Stage 2 of this study requires an assessment of the potential merits of centrally collecting additional performance monitoring information and other data in order to inform future PPP performance evaluations and to provide recommendations on what data should be collected.
In assessing the options available to the Scottish Executive we have considered the following aspects of the issue:
• The extent to which it is possible and valuable to collect information at a central level for the different elements of the PPP structure. Our recommendation is that the Scottish Executive should have different approaches to the construction and operational phases of projects.
• The 'regulatory burden' that the provision of information will have on both authorities and contractors. As far as possible the Scottish Executive should use existing information and definitions consistent with those used in NAO surveys and other data collection exercises, such as that being carried out by PUK.
• Whether the information should be collected as part of regular returns submitted by authorities or contractors, or as one-off returns (e.g. at particular phases in the project).
• The availability of non-PPP comparators. One of the key constraints in drawing conclusions about PPPs in this and other studies is the lack of comparable data for non-PPP procurements.
• The quality of key performance data (e.g. KPIs) and cost information. Our judgement is that, for most operational PPPs (with the possible exceptions of prisons, roads and water) there is significant work required to establish a common set of performance indicators. This work needs to be completed before it makes sense to consider how and when to collect such data.
In this section, we provide our assessment and recommendations on these issues. Section 7.1 sets out our proposals in relation to procurement and construction data. Section 7.2 considers the more difficult area of post completion data.
As noted earlier in this document, the majority of research on PPPs to date has focused on the procurement and construction stages of the contracts. Whilst we believe that the Scottish Executive can and should put some effort into standardising the collection and management of this information, we do not regard it as the top priority. Our judgement is that the most valuable areas for further work are in the operational phase.