Having determined the boundaries around its activity, the nature of its interfaces and reorganised resources as necessary, options around the type of contractor "intervention" in the DE&S need to be considered. These could include:
• relatively high level and thin external resourcing from outside, with a mandate to design and embed appropriate change within the reshaped Go-Co resource base and processes;
• establishment of critical information systems necessary for "best practice" management of the organisation;
• deeper resourcing in areas of critical weakness (e.g., risk management in larger projects);
• identification of opportunities to further focus activities in the Go-Co by outsourcing activities; and
• a combination of the above, probably in the sequence indicated.
Clearly, it will be necessary to ensure that any commercial participant in the Go-Co agreement has no vested interest in any of the projects being undertaken. In order to ensure that no conflicts of interest were introduced to the system, contractors would certainly have to be prevented from bidding for any equipment procurement or support project. Given that a contractor would require access to militarily sensitive information (as well as commercially sensitive information), the Go-Co partner would have to be chosen carefully and the selection process will have to include a number of specific controls.