Presented for "Hot Topic Session" of Research Methods for Public Policy; in partial fulfillment of Master of Global Public Policy degree at The Russian Presidential Academy of National Economy and Public Administration (RANEPA) Moscow, Russia

1. Presented by: Samuel
ELUSOJI
MGPP, Research Methods for Public
Policy Thursday, 3rd

2. 1) PPP in infrastructure: A
Comparison Between China and
India
2) PPP and Environmental
Sanitation in Ghana
3) Development of Drugs in PPP
environments
4) Strengthening PPPs for More
and Better Health Outcomes in
Ethiopia
5) ‘Hamilton’ Shows the Power of
PPP
6) PPPs for Jobs in Libya are Key
for Youth and Women, Now
More than Ever
7) Assessing Models of PPPs for
Irrigation Development in Africa
8) PPP in Ethiopia: The Inclusive
Modality In Tourism
Development

4. 1. Both India and China have been promoting Public Private Partnership in
delivering infrastructure in various sectors.
2. India prioritizes in transport and energy while China puts its emphasis in
public services.
3. State-owned enterprises (SOEs) have a bigger presence in PPPs in China
while foreign investors have more space in India.
4. The main reason for India using PPP is the gap between government
fiscal capacity and the increasing infrastructure demand; while in China,
the key is innovation, in the sense that private sector has better
technology and management skills in tackling sophisticated issues such
as water treatment and elderly care.
5. China takes a top-down approach in the promotion of PPP while India, in
the national level, also takes a top-down approach but has to take a

5. 1. PPP is not a panacea for the government to shred risks to
private sector of even build up infrastructure for free, as
some people believe both in India and China.
2. There are some common challenges of implementing PPP in
both countries, with their distinctive characters, which can be
summarized as human resources, legal and regulatory
framework and financing gap.
3. These major challenges are not easy to tackle. However,
both the Indian and the Chinese seem to understand these
issues well and have been putting serious efforts into them.

7. 1. The contract between
AMA and ZL Ltd is a
type of franchise with
limited tenure of five (5)
years. ZL Ltd is one of
nine (9) companies
contracted by AMA to
provide solid waste
management service for
the local authority.
2. The objective of the
contract is to shift the
financial burden of waste
management services from
AMA to ZL under a system
called fee-based refuse
collection. Thus the major
objective of the partnership
is financial in that the
assembly seeks a zero
financial commitment to the
provision of the service by

8. 1. The study revealed that the partnership between the
AMA and ZL, to a large extent, have met the set
targets with regards to the coverage area, improved
sanitation facilities, the frequency of collection of
waste and the charges paid by customers as set out
in the partnership agreement.
2. However, critical challenges such as rapid
urbanization, population pressure, low level of
investment in sanitation delivery and fast unplanned
expansion of cities pose major challenges for the full
attainment of this partnership agreement.

10. 1. Process of introducing new drugs in the market is expensive, long
and risky.
2. Drug makers only have incentive to introduce drugs to markets
where customers can pay development costs.
3. Most of the resources and experience in drug discovery are held by
the private sector.
4. 90% of the world’s diseases receive only 10% of the resources,
leading many of those diseases neglected, or “orphaned”.
5. Public-Private partnerships (PPPs) could allow for some of these
diseases to receive the attention they need.
6. The Public sector has a great interest in stimulating discoveries and,
knowledge of multiple diseases links to government, while the

11. • Grants4Targets allows public researchers to apply for research grants from Bayer Healthcare:
1. Applicants apply for grants via the Grants4Targets website using a standard format application
2. A committee of researchers at Bayer then decide on the proposal
3. Grants are decided in as little as 8 weeks
4. Grants come in three sizes, ranging from 5,000-250,000 Euros. Up to 125,000 Euros, no
Intellectual Property (IP) are necessary, applicant keeps IP.

