National Communications Strategy

EUROPEAN UNION STRUCTURAL FUND

Public Private Partnership National Communications Strategy, 2002

This agreed Strategic document was prepared by the Central Policy Unit in consultation with other PPP Units and the Social Partners

PPP Contacts in the Social Partners:

Construction Industry Federation

Don OSullivan Tel: +353 (0)1 497 7487 Fax: +353 (0)1 496 6953 Email: dosullivan@cif.ie
Irish Business and Employers Confederation

Reg McCabe Tel: +353 (0)1 605 1579 Fax: +353 (0)1 638 1579 Email: reg.mccabe@ibec.ie
Irish Congress of Trade Unions

Liam Berney Tel: +353 (0)1 889 7777 Fax: +353 (0)1 887 2012 Email: liam.berney@ictu.ie

www.ppp.gov.ie

Contents:

Section A: Background, Principles and Objectives 1. Introduction 2. Background to Communications Strategy 3. Central PPP Policy Unit, Department of Finance 4. Principles of the Communications Strategy 5. Assumptions made in the preparation of the Communications Strategy 6. Key Objectives of Communications Strategy Section B: Implementation of Communications Strategy 1. Environment in which the Central PPP Policy Unit operates First as regards opportunities Secondly as regards communications challenges 2. Key Audiences 3. Key Messages of the Communications Strategy 4. Key actions to be undertaken as part of the Communications Strategy 5. Review of Communications Strategy Section C: Communication Strategies of Line Departments 1. Department of Transport a. Programme to manage the Departments responsibilities in relation to the promotion of the Governments PPP policy b. Programme to develop the Rail PPP policy c. Programme to monitor the implementation of Metro project (Phase 1) d. Programme to achieve highest standards in customer service (internal and external) 2. Department of Education and Science Project Initiation Procurement Process Construction Phase New Projects 3. Department of Environment and Local Government Introduction Key objectives of the Local Government Communications Strategy Local Government Communications Strategy : Implementation strategies and key actions

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Section A: Background, Principles and Objectives

1. Introduction In the Irish context, PPPs are defined as partnerships between public sector organisations and private sector investors/businesses with clear agreement on shared objectives for designing, operating, constructing and/or financing infrastructure which would otherwise have been provided via traditional procurement mechanisms. The contribution PPPs can make to the provision of public infrastructure includes: accelerated delivery of economic infrastructure priorities; increased level of funding available for investment; transfer of risks to the private sector; exchange of skills between public and private sectors; and value for money to the Exchequer in terms of efficiency, effectiveness and economy. At the outset, the Government adopted a pilot project approach to the PPP process, agreeing a list of projects involving capital expenditure of about 762m (IR600m). This provided the basis for a significant PPP element in the Infrastructural (roads, transport, environment) and Human Resource (education) aspects of the National Development Plan 2000-2006. In keeping with the priority it accords to the timely delivery of infrastructure and the use of PPPs, the Government established a Cabinet Committee on Infrastructural Development including PPPs. Following the General Election in May 2002 the Cabinet Committee has been reconstructed as the Cabinet Committee on Housing, Infrastructure and PPPs. The Committee will continue to meet on a regular basis to monitor the implementation of major infrastructure projects and to address any issues that arise. The PPP process is now being widened and deepened. The feasibility of adopting a PPP approach in the Health and Justice areas is being examined.

2. Background to Communications Strategy The Programme for Prosperity and Fairness (PPF) reaffirms the commitment of the social partners to PPPs in line with the conclusions of the National Economic and Social Council that PPPs embody significant potential for achieving accelerated delivery of strategic national infrastructure and quality public services on a long-term value for money basis for the Exchequer. The PPF called for the development of a framework agreed with the social partners to assess the appropriateness of PPPs for infrastructure projects and to guide their implementation. The Framework for Public Private Partnerships, which was formally launched by the Minister for Finance on 1 November 2001, confirms the commitment of the social partners to the development of public private partnerships in Ireland. It provides for the assessment of the appropriateness of PPPs for infrastructure projects, and is designed to guide their implementation, taking into account wider economic, social and environmental objectives. Part 8 of the Framework states that A PPP communications and awareness strategy, led by the PPP Unit in the Department of Finance, will be directed at key stakeholders, officials of the public service procuring agencies, employees in sectors where PPPs will be developed and the general public. developed by the IAG It will continue to be (Informal Advisory Group), in cooperation with other

departments and agencies and collaboratively with the social partners. This Communications Strategy will stand alongside the Framework for PPP Awareness and Training published in December 2000 which deals with formal training courses and programmes.

