Implementation of a public–private partnership (PPP) for new highway capacity by a public agency involves issues from enabling legislation through identification, evaluation, negotiation, and management of PPP projects. Public agencies will need (a) a legal framework to establish and enforce long-term PPP agreements; (b) policies, processes, and tools to guide policy decisions; (c) technical skills to identify, develop, and evaluate PPP projects and to negotiate agreements; and (d) skilled staff to manage and oversee projects over the long term. This paper explores key considerations involved in implementing a PPP project at a state department of transportation or other public agency. Public agencies seeking to facilitate the delivery and stewardship of PPP projects may consider whether to establish a PPP program or develop PPP projects on a project-by-project basis. PPP programs establish policies and processes that enable the fair and efficient evaluation, procurement, and oversight of PPP projects. Specifically, PPP programs include planning processes that facilitate the selection of appropriate projects as potential PPPs; evaluation processes that assist decision makers in structuring commercially viable PPP agreements that achieve policy goals, optimally allocate risks, and bring value to the investment; fair and competitive procurement processes that allow the public agency to select the best partner and negotiate a final agreement that is transparent and protects the public interest; and processes that help the public sector take on the new role of performance-based contract manager.
One way to ensure broad organizational support of strategic management efforts is to include employees in strategic planning. An inclusive strategic planning process can spur creativity and innovation and increase organizational commitment to implementing change and has been shown to improve employee satisfaction, productivity, and retention. Crowdsourced strategic planning engages employees by using techniques traditionally used to engage external stakeholders. Turning these tools inward provides opportunities for a broad range of employees to develop a shared vision of a desired organizational state and to identify, develop, and sustain strategies to achieve that vision. This paper describes the design, implementation, and immediate outcomes of a crowdsourced strategic planning process at the U.S. Department of Transportation John A. Volpe National Transportation Systems Center, a research-based public agency. The strategic planning process engaged about one-half of the workforce and resulted in the identification of more than two dozen employee-generated strategic initiatives, of which nine are currently being carried out. By providing employees a platform for expression, the process also had the unexpected benefit of generating information about the concerns and aspirations of employees and the fundamental organizational conditions required to manage change. In this way, crowdsourced strategic planning supports strategic learning; emergent strategies are identified and deliberate strategies are adapted to address the organizational vision expressed by employees.
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