13. 1. Leveraging non-state resources through partnership with the private sector serves
as a viable opportunity for the Government of Ethiopia to narrow the gaps caused
by resource constraints as well as improve access to quality health services.
2. Information from the key informant interviews and identified “sixteen PPP case
studies” were synthesized, compiled, and reported by the team of experts from the
Federal Ministry of Health, Resource Mobilization Directorate, and HEPCAPS2
project from June to November, 2014.
3. Contracting partnerships was found to be promising in reaching needy populations
with quality health services.
4. Infrastructure-based hospital PPP arrangements, seen in the establishment of
specialized medical care services like dialysis and eye care within public hospitals
were found to create opportunity for affordable and conveniently located service.
5. Social marketing and franchising are contributing their share in increasing access
to sexual and reproductive health services. In the year 2013 alone, DKT Ethiopia
in partnership with private providers distributed more than 66 million condoms, 4.1
million cycles of oral contraceptives, 2.7 million injectable contraceptives, 1.7
million emergency contraceptive pills, 122,455 Implants, and 195,000 Intrauterine
Contraceptive Devices (IUCDs) that translates into 2,442,890 Couple Years
Protection (CYPs).

14. Key informants provided the following recommendations to strengthen partnerships between government and private for profit and
private for-nonprofit sector in health service provision:
1. Organize regular consultations between government and private providers and implement
effective and agreed upon mechanisms to strengthen PPP;
2. Establish a unit dedicated to coordinating PPP from MoH and regional health bureau (RHB)
to local (woreda) health office levels;
3. Develop guidelines, standard operating procedures, and tools to standardize implementation
of PPPs;
4. Support the development of legal framework to provide PPP legal coverage;
5. Build trusting, supportive, and inclusive relationship between government and private

16. 1. The production's success (genre-advancing production by Lin-Manuel Miranda,
who plays the lead role and also composed the music) provides another example
of a public-private partnership that could help revolutionize an established model.
2. The Public provided Miranda with the support and space for experimental
evolution, together with funding, feedback and encouragement to create
"Hamilton" over several years.

18. 1. To support stabilization (for the youths and ex-combatants) and
pave the way for post-conflict recovery, the report says trade,
services, tourism, and agribusiness, are all possible areas for job
placement, on-the-job training in firms and entrepreneurship.
2. Innovative public-private partnerships are emerging at local
levels and have continued operating even during the current
conflict. In Tripoli, for example, the local municipal council and a
non-governmental organization had opened an employment
center in 2014 that had begun placing youth in jobs in firms, and
in late 2015 mobilized an investor forum to support young
entrepreneurs looking to expand.

19. 1. Establishing a public-private partnership contracting
system for entrepreneurship and job placement could
provide the incentives needed to stimulate job creation in
the private sector.
2. Contracts that provide incentives to train and retain
workers and that improve social security for nationals and
non-nationals alike might help investors attract the talent
needed away from the public sector.
3. Creating a consolidated database and information system
would give the public sector, employers and jobseekers
alike the support they need.

21. 1. Difficulty in aligning profit and development objectives
2. Information on water availability and use (competing
uses, climate change)
3. Needs beyond irrigation infrastructure (technology,
taxation, training, markets, inputs)
4. Land and water rights
5. Dominance by governments / limited involvement by
farmers, communities and markets
6. Challenges to build trust (history matters)

22. 1. Add finance to interdisciplinary mix for irrigation
2. Is irrigation likely to be profitable for investors? Logic
for state investment, less for private sector
3. “Beyond panaceas”
a. Need to engage with complexity
b. Tools for understanding complex arrangements
c. Range of options for PPP arrangements
4. TIME: Needed to build trust, but time cost tradeoffs

24. 1. The need for PPP has already been captured as an agenda since 1992
appearing in strategic government documents. Nevertheless, in spite of
the huge potential, the implementation of PPP has been very low in the
tourism Industry.
2. The study recognized that there are still gaps in the level of
understanding about the concept of PPP across the industry and lack of
awareness about the existing legal frameworks both hindering the
application of PPP in tourism sector.
3. The restraining factors to PPP in tourism investment in Ethiopia also
include; lack of awareness about PPP, prioritization of other sectors and
financial arrangements.
4. A well designed incentive packages to PPP projects will attract the
private sector while lack of mutual trust is still to be considered in the