Without appropriate support from line management, small concerns can develop unnecessarily into serious issues. Therefore appropriate concerns and / or problems should be escalated to decision-makers for evaluation and / or treatment. Supportive management may also be decisive for resolving difficulties (Pinto and Slevin 1987) and thereby avoiding disputes. From a public partner perspective, for example, senior management may decide to support additional resourcing including employing more staff or allocating more time to review and then report upon complex service delivery outcomes. See Table 6.5 for identified sub-issues and case study examples.
Table 6.5 Sub-issues Arising From Management Commitment and Support.
Sub-issues | Generic case study findings |
- Negotiated outcomes - Acquisition and allocation of additional resources
| - Operators given an opportunity to resolve operational lapses rather than the public partner applying abatements for all instances of under-performance to encourage a positive working relationship - All responsibilities and accountabilities of operators should be adequately defined under service delivery agreements (and service specifications) |