EOI

RMIT Advanced Construction Management: Public Private Partnerships

“Expression of Interest for the Flinders Street Redevelopment as a PPP Project”

Course Title: Advanced Construction Management Course Code: BUIL1154 Assignment document prepared by Vince D’Amico & Guillermo Aranda-Mena

RMIT Advanced Construction Management: Public Private Partnerships

Assignment Title: “Expression of Interest for the Flinders Street Redevelopment as a PPP Project” Course Title: Advanced Construction Management Course Code: BUIL1154 School: 325H Property, Construction & Project Management

1.0 Overview of Assessment Course work (EOI) will be undertaken in groups and will have two components: 50% a written proposal (8,000 word maximum) 50% an oral and PowerPoint marketing presentation (15 min maximum, points deducted for exceeding time) EOI/SPV online team registration at the PPP CLUB – wiki site.

Closing Date for written proposal is either: 24 or 31 May depending on when is your SPV/team presenting to industry panel.

1.1 Overview of Assignment The purpose of the assignment is for teams to work collectively in groups of 8 members (or 9 by request) to respond to key aspects of a PPP project by providing a written response to an EOI (Expression of Interest) and oral presentation with PowerPoint slides to an expert industry board.

This assignment will be based upon a current State Government document for “Partnerships Victoria for the Department of Transport”, applying “Expression of Interest for the Flinders Street Redevelopment as a PPP Project” SPV/Teams are to register their final team details. Following the link in the PPP Club wiki-site http://pppclub.ning.com Top left tab: EOI Registration or go directly to: http://pppclub.ning.com/page/eoi-regitration Note: If you have not an SPV team you can form one by getting in touch with people on line. Perhaps via the PPP site so that you can discuss, share links, and eve use the chat function.

For further reference of what is a full EOI document find here attached the Parkville Comprehensive Cancer Centre Expression of Interest (EOI).

Assignment document prepared by Vince D’Amico & Guillermo Aranda-Mena

RMIT Advanced Construction Management: Public Private Partnerships 2.0 Project Overview Plans arose at various times from the 1960s to the 1970s for the demolition or redevelopment of the station, as well as the adjacent Jolimont Yard area. The station had fallen into disrepair, having not been cleaned in decades, and covered with advertising hoardings and light up signs.

In 1962 the Minister for Transport and HKJ Pty Ltd signed an agreement for a ÂŁ30 million redevelopment of the station that would have resulted in the demolition of the clock tower and replacement with an office building up to 60 storeys high. Work was to begin in 1964, but instead the Gas and Fuel Building was constructed over the Princes Bridge station. In 1967 a company purchased the option to lease the space above Flinders Street Station, planning to build a shopping plaza and two office towers, the dome and clock tower being kept as part of the design, but strong opposition saw this project lapse.

In 1972 Victorian Premier Sir Henry Bolte unveiled another redevelopment plan, to cover 27 acres (110,000 m2) of space above the Flinders Street Station and Jolimont Yard for a complex of shops, offices, theatres and other community facilities. A newspaper report of 1974 said that planning was still underway for the $250 million proposal, but by 1975 public perceptions had begun to turn towards retention of the station.

Today we will develop similar what was developed in 1989 under the John Cain Labour Government an agreement to construct the 'Festival Marketplace' was signed.

Designed by Daryl Jackson architects, it was to be built over the existing platforms in a style sympathetic to the existing station, and be completed by 1992. Planned to feature shops, restaurants and cafes, the project was abandoned in 1991 after the inability of the financiers to come up with the $205 million required.

The Fliders Street Redeveloment provides the opportunity for the public and private sectors to collaborate in the development and delivery of this major new facility of national and international importance. It will be one of the largest redevelopments of its type in Australia delivered under the Public Private Partnerships methodology and presents significant opportunities for design firms, construction companies, financiers and service providers.

Key project imperatives: 1 - "A transportation hub" to improving Melbourne public transport system (i.e. train, tram, bus... and reaching less privileged areas) 2 - "A business connector" to businesses in the CBD, river banks and St Kilda business corridor.

3 - "FM / ICT Innovative" to bring the next generation of customer service, also to monitor building use and performance. Maintenance schedules and life-cycle operations. To bring smart sustainable materials.

4 - "Gateway to world's most Livable City" Melbourne 24hrs / 365days. Including tourism, sports, cultural, retail, leisure, events, food and entertainment.

5- "Showcasing Architecture" as Victoria, the Design State. Iconic heritage, public space and infrastructure.

Assignment document prepared by Vince D’Amico & Guillermo Aranda-Mena

RMIT Advanced Construction Management: Public Private Partnerships

2.1 Purpose of the EOI Response The purpose of the EOI is for each Group to provide a detailed response to deliver the Flinders Redevelopment Station facility under a PPP delivery model.

Cost of $1.1 billion to build and $433 million to run over a 30-year concession.

3.0 The EOI Response Special Purpose Vehicle [SPV] Groups are required to address each of the following sections providing an understanding of the principals and application of PPP delivery model to each.

3.1 Topic One: Project Sponsor The Project Sponsor is charged with Delivery of the Project and is the primary contracted entity for the Consortium.        

Understanding of Key Issues Identify what you consider to be the key issues, challenges and risks in delivering this facility.

Outline your approach and strategies for managing and resolving the key risks.

Delivery of Project Objectives and Scope Outline your proposed approach and strategies to achieve delivery of the facility.

Outline your approach to utilising the Green star rating tools to the facility.

Groups must clearly identify an Industry Leader in the Delivery of PPP projects Consortium Structure and Management

Outline your proposed approach (including any contractual/commercial structure you intend implementing) to facilitate collaboration between the Consortium Members to achieve a successful Project. As part of the response address how the design, construction and facilities management roles are to be coordinated, the proposed structure should be included.

Outline your proposed approach to risk management and what guidelines would be appropriate for a station.

Value for Money Outline your proposed approach to obtaining value for money utilising the guidelines set out in Partnerships Victoria.

Outline the principals to compare the Public Service Comparator (PSC).

Stakeholder Interaction Outline your proposed approach to establishing and maintaining good relationships with the State during the life of the Project.

Outline strategies to incorporate State needs during the life of the Project including the management of all User Groups.

Assignment document prepared by Vince D’Amico & Guillermo Aranda-Mena

RMIT Advanced Construction Management: Public Private Partnerships

Experience, Capability and Capacity Provide examples of the Project Sponsors experience in management of similar facilities or PPP projects, as part of the response include a table that compares similar attributes to rail facilities.

3.2 Topic Three: Design The Designer is charged with the Delivery of a Facility in accordance with the Brief and User Group requirements for the Project and the State’s objectives.      

Understanding of Key Issues Identify what you consider to be the key design challenges and risks.

Outline the approach for implementing the green star rating required of the facility.

Delivery of Project Objectives Outline your approach to Best Practice.

Consortium Structure and Management

Outline your proposed approach to the management between the State and Designers to achieve a successful Project. As part of the response address how the design, and user groups issues are to be coordinated, the proposed structure should be included.

Value for Money Outline your proposed approach to obtaining value for money utilising the guidelines set out in Partnerships Victoria.

Stakeholder Interaction Outline the Designers approach to managing stakeholders during the design and construction phases.

Experience, Capability and Capacity Provide examples of the Designers relevant experience in management of similar facilities or PPP projects, as part of the response include a table that compares similar attributes to the station.

Assignment document prepared by Vince D’Amico & Guillermo Aranda-Mena

RMIT Advanced Construction Management: Public Private Partnerships

3.3 Topic Three: Construction The Builder is charged with the construction of the Project in compliance with the relevant authorities, statutory requirements including the commissioning and handover in accordance with the existing rail operating programme.     

Understanding of Key Issues Identify what you consider to be the key construction challenges and risks.

Delivery of Project Programme Outline your approach to programming of the entire process from Brief to hand over.

Consortium Structure and Management

Outline your proposed approach to the management between the State and Designers to achieve a successful Project. As part of the response address how the (1) design, (2) construction and (3) facilities management issues are to be coordinated, the proposed structure should be included.

Value for Money Outline your proposed approach to obtaining value for money utilising the guidelines set out in Partnerships Victoria.

Stakeholder Interaction Outline the Builders approach to managing stakeholders during the design and construction phases.

Experience, Capability and Capacity Provide examples of the Builders relevant experience in management of similar Rail facilities or PPP projects, as part of the response include a table that compares similar attributes to the Station.

3.4 Topic Four: Facilities Management / ICT The Facilities Manager is charged with the Facilities Management and general maintenance of selected services for the station to operate effectively. ICT Information and communication technologies ensure increased used experience and ability to use mobile and wireless systems for timetabling, navigation in the building, on-line shopping, ticket purchasing.

Understanding of Key Issues Identify what you consider to be the key facilities management and ICT challenges and risks and how you would manage and optimise the outcomes during the life of the project.

Assignment document prepared by Vince D’Amico & Guillermo Aranda-Mena

RMIT Advanced Construction Management: Public Private Partnerships

Delivery of Project Objectives Outline your approach and strategies to ensure provision of facilities management services and information and communication technologies.

Consortium Structure and Management Outline your proposed approach to facilitate collaboration between the Facilities Manager and State to achieve a successful Project. As part of the response address how the facilities management issues are to be coordinated, the proposed structure should be included.

Value for Money Outline your proposed approach to obtaining value for money utilising the guidelines set out in Partnerships Victoria.

Stakeholder Interaction Outline the facilities managers approach to establishing and maintaining user satisfaction during the life of the Project.

Experience, Capability and Capacity Provide examples of the Facilities Managers relevant experience in management of similar facilities or PPP projects, as part of the response include a table that compares similar attributes to the Station.

4.0 Evaluation Criteria Special Purpose Vehicle (SPV) Groups are required to demonstrate their understanding of each of the evaluation criteria set out below.

Each of the evaluation criteria will be assessed for the Group as a whole, as well as separately under each of the following four criteria:    

Project Sponsor / Financier; Design (Architecture / Engineering); Construction; and Facilities Management / Information and Communication Technologies.

The oral presentation is expected to be given by each group member that will be considered as part of the assessment (30 marks) including Power point preparation.

The report and EOI presentation is worth (30 marks) NOTE: EOI is worth 60% of the overall result. Diary entires 20% and workshop 20%.

Assignment document prepared by Vince D’Amico & Guillermo Aranda-Mena

SITE MAP ST TON ANS SW

ETH ST

NG LDI

IN TPR

m2

FEDERATION SQUARE

FOO

UI

IO RAT IST

MIN

AD S EEN QU

PLATFORMS 11,200m2

EAST CONCOURSE 5,300m2

T

SITE ‘A’ WEST CONCOURSE 7,900m2

ET

RK

MA ST

YARRA RIVER

PE

DE S

TR

IA N

BR

ID G

E

E

DG

QUEENSBRIDGE ST

YARRA RIVER

BRI

SITE ‘C’ BANANA ALLEY VAULTS 7,100m2

‘COAT H A PEDESTR NGER’ IAN BRID GE

ES

NC

PRI

SITE ‘B’ MILK DOCK 12,100m2

T SS

ER

ND

ST

,200

T3

NB

FLI

ERS

ND

FLI

T

ZAB ELI

SS AVE GR DE

FLINDERS STREET STATION DESIGN COMPETITION

DG

E

EXTENT OF KEY INTERFACES

SA

ND

RI

EXTENT OF STATION PRECINCT

I N D I C AT I V E S C H E D U L E Description

Objective

Administration Building East Concourse Platforms

Restore & Internal Refurb.

Re-Configure & Improve Restore & Improve

Site Area 3,200m2 5,300m2 11,200m2

Description

Objective

Site ‘A’ (West Concourse) Site ‘B’ (Milk Dock) Site ‘C’ (Banana Alley Vaults) Total

New Development New Development New Development

Site Area 7,900m2 12,100m2 7,100m2 46,800m2

SCALE 1:3000

Macro-Urban Form, Transport Energy Use and Greenhouse Gas Emissions: An Investigation for Melbourne

4.3

Metropolitan Results 2006

` 4.3.1

TRANSPORT FUEL CONSUMPTION

Using the methodology outlined above, for fuel consumption, thematic maps were created for the Melbourne metropolitan area. For ‘Fuel Consumption per 1000 Trips’, see Figure 10 (below).

Figure 10 - Fuel Consumption per 1000 Trips (Litres/ 1000 Trips), 2006, Melbourne

Figure 10 above shows that there is little variation between most travel zones and 95 per cent of all travel zones have fuel consumption of between 130 and 171 lt/1000 trips.

Further detailed mapping at appropriate range to illustrate the variations between TZs and analysis of these suggested that there were some inconsistencies between neighbouring TZs. These inconsistencies could be due to assumptions regarding the amount of bus equivalent fuel used by Trams and Trains.

Transport Policy Analysis and Research Unit | Department of Transport

37

Macro-Urban Form, Transport Energy Use and Greenhouse Gas Emissions: An Investigation for Melbourne

emissions on a per passenger kilometre basis compared to private vehicles (see Figure 8), it is unsurprising that zones with high public transport mode share produce lower emissions.

A large number of transport zones have a PT mode share of approximately five per cent, plus or minus two per cent. At this level there is a high level of variation on the amount of greenhouse gas emissions produced, within a broad range of 1,200 to 4,000 kg. Once PT mode share increases from over 12 to over 30 per cent the range of emission levels become more tightly packed around 1,000-1,500 kg.

4.3.4

PUBLIC TRANSPORT MODE SHARE

Public transport as a mode share was found to vary across metropolitan Melbourne from zero to 79 per cent. However, most travel zones fell within the range of zero to ten per cent. From the data a five colour thematic map was created (see Figure 24 below).

Figure 24 – Public Transport Mode Share - Melbourne 2006

Transport Policy Analysis and Research Unit | Department of Transport

49

Macro-Urban Form, Transport Energy Use and Greenhouse Gas Emissions: An Investigation for Melbourne

Figure 33 - Current Trend/ Base Case Scenario: New Employment Distribution by Travel Zone, 2006 – 2031

Transport Policy Analysis and Research Unit | Department of Transport

59

Macro-Urban Form, Transport Energy Use and Greenhouse Gas Emissions: An Investigation for Melbourne

Figure 50 AC (only) Scenario vs. Base Case: % Change in New Population Distribution by Travel Zone, 2031

Transport Policy Analysis and Research Unit | Department of Transport

82

Macro-Urban Form, Transport Energy Use and Greenhouse Gas Emissions: An Investigation for Melbourne

Figure 51 AC (only) Scenario vs. Base Case: % Change in New Employment Distribution by Travel Zone, 2031

Transport Policy Analysis and Research Unit | Department of Transport

83

Tender no. E0927

Partnerships Victoria

Parkville Comprehensive Cancer Centre Invitation for Expressions of Interest - November 2009

Message from the Minister for Health and the Minister for Innovation The Parkville Comprehensive Cancer Centre Project In May 2009, the Victorian Premier John Brumby and the Federal Health and Ageing Minister Nicola Roxon announced that a $1 billion world-class cancer centre will be built in Australia’s premier biomedical research precinct, Parkville, Victoria, to drive the next generation of progress in the prevention, detection and treatment of cancer.