3. Central PPP Policy Unit, Department of Finance A Central Policy Unit has been established in the Department of Finance and its role is to lead, drive and co-ordinate the implementation process across and in conjunction with the line Departments and other State authorities. In addition to the Central PPP Policy Unit in the Department of Finance, Units have been established in the Departments of: Environment and Local Government; Transport; and Education and Science. The National Roads Authority has appointed a PPP Manager with responsibility for the development of PPP projects in the roads programme. The Department of Health and Children have also established a PPP Unit.

These PPP Units are represented (together with other relevant Departments and Agencies) on the Interdepartmental PPP Group (IDG) set up to co-ordinate approaches in the public sector. The role of the IDG is to bring together key decision makers to ensure that there is coherence and consistency across the public service. They are also represented on the Public/Private Informal Advisory Group (IAG) which also includes representatives of the Social Partners - IBEC, CIF, ICTU and Forfs. The IAG provides a forum for the participation of the social partners in the development of the national PPP programme and the monitoring and review of the Framework for PPPs under the PPF. The overall mission of the Central PPP Policy Unit of the Department of Finance is: to promote Public Private Partnerships and to lead, drive and co-ordinate the implementation process across and in conjunction with the line Departments. From the initial stages of the mobilization of the PPP process to date, the Unit has been heavily involved in promoting the concept of PPPs and has worked closely with the line Departments in the development of suitable pilot projects. Now projects are coming onstream, the focus of the Unit is shifting to a policy orientation involving the development of central guidelines and a consultative and problem-solving function rather than a hands-on role.

The mission of the Unit places a strong emphasis on communications and consultation with other Departments and interests including input at seminars, assistance to public sector speakers, funding special events and the provision of training for public sector participants. This is of fundamental importance to the Communications Strategy and it gives rise to a number of principles, which will inform the Strategy. 4. Principles of the Communications Strategy The main principles under which the Communications Strategy will operate are communication between any two partners is a two-way process; in a situation where there are many partners and interests, effective communications will be multi-directional, with the Central PPP Policy Unit at the core; as set out in the Framework for Public Private Partnerships, the Communications Strategy will be formulated and implemented as far as possible in consultation with representatives of the various interests and through existing structures and agreements established under the PPF; its aim will be to address the information needs of those interests and parties; the Strategy will complement rather than duplicate the work of the sectoral PPP units; as far as possible the Strategy must coincide and be integrated with other relevant mechanisms, structures and processes eg. Departmental SMI strategies, NDP plans, press offices, EU seminars etc.; all publications, information packages, web site pages and presentations will be as far as possible in plain non-technical language and will be in clear large format script (following Government requirements and guidelines on facilitating access for people with a disability and visually impaired people); and

all seminars, conferences and presentations organised by the Central PPP Policy Unit will offer signing/interpretation where required and facilities for people with disabilities. 5. Assumptions made in the preparation of the Communications Strategy In preparing the National Communications Strategy, a number of factors have been taken as given. These are: communications will be a priority for the Central PPP Policy Unit; once agreed, the Communications Strategy will be implemented as appropriate in all PPP units and agencies; financial resources will be provided towards setting up/attending regional information events, for communications equipment, e.g. laptops, projectors, stands, promotional material, information packs and catering; training in communications will be available for staff and participants from the Social Partners; the Central PPP Policy Unit and Departmental Units will work closely and in cooperation to achieve the agreed objectives of the Strategy; the Central PPP Policy Unit will liaise with and will be advised and supported by the NDP Section, the Department of Finance Press Office, the GIS and the Social Partners; and while devising and agreeing the strategy will be the responsibility of the Policy/Communications Section, all staff of the Central PPP Policy Unit will participate and contribute to achieving the objectives.

