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Casual Articles - Public Private Partnerships: Partnerships Begin at Home
How many times have you looked around your office and cringed at all the piles of paperwork? You’re not alone, says Barbara Hemphill, author of “Taming the Paper Tiger at Work” and president of Hemphill Productivity Institute. People everywhere—especially top executives and entrepreneurs—are finding themselves bogged down by the clutter that’s taken over their desks.As a top dog, how can you ensure that your executives—and you—are doing everything possible to engineer a creative environment? Hemphill offers insights on how to clear the way for strategic thinking as well as how hiring and training your dream strategic assist
Whilst criteria such as financial returns are easily measured the impact of the current models of PPPs on the ability of governments to provide adequate infrastructure in twenty, thirty or forty years is less clear.
What is clear, however, is that for a government to enter into a programme of PPPs a high degree of partnering competency is required.
Partnering competencies include negotiation skills, risk management, procurement, contract management, pr
I was right with you the first several times I tried to “network” at a meeting or social situation. I either didn’t say anything about my business…big mistake. Or I felt like a traveling salesman. There is a BETTER way. Let me give you a few simple steps.JOIN ORGANIZATIONS YOU LOVEFirst, get a real feel for the organizations you attend. It might be Toastmasters, if you love to talk. It could be your professional organization (no leads there, you’re all in the same business). It could be a round table, networking club or business organization.I’ve gone as a guest or non-member to several different organi
Private Public Partnerships, or PPPs to those in the know or P3s to those even further in the know, are a topic of great interest to lovers of acronyms. Several different types exist which transfer different levels of risk to the private sector.
Traditional design and construction (TDC) is where private companies bid for a contract to design and construct an asset. A government controls the design and building process through the contract and owns the final asset.
Operation and maintenance contract (O&M) is where the operation of a government asset is carried out by a private company under contract. A government controls the operation of the asset by contract and continues to own the asset.
Lease, develop and operate (LDO) is where a private company leases a government asset and agrees under contract to invest in the asset, recovering the investment and a return on the investment in charges for use of the asset. A government controls the asset by way of contract and continues to own the asset.
Build, own and maintain (BOM) is where a private company builds and maintains an asset and a government leases the asset and operates it with public sector staff. A government does not own the asset and controls its operation by use of its staff, processes and policies.
Build, own, operate and transfer (BOOT) is where a private company finances, builds, operates and owns an asset for a set period after which the asset is transferred to government. A government eventually owns the asset and controls the asset through a contract.
Build, own and operate (BOO) is where a private company finances, builds, operates and owns an asset in perpetuity. A government controls the asset through regulation.
PPPs at the beginning of the above list have been in operation for over one hundred years and have been a success or failure dependent on the individuals involved in negotiating the contracts.
For the latter half of the list where the risk is transferred, in theory, mainly to the private sector, it is too early to tell whether they have been successful. Many of these contracts run for thirty years and more.
Whilst criteria such as financial returns are easily measured the impact of the current models of PPPs on the ability of governments to provide adequate infrastructure in twenty, thirty or forty years is less clear.
What is clear, however, is that for a government to enter into a programme of PPPs a high degree of partnering competency is required.
Partnering competencies include negotiation skills, risk management, procurement, contract management, pro
You have little money but you want to raise money for your local charity. So how about a well publicized auction?You will be benefiting from a whole pile of human emotions:* The public’s desire to give to good causes. * Local business need for cost effective advertising. * Local businesses wishing to be connected with good causes. * The public’s wish to purchase special items at good prices, whilst still being seen to be doing good. * Local media’s needs for good local interest copy.It is going to be some hard work for you, but if you are organized, polite and persistent you will do we
Operation and maintenance contract (O&M) is where the operation of a government asset is carried out by a private company under contract. A government controls the operation of the asset by contract and continues to own the asset.
Lease, develop and operate (LDO) is where a private company leases a government asset and agrees under contract to invest in the asset, recovering the investment and a return on the investment in charges for use of the asset. A government controls the asset by way of contract and continues to own the asset.
Build, own and maintain (BOM) is where a private company builds and maintains an asset and a government leases the asset and operates it with public sector staff. A government does not own the asset and controls its operation by use of its staff, processes and policies.
Build, own, operate and transfer (BOOT) is where a private company finances, builds, operates and owns an asset for a set period after which the asset is transferred to government. A government eventually owns the asset and controls the asset through a contract.
Build, own and operate (BOO) is where a private company finances, builds, operates and owns an asset in perpetuity. A government controls the asset through regulation.
PPPs at the beginning of the above list have been in operation for over one hundred years and have been a success or failure dependent on the individuals involved in negotiating the contracts.
For the latter half of the list where the risk is transferred, in theory, mainly to the private sector, it is too early to tell whether they have been successful. Many of these contracts run for thirty years and more.
Whilst criteria such as financial returns are easily measured the impact of the current models of PPPs on the ability of governments to provide adequate infrastructure in twenty, thirty or forty years is less clear.
What is clear, however, is that for a government to enter into a programme of PPPs a high degree of partnering competency is required.
