Public-Private Partnership: Lessons Learned from a Large Project in a Developing Country Setting

2016 ◽  
Author(s):  
Andry Nowosiwsky ◽  
David Prest ◽  
John D. Moore ◽  
Gary R. Krieger
Keyword(s):  
Developing Country ◽  
Public Private Partnership ◽  
Lessons Learned ◽  
Private Partnership ◽  
Large Project

scholarly journals Nutritional Iron Deficiency and Malaria: Impact of a Public-Private Partnership

2020 ◽  
Vol 4 (Supplement_2) ◽  
pp. 837-837
Author(s):  
Patricia Haggerty ◽  
Daniel Raiten
Keyword(s):  
Iron Deficiency ◽  
Public Private Partnership ◽  
Lessons Learned ◽  
The Novel ◽  
Private Partnership ◽  
Funding Sources ◽  
Novel Approach ◽  
Research Track ◽  
Gates Foundation ◽  
The Impact

Abstract Objectives Background: In 2007 the Bill and Melinda Gates Foundation (BMGF) and the Eunice Kennedy Shriver National Institute of Child Health and Human Development (NICHD) collaborated to address concerns about the safety and efficacy of interventions to prevent and treat nutritional iron deficiency (NID) particularly in the context of malaria. The “Iron and Malaria Project” (IMP) addressed how iron might not be safe, iron assessment, and the value of interventions to address NID. This presentation will: Describe the novel approach used to achieve the IMP goals, describe the IMP accomplishments and impacts, and summarize lessons learned. Methods The IMP had: 1) Research Track: NICHD initiated 2 funding opportunity announcements resulting in 10 funded projects; 2) Translation Track: a) consultations with global stakeholders; b) risk: benefit analyses on the use of interventions to prevent and treat NID; c) a collaboration with the CDC to develop standards for a sTfR assay; d) the BOND project to harmonize the process for discovery, development and deployment of nutrient biomarkers; e) the INSPIRE project, a review of extant evidence on reciprocal relationships between nutrition and inflammation; and f) the BRINDA project, a collaboration with the CDC, GAIN, and WHO to study the impact of inflammation on interpretation of biomarkers of iron and other determinants of anemia and develop approaches to account for this interaction. Results Funded grants included 4 basic science projects exploring mechanisms to explain iron and malaria interactions and 6 clinical studies addressing various aspects of the iron malaria relationship. To date, 72 journal publications have resulted. Using the NIH Relative Citation Ratio metric, 2/3 have scientific influence scores ≥the 50th percentile of all NIH-funded research publications and 15 have scores ≥ the 90th percentile. Conclusions The IMP leveraged the attributes of this public-private partnership between BMGF and NICHD/NIH to accomplish its goals. The partnership's complementarity and synergy resulted in broad traction and collaboration with a global community invested in solving the challenges of iron and malaria. Funding Sources BMGF $9.3 million, NIH Office of Dietary Supplements $1.3 million.

scholarly journals The Arlanda Airport Rail Link: Lessons Learned from a Swedish Construction Project

2008 ◽  
Vol 7 (1) ◽  
Author(s):  
Jan-Eric Nilsson ◽  
Lars Hultkrantz ◽  
Urban Karlström
Keyword(s):  
Public Sector ◽  
Construction Project ◽  
Public Private Partnership ◽  
Lessons Learned ◽  
Tax Revenue ◽  
Costs And Benefits ◽  
Private Company ◽  
Railway Network ◽  
Private Partnership ◽  
The Public

The Stockholm – Arlanda airport rail link is a public-private partnership opened for traffic in 1999. This paper addresses costs and benefits of giving a private company control over one section of the otherwise public railway network. The project has reduced the pressure on the public sector’s budget and reduced the need to raise efficiency distorting tax revenue. The number of passengers has been below expectations. Track capacity may, however, be sufficient to negotiate an increase the supply of rail services by way of extending existing commuter trains, in that way attracting more passengers.

Critical failure factors of public-private partnership low-cost housing program in Thailand

2014 ◽  
Vol 21 (4) ◽  
pp. 421-443 ◽  
Author(s):  
Surangkana Trangkanont ◽  
Chotchai Charoenngam
Keyword(s):  
Low Income ◽  
Low Cost ◽  
Public Private Partnership ◽  
Lessons Learned ◽  
Private Partnership ◽  
Content Type ◽  
Conceptual Clarity ◽  
Low Cost Housing ◽  
Program Failure ◽  
Failure Factors