6. Key Objectives of Communications Strategy The overall aim of the Communications Strategy is to achieve a profile for Public Private Partnerships as a procurement mechanism that can: improve the quality and availability of infrastructure priorities; allocate risk to the party best suited to bear it; provide Value for Money efficiency, effectiveness and economy; and promote innovation. Specifically, the key communications objectives are to: 1. develop a profile for Public Private Partnerships, both nationally (including regionally) and internationally to inform firms and stakeholders of the existence and possible applications of PPPs; educate participants and interested parties on the potential advantages and disadvantages of PPPs; promote best practice in the development and application of the PPP approach; and provide a resource for the general public, potential participants and interested parties to obtain information/clarify issues.

2.

3.

4.

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

Section B: Implementation of Communications Strategy

1. Environment in which the Central PPP Policy Unit Operates The Central PPP Policy Unit is operating in a changing environment which presents a number of opportunities and poses considerable communications challenges. The key features of the environment include: First as Regards Opportunities Economic and Social Developments one consequence of the exceptionally strong growth of the Irish economy over the past 10 years has been pressure on infrastructure. This in turn gave rise to a need for creative solutions to address our infrastructural needs rapidly and effectively. This generated a positive environment for Public Private Partnerships. Although recent economic developments indicate a slowdown in rates of growth from previous record levels, GDP growth is still expected to average 5% over the three years 2002 2004. GNP is expected to average 4%. Infrastructural issues will still have to be addressed. Indeed, pressures on expenditure reinforce the need for effective means of procuring capital investment and alternative financing models. Social Partners the Social Partners have made important commitments to Public Private Partnerships. These are contained in the NESC report and several national partnership agreements, most recently in Programme for Prosperity and Fairness. National Development Plan there is significant PPP potential in the Infrastructural and Human Resource strands of the plan for the period 2000-2006. Expertise the roll-out of pilot projects has facilitated the development of specialist expertise in the Central PPP Policy Unit and in the PPP Units of line Departments. Staff Resources the provision of additional staff resources to the Central PPP Policy Unit and the creation of new units (e.g. the Department of Health and Children) provides some scope for further development and underpinning of PPP arrangements.

(1)

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

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New Projects the further development of existing pilot projects and the emergence of new interest in projects in the Health and Justice areas provide new opportunities for the development of information, expertise and policy on PPPs. Legislation introduction of enabling legislation to ensure that State Departments and Bodies have power to enter into PPPs supports and enhances the opportunities for developing PPPs. It also provides an opportunity for increasing knowledge of PPPs through discussion and debate. Northern Ireland contacts with the PPP Units in Northern Ireland suggest the possibility of the development of firmer links and future co-operation. European Union The Commission of the EU is a strong proponent of the development of Public Private Partnerships. Funding is provided for certain activities under the Technical Assistance Programme. The European Investment Bank (EIB) is active in financing arrangements for approved projects. The EIB also has a considerable store of technical experience on major infrastructure which is available to its shareholders. UNECE PPP Alliance The United Nations Economic Commission for Europe agreed to create a Public-Private Partnership Alliance Programme in 2001. The Programme is a network of officials from national PPP Units and government ministries of various infrastructures together with the representatives of the leading enterprises in the field, with the central objective of creating a centre of excellence of best practices in the field of PPPs. The Programme has an immediate focus on communication, training and experience sharing and capacity building and project support.

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Secondly as Regards Communications Challenges There are a number of issues which pose particular challenges to the Communications Strategy. These include: Promoting the brand (including extending awareness of PPPs generally, providing a positive image of PPPs and countering negative publicity) the PPP concept is a relatively new one. It is not widely understood. Market research undertaken by Drury Research concluded that the majority of Irish people do not understand the term Public Private Partnership. When the term is explained further, many are still unsure whether such partnerships are a good idea or not. The research showed that 65% of respondents did not understand the term. There is also evidence that the concept may be misunderstood and misinterpreted. This was apparent from the 2001 Global Summit, where a meeting with protesters revealed that their objection was to the construction of roads (and in some cases to the tolling of roads) not to PPPs per se. Promoting Market Interest interest in Irelands PPP programme from national and international firms with suitable expertise is vital to ensuring a vibrant and competitive PPP process. This is particularly true of large projects. Recent international economic trends may have an adverse impact on market interest which will have to be addressed in the Communications Strategy. Ensuring adequate administrative structures PPPs are a new form of procurement involving complex legal and financial arrangements. They also have implications for staff. PPPs require the development of knowledge and expertise and place an administrative burden on all parties concerned. It will be necessary to ensure that adequate training and resources for those involved in implementing the Communications Strategy are provided.

