This step may involve the following activities:
(i) setting up a PPP committee or formalizing it (if this was not done in steps 1 or 2),
(ii) holding planning meetings,
(iii) assessing personnel resources and needs,
(iv) promoting capacity development (if deemed necessary), and
(v) developing criteria for the private sector partner.
A PPP committee should have already been set up, ideally from Day 1. The committee members can be composed of the provincial health officer, chief of hospital, provincial information officer, and other individuals who will be helpful in the planning stage. The PPP committee can be formalized through a local resolution or ordinance (depending on country requirements). Once the PPP is in place, the committee can be responsible for contract administration, monitoring, and evaluation. It can also provide technical support to the bids and awards committee.
Personnel resources should also be assessed so that the organization can determine who among its people can best fit the specific functions. The results of this can also help them determine if a capacity development intervention is necessary. Likewise, the activity can help them determine if advisors or consultants will be required.
The PPP committee can be designated to handle the following functions and tasks:
(i) preparing feasibility studies and business plans;
(ii) preparing tender documents;
(iii) determining performance standards and economic parameters;
(iv) drafting PPP contracts;
(v) publishing bid invitations, schedules, and procedures*;
(vi) defining prequalification requirements*;
(vii) conducting pre-selection conferences;
(viii) conducting selection processes*;
(ix) evaluating legal, financial, and technical aspects of proposals; and
(x) preparing acceptance letters, recommendations, and contract awards.*
Tasks with an asterisk (*) may be done in coordination with or to support the bids and awards commit-tee (BAC). Alternatively, a special BAC may be created solely for the PPP procurement. It can be eventually dissolved or some members may be invited to a permanent PPP committee. It is crucial to have a permanent and institutionalized committee that is composed of organic personnel (e.g., those with permanent or tenured positions) to ensure project efficiency, sustainability, and replication.
The planning meetings are the most important activities in this stage, as they are where the organization's plans are primarily drawn up and discussed. The plan should adequately cover all aspects of the development and implementation (particularly all the steps mentioned in this guidebook). The organization, when considering a PPP, should also consider capacity development activities, which will also require funding. The local governments that were being assisted during the development of this guidebook underwent capacity development training workshops on social marketing and knowledge management and worked with a team of consultants and advisors. The day-to-day work became a capacity development process in itself through constant sharing of knowledge and experiences.
The organization should also discuss criteria or standards for their prospective private partner(s). Key considerations are track record, length of time and extent of experience in the relevant specialization(s), and good financial standing. The winning bidder is expected to improve hospital services by ensuring availability of affordable, safe, efficient, and compassionate health care.