text:
Partnering for good? An analysis of how to achieve sustainability-related outcomes in public–private partnerships
- 146 Downloads
Since 1987, members of the United Nations have strived for improving sustainability to fulfill the vision of sustainable development. Current discussions focus on the role of collaborations between public and private actors to realize social, ecological, and economic sustainability. This study explores how public–private partnerships may contribute to the achievement of sustainability-related outcomes by analyzing a longitudinal case in the German public bathing and swimming pool sector. The empirical findings illustrate how both external conditions, such as regulation or industry-self regulation, and internal elements, such as specific structure and process elements of the public–private partnership, contribute to sustainability-related outcomes. Results reveal an interaction of specific external conditions and some internal elements. Our findings serve as a starting point for further empirical investigations of the sustainable provision of public services via public–private partnerships, and form a basis for theory development. The revealed insights result in practical implications for partners involved in public–private partnerships.
KeywordsSocial sustainability Ecological sustainability Economic sustainability Public–private partnerships Case study
Chief executive officer
German Standardization Organization
Public–private partnerships
Sustainable development goals
United Nations
World Commission on Environment and Development
1 Introduction
Since 1987, members of the United Nations (UN) have been striving to improve sustainability in their countries to fulfill the vision of sustainable development (World Commission on Environment and Development (WCED) 1987, also known as the Brundtland report). The central norm of the UN's vision is to "make development sustainable to ensure that it meets the needs of the present without compromising the ability of future generations to meet their own needs" (WCED 1987, p. 17). This norm of intergenerational justice has been supplemented by the integrated view of three pillars of sustainability—economic, ecological, and social sustainability—during the Rio Conference 1992 (Jordan 2008). As a consequence, the notions of sustainable development and sustainability are drawing together ideas concerning human welfare, protecting the biosphere, balancing generational interests, and public participation in decision-making (Fiorino 2010; Hopwood et al. 2005; Meadowcroft et al. 2005). For public authorities, the sustainable development agenda challenges the nature and effectiveness of governing and governance to "put society on a more sustainable track" (Jordan 2008, p. 17).
At the World Summit on Sustainable Development in Johannesburg in 2002 (United Nations 2002), public–private partnerships were promoted as a promising instrument for the sustainable provisioning of public services (Dellas 2011; Pattberg et al. 2012). This perspective has been strengthened with the Agenda 2030 and the 17 sustainable development goals (SDG; see United Nations 2015): Public sector actors work together with private sector actors to accomplish sustainability-related objectives (Pinz et al. 2018). However, the focus on short-term cost reductions in many public–private partnerships might be at odds with long-term sustainability outcomes (van Gestel et al. 2008; Koppenjan and Enserink 2009). As the current literature addresses sustainability issues in combination with public–private partnerships rather implicitly than explicitly (e.g., Kwak et al. 2009; Pinz et al. 2018), there is little knowledge on the contribution of public–private partnerships to sustainability.
Against this background, we aim to investigate how precisely public–private partnerships contribute to sustainability, assessed according to its three dimensions (economic, ecological, and social sustainability). To do so, we analyze external conditions (regulation and industry self-regulation) which may be relevant to the contribution of a public–private partnership to sustainability, as well as elements that are internal to a public–private partnership (structure and process elements). We develop a conceptual framework which integrates the external conditions and internal elements that may relate to the achievement of sustainability-related outcomes in public–private partnerships, and apply this framework to a single case study of a public–private partnership in the German public bathing and swimming pool sector. This sector was purposefully chosen as it is suited to investigate the achievement of sustainability-related outcomes due to high regulation and industry self-regulation targeting sustainability and, additionally, due to a close relationship to the sustainable development goals. Findings regarding external conditions of public–private partnerships show that for economic sustainability, regulation is important, whereas for ecological sustainability, regulation and industry self-regulation seem to complement each other. For social sustainability, citizen initiatives come into play as relevant external conditions. The findings regarding internal elements vary slightly for the three sustainability dimensions. Elements that are important for all three dimensions are contracts and committees as structural variables; and shared understanding, communication, and leadership as process variables. These results are discussed against the background of prior research and managerial implications are drawn. The conclusion briefly summarizes the main contributions and outlines avenues for further research.
