It is not uncommon for public-sector employees to regularly rotate their posts. Although this can be very beneficial for developing the breadth of the authorities' overall experience, it can severely limit the development of specialist knowledge. Infrastructure projects can be particularly hard hit by this approach because of the time they take to progress: project timelines can easily exceed a rotation. The level of procurement by some public authorities, however, may not merit a specialist team. In such circumstances the timing of rotations needs to be carefully considered.