Management commitment and support is crucial for achieving successful outcomes (Harback et al in Chan et al 2004; Hope 2012). This includes commitment and support given by public partner decision-makers to their employees. This is important because it is senior management that controls additional resources e.g. finance, manpower (Cheng, Li and Love 2000), information and / or technology (Hope 2012) that may be needed to detect or address under-performance in the delivery of services. For the public partner, the contract director may support the contract management team by providing additional resources e.g. employing more staff or allocating more time to enable the team to review and then report upon complex service delivery outcomes. The findings from a study undertaken by Arthur Andersen and Enterprise LSE (2000: p.38) on VfM drivers in PFI echo the importance of management buy-in from a contract manager's point of view. Their research found that managers must make time and other resources available to ensure that the task of contract management is properly handled. Furthermore, it is claimed that supportive management may be decisive in resolving difficulties (Pinto and Slevin 1987) or disputes that could arise over, for example, the interpretation of contractual clauses, KPI wording or performance data that demonstrates whether performance targets have actually been met (conflict management is discussed as a theme in more detail, below).