Browsing by Subject "Public-private partnerships"

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Open Access
Case Study for Adoption of Semi Private Complete Streets Program Funding in United States Cities
(2014-04-23) Robles, Cheryn
The deteriorating conditions of aging infrastructure in United States cities have been challenging municipalities for years. In 2013, the American Society for Civil Engineers gave US infrastructure a D+ for the current conditions of infrastructure including roadways, waterways, levees and bridges1. When the current need to improve ailing infrastructure is combined with the 1990s shift in transportation planning, Best Management Practices call for transportation systems to consider the needs of drivers, pedestrians, bicyclists, and people with physical and metal challenges, the elderly and children equitably.3 Smart Growth America’s National Complete Streets Coalition touts more than 600 member cities as of January 2014.4 Each of the member cities is altering its existing transportation system by adopting “laws, resolutions, executive orders and policies” that ensure all stakeholders have equitable access to their local transportation system.4 Cities across the nation, including San Francisco, Philadelphia and New Orleans, have passed Executive Orders and ordinances to help ensure their constituents have equitable access to the transportation system. Working closely with organizations such as Smart Growth America and local advocacy groups, these cities are attempting to fulfill the intentions of their CS policy. Some of the greatest challenge these cities have in implementing their CS policy to its maximum potential is a lack of appropriate funding. Using in-person and telephone interviews this Masters Project: • Develops case studies for public-private partnerships that fund full or partial Complete Streets projects in San Francisco, Philadelphia and New Orleans • Compares and contrasts the CS policies in San Francisco, Philadelphia and New Orleans to one another • Identifies characteristics of public-private funding sources that could be available for Complete Streets implementation • Identifies Best Management Practices for Complete Streets funding including barriers and possible solutions • Discusses appropriate public education/outreach campaigns that accompany implementation of Complete Streets projects
Open Access
Public-Private Partnerships for 100% Clean Energy: Prospects for City and Business Collaboration
(2019-04-22) Fischer, Adam
In recent years, the United States has seen an unprecedented surge in subnational climate action. A growing number of cities and businesses, in particular, have stepped up to the plate to address the threat of climate change, including many that have pledged to transition away from fossil fuel-based electricity and towards 100 percent clean energy. Yet the barriers to hitting those ambitious targets are significant and, in some cases, seemingly insurmountable. This research assesses the extent to which partnerships between cities and businesses can help them overcome those barriers and, in turn, fortify subnational climate action. The author presents an overview of the various clean energy procurement options available to cities and businesses (as well as the constraints that limit their availability), examines the benefits of partnerships, and finally highlights three emerging approaches to collaboration. This analysis finds that while collaboration has the potential to help cities and businesses work towards their clean energy goals, executing them may be easier said than done. That reality is driven by regulatory, financial, and logistical considerations that may ultimately limit the viability of formal partnerships. Even so, this research finds that there is widespread appetite for new and novel ideas as cities and businesses implement their clean energy commitments. Thus, while the examples and recommendations identified here may not necessarily be generalizable, they nevertheless demonstrate the potential value of creative partnerships.
Open Access
Public-Private Partnerships in India’s Covid-19 Response: Exploring Private Sector Perspectives on Pandemic Lessons and Future Pandemic Preparedness
(2023) Swe, Ei Ei
Crises like Covid-19 pandemic have proved that even strong health systems can collapse without strategic preparation for pandemic emergencies. India’s private sector is integral in having control over the Covid-19 pandemic through various Public-Private Partnerships (PPPs). Knowing it is crucial to understand that how India is handling the Covid-19 crisis, we looked at great examples of PPPs in India in response to Covid-19 and conducted a qualitative study with 10 key informant interviews with several key stakeholders from notable private organizations to gain insights from their experiences on those partnerships. The pandemic was described by participants as an unprecedented tragedy at the start, but it was also seen as an opportunity for reform the weak healthcare system, for growth in innovations and addressing long standing health problems. There is a need for direct communication between policy makers and ground level implementers for clear and concise feedback and understanding of the policies. Also, challenges from dealing with different systems within private health sector prompted to have strong regulatory body for fragmented private health sector. For future pandemic preparation, it was suggested by participants that the government must have a designated crisis response team/taskforce with integrated surveillance system with the private sector. India has been successful in leveraging the use of innovations, digital technology, pharmaceutical and startup workforces, and its robust PPPs to combat the pandemic. However, there were also a lot of lessons learned from hasty policies to management mishaps which can be improved through effective engagement with the private sector.