The Parkville Comprehensive Cancer Centre (Parkville CCC) will speed up the discovery of new treatments, house the nation’s leading cancer researchers and train cancer specialists in all disciplines to work across Victoria. The centre will offer cancer care and education informed by research and will provide a centre of excellence for people affected by cancer.

Cancer is a high priority for this Government. The Parkville CCC fits within the context of Victoria’s Cancer Action Plan 2008-2011 which sets a challenging goal to increase the five year disease survival rate by ten per cent by 2015, saving an estimated 2,000 Victorian lives that would otherwise have been lost to cancer.

The new centre will bring together leading cancer research and treatment organisations: the Peter MacCallum Cancer Centre, the Ludwig Institute for Cancer Research, Melbourne Health (which includes the Royal Melbourne Hospital), the University of Melbourne, the Walter and Eliza Hall Institute of Medical Research and the Royal Women’s Hospital.

The Parkville CCC project will be delivered as a Public Private Partnership, under the Partnerships Victoria framework.

We welcome your interest in working in partnership with us to deliver this exciting and unique new centre.

Hon. Daniel Andrews MP Minister for Health

Gavin Jennings MLC Minister for Innovation

Parkville Comprehensive Cancer Centre | Invitation for Expression of Interest [i]

Important Notice The Department of Health (“DH”), in consultation with the Department of Innovation, Industry and Regional Development (DIIRD) and Project Partners, has prepared this Invitation for Expression of Interest (“Invitation for EOI”) to provide information on the Project to interested parties and prospective Respondents.

Whilst DH has taken care in the preparation of the information contained or referred to in this document and believes it to be accurate, none of the State (including DH) or any of their respective officers, employees, agents or advisers or where relevant, authorities or agencies (collectively "State Participants"), gives any warranty or makes any representations, expressed or implied, as to the truth, completeness or accuracy of the information contained or referred to in this document or any information which may be provided in connection with it. The State expressly disclaims any and all liability relating to or resulting from the use of such information by any Respondent Member or other third party in the preparation of a Proposal.

None of the information contained or referred to in this Invitation for EOI or any other information provided by any State Participant is intended to be exhaustive. Interested parties are required to make their own enquiries and Respondents will be required to confirm in writing that they have done so and that they do not rely at all upon the information in or referred to in this Invitation for EOI in submitting their Proposal. The information is provided on the basis that it is not binding upon any of the State Participants.

The State reserves the right in its absolute discretion to: ›

not proceed with the Project or the Tender Process

›

alter the timetable reflected in this Invitation for EOI

›

change the process or procedures to be applied (including during the Tender Process)

›

not shortlist any Respondent

›

terminate further participation in the Tender Process by any party or decline to discuss the Project further with any party expressing interest, and

›

cancel, supplement, vary or supersede this Invitation for EOI or any matter set out in it.

The State Participants will not, under any circumstances, be responsible for any costs or expenses incurred by any Respondent Member or any other third party (or any of their respective officers, employees, agents, affiliates or advisers) in the preparation and lodgement of a Proposal.

Interested parties and prospective Respondents should review the General Terms and Conditions applicable to the EOI Phase as contained in Section 7 of this Invitation for EOI.

Parkville Comprehensive Cancer Centre | Invitation for Expression of Interest [ii]

Contents Message from the Minister for Health and the Minister for Innovation.................... i Important Notice ............................................................................................ii Contents ...................................................................................................... iii Glossary ....................................................................................................... 1 1. Introduction .............................................................................................. 4 1.1 The opportunity.............................................................................. 4 1.2 Purpose of the Invitation for Expressions of Interest ........................... 5 1.3 Role of the Project Co ..................................................................... 5 1.4 Procurement process....................................................................... 5 2. Project background and objectives ............................................................... 8 2.1 The Project .................................................................................... 8 2.2 Background ................................................................................... 8 2.3 Project Vision, Objectives and Benefits .............................................. 9 2.4 Policy context................................................................................10 2.5 The Victorian cancer system ...........................................................10 2.6 A Comprehensive cancer centre for Victoria ......................................11 2.7 Parkville CCC collaborative..............................................................11 2.8 Project Partners.............................................................................13 2.9 Project governance ........................................................................15 2.10 Philanthropic donations.................................................................15 2.11 Architectural and urban design outcome .........................................15 2.12 Environmentally sustainable design................................................18 2.13 Building and site management.......................................................18 3. Project scope and commercial framework ....................................................19 3.1 Project overview and scope.............................................................19 3.2 Scope of Works .............................................................................19 3.3 Scope of services...........................................................................21 3.4 Equipment ....................................................................................21 3.5 Commercial opportunities ...............................................................22 3.6 Contractual framework ...................................................................23 3.7 Commercial principles ....................................................................25 3.8 Whole of life and partnering approach ..............................................27 3.9 Financing......................................................................................27 4. Procurement approach ..............................................................................28 4.1 National PPP Guidelines and Partnerships Victoria ..............................28 4.2 Tender Process..............................................................................28 4.3 Public Sector Comparator ...............................................................29

Parkville Comprehensive Cancer Centre | Invitation for Expression of Interest [iii]

4.4 Discount Rate Methodology.............................................................29 4.5 Procurement resources and advisers ................................................30 4.6 Victorian Industry Participation Policy...............................................30 4.7 Terms and Conditions of Commonwealth funding...............................30 5. Evaluation of proposals..............................................................................31 5.1 Evaluation methodology .................................................................31 5.2 Evaluation criteria..........................................................................31 6. Requirements for submissions ....................................................................33 6.1 Submission requirements ...............................................................33 6.2 Lodgment Details...........................................................................33 7. General terms and conditions .....................................................................34 7.1 Communications............................................................................34 7.2 Clarification process .......................................................................34 7.3 Discussions with key stakeholders ...................................................34 7.4 No Legal Relationship .....................................................................34 7.5 Confidentiality and proprietary information .......................................34 7.6 Variations to this Invitation for EOI ..................................................35 7.7 Collusive tendering ........................................................................35 7.8 Related Parties ..............................................................................35 7.9 Probity .........................................................................................35 7.10 Probity Practitioner ......................................................................35 7.11 Change in circumstance ................................................................36 7.12 Freedom of Information ................................................................36 7.13 Disclaimer...................................................................................36 7.14 Costs of preparation of proposals ...................................................36 7.15 Evaluation process .......................................................................36 7.16 Reliance on information ................................................................36 7.17 Conflict of interest .......................................................................37 7.18 Probity checks .............................................................................37 7.19 Addenda .....................................................................................37 7.20 Probity and Process Deed..............................................................37 7.21 Other rights ................................................................................37 Appendix A: Additional information .................................................................39 Appendix B: Information to be provided by Respondents ...................................40 Appendix C: Related Party Probity Principles ....................................................46 Appendix D: Confirmation letter .....................................................................48

Parkville Comprehensive Cancer Centre | Invitation for Expression of Interest [iv]

Glossary Term

Description

Building Partners

LICR, MH, Peter Mac, UoM

CCC

Comprehensive Cancer Centre

CSSD

Central Sterilising Supply Department

Confirmation Letter

The letter in the form of Appendix D

Consortium

Those private sector persons who together intend to deliver a PPP

Consortium Member

Those persons who make up a consortium

DDO

Design and Development Overlay

DIIRD

Department of Innovation, Industry and Regional Development

DH or Department

The Department of Health

DMU

Day Medical Unit

DPC

The Department of Premier and Cabinet

DSU

Day Surgery Unit

DTF

The Department of Treasury and Finance

Discount Rate Methodology

Discount Rate Methodology, as defined in the National PPP Guidelines Volume 5: Discount Rate Methodology Guidance

ED

Emergency Department

EOI

Expression of Interest

EOI Phase

The phase of the Project described in Section 1.4.2

ESD

Ecologically Sustainable Development

Evaluation Criteria

The criteria for evaluating Proposals as listed in Section 5

FDH

The former Dental Hospital, bounded by Flemington Road, Grattan Street and Elizabeth Street, Parkville

FOI Act

The Freedom of Information Act 1982 (Vic)

General Terms and Conditions

General Terms and Conditions as described in Section 7

GBA

Gross Building Area

GDA

Gross Departmental Area

HDU

High Dependency Unit

Initiation for EOI

Invitations for Expressions of Interest

ICS

Integrated Cancer Service(s)

ICU

Intensive Care Unit

IJV

Parkville Comprehensive Cancer Centre Limited (ACN 140 233 790), created on 27 October 2009. Members include Peter Mac, UoM, RWH, the LICR, WEHI and MH

the LICR

Ludwig Institute for Cancer Research

MH

Melbourne Health

Negotiation and Completion Phase

The phase of the Project described as such in Section 1.4.2

NHMRC

National Health and Medical Research Council

North Side

The Royal Melbourne Hospital City Campus, noting that most Parkville CCC Facilities are proposed to be built on the south-east corner of the site, on top of the 1B Building)

Parkville CCC

The Parkville Comprehensive Cancer Centre

Parkville CCC Facility Partnerships Victoria Framework

Encompassing all physical elements of the Project i.e. Both the North and South Sides, and any linkages The Victorian Governments Partnerships Victoria Policy (2000) and the Partnerships Victoria framework that require compliance with both the National PPP Guidelines and the Partnerships Victoria Requirements

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [1]

Term

Description

Partnerships Victoria Requirements Project or Parkville CCC Project

The set of specific guidance applicable to Victoria that is to read in conjunction with the National PPP Guidelines The design, build, commissioning and financing of the Parkville CCC Facility and the delivery of the required services at Parkville CCC

Proponent

Those persons who, together as a Consortium, submit a proposal in response to the RFP

Peter Mac

Peter MacCallum Cancer Centre

PICS

Paediatric Integrated Cancer Services

Preferred Proponent Probity Practitioner Project Agreement

The Short Listed Respondent selected to negotiate the terms of the Project Agreement with a view to becoming the Project Co. As described in Section 7.10

Project Co Project Director Project Vision and Objectives Project Partners Project Period

The primary agreement between the State and Project Co to implement the Project as outlined in section 3.7.2 The private sector counterparty to the Project Agreement and other relevant Project documentation The person with overall responsibility to the State for delivery of the Project and management of all members of the Project Team. Identified as the Project Director in Section 7.1 (and any person appointed by the State to replace that person) The State’s Vision and Objectives for the Project as defined in Section 2.3 The partners in the Parkville CCC project are Peter Mac, Melbourne Health, Ludwig Institute for Cancer Research, the Walter and Eliza Hall Institute of Medical Research, the Royal Women’s Hospital and the University of Melbourne The period from commercial acceptance to the end of the term as defined in Section 3.7.1

Project Scope

The scope of works and services outlined in Section 3.1

Proposal

Responses to this Invitation for EOI submitted by a Respondent

PSC

The Public Sector Comparator for a project, defined in the National PPP Guidelines as the hypothetical risk adjusted whole of life cost of a public sector project if delivered

by Government

PPP

Public Private Partnership

Reference Project

The basis for calculating the PSC, reflecting State Government delivery of the Project by traditional means Has the meaning given to the expression ‘related entity’ by Section 9 of the Corporations Act 2001(Cth) and includes any ‘associate’ (as defined by Sections 10 to 17 of the Corporations Act 2001 (Cth) of a person A person, other legal entity or body corporate who, either in their own right or on behalf of a proposed or established consortium submits a proposal in response to (and in accordance with) this Invitation for EOI A person or other legal entity, their Related Parties and their respective officers, employees, agents, advisers and technical consultants, who, together with other persons or legal entities, makes up a Respondent which intends to form a Consortium to deliver the Project The Consortium that will ultimately accept the risk of Project delivery. This is expected to include the head contractor for design and construction and the facilities management provider and/or the head contractor and/or major sub-contractors for service delivery

Related Party

Respondent Respondent Members Responsible Entity RFP

Request for Proposal

RFP Phase

The phase of the Project described as such in Section 1.4.2

RFP Response

Proposals submitted by Short Listed Respondents as part of the RFP Phase

RMH

the Royal Melbourne Hospital

RWH

the Royal Women’s Hospital

Short Listed Respondent

Any Respondent who is invited by DH to participate in the RFP Phase of the Tender Process

Site

The proposed site for the new Parkville CCC as indicated in Figure 3 and Appendix E

South Side

The former Dental Hospital site

State

The State Government of Victoria, its agencies and related parties

State Participants

The State and its representative officers, employees, agents, advisors and, where relevant, their appropriate authorities and agencies

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [2]

Term

Description

Tender Process

The procurement process for the delivery of the Project comprising phases as dedicated in Section 4.2

VFM

Value for Money

VIPP

Victorian Industry Participation Policy, including any policy or requirement developed pursuant to the Victorian Industry Participation Policy Act 2003

VCAP

Victoria’s Cancer Action Plan (2008-2011)

WCMICS

Western and Central Melbourne Integrated Cancer Service

WEHI

The Walter and Eliza Hall Institute of Medical Research

UoM

The University of Melbourne

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [3]

1. Introduction 1.1 The opportunity The Parkville Comprehensive Cancer Centre (Parkville CCC) Project provides the opportunity to develop Australia’s first comprehensive cancer centre.

The outcomes of cancer care for patients in Australia are among the best in the world.

However, much more can be done in preventing cancer, detecting it earlier, and providing better treatment options. Comprehensive cancer centres bring together specialist clinical cancer care and research to drive new discoveries in cancer and translate these findings into better patient care.

The Parkville CCC will be a world-class comprehensive cancer centre that accelerates the translation of discoveries into new treatments, trains cancer specialists in all disciplines, and provides a centre of excellence for people affected by cancer. It will provide new facilities in Parkville for the Building Partners comprising the Peter MacCallum Cancer Centre, components of the clinical and research cancer services at the Royal Melbourne Hospital, the Melbourne Branch of the Ludwig Institute for Cancer Research (the LICR) and components of the University of Melbourne’s cancer education and research services. In addition to the Building Partners, the collaborative entity (IJV) also includes the Royal Women’s Hospital and the Walter and Eliza Hall Institute of Medical Research.

The Parkville CCC Project provides the opportunity for the public and private sectors to collaborate in the development and delivery of this major new facility of national and international importance. It will be one of the largest social infrastructure projects delivered under the Public Private Partnerships methodology in Australia and presents significant opportunities for design firms, construction companies, financiers and service providers.

The State invites proposals from suitably qualified Respondents who have an interest in developing the Project in a manner that will assist the State to achieve the Project Vision and Objectives.

The new Parkville CCC facility will be located on the former Dental Hospital (FDH) site in Parkville bounded by Flemington Road, Elizabeth Street and Grattan Street; in addition, three additional floors will be constructed above the 1B building on the Royal Melbourne Hospital site on the corner of Grattan Street and Royal Parade, linked the new Parkville CCC Facilities on the former Dental Hospital site. There are also some refurbishment and extension works on the Royal Melbourne Hospital site for medi-hotel, Central Sterilising Supply Department (CSSD), operating theatre suites, a 32 bed capacity ICU and library facilities.

