Of course, even highly committed partners may lack the capacity to engage effectively in partnerships. Partners should be evaluated according to several key questions:
• How highly does this partner rank within their institution? (While many people within a corporation or government can be a viable liaison to the PPP, generally speaking, higher-ranking executives have greater latitude to enact and expedite change.)
• What is the partner's authority to control resources? Is there a system in place for turning around approvals quickly and efficiently? Does this partner have a clear, consistent line of communication to high-level executives? How direct is that line of communication?
• Does this partner have enough capital-financial, political, human-to embark upon and complete the project? Are there other sources of capital available?
• Has this partner engaged successfully in PPPs in the past? What were the outcomes?
• What human resources can be marshalled in service of the project? Are those human resources skilled (or potentially skilled) enough to engage effectively in a PPP?
• How do your resources and skills complement this partner's?