2 Conceptual framework on sustainability and public–private partnerships
2.1 Public versus private: regulation and industry self-regulation for sustainability
Traditionally, the public sector has primarily governed towards sustainability by regulation. The regulation of ecological and social issues is often imposed by global initiatives, leading to country-specific hard (legislation) and soft (directives, guidelines) efforts to change corporate behaviour (Albareda et al. 2007; Christmann 2004; Gonzáles and Martinez 2004; Eberlein and Matten 2009; Peltzman et al. 1989). For example, because the European Commission emphasized the different sectors' responsibilities for social and environmental matters (European Commission 2010; see also Delbard 2008), the German government published a National Strategy for Corporate Social Responsibility in 2010 (Federal Ministry of Labor and Social Affairs 2010). This strategy integrates the three pillars of ecological, economic, and social sustainability in the construction industry, which is of relevance to the empirical part of our study (Federal Ministry of Transportation, Building and Urban Development 2009).
In addition to or in replacement of regulation, private actors are often found to establish industry self-regulation. Industry self-regulation is used as an umbrella term for initiatives, often led by industry associations, to establish rules and standards to regulate corporate behaviour and competition, while industry members decide independently about their participation and extent of commitment (Barnett and King 2008; Bowen et al. 2018; Grabosky 2013; Hart 2010; Hoffman and Georg 2013). Industry self-regulation can generally be proactive or reactive and is expected to complement regulation (Gupta and Lad 1983). However, empirical research has shown that industry self-regulation often falls short of desired economic and environmental outcomes and thereby does not convincingly fill regulatory voids (Bowen et al. 2018; Hoffman and Georg 2013; King and Lenox 2000; King et al. 2012).
Against the background of remaining open questions regarding the contribution of both regulation and industry self-regulation to increased sustainability, we consider both as potentially relevant (substituting or complementing) external conditions for public–private partnerships with sustainability-related objectives. 'External' refers to the fact that any public–private partnership in a specific industry takes place within a certain frame of regulation and industry self-regulation. Regulation and industry self-regulation might have a direct influence on sustainability-related outcomes of the public–private partnership. For instance, in a sector where reduced energy consumption is part of the industry self-regulation, the reduced energy consumption may be an outcome of a public–private partnership in this sector as well. The next paragraph will focus on these partnerships and their relation with sustainability.
2.2 Public–private partnerships and sustainability
Regarding the achievement of sustainability, the World Summit on Sustainable Development in Johannesburg in 2002 explicitly called for the implementation of public–private partnerships (United Nations 2002). These partnerships can be defined as "a cooperative arrangement between the public and private sectors that involves the sharing of resources, risks, responsibilities, and rewards with others for the achievement of joint objectives" (Kwak et al. p. 52). Public–private partnerships range from informal to contractual arrangements or mixed public–private company foundations (Albalate et al. 2014; Steijn et al. 2011). Round table discussions between public and private sector partners reflect informal arrangements. Contracting for a specific project leads to a contractual public–private partnership. Companies with both public and private ownership can also be called institutional public–private partnerships (for various classification attempts, see for example Grimsey and Lewis 2004; Koppenjan and Enserink 2009; Kwak et al. 2009; Petersen 2011). Independent of the specific arrangement, the lack of public funds and inefficiency of public services are seen as drivers for public–private partnerships (Forrer et al. 2010; Koppenjan and Enserink 2009; Ysa 2007).
The underlying assumption is that the public sector lacks knowledge of the most cost-effective way to deliver a public good or service and gains technical expertise from the private partner, in exchange for a long-term service contract (Forrer et al. 2010). Through the efficient and effective combination of complementary knowledge and capabilities, both sides can benefit from such partnerships (Hodge and Greve 2007; van Gestel et al. 2008). However, as many unsuccessful public–private partnerships in various countries exemplify (Kwak et al. 2009; see also Chen et al. 2013), these positive outcomes can only be achieved if the partners find "the right balance between the investors' willingness to invest … and long-term sustainability objectives" (Koppenjan and Enserink 2009, p. 293).
Overall, the breadth of public infrastructure makes it difficult to draw a coherent picture on the general appropriateness of public–private partnerships (Roehrich et al. 2014). Many researchers agree, however, that making partnerships work (Warsen et al. 2018) depends on various structural and process elements (Bryson et al. 2006, 2015; Ysa 2007). These elements are internal to public–private partnerships (as opposed to external conditions that are industry specific) and we label them as 'internal elements' in the following.
Structural elements comprise the contract between the public and the private partner, which most generally aims at reducing information asymmetries in principal–agent relationships (Jensen and Meckling 1976). Regarding sustainability, a contract may serve to fix economic, ecological, and social aspects in a legally binding manner. Existing literature on sustainability and public–private partnerships reveals that sustainability-related objectives might also be part of the tendering offer (Hueskes et al. 2017). Koppenjan and Enserink (2009) suggest appropriate incentives for sustainability as a standard of good practice within public–private partnerships. Empirical studies explicitly addressing sustainability refer to governance (Walker and Hills 2012), managerial accounting (Fobil et al. 2008) and evaluation (Patil et al. 2016) as relevant structural elements to achieve sustainability-related objectives (Pinz et al. 2018).