The Parkville precinct is Australia’s premier biomedical research precinct. Located within ten minutes walk of the site for the Parkville CCC are: the University of Melbourne, the Royal Melbourne Hospital, the Royal Women’s Hospital, the Melbourne Branch of the Ludwig Institute for Cancer Research, the Walter and Eliza Hall Institute of Medical Research, the new Parkville facility for the Florey Neuroscience Institutes (currently under construction), the Bio21 Molecular Science and Biotechnology Institute, the Royal Children’s Hospital, the Murdoch Children’s Research Institute and the new Peter Doherty Institute for Infection and Immunity to be constructed on the Elizabeth Towers site. For the vision of the Parkville CCC to be fully realised, the Parkville CCC Facilities must be effectively connected to these other facilities in the Parkville precinct.

The exceptional “gateway” location of the Parkville CCC extends its potential to contribute to the positive identity of this important precinct, the local pedestrian environment and Victoria’s reputation for design excellence through a high quality architectural and urban design outcome.

The Parkville CCC is a jointly funded State and Commonwealth Government initiative to drive the next generation of progress in the prevention, detection and treatment of cancer.

Additional non-government funding will be contributed from other sources including by the sale of the existing Peter Mac sites, philanthropic fundraising and partner contributions.

The State is committed to ensuring that this Tender Process proceeds in a manner that is efficient, fair and transparent by adopting the Partnerships Victoria framework and procurement methodology to provide a clear delivery framework for all parties.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [4]

The State’s role in the Project will be led by the Major Projects Unit in the Department of Health, which has delivered the Casey Hospital, the Royal Women’s Hospital and the Royal Children’s Hospital Project (currently under construction). A dedicated project team has been established for the Parkville CCC project in the Major Projects Unit.

1.2 Purpose of the Invitation for Expressions of Interest This Invitation for EOI is issued by the DH on behalf of the State, and seeks proposals for participation in the Project from suitably qualified Respondents.

The purpose of this Invitation for EOI is to: ›

inform potential Respondents of the Project Vision and Objectives, the Project Scope and the proposed delivery structure

›

invite potential Respondents to submit Proposals and inform them of the information required to be included in their Proposals

›

set out the Evaluation Criteria to be applied by the State in evaluating each submitted Proposal, and

›

outline the indicative process and timetable for the Project.

The Evaluation Criteria are detailed in Section 5 and the information required from Respondents is set out in Appendix B, C and D.

1.3 Role of the Project Co The private sector’s role in the Project is expected to include: ›

the design, construction, commissioning and financing of the Parkville CCC Facilities for the Parkville CCC to be located on the FDH site (South Side) and any links connecting to the Royal Melbourne Hospital

›

the design, construction, commissioning and possibly financing of the Parkville CCC Facilities for the Parkville CCC to be located on the Royal Melbourne Hospital site (North Side), including refurbishment and extension works as defined

›

the provision of facilities maintenance, and a range of other soft facilities management services, for the Parkville CCC Facilities on the South Side, and

›

the development of commercial opportunities, including retail development, on the South Side.

The State has identified a range of value-adding opportunities in this Invitation for EOI that could be part of a separate commercial development near the Parkville CCC, and would welcome proposals that incorporate these opportunities.

Peter Mac, Melbourne Health, the LICR and the University of Melbourne will retain responsibility for the provision of all core clinical, research and education services. The role of the Project Co is further detailed in Sections 3.2.1 and 3.3.1.

1.4 Procurement process 1.4.1 National PPP Guidelines and Partnerships Victoria requirements The State intends to procure the Project as a Public Private Partnership (PPP) under the Partnerships Victoria framework. This overarching framework requires compliance with both: ›

the National PPP Guidelines, and

›

any Victorian-specific requirements outlined in the Partnerships Victoria Requirements.

The National PPP Guidelines are consistent with current Victorian practice, with the exception of the Discount Rate Methodology as discussed further in Section 4.4.

In developing the proposed commercial structure for the different elements of the Project, the State is seeking to optimise the role of the private sector, to allocate risk appropriately and to maximise the flexibility for Respondents to produce innovative design and commercial solutions.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [5]

Consistent with Partnerships Victoria framework, the State reserves the right to revert to public sector delivery of the Project, including (without limitation) if the Request for Proposal (RFP) Responses do not satisfy the State’s objectives, including value for money (VFM).

1.4.2 Tender Process The Tender Process for the Project will involve the following phases: ›

EOI Phase: the phase used to select a short-list of Respondents capable of delivering the Project, commencing with the release of this Invitation for EOI.

›

RFP Phase: the phase used to select a preferred Proponent capable of entering into contractual arrangements with the State to deliver the Project, commencing with the release of the RFP to Short Listed Respondents for detailed, fully costed and binding RFP Responses.

›

Negotiation and Completion Phase: the phase used to negotiate with the Preferred Proponent and finalise and complete contractual agreements.

1.4.3 Timetable The Project procurement timetable is indicative only and may be subject to change: Table 1: Indicative Parkville CCC procurement timetable Tender Process

Target date/period

EOI Phase Release of Invitation for EOI

11 November 2009

Closing date for submission of EOI Proposals

10 December 2009

EOI evaluation and short-listing of Respondents

February 2010

RFP Phase Release of RFP Closing date for responses to RFP Preferred Proponent selected

April/May 2010 August/September 2010 To be confirmed at RFP

Negotiation and Completion Phase Contractual close

To be confirmed at RFP

Financial close

To be confirmed at RFP

Construction Phase Construction commencement

Mid 2011

Construction completion

End 2015

Respondents are requested to provide their views on the timetable, in particular the period allowed for preparation of responses to the RFP.

1.4.4 Additional information Upon request by a Respondent, the Project Director may provide copies of the documents set out in Appendix A (that are not already publicly available), subject to the Respondent signing a disclaimer and confidentiality deed in a form satisfactory to the State. Requests should be made in the manner noted in Section 7.1.

1.4.5 Clarification questions Clarification questions in relation to this Invitation for EOI should be submitted in writing addressed to the Project Director at parkvilleccc@dhs.vic.gov.au The closing date for clarification questions is 2.00pm on Thursday 3 December 2009. The closing time of 2:00pm is defined as 2:00pm Australian Eastern Standard Time, or 2:00pm Australian Eastern Daylight Time, as determined by Telstra’s Recorded Time Service (Tel: 1194).

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [6]

1.4.6 Closing date The closing time for submissions is 2.00pm on Thursday 10 December 2009. The closing time of 2:00pm is defined as 2:00pm Australian Eastern Standard Time, or 2:00pm Australian Eastern Daylight Time, as determined by Telstra’s Recorded Time Service (Tel: 1194).

Lodgment requirements are set out in Section 6.2.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [7]

2. Project background and objectives 2.1 The Project The Parkville CCC Project has two components: ›

The collaborative entity (the IJV) known as the Parkville Comprehensive Cancer Centre Limited (ACN 140 233 790), created on 27 October 2009. Members include Peter Mac, UoM, RWH, LICR, WEHI and MH; and

›

development of purpose built facilities in Parkville for the Building Partners to support integrated delivery of cancer clinical services, research and education.

This Invitation for EOI is concerned only with the latter component, i.e. the development of purpose-built facilities in Parkville. A description of the former component is provided in Section 2.7.

2.2 Background Victoria is home to some of the world’s leading cancer specialists in our hospitals and research facilities. To progress the fight against cancer, Victoria has an opportunity to develop a purpose built facility and a new era of collaboration aimed at advancing treatments in cancer. For cancer patients it would mean a seamless treatment journey while accessing the best in care and latest treatments available, through a comprehensive cancer centre.

Nearly 10,000 Victorians die every year from cancer and it is the leading cause of death in the State. The prevalence of cancer in Victoria is estimated to rise by 40 per cent in the next ten years, predominantly due to ageing of the population and improvements in life expectancy rates. To address this, a collaborative effort between many of Victoria’s best minds in cancer research and treatment is required.

The Parkville CCC Project aims to reduce the impact of cancer in Victoria by bringing together many of our best minds and resources in cancer care, research and education. The Parkville CCC Facility will be a world class cancer centre that accelerates the translation of discoveries into new treatments, trains cancer specialists in all disciplines to work across Victoria, and provides a centre of excellence for people affected by cancer.

The Project Partners are the Peter MacCallum Cancer Centre, Melbourne Health, the University of Melbourne, Ludwig Institute for Cancer Research, the Royal Women’s Hospital and the Walter and Eliza Hall Institute of Medical Research. The Project Partners will retain their separate corporate identities.

The Parkville CCC will be a research, training and knowledge resource for Victoria.

Investment in the Parkville CCC will enable Victoria to: ›

discover tomorrow’s cancer treatments and diagnostics through translational research

›

study and implement quickly the latest local and overseas advances in cancer prevention, diagnosis and treatment

›

improve care for patients with rare tumours and other forms of cancer

›

improve patient access to cancer clinical trials

›

ensure best practice by advanced training of cancer clinicians and specialists

›

create facilities that will attract and retain many of the best cancer clinicians and researchers from around the world

›

develop a unique research, training and knowledge resource, and

›

attract increased investment in Victorian biosciences.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [8]

2.3 Project Vision, Objectives and Benefits The Project Vision, Objectives and Benefits are as follows:

2.3.1 Project Vision

Vision for the Parkville Comprehensive Cancer Centre (Parkville CCC) The vision for the Parkville CCC is to save lives through the integration of cancer research, education and patient care. Through innovation and collaboration, the Parkville CCC will drive the next generation of improvements in the prevention, detection and treatment of cancer.

The Parkville CCC will bring together Australia’s best cancer research and treatment institutions: the Peter MacCallum Cancer Centre, the Ludwig Institute for Cancer Research, Melbourne Health, the University of Melbourne, the Walter and Eliza Hall Institute of Medical Research and the Royal Women’s Hospital. This powerful alliance will provide a unique environment for the sharing of ideas and knowledge, which will in turn translate into improved patient outcomes through the application of advanced diagnostics, innovative therapies and individualised care. Collaboration will be further enhanced by location within the internationally renowned Parkville Precinct, home to an outstanding collection of healthcare, research and education institutions.

New discoveries translate to new treatments The Parkville CCC will be committed to translating results from basic and clinical research to a high quality, seamless patient journey. While medical researchers investigate cancer's most fundamental causes, biotechnologists and clinical researchers explore ways this knowledge can be applied, giving patients access to the latest experimental protocols. The collaborative work of researchers and clinicians from many disciplines will provide greater insight into risk factors, the best ways to treat the disease or prevent it all together.

The comprehensive range of cancer services integrated with world class research and education programs will enable the Parkville CCC to accelerate the development of new cancer treatments that will benefit the entire Victorian cancer system and beyond. Regional cancer services will be improved even further through the education and training opportunities available through the Parkville CCC for research and health professionals.

The Parkville CCC will have close ties to the community by serving as a focal point for new discoveries and treatments and integrating these outcomes with education and public awareness. The resources of the Parkville CCC will link with other cancer services across metropolitan and regional Victoria so many patients will receive treatment closer to home.

Magnet for talent, collaboration and advancement The Parkville CCC will rival the world’s best and will be home to over 1,400 talented researchers and clinicians with access to state-of-the-art technologies. It will be a magnet for the best and brightest minds in cancer and for new collaborations.

Armed with new insights, scientists will pursue some of the most promising, cutting-edge research in the world. Advances from this work will lead to earlier detection, improved drug therapies, and ultimately, to a dramatic increase in survival rates and quality of life. Greater progress in the struggle against cancer will also come from collaboration among scientists, clinicians and the cancer patients themselves.

A world of difference Most importantly, the Parkville CCC will foster belief in a future where many cancers can be survived and more cures are within reach. Excellence in cancer research and treatment will enable the Parkville CCC to make a very real difference to the lives of patients and their families.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [9]

2.3.2 Project Objectives The Project Objectives are: ›

Improve outcomes for patients with cancer across Victoria;

›

Improve cancer research capability in Victoria, particularly in translational research, to world class standards; and

›

Attract increased investment in Victoria in biosciences.

2.3.3 Project Benefits The Parkville CCC Project aims to deliver the following benefits over the long term: ›

Reduced burden of cancer by 2029: continuing the improvement of survival rates beyond that articulated in Victoria’s Cancer Action Plan aiming to increase the percentage of Victorians diagnosed with cancer who survive beyond five years to 80 per cent by 2029, and improving the outcomes for people living with cancer

›

A world class centre of excellence in cancer: aiming to rank within the top ten comprehensive cancer centres across the world by 2024, and to increase the percentage of patients on active clinical trials by 15 per cent by 2024

›

Increased investment in biomedical research: aiming to increase the annual investment in biomedical research attributable to the Parkville CCC to $140 million by 2024, and to increase the Victorian share of biomedical research grants in Australia by five per cent.

These benefits will be delivered through the collaboration of the partners, facilitated by collocation of new facilities.

2.4 Policy context The Parkville CCC Project has been developed in line with the following major Victorian Government and departmental policies and strategic plans including: ›

Growing Victoria Together

›

Policies that relate to the health system and in particular the cancer services system, including Victoria’s Cancer Action Plan

›

Policies that relate to biotechnology and life sciences research, including Innovation: Victoria’s Future – Victorian Innovation Statement; Victorian Biotechnology Strategic Development Plan; Healthy Futures: Life Sciences Statement, and

›

The Parkville Precinct Strategic Plan.

2.5 The Victorian cancer system Victoria has led the way in Australia in implementing major reforms to cancer policy and has built an international reputation in cancer research. Victoria’s cancer reform agenda seeks to improve the planning and delivery of treatment and support to patients so that the appropriate care is provided in a timely manner as close to the patient’s home as possible, and is informed by the latest technologies and research.

The agenda to improve the quality of cancer service delivery and patient care has been supported by: ›

the development of Patient Management Frameworks to guide the delivery of consistent cancer care for a range of tumour streams

›

the development of a model for safety and quality in cancer care (clinical excellence in cancer care: a model for safety and quality in Victorian cancer services), and

›

the identification of four priority service improvement areas for reform to be addressed at the local and statewide level: multidisciplinary care, care coordination, supportive care and reducing unwanted variation in practice (quality monitoring and support).

Victoria’s Cancer Action Plan outlines a long-term vision for cancer reform that will ensure high quality cancer care to all Victorians, regardless of whether they live in metropolitan or rural Victoria through improving prevention, treatment and support.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [10]

To drive change at the local level, cancer services have been reorganised and developed into Integrated Cancer Services (ICS) across metropolitan and regional Victoria. These structures link hospitals, community and primary care services to ensure that cancer can be detected and treated by groups of health care professionals who have committed to working together to plan and coordinate patient care across specified geographic areas. There are eight geographically based ICS and one statewide specialist Paediatric ICS (PICS).

Peter Mac, MH and the RWH are members of the Western and Central Melbourne ICS (WCMICS). Other members include Western Health, Werribee Mercy Hospital and St Vincent's Hospital. Peter Mac is also a member of the PICS. As the major cancer centre in the WCMICS, Parkville CCC will be the key referral service in the region for specialist cancer services, including the treatment of rare and complex cancers. Cancer services will continue to be delivered at other WCMICS sites.

2.6 A Comprehensive cancer centre for Victoria The outcomes of cancer patient care in Australia are among the best in the world. A recent report1 has shown that Australia is ranked second in the world in terms of lowest ratio of cancer mortality to cancer incidence, following the USA. One of the key facilitators of new cancer treatment and research innovation internationally is the development of comprehensive cancer centres (CCCs). CCCs bring together specialist clinical cancer care and research to create synergies between research and clinical practice.

