During the construction phase, the Procuring Authority's team reached 21 at the peak of the works, which was reduced to six as the construction phase came to an end. The Procuring Authority appointed one person to manage the PPP contract, with the authority and flexibility to recruit the internal and external Procuring Authority resources needed. As the Procuring Authority did not have substantial tunnelling experience, it relied on the expertise of the CEI consultant and the owner's representative.

At the start of operations, two full time staff members were appointed, and one was part time. Once the team became more familiar with the operations phase, the team was reduced to one full time employee and one part time employee. No structured PPP training was given to the Procuring Authority's contract management staff, however they gained relevant skills through "on the job" training.