- Formal recognition of superior private partner performance. PF05 states that in addition to applying mechanisms for reducing negative behaviour e.g. abatement, public partner decision-makers should encourage positive behaviour in their partners through incentives that drive the "right performance" culture. An example of this type of behaviour is provided by PF03 and defined as where the private partner performs "above and beyond the call of duty"- by beating minimum response times for asset maintenance. Such behaviour fosters a stronger 'working together' culture between partners, and if consistently displayed by the private partner and sufficiently recognised by the public partner, this type of value add could be formally recorded e.g. in a performance register, and used as part of wider criteria for assessing future project tenders.
- Staff reward and recognition programs. Examples provided include:
o Flexible working conditions. PF08 emphasises the importance of flexible working conditions for retaining high calibre employees, in particular, the younger workforce. In addition to offering flexible working hours (many governments do already provide such conditions although not necessarily for high performing staff), decision-makers could give high achievers more control over how they plan and structure their work (PF08).
o Training and professional development. Training courses (PT14) and certifications may incentivise employees to perform better as formal recognition of skills can lead to enhanced career prospects and increased market value of recipients. Moreover, staff that do well could be given higher levels of exposure (PS03) such as the chance to engage professionally with senior operators (as appropriate) to further develop their capabilities (PT04).
o Financial incentives. PF08, RK06, PS03, PS04, PT10, PT13 and PT14 raise the subject of monetary reward for high performance. PT06 states that for government to obtain and then retain experienced and capable project directors, for example, remuneration ought to be competitive with that offered by the private sector. However, in practice, this may not be the case. Although talking more broadly about public sector contract management teams, PT11 observes that at an Australian state level, pay levels do vary significantly. This implies differences between jurisdictions as well as staff awards in different contract management environments within the same state. PS03 believes that remuneration levels could be boosted through overtime provision and other benefits such as travel allowance and subsidised parking.