In order to develop a more detailed picture of stakeholder needs and their views on the relative merits of the proposal, development of the business case will require assessment of the results of stakeholder consultation. Generic information that will assist in this process includes:
• the nature of stakeholders
• the direction and magnitude of the impact the project will have on the stakeholder
• the type of impact (i.e. income gains, efficiency gains, transfers) including details of the distribution of the impact
• the timing of the impact
• differences between the impacts of individual Delivery Options.
It may be useful to summarise this information in the form of an "impact matrix".
An impact matrix is a mechanism for summarising the impact of a project on various stakeholders. While preparing an impact matrix will assist in identifying types of impacts, additional work is likely to be required to adequately define the magnitude of costs and benefits accruing to community stakeholders and potential measures to mitigate these impacts. Further guidance on preparing impact matrices can be found in Queensland Treasury's Public Benefit Test Guidelines.
"IMPACT MATRIX"- EXAMPLE | ||||||
| Stakeholder | Type of Impact | Timing | Traditional Delivery | PPP Delivery |
|
Community | Improved facility for delivery of service. | Following completion of construction. | Perceived safety of delivery. | Contractual safety of delivery. Increased likelihood of construction and commissioning on time. Improved expectation of maintenance and service delivery standards will be met. | ||
Line Agency | Budget Impact due to construction and maintenance of facility. | Dependent on delivery method. | Ability to apply capital surplus to initial construction cost. May have difficulty in funding maintenance, refit and upgrade during life cycle. | Ability to link ongoing service delivery including maintenance, upgrades etc to specified recurrent funding. | ||
Core Service | Improved ability to deliver core service through improved facility. | Upon | Service standards may deteriorate through inability to fund required ongoing maintenance, refit and upgrades through life cycle. | Ability to ensure service delivery standards are maintained at specified levels during whole of life. Designated process to add additional service requirements overtime through process agreed in initial contract. | ||
Private Sector Partners | Ability to undertake work on behalf of Government. | Dependent on Project Delivery Option. | Potential for involvement in design and construction. | Ability to form long term partnership. | ||