Relevant generic issues arising from this case study are:
- Conflict management. Managing disputes can be costly and time consuming. They may manifest in project delays or unfulfilled project objectives. Types of issues that could give rise to the use of an independent expert (to resolve disputes without resorting to litigation) include conflicting priorities, human resourcing and interpretation of contractual provisions.
- Implementation of operational transition plan. Serious issues can arise during transition periods that were not envisaged during the project's procurement and delivery phases. The length of transition period may determine whether there is likely to be sufficient time for the private partner to manage such situations as well as giving the public partner enough time to deploy additional resources (if needed) to monitor these situations and adjust its contingency planning commitment.
- Contract variation. Force majeure events have the potential to critically impact upon the service provider's ability to perform its contractual obligations. Under such circumstances, governments may enact step-in powers and temporarily assume full or partial control of service provision.
- End of concession hand-over. Service delivery performance may falter during transfer of assets from consortia ownership to public partner control if hand-over packages are not effective. Difficulties that may arise during hand-over relate to asset monitoring (condition of assets) and the transfer of project documentation (e.g. operational knowledge).
- Contract management. In circumstances where operators are responsible for monitoring their own performance (through self-certification arrangements), service outputs should still be validated by the public partner to confirm delivery standards and compliance with policies, procedures and plans. The public partner also has a responsibility to complete and keep contract administration manuals up-to-date.