How performance-based are China's public-private partnership road projects? A KPI framework and scoring method

Purpose This study aims to develop a practical method for evaluating how Performance-Based Contracting (PBC) features are embedded in the design of Public-Private Partnership (PPP) road contracts in China. It addresses a gap in understanding how performance expectations are structured, specified, and enforced during contract formulation. Design/methodology/approach A qualitative document analysis was conducted using all 26 road PPP projects recorded in China's National PPP Project Information System. A unified three-tier Key Performance Indicator (KPI) framework was developed through iterative coding and consolidation of contract content. A structured scoring method was then created to evaluate contracts across three dimensions: breadth (coverage of performance domains), depth (granularity of indicators), and clarity and enforceability (precision and legal operability). The approach was applied to a representative case to demonstrate its practical utility. Findings The study presents two core outputs: a benchmark KPI framework and a conceptual scoring method aligned with PBC features. These tools enable systematic and transparent evaluation of how well PPP contracts articulate and support performance expectations. The case application illustrates how contractual provisions can be assessed for structural coverage, operational detail, and enforceability. Originality/value This paper contributes a replicable framework for diagnosing performance system design in infrastructure contracts. It advances the literature by translating PBC features into measurable contract features and provides practical tools for cross-project comparison, contract template improvement, and policy alignment. The approach supports more consistent integration of performance logic into PPP governance.