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n Journal of Public Administration - Discussion of project management as applied in development type projects within a partnership environment
The private sector has, on many occasions as part of their social responsibility drive, entered into partnerships with government institutions to do "good". Very few institutions look at the work that they are doing under the guise of a partnership as anything other than a form of marketing. Government, both provincial and local, is used to this kind of approach and do not expect anything else than a form of handout.
When an institution comes with a partnership model where there is equal participation with a clear delineation of responsibilities, a significant number of forces come into play. The local and the provincial government are driven by their own agendas, which focus on service delivery to their constituents. Conversely, the private company is driven by profit making in the final instance. The challenge in this kind of environment would be how to arrive at a common point of departure, given the different agendas of the institutions involved in the partnership, and to deliver a project that is ultimately of value to all the constituents including the three organizations.
The discussion will focus on one project where a multinational company, Hewlett Packard (HP), the Limpopo Provincial Government and the Municipality of Mokopane entered into a partnership in 2002 as a legacy of the World Summit on Sustainable Development. The aim of the project is determine if Information and Communication Technology can be used to stimulate socio-economic development. To this end the project uses existing and new technologies in an innovative combination to arrive at its goal. The presentation will focus on: a description of the project, the management instruments of the project, the partnering instruments available to institutions, the lessons learnt in the project and the possible applications of the lessons learnt.
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