is vital to ensuring avibrant and competitive PPP process. This is particularly true of large projects. Recent international economic trends may have an adverse impacton market interest which will have to be addressed in the Communications Strategy.

� Ensuring adequate administrative structures– PPPs are a new form of procurement involving complex legal and financial arrangements. They also have implications for staff. PPPs require the development of knowledge and expertise and place an administrative burden on all parties concerned.It will be necessary to ensure that adequate training and resources for those involved in implementing the Communications Strategy are provided.

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To date, the Central PPP Policy Unit has worked closely with the line Departments and offices/agencies in developing pilot projects. The increasing emphasis on policy development in the Unit will lead to a corresponding increase in the pressure on other Departments and the Public Expenditure Division of the Department of Finance to develop the capabilities to evaluate proposals and assess ongoing projects.

� Ensuring adequate resources– the administrative burden involved and the range of issues to be addressed in the development of PPPs is of such magnitude that even with new PPP units, only key priorities can be addressed.Limits will also apply to the promotion and provision of information on PPPs - the availability of representatives of Government Departments and the Social Partners for information seminars and promotions will be constrained by other demands.

� Information dissemination – the fact that the Central PPP Policy Unit and units in line Departments are located in Dublin will necessitate an outreachprogramme to disseminate information on PPPs including the tracking of projects. Consideration will be given to establishing mechanisms to support the transfer of ideas across sectors and projects and to collect feedback from public and private sector bodies.

� Promoting understanding of the issues– a significant part of the information to be communicated about PPPs is technical and complex. There will be a balance to be struck between making the information accessible and oversimplification.

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The Communications Strategy needs to address a wide range of audiences, national,international and regional. There will be different perspectives and emphases in themessages to be delivered to the different audiences. The main audiences in eachcategory are set out below:

National

Government and Ministers

Political Parties

Public SectorDepartment of FinanceOther Government Departments/Offices Local AuthoritiesHealth Boards and the Eastern Regional Health AuthorityState Bodies and Agencies

Social PartnersBusiness/EmployersUnionsFarm BodiesCommunity Platform

Business SectorChambers of CommerceAccountancy Bodies (Regulatory/Standards - ACCA etc.)Firms in Relevant Sectors

European UnionCommissionEIBOther Member StatesBusiness Sector

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2. Key Audiences

InternationalStates/Countries with PPP or PFI arrangementsBusiness SectorUNECE – PPP Alliance

MediaGeneral news- TV, Radio, Print mediaKey influentialsOpinion journalistsAcademicsSpecialist journals and periodicals - Business Supplements and Programmes

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The messages to be conveyed in the Communications Strategy will depend on and betailored to the audiences and interests involved. The overall key messages will include:

� Ireland is developing an extensive pilot Public Private Partnership Programme;

� The development of PPPs in Ireland is based on the principles of Social Partnership and must be consistent with the agreed Framework. The Social Partners have agreed to the development of pilot projects and are an integral part of the review and development process.

� Transfer of risk to the appropriate sector is an integral part of PPPs;

� The reward to the private sector will be commensurate with the level ofrisk taken;

� The cost of funds will have to be appropriate to the transfer of risk;

� Public Private Partnerships can take a number of forms;

� They are a form of procurement and as such they are subject to examination;

� A Business Case must be made for projects;

� Value for Money must be achieved;

� Because the PPP programme is being undertaken on a pilot basis, it involvesan ongoing learning, evaluation and revision process; and

� PPPs are not a means of “privatisation by the back door”.

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3. Key Messages of the Communications Strategy

The actions to be undertaken as part of the Communications Strategy follow from theKey Objectives and are set out below.

Objective 1: Develop a profile for Public Private Partnerships, internationally,nationally and regionally – to inform people of the existence and possibleapplications of PPPs.

Strategy – Develop and implement a promotional programme targeted at keyaudiences. This will involve:

� developing a strong and accurate identity for PPPs;

� organising national and regional information seminars;

� speaking, presenting and attending national and regionalseminars/expositions/events;

� briefing top Departmental managements, Government and politicians on PPPs;

� tapping national and local media potential with both planned and reactivearticles/speeches; and

� speaking, presenting and attending international seminars, expositions and events.

Key Actions:

� develop and promote a brand for PPPs – logo, stand, promotional material –logo to be used on all projects.

� devise and undertake a series/campaign of nationwide seminars, involving theSocial Partners and starting with a roll-out of the Framework;

� organise co-ordinated national and local press and publicity activity tosupport the campaigns;

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4. Key actions to be undertaken as part of theCommunications Strategy

� liaise with NDP, Press Office and Government Information Service (GIS) toensure coverage of PPPs;

� organise briefings/presentations to MAC and relevant Dáil Committees;

� organise an introductory Press Briefing on PPPs for relevant journalists;

� establish contacts with embassies, counterparts in PPP Units and with relevant firms, trade journals abroad; and

� develop contacts with agencies promoting Ireland abroad, participate in trade shows and undertake a series of high-level briefings.

