Despite the structured and sequenced format of the interview protocol, interviewees treated several areas as open topics, thus complicating the data analysis. To make the transcript data analysis manageable, the table formats of the structured questions / prompts for pilot study participants outlined in Tables 8.1 to 8.3 were used as a template so that the raw data from each interview transcript could be reorganised and excerpts placed into pre-defined categories and sub-categories for the partnership, risk and performance management disciplines.
NVivo 10 software was then used to conduct a thematic analysis of transcript data to identify important themes, using a hierarchical data coding process of 'parent' nodes (open codes); and 'child' nodes (axial codes). See Attachment H for the nodes created for each of the issues and sub-issues. This part of the process also involved screening data to determine what would later be subjected to more in-depth analysis. A similar process was used to categorise content relating to VfM.
Table 8.7 presents an overview of VfM categorisation and provides the basis for developing the main themes for this topic.
Table 8.7 Re-categorisation of NVivo Data: VfM Content.
| Node | Number of References |
|
| Different approaches for achieving VfM | 15 |
|
| Nature of PPP agreements | 6 |
|
| Performance VfM definition | 4 |
|
| Risk VfM definition | 5 |
|
| Partnership VfM definition | 4 |
|
| Full project lifecycle VfM definition | 24 |
|
| 7 |
| |
| Broader VfM considerations | 9 |
|
Corresponding tables for partnership, risk and performance management (Table 8.8 to Table 8.10) are outlined, below.
Table 8.8 Re-categorisation of NVivo Data: Partnership Management Content.
Parent Node | Child Nodes | Number of References |
Organisational culture |
Personalities and abilities Team working Motivation and incentives Organisational culture (general) |
7 7 29 27 |
Mgt commitment and support |
Mgt commitment and support (general) |
9 |
Employee capability and expertise |
Centralisation of contract management Oversight by Treasury - PPP units Consultancies Employee capability / expertise (general) |
12 18 12 33 |
Clear and open communication |
Clear and open communication (general) |
9 |
Relationship continuity |
Relationship continuity (general) |
12 |
Conflict management |
Values and beliefs Under-performance / non-performance Conflict management (general) |
14 4 7 |
Table 8.9 Re-categorisation of NVivo Data: Risk Management Content.
Parent Node | Child Nodes | Number of References |
Implementation of transition plan |
Implementation of transition plan (general) |
6 |
Contract variation |
Modification of existing services Re-allocation of risk Business continuity planning modification |
12 7 5 |
Consortium/agency authority |
Consortium/agency authority (general) |
13 |
Managed termination |
Service provider failure Voluntary termination Managed termination (general) |
3 5 9 |
End of concession hand-over |
End of concession hand-over (general) |
5 |
Reputation damage |
Confidentiality Reputation damage (general) |
9 20 |
Table 8.10 Re-categorisation of NVivo Data: Performance Management Content.
Parent Node | Child Nodes | Number of References |
Performance mgt systems modification |
System types Performance mgt systems (general) |
8 3 |
KPI modification |
KPI modification (general) |
13 |
Availability/integrity of data |
Availability/integrity of data (general) |
7 |
Performance monitoring and evaluation |
Performance evaluation Opportunity (risk) implementation |
20 8 |
Penalties and abatements |
Applying penalties and abatements Incentive revisions |
8 20 |
Thus, the Step 1 analysis configured the qualitative interview transcript data into the IMM framework, and facilitated the emergence of further sub-issues affecting the model and the potential for a second iteration of the IMM.