Making Public Private Partnerships Work by Geddes Michael;

Author:Geddes, Michael;
Language: eng
Format: epub
Publisher: Taylor & Francis Group

Public advertisement (1) has a cost to it and has to be handled with sensitivity – some individuals whom the core members might wish to attract will not respond willingly to a public advertisement and will need to be approached diplomatically, probably by the chair of the steering group. The object of the exercise is to generate the strongest possible field; once assembled the candidates will need to be assessed impartially against the agreed criteria for the post.

CASE STUDIES: The role and appointment of a PPP's chair

As might be expected, service delivery partnerships are generally chaired by the relevant public authority – for example the Leader of the Milton Keynes Council chairs the strategy board set up to oversee the work of the service delivery partnership. As noted in the accompanying text, most Local Strategic Partnerships currently have local authority nominees as their chair but this position may change – the 2002 Survey reported that 15 per cent of LSPs had either agreed the rotation principle or were considering doing so. Hastings Local Strategic Partnership is one which has already agreed to this principle with sectoral nominees serving for a one-year term. As a general rule it appears that economic partnerships specify that the chair must be from the private sector – for example this is the position in the Northamptonshire Partnership, the Kent and Medway Economic Board, and the Hampshire Economic Partnership. The Milton Keynes Economic Partnership on the other hand rotates the chair between the public and private sectors for a two-year term. Terms of office vary with some partnerships having no fixed term (such as in Northamptonshire or Buckinghamshire) but three years is specified by Bedfordshire and Luton and Hampshire.

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