This Chapter has explored the presence of partnership, risk and performance management issues (that were identified in the previous two Chapters) in context of six Australian PPPs.
Generic issues identified for PPP partnership management are: management commitment and support, employee capability and expertise, clear and open communication and conflict management.
For PPP risk management, the generic issues identified are: implementation of operational transition plan, contract variation, change of consortium members / change to public partner's agency authority, contract termination, end of concession hand-over and reputation damage.
PPP performance management raises the following generic issues: contract monitoring systems modification, KPI modification, availability and integrity of performance data, contract management, and penalties and abatements.
Additional issues identified in the case studies include: implementation of operational transition plan, integrity of performance data, and contract monitoring systems modification.
The next Chapter explores the concept of a generic integrated PPP management model that embraces each of three management perspectives - partnership, risk and performance management. It will identify factors that may contribute to VfM realisation from each discipline and outline documentation that can be used as an evidential foundation for developing improvement plans. The key issues / sub-issues identified in the theory and case study chapters will be re-stated along with possible treatment actions.