With respect to process elements, the literature on public–private partnerships, and on collaborations in general, points to the relevance of process elements that go beyond legal contract specifications (Bovaird 2004; Emerson et al. 2012; Rufin and Rivera-Santos 2012; Teicher et al. 2006). It has been shown that trust and shared understanding are crucial elements (Bovaird 2004; Teicher et al. 2006). Under the notion of collaborative dynamics, the importance of principled engagement has been discussed theoretically, in particular, fair and open discussion as well as communication, shared motivation (mutual trust and understanding, internal legitimacy, shared commitment), and capacity for joint action (procedural arrangements, leadership, knowledge, resources) (Emerson et al. 2012). Transferring these aspects to sustainability in public–private partnerships, discussions on sustainability-related objectives, trust in the partners' interest in sustainability, and a mutual understanding of sustainability might thus be of relevance.
With respect to leadership for sustainability as a process element, both partners may show leadership: On the public side, governments "are bound to the norms and rules they wish to impose on others," but are also "expected to show exemplary behaviour"—particularly in public–private partnerships (Klijn and Koppenjan 2000, p. 152). On the private side, companies are expected to show leadership for sustainability, e.g. by committing to implementing policies targeting social sustainability (European Commission 2011; van Marrewijk 2003). In this understanding, private corporations should not only seek to maximize their profits, but should also be aware of their social and ecological responsibilities (Crane and Matten 2007; Matten et al. 2003; Palazzo and Scherer 2006). Again transferring these aspects to sustainability in public–private partnerships, both public and private partners potentially fulfil a leadership role.
Pinz et al. (2018) show that the first empirical studies on sustainability and public–private partnerships reveal strategy, planning, risk management, and negotiation (Fobil et al. 2008; Kort and Klijn 2011; Lenferink et al. 2013; Liu et al. 2010) as relevant process elements. In addition, these studies refer to collaborative elements as relevant to the achievement of sustainability-related objectives (Lenferink et al. 2013; Liu et al. 2010, Walker and Hills 2012).
3 Research method and case description
3.1 Case study design
To investigate our exploratory research question on how public–private partnerships may achieve sustainability-related outcomes, we have selected a critical case based on a purposeful sector selection to conduct a single case study (Flyvbjerg 2006; Ridder 2017; Yin 2013).
Against the background of our conceptual framework spanning external conditions and internal elements, we aimed to analyze a case in a sector which would allow us to explore both regulation and industry self-regulation, potentially enhancing sustainability-related outcomes. Thus, the sector should also be suited to investigate a broad range of sustainability-related issues. In line with the presented definition of public–private partnerships, the public–private partnership itself should be characterized by a high degree of freedom for both partners. Such a degree of freedom enables the partners to show leadership regarding sustainability outcomes over time. Within the broad range of potential public services, we consequently decided to focus on voluntary public services where we would expect more innovative forms of public–private partnerships to be installed. In Germany, the classification of public services into delegated functions and matters of municipal self-government (including voluntary public services) is defined in article 28 and article 83 of the German constitution (Bundesrepublik Deutschland 2017). For voluntary public services such as sport, leisure, and culture, the municipal council has the decision-making power regarding if and how a task is fulfilled (Bogumil and Holtkamp 2013). Thus, the public partner has a higher degree of freedom about how to draft the offered services, and therefore, also the partnership compared to other public services.
Within voluntary public services, we decided to focus on the public bathing and swimming pool sector (in German Baederwesen). In Germany, municipal swimming pools as voluntary public service have existed since 1855; today, an enormous need for restoration can be observed in more than 7500 public indoor and outdoor swimming pools (estimations ranging from 6 to 8 billion EUR, Partnerschaft Deutschland 2011). As a result, to preserve public swimming pools as a form of voluntary public infrastructure and complete necessary renovations despite their budget restraints, several German municipalities have turned to public–private partnerships (Partnerschaft Deutschland 2017; Hannemann 2009; Partnerschaft Deutschland 2011).