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To date, the Central PPP Policy Unit has worked closely with the line Departments and offices/agencies in developing pilot projects. The increasing emphasis on policy development in the Unit will lead to a corresponding increase in the pressure on other Departments and the Public Expenditure Division of the Department of Finance to develop the capabilities to evaluate proposals and assess ongoing projects. Ensuring adequate resources the administrative burden involved and the range of issues to be addressed in the development of PPPs is of such magnitude that even with new PPP units, only key priorities can be addressed. Limits will also apply to the promotion and provision of information on PPPs - the availability of representatives of Government Departments and the Social Partners for information seminars and promotions will be constrained by other demands. Information dissemination the fact that the Central PPP Policy Unit and units in line Departments are located in Dublin will necessitate an outreach programme to disseminate information on PPPs including the tracking of projects. Consideration will be given to establishing mechanisms to support the transfer of ideas across sectors and projects and to collect feedback from public and private sector bodies. Promoting understanding of the issues a significant part of the information to be communicated about PPPs is technical and complex. There will be a balance to be struck between making the information accessible and oversimplification.

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2. Key Audiences

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

National
Government and Ministers Political Parties Public Sector Department of Finance Other Government Departments/Offices Local Authorities Health Boards and the Eastern Regional Health Authority State Bodies and Agencies Social Partners Business/Employers Unions Farm Bodies Community Platform Business Sector Chambers of Commerce Accountancy Bodies (Regulatory/Standards - ACCA etc.) Firms in Relevant Sectors European Union Commission EIB Other Member States Business Sector

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International States/Countries with PPP or PFI arrangements Business Sector UNECE PPP Alliance Media General news- TV, Radio, Print media Key influentials Opinion journalists Academics Specialist journals and periodicals - Business Supplements and Programmes

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3. Key Messages of the Communications Strategy

The messages to be conveyed in the Communications Strategy will depend on and be tailored to the audiences and interests involved. The overall key messages will include: Ireland is developing an extensive pilot Public Private Partnership Programme; The development of PPPs in Ireland is based on the principles of Social Partnership and must be consistent with the agreed Framework. The Social Partners have agreed to the development of pilot projects and are an integral part of the review and development process. Transfer of risk to the appropriate sector is an integral part of PPPs; The reward to the private sector will be commensurate with the level of risk taken; The cost of funds will have to be appropriate to the transfer of risk; Public Private Partnerships can take a number of forms; They are a form of procurement and as such they are subject to examination; A Business Case must be made for projects; Value for Money must be achieved; Because the PPP programme is being undertaken on a pilot basis, it involves an ongoing learning, evaluation and revision process; and PPPs are not a means of privatisation by the back door.

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4. Key actions to be undertaken as part of the Communications Strategy

The actions to be undertaken as part of the Communications Strategy follow from the Key Objectives and are set out below. Objective 1: Develop a profile for Public Private Partnerships, internationally, nationally and regionally to inform people of the existence and possible applications of PPPs. Strategy Develop and implement a promotional programme targeted at key audiences. This will involve: developing a strong and accurate identity for PPPs; organising national and regional information seminars; speaking, presenting and attending national and regional seminars/expositions/events; briefing top Departmental managements, Government and politicians on PPPs; tapping national and local media potential with both planned and reactive articles/speeches; and speaking, presenting and attending international seminars, expositions and events. Key Actions: develop and promote a brand for PPPs logo, stand, promotional material logo to be used on all projects. devise and undertake a series/campaign of nationwide seminars, involving the Social Partners and starting with a roll-out of the Framework; organise co-ordinated national and local press and publicity activity to support the campaigns;

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liaise with NDP, Press Office and Government Information Service (GIS) to ensure coverage of PPPs; organise briefings/presentations to MAC and relevant Dil Committees; organise an introductory Press Briefing on PPPs for relevant journalists; establish contacts with embassies, counterparts in PPP Units and with relevant firms, trade journals abroad; and develop contacts with agencies promoting Ireland abroad, participate in trade shows and undertake a series of high-level briefings. Objective 2: educate participants and interested parties on the potential advantages and disadvantages of PPPs. Strategy provide information, references and examples. This will involve: devising clear and easy to follow basic introductory notes/information packs on PPPs; sourcing appropriate examples and informing potential participants; and placing all notes on the PPP Website with links to other useful sources of information. Key Actions: liaise with other PPP Units and NDP Section to establish level and quality of information already available; draft and publish a series of introductory leaflets outlining the process and dealing with FAQs; place all publications and training information on website; and notify all parties when website has been revised and updated.

