Four perspectives on PPPs.
A Public-Private Partnership (PPP) unites professionals and organizations from different worlds. The combination of separate expertises offers new opportunities to find solutions for complex situations. What are partners’ views of one another? A reflection from four perspectives.
“If there are no incentives, the farmer will consider other activities, the trainer will only offer minimum services in exchange for a fixed pay check regardless of success, and investors would rather not work in such an atmosphere where time is not valued and a positive return on investment is not expected. Becoming a nation that ranks high on a global scale of development is possible through honest, efficient cooperation that rewards those who excel at what they do.”
Zahid Wissanji, managing director of EntoAfrica, partner in the Flying Food project.
“It’s the responsibility of the private sector to make sure the program is sustainable. Also, the private sector would be able to scale up the project to other areas. NGOs have the capability to address the advocacy agenda and assist smallholder farmers. In that way, NGOs make sure the other partners have space to maneuver to take their own role.”
Managing Director Glenn Pardede of PT. East West Seeds Indonesia, part of the SMARTseeds consortium.
“It is important that the public partner plays a fully-fledged role in the partnership, preferably also by a financial contribution, and that they are responsible beyond providing the required permits. However, many PPPs operate in fragile states, in countries where the government can supply little knowledge, capacity or financial means. The role of the public partner is then often smaller than we would wish for. In those cases, it is harder to create impact with a PPP.”
Jan van Saane, Project Advisor at the department of International Programmes for the team Global Issues at the Netherlands Enterprise Agency.
“We have learned that one of the most important elements of a successful PPP is to have the right partners on board. Partners should for example not only have a relevant track record, they should also be willing to have some skin in the game by investing and co-developing. They must be present right from the design phase of the programme and business model to ensure its relevance and buy-in, and they should demonstrate their commitment.”
Kees de Ruiter, Regional Manager ICCO Regional Office Southeast Asia and Pacific, from where various PPPs are coordinated.