Objective 2: educate participants and interested parties on the potentialadvantages and disadvantages of PPPs.

Strategy – provide information, references and examples. This will involve:

� devising clear and easy to follow basic introductory notes/information packson PPPs;

� sourcing appropriate examples and informing potential participants; and

� placing all notes on the PPP Website with links to other useful sourcesof information.

Key Actions:

� liaise with other PPP Units and NDP Section to establish level and quality ofinformation already available;

� draft and publish a series of introductory leaflets outlining the process and dealing with FAQs;

� place all publications and training information on website; and

� notify all parties when website has been revised and updated.

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Objective 3: promote best practice in the development and application of the PPPapproach.

Strategy– identify best practice and provide information and guidance as appropriateand at varying levels of detail/complexity. This will involve:

� devising and publishing clear and easy to follow basic guidelines;

� devising and publishing more detailed procedural and policy guidelines for participants in the process;

� sourcing appropriate training and conferences and informing potential participants; and

� placing all introductory, training and guidance notes on the PPP Website.

Key Actions:

� liaise with other PPP Units to identify key policy issues;

� appoint consultants to research policy/process issues;

� compile policy/process best practice guidance notes;

� clear policy/process best practice guidance notes through the PPP structures

(IDG and IAG);

� finalise plans for provision of training;

� place all publications and training information on website; and

� notify all parties when website has been revised and updated.

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Objective 4: Provide a resource for the general public, potential participants andinterested parties to obtain information/clarify issues.

Strategy – Redesign and develop the PPP Website and compile a range ofinformation packs/briefing materials for dissemination.

Key Actions:

� appoint design team to redesign website;

� provide interactive feature to enable timely response;

� place all publications and training information on website;

� publicise redesigned website with launch and “flyers”; and

� develop Communications Forum - establish channels for feedback and response from all relevant parties.

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It is intended that progress in achieving the key objectives of the CommunicationsStrategy will be reviewed on an annual basis by a Sub-group of the IDG and IAGwith results reported back to the IDG and IAG. Sections B and C of theCommunications Strategy can be updated to reflect experience on the basis of theseannual reviews as necessary.

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5. Review of Communications Strategy

1. Department of Transport

The Rail PPP Division of the Department of Transport has responsibility forexamining and implementing, where appropriate, a PPP approach to the developmentof new rail infrastructure projects. The Division also has a role to play in consideringthe scope for PPPs in respect of projects in other sectors under the aegis of theDepartment. The Division recognises that effective communications is a criticalsuccess factor for the achievement of all the business goals which emanate from thesebroad roles. It shares the principles and objectives of the National PPPCommunications Strategy and seeks to carry out its functions in a manner which isboth consistent with and complementary to this Strategy.

In 2001, the Division pursued a rigorous policy of stakeholder consultation andpromotion of its PPP activities. Among the communication initiatives were:

� extensive stakeholder consultation on all stages of the Transport (RailwayInfrastructure) Act 2001;

� A Market Consultation exercise, initiated in the Official Journal of the European Communities, in relation to the development of a Framework Policy for Rail PPPs;

� Participation in the IAG and the IDG forum for PPP, in several training courses and PPP conferences at home and abroad;

� Continuous “open door” policy to interested parties; and

� Publication of CDs, promotional literature and PPP page on Department’s website.

In 2002, it is intended that the principles and objectives of the National PPPCommunications Strategy will continue to be translated into concrete activities.We consider that the best way of doing this is to integrate these principles andobjectives into the Division’s Business Plan and the various work programmes whichform part of that business plan, as follows:

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Section C: Communication Strategies of Line Departments

A. Programme to manage the Department’s responsibilities in relation to thepromotion of the Government’s PPP policy

The Division aims to foster knowledge and debate, within and outside theDepartment, regarding the scope for PPPs in all sectors under the Department’s aegis,by:

� consulting with all relevant parties and interests;

� becoming a best-practice resource for the provision of high-quality andproactive information and advice on PPPs; and

� providing and facilitating opportunities for discussion about development ofPPP policy and practices in the relevant sectors.

B. Programme to develop the Rail PPP policy

Further to the publication of the Framework Policy for Rail PPP and to the launch ofthe procurement for Dublin Metro, the Division aims to maintain the currency andrelevance of the policy by:

� promoting the policy to all stakeholders through continued participation in allrelevant fora;

� ensuring appropriate adherence to the policy through effective two-waycommunications with the RPA during the Metro project development phase;and

� adapting and developing the policy in light of experience gained through implementation of the Metro project and communicated through consultation with the RPA and feedback from other stakeholders.

