Improving Public-Private Partnership
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1 Improving Public-Private Partnership COL Wes MacMullen Faculty Advisors: Patricia Sullivan, University of North Carolina at Chapel Hill William (Bill) Johnsen, US Army War College
2 Agenda Introductory concepts Topic selection Methodology Analysis Recommendations Suggestions for further study
3 Introductory Concepts What is Public-Private Collaboration vs Partnership? Pro-bono exchange Transactional relationship, no contracts, one time or repetitive Examples: Humanitarian assistance In kind assistance (medical care, translator support) Academic and industry expertise Non-Federal Entity (NFE): Catch all term for NGOs, industry, academia and other organizations
4 Topic Selection Mentioned in various policy documents, but not an official program Resourced at COCOMs with personnel, but programs are varied Interagency coordination has advanced, but not PPC policy PPCs can add value and support military objectives Can build connections between society and the military
5 Path of study and research Initial Research Focus of Research Lit Review Policy Review Methodology Uneven success Role of OSD/Joint Staff Human Capital OSD (P) Joint Staff AFRICOM PACOM SOUTHCOM Program organization Required Skills Value of PPC Defense Business Board study OSD Policy Memo Comparative Analysis Explanatory Factors
6 Research Methodology Research Question: What explains the difference in strength between PPC programs IN SOUTHCOM, AFRICOM and PACOM? Explanatory Factors Engagement Approach Command Interest and Strategic Communications Training and Experience Interviews OSD (P), Joint Staff, AFRICOM, SOUTHCOM, PACOM, US Army Special Forces Center and School Limitations
7 Factor Comparison SOUTHCOM AFRICOM PACOM Engagement Approach Active Less formal pro-bono only Passive More formal Pro-bono and commercial mix Passive Less formal Command Interest/ Strategic Communications Medium interest PPC integrated in website Low interest, PPC not integrated in website Low interest, PPC not integrated in website Training and Experience No formal training, civilians hired w/o experience No formal training, civilians hired w/o experience No formal training, civilians hired w/o experience
8 Analysis: What explains the difference in strength? Engagement Approach: greatest differences and greatest contribution to program strength Command Interest/Strategic Communications: distinct differences, but fewer than engagement approach Training and experience: least difference, some data does associate with program strength
9 Analysis (Cont.) DoD appreciates the value of PPC, but making no investment No training for: opportunity discovery and realization social competence, networking No formalization to support decentralized operations No selection criteria for personnel in PPC programs No standardized legal guidance Until greater investment takes place, PPC programs will not improve
10 Recommendations for strategic Level OSD (P) Joint Staff AFRICOM SOUTHCOM PACOM Theater Level Increase formalization Effective training Identify skills in the force Implementation Guidance Strategic Level
11 Recommendations for theater Level OSD (P) Joint Staff AFRICOM SOUTHCOM PACOM Theater Level Improve Strategic Communications Develop white network visualization tool Implement Pro-Bono only policy Strategic Level
12 Conclusion PPC is a cost effective activity which helps meet military objectives OSD and the Joint Staff need to formalize the program The ability to conduct active engagement is most important Theater level recommendations don t require additional resources Research adds to the Defense Business Board Study
13 Suggestions for further study Why did the SOUTHCOM PPC program gain momentum during Haiti Disaster Response in 2010, but not the AFRICOM program during the its response to the 2014 Ebola outbreak?
14 Questions/Discussion
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