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

Public vs Private: how well is procurement adjusting to the demands of the modern economy? IACCM Americas Conference 2018

In 2017/2018, IACCM undertook a major international study to examine the maturity of both leading corporations and government agencies in their procurement capabilities. This session will discuss areas of difference, but also indicate a need for broader actions by the Procurement community in order to respond to current and future market conditions.


The Art of War and Supply Chain Management: Applying Sun Tzu to Supply Chain Management

Can Supply Chain Managers Apply the teachings of Sun Tzu to Supply Chain Management? Few would argue that supply chain management is a matter of vital importance to any company. In fact, the biggest cause of the dot-com implosion was companies' failure to properly establish supply chain strategies.


Will new technology mean the end of term agreements?

At a recent IACCM roundtable, participants discussed the seemingly insoluble issue of maximising value from supply relationships. It was widely agreed that loyalty and collaboration are important characteristics, since they support more open communication and opportunity evaluation. Yet loyalty and collaboration depend on levels of long-term trust and integrity that are rarely achieved. The key issues - especially for buyers - are 'How do I stop suppliers taking advantage of me and how do I ensure I'm not overpaying or missing out on innovation?'


Consulting Firm to Develop and revise public procurement document

Good day, I need names of firms that can: (a)revise our existing public procurement documents (Standard Bidding Documents for Goods & Works, Standard Request for Proposal for Services, Public Procurement Regulations, etc.); (b) Development of new standard bidding documents for the procurement of complex projects such as Information System, Plant, Framework Agreement, Non-Consulting Services, Special procurement arrangement like EPC, etc. My contact: enginemoks@yahoo.com


Contract Management Guidance for the Public Sector

Hello. I am looking for a contract management guidance for a public sector organisation which defines some of the pre-requisite contract management requirements, include some tools to help the contract managers and provide a guide to what key activities should the organization be undertaking across different stages of contract life-cycle. The contract management is a manual process within the business with very little use of CM software.


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

Network Members