Internationally this is exemplified by the development of comprehensive cancer centres in the USA. The key to the success of the CCC model overseas is how research, education and clinical care are brought together, linked and supported by new models of clinical care and research.

This integration provides for much more than just the ‘sum of all parts’ through critical mass and collocation. It creates the necessary environment to drive new discoveries in cancer.

Victoria is home to some of the world’s leading cancer specialists in our hospitals and research facilities. Victoria has the research strengths and collaborative will among key stakeholders to develop the first truly comprehensive cancer centre in Australia.

2.7 Parkville CCC collaborative To achieve the vision of a true CCC, the Parkville CCC must generate greater benefits than is possible through the sum of all parts. A commitment to collaboration is required from all partners and a governance mechanism provided to support and focus effort.

Recognising this commitment, the Project Partners have established the Parkville CCC collaborative entity as an incorporated joint venture (IJV). The collaborative entity will provide a mechanism for the Project Partners to work together to achieve the Project vision and specifically to: ›

facilitate innovation and integration in cancer care, research and education to achieve a world leading cancer centre and workforce

›

facilitate the integration and sharing of information between Project Partners

›

provide a mechanism for brokering agreement between Project Partners and identify research, clinical, educational and promotion opportunities which are unable to be realised by individual Project Partners alone

›

promote the sharing of resources and maximise their efficient and effective use, and

›

the incorporated joint venture also provides a mechanism for the Project Partners to begin to develop and implement the Parkville CCC while the new Parkville CCC Facilities are being constructed, so that the collaboration is fully operational by the time the new Parkville CCC Facilities are commissioned.

1

Cancer in Australia: An overview, December 2008 AIHW

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [11]

Figure 1: Parkville CCC collaborative entity

The incorporated joint venture will facilitate seamless patient care and develop protocols for research collaboration and the use of common facilities and technologies. The incorporated joint venture will leverage increased outcomes from investments through collaborative activities and more effective use of services and technologies to support better cancer care and research discovery.

In June 2009, the six partners signed a relationship agreement representing the first step towards formally establishing the collaborative as an incorporated joint venture (IJV). The constitution and joint venture agreements have been endorsed by the governing bodies of the Project Partners. The Parkville CCC Limited was established as a company on 27 October 2009.

While a separate component of the Parkville CCC Project, it is proposed the Parkville CCC incorporated joint venture will act as a key mechanism to drive the development of the Parkville CCC Project through innovation in ICT and change management both of which are key enablers for the Project. Further information detailing the object and functions of the incorporated joint venture can be found at Appendix A.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [12]

2.8 Project Partners 2.8.1 The Peter MacCallum Cancer Centre (Peter Mac) The Peter MacCallum Cancer Centre has been operating as a specialist cancer centre for patients from across Victoria for nearly 60 years.

It provides a multi-disciplinary cancer service from its main East Melbourne site including comprehensive surgical services, world leading radiation therapy, same-day chemotherapy, specialist cancer imaging services (including molecular imaging) and broad ranging patient support and education services (patient library, supportive care services, accommodation assistance, and OnTrac@PeterMac - the award winning adolescent cancer care coordination service). The Peter Mac provides satellite radiation therapy services from sites at Bendigo, Box Hill and Moorabbin with a private patient service within the Epworth Hospital, Richmond.

Peter Mac delivers care through a multi-disciplinary model across 11 tumour streams.

The provision of care is closely integrated with the largest cancer research team in Australia.

Peter Mac Research is home to over 440 researchers dedicated to developing a deep understanding of the processes that control cancer cells and translating this into better ways to manage cancer. In 2007 Peter Mac was ranked in the top three research institutions in Australia based on impact of scientific publications. Peter Mac currently has 520 Research Projects underway.

2.8.2 Melbourne Health (MH) Melbourne Health is a major public health provider in Victoria and comprises: RMH City and Royal Park Campus, North-western Mental Health, North West Dialysis Service, Victorian Infectious Diseases Reference Laboratory and Facilities Management.

Through these services, MH provides comprehensive acute, sub-acute and community-based health care programs to about one-third of metropolitan Melbourne's population, as well as general, specialist and statewide services to regional and rural Victorians. Provision of cancer services is a key focus for MH. MH through the RMH, has joined with the RWH to provide state-of-the-art, multi-disciplinary cancer care through ten tumour streams, in alignment with the Cancer Services Framework for Victoria. Within the field of surgical oncology, the RMH provides care to patients suffering with central nervous system, genito-urinary, breast, skin, lung, colorectal, head and neck and upper gastrointestinal cancers. The RMH also provides medical oncology, clinical haematology and bone marrow transplantation.

MH is a health service underpinned by research, especially in the area of cancer. It has an international reputation for cancer clinical trials ranging from early phase studies of experimental therapies to participation in international Phase III studies. There are more than 150 active Projects at MH relating to malignancy, cancer clinical trials and research into the reduction of the burden of disease of cancer.

The RMH is a major teaching hospital with an emphasis on education across the entire health sector.

2.8.3 The University of Melbourne (UoM) The University of Melbourne is among the top-performing universities for competitive research funding, PhD completions and referred research publications in Australia.

Cancer research is carried out across 27 departments in the Faculty of Medicine, Dentistry and Health Sciences as well as in the Faculties of Arts and Science.

The UoM through its Faculty of Medicine Dentistry and Health Sciences is in the top echelon for biomedicine, ranked in the top 30 in the world, and second in Australia, under the Times Higher Education Supplement (THES) world rankings (2007). The Shanghai Jiao Tong index, focusing on the sciences including bioscience, ranks Melbourne in the top 80 universities in the world, and in assessment of quality of scientific outputs by the Higher Education Evaluation and Accreditation Council of Taiwan, the University of Melbourne is also in the top 80.

Its 330 researchers in oncology and carcinogenesis concentrate on: general mechanisms; breast; colon; brain; bone; bladder; cervix; paediatric; gastric; liver; lung; lymph; head/neck; oral; ovarian; penile; prostate; rectal and skin, illustrating the breadth of its

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [13]

cancer investigation areas. Over 1,500 researchers and more than 60 university departments across ten faculties are engaged in areas that feed into cancer research such as cell biology and bioinformatics.

The researchers of the University’s departments were awarded an average $20 million per annum in cancer-focused research grants in the period from 2002 to 2006, reflecting the quality of the research being done within these entities.

The UoM provides important infrastructure that facilitates cancer research, including high level computing resources, expertise in epidemiology and biostatistics, major platform technologies including the facilities of the Bio21 Institute and the Australian Genome Research Facility, as well as through its teaching role in training researchers in research study design and libraries.

Many of the research higher degree students although enrolled through the UoM are already based in the facilities of the Parkville CCC. This close interaction provides the opportunity for coordinated training of basic and clinical scientists in cancer research.

2.8.4 Ludwig Institute for Cancer Research (the LICR) Ludwig Institute for Cancer Research is the largest international non-profit organisation in the world dedicated to understanding and controlling cancer. It conducts long-term basic and clinical research programs with approximately 800 scientists, clinicians and support staff in ten countries.

The LICR Melbourne Branch has been operating in Melbourne for 27 years offering high-level, long-term support to clinical and scientific staff to progress innovative discoveries from the laboratory to the clinic. Its current major research programs are in breast, colon, prostate, brain and skin cancers. The LICR has forged strong links with biotechnology and pharmaceutical partners to develop new approaches to cancer therapy. It has excellent working relationships with scientists at the WEHI, Peter Mac, MH and UoM, sharing several technologies and collaborating on Projects.

Much of the LICR Melbourne Branch’s work is aimed at identifying genes associated with DNA repair and tumour suppression. It is also developing drugs that will interfere with the biochemical signals that make cancer cells and allow them to survive. The LICR also has a long-standing commitment to discovering ways of using the immune system to fight cancer.

The LICR believes strongly in supporting the translation of research discoveries into new treatments and diagnostics. Once the laboratory research has indicated the potential for developing a new therapeutic approach, the LICR supports the research needed to test the efficacy of the new drugs for people affected by cancer.

2.8.5 The Walter and Eliza Hall Institute (WEHI) The Walter and Eliza Hall Institute of Medical Research (WEHI) is one of Australia's foremost medical research establishments, its mission being "mastery of disease through discovery".

Over many decades, advances and discoveries at WEHI have led to significant benefits for patients throughout the world.

WEHI scientists are attempting to understand the underlying causes of many diseases, in order to develop better treatments. Prime targets include cancer (leukaemia, lymphoma and breast cancer), autoimmune diseases (juvenile diabetes and rheumatoid arthritis), infectious diseases and multiple sclerosis.

2.8.6 The Royal Women’s Hospital (RWH) The Royal Women’s Hospital is Australia's largest specialist hospital dedicated to improving the health of women of all ages and cultures, and newborn babies. The RWH provides clinical expertise and leadership in the areas of maternity services, gynaecology and neonatal care.

The RWH has had a long standing commitment to clinical research of relevance to the health of women and their babies. The collaboration and integration between research and clinical care result in better quality research and improved health care for women and their babies.

The new RWH opened in June 2008. It is located within the Parkville precinct, adjacent to RMH City Campus on the corner of Grattan Street and Flemington Road, allowing improved access to critical care facilities and shared specialist expertise. RWH provides cancer treatment services, in particular for gynaecological cancers.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [14]

2.9 Project governance The Parkville CCC Project is a joint Department of Health (DH) and Department of Innovation, Industry and Regional Development (DIIRD) Project, led by the Department of Health. The DH Project team has been established and will manage the Tender Process and the Project, led by the Project Director. The DH Project Team is located at 50 Lonsdale Street, Melbourne. The Project structure is detailed below.

Figure 2: Parkville CCC Project Governance Government Make decisions as required on the Parkville CCC project including approval of shortlist, approval to release project brief, approval of preferred bidder and approval of contract

Project Board Chaired by Secretary, DH Made up of government departments Provide advice and recommendations to Government on the Parkville CCC Project

Steering Committee Chaired by Executive Director, Metropolitan Health and Aged Care Services, DH Representation from Building Partners, government and Parkville IJV Oversight of the Parkville CCC project in the implementation phase (from funding announcement to commissioning)

Project Director Provide advice and recommendations to the Steering Committee and action directives from the Steering Committee. Reports to the Project Board through the Steering Committee

Secretary and Board Chairs Group Role: Promote mutual understanding on key project issues

2.10 Philanthropic donations The Project Partners all attract considerable financial support from the community, which is used to enhance research and upgrade equipment and facilities. The approved funding arrangements for the Project include a contribution from non-government sources, including philanthropic fundraising and donations. Respondents need to be conscious of the importance of this financial support and ensure their financial and operating structure for the Project does not adversely impact in any way on the fundraising opportunities of the Parkville CCC and Project Partners or the manner in which the philanthropic contributions are expended throughout the precinct. Peter Mac is leading the philanthropic fundraising campaign on behalf of the Building Partners.

2.11 Architectural and urban design outcome 2.11.1 The opportunity The Parkville CCC Project represents an opportunity to provide exceptional architectural and urban design outcomes which will assist in the delivery of these services. The design will ensure an excellent contribution to the local precinct and urban environment, and to the State’s reputation as a leader in design innovation and quality.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [15]

2.11.2 Design principles developed during masterplanning The following architectural design principles were developed for the Parkville CCC during the masterplanning stage for the Reference Project: ›

Urban context: The FDH site is a key Melbourne gateway site, and the building form and expression needs to be carefully considered and highly responsive to both the local and greater physical contexts. The three corners of the triangular site require special consideration as they are key boulevard focus points. The architectural, landscape and urban design response must succeed at this large urban scale and also at the finer pedestrian scale. The Parkville CCC offers the opportunity to significantly enhance the pedestrian environment within the health and research precinct through high quality design, and to thereby improve public safety and amenity.

›

Links: Links are essential to connect the Parkville CCC Facilities on the FDH site with the surrounding health, research, education and training facilities, and will be key elements in the street environment they traverse. Minimising the visual impact of and overshadowing by bridges at street level is a key objective, so the bridges should be well considered positive architectural contributions to the street environment.

›

Entry points: The entry points address each street surrounding the building, with main entries preferred off Grattan Street and Flemington Road. They need to be legible, accessible and welcoming, and should be considered in the context of improving the pedestrian environment and public spaces around the Parkville CCC Facility. Entries will offer a fluid and coherent transition through excellent integration of architecture and interior design.

›

Communal spaces: High legibility through the design of public and private spaces and travel routes within and around the Parkville CCC is essential. Centrally positioned atrium space will be the most important orientation device within the building. Both vertical and horizontal circulation routes will be clearly legible upon entering the main space.

Communal spaces will also assist in promoting the integration of clinical and research areas throughout the Parkville CCC Facility. This will be achieved through internal stairs, providing direct links between areas, the sharing and location of meeting rooms, as well as the incorporation of staff break-out spaces. Communal spaces will offer a range of areas for meeting and social engagement, and will offer high amenity through excellent interior design which is fully integrated with the Project architecture.

›

Address points: There are axial sight lines to the site from Elizabeth Street, Flemington Road and the Haymarket Roundabout. The main site address point is from the southern boundary. Views both to and from the Parkville CCC are important, and will be well considered in developing the design as both an excellent urban gateway, and as an exceptional interior environment for all users.

›

Orientation: The building mass embraces passive solar gain. The building maximises sun from the northern exposure. The access to direct natural sunlight will be optimised to maximise access to controlled sunlight for staff, patients and visitors to both inside and outside spaces, and to reduce the impacts of glare and excessive heat gain.

›

Sustainability: The Parkville CCC will aim for a high level of environmental sustainability through a comprehensive range of initiatives. Sustainability principles will be integrated throughout the design, construction and operation of the Parkville CCC Facility. It is intended that the Project will be certified under the GreenStar Healthcare rating tool.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [16]

2.11.3 Qualities of good design The Parkville CCC will provide the following through the delivery of a well considered, high quality architectural, landscape and urban design response:

Site responsive

Respond to the specific local landscape (built and natural) and context, the greater physical context, the topography, prevailing weather conditions and orientation.

Sustainable

Promote positive environmental, social, cultural and economic values; optimise energy and water efficiencies; be adaptable and deliver recurrent cost savings.

Values heritage

Respond to built and social history, memory, understanding of and continuity with the past.

Functional

Fit for purpose, well planned and constructed; appropriate materials, high quality detailing, services and technology.

Safe, legible

Understandable, feels safe and secure, includes good visual links and strong passive surveillance. Signage is carefully considered as an integrated design element.

Universally inclusive

Access routes are obvious and accessible to all relevant users and members of the community, whether able bodied or mobility impaired

Engaging

Offer diversity, animation and balance these with order; reflect and respond to community values and encourage positive interaction.

Enduring

Relevant across life-spans of many generations; flexible and adaptable; representative of its time and of a high quality.

Durable

Well resolved with high quality materials and detail resolution; easy to maintain well, and will age gracefully.

Delightful

Authentic, sensitive and intelligent in design of form, space, expression, materials, craft and detail.

2.11.4 Planning constraints In addition, Respondents will be required to consider the following planning constraints: ›

RMH Helipad: The primary flight path alignment for the RMH helipad is in the East-West direction parallel to Grattan Street. However, the frequency and strength of northerly winds at the site requires a supplementary flight path on the southern side of the helipad.

