4.1 PPP transactions can raise some unfamiliar and complex issues. Although the project team will be able to deal with many of them, they will probably not have the breadth of expertise to address them all. Relevant guidance and advice from other public sector bodies can help to fill the skills gap. In addition, the NHSScotland body will be likely to require the assistance of some external advisers, although the intention is that as PPP becomes more widespread in the NHS, more of the expertise should come from within the service.
4.2 One of the main lessons to emerge from previous projects is that it is important to "know thy team" - only with a good understanding of the project team's strengths and weaknesses can Chief Executives and Project Directors make informed decisions about what additional expertise is required and at what stage. For example some NHS bodies will need more assistance with the evaluation of risks in the deal than others and so on.
4.3 The project leaders must decide how best to address any skills gaps. The first port of call is to look elsewhere within the NHSScotland body - for example, non-executive directors may have some skills and experience which can be of direct benefit or alternatively the NHSScotland body could buddy with another NHS Organisation who has been through it.