certification of and possession at each stage; and copies of any reports (such as independent engineer’s reports) required by the financiers. Template H: Service delivery phase reporting guidelines (Refer to Chapter 11 of the Partnerships Victoria Contract management guide for more information on internal reporting requirements.) This template provides guidance on content for a contract director’s regular reports to senior management during the service delivery phase. These reports should be developed in accordance with Appendix C. Regular reporting during each private party performance reporting and payment cycle The following table sets out suggested content for a contract director’s regular reports to senior management during each private party performance reporting and payment cycle. The contract director should adapt this content as appropriate for the specific project. Report section Guidance on content Background and approval Information on the purpose of the report and a summary of any approvals being requirements sought, including the timeframe in which any action is required. Project performance Summary information on the delivery of overall service outcomes from the project, focusing on whether the project is meeting the relevant need. Service delivery performance Summary information on the private party’s performance against the KPIs or service requirements during the relevant performance period. The information should be concise, yet sufficient for senior management to understand any material performance issues, particularly where there is a potential impact on payments or where substandard performance may contribute to future default triggers under the contract. A light’ system of colourcoding performance against the contractual targets ‘traffic can be a valuable visual tool for conveying performance information. Performance trends Information on trends in performance against the KPIs. The appropriate period over trend performance should be examined will depend upon the specifics of the project, and will be influenced by such factors as: how long the project has been in its service delivery stage; past performance; and emerging issues (for example, a significant recent increase in demand for the infrastructure may imply the need to focus on trends over the period since that increase). Risks borne by the government Information on managing risks allocated to the government party. party Information on any material new risks or material changes in the likelihood or potential consequences of any risks allocated to the government party.
certification of and possession at each stage; and copies of any reports (such as independent engineer’s reports) required by the financiers. Template H: Service delivery phase reporting guidelines (Refer to Chapter 11 of the Partnerships Victoria Contract management guide for more information on internal reporting requirements.) This template provides guidance on content for a contract director’s regular reports to senior management during the service delivery phase. These reports should be developed in accordance with Appendix C. Regular reporting during each private party performance reporting and payment cycle The following table sets out suggested content for a contract director’s regular reports to senior management during each private party performance reporting and payment cycle. The contract director should adapt this content as appropriate for the specific project. Report section Guidance on content Background and approval requirements Information on the purpose of the report and a summary of any approvals being sought, including the timeframe in which any action is required. Project performance Summary information on the delivery of overall service outcomes from the project, focusing on whether the project is meeting the relevant need. Service delivery performance Summary information on the private party’s performance against the KPIs or service requirements during the relevant performance period. The information should be concise, yet sufficient for senior management to understand any material performance issues, particularly where there is a potential impact on payments or where substandard performance may contribute to future default triggers under the contract. A ‘traffic light’ system of colourcoding performance against the contractual targets can be a valuable visual tool for conveying performance information. Performance trends Information on trends in performance against the KPIs. The appropriate period over trend performance should be examined will depend upon the specifics of the project, and will be influenced by such factors as: how long the project has been in its service delivery stage; past performance; and emerging issues (for example, a significant recent increase in demand for the infrastructure may imply the need to focus on trends over the period since that increase). Risks borne by the government party Information on managing risks allocated to the government party. Information on any material new risks or material changes in the likelihood or potential consequences of any risks allocated to the government party.