The following guidance outlines the key issues that should be considered monitoring the performance of a Project Company in relation to a PPP contract.

A. Ensure adequate resourcing is employed for performance monitoring activities

PPPs are typically based on the principle of self-monitoring by the Project Company and consequently there will be a large volume of regular reports to be submitted to the Procuring Authority to verify and approve. The reports need to be well understood and analysed, and data interpretation is resource intensive.

The Procuring Authority should scrutinise how well the Project Company’s self-monitoring is working and alter its internal procedures accordingly. Where the Procuring Authority is not satisfied with the quality of the service being provided by the Project Company, it may be appropriate to increase its own level of monitoring. Some PPP contracts also give the Procuring Authority the right to increase its monitoring at the cost of the Project Company.

The priority of the Procuring Authority is to ensure that the performance monitoring mechanisms are properly followed and that risk as allocated in the PPP contract remains with the Project Company.

The Procuring Authority may be required to sign off completion of works so operations can commence. This process is typically defined as the testing and commissioning phase and detailed in Section 3.1 (Transitions).

Once in operation, one of the primary obligations for the Procuring Authority, particularly in availability-based projects, is to pay the Project Company. Payment should not be delayed because the Procuring Authority does not have sufficient time to undertake its review of the Project Company’s monitoring reports.

Late payment can create substantial concerns for the Project Company, cashflow difficulties and anxiety on the part of operations contractors.

Example – Performance monitoring team in Spain

The Procuring Authority for the Zaragoza Tramway project in Spain had four dedicated staff responsible solely for performance monitoring. Other case studies showed that less staff was required but these cases typically relied more on consultants.

For more information, see the Zaragoza Tramway Case Study.

B. Utilise interim construction milestones to stay well-informed on the progress of the works

C. Be aware of and use the most efficient performance monitoring tools, including automated reporting

D. Use KPIs and payment mechanisms to ensure the Project Company is performing in accordance with the PPP contract, not as punitive measures

E. Assess the operational effectiveness of KPIs before operations commence or early in the operations phase, and on an ongoing basis

F. Clarify the intended application of KPIs that are perceived as being unclear or ambiguous with the Project Company

G. Closer performance monitoring will be required for risks that cannot be transferred to the private sector due to their inherent nature

H. Keep good records of performance data for use more broadly

Questions and Answers

View our list of previous questions and answers or submit a question to our PPP Contract Management team.