The life span of PPP projects is extensive and it is rare that the same staff and personnel will see the project through to the conclusion. Therefore, it is likely that the personnel involved in the management of the contract is going to change several times throughout the life cycle of the project, and the new staff will need some time to familiarize themselves with the details and the history of the project in order to successfully manage the PPP.
12.2.1. Planning for Succession
Planning for succession must be done at the time of writing the contract management manual. All the processes for transferring knowledge from staff exiting the project to new staff must be recorded. The government and private partner must ensure that, at any given time, the transfer of knowledge takes place and that lessons learned are logged, which will assist new staff in becoming familiar and gaining experience with the project.
Partnerships Victoria (2003) states that the need for a comprehensive succession plan is related to broader governmental objectives: supporting contract management as a recognized career path, and the career advancement of contract management personnel.
12.2.2. Implementing Succession Plans
There are several procedures that need to happen while implementing succession plans. The exit of old personnel needs to be accompanied by the transfer of a clear and documented history of the project, as well as a factual trail of all current issues and details to inform new personnel. Training for all new personnel with regard to the contract administration and the contract management manual is imperative to ensure that all the policies and procedures are clear and implemented in the same manner by the new personnel. In addition, a log of lessons learned needs to be kept and updated in order for new personnel to familiarize themselves with these potential hurdles.
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