10.4.1 From the evidence provided to the Inquiry, it is clear that in the period prior to the signing of the PPP1 Project Agreement, the Council recognised the need for appropriate procedural compliance and sought to act in accordance with the central guidance on PPP. However, it was also clear that the Council itself had few people within the organisation with significant knowledge and expertise in the delivery of major programmes of works undertaken through the PPP process.
10.4.2 This was the first time the Council had used the PPP methodology and perhaps explains why the organisational structure did not appear to have sufficient project experience and professional, technical or procurement skills in terms of the composition and resourcing of the project board and project team.
10.4.3 A project of this size and complexity would normally require a fully resourced, dedicated team on a full-time basis. Many of the inputs from the various essential skill sets across the Council were on a part-time basis, as most people were still required to undertake their normal day-to-day jobs. This deficit was helped by the recruitment of a professionally qualified project manager, who had been involved in the Glasgow Schools PPP project, but the Council was still extremely dependent on the input of external advisers.
10.4.4 Despite these limitations in expertise, resources and organisational arrangements, because of the combined and committed input of those involved, the programme for the new schools was delivered broadly on time, which, given these circumstances, was a considerable achievement.