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Modern aspects of public private partnership
Milos Milosavljevic,Sladjana Benkovic
Perspectives of Innovations, Economics and Business , 2009,
Abstract: Development of infrastructure is essential presumption for growth and development of relevant economic entities. The empirical evidence of private initiative importance and potentials in the establishment of cooperation with the public sector in infrastructure projects financing and operation refocused professional and academic attention on the studies of this phenomenon. The realm of the public private partnership (PPP) became scientifically treated as an interdisciplinary skill based mostly on project financing, whilst practically it became almost mandatory method for economic prosperity. Practical problems in implementation appeared due to lack of knowledge and nonsystematic approach in researches of private public partnership. This paper presents theoretical and practical directions for actors in this cooperation, scoping for mobilization of assets and energy for development and facilitation, and advancing of project investments efficiency.
A gest o democrática da educa o em tempos de parceria entre o público e o privado Democratic management of education in times of public-private partnership  [cached]
Vera Maria Vidal Peroni
Pro-Posi??es , 2012, DOI: 10.1590/s0103-73072012000200003
Abstract: O objetivo deste artigo é analisar a rela o público/privado e suas consequências para a gest o democrática da educa o. Apresenta o contexto atual, pois entende a inser o da lógica privada nas escolas públicas como parte de mudan as ocorridas, neste período particular do capitalismo, que redefinem o papel do Estado e as políticas sociais. Em termos gerais, concluiu-se que as rela es entre o público e o privado se manifestam, no período atual, tanto no que se refere à altera o da propriedade quanto em rela o ao que permanece na propriedade estatal, além de reorganizarem os processos educacionais na lógica do mercado. The aim of this article is to analyze the public-private relationship and its consequences for the democratic management of education. It presents the current scenario, as it sees the inclusion of the private logics in public schools as part of changes occurred in this particular period of the capitalism and which redefine the role of the State and social policies. Overall, it was concluded that the public-private relationship comes up during the current period in what refers to the change of ownership and also to what remains as the state ownership, besides reorganizing the educational processes under the logics of the market .
Developing strategy of public-private partnership in Belarus innovative development
G.A. Yasheva
Marketing ì Mened?ment Innovacìj , 2012,
Abstract: The article considers theoretic-methodological basis of the public-private partnership in innovation sphere, including value of public-private partnership for economic development, the concept of public-private partnership in innovation sphere, its specific characteristics, motivation of participation in the partnership of public and private sectors. The main directions of public-private partnerships strategy in Belarus, as well as mechanisms of public-private partnership, including financial and organizational ones are developed in order to modernize the economy of Belarus and transfer to the innovation way of development.
Dimensions of the Efficiency of Public - Private Partnership  [PDF]
Eugenijus Skietrys,Alvydas Raipa,Edverdas Vaclovas Bartkus
Engineering Economics , 2008,
Abstract: Efficiency of public administration is recognized as arather broad concept encompassing a variety of areas,therefore instruments and optimal solutions it requiresmust be selected individually for a single case. However,efficiency is always related to application of limitedfinancial resources, minimal organizational costs andefforts in pursue of target results. Despite the limitation offinancial possibilities, needs of society in the context ofglobal and regional changes are constantly growing. Anincreased demand both for quantity and quality of servicesand infrastructure is observed.For complex and permanent modernization of publicsector, a complex strategy of modernization is required(vision, mission, provisions, and concepts of modernization).Partnership is recognized as one of the factors ofinfrastructure development and service efficiency. Thenature of partnership is revealed when the public sectorrecognizes its dependence on other sectors and startssolving governance problems by decentralizing activity.Thus the principle of partnership is consolidated bothvertically (by relating different levels of administration) andhorizontally (inter-sectoral).
MARKETING FUNCTION IN THE DEVELOPMENT OF PUBLIC-PRIVATE PARTNERSHIP  [PDF]
Ljubi?a ?osi?
Zbornik Radova Ekonomskog Fakulteta u Isto?nom Sarajevu , 2012,
Abstract: Marketing function of an economicentity involves the usage of various marketing subfunctionssuch as marketing research, marketingapproach in product development, marketingplanning, marketing management, etc. Themarketing orientation of the economic entity isdirected by using those functions, eitherindividually or jointly. In terms of our public sectorand institutions, introduction and application ofmarketing as a kind of business philosophy are notyet enough widespread and used. This paper posesas imperative introduction of a marketing conceptand corresponding marketing sub-functions inpublic institutions, mainly in the field of public -private partnership. The direct relation andcooperation between public and private sector inthe projects of general and social interest that areimplemented by private partner in cooperation withpublic institution in the framework of private-publicpartnership reflects the significance of marketingfunction of public sector in this field.
Public private partnership as a last resort for traditional public procurement  [PDF]
Bojovi? Viktorija
Panoeconomicus , 2006, DOI: 10.2298/pan0603299b
Abstract: This paper discusses recent changes in the way public services are delivered A marked increase in the cooperation between the public and private sector in the realization of complex projects, mostly concerning development of infrastructure, is the main characteristic of present-day developing economies. The creation of new, innovative agreements is driven by the limitation of public funds and an ever-growing demand for an increase in the quality of public services. Looking upon the western economies experience alternatives to the traditional public sector procurement are identified in the public/private partnership. The public/private partnership can be seen as one component in the rearrangement of the public sector with a management culture that focuses on the citizen or customer. Also included in this are accountability for results, investigation of a wide variety of alternative service delivery mechanisms, and competition between public and private bodies for contracts to deliver services consistent with cost recovery and the achievement of value for money. The partnership can be realized through an array of models and in this paper priority is given to the DBFO (design-build-finance-operate) model, due to its importance in implementation. The DBFO model is considered to be a synonym for the public/private partnership, as it is the most suitable for complex projects and gains the most benefits.