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Objective 3: promote best practice in the development and application of the PPP approach. Strategy identify best practice and provide information and guidance as appropriate and at varying levels of detail/complexity. This will involve: devising and publishing clear and easy to follow basic guidelines; devising and publishing more detailed procedural and policy guidelines for participants in the process; sourcing appropriate training and conferences and informing potential participants; and placing all introductory, training and guidance notes on the PPP Website. Key Actions: liaise with other PPP Units to identify key policy issues; appoint consultants to research policy/process issues; compile policy/process best practice guidance notes; clear policy/process best practice guidance notes through the PPP structures (IDG and IAG); finalise plans for provision of training; place all publications and training information on website; and notify all parties when website has been revised and updated.

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Objective 4: Provide a resource for the general public, potential participants and interested parties to obtain information/clarify issues. Strategy Redesign and develop the PPP Website and compile a range of information packs/briefing materials for dissemination. Key Actions: appoint design team to redesign website; provide interactive feature to enable timely response; place all publications and training information on website; publicise redesigned website with launch and flyers; and develop Communications Forum - establish channels for feedback and response from all relevant parties.

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5. Review of Communications Strategy

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

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Section C: Communication Strategies of Line Departments

1. Department of Transport
The Rail PPP Division of the Department of Transport has responsibility for examining and implementing, where appropriate, a PPP approach to the development of new rail infrastructure projects. The Division also has a role to play in considering the scope for PPPs in respect of projects in other sectors under the aegis of the Department. The Division recognises that effective communications is a critical success factor for the achievement of all the business goals which emanate from these broad roles. It shares the principles and objectives of the National PPP Communications Strategy and seeks to carry out its functions in a manner which is both consistent with and complementary to this Strategy. In 2001, the Division pursued a rigorous policy of stakeholder consultation and promotion of its PPP activities. Among the communication initiatives were: extensive stakeholder consultation on all stages of the Transport (Railway Infrastructure) Act 2001; A Market Consultation exercise, initiated in the Official Journal of the European Communities, in relation to the development of a Framework Policy for Rail PPPs; Participation in the IAG and the IDG forum for PPP, in several training courses and PPP conferences at home and abroad; Continuous open door policy to interested parties; and Publication of CDs, promotional literature and PPP page on Departments website. In 2002, it is intended that the principles and objectives of the National PPP Communications Strategy will continue to be translated into concrete activities. We consider that the best way of doing this is to integrate these principles and objectives into the Divisions Business Plan and the various work programmes which form part of that business plan, as follows:

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A. Programme to manage the Departments responsibilities in relation to the promotion of the Governments PPP policy The Division aims to foster knowledge and debate, within and outside the Department, regarding the scope for PPPs in all sectors under the Departments aegis, by: consulting with all relevant parties and interests; becoming a best-practice resource for the provision of high-quality and proactive information and advice on PPPs; and providing and facilitating opportunities for discussion about development of PPP policy and practices in the relevant sectors.

B. Programme to develop the Rail PPP policy Further to the publication of the Framework Policy for Rail PPP and to the launch of the procurement for Dublin Metro, the Division aims to maintain the currency and relevance of the policy by: promoting the policy to all stakeholders through continued participation in all relevant fora; ensuring appropriate adherence to the policy through effective two-way communications with the RPA during the Metro project development phase; and adapting and developing the policy in light of experience gained through implementation of the Metro project and communicated through consultation with the RPA and feedback from other stakeholders. C. Programme to monitor the implementation of Metro project (Phase 1) The participation of key Government stakeholders, including the Department of Finance, will be central to the success and timely implementation of the Metro project. The co-operation of the public is also a vital pre-requisite for success. It is intended that the transparency of the process will be maintained for these stakeholders through:

