Innovative practices in public procurement partnerships: The case of the United States

Lawther, Wendell C.; Martin, Lawrence L.

doi:10.1016/j.pursup.2005.12.003

Cited by 43 publications

(41 citation statements)

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“…[18], [19] Balance between different socio-economic objectives, e.g. between partnership and fair competition [20], [21], [22] Specifying requirements before announcing tender [19] Focusing on life cycle cost and not just initial procurement costs…”

Section: Previous Workmentioning

confidence: 99%

“…Complexity of procuring information technology, software and IT-services is one of the reasons for such a move [21]. In a recent paper Loader [22] finds through a survey of 105 authorities in UK that 63% of local authorities have to some extent partnership with some suppliers, two thirds of the respondents recognizing partnership as being more likely to produce best value, rather than switching supplier through a tendering process.…”

Section: Balance Between Socio-economic Objectivesmentioning

confidence: 99%

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Challenges in Information Systems Procurement in the Norwegian Public Sector

Moe

Päivärinta

2011

Lecture Notes in Computer Science

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Abstract. Public procurement of information systems (IS) and IS services provides several challenges to the stakeholders involved in the procurement processes. This paper reports initial results from a Delphi study, which involved 46 experienced procurement managers, chief information officers, and vendor representatives in the Norwegian public sector. The participants identified altogether 98 challenges related to IS procurement, divided further into 13 categories: requirements specification, change management, cooperation among stakeholders, competence, competition, contracting, inter-municipal cooperation, governmental management, procurement process, rules and regulations, technology and infrastructure, vendors, and IT governance. The results contribute by supporting a few previous findings from conceptual and case-based studies, and by suggesting additional issues which deserve both further research and managerial and governmental attention. As such, the results provide altogether a rich overview of the IS procurement challenges in the Norwegian public context.

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Section: Previous Workmentioning

confidence: 99%

Section: Balance Between Socio-economic Objectivesmentioning

confidence: 99%

Challenges in Information Systems Procurement in the Norwegian Public Sector

Moe

Päivärinta

2011

Lecture Notes in Computer Science

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“…The challenges may come in the form of technical or technological, financial, contractual, environmental, risk Science Publications AJEAS management and stakeholder management challenges. "The public procurement workforce of today is supposed to master all these contracting skill areas, as well as others and also to conduct operations in innovative ways" (Lawther and Martin, 2005). …”

Section: The Challenges In Monitoringmentioning

confidence: 99%

“…"To control quality the public sector moved from input specification as a benchmark for comparing bid prices to a normalised position of procuring services upon performance criteria established in output specifications; Key Performance Indicators (KPIs) being used to ensure requirements are met over project life cycles" (Smyth and Edkins, 2007). This new position has sprung its own challenges, (RICS, 2003) found that "managers are often not adequately skilled at driving PFI projects forward and that in the best PFI projects a partnership of skills between the public and private sectors is required" while (Li et al, 2005) noted that "the concept of PPP is comparatively less well understood in countries with a strong public welfare policy" and "public procurement partnerships create administrative and implementation challenges for public procurement professionals that are not found in more traditional procurements" (Lawther and Martin, 2005). "The lack of understanding and the need for better training by public officials involved in PPP/PFI projects is a major issue" (Morledge and Owen, 1998).…”

Section: Inadequate Technical Skillsmentioning

confidence: 99%

“…Where under the traditional procurement methods during construction, work properly done till date is valued by professionals or consultants working for the client and advises the client on what amount is due the contractor under 'interim certificates', on PPP/PFI projects the contractor is responsible for financing the project and starts earning once the project is functional. "Services contracting, information technology and knowledge development all require specialised contracting expertise and skills" (Lawther and Martin, 2005). Furthermore, the "PPP/PFI imposes a new and more complex procurement process on the public sector, it is part tendering and part contract negotiation among public bodies, private sector consortia and their advisers" (Li et al, 2005).…”

Section: Inadequate Contract Administration Skillsmentioning

confidence: 99%

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Improving Client Internal Capability to Monitor Public-Private Partnerships Projects: A Review

Umar¹

2012

American Journal of Engineering and Applied Sciences

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Public-Private Partnerships (PPP) or Private Finance Initiatives (PFI) are increasingly becoming very popular with governments across the globe for the provision of public infrastructure and services. When contracted, the public sector client believing the private sector will act in accordance with 'bounded rationality', ignores the constant monitoring and review process which is an integral part of any project. However, the failures of some of these partnerships and the social and economic costs incurred due to laxity in monitoring reminds us of the need to develop the permanent bureaucratic machinery of government, who share the government's unique objectives of end-users satisfaction rather than shareholders', to perform the monitoring of these projects. Though the public sector has been delivering projcets for dacades, the complexities associated with the PFI strategy has opened up new challenges for its staff. Most failures and moral harzards are only discovered after scandals evoke investigations like the case of Enron or when public criticisms force the government to reverse their decision as in the case of the Skye toll bridge by which time a lot of damage would have be done. Literature has shown that when employees are trained and engaged in organisational decisions and policy planning they make policy executions easier. Therefore, considering the Theoretical ideology behind the PFI of the asset being returned to the Public sector at the end of the concession, it becomes pertinent for proper training of the public sector staff. Public sector officials, if adequately trained and motivated can perform the tasks being contracted out to private consultants thereby re-affirming government's commitment to its Value for Money (VFM) proposition. Though the public sector staff strength has been depleted due to the adoption of New Public Management (NPM), however the remaining qualified staff can be pooled to create an 'incubator' from which a formidable monitoring team would evolve through the use of project management 'Core Team concept'.

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Public Private Partnerships in Defence Acquisition

Ekström

Dorn

2013

Performance Based Logistics

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Innovative practices in public procurement partnerships: The case of the United States

Cited by 43 publications

References 1 publication

Challenges in Information Systems Procurement in the Norwegian Public Sector

Challenges in Information Systems Procurement in the Norwegian Public Sector

Improving Client Internal Capability to Monitor Public-Private Partnerships Projects: A Review

Public Private Partnerships in Defence Acquisition

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