Relevant generic issues arising from this case study are:
- Change of consortium members / change to public partner's agency authority. The transfer of statutory obligations to other statutory bodies or government departments has the potential to expose the public partner to unintended risks including corporate memory loss due to staff changes during critical hand-over periods.
- Reputation damage. The government's reputation can be tarnished if project benefits are not fully realised and / or the deliverables fail to meet service user expectations. These types of outcomes can also adversely impact upon the general public's perceptions of whether VfM has been obtained.
- Contract management. VfM outcomes may not be achieved to their full potential unless service outputs are benchmarked against operational best practices. Service delivery performance should therefore be continuously monitored by the public partner. KPI regimes should be regularly reviewed to ensure relevancy.