Open Access
Reducing Risks in Public Private Partnerships
(2014-04-30) Maktabi, Tayeba
EXECUTIVE SUMMARY PUBLIC PRIVATE PARTNERSHIP Public-private partnerships (PPPs) can be a powerful tool for finding solutions to complex social challenges. PPP can essentially be defined as the partnership between public institutions and private sector corporations. Typically, these partnerships are seen as a way to share risks and collaborate expertise, best practices, and resources to deliver services in a more cost-effective and efficient manner by getting more “value for money”. PPPs can also provide new resources, build capacity, and improve existing systems to help governments meet development goals. However, along with the benefits that PPPs can bring are inherent risks that can lead to derailment of program goals and even eroding larger developmental achievements of countries. While research on PPPs is still scarce, a few studies by World Bank, OECD, and others have illuminated some important aspects of PPPs to help future partnerships be more effective at reducing risks. Risks of PPP Over the years, PPPs have begun to expand its reach across various domains and regions. Today, PPPs can vary in structure, form, scope, and location. However, despite these differences, the risks faced by PPPs share some common themes. Risks such as poor governance, misaligned priorities, underrepresentation of public sector in decision-making, poor communication streams, lack of coordination and cooperation between partners, insufficient and unsustainable financing, and lack of support from leaders can lead to derailment of PPPs. Reducing Risks of PPP While these risks exist in many partnerships, governments and PPP leaders can institute various measures designed to minimize them as much as possible. Table 1 (page 12) highlights some of the key elements for reducing risks in PPPs. Based on literature research of best practices and case studies, Table 1 provides guidance for minimizing risks from the initial stages of PPPs to the end. For example, when partnerships are established it is important to make sure partners share similar goals and that they bring value to the project. Additionally, during the implementation phase, PPPs can reduce risks by instituting monitoring and evaluation mechanisms. Finally, risks can be reduced at the end of PPPs by ensuring sustainability through training, knowledge transfer, and creating a clear exit strategy for partners. CASE STUDIES: Four case studies on PPPs from Bangladesh, Nepal, Tanzania, and Uganda were analyzed based on elements from Table 1 to determine whether these PPPs were successful at reducing risks and to identify which elements were crucial to risk reduction. Each case study was analyzed based on the roles of stakeholders, the funding models, the risks faced by the partnership, and what factors in the partnership reduced these risks. LESSONS LEARNED Analyses from the four case studies have highlighted some important lessons for reducing risks in future PPPs. It appears that while all the elements in Table 1 are important for reducing risks in PPPs, there were a number that were largely salient in the case studies analyzed here. Particularly noteworthy was the role and involvement of the government in PPPs, the importance of robust communication streams, the necessity of creating a sense of ownership and trust between partners in the project, and ensuring sustainable funding systems to reduce risks and guarantee success of PPP programs. For example, in some of the cases, having a strong government presence in the program reassured other partners that they could rely on the government to provide resources and funding for program implementation. Sufficient policies, regulations, frameworks, fiscal and non-fiscal support, communication, and government engagement were necessary to hold partners accountable and minimize risks. Furthermore, in all of the cases, robust communication channels were vital for risk reduction. In both the Bangladesh and Nepal cases there were strong mechanisms for open communication channels, which helped reduce risks by keeping partners engaged and invested in the PPP project. In addition, insufficient funding also created a great risk for PPP programs. For example, in Uganda the lack of sufficient funding from the government limited the scope and capacity of the program. Therefore, governments and donors need to ensure sufficient funding and resources are available to implement the program successfully. CONCLUSION PPPs vary greatly across scope, structure, implementation, and goals, which makes it rather difficult to predict future risks or work to eliminate risks in PPPs altogether. However, research has shown that PPP leaders can take a number of preventive steps to minimizing risks before they create challenges in the future. Some of these steps have been highlighted in Table 1 of this report. Furthermore, the examination of case studies using Table 1 as a guide surfaced four common elements that were key to reducing risks in PPPs: the role and involvement of the government, robust communication streams, building a sense of ownership and trust between partners in the project, and sustainable funding systems appeared critical to minimizing risks in each case. Therefore, partnerships will have a greater chance of sustainability and program success if they focus on improving these areas of the PPP.