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private public partnerships
Strategic change
PPP may be one of the most significant innovations in the development of infrastructure and public service projects in recent history but are often misunderstood ....
Bid management
The key in bid management is to facilitate extended and diverse teams to devise visions that are practicable and economic. Competition is intense and stakes are high ....
Independent certification
With the complexity of PPP contracts there is a new role for an independent assessor to verify that contract conditions have been met. The role is frought with difficulties ....
Strategic change
Private Public Partnerships (PPP) may be one of the most significant innovations in the development of infrastructure and public service programmes in post-war Europe. However, perhaps because of the degree of innovation, they are often misunderstood. PPP projects change the concept of development from building a facility to "housing" a service.Stakeholder partners: To deliver a PPP project the project team has to be reconstructed. Designers, contractors, suppliers and service provides are all stakeholders, and must be integrated from inception to completion. All share both the risks and rewards. On its own this is a radical departure from standard adversarial contract practices. On PPP projects stakeholders are financially locked into, typically, a 25 year contract which ultimately has to rely upon effective partnering for long term success. "Passing the parcel" and walking away is no longer an option. Once the building becomes simply the enabling tool for the service that is to be purchased, maintenance, energy use and servicing become integral parts of the design and costing.
Extended teams: The teams that make up the consortia that bid for such huge projects are typically large construction, management, financing, legal, maintenance, design and servicing companies and organisations. The risks are high especially as PPP's visionary approach is new. Cutting edge competencies are required such as Whole Life Cycle Costing and Financial Modelling. Weak Link Ironically, the weak link turned out to be the inability of public sector departments to move quickly enough from hands-off, adversarial specification and tendering methods on small contracts, to the holistic, partnering approach demanded by the large scale PPP ones.
Bid management
The key role in bid management is to facilitate the extended and diverse teams involved in a PPP contract bid, to devise visions that are also practicable and economic. Competition is intense and the investment involved in assembling a bid is high. In order to win these visions must unify the aspirations of the Local Authority, service personnel, and end-users. They must then be presented in a way that clearly demonstrates both its vision and its commercial economic foundation. Public Sector and Voluntary Sector bodies have cultures that stand in stark contrast to the economics of such major capital infrastructure projects. .Robin managed consortia that bid for Private Finance Initiative and Public Private Partnership projects. He developed one of the first grouped schools bids and has also led teams on projects developing both new and existing hospitals projects.
Independent certification
With the complexity of contractual relationships involved on PPP projects there is a role for an independent assessor to verify that contract conditions have been met. The role is frought with difficulties. It is a pivotal and powerful role which brings onerous responsibilities, but its power must be exercised lightly if the project is not to collapse into dispute. The Independent Certifier must gain the respect of all the parties for their neutrality, but must also be a proactive and positive influence on project progress.Robin developed a model methodology for the Independent Certification of PPP projects for a London firm of consultants who were then successful in obtaining a series of appointments. Robin himself acted as Independent Certifier on two major London hospital projects, ensuring that the parties to the contracts maintained their alignment with the overarching 25 year project objectives.
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