15. There appears to often be a correlation between relationships shifting (with greater friction emerging) and changes in key personnel. A number of Public Authorities that had changed the lead person with responsibility for a PFI Contract often commented that their own previous management regimes had been too lax and too cordial, and that they had allowed good day to day relationships to obfuscate the performance picture. As they embarked on a more rigorous approach to contract management, this led to issues being discovered. It is not surprising that this type of tightening of contract management approach may come as a surprise or, indeed, a shock to the private sector, particularly if has been preceded by many years of cordial stability.
16. Similarly, changes in key private sector staff can have an impact on relationships. Examples shared with us on multiple occasions included the private sector suddenly taking a more rigorous approach to reimbursement for malicious damage or charging more for additional services or variations.