Performance Metrics for Public–Private Partnerships (2021) / Chapter Skim
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3 MAP-21, the Moving Ahead for Progress in the 21st Century Act (P.L.
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4 Performance Metrics for Public–Private Partnerships in Chapter 4)
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Introduction 5 obligations on the part of the Concessionaire are a relatively dramatic departure for public agencies from the traditional public contracting models. For example, using alternative technical concepts (ATC)
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6 Performance Metrics for Public–Private Partnerships refine the discussion of P3 types with regard to classifications by risk transfer, payment method, and project scope (DeCorla-Souza 2013)
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Introduction 7 projects. As a result, P3 performance metrics must be completely clear and unambiguous to be effective.
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8 Performance Metrics for Public–Private Partnerships • Synthesizing agency P3 policies and procedures for P3 performance measurement • Presenting measurement and payment procedures for P3 post-construction services • Presenting enforcement measures • Presenting incentive/disincentive procedures The approach for collecting the necessary information to cover the scope included a review of the literature, a content analysis of agency P3 documentation, a survey of DOTs known to have P3 experience, and interviews of DOT and Concessionaires on six "typical" P3 projects. A simple, multiple choice, web-based questionnaire was developed and deployed to obtain information related to agency P3 procedures and the metrics used to measure P3 project performance.
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Introduction 9 The results of the questionnaire and follow-up questions are summarized in graphs and tables in Chapter 3 and provide a summary of the state of the practice for P3 performance measurement. Responses from the questionnaire, follow-up questions, and the literature search were used to identify six case examples to demonstrate the diversity of procedures, practices, and specifications for P3 performance metric approaches.
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