(ix) Some authorities provide little or no training on contract management and there appear to be significant shortcomings in authorities' current approach to managing PFI contracts. The OGC should introduce further guidance and training on the key principles of good contract management, on evaluating the value for money of PFI projects in progress, and on mechanisms for maintaining value for money. Drawing on illustrations from successful PFI projects, the OGC could show how to combine insistence by the authority on getting what it paid for with a partnership-based approach throughout a long-term deal.
(x) Familiarity with the project and how the contract is intended to operate are essential requirements for any staff engaged in managing PFI contracts. Staff continuity between the procurement and the subsequent management of the contract is desirable. Where this is not possible, there should be a gradual hand-over between the staff who negotiated the deal and those who will be responsible for post-contract management to ensure that there is continuity in the authority's knowledge and understanding of the project.
(xi) Public sector officials involved in developing and managing PFI projects need commercial awareness, and the Civil Service has taken steps to recruit staff from the private sector. Departments should consider whether such staff would benefit from training in the proper conduct of public business.