The southern flight path for the existing RMH helipad overlays the Western side of the FDH site and is an essential element of the RMH helipad facility. The need to protect the southern flight path to use the RMH helipad against obstacle intrusion has been identified as a potential development constraint.

›

Built form context and surrounding land: The surrounding Parkville Precinct is subject to a Design and Development Overlay (DDO) specifying height and setback controls. The DDO however does not extend to the FDH site. DDOs on surrounding land seek to reinforce the Haymarket roundabout as a boulevard entrance to the city, maintain the landscape character of Royal Parade, and promote the new built form consistent with these qualities.

Given the prominent location of the FDH site, a well conceived conceptual response and highly resolved building design will be required. This will include appropriate treatment to all frontages and opportunities for links with the surrounding medical land uses. Given the constraints posed by the helicopter flight path the principle of concentrating taller built form elements to the Royal Parade and Grattan Street edges of the site is considered an appropriate design response.

›

Links: The proposed airspace identified for development of pedestrian bridge links is subject to planning approval by the Melbourne City Council. Any new links above Grattan Street will require the Project Co to enter into a Section 173 Agreement with the City of Melbourne.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [17]

›

Parkville Transport Planning: In December 2008, the Victorian Government announced its plan to construct the Melbourne Metro between Footscray and Domain. With an estimated capital cost of more than $4.5 billion, the new line is proposed to connect Footscray and Domain via Parkville, Melbourne Central and Flinders Street. Further details on the proposed Parkville Metro Station and the impact on the FDH site and Grattan Street will be provided in the RFP. At this stage it is expected that there will need to be ongoing coordination between the Parkville CCC Project and the Melbourne Metro Project including preferred Proponent `attendance at workshops, meetings and liaison with Melbourne Metro Project team as required.

2.11.5 Desired facility response to the Project Vision The Parkville CCC Facility will offer an excellent architectural outcome which will enhance patient, staff and visitor amenity through spaces which are not only fit for purpose, efficient and accessible, but are also sustainable, legible, engaging and positive.

The new Parkville CCC Facility will be highly functional and support the delivery of worldclass cancer care, research and education services. In addition, the new Parkville CCC Facilities will enhance the design quality and identity of the existing health and research precinct as a whole, and the public places within it, and contribute to an excellent built environment outcome for users and communities within the precinct.

In this context, the State encourages Respondents to: ›

›

Consider the formation of architectural associations for this Project such that the design: -

will be led by an architectural practice with demonstrated capability and capacity in the delivery of excellent architectural, landscape and urban design outcomes, and

-

is fully informed by and will work in collaboration with a practice which is expert in both health planning and the delivery of facilities of this size and complexity.

Consider seeking architectural services from the exceptional pool of Australian practices, as well as international firms, in establishment of their consortium.

2.12 Environmentally sustainable design The vision for the Parkville CCC Facility is to: ›

create a leading example of a sustainable healthcare facility befitting the status as a world class comprehensive cancer centre

›

create a building that actively facilitates healing and patient well being through sustainable design

›

provide an internal environment quality that encourages an effective and collaborative research environment, and

›

provide significant reductions in energy and water consumption over current usage.

The Reference Project has been benchmarked against and implemented in accordance with the Department of Health Capital Development Guidelines (CDG) 6.5 Sustainability. Any minor deviations from the guidelines are mainly due to site limitations.

An analysis of the potential for the Reference Project to achieve 5 or 6 Star Green Star Healthcare rating and related cost impacts has been undertaken. This analysis showed that a 5 star rating is achievable within the budget for the Reference Project.

2.13 Building and site management It is envisaged that the buildings on the South Side will be operated by Peter Mac. The buildings on the North Side will be operated by Melbourne Health, as part of the existing RMH – City Campus. Further details will be provided in the RFP.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [18]

3. Project scope and commercial framework 3.1 Project overview and scope The private sector’s role in the Project is expected to include: ›

the design, construction, commissioning and financing of the Parkville CCC on the former Dental Hospital (FDH) site (South Side) and the links across Grattan Street connecting to the Royal Melbourne Hospital City Campus

›

the design, construction and commissioning and possibly financing of the Parkville CCC Facilities for the Parkville CCC to be located on the Royal Melbourne Hospital City Campus site (North Side), including refurbishment and extension works as defined (Design & Construct delivery)

›

the provision of facilities maintenance and a range of soft facilities management services for the Parkville CCC Facilities on the South Side, and

›

the development of commercial opportunities, including retail development, on the South Side.

3.2 Scope of Works 3.2.1 Parkville CCC The Reference Project currently assumes that the Parkville CCC will encompass a Gross Building Area (GBA) of 98,000 sqm (excluding car parking and external areas). There is approximately 91,000 sqm GBA allocated to the South Side and 7,000 sqm GBA allocated to the North Side in the Reference Project.

The South Side is defined as the FDH site at 711 Elizabeth Street, Melbourne. The North Side is defined as the RMH City Campus site, with the majority of works allowed in the Reference Project to be constructed above the “1B Building” on the corner of Royal Parade and Grattan Street.

Figure 3: The site for the Parkville CCC showing the FDH site and the 1B building on the RMH City Campus

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [19]

The following services will be relocated into the Parkville CCC: ›

Peter Mac East Melbourne campus

›

RMH City Campus components of RMH cancer services and cancer research (note that MH will continue to deliver some cancer services from the existing RMH City Campus, in addition to those facilities that will be built or refurbished on the RMH City Campus as part of the Parkville CCC Project)

›

the LICR Melbourne Branch, and

›

UoM relevant cancer research.

It is intended that the State will retain maintenance and lifecycle responsibility in respect of the new and refurbished facilities developed on the North Side. The State is yet to finalise the proposed commercial and financial model for procurement of the North Side works and is seeking feedback from Respondents in Appendix B. A summary of potential Project Co responsibilities is detailed below.

Table 2: Potential Project Consortium responsibilities Finance

Design

Construction

Commissioning

Lifecycle responsibility

South Side

Project Co

Project Co

Project Co

Project Co

Project Co

North Side

State/Project Co.

Project Co

Project Co

Project Co

State

Links

Project Co

Project Co

Project Co

Project Co

Project Co

Further detail on the North and South Side requirements will be detailed in the RFP. This may vary from the description above.

The table below summarises the proposed services profile and provides an indication of the functional areas required for the Parkville CCC. Please note this information is indicative only and will be confirmed in the RFP.

Table 3: Indicative services profile and functional areas for Parkville CCC Facilities and areas Multi-day beds (in 32 bed wards) Intensive Care Unit Beds

Other Clinical

High Dependency Unit or Special Nursing Unit beds (to be advised in RFP whether South or North side) Same day beds

Other

2

Sqm (GDA)

160

No. South Side 96

32 8 110

110

24

24

Medi-hotel suites (refurbished)2

16

16

Radiation Therapy - bunkers

6

6

Operating theatres

8

6

Endoscopy/Procedure rooms

2

2

Outpatients

3,215

Pathology

1,789

Total research Education facilities (other than those incorporated in above areas) Other

No. North Side 64 32

Clinical trials unit – multi-day beds additional to the above

Cancer imaging Research/ Education

No.

3,946 22,925 1,190 13,312

Eight for cancer and eight for other RMH uses.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [20]

2

3.2.2 Demolition of the former Dental Hospital (FDH) On 17 December 2008, the Premier announced funding of $10.5m for hazardous materials removal and demolition of the former Dental Hospital (FDH) site in Parkville.

The FDH site was decommissioned in 2006 following relocation of the service to a new site, and has remained vacant since that time pending determination of its future use. The Department of Human Services assumed responsibility for the site in October 2006 when the UoM and Dental Health Services Victoria agreed to surrender their joint interest in the property held under a Crown Grant.

A capital consultant team has been engaged and a demolition contractor was appointed in June 2009. The hazardous materials removal and demolition works commenced in July 2009 and are due to be completed by 2010.

Site investigations will be carried out to confirm the site conditions (including site surveying, geotechnical and environmental site assessment) and will be made available during the RFP phase.

3.2.3 Non-core assets The relocation of a number of services to the Parkville CCC provides the opportunity to redevelop or dispose of a number of properties owned by the parties. The treatment of these assets is not expected to form part of the Project.

3.3 Scope of services 3.3.1 Services to be provided by Project Co Services to be provided by Project Co are expected to include: ›

Accommodation: the design, construction and commissioning of the new Parkville CCC and the provision of furniture, fittings and certain equipment

›

Building Management: the provision of ongoing maintenance and hard facilities management services together with, where relevant, lifecycle/whole of life

›

Soft Facilities Services: the provision of certain soft facilities management and other services. While further work is required to determine the range of soft facilities management services, these may include help desk, security, cleaning etc

›

Car Parking Services: the provision of car parking management services (further information regarding the ownership of car park revenues will be provided with the release of the RFP), and

›

Sundry Commercial Services: undertaking revenue generating services e.g. retail developments and conference facilities.

These indicative services only apply to the South Side with final details to be set out in the RFP.

3.4 Equipment The Project Co will be required to procure various items of equipment, furniture and fixtures for the Parkville CCC. A detailed equipment list will be provided at the RFP Phase. Items of equipment will be grouped into categories that dictate the extent to which Project Co will be required to take risk for the equipment including responsibility for procurement and ongoing maintenance/replacement.

Items such as non-medical equipment, furniture and fixtures, will be required to be procured, financed, installed, maintained and when appropriate, replaced by Project Co over the duration of the concession period. Such equipment will continue to be owned by Project Co throughout the Project Period and transferred to the State at hand back.

Other items of equipment (specialist medical, ICT equipment and research equipment) may be procured, financed and installed by Project Co. However, ownership may vest in the State upon commencement of the operating phase and thereafter the State will assume responsibility for maintenance and replacement.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [21]

3.5 Commercial opportunities The State encourages Respondents to use this Invitation for EOI process to explore and comment on the attractiveness of commercial opportunities that will provide value for money and assist in the achievement of the Project Vision, Objectives and Benefits. However, any considerations need to contribute to the high quality architectural and urban design outcome of the Parkville CCC and take into account the site constraints and the State’s desire to allow future flexibility for expansion.

Commercial opportunities may include retail development, off-site ancillary accommodation facilities, consulting suites, child care or other facilities or services that are complementary to the operations of the new Parkville CCC. The State’s treatment of car park revenue ownership will be confirmed in the RFP. However it should be noted that as a minimum, it is assumed that the management of car parking services will be by the Project Co. The principles underpinning these opportunities have been set out in Section 3.7.

The RFP will contain details of the State’s requirements in respect of both on-site and off-site commercial opportunities.

3.5.1 On-site (on the South Side) Car parking ›

It is expected that an underground car park in excess of 700 spaces will be constructed.

Retail services ›

It is expected that a range of retail services and related amenities will be made available via commercial development. While revenues for retail service may not be significant, the services represent an important element of the overall services offered to staff, patients and visitors of the Parkville CCC, therefore viewed as value adding by the State.

›

A review of three major public hospitals in the metropolitan Melbourne indicated the most common retail facilities provided include food and beverage, hairdressers, coffee shops, florists, juice bars, newsagencies, gift shops and chemists.

Other ›

Other commercial opportunities may be considered on the South Side subject to protecting the required future expansion allowance (to be detailed in the RFP), enhancing the Parkville CCC and meeting any other State requirements to be detailed in the RFP.

3.5.2 Off-site The Parkville CCC and other Parkville precinct organisations may provide demand for off-site commercial opportunities. The State will provide further guidance within the RFP on how offsite opportunities should be developed and will be assessed (if at all).

Off-site opportunities could include: ›

Additional car parking: The provision of additional car parking facilities represents a potential commercial opportunity for the Parkville precinct that may be linked to the Parkville CCC Project.

›

Patient and family accommodation: Accommodation for people undergoing non-inpatient treatment in the Parkville precinct (patient and family accommodation).

›

Child care centre

›

Private consulting suites

›

Private day treatment/hospital services

›

Co-generation.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [22]

3.6 Contractual framework 3.6.1 Proposed contractual structure The Project represents one of the most significant undertaken under Partnerships Victoria in terms of capital investment and will be jointly funded by the Commonwealth and State Governments. The funding arrangements between the two Governments will have no direct impact on the State’s contractual structure and payment mechanism for the Project. That is, it is intended that the State will be the party that contracts with the successful Project Co to deliver the Project (including in respect to all funding and payment mechanisms).

Figure 3 below summarises the anticipated contractual structure and principal agreements required to deliver the Project. The actual contractual structure and principal agreements will be confirmed as part of the RFP Phase.

Figure 4: Contractual structure

Builder Direct Agreement

Site Occupancy Agreement

Project Agreement

Builder

Construction Contract

Financier Direct Agreement

Project Co

Finance and Security Documents

Financier

Service Provider Direct Agreement

State

including Financier Direct Agreement and State Deed of Change

Service Provider Agreement

Shareholder Agreement

Service Provider

Equity Provider

The State is yet to finalise the proposed commercial and financial structure with respect to the North Side works. It is envisaged that these works could be delivered through the Project Agreement structure as outlined in Figure 3 above, or through an embedded State Works contract with milestone and/or completion payments. The State is seeking feedback from Respondents with respect to the contractual and financial arrangements with respect to these works in Appendix A.

3.6.2 Principal agreements The key agreements between the State and the Project Co are likely to include the: ›

Project Agreement

›

Site Occupancy Agreement

›

Financier Direct Agreement

›

Builder Direct Agreement

›

Service Provider Direct Agreement

›

Independent Reviewer Agreement, and

›

State Deed of Charge.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [23]

Project Agreement The Project Agreement between Project Co. and the State is the primary legal document that sets out the rights and obligations of the parties for the delivery of the Project. The Project Agreement will reflect the key commercial terms and risk allocation for the Project broadly consistent with the principles of Partnerships Victoria Framework and will cover the following major issues: ›

term of the Project

›

design, construction and financing of the new Parkville CCC

›

process for the commissioning of the new Parkville CCC

›

provision of furniture, fittings and equipment

›

asset maintenance and various Facilities Management services to the new Parkville CCC

›

whole-of-life obligations and end of term hand-over obligations

›

modification and change processes

›

designated access and occupancy rights for the State, the Project Partners and others

›

security arrangements including all appropriate performance guarantees and bonds

›

appropriate default, step in rights and termination rights of the State

›

performance standards and service fee payment and abatement, and

›

construction licence under which Project Co will be provided with access for the purpose of delivering the Project.

The State will pay Project Co for the services via a service payment that will commence upon final commissioning of the Parkville CCC. The service payment will be fully ‘at risk’ or abatable, consistent with the Partnerships Victoria policy. Details of the services and the payment/abatement mechanism will be set out in the RFP. Site Occupancy Agreement The Site Occupancy Agreement will govern the terms and conditions under which the land upon which the new Parkville CCC is to be constructed is provided to Project Co for the Project Period. At all times during the Project Period, the State will retain the rights necessary to facilitate the Parkville CCC’s security of tenure, control over the Site and the discharge of its clinical and related service responsibilities.

Financier Direct Agreement This agreement will govern the relationship between the State, Project Co and Project Co’s financiers. The agreement will also govern the security arrangements between the parties and will ensure that the delivery of the services and the State’s step-in rights are protected at all times.