Purpose – Numerous studies to date have demonstrated the public-private partnership (PPP) project procurement method's failure to deliver low-cost housing (LCH) to low-income groups (LIGs) in developing countries. The purpose of this paper is to investigate critical failure factors (CFFs), and how they cause the failure of PPP-LCH program. Design/methodology/approach – Grounded Theory methodology was used to gather and analyze the data in order to identify, categorize, and develop the logically causal relationships among CFFs that cause PPP-LCH program failure. Findings – Ten CFFs in various phases of PPP-LCH project life cycle caused PPP-LCH program failure. Some CFFs resulted from ineffective PPP policy and strategy, while some were beyond the control of the project/program management team. These CFFs were inter-/intra-related to one another in a particular way. Originality/value – Despite the increase in PPP-LCH projects/programs for LIGs in practice and the prevalence of failure, the studies of PPP-LCH project/program failure still suffer from insufficient conceptual clarity about the causes of these failures. The lessons learned, to some extent, help decision makers in both public and private sectors to reduce the probability of the PPP-LCH project/program failure by clearly explaining the nature of each CFF.

Microeconomic Benefit of Corneal Transplantation in a Developing Country via Public–Private Partnership Model

2018 ◽  
Vol 42 (11) ◽  
pp. 3482-3492 ◽  
Author(s):  
Rahul M. Jindal ◽  
Stephen G. Waller ◽  
Shailendra Sugrim ◽  
Jan Pasternak ◽  
Joseph Pasternak
Keyword(s):  
Developing Country ◽  
Corneal Transplantation ◽  
Public Private Partnership ◽  
Private Partnership ◽  
Partnership Model

scholarly journals Do countries learn from experience in infrastructure public–private partnerships? Public–private partnerships practice and contract cancellation

2019 ◽  
Vol 3 (1) ◽  
pp. 56
Author(s):  
Darwin Marcelo ◽  
R. Schuyler House ◽  
Cledan Mandri-Perrott ◽  
Jordan Z. Schwartz
Keyword(s):  
National Level ◽  
Public Private Partnership ◽  
Lessons Learned ◽  
Public Private Partnerships ◽  
Future Contract ◽  
Learning From Experience ◽  
Probit Regression ◽  
Private Partnership ◽  
Contract Failure ◽  
Extensive Body

Learning from experience to improve future infrastructure public-private partnerships is a focal issue for policy makers, financiers, implementers, and private sector stakeholders. An extensive body of case studies and “lessons learned” aims to improve the likelihood of success and attempts to avoid future contract failures across sectors and geographies. This paper examines whether countries do, indeed, learn from experience to improve the probability of success of public-private partnerships at the national level. The purview of the paper is not to diagnose learning across all aspects of public-private partnerships globally, but rather to focus on whether experience has an effect on the most extreme cases of public-private partnership contract failure, premature contract cancellation. The analysis utilizes mixed-effects probit regression combined with spline models to test empirically whether general public-private partnership experience has an impact on reducing the chances of contract cancellation for future projects. The results confirm what the market intuitively knows, that is, that public-private partnership experience reduces the likelihood of contract cancellation. But the results also provide a perhaps less intuitive finding: the benefits of learning are typically concentrated in the first few public-private partnership deals. Moreover, the results show that the probability of cancellation varies across sectors and suggests the relative complexity of water public-private partnerships compared with energy and transport projects. An estimated $1.5 billion per year could have been saved with interventions and support to reduce cancellations in less experienced countries (those with fewer than 23 prior public-private partnerships).

scholarly journals The Transformative Effects of Public-Private Partnerships: An Inside View of Good Government Under Mayors Voinovich and Jackson

2016 ◽  
Vol 2 (2) ◽  
pp. 101 ◽  
Author(s):  
Vera Vogelsang-Coombs ◽  
William M. Denihan ◽  
Melanie F. Baur
Keyword(s):  
Task Force ◽  
Public Private Partnership ◽  
Lessons Learned ◽  
Public Private Partnerships ◽  
Private Partnership ◽  
Good Government ◽  
Administrative Change ◽  
Inside View ◽  
To Come

This paper focuses on two mayoral-led public-private partnerships designed to renew good government in Cleveland, Ohio: Mayor George Voinovich’s Operations Improvement Task Force (OITF) (1979–1982) and Mayor Frank Jackson’s Operations Efficiency Task Force (OETF) (2006–2009). The Voinovich OITF public-private partnership enabled Cleveland to “come back” after the city’s 1978 default. The Jackson OETF public-private partnership successfully right-sized Cleveland in relationship to its much smaller population needs during challenging economic times without disruptions in service. The authors use three data sources, including interviews with both mayors and their key partnership managers, to gain a complete inside picture of each mayoral-led public-private partnership. The paper concludes with the lessons learned and the governance implications of a mayoral-led public-private partnership in fostering a long-term (transformative) administrative change. This paper shows how both mayoral-led public-private partnerships quietly transformed Cleveland’s government to meet the demands of fewer resources, greater complexity, more transparency, and more timely decisions in the delivery of public services to citizens.

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