- A potential risk for the public partner, in relying too heavily on external contractors and consultants, is that they may not adequately (or be requested to) transfer appropriate technical knowledge to public employees, nor do so in a timely way, which may result in the public partner paying high market rates for longer than necessary or being left unexpectedly to deal with skills-gaps if external providers should leave suddenly.
- The public partner can bolster its contract management capabilities by: developing better knowledge continuity between project phases; creating and maintaining a document library for corporate and commercial documents; applying the contract management / administration manual more effectively; improving succession planning and hand-over processes; and implementing and maintaining a detailed calendar of deliverables tool to support contract managers in managing concession deeds. On a wider scale, sharing of PPP information, knowledge and wisdom between public sector bodies would enhance public governance capability for PPP.