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A Public Sector Practitioner's Perspective on Public Private Partnerships

A Public Sector Practitioner's Perspective on Public Private Partnerships

Erinn N. Harris
Copyright: © 2015 |Pages: 10
ISBN13: 9781466681590|ISBN10: 1466681594|EISBN13: 9781466681606
DOI: 10.4018/978-1-4666-8159-0.ch004
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MLA

Harris, Erinn N. "A Public Sector Practitioner's Perspective on Public Private Partnerships." Emergency Management and Disaster Response Utilizing Public-Private Partnerships, edited by Marvine Paula Hamner, et al., IGI Global, 2015, pp. 54-63. https://doi.org/10.4018/978-1-4666-8159-0.ch004

APA

Harris, E. N. (2015). A Public Sector Practitioner's Perspective on Public Private Partnerships. In M. Hamner, S. Stovall, D. Taha, & S. Brahimi (Eds.), Emergency Management and Disaster Response Utilizing Public-Private Partnerships (pp. 54-63). IGI Global. https://doi.org/10.4018/978-1-4666-8159-0.ch004

Chicago

Harris, Erinn N. "A Public Sector Practitioner's Perspective on Public Private Partnerships." In Emergency Management and Disaster Response Utilizing Public-Private Partnerships, edited by Marvine Paula Hamner, et al., 54-63. Hershey, PA: IGI Global, 2015. https://doi.org/10.4018/978-1-4666-8159-0.ch004

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Abstract

Public Private Partnerships (PPPs) are something that greatly benefit the public sector and should be encouraged in as many ways as possible. That is, the more participation that can be generated from entities in the public and the private sectors, then the better mitigation, preparedness, and response activities will be. The main concerns are the management of realistic expectations and of all involved entities upholding their promises. This chapter discusses how proper training and transparency of the actions can diminish the risks associated with PPPs. This chapter also discusses how open communication helps maintain realistic expectations, and how maintaining realistic expectations will result in less reliance being placed on any one business or agency. This will lead to more educated people responding faster, which in turn ultimately leads to the original goal of emergency managers (i.e. working yourself out of a job).

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