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Digg it UP - Public Private Partnerships: Partnerships Begin at Home
I have been a big fan of the aviation industry ever since my stint with PeoplExpress Airlines in Newark in 1984. The defunct carrier, long since absorbed by Continental Airlines, was one of the first airlines to take advantage of a deregulated industry. Cheap flights, onboard paying, and recycled airplanes were some of the hallmarks of the carrier. Years later the industry has changed dramatically, but to this day there are millions of people in the US whose jobs are directly or indirectly affiliated with the industry. Let’s take a look at the various job titles available today.Some jobs associated with the flying industry
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
From the Eye of the Potato: Train the people that deal with your customers.I called a support number the other day—I got the message! A recorded female voice said that I must call during a certain time period and "goodby."My first impression was: My this lady hates working for a living—and me!Then I thought: She can't be that bad—just not properly trained.Maybe she should listen to the telephone message systems of big corporations:"Thank you for calling Big Corporation. Your call is very important to us. If you speak English, press one. Si usted habla espa?ol, toca dos"This may go on for
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 o
Entrepreneurs pay a lot of attention to the mechanics of marketing. They take workshops, read books, and hire consultants to find out how to do the best job they possibly can. With my own clients, I often discover that their knowledge of marketing techniques is quite good already. What they might lack is the right kind of marketing attitude.Do any of the attitudes described below sound familiar? If so, you may be sabotaging your own marketing efforts. Read on for some possible solutions.1. "I shouldn't have to market." If you are good enough at what you do, you tell yourself, clients should just come to you. Marketin
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
Managing your career, just like managing your life, requires preparation and ensuring that your time is directed meaningfully. Don't wait and see; make things happen. Just like athletes who prepare for the "big game” or a marathon, designing your career requires goals, planning, work, and above all, commitment. Think of yourself as a Career Athlete.Being a Career Athlete requires awareness and action. Athletes are aware of their gifts, talents and abilities. They then focus their training on sharpening these skills with the goal of being the best they can be in their chosen area of expertise. Designing your career is no dif
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
There’s a certain type of person you want to meet business networking. The person who knows what they want. The person who knows where they’re going. The person who knows their future.How do you find such a person? By being one. Like attracts like.When you know your future, you are carefree. You are whole and complete. You have what you want. You don’t network to get something. You network to give – attention. You don’t pressure people to buy your product. You network to make friends.If you network to get customers, it’s obvious you want me to do something, and that’s a turn-off. If you don’t know
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
IntroductionWhen viewed from a high level, the cost of poor quality data can affect a company’s bottom-line in two ways. First, there’s the cost of scrap and rework, and second, missed opportunities.An example of scrap and rework costs might be when an agent errs in recording a customer’s address details, and consequently a marketing premium is sent to the wrong address. Later, the customer calls to complain.The complaint needs to be handled (extra call center time), the address details then need to be entered a second time (rework), and a second premium needs to be sent. The initial
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, 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 par
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