From today's point of view, we can show a close relationship of this sector to the following SDGs. From the public perspective, the bathing and swimming pool sector is part of the area of SDG 9 (Build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation), since municipal investment in a publicly accessible swimming pool is contributing to the available infrastructure. The fact that citizens and sports clubs can participate in sports may contribute to various SDGs, especially SDG 3 (Ensure healthy lives and promote well-being for all at all ages; Lindsey and Chapman 2017). From the citizens' perspective, a municipal swimming pool allows them to make individual decisions regarding sustainable consumption (SDG 12), since most swimming pools offer various services (Erdély 2009). Furthermore, integrating the infrastructure in a balanced way for citizens living in both urban and rural environments may contribute to SDG 11 (Make cities and human settlements inclusive, safe, resilient and sustainable; target 11.A). If not only citizens are potential visitors of the swimming pool, the sector also offers a link to sustainable tourism (SDG targets 8.9 and 12.B). In an aging society such as Germany, the sports and leisure sector including swimming pools is likely to also contribute to SDG 8 (Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all; see Heinze and Naegele 2009).
Regarding the case selection, this study applies an information-oriented selection of a specific case as a critical case. We seek to identify a case that is most likely to provide information on all facets of the developed framework and thus permits logical deductions from this framework (Flyvbjerg 2006; Ridder 2017; Yin 2013). We aimed for a qualitative study with a longitudinal design (Yin 2013). By analyzing a specific public–private partnership at several points in time (Ridder 2017), we expected to be able to "address questions about how and why things emerge, develop, grow, or terminate over time" (Langley et al. 2013, p. 1). This is especially important in the context of public–private partnerships since collaborations evolve over time (Bryson et al. 2006). A single case study design offers the opportunity for an in-depth exploration of all aspects included in our conceptual framework to close "gaps and holes" in the existing literature (Ridder 2017; Yin 2013). Moreover, our sampling strategy aimed to identify a public–private partnership that focuses on economic, social, and ecological sustainability as outcomes. To identify such a critical case, one of the authors participated in a workshop (in 2010) led by an expert council on public–private partnership in one federal state. During this workshop, a swimming pool project was presented as a best practice example since it promised to focus on economic, social, and ecological sustainability:
Regarding economic sustainability, the public–private partnership reduces public expenditures while offering a new tourist attraction that creates new jobs and raises tax income with its life cycle approach—against the background of restricted public funds and the need for restoration. This regional value creation and the financial feasibility due to guarantees (in terms of forfaiting) are most relevant to this sustainability dimension.
Ecological sustainability in this public–private partnership includes aspects of energy and water consumption; and quality, landscape, and regional traffic. The project plan included a glass construction to heat the bathing and swimming pool complex with solar energy, which can be opened in the summer to cool the complex down. The increase in traffic volume was to be compensated by shuttle busses and the location near the highway.
Regarding social sustainability, the public–private partnership under investigation engaged several stakeholders: citizens (not automatically being customers of public infrastructure), customers, employees, and local small and medium-sized enterprises. The partners discussed the project with schools and sports clubs. The municipality conducted a citizen assembly as well as round table discussions. With respect to customers, the admission fees for the public part of the swimming pool complex amounted to a socially acceptable and affordable fee. The private partner subsidized the public open-air swimming pool with an annual amount from the profits generated in the new swimming pool complex. Public sector employees were benefited by job enrichment and enduring job security. To support participation of local enterprises, especially small and medium-sized ones, the project was divided into subparts.
3.2 Case description
Beyond its fulfillment of certain aspects of the three sustainability dimensions, the identified critical case can be described in the following way: The public partner, a municipality with 35,500 inhabitants, is located in between several larger cities and has access to important highways. In 2006, the municipality had four public swimming pools: two located in public schools, one open-air, and one indoor. Noting the need to renovate these pools, the municipal council asked the administration to suggest alternatives on how to renovate and maintain the municipal swimming pools. In a first step, the municipality decided to build a new public indoor swimming pool through traditional procurement. Due to the fact that private companies indicated interest in investing and due to the municipality's positive experiences with public–private partnerships, the municipality considered the option of a collaborative approach. It invited companies throughout Europe to tender offers for building the new indoor swimming pool that could meet the needs of sports clubs, schools, and the general public. Out of three propositions received, the municipality chose one to negotiate with and awarded it the contract to plan, build, and operate the swimming pool. The private partner is a Germany-based, globally operating company, which is renowned as an engineer, builder, and operator of large swimming pools. The new pool was to be located in a recently established industrial area close to the highway.
