To improve current levels of public partner capability and expertise, leading to better VfM outcomes, it is recommended that:
1. Centrally managed, multi-agency online information repositories are implemented to broaden public employee knowledge. This could drive down costs and increase learning over the long-term, therefore reducing the need for public partners to rely on expensive external contractors and consultants across a number of PPPs;
2. The IMM should be customised and beta-tested on a live PPP project with an aim that public partner contract directors then adopt the model as a tool for developing operational improvement plans as part of the use of standard PPP operating policies, procedures and associated documentation in other projects;
3. A calendar of deliverables tool is developed and implemented to support junior public partner contract managers in managing tasks as specified under a PPP concession deed. This type of approach may be beneficial for mitigating some of the capability risks that the public partner faces; it can be used to build corporate, commercial and project knowledge; and be used to raise levels of accountability and performance of the public sector contract management team;
4. Public partner employees should keep 'lessons learnt' logs that can be shared with other staff and used by decision-makers, as appropriate, to guide future training programs. It is anticipated that such activity could lead to the broadening of public sector knowledge; and
5. Succession planning for key roles in public partner PPP governance teams should become mandatory and be incorporated into business continuity plans, including the production of 'how to' documentation for using essential systems and processes, an agreed methodology for transferring knowledge to successors and periodic updates of hand-over packages (if appropriate). Staff exit interviews should be conducted.
6. Although it is assumed that there is only a limited amount of scope for opportunity risk identification during the operating phase, the public and private partners should maintain an innovation register. This register could be updated with appropriate 'value adding' ideas being presented to public partner decision-makers for further consideration on a regular basis. The implementation of innovative ideas should be linked to incentive schemes to encourage better performance and / or improved VfM outcomes. For public partner employees, this could translate to improved career development opportunities, paid study assistance, flexible working arrangements, the opportunity to perform higher duties or promotion into more senior roles, depending on the extent of their involvement in the idea generation / implementation processes. Such incentives should also increase staff retention.