Conclusion 4

Major projects often last many years and it is inevitable that there will be a turnover of the staff involved. Indeed, in some instances, the expertise needed to progress a project will change as it develops, and it is important that this is reflected in the turnover of staff. However, this differs from the rapid rotation of staff between posts. It can be mitigated through ensuring a steady pipeline of replacements and good knowledge management but its impact will still be detrimental. The Government is evidently conscious of the issue of churn on its major projects and steps taken to reduce the turnover of project SROs are to be welcomed. However, churn is an issue throughout the Civil Service and not only at SRO level. There is also a need to consider what conflicts of interest can arise as a result of this churn. The Government is introducing measures to combat it. It is too early to tell whether these have been successful, and it is something our successor Committee could return to.