In this step, the organization embarks on the development of a detailed implementation plan for the public-private partnership (PPP) that includes a personnel component, policy initiatives (if these have not been done yet or need further work), budget, resource mobilization, and strategies.
The project's impact on existing personnel should be considered in its transition strategy. As is often experienced in any transitory phase, the people must be adequately informed and consulted to lessen and manage their fears, if any. The organization should, therefore, develop a plan for the personnel who may be affected by the PPP arrangement. For example, they can be asked later on (e.g., prior to PPP implementation) to transfer to other departments in the hospital, offered an attractive early retirement package, or allowed the opportunity to be hired by the private partner. However, as in any form of organizational development process that involves staff movement, the necessary assessment of staff performance, aptitude, and career goals should be undertaken. A PPP can lead to efficiency and improvement in service delivery but it should not be undertaken at the expense of human resources. The discussion in Step 4 (development of a social marketing and promotion plan) addresses the human component in the development of any PPP and provides insights on dealing with different perceptions on PPP in health interventions.
Monitoring and evaluation (M&E) could be an ideal role for some affected personnel, so the proponent can also consider setting up a PPP M&E committee, where these personnel will be able to find fulfillment as well as continue public service. (Further discussions on M&E are in Step 6.) The organization should have the corresponding budget to cover the benefits of those who will avail themselves of the retirement option as well as other contingencies.