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

A common tool used to monitor KPIs during operations is a Quality Management Plan, which is developed by the Project Company and then reviewed by the Procuring Authority. This document sets out who will do the operations and maintenance work, how it will be inspected and how the findings will be reported by the Project Company back to the Procuring Authority. The PPP contract also typically sets out specific reporting requirements.

The Procuring Authority should rely on the Project Company's reporting to some extent but should also make itself comfortable that the performance data provided is accurate. A variety of methods are available for this, including user satisfaction surveys, spot checks and testing, inspections, and reviews of complaint logs and help desk records.

The key is to ensure that the level of detail, format and frequency of performance reporting contractually required and operationally requested from the Project Company is adequate for the Procuring Authority's needs, and can facilitate independent monitoring and verification. Sometimes the information provided (by the operations contractor through the Project Company) is deficient, and parties should be encouraged to meet and review this process.

For complex projects, the parties may also jointly appoint an independent consultant to assist with the performance monitoring during operations.

Compliance with some KPIs can be automatically generated by the software that controls the asset's operation. For example, some KPIs associated with delays on a rail project are automatically generated by the software that controls the operation of the rolling stock (times of arrivals and departure in all stations, speed, location of the rolling stock, etc.).