As well as establishing institutions, the government needs to specify the structure for communication between the public implementing agency and the private party. This often requires relationships at different levels of both organizations-from the more senior levels (if dealing with emerging problems with the contract), through those primarily responsible for contract management, to the operational staff. For example:
• The 4Ps Guide to Contract Management for PFI and PPP Projects in the United Kingdom [#229, pages 11-13] describes the set-up recommended for municipal councils in the United Kingdom, which comprises a 'partnership board' at the most senior level, a 'contract management board', and an "operational management team" to deal with day to day management. The guide describes how often each would meet, and the types of issues they would deal with
• South Africa PPP Manual module on contract management [#219, pages 13-17] also describes a similar structure, setting out the focus and typical parties to communication at the strategic, business, and operational level.
Some governments formally establish the communication and relationship management arrangements in a contract administration manual, or plan. The 4Ps Guide [#229, pages 19-20] describes and provides suggested contents for an operational contract manual, which includes defining the governance structure and communication approach.
As important as the formal protocols is the nature of the relationship between the government agency and the private party. The United Kingdom Operational Taskforce note on project transition describes the importance of building good relations with the contractor [#232, pages 21-22]. The 4Ps Guide [#229, page 26] also describes the need for trust, while also setting boundaries and being ready to challenge. The guide emphasizes the need to avoid developing a 'cozy' relationship that could lead to opportunism.