Builder Direct Agreement This agreement will govern the relationship between the State, Project Co and the builder and give the State various step-in rights should Project Co default under its contract with the builder.

Services Provider Direct Agreement This agreement will govern the relationship between the State, Project Co and the relevant provider of services and give the State various step-in rights should Project Co default under its contract with that provider of services.

Independent Reviewer Agreement This agreement governs the relationship between the State, Project Co and the Independent Reviewer. The Independent Reviewer will be engaged as an independent expert experienced in the design and construction of works, and in carrying out other ancillary services in relation to this Project.

State Deed of Charge Under the State Deed of Charge, the Project Co grants a fixed and floating charge over all of its assets and undertakings for the benefit of the State. This ensures that any liabilities, Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [24]

financial or other, owed by the Project Co to the State in connection with the Project rank as secured liabilities. The State is protected against all subsequent charges (relationships with the Project Co financiers are regulated by the Financier Direct Agreement) and facilitates step-in rights.

3.7 Commercial principles In developing the proposed commercial principles for the different elements of the Project, the State will seek to maximise VFM and optimise the role of the private sector, to allocate risk appropriately and to maximise the flexibility for Respondents to produce innovative design and construction techniques, maintenance practices and commercial solutions.

The commercial principles to be adopted for the Project will (subject to Section 1.4.1) be broadly consistent with the National PPP Guidelines Volumes 3: Commercial Principles for Social Infrastructure and the Partnerships Victoria Requirements – Annexure Commercial Principles.

3.7.1 Key commercial terms The key commercial terms that will be applicable to the Project structure are set out in the table below: Table 4: Key commercial terms Issue

Principle and approach

State

Project Co

General issues Reinstatement and repair Insurance

End of Term issues Force Majeure

Change in Law

Project Period Performance Security Taxation

Project Co is responsible for repairing and reinstating any loss or damage to the site, the works or the facility.

Project Co must obtain and maintain appropriate insurance cover for a building such as the Parkville CCC. The State may specify minimum insurance types and amounts.

Construction phase insurance cost risk will be borne by Project Co. The State will share, within agreed thresholds, any insurance cost increases for certain categories of operational insurance.

At the end of the contract term, Project Co will be required to hand back the infrastructure to the State in not less than the specified condition for nil consideration.

Project Co's performance obligations will be suspended for the duration of a Force Majeure Event.

Project Co will bear the financial risk of a Force Majeure Event (including delay costs). However, payments will not be reduced below that required to service minimum debt obligations.

The State will bear the time and cost risks associated with a Project-specific change in law.

The State and Project Co will share the time and cost risk associated with a general change in law.

Has yet to be finalised by the State and will be advised in the RFP Project Co will be required to procure appropriate performance security during both the construction and operating phases Project Co will take all taxation risks with respect to its participation in the Project

   



 



 



 

Site Site Conditions Environmental

Native Title/Cultural Heritage

Project Co will accept overall responsibility for Site conditions.

The risk of any identified pre-existing contamination within the Site will be the responsibility of Project Co. The State will share in the costs of action required to be undertaken by Project Co in relation to any pre-existing contaminant that was not identified in the Site conditions reports or through the Respondent’s own investigations.

The State will assume responsibility for native title and provide relief in relation to discovery of artefacts.

 





Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [25]



Issue

Principle and approach

State

Project Co

Design, Construction and Commissioning Planning and other approvals

Design Construction and Commissioning

Relief for construction delays

The State will secure the planning scheme framework approval to enable the use of the Site for the purposes of the Project.

Project Co is responsible for developing appropriate submissions, obtaining and complying with all other approvals and any conditions on the planning approval as it relates to the Project.

Project Co is responsible for designing the facility to achieve the output specifications.

Project Co is responsible for construction and commissioning of the facility within the required time period to deliver the output specifications. Delay in completion will result in a reduced payment period and potentially liquidated damages.

No relief will be given to Project Co for delays, the occurrence or effects of which are within Project Co’s control. Delays caused by the actions of the State will result in relief being provided to Project Co.













Payments, Operations and Maintenance Payment and performance Maintenance and refurbishment Performance monitoring and review Fit for the intended purpose Intervening events during the operational phase Flexibility to change

Payments will be made upon the delivery of the required services. Sub-standard performance or non-availability will result in reduced (or nil) payments (via deductions).

Project Co must maintain and refurbish the facility as necessary to ensure it delivers the required services to specification.

Project Co will be required to monitor its performance against the specifications.

Project Co must ensure that the facilities remain fit for the intended purpose from commissioning through to the expiry of the term.

Project Co will receive relief for failure to deliver the required services in certain circumstances where caused by the State.

The facilities will be designed in such a way as to allow for future expansion.













The Project period has yet to be finalised by the State and will be advised in the RFP.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [26]



3.7.2 Modifications It is expected that there will be a number of State initiated modifications to the new Parkville CCC during the Project. It is therefore important to have appropriate relationships, principles and mechanisms in place to deal with these modifications.

In particular, the State requires an approach for dealing with State initiated modifications that: ›

provides a clear process and is practical and simple to apply

›

ensures transparency as to composition and costing of modifications

›

produces competitive/value for money pricing

›

gives the State flexibility as to how modifications are procured and paid for

›

deals with minor modifications efficiently, and

›

facilitates timely outcomes and minimises the potential for disputes between the parties.

Respondents are required to set out their proposed approach to modifications as part of their Proposals.

3.7.3 Future Expansion The State requires the facilities to be scalable to allow for future expansion. This is expected to be a key feature of designs and it will be necessary that future expansion can be accommodated in such a way as to minimise the impact on the facilities and services and which represents value for money to the State. It is likely that any future expansion will be instructed as a Modification.

3.8 Whole of life and partnering approach The State wishes to encourage extensive involvement by the service provider (the provider of the facilities management and ongoing maintenance services) in the design and construction of the new Parkville CCC, with a view to minimising whole of life costs as well as driving operational and service efficiencies. Respondents are required to demonstrate in their Proposal how they will foster this approach within their Consortium, in the knowledge that demonstration of the benefits from this collaboration will be required as part of the RFP Responses.

In addition, the State places importance on the proposed management and structure of Project Co and its approach to active involvement in the management of the Project, including its interaction with the State and the Project Partners throughout the Project, as well as its long-term commitment.

3.9 Financing The State is keen to ensure that the financing delivered as part of the Project is efficient and represents value for money. Respondents are required to indicate their proposed approach to procuring finance and how they will respond to financial market conditions and achieve financing which provides the State with both short term and long term certainty and value for money.

As outlined in Section 3.1, the State is yet to finalise the proposed commercial and financial structure with respect to the North Side works and is seeking feedback from Respondents with respect to the financial arrangements and most suitable payment mechanism.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [27]

4. Procurement approach 4.1 National PPP Guidelines and Partnerships Victoria The State intends to procure the Project as a Public Private Partnership (PPP) and will do so under the Partnerships Victoria framework. This overarching framework requires compliance with both: ›

the National PPP Guidelines, and

›

any Victorian-specific requirements outlined in the Partnerships Victoria requirements.

The National PPP Guidelines are consistent with current Victorian practice, with the exception of the Discount Rate Methodology as discussed further in Section 4.4.

Details of the National PPP Guidelines and the Partnerships Victoria requirements are available at: http://www.infrastructureaustralia.gov.au and www.partnerships.vic.gov.au respectively.

The State reserves the right to revert to public sector delivery of the Project if the responses received through this Tender Process do not offer value for money when compared with various policy benchmarks, including the Public Sector Comparator (PSC), and any other necessary considerations.

Subject to the ‘Important Notice’ and RFP Responses satisfying policy benchmarks, and demonstration by Respondents of an ability to effectively facilitate the achievement of the Project Vision and Objectives, the State is committed to progressing the Project pursuant to the Partnerships Victoria framework.

4.2 Tender Process Key features of the Partnerships Victoria framework in the context of the Project include: ›

Core services are retained by the State: in the context of this Project, this means that delivery of clinical services will continue to be the responsibility of the State.

›

Value for money: demonstration of private sector delivery of services on a value for money basis.

›

Satisfaction of the public interest test: the State needs to be satisfied that Proposals demonstrate an ability to meet the public interest test.

›

Output focused service standards: the State will make payments to the Project Co on the basis of a set of service standards, with full payment being subject to satisfactory achievement of those service standards, and

›

Optimal risk allocation.

The Tender Process for the Project will involve the following phases:

4.2.1 Phase 1: EOI Phase The issue of this Invitation for EOI represents the first stage of the Tender Process for the Project. Respondents will be assessed on the Evaluation Criteria contained in Section 5 for the purpose of short-listing Respondents to participate in the RFP Phase of the Tender Process.

The State does not require Proposals to incorporate designs or costings for the Project at the EOI Phase.

4.2.2 Phase 2: RFP Phase The second stage of the Tender Process will involve the release of a RFP to the Short Listed Respondents.

The RFP will require Short Listed Respondents to submit fully costed binding offers based on the requirements outlined in the RFP. To ensure that Short Listed Respondents have the opportunity to clarify the requirements of the RFP, the RFP Phase will include an interactive process. Shortlisted Respondents will have opportunities to meet with the State to discuss the development of their concepts and Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [28]

designs and seek clarification and feedback to better understand the requirements of the Project. These sessions will be coordinated in accordance with the National PPP Guidelines Volume 2: Practitioners’ Guide.

Based upon the responses received from the RFP Phase and following detailed evaluation of RFP Responses, a Preferred Proponent(s) may be selected to negotiate with the State for the provision of the Project.

4.2.3 Phase 3: Negotiation and Completion Phase While the State may select more than one Preferred Proponent with whom to commence negotiations, it is the State’s preference to shortlist only one Proponent for negotiations provided that to do so would not compromise VFM or probity principles. Further, it is the State’s preference, where possible, not to employ a Best and Final Offer (BAFO) or other extended procurement phase. In any event, only one Preferred Proponent will become the Project Co upon the successful conclusion of negotiations and execution of a set of contracts, including the Project Agreement.

If negotiations between the State and the Preferred Proponent do not result in the execution of the Project Agreement in accordance with the State’s expectations, the State reserves the right to proceed with an alternative Short Listed Respondent, or withdraw from the Project.

The State reserves the right, in its absolute discretion, to vary the above phases of the Tender Process. Determination of any such right shall include consultation with the Probity Practitioner.

Note on the impact of the Global Financial Crisis As a result of the impact of the deterioration in global financial conditions and its sustained impact on the debt and capital markets, the State will carefully consider whether any amendment to the procurement process is required in order to maximise competition for all aspects of the Project. The State’s strategy will be set out in the RFP.

4.3 Public Sector Comparator The State has developed and will further refine the PSC for the Reference Project. The PSC will be developed and utilised in accordance with the National PPP Guidelines and will be used to assist the State in determining whether the PPP procurement approach achieves VFM. The State intends to release a description of the Reference Project and financial information in respect of the “raw” PSC (i.e. the estimated cost of the Reference Project unadjusted for risk and underlying assumptions, e.g. the discount rate) to Short Listed Respondents.

4.4 Discount Rate Methodology The National PPP Guidelines Volume 5: Discount Rate Methodology Guidance will be used to develop a discount rate for the assessment of the PSC and bids. This approach requires the State to take account of the level of systematic risk. The National Discount Rate Methodology Guidance supersedes the Partnerships Victoria Discount Rate guidance. It is available at www.infrastructureaustralia.gov.au

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [29]

4.5 Procurement resources and advisers The Department of Health has appointed the following advisers: Table 5: Department of Health Advisers Role

Adviser

Financial and Commercial Adviser

Ernst & Young

Legal Adviser Probity Practitioner Communications

Minter Ellison Pitcher Partners Fenton Communications

Architectural Services - Design

TBA

Architectural Services – Health Planning

TBA

Quantity Surveyor

TBA

Engineering Services

TBA

FF&E

TBA

ICT

TBA

Facilities Management

TBA

4.6 Victorian Industry Participation Policy The Victorian Industry Participation Policy (VIPP) will apply to the Project with respect to local content issues. The policy requires a VIPP Plan to be submitted at the RFP Phase of the Tender Process.

In accordance with the VIPP, all Short Listed Respondents must have their VIPP Plans certified by the Industry Capability Network as part of their RFP Responses. The VIPP Plan will be assessed as part of the primary selection criteria of the tender.

Further details on the VIPP are available on DIIRD website www.diird.vic.gov.au/vipp

4.7 Terms and Conditions of Commonwealth funding The Commonwealth Department of Health and Ageing and the Victorian Department of Health have reached agreement on an Implementation Plan for the Parkville CCC Project to form one of the schedules to the National Partnership Agreement on Health Infrastructure. It is intended that the Implementation Plan will be signed prior to the end of 2009.

The draft Implementation Plan assigns full responsibility for the management and delivery of the Project to the State.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [30]

5. Evaluation of proposals 5.1 Evaluation methodology The State will evaluate all Proposals using the Evaluation criteria described below.

The Evaluation criteria are not listed in any specific order and may not be accorded equal weight. Weightings (if any) to be allocated to each of the Evaluation criteria will be determined by the State and used as part of the evaluation methodology.

5.2 Evaluation criteria Respondents are required to demonstrate their capabilities and understanding in respect of each of the Evaluation criteria set out below.

In addition to the criteria specified below, the State may apply other criteria and have regard to such other matters as, in the State’s absolute discretion, it considers relevant to the evaluation of Proposals and the delivery of the Project.

Table 6: Evaluation criteria

1

2

Delivery of project vision, objectives and understanding of key issues a.

The Respondent’s understanding of and proposed approach to supporting the State to deliver, the Project Vision and Objectives.

b.

The extent to which the Respondent understands the key issues, risks and opportunities for the Project and can propose (or demonstrate the capacity to propose) solutions.

Experience and capability a.

Relevant recent experience of the Respondent Members as applicable in relation to:

Design ›

the design of tertiary hospital facilities, biomedical research institutions and/or learning spaces

›

projects of a similar size and complexity

›

projects of acclaimed architectural and urban design quality as demonstrated through peer recognition

›

experience in design of leading edge ESD outcomes, and

›

projects utilising a PPP delivery model.

Construction ›

the construction and commissioning of tertiary hospital facilities, biomedical research institutions and/or learning spaces

›

projects of a similar size and complexity

›

experience in delivering leading edge ESD outcomes

›

construction of hospital facilities on an operating hospital site, and

›

projects utilising a PPP delivery model.

Facilities Management ›

the commissioning and facilities management of tertiary hospital facilities, biomedical research institutions and/or learning spaces

›

projects of a similar size and complexity

›

experience in delivering and sustaining ESD objectives, and

›

projects utilising a PPP delivery model.

b.

Relevant recent experience and capability of the Respondent and/or Respondent Members in working as an integrated team on significant projects.

c.

Relevant recent experience of the project sponsor in the delivery of PPP projects: ›

of a similar size and complexity, and

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [31]

› 3

4

5

incorporating tertiary hospital facilities, biomedical research institutions and/or learning spaces.

Project approach a.

Respondent’s capacity to deliver innovative approaches and to achieve value for money for each phase of the Project, focussing on the bid preparation, design development, construction and facilities management phases.

b.

Appropriateness to the Project of the proposed interaction among the design team, the builder and the service provider during the bid development and design development process to ensure that a whole of life approach is taken to designing and constructing the new facilities.

c.