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participation of Government stakeholders on the Metro Monitoring Committee, to include representatives from the Departments of Transport, Finance (PED and PPP Units), and Environment & Local Government/DTO, the RPA and its various advisers; The establishment of relevant sub-groups of the committee, involving and developing a wider group of experts within the government stakeholder group, to develop parameters and guidelines on specific issues for the project, such as positions on costs, financing, affordability, route, risk transfer etc.; Continued use of existing fora (IAG, IDG, PTPF etc.) for presentation and consideration of key issues prior to Government decision, to ensure the competition is developed in accordance with Departmental and national PPP policies; and A timely and transparent public consultation process, which will input to decision-making on aspects of the project such as route alignment and help ensure public buy-in for the project. D. Programme to achieve highest standards in customer service (internal and external) The provision and dissemination of timely and appropriate information to all customers is an important component of the Departments Customer Service Policy. As part of the implementation of this policy, the Rail PPP Division recognise the range and spread of its customers in relation to the development of PPPs in the various sectors for which we are responsible. It is the aim of the Division to: Continue to explore new ways and media for reaching our customers in the optimum manner, and in particular, develop the use of technology for dissemination of information; Provide the highest quality response to the various forms of information queries dealt with by the Division, and continue to develop staff skills in this regard;

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Update and improve existing channels of information such as the website and promotional literature produced by the Division; and Continue to develop staff skills in areas vital to successful communications presentation skills, web-authoring, writing and desk-top publishing, database and information management, etc.

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2. Department of Education and Science

The Department of Education and Science PPP Unit communications strategy is project based and is directed at the stakeholders and potential stakeholders in PPP projects. Project Initiation Provision of Educational facilities through the PPP process is a major departure from traditional procurement methods and, as such, requires support from the stakeholders. In order to achieve this the Unit engages in dialogue with stakeholders from the earliest possible stage. When potential PPP projects, such as the Post-Primary School Bundle, were identified, the Boards of Trustees/Management and Vocational Education Committees were informed that their school is under consideration. The PPP Unit then met the Local School Management, not to sell the concept of PPPs, but to inform the stakeholders of the process and how the new school would be procured. In the case of the School Bundle, some took the opportunity to visit existing PPP school projects, for example, in Northern Ireland or the UK. During the early stages of the School Bundle project additional information meetings were held with the wider school community (the staff and interested parents). Following the appointment of the Preferred Bidder, further local information meetings were held.

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Procurement Process Once the Board of Management agrees to PPP procurement, the schools were included in the information flow regarding the procurement process. In the School Bundle project the local management were met on a regular basis by the Project Board to keep them up to date with developments In the Cork School of Music project, the Cork Institute of Technology (CIT) was directly represented on the Project Board. Similarly, in the National Maritime College project both CIT and the Irish Naval Service (INS) were represented on the Project Board. Construction Phase The School Bundle project is currently in the construction phase. The operators meet with the school principals on a regular basis to keep them informed on progress. It is intended that similar procedures will be adopted in respect of both the CSM and NMC projects. New Projects The strategy outlined above has served to involve the stakeholders in the PPP process, thus reducing possible points of friction. It is intended that a similar strategy will be adopted in any future educational projects.

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3. Department of Environment and Local Government

Introduction As the local government sector has a major role to play in the implementation of PPP programmes, a specific communications strategy is required to ensure that this sector is fully informed of developments in the PPP area and firmly engaged in the process. The strategy is targeted primarily at practitioners and potential project sponsors of PPP projects in the local government sector. Key objectives of the Local Government Communications Strategy The overall aim of the strategy is to provide a framework to support the implementation of PPP projects and programmes undertaken by local authorities. To this end the strategy seeks to : disseminate information, guidance and examples of best practice throughout the local government sector and provide local authorities with opportunities for sharing experiences, giving feedback and influencing the direction of policy; ensure that the local authorities are well equipped to promote PPP at local level, whether in the initial championing of potential projects or the active stakeholder consultation required when advancing projects. They must have sufficient knowledge and reference material to address concerns of stakeholders and the general public; and raise the profile of local government PPP activity at national level.

Local Government Communications Strategy:

Implementation strategies and key actions The Local Government Communications Strategy reflects the principles underpinning the National PPP Communications Strategy and seeks to deliver on each of the four key objectives of the national strategy in the following ways.

