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Answer Upon - Public Private Partnerships: Partnerships Begin at Home
In the fast-paced corporate environment change management is something that occurs even faster than it ever has before and this is why you corporate executives need to understand change management better. Too often we find in corporate organizations a loss of efficiency when one team member is moved to another department or fired.But just like any sports team one member does not make the team, nor does two. If you are involved in corporate management shakeups or change management you may witness the streamlining and deficiencies go out the window. But that does not mean that you should allow it to affect your judgment or a
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, compet
"Dig your well before you're thirsty" is the title of a wonderful book by Harvey Mackay. It is smart advice for investing your money, "Save your money before you need it", or growing your business, "Market today for tomorrow".When times are tough some businesses stop marketing. They reason, 'No one is buying so why should I advertise?' The other time some businesses stop marketing is when they are selling like crazy. Again they figure - 'I can't handle any more business right now so why promote?'Two key points here. Advertising is only one narrow form of marketing. Marketing is about sending messages. You send me
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, 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, compete
The reason for any professional or trade association to exist is for the purpose of synergistic and mutual improvement of the persons and organizations involved is a particular industry or profession. I believe an association to be a gathering of people with similar interests and goals. This gathering must be a multi-faceted partnering alliance between members (including associate or supplier members), officers and paid staff.In every association with which I currently hold membership or have held membership, I've have experienced a class structure. While I believe this class structure is generally unintentional, it is none
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, 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, compet
If you run a small business, you probably have a hidden expense that’s eating your time, and your business’s money: Tracking employee time and productivity.When businesses are small, traditional practice is to use some sort of manual time keeping system to log employee hours. Each employee fills out a paper time sheet, the payroll administrator goes over the time sheets, cuts the checks, handles the deductions and government paperwork, and deals with requests for time off, overtime and vacation days.As businesses grow and add employees, this manual system becomes more and more cumbersome. The steps to automation sta
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, 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, compet
Fact - many people really do not like the job they are in and they dream of better. Those hours at the boring desk job where you ponder on the meaning of life - or rather the meaning of your life - can easily be wasted. So now, it's time to stop...and get thinking and doing something that makes a difference to you, your life and likely the people around you.You see, most people think of their job as the end of the road and something they can do little about. Oh, of course, they shift from one similar job to another, without making the effort to work out what it is that they really wantBut this is not always the case
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, 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, compet
Designed to quantify candidates’ abilities, including how they would respond to practical work situations, psychometric tests are becoming a familiar part of the recruitment selection process. As such, candidates should be prepared to face the psychometric test just as they would be prepared for an interview. But, what can you do to ensure you give your optimum performance on the day?It is possible to revive seemingly lost skills by exercising particular parts of the brain. For example, prior to a psychometric test involving verbal reasoning, time spent playing word games and doing crosswords puzzles will certainly pay divi
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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