Appropriateness to the Project of the proposed role, scope and extent of the services sought from the design team throughout project delivery through to commissioning of facilities, to ensure that design outcomes are fully realised.

d.

Demonstrated availability of the Respondent, and each Respondent Member, to successfully deliver the design, construction and service delivery roles within the required timeframe.

Commercial issues and risk management a.

Appropriateness to the Project of the contractual and commercial structure proposed by the Respondent.

b.

Appropriateness to the Project of the proposed risk allocation among Respondent Members.

Financial capacity and capability a.

Financial capacity of the Respondent and each Respondent Member in the context of the obligation and risks allocated to them.

b.

Capability and experience of the Respondent and Respondent Members in raising funding (debt and equity) for projects of a similar size and complexity.

c.

Appropriateness to the Project of the proposed strategies to achieve competitive funding outcomes and deliver certainty of funding.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [32]

6. Requirements for submissions 6.1 Submission requirements Respondents are to provide the information outlined in Appendix B as well as any additional information required by Appendix C and provide the relevant signed versions of Appendix D. Respondents should note that the State does not require Proposals to incorporate designs or costing for the Project at the EOI Phase.

6.2 Lodgment Details Respondent must forward one bound copy, one unbound copy and one electronic copy (on a CD-ROM, formatted to Microsoft Windows Office 2003) of the Proposal marked “Strictly Private and Confidential – Parkville Comprehensive Cancer Centre Project (EOI No. E0927)” to: The Tender Box Department of Health Basement Level (B1) Central Mail Room 50 Lonsdale Street Melbourne Vic 3000 The closing time for submission of Proposals is 2.00pm on 10 December 2009. The closing time of 2:00pm is defined as 2:00pm Australian Eastern Standard Time, or 2:00pm Australian Eastern Daylight Time, as determined by Telstra’s Recorded Time Service (Tel: 1194).

The State reserves its right, in its absolute discretion, to accept or reject any Proposal lodged after this time.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [33]

7. General terms and conditions 7.1 Communications All communications regarding this Invitation for EOI are to be directed to: Mr Tony Michele Project Director Parkville CCC Project Department of Health All communications to the Project Director are to be submitted via email to the following address: parkvilleccc@dhs.vic.gov.au Responses to any clarification questions in relation to the EOI may be provided to all persons who have registered their interest in the Project via the Government tenders website.

Where a Respondent is of the view that a clarification question is not of a general nature, but relates to proprietary aspects of a Respondent’s Proposal, the Respondent may identify that question as such. If the Project Director agrees that a question relates to proprietary aspects of the Respondent’s Proposal, the response will not be circulated to other Respondents. If however the Project Director is of the view that the question is not proprietary, the Project Director will advise the relevant Respondent, who will then have the option to withdraw the question. If the Respondent continues to request a response to that question, the question and the response will be circulated to all interested parties.

7.2 Clarification process The State may request written clarifications or conduct clarification meetings with Respondents as part of the EOI evaluation process. Respondents will be notified if they are required for clarification discussions and the nature of the clarifications being sought. The State reserves its right, in its absolute discretion, to enter into any discussions, or written communications with any Respondent to seek clarifications and obtain additional information to enable evaluation of a Proposal without undertaking similar discussion or written communications with any other Respondent.

7.3 Discussions with key stakeholders Potential Respondents must not contact State Participants and Project Partners to discuss any aspect of the Tender Process except as provided for in Section 7.1.

7.4 No Legal Relationship This Invitation for EOI is not an offer.

No legal or other obligation, other than as specified in the Confirmation Letter, will arise between the Respondent and DH, or any other of the State Participants until formal legal contracts have been entered into.

7.5 Confidentiality and proprietary information This Invitation for EOI is subject to copyright vested in the State. A Respondent may only copy, save electronically, or otherwise reproduce this Invitation for EOI for the purposes of preparing and submitting its Proposal.

A Proposal becomes the property of the State upon submission, and will not be returned to the Respondent.

The State will hold all Proposals in confidence so far as the law permits, although responses

by Respondents on commercial principles, risk management issues and the additional information sought in Appendix B may be taken into consideration by the State in the development of the Project Agreement for release with the RFP. Without limitation, each Respondent authorises the State to use and reproduce the whole or any portion of the Respondent’s Proposal for the purposes of evaluation. Any personal information collected as part of the Tender Process will be handled in accordance with the Information Privacy Act 2000 (Vic).

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [34]

Any intellectual property rights that may exist in a Proposal will remain the property of the Respondent. Any element of a Proposal considered to carry any intellectual property rights should be clearly identified by Respondents. Where the State, in its absolute discretion, determines that such elements are subject to such a right, then the State will treat that element as protected.

Lodged Proposals will, to the extent that they contain information that is not in the public domain, be held as Commercial-in-Confidence.

By lodging a Proposal, the Respondent licenses the State Participants to copy, adapt, modify, disclose or do anything else necessary in the State’s sole discretion, to all material (including that material which contains any intellectual property rights of the Respondent or any other person), contained in the Proposal, for the purposes of the Tender Process, evaluating and clarifying the Proposal and in relation to commercial principles, risk management issues and additional information provided under Appendix B, for the development of the Project Agreement.

7.6 Variations to this Invitation for EOI The State reserves the right, in its absolute discretion and at any stage, to cancel, add to, or amend the information, terms, procedures, evaluation process or protocols set out in this Invitation for EOI, without giving any reasons to any Respondent and without any liability to any Respondent Member of any third party (or any of their respective officers, employees, agents, affiliates or advisers). The State will however advise Respondents of any such action within a reasonable time.

7.7 Collusive tendering Respondent Members must not engage in any collusive tendering, anti-competitive conduct or any other similar conduct with any other Respondent or any other person in relation to the preparation or lodgement of a Proposal.

7.8 Related Parties The State requires Respondents to identify any Respondent Member that is a Related Party of a Respondent Member within another Consortium. Failure to do so may result in a Short Listed Respondent being disqualified as a Short Listed Respondent.

7.9 Probity A Respondent Member must not offer any incentive to, or otherwise attempt to, influence any of the persons who are either directly or indirectly involved in the evaluation of Proposals, or in the awarding of any subsequent contract. If the State determines that a Respondent Member has violated this condition, the Respondent may be disqualified from further consideration.

7.10 Probity Practitioner Pitcher Partners has been appointed as Probity Practitioner for the Tender Process including this Invitation for EOI Phase. The Probity Practitioner is directly accountable to DH. The role of the Probity Practitioner is to advise on and monitor the procedural integrity throughout all phases of the Project.

Respondents must immediately advise the Probity Practitioner (his contact details are set out below) of any concerns about the probity or integrity of the Tender Process, including the process of this EOI Phase, so that the matter may be considered and remedied where appropriate.

Respondents must set out the issue in question and how it impacts on the Respondent's interest, any relevant background information and the outcome they desire. Because any delay in notifying the Probity Practitioner may prejudice the rights of other Respondents, each Respondent agrees that unreasonable delay in notification of any concerns precludes the Respondent taking action, legal or otherwise, based on those concerns.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [35]

Probity Practitioner Geoff Walsh Pitcher Partners Level 19, 15 William Street Melbourne Vic 3000 Tel: +61 3 8610 5186

7.11 Change in circumstance Each Respondent must inform the State promptly in writing of any material change to any of the information contained in the Respondent’s Proposal, and of any material change in circumstance that may affect the truth, completeness or accuracy of any information provided in, or in connection with, the Proposal.

Once the State has selected Short Listed Respondents, any change to or addition to the Respondent Members (of a Short Listed Respondent) will require the written approval of the State if the Respondent is to remain as a Short Listed Respondent which may be given or withheld in the State’s absolute discretion.

7.12 Freedom of Information The Freedom of Information (FOI) Act applies to the information provided by Respondents in their Proposals. Respondents should note that the FOI Act allows members of the public rights of access to documents of the State and its agencies.

All or part of the information provided by Respondents may be disclosed to third parties if there is a requirement to do so under the provisions of the FOI Act. Any information that is commercially sensitive or confidential must be marked “commercial and confidential”. This special notation must not be used unless the information is genuinely confidential. Marking information as “commercial and confidential” will not necessarily prevent disclosure of the information in accordance with the FOI Act. Any decision to release information will be determined by the requirements of the FOI Act. Respondents will not be entitled to make any claim in relation to any actions taken in relation to, or under, the FOI Act.

7.13 Disclaimer The State has prepared this Invitation for EOI to give potential Respondents background information on the Project. The State Participants do not give any warranty, or make any representations, express or implied, as to the truth, completeness or accuracy of the information contained or referred to in this Invitation for EOI or any information which may be provided in connection with it.

The State expressly disclaims any and all liability relating to or resulting from the use of such information by any Respondent Member or other third party in the preparation of a Proposal.

7.14 Costs of preparation of proposals The State Participants will not, under any circumstances, be responsible for any costs or expenses incurred by any Respondent Member or any other third party (or any of their respective officers, employees, agents, affiliates or advisers) in the preparation and lodgement of a Proposal.

7.15 Evaluation process The State is not required, and does not intend, to release any details regarding the evaluation process. Respondents who are not short-listed to proceed to the RFP Phase of the Tender Process may make a formal request to the Project Director for a debrief.

7.16 Reliance on information By submitting a Proposal, the Respondent: ›

warrants to the State Participants that the information contained in its Proposal is true, accurate and complete as at the date on which it is lodged, and may be relied upon by the State in its selection of Short Listed Respondents, and

›

acknowledges that the State will rely on the above warranty and undertaking when evaluating the Proposal.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [36]

7.17 Conflict of interest Any Respondent with any actual or potential conflict of interest in relation to its potential involvement in the Project must declare that interest to the State as soon as it is identified, and whether it has been identified before or after its submission of its EOI response.

Please refer to the National PPP Guidelines Volume 2: Practitioners’ Guide for guidance on conflict of interest matters.

Where such potential or actual conflicts of interest arise after EOI submission, such notification shall be made in writing to the Project Director.

7.18 Probity checks By providing a Proposal, the Respondent, including its directors and key personnel, consent to probity checks being conducted prior to any evaluation being finalised. Such probity checks may include investigations into commercial structure, business and credit history, prior contract compliance and any criminal records or pending charges. They may also include interviews with any professional referees nominated and research into any relevant activity that is or might reasonably be expected to be the subject of criminal investigation.

The Respondent agrees if requested by the State to obtain such consents from individuals as are required by law to be obtained to such probity checks and criminal investigations.

7.19 Addenda The State may issue addenda to this Invitation for EOI to modify or clarify the Invitation for EOI in any manner and all such addenda shall become part of this Invitation for EOI.

7.20 Probity and Process Deed Short Listed Respondents will be required to enter into a probity and process deed. This deed will regulate the terms and conditions under which confidential information is disclosed to Short Listed Respondents, then to Respondent’s Member or Related Party Respondent Member depending on what term is used (if applicable), and will outline the probity requirements and process which will apply in respect of RFP Responses.

7.21 Other rights The State reserves the right, in its absolute discretion, at any time during the EOI Phase of the Tender Process to: ›

require additional information from a Respondent

›

perform security, probity and/or financial checks and procedures in relation to the Respondent, each Respondent Member and each party with an interest in the Respondent or a participation in the Proposal

›

terminate further participation in the Tender Process by any Respondent

›

change its requirements, including, at any stage, cancelling, adding to or amending the information, terms, procedures, evaluation process and protocols set out in the Invitation for EOI

›

change the structure or timing of the selection process or the basis on which Proposals are required, evaluated or accepted

›

change the basis on which Respondents may, or are required to, participate in the Tender Process

›

reject any or all Proposals at any time for any reason

›

reject or accept late Proposals

›

reject or accept non-conforming Proposals

›

record and transcribe the proceedings of any individual or industry briefing session with one or more Respondents and circulate that material as it thinks fit

›

publish the names of Respondents, Short Listed Respondents or the Preferred Proponent(s)

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [37]

›

change the identity of the State entity which will enter into the Project Agreement or be responsible for management and administration of the Invitation for EOI and evaluation of the Proposals

›

change the Project Scope

›

not proceed with the Project, and

›

revert to public sector delivery of the Project.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [38]

Appendix A: Additional information ›

The following information is available in the public domain and may assist Respondents.

›

National Public Private Partnership Policy and Guidelines; www.infrastructureaustralia.gov.au

›

Metropolitan Health Strategy (2003); www.health.vic.gov.au/metrohealthstrategy/strategy.pdf

›

Partnerships Victoria; www.partnerships.vic.gov.au

›

Growing Victoria Together (March 2005); www.growingvictoria.vic.gov.au

›

A Fairer Victoria; www.dpc.vic.gov.au/

›

Victoria: A Better state of health; http://www.health.vic.gov.au/archive/archive2008/betterstate/better-state-health.pdf

›

Victoria’s Cancer Action Plan; http://www.health.vic.gov.au/cancer/vcap.htm

›

Cancer Services Framework; http://www.health.vic.gov.au/cancer/framework.htm

›

Innovation: Victoria’s Future; http://www.business.vic.gov.au/busvicwr/_assets/main/lib60027/5039%20vis_web.pdf

›

Victorian Biotechnology Strategic Development Plan; http://www.business.vic.gov.au/busvicwr/_assets/main/lib60041/final%202007%20bsdp. pdf

›

Healthy Futures; http://www.business.vic.gov.au/busvicwr/_assets/main/lib60149/lifesci_web.pdf

›

Parkville Precinct Strategic Plan; http://www.health.vic.gov.au/parkvilleprecinct/index.htm

›

Melbourne 2030: Planning for sustainable growth; http://www.dse.vic.gov.au/melbourne2030online/

›

Victorian Transport Plan; http://www4.transport.vic.gov.au/vtp/

As noted in Section 1.4.4, the following confidential information is available to Respondents to assist in understanding the Project, subject to signing a disclaimer and confidentiality deed in a form satisfactory to the State for the documents that are not public. ›

Parkville Comprehensive Cancer Centre Background Information -

Section 1 - Context

-

Section 2 – Analysis of the problem and the opportunity

-

Section 3 – The solution

-

Section 4 – Project objectives and the investment logic

-

Section 5 – Stakeholder identification

›

Media releases relevant to the Parkville CCC Project

›

Parkville CCC Strategic Plan (updated September 2009)

›

Other Projects in the Parkville Precinct (updated September 2009)

›

Parkville CCC ICT Vision Statement

›

Parkville CCC ICT Guiding Principles

›

Parkville CCC Research Principles

›

Parkville CCC IJV – Objects and Functions

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [39]

Appendix B: Information to be provided by Respondents The following information is to be provided by each Respondent as part of its response to this Invitation for EOI. This information will be evaluated against the Evaluation Criteria set out in Section 5.

Respondents are requested to clearly associate their responses with the information requirements listed below.

Please note that all information requirements, unless otherwise specified, are targeted at the Respondent as a whole, rather than separately at Respondent Members.

Respondents are requested not to provide overly elaborate or lengthy proposals. Where specified below, Respondents should follow the maximum prescribed page limits. Where the Respondents wish to provide additional material in support of their Proposals, these materials should be provided as appendices to the Proposal.

Part A: Details of the Respondent The following information should be provided [no page limit]: a.