Partnering competencies include negotiation skills, risk management, procurement, contract management, pr
If you’re a small press author, trying to get your book into brick and mortar stores can be one of the hardest tasks to accomplish. If you’re a POD author, chances are close to impossible unless you deal with independent local bookstores which usually are more flexible and open to helping local authors. But as a rule, big chain stores won’t stock a POD book, mainly because of lack of returnability and the poor (and mostly unfair) reputation of print on demand books.But, as I said, small independent bookstores are more open and flexible and more willing to take a small risk with a an unknown author. Though it is true that m
Build, own and maintain (BOM) is where a private company builds and maintains an asset and a government leases the asset and operates it with public sector staff. A government does not own the asset and controls its operation by use of its staff, processes and policies.
Build, own, operate and transfer (BOOT) is where a private company finances, builds, operates and owns an asset for a set period after which the asset is transferred to government. A government eventually owns the asset and controls the asset through a contract.
Build, own and operate (BOO) is where a private company finances, builds, operates and owns an asset in perpetuity. A government controls the asset through regulation.
PPPs at the beginning of the above list have been in operation for over one hundred years and have been a success or failure dependent on the individuals involved in negotiating the contracts.
For the latter half of the list where the risk is transferred, in theory, mainly to the private sector, it is too early to tell whether they have been successful. Many of these contracts run for thirty years and more.
Whilst criteria such as financial returns are easily measured the impact of the current models of PPPs on the ability of governments to provide adequate infrastructure in twenty, thirty or forty years is less clear.
What is clear, however, is that for a government to enter into a programme of PPPs a high degree of partnering competency is required.
Partnering competencies include negotiation skills, risk management, procurement, contract management, pr
I read an article recently about how many mainstream retail companies are using the standard 28 minute infomercial to more effectively target customers and sell their products.Now, I have to confess, I have never used an infomercial to market a Big Ticket product. But I have purchased many products after watching infomercials. The evidence is the Bowflex machine sitting upstairs in our spare room, the Tony Robbins CD sets on my shelf and the ProActiv solution my wife loves.By the way, if you want to see a great example of a BIG Ticket exercise machine, check out the ROM Time Machine at http://www.fastexercise
Build, own and operate (BOO) is where a private company finances, builds, operates and owns an asset in perpetuity. A government controls the asset through regulation.
PPPs at the beginning of the above list have been in operation for over one hundred years and have been a success or failure dependent on the individuals involved in negotiating the contracts.
For the latter half of the list where the risk is transferred, in theory, mainly to the private sector, it is too early to tell whether they have been successful. Many of these contracts run for thirty years and more.
Whilst criteria such as financial returns are easily measured the impact of the current models of PPPs on the ability of governments to provide adequate infrastructure in twenty, thirty or forty years is less clear.
What is clear, however, is that for a government to enter into a programme of PPPs a high degree of partnering competency is required.
Partnering competencies include negotiation skills, risk management, procurement, contract management, pr
The way to get more power (a.k.a. responsibility) in your career is to hand off those tasks that others can perform as effectively as you can, so you will gain the time and energy to concentrate on the more demanding and visible tasks that will enhance your career.If you want more power take five steps as quickly as possible:1.Take a hard look at your responsibilities; rank them according to their importance to the goals of your employer.2. Eliminate tasks that are no longer required. (You'll be surprised at how many are on your to-do list just because "that's the way we have always done it".)3. Pass of
Whilst criteria such as financial returns are easily measured the impact of the current models of PPPs on the ability of governments to provide adequate infrastructure in twenty, thirty or forty years is less clear.
What is clear, however, is that for a government to enter into a programme of PPPs a high degree of partnering competency is required.
Partnering competencies include negotiation skills, risk management, procurement, contract management, project management, specification writing, business case writing and options appraisal.
Many of these competencies are not developed to the extent required by simply completing a three or five year degree, but from years of experience in commercial business.
At the leadership levels in the public sector, competence in collaboration, legal and regulatory processes, change management, risk strategy development and project programme management are some of the skills required to enter into PPPs.
Any public sector thinking of developing PPPs must acquire or develop the skills to partner and ensure that the risks of infrastructure investments are shared appropriately with private companies chosen as partners.
Acquiring and developing the skills required is not a simple task. For instance, conducting a thorough skills audit of existing personnel to determine the competence gap requires a high level of skill in its own right.
Solving the problem of skills shortfall by using consultants is not a silver bullet either. Consultants often use their "standard" approach which is good for their efficiency and some transfer of better practices, but risks the provision of inappropriate analysis and solutions due to a lack of understanding of local norms and customs.
Developing internal skills by attachments with other public sector entities with experience in PPPs or even private companies involved in PPPs is one way of acquiring enough skills to enable consultants to be used for advice and to have their advice challenged against the background of local norms.
A further opportunity for improving partnership skills lies in the public sector itself. Most public sectors are organised in and operate in silos resulting in duplication of resources and a consequent reduction in effectiveness and efficiency.
Small projects developed to reduce overlap in the public sector and provide a better return on existing assets and reducing recurring expenses will challenge the existing set of partnering skills.
The time to develop partnering skills in the public service is now and the place to start is at home.
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