Abstract:
This article draws on a qualitative case study comparing two U.K. primary health care
schemes which were entered into as part of the Local Improvement Finance Trust
(LIFT) policy. LIFT takes the form of a social infrastructure Public Private Partnership
(PPP) where public procurers and private suppliers work together in active long-term
partnering agreements to deliver local primary health care facilities. The organizational
structure is that of a joint venture company which is jointly owned by public and
private partners, with the expectation that by having both the public and private
sector represented on the company board partnership working between the two
sectors is enhanced. The two schemes studied delivered contrasting results. One
scheme showed how the private sector dominated the board, making partnership
working difficult to achieve in the context of directors following their fiduciary role
to maximize profits for shareholders. However, the findings from the second scheme
showed that partnership working and LIFT success may be dependent on trust,
general business ethos, and key personalities working together. Policy makers should
therefore pay attention to not only the organizational structures, but also how the
private sector controls and governance are exercised to benefit all stakeholders.