Collapse of a Public-Private Partnership in Uitenhage: A case study
MD Qolohle,, NB Nyushman
South African Family Practice , 2003,
Abstract: This paper examines the collapse of a public-private partnership (PPP) in the district of Uitenhage in 1999. Talks to revive the partnership are high on the agenda. It is therefore essential to examine the reasons for the collapse to avoid the pitfalls of the past and to ensure that a more sustainable and competent partnership is built for the future. The Eastern Cape is one of the most impoverished provinces of South Africa and can only benefit by better cooperation between the public and private sectors.
ADVANTAGES AND RISKS OF USING THE PUBLIC-PRIVATE PARTNERSHIP IN ROMANIA  [PDF]
Sabau-Popa Liviu Mihai
Annals of the University of Oradea : Economic Science , 2012,
Abstract: This article presents the advantages and risks of the public-private partnership in realizing the public investments in Romania. Public-private partnerships refer to the forms of cooperation between public authorities and private entities and target the regulation of the design, financing, construction, operation, rehabilitation, development, rental and transfer of any public work, asset or public service. It is a formula agreed by the public authorities by which the solving of public problems of general interest is a€ commissioneda€ by attracting entrepreneurs from the private sector. One of the main arguments for supporting the public-private partnerships in case of public investment projects is the transfer of the managerial competencies and of the know-how from the private partner to the public one. One of the main risks of the public-private partnerships is related to the temptation of using the private-public partnerships as a means of eluding the budgetary pressure, which may lead to their inadequate use.
Control of tuberculosis in an urban setting in Nepal: public-private partnership
Newell,James N.; Pande,Shanta B.; Baral,Sushil C.; Bam,Dirgh S.; Malla,Pushpa;
Bulletin of the World Health Organization , 2004, DOI: 10.1590/S0042-96862004000200005
Abstract: objectives: to implement and evaluate a public-private partnership to deliver the internationally recommended strategy dots for the control of tuberculosis (tb) in lalitpur municipality, nepal, where it is estimated that 50% of patients with tb are managed in the private sector. methods: a local working group developed a public-private partnership for control of tb, which included diagnosis by private practitioners, direct observation of treatment and tracing of patients who missed appointments by nongovernmental organizations, and provision of training and drugs by the nepal national tb programme (ntp). the public-private partnership was evaluated through baseline and follow-up surveys of private practitioners, private pharmacies, and private laboratories, together with records kept by the nepal ntp. findings: in the first 36 months, 1328 patients with tb were registered in the public-private partnership. treatment success rates were >90%, and <1% of patients defaulted. case notification of sputum-positive patients in the study area increased from 54 per 100 000 to 102 per 100 000. the numbers of patients with tb started on treatment by private practitioners decreased by more than two-thirds, the number of private pharmacies that stocked anti-tb drugs by one-third, the number of pharmacies selling anti-tb drugs by almost two-thirds, and sales of anti-tb drugs in pharmacies by almost two-thirds. private practitioners were happy to refer patients to the public-private partnership. not all private practitioners had to be involved: many patients bypassed private practitioners and went directly to free dots centres. conclusions: a combination of the strengths of private practitioners, nongovernmental organizations, and the public sector in a public-private partnership can be used to provide a service that is liked by patients and gives high rates of treatment success and increased rates of patient notification. similar public-private partnerships are likely to be replic
Control of tuberculosis in an urban setting in Nepal: public-private partnership  [cached]
Newell James N.,Pande Shanta B.,Baral Sushil C.,Bam Dirgh S.
Bulletin of the World Health Organization , 2004,
Abstract: OBJECTIVES: To implement and evaluate a public-private partnership to deliver the internationally recommended strategy DOTS for the control of tuberculosis (TB) in Lalitpur municipality, Nepal, where it is estimated that 50% of patients with TB are managed in the private sector. METHODS: A local working group developed a public-private partnership for control of TB, which included diagnosis by private practitioners, direct observation of treatment and tracing of patients who missed appointments by nongovernmental organizations, and provision of training and drugs by the Nepal National TB Programme (NTP). The public-private partnership was evaluated through baseline and follow-up surveys of private practitioners, private pharmacies, and private laboratories, together with records kept by the Nepal NTP. FINDINGS: In the first 36 months, 1328 patients with TB were registered in the public-private partnership. Treatment success rates were >90%, and <1% of patients defaulted. Case notification of sputum-positive patients in the study area increased from 54 per 100 000 to 102 per 100 000. The numbers of patients with TB started on treatment by private practitioners decreased by more than two-thirds, the number of private pharmacies that stocked anti-TB drugs by one-third, the number of pharmacies selling anti-TB drugs by almost two-thirds, and sales of anti-TB drugs in pharmacies by almost two-thirds. Private practitioners were happy to refer patients to the public-private partnership. Not all private practitioners had to be involved: many patients bypassed private practitioners and went directly to free DOTS centres. CONCLUSIONS: A combination of the strengths of private practitioners, nongovernmental organizations, and the public sector in a public-private partnership can be used to provide a service that is liked by patients and gives high rates of treatment success and increased rates of patient notification. Similar public-private partnerships are likely to be replicable elsewhere, as inputs are not large and no special requirements exist.
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