- Monitor the financial strength of consortia. This treatment is often over and above contractual requirements that the private partner submit its annual audited accounts, etc to the public partner for review - this is about strategic evaluation of "financial health" i.e. sustainability of contract and the delivery of services through taking a "no surprises" i.e. proactive approach to contract management (RK07) (also see 'Regular discussion about future organisational direction with private partner' (treatment for 'Clear and open communication: Shared understanding')).
- Review and implement findings from service user experience surveys. RK10, PF08 and PF12 state that, in assessing VfM outcomes for Social Infrastructure projects, surveys should be utilised to assess the extent to which services are meeting the needs and expectations of users (i.e. by focussing on the quality of their experiences). This type of qualitative testing can also be useful for monitoring trends e.g. changes of attitude in service users where the data can be used as a justification for making adjustments to existing services (RK10 and PF08).
- Regular discussion about future organisational direction with private partner. See treatment for 'Clear and open communication: Shared understanding'.
- Document agreed project decisions for future reference. See 'Clear and open communication: Shared understanding / trust building').
- Review insurance policies (PF09). Some PPPs have shared operating phase insurances. Such policies should be regularly reviewed to reduce the risk of paying higher than necessary insurance premiums over the remainder of the operating term.
- - Performance audits (PF12). Within the context of performance monitoring and adjustment, this can relate to audits that are undertaken to assess the effectiveness of teams that oversee contract management (also see treatment for 'Availability and integrity of performance data and metrics: Integrity of performance data and metrics').