Public Private Partnerships

Network Leads

The IACCM Public Private Partnerships Network

The purpose of the Public Private Partnerships Network is to provide its members with insights to new trends and emerging practices in the field of PPP as they relate to contracting, commercial and relationship management.  While these will be in the context of the public private partnerships domain, they will draw from knowledge and ideas that are current and relevant in other domains and across all IACCM membership sectors.  A key goal is to improve the performance of contracts and relationships in the public private partnerships sector.

The objectives will be met by sharing ideas, discussing challenges, exploring new directions and, where appropriate, initiating research or inviting experts to present on key topics related to contracting, commercial and relationship management in the PPP domain.

Meetings will be virtual (by phone or webinar) unless in specific cases there is an agreed wish to have physical meetings or workshops to develop specific initiatives.

Group Mission/Vision:

Provide its members with insights to new trends and emerging practices in the fields of contracting, commercial and relationship management related to PPP.

Network Updates

Future Effective Date Agreements

Good day, all! I oversee a publicly-funded grant program at a metropolitan planning agency in San Diego, CA. In this program, we award funds to grantees who have operating, mobility management (education & outreach), and capital projects for specialized transportation purposes. Each two-year competitive "call for projects," we have around twelve to twenty grantees that end up with around thirty agreements. We see that each call for projects include active grantees that apply for continuous funding for their active projects. Many of these grantees are awarded funds to continue funding projects once their current grant is completed or 100% drawn down. Here's our issue and I'm hoping my fellow IACCM colleagues can help decide a "best practice" to make into a P&P. We have a dozen or so active grantees whose grant agreements don't expire until eight, nine, or ten months in the future and were awarded grant funds to continue running their program after the current agreement ends. This has presented a logistical hurdle and we don't know how to best handle it. We can't decide if we should: a.) simply wait and sit on future grant agreements until the active agreements are close to termination to start the execution process; or b.) send out future agreements now and sit on partially executed agreements until the active agreements are close to termination; or c.) execute agreements with future effective dates and include language that executes the agreement when the current agreement expires. To throw a wrench or two into the picture, any of these funds may be completely drawn down ahead or behind schedule. We don't allow grantees to pull from new grant funds until the old grant funds have been fully expended. For example, a grantee may fully draw down on grant funds ninety days ahead of schedule and then immediately need to draw down on new grant funds to continue maintaining the program. In addition, this is government contracting and we're not the most innovative or proactive folks. So, here's where I look to you all! Can anyone provide some feedback on what's mentioned above? I look forward to hearing from you. Jack Christensen Grants Administrator jch@sandag.org SANDAG (619) 699-6995 401 B Street, Suite 800, San Diego, CA 92101


Procuring Vehicles

I need to purchase some vehicles for our tollway. What is everyone's preferred method of purchasing vehicles? POs? IFBS?


Creating KPI's for a self managed contract? What are the options?

For some contracts I manage we expect the supplier to self manage and deliver the programme of work. This programme has a variable vary t frequency of visits/tasks month on month. Therefore it is very challenging to have a set static target for the supplier to meet. For example one month 30 sites may be required but another month 40 sites. In the absence of no 'system' to deliver and monitor this we are in the hands of the suppliers. So to agree a programme of work my thoughts were to write into the contract that over a month in advance the visits/Jobs must be agreed. This then forms the basis to measure them against at the end of that month when the work is completed. Does anyone have anything similar with other ideas of measuring/agreeing performance?

Network Members