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Objective 1: Develop a profile for PPPs, internationally, nationally and regionally to inform people of the existence and possible implications of PPP. Strategy Communication of information on PPP activity in the local government sector through the national communications strategy and promotion of PPP among local government sponsors. Key Actions Providing input to national media and other information campaigns as required; Providing speakers on local government issues for conferences and seminars; Providing information on PPP for appropriate input to speeches by the Minister for the Environment and Local Government; and Providing briefings for senior management in local authorities to ensure that there is support for PPP and understanding of the issues at the highest level within the sector.

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Objective 2: Educate participants and interested parties in the potential advantages and disadvantages of PPP. Strategy Two-way communications process involving the dissemination of information to local authorities on a regular basis and providing opportunities for feedback on project experience and views on policy development. The aim is to ensure that local authorities are fully engaged in PPP development and provided with support and knowledge to undertake their responsibilities for stakeholder consultation at local level. Key Actions Putting in place appropriate structures which, while taking cognisance of existing liaison and training arrangements, add value to the process, without duplication of effort. This is likely to involve establishing a network of local authority officials engaged in PPP; and distributing a quarterly newsletter specifically for local government sector beginning in June 2002.

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Objective 3: Promote best practice in the development of the PPP approach. Strategy Develop guidance, standard documentation and technical material to assist local authorities in the implementation of PPP projects and programmes. Key Actions Producing further detailed guidance, technical advice and standard documentation; Support the development of guidance and training by other bodies at a sectoral level, e.g. the training programmes of the Water Services National Training Group, in order to assist local authorities in the management of PPP contracts; and Developing case studies of PPP experience and material for use in the assessment and management of future projects.

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Objective 4: Provide a resource for the general public, potential participants and interested parties to clarify issues. Strategy - Provide information on projects and latest developments for the national website and assist local authorities in their role in communicating a better understanding of PPP to the general public. Key Actions Provide good quality information on projects relevant to local government for the national PPP newsletter prepared by the Department of Finance; and Develop a central library of material on PPP in local government - research, statistics, and reports etc - in Ireland and internationally.

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Sectoral,

PPP Units

Courts Services: John Mahon Tel: +353 (0)1 888 6593 Fax: +353 (0)1 872 4063 Email: johnmahon@courts.ie Department of Environment and Local Government: Eddie Lewis Tel: +353 (0)1 888 2092 Fax: +353 (0)1 888 2107 Email: ppp-unit@environ.irlgov.ie Department of Education and Science: Dave Gordon Tel: 00353 (0)1 888 2353 Fax: 00353 (0)1 872 9293 Email: dave_gordon@education.gov.ie Department of Health: Dympna Butler Tel: 00353 (0)1 635 4136 Fax: 00353 (0)1 635 4373 Email: dympna_butler@health.irlgov.ie Department of Transport: Maurice Treacy Tel: 00353 (0)1 604 1032 Fax: 00353 (0)1 604 1272 Email: mauricetreacy@dpe.ie National Roads Authority: Gerry Murphy Tel: 00353 (0)1 660 2511 Fax: 00353 (0)1 668 0009 Email: gmurphy@nra.ie Rail Procurement Agency: Rory OConnor Tel: 00353 (0)1 646 3400 Email: rory.oconnor@rpa.ie

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Central PPP Unit,

Department of Finance

Head of PPP Unit: Eamonn Kearns Tel: +353 (0)1 639 6237 Email: eamonn_kearns@finance.gov.ie Head of Policy and Communications: Mary McKeon Tel: +353 (0)1 639 6271 Email: mary_mckeon@finance.gov.ie Communications Unit: Joyce Nolan Tel: +353 (0)1 639 6275 Email: joyce_nolan@finance.gov.ie HR Policy and Administration: Jim Deane Tel: +353 1 639 6221 Email: jim_deane@finance.gov.ie Development of Defence PPP: Tom Brace Tel: +353 (0)1 639 6216 Email: tom_brace@finance.gov.ie Programme Management & Technical Policy: Pat ONeill Tel: +353 (0)1 639 6227 Email: pat_oneill@finance.gov.ie Finance Policy: Cormac Gilhooly Tel: +353 (0)1 639 6220 Email: cormac_gilhooly@finance.gov.ie

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