Details of the Respondent, and each Respondent Member, including -

Registered and trading names of entity

-

Address

-

Brief overview of entity’s scope of operations and structure, and

-

Proposed role and function of entity.

b.

Contact details (i.e. name, title, telephone, fax and email address) for the key representative of the Respondent that the State may consult with throughout the Tender Process.

c.

Disclosure of all Related Parties of a Respondent Member that may be a Respondent Member of another Respondent.

d.

Details of any areas in which the Respondent and its Respondent is currently incomplete and proposed approach and timing of obtaining the relevant expertise (including the identity of parties that will be considered for inclusion within the Respondent and its Respondent and the status of any current discussions with these parties).

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [40]

Part B: Information required against evaluation criteria 1

Delivery of project vision, objectives and understanding of key issues a.

b.

The Respondent’s understanding of, and proposed approach to supporting the State to deliver, the Project Vision and Objectives [20 pages]. ›

Outline your proposed approach to delivering, or assisting the State to deliver, the Project Vision and Objectives.

›

Identify what you believe each of the Project Partners is aiming to achieve within the Project.

The extent to which the Respondent understands the key issues, risks and opportunities for the Project and can propose (or demonstrate the capacity to propose) solutions [20 pages]. ›

2

Identify what you consider are the six most significant issues for the Project, why you consider these to be the significant issues and where appropriate provide details of the approach/solution you are likely to adopt for dealing with these issues. The Respondent is asked to focus on issues relevant to the Project Co. and for which it can impact on and support the State to achieve the Project Objectives (Note: For the avoidance of doubt, these issues are not expected to be ranked in any order of priority).

Experience and capability a.

Relevant recent experience of the Respondent Members as applicable in relation to: Design [10 pages] ›

the design of tertiary hospital facilities, biomedical research institutions and/or learning spaces

›

projects of a similar size and complexity

›

projects of acclaimed architectural and urban design quality as demonstrated through peer recognition

›

experience in design of leading edge ESD outcomes, and

›

projects utilising a PPP delivery model.

Construction [10 pages] ›

the construction and commissioning of tertiary hospital facilities, biomedical research institutions and/or learning spaces

›

projects of a similar size and complexity

›

experience in delivering leading edge ESD outcomes

›

construction of hospital facilities on an operating hospital site, and

›

projects utilising a PPP delivery model.

Facilities Management [10 pages] ›

the commissioning and facilities management of tertiary hospital facilities, biomedical research institutions and/or learning spaces

›

projects of a similar size and complexity

›

experience in delivering and sustaining ESD objectives, and

›

projects utilising a PPP delivery model.

›

Provide details of relevant projects that demonstrate the experience and capability of each of the Respondent Members as applicable in the areas listed above. The State is seeking evidence of experience and capability in relevant and recent projects.

›

Details of projects should include: -

a brief description of the project, its size, location and the entities involved

-

contact details for a current client reference source for the project

-

scope of the role performed by the relevant Respondent Members involved in the project, and

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [41]

-

b.

Relevant recent experience and capability of the Respondent and/or Respondent Members in working together as an integrated team on significant projects [5 pages]. ›

c.

3

a brief description of how the project performed/is performing during design and construction and operational phases (including identification of any key issues/problems encountered) and lessons learned.

Provide details of previous experience of the Respondent Members working together as an integrated team.

Relevant recent experience of the project sponsor in the delivery of PPP projects [10 pages]: -

of a similar size and complexity, and

-

incorporating tertiary hospital facilities, biomedical research institutions and/or learning spaces.

›

Provide a summary of the project sponsor’s experience with PPP-style projects, noting the stage of development of each project.

›

Provide a description of the sponsor’s proposed degree of participation in the bid development process, design development process, and their proposed approach to participating in managing the construction and commissioning of new facilities.

›

Provide a description of the sponsor’s approach to building and maintaining relationships with the State and the service(s) providers during the operating phase.

›

Provide a description of the sponsor’s approach to managing the participation of any third party shareholders.

Project approach a.

b.

Respondent’s capacity to deliver innovative approaches and to achieve value for money for each phase of the Project, focussing on the bid preparation, design development, construction and facilities management phases [10 pages]. ›

Provide a description of the Respondent Members’ capability and experience of achieving innovation in design, construction, financing and facilities management from previous projects that are considered to have resulted in value for money.

›

Outline the opportunities in the Project that the Respondent has identified for innovation targeted at improving value for money and the Respondent’s strategy for realising them.

›

Outline the opportunities that the Respondent has identified for innovation targeted at improving the extent to which the State can achieve the Project Objectives, and the Respondent’s strategy for realising them. Where relevant, provide examples of innovative approaches used in the past that resulted in supporting achievement of project objectives.

›

Describe the proposed approach to modifications, in particular approaches which would facilitate the efficient handling of modifications during the design development process and approaches to ensuring that value for money outcomes are achieved.

Appropriateness to the Project of the proposed interaction amongst the design team, the builder and the service provider during the bid development and design development process to ensure that a whole of life approach is taken to designing and constructing the new facilities [10 pages]. ›

Describe the proposed role of the service provider in the bid development and design development processes.

›

Describe as applicable, the proposed contractual relationship or approach to managing interfaces, between the service provider and the builder, through the construction, commissioning and operation phases.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [42]

c.

d.

Appropriateness to the Project of the proposed role, scope and extent of the services sought from the design team throughout project delivery through to commissioning of facilities, to ensure that design outcomes are fully realised [10 pages]. ›

Describe the proposed role, scope and extent of services that the design team will provide during the design, construction and commissioning phases.

›

Identify proposed strategies or processes to be applied to this Project, other than the design team’s involvement addressed immediately above, to ensure that design outcomes are fully realised.

Demonstrated availability of the Respondent, and each Respondent Member, to successfully deliver the design, construction and service delivery roles within the required timeframe [5 pages]. ›

›

4

Provide details, including project name, client details, proposed delivery timeframe, current status and project value, of the Respondent’s and each Respondent Member’s: -

current workload, and

-

anticipated workload at the proposed time for delivery of this Project.

Confirm the capacity and commitment of the Respondent and each Respondent Member to deliver this Project, including that of their respective nominated key personnel.

Commercial issues and risk management a.

Appropriateness to the Project of the contractual and commercial structure proposed by the Respondent [10 pages, plus appendix for equity commitments]. ›

Outline the contractual and service delivery structures proposed by the Respondent for the Project.

›

Provide details and diagrams of the proposed ownership of the Respondent entity (both intermediate and ultimate) and the (proposed) equity contributions. The information required includes:

›

b.

-

a statement of intent from the proposed provider(s) of equity outlining their commitment to their investment

-

a statement of the principles on which the equity is invested, including consideration of the expected term of the proposed investment in the Respondent.

-

a description of the approach to managing the investment over its expected term

-

the role of the investor in the day to day management of the Project.

Outline (including providing diagrams) the commercial, contractual and service delivery structures proposed by the Respondent for this Project.

Appropriateness to the Project of the proposed risk allocation among Respondent Members [10 pages]. ›

Outline the proposed risk allocation of Project risks among the Respondent Members and a description of the approach proposed by each Respondent Member to manage the risks allocated to them.

›

Provide information on the performance support proposed by Respondent Members to mitigate the Respondent’s exposure to Project risks, including the form of support, the provider of it, the key terms on which it would level and type of any guarantees of parent support to be provided including any limitations on size or duration of support, and the remaining due diligence required by the provider.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [43]

5

Financial capacity and capability a.

b.

c.

Financial capacity of the Respondent and each Respondent Member in the context of the obligations and risks allocated to them [no page limit]. ›

Provide, for each Respondent Member the audited financial statements (or other equivalent financial information where financial statements are not available) which contains details of their detailing the financial performance over the past three reporting financial years. For the avoidance of doubt, this information requirement applies to the Respondent if it is currently a going concern, the sponsor(s), builder(s), and services providers. Where an entity is providing parent support be provided, the parent entity’s financial statements for the past three reporting years must be provided.

›

Financial statements may be provided in electronic format only.

›

In addition, provide details of any of the following: -

material regulatory or law enforcement agency investigations of the Respondent, any Respondent Member or any of their Related Parties

-

material instances of contract termination for cause against the Respondent or any Respondent Member

-

material current or pending litigation against the Respondent, any Respondent Member or their Related Parties or principals

-

liquidation or deregistration proceedings against the Respondent or any Respondent Member since the date of the last audited financial statements

-

material contingent liabilities of the Respondent or any Respondent Member

-

recent or imminent mergers/acquisitions (as can be notified)

-

any other event or factor that could have a material impact on the financial, and

-

changes in the capacity and standing of the Respondent or any Respondent Member since the date of the most recent financial statements, including any recent or imminent mergers/acquisitions.

Capability and experience of the Respondent and Respondent Members in raising funding (debt and equity) for projects of a similar size and complexity [10 pages]. ›

Outline the capability of the Respondent and Respondent Members to raise funding for PPP-style projects.

›

Provide examples of experience in raising funding on projects of similar size and complexity.

Appropriateness to the Project of the proposed strategies to achieve competitive funding outcomes and deliver certainty of funding [10 pages]. ›

Outline the proposed approach to sourcing debt and equity finance for the Respondent on the most favourable terms for the State including: -

summary of the state of financial markets as it is relevant to procuring financing for this Project

-

summary of the financing structures considered achievable and efficient for the Project

-

consideration of the need for any support from the State and to the extent it is applicable, the proposed approach to seeking support and integrating it into the approach to sourcing financing

-

description of the proposed approach to engaging with debt providers, obtaining commitments to invest in the Respondent, including progress to date with obtaining such commitments, and

-

description of the proposed approach to engaging with equity providers, obtaining commitments to invest in the Respondent, including progress to date with obtaining such commitments.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [44]

Part C: Additional information [no page limit] The information requested below will not form part of the evaluation of Proposals. However, Respondents are requested to provide feedback on the following: ›

Provide feedback on the proposed timetable, in particular the period the Respondent requires to develop a response to the RFP.

›

Previous State hospital projects have had a 25 year operating period. Provide any comments in relation to the merit of considering a different term.

›

Comment whether the State would achieve better value for money if the State funds the North Side component of the project via (a) progress payments during the construction phase, (b) completion payment at the end of construction or (c) the payment mechanism during the operating phase.

›

Provide views on what interface you would like to have with the State during the tender process, including frequency, timing, level of interaction and content of workshops during the RFP Phase. Detail any improvements (or areas for improvement) that you consider might be made from processes adopted in previous State projects.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [45]

Appendix C: Related Party Probity Principles Please refer to the National PPP Conflict of Interest guidance material available at www.infrastructureaustralia.gov.au Related Party Respondent Members ›

Respondents are to identify in their Proposal any Respondent Member that is a Related Party of any Respondent Member of any other Respondent.

›

All Respondent Members of each Respondent who may be a Related Party are also to be identified in the Proposal.

›

No person can be a Respondent Member of more than one Respondent.

›

All Respondent Members, executive managers and board members of the Related Party Respondent Member may be required to sign process and confidentiality agreements prior to issue of the RFP.

›

No confidential information about a Proposal is to be disclosed to a person unless the person is a Respondent Member or a member of the relevant holding company board subcommittee (see below for requirements for the board sub-committees) and has complied with these principles.

›

Each Related Party is to have all required measures in place to prevent access to confidential information by any person who is not a Respondent Member or a member of the relevant holding company board sub-committee.

›

Each Related Party will be required to enter into a process agreement satisfactory to the State. The process agreement will include detailed commitments from the Respondent to ensure compliance with these principles.

›

Participation in the Tender Process is conditional on receiving signed process and confidentiality agreements prior to the commencement of the RFP Phase. These agreements will be provided to Respondents when short-listed.

›

The State has the right to disqualify Respondents if a breach of the process or the agreements occurs at any time during the process and may result in the calling in of some or all of any bid bond (or other security). No compensation will be payable.

Holding Company of Related Respondent Members ›

If the Related Party's group policy requires approval of the Proposal at a holding company level (or other board level, eg. ultimate parent level), the holding company (or parent company as the case may be) must establish a board sub-committee for each Respondent, with authority to make final decisions.

›

Where a board sub-committee is required to be established, then the full Board cannot be shown any information of any individual Proposals.

›

No person can be a member of more than one board sub-committee.

›

All holding company board members (whether members of a board sub-committee or not) and executive managers may be required to sign process and confidentiality agreements.

›

Immediately prior to, and as a condition precedent to, contract execution, all holding company board members and executive managers must sign statutory declarations confirming compliance with obligations under any relevant process and confidentiality agreements.

›

The holding company is to have all required measures in place to prevent access to confidential information relating to one Proposal by any person who is not a Respondent Member or a member of the board sub-committee for the relevant Respondent.

›

The holding company is also subject to oversight by an additional independent probity practitioner appointed by the State. These probity practitioner costs will be met by the holding company.

›

The holding company will be required to enter into a process agreement satisfactory to the State. The process agreement will include detailed commitments from the holding company to ensure compliance with these principles.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [46]

›

Participation in the Tender Process is conditional on receiving signed process agreements and confidentiality agreements from the holding company prior to the commencement of the RFP Phase.

›

The State has the right to disqualify a Respondent if a breach of the process or the agreements by the holding company occurs at any time during the process and may result in the calling in of some or all of any bid bond (or other security). No compensation will be payable.

›

If the highest ranked Respondents include Related Parties, DH reserves the right to shortlist the highest ranked independent Respondent ahead of higher ranked Related Party Respondents.

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [47]

Appendix D: Confirmation letter [Respondent’s letterhead] [Date] Project Director Parkville Comprehensive Cancer Centre Project Department of Health 50 Lonsdale Street Melbourne Vic 3000 Dear Sir The Parkville Comprehensive Cancer Centre Project We refer to the Invitation for EOI for the Parkville Comprehensive Cancer Centre Project dated 11 November 2009 and attach a Proposal in response to the Invitation for EOI. We acknowledge that we have read and understood the Invitation for EOI and, in particular, the Important Notice and all the terms and conditions as set out in Section 7 of the Invitation for EOI. In consideration of DH agreeing to evaluate this Proposal: a.

we agree to be bound by the terms and conditions and give the warranties and acknowledgements set out in Section 7 of the Invitation for EOI

b.

we agree to accept and be bound by the Related Party Probity Principles (as set out in Appendix C of the Invitation for EOI) and understand that as a condition of shortlisting we will be required to enter into a Probity and Process Deed

c.

we agree that, if requested by the State, we will provide confirmation of commitment to the Proposal from each nominated participant or sub-contractor

d.

we agree that, in order to continue to participate in the Tender Process, we may need to provide a security in accordance with the State’s requirements as to amount and terms should one be required by the State

e.

we confirm for the purposes of the Important Notice, the State’s discretions (and disclaimer) set out in the notice, the basis on which costs will be borne and that we have not relied at all upon the information contained or referred to in the Important Notice included in the Invitation for EOI, and

f.

we severally indemnify (and keep indemnified) each State Participant against any loss, liability or claim incurred in connection with the Important Notice in the Invitation for EOI.

Words and expressions defined in the Invitation for EOI have the same meaning when used in this letter.

Yours faithfully [To be executed as a deed poll for and on behalf of each Respondent Member, as applicable]

Parkville Comprehensive Cancer Centre | Invitation for Expressions of Interest [48]