- Distillation and documentation of key commercial and project learning. RK06 states that the likelihood of government agencies being restructured over a 20-30 period is high (which, in turn, is likely to affect governance arrangements of agencies responsible for PPP contract oversight). Therefore, effective knowledge management (PT03, RK05 and RK06) e.g. commercial and project information, and succession planning practices, can mitigate the impact of disruption to the public partner's contract management function (also see 'Succession planning' (treatment for 'Employee capability and expertise: Subject matter knowledge and applicability').
- Probity checks. For new bidders that want to buy into a PPP consortium, probity checks will be undertaken by the public partner to ascertain whether company executives are of good faith / character as part of change of control processes (PT11). The requirement to undertake probity checks may also extend to consultancy firms and their employees who wish to tender for the delivery of bespoke services (PT14).
- Stakeholder management planning (RK07). These plans are developed to specify the level and type of engagement required with stakeholders.
- Communication planning (RK07). This relates to developing plans that identify the methods for how various audiences / stakeholders will be communicated with and outlines specific messaging with or between stakeholder groups.
- Issues management planning (RK07). This type of planning is used for controlling responses to issues as they arise for particular audiences. These are used to manage specific issues identified in stakeholder management or communication planning processes.