C. Programme to monitor the implementation of Metro project (Phase 1)

The participation of key Government stakeholders, including the Department ofFinance, will be central to the success and timely implementation of the Metroproject. The co-operation of the public is also a vital pre-requisite for success. It isintended that the transparency of the process will be maintained for thesestakeholders through:

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� participation of Government stakeholders on the Metro Monitoring Committee, to include representatives from the Departments of Transport, Finance (PED and PPP Units), and Environment & Local Government/DTO, the RPA and its various advisers;

� The establishment of relevant sub-groups of the committee, involving and developing a wider group of “experts” within the government stakeholder group, to develop parameters and guidelines on specific issues for the project, such as positions on costs, financing, affordability, route, risk transfer etc.;

� Continued use of existing fora (IAG, IDG, PTPF etc.) for presentation and consideration of key issues prior to Government decision, to ensure the competition is developed in accordance with Departmental and national PPPpolicies; and

� A timely and transparent public consultation process, which will input to decision-making on aspects of the project such as route alignment and help ensure public “buy-in” for the project.

D. Programme to achieve highest standards in customer service (internal

and external)

The provision and dissemination of timely and appropriate information to all

customers is an important component of the Department’s Customer Service Policy.

As part of the implementation of this policy, the Rail PPP Division recognise the

range and spread of its customers in relation to the development of PPPs in the

various sectors for which we are responsible. It is the aim of the Division to:

� Continue to explore new ways and media for reaching our customers in theoptimum manner, and in particular, develop the use of technology for

dissemination of information;

� Provide the highest quality response to the various forms of information queries dealt with by the Division, and continue to develop staff skills in this regard;

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� Update and improve existing channels of information such as the website andpromotional literature produced by the Division; and

� Continue to develop staff skills in areas vital to successful communications –presentation skills, web-authoring, writing and desk-top publishing, databaseand information management, etc.

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2. Department of Education and Science

The Department of Education and Science PPP Unit communications strategy isproject based and is directed at the stakeholders and potential stakeholders in PPPprojects.

Project Initiation

Provision of Educational facilities through the PPP process is a major departure fromtraditional procurement methods and, as such, requires support from the stakeholders.In order to achieve this the Unit engages in dialogue with stakeholders from theearliest possible stage.

When potential PPP projects, such as the Post-Primary School Bundle, wereidentified, the Boards of Trustees/Management and Vocational EducationCommittees were informed that their school is under consideration. The PPP Unitthen met the Local School Management, not to sell the concept of PPPs, but to informthe stakeholders of the process and how the new school would be procured. In thecase of the School Bundle, some took the opportunity to visit existing PPP schoolprojects, for example, in Northern Ireland or the UK.

During the early stages of the School Bundle project additional information meetingswere held with the wider school community (the staff and interested parents).Following the appointment of the Preferred Bidder, further local informationmeetings were held.

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Procurement Process

Once the Board of Management agrees to PPP procurement, the schools wereincluded in the information flow regarding the procurement process. In the SchoolBundle project the local management were met on a regular basis by the ProjectBoard to keep them up to date with developments

In the Cork School of Music project, the Cork Institute of Technology (CIT) wasdirectly represented on the Project Board. Similarly, in the National MaritimeCollege project both CIT and the Irish Naval Service (INS) were represented on theProject Board.

Construction Phase

The School Bundle project is currently in the construction phase. The operators meetwith the school principals on a regular basis to keep them informed on progress. It isintended that similar procedures will be adopted in respect of both the CSM andNMC projects.

New ProjectsThe strategy outlined above has served to involve the stakeholders in the PPPprocess, thus reducing possible points of friction. It is intended that a similar strategywill be adopted in any future educational projects.

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3. Department of Environment and Local Government

Introduction

As the local government sector has a major role to play in the implementation of PPPprogrammes, a specific communications strategy is required to ensure that this sectoris fully informed of developments in the PPP area and firmly engaged in the process.The strategy is targeted primarily at practitioners and potential project sponsors ofPPP projects in the local government sector.

Key objectives of the Local Government Communications Strategy

The overall aim of the strategy is to provide a framework to support theimplementation of PPP projects and programmes undertaken by local authorities. Tothis end the strategy seeks to : -

� disseminate information, guidance and examples of best practice throughout the local government sector and provide local authorities with opportunities for sharing experiences, giving feedback and influencing the direction of policy;

� ensure that the local authorities are well equipped to promote PPP at local level, whether in the initial championing of potential projects or the active stakeholder consultation required when advancing projects. They must have sufficient knowledge and reference material to address concerns of stakeholders and the general public; and

� raise the profile of local government PPP activity at national level.

