Mossavar-Rahmani Center for Business & Government


	PUBLIC PRIVATE PARTNERSHIPS



	Public Private Partnerships Study Group - 2009-2010 Chair, Alan M. Trager The PPP Study Group is open to HKS students who have expressed a professional interest in learning about public-private partnerships or asset maximization programs. The Study Group meets at the Harvard Kennedy School every other Wednesday afternoon throughout AY 09/10. Enrollment in the Study Group is limited, and was by application. This is a non-credit offering and does not feature formal papers or exams. However, preparation for each session is strongly recommended. The Study Group combines theory, cases and applications. It has been designed to prepare graduate students for internships or employment in partnership settings. The Public-Private Partnerships Study Group will feature research assignments linked to specific projects. Guest speakers are a regular feature of the Study Group. Session 1: Intersection of public and private value Study Questions Under what conditions do the strategic triangles for creating public value and private value intersect? What types of issues motivate corporations to focus on solutions to complex public policy problems? What is the role of corporate social responsibility (CSR) in motivating private sector partners to join a PPP? How do you account for the values created by partners from different sectors of the economy? Session 2: Why Partnerships Matter: Motivations, Incentives, and Tactics of Partners: Mozambique, Bryant Park, and Yongsan Army Garrison Cases: Case: Donahue, John D. Parks and Partnership in New York City (A), KSG Case No. 1743.0. Case: Donahue, John D. and Susan Rosegrant. Parks and Partnership in New York City (B), KSG Case No 1744.0. Articles: Hanes, Stephanie. “Greg Carr’s Big Gamble.” Smithsonian Magazine, May 2007. Gorongosa Park web site. Chang, Ike Y., Steven Glaing, Carolyn Wong, Howell Yee, Elliot I. Axelband, Mark ONesi, and Kenneth P. Horn, Use of Public-Private Partnerships to Meet Future Army Needs. Arroyo Center, RAND, 1999. Pages 1-17, 39-53. The remainder of this book is not very long, and it will be placed on reserve for students interested in further exploring the topic. Garmey, Jane. “A Cultural Conversation / With Adrian Benepe: Meet New York City’s Official Green Thumb,”The Wall Street Journal (Eastern Edition) September 4, 2007; Page D5. “Yongsan Army Garrison.” Global Security.org Summary, updated 4/26/2005 The Department of Defense’s web site on Base Realignment and Closure (BRAC) is also a helpful resource Study Questions What do these public assets have in common? How are they different? How was change produced? What was the ‘big gamble’ for each protagonist? What was the role of creativity in improving these assets? How are responsibilities divided between the partners? What motivates the government to partner with other stakeholders? Session 3: Political Management and Partnerships Cases: Diver, Colin S. Park Plaza A, B, C. KSG Case Nos. 707.0; 708.0; 709.0 A: http://ksgcase.harvard.edu/caseTitle.asp?caseNo=707.0 B: http://ksgcase.harvard.edu/casetitle.asp?caseNo=708.0 C: http://ksgcase.harvard.edu/casetitle.asp?caseNo=709.0 Book, available at the HKS Library: Moore, Mark H. Creating Public Value: Strategic Management in Government. Cambridge,MA: Harvard University Press, 1995. Chapter 4 (pages 105-134), Chapter 5 (pages 135-139). Study Questions: Did Mahoney have an opportunity to create public value? Did he squander it? How does the authorizing environment affect partnership? How do external forces affect partnership? Session 4: Partnerships and non-profit policy: Gates Foundation Articles: “Innovating the White House: How the Next President of the United States Can Spur Social Entrepreneurship." By Michele Jolin. Stanford Social Innovation Review, Spring 2008 “The White House Office of Social Innovation: A New Paradigm for Solving Social Problems." By Clayton M. Christensen, Vanessa Kirsch, Kim Syman. Huffington Post, July 1, 2009 Website of The Bill & Melinda Gates Foundation See especially: Guiding Principles Grants Overview Funding for Charitable Sector Support Study Questions · Is the Social Innovation Fund a public-private partnership? Why or why not? · Where do the interests of the White House Office of Social Innovation and private philanthropy overlap? · What are the potential risks to those involved in the Social Innovation Fund? · How would you assess the White House Office of Social Innovation’s approach to designing the Social Innovation Fund and enlisting philanthropy? What might you do differently? · Should the Bill & Melinda Gates Foundation invest in the Social Innovation Fund? Why or why not? And how? Session 5: Consulting to Partnerships: Booz Allen Hamilton Articles: Delurey, Michael, Frascella, Lawrence, and Sulek, David. “Convenors of Capability.” Strategy and Business, Issue 50, Spring 2008. Fritz, Patrick, Meagher, Beth, Penfield, Susan, and Van Lee, Reggie. “Commentary on ‘A for the prevention of dementia II: Leon Thal symposium 2008.’ The megacommunity approach to Alzheimer’s disease.” Alzheimer’s & Dementia 5 (2009) 163–165. Gerencser, Mark, Napolitano, Fernando, and Van Lee, Reginald. “The Megacommunity Manifesto.” Strategy and Business, Issue 43, Summer, 2006. Himberger, Douglas, Krill Jr., Stephen, and Sulek, David. “When There Is No Cavalry.” Strategy and Business, Issue 38, Autumn 2007. Pressley, Donald L. and Steele, Cheryl S. “Promoting Entrepreneurship in the West Bank.” Strategy and Business, Issue 55, Summer 2009. Study Questions: • When should a public private partnership (PPP) be utilized? Are there certain types of problems that are better suited to a PPP? Is a PPP really a panacea? • What are the inherent risks in consulting your client on partnership solutions? Do these risks vary based on the type of partnership? • How do you maintain and sustain a valuable partnership? What happens when the partners interest diverge over time? • How is a megacommunity different from a PPP? Session 6: Communication and Negotiation in Partnerships Cases: Case: Riley, Hannah. Stone Container in Honduras A, B, C. HBS Case Nos. 897-172; 897-173; 897-174. Case: “Errors in Social Judgment: Implications for Negotiation and Conflict Resolution.” Part 1 and 2. HBS Case Nos. 897-103; 897-104. Study Question: Would Stone Container have been successful if they had used a public-private partnership? Resources New York State's Silver Lining