Care should be taken by public partner decision-makers (e.g. the project director and human resources personnel) to clearly define new employee roles and responsibilities (which should be commensurate with current skill levels and experience) and in identifying resources that will assist with their professional development / assimilation into new working environments. After the first three months of employment (and as per six-month cycle thereafter), employees could be assessed on their competency and adherence to governance, probity and compliance frameworks. Shortfall plans and corresponding remedial action should be developed / undertaken to address areas of under-performance and non-compliance. Furthermore, all staff could be encouraged to keep 'lessons learnt' logs (updated weekly) that can potentially be shared with other employees and used by decision-makers, as appropriate, to guide future training programs (reviewed and co-ordinated every third month). It is anticipated that such activity could lead to the broadening of public sector knowledge particularly with regard to specialised roles and may assist in encouraging innovative behaviour to drive down costs and increase skill levels over the longer-term. Succession planning for key roles should become mandatory and be incorporated into business continuity plans (updated every six months) including the production of 'how to' documentation for using essential systems and processes, an agreed methodology for transferring knowledge to successor employees, periodic updates of hand-over packages (the frequency dependent upon role complexity) as well as conducting exit interviews (with relevant findings fed back into the employee development loop).