Local Government Communications Strategy:

Implementation strategies and key actions

The Local Government Communications Strategy reflects the principlesunderpinning the National PPP Communications Strategy and seeks to deliver oneach of the four key objectives of the national strategy in the following ways.

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Objective 1: Develop a profile for PPPs, internationally, nationally andregionally to inform people of the existence and possible implications of PPP.

Strategy – Communication of information on PPP activity in the local governmentsector through the national communications strategy and promotion of PPP amonglocal government sponsors.

Key Actions

� Providing input to national media and other information campaigns as required;

� Providing speakers on local government issues for conferences and seminars;

� Providing information on PPP for appropriate input to speeches by the Minister for the Environment and Local Government; and

� Providing briefings for senior management in local authorities to ensure that there is support for PPP and understanding of the issues at the highest level within the sector.

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Objective 2: Educate participants and interested parties in the potentialadvantages and disadvantages of PPP.

Strategy – Two-way communications process involving the dissemination ofinformation to local authorities on a regular basis and providing opportunities forfeedback on project experience and views on policy development. The aim is toensure that local authorities are fully engaged in PPP development and provided withsupport and knowledge to undertake their responsibilities for stakeholder consultationat local level.

Key Actions

� Putting in place appropriate structures which, while taking cognisance of existing liaison and training arrangements, add value to the process, withoutduplication of effort. This is likely to involve

� establishing a network of local authority officials engaged in PPP; and

� distributing a quarterly newsletter specifically for local government sectorbeginning in June 2002.

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Objective 3: Promote best practice in the development of the PPP approach.

Strategy – Develop guidance, standard documentation and technical material toassist local authorities in the implementation of PPP projects and programmes.

Key Actions

� Producing further detailed guidance, technical advice and standard documentation;

� Support the development of guidance and training by other bodies at a sectoral level, e.g. the training programmes of the Water Services National Training Group, in order to assist local authorities in the management of PPPcontracts; and

� Developing case studies of PPP experience and material for use in the assessment and management of future projects.

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Objective 4: Provide a resource for the general public, potential participantsand interested parties to clarify issues.

Strategy - Provide information on projects and latest developments for the nationalwebsite and assist local authorities in their role in communicating a betterunderstanding of PPP to the general public.

Key Actions

� Provide good quality information on projects relevant to local government forthe national PPP newsletter prepared by the Department of Finance; and

� Develop a central library of material on PPP in local government - research, statistics, and reports etc - in Ireland and internationally.

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Courts Services:John Mahon

Tel: +353 (0)1 888 6593Fax: +353 (0)1 872 4063

Email: johnmahon@courts.ie

Department of Environment and Local Government:Eddie Lewis

Tel: +353 (0)1 888 2092Fax: +353 (0)1 888 2107

Email: ppp-unit@environ.irlgov.ie

Department of Education and Science:Dave Gordon

Tel: 00353 (0)1 888 2353Fax: 00353 (0)1 872 9293

Email: dave_gordon@education.gov.ie

Department of Health:Dympna Butler

Tel: 00353 (0)1 635 4136Fax: 00353 (0)1 635 4373

Email: dympna_butler@health.irlgov.ie

Department of Transport:Maurice Treacy

Tel: 00353 (0)1 604 1032Fax: 00353 (0)1 604 1272

Email: mauricetreacy@dpe.ie

National Roads Authority:Gerry Murphy

Tel: 00353 (0)1 660 2511Fax: 00353 (0)1 668 0009 Email: gmurphy@nra.ie

Rail Procurement Agency:Rory O’Connor

Tel: 00353 (0)1 646 3400 Email: rory.oconnor@rpa.ie

32

Sectoral, PPP Units

Head of PPP Unit:Eamonn Kearns

Tel: +353 (0)1 639 6237Email: eamonn_kearns@finance.gov.ie

Head of Policy and Communications:Mary McKeon

Tel: +353 (0)1 639 6271Email: mary_mckeon@finance.gov.ie

Communications Unit:Joyce Nolan

Tel: +353 (0)1 639 6275Email: joyce_nolan@finance.gov.ie

HR Policy and Administration:Jim Deane

Tel: +353 1 639 6221Email: jim_deane@finance.gov.ie

Development of Defence PPP:Tom Brace

Tel: +353 (0)1 639 6216Email: tom_brace@finance.gov.ie

Programme Management & Technical Policy:Pat O’Neill

Tel: +353 (0)1 639 6227Email: pat_o’neill@finance.gov.ie

Finance Policy:Cormac Gilhooly

Tel: +353 (0)1 639 6220Email: cormac_gilhooly@finance.gov.ie

33

Central PPP Unit, Department of Finance

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