Where appropriate, KPIs could be reviewed with proposed modifications (including costing) being agreed between public and private partners prior to the commencement of each contract year. From a public partner perspective, the need for change may arise, for example, over governance structure inadequacies e.g. weaknesses in risk management frameworks (which should be addressed as part of scheduled annual policy, framework and procedural reviews as stated in section 6.4.3), trend analysis findings e.g. patterns identified in failure event reports / output exception reports (reported monthly), service user complaints, audit findings, alterations to contractual agreements i.e. contract variations and / or from wider industry drivers e.g. an economic recession. Changes made should be relevant, measurable, repeatable and achievable. The rationale for modifying KPIs should also be fully documented to protect against corporate memory loss in case of unexpected staffing changes and to provide justification from government clients e.g. to Auditors-General as to why these decisions were taken.