The public–private partnership design of our case is marked by the idea of including the whole life-cycle of the swimming pool into the partnership and thus represents the current generation of public–private partnerships (i.e. contract over 25 years). The public–private partnership is labelled a plan, build, operate model with particular characteristics: instead of establishing a public–private joint venture, the private partner founded a new private limited company. Within the newly built complex, the public swimming pool is operated by public employees under the same roof as the private swimming pool and sauna areas. However, the design is considered modular since, on the one hand, the public partner could operate the public part independently in the case of the private partner's bankruptcy; on the other hand, the private partner can enlarge the private part of the complex.
3.3 Data collection
The interviewees in this case study are P1 (founder and CEO of the private partner-company; interviewed at t = 1), P2 (facility manager) and P3 (responsible project manager of the private-partner company, both interviewed at t = 2) as private-partner experts. As public-partner experts, interviewees are A1 and A4 (two consecutive mayors of the municipality involved, A1 interviewed at t = 1 and A4 interviewed at t = 2, who are both head of the political sphere in the municipality and head of the municipal administration); A2 (head of the municipal main office, responsible for the administration of tenders and negotiation for the project, interviewed at t = 1 and t = 2); and A3 (head of the municipal services, responsible for the technical issues of the project, interviewed at t = 1 and t = 2). In addition, four members of the municipal council with different political party affiliations were interviewed (C1, C2, C3, C4, t = 2). These four interviewees were also part of the "economic and information committee" that has been installed in the pre-opening phase consisting of the key actors on both the private and the public partners' sides as well as selected members of the municipal council. Thus, this committee serves as an intermediary between those directly involved in the project and the municipal council. This committee is not included in the organizational chart but its existence (also in the operating phase) and role are fixed in the contract.
Deductive codes, inductive codes and paraphrased anchor examples
Deductive codes
Inductive codes (additional codes and refinement of deductive codes)
Selection of key findings (paraphrased anchor examples)
Sustainability: understanding and sustainability-related outcomes
Understanding of sustainability
Take from nature only what can be renewed (A1)
Take a long-term perspective (P1, P2, P3)
Take social, ecological, and economic aspects into consideration simultaneously (A2_1)
Dimensions: economic sustainability
Public finances, debt
Life cycle approach
Job creation
Regional value creation
Dimensions: ecological sustainability
Dimensions: social sustainability
Citizen-related aspects such as reductions in entrance fees
Customer-related aspects such as entrance fees
Employee-related aspects such as benefits from two working places (public swimming pool and private part of the complex)
Business-related aspects such as local SMEs
External conditions regarding sustainability-related outcomes
Regulation for sustainability
Regulation in the bathing and swimming pool industry
Strong regulation regarding water quality (A3_1, A3_2)
Further regulation relevant to the project
Tendering offer needs to focus on economic aspects [price] (C2, A3_2)
Industry self-regulation for sustainability
Industry self-regulation in the bathing and swimming pool industry
No need for too many requirements knowing that [the private partner] will have to do so to be successful in the bathing and swimming pool industry (A3_2)
Regarding water quality the legal/required standard was far below the private partner's standard and the competitors' water consumption concepts (A3_1)
Influence of citizens: citizen initiatives (additional code)
Opponents of the project: people who live in the part of town which is confronted with the closing of a public swimming pool (A1, C2)
Opponents made an effort of getting a referendum (C3)
PPP-internal elements regarding sustainability related outcomes
Structural variables: tendering offer
Sustainability in the tendering offer
The private partner won the tendering basically for economic reasons (A1)
Issue of employing local enterprises as subcontractors as a soft factor in the call for tenders and—after negotiation—as part of the contract (A2_1)
Structural variables: contract
Sustainability in the contract
In the contract: water temperature and quality and noise levels (A3_2), revelation of financial data (P3)
The 25-year life cycle enabled the private partner to invest more into ecological elements, because the amortization phase was longer (A1)
Importance of contract (A2_2, P3) and of using agreement (P2) to assure sustainability-related outcomes
Information and economic committee fixed in the contract (C2)
Structural variables: control
Control regarding sustainability-related aspects through newly installed committee
Information and economic committee with information and control as main tasks (C1, C2, C3, A2_2, P2, P3, A3_2)
Process variables: trust and commitment
Trust in private partner's interest regarding sustainability
The chosen private partner generally acts in a socially responsible manner, e.g. by supporting projects (A2_1, C1, P1)
The chosen partner is rare to run a project like this efficiently (C2, C4)
Process variables: shared understanding
Shared understanding of and commitment towards sustainability-related outcomes
Both private and public partners want an energy concept that is both economically and ecologically feasible (A2_1)
The willingness of the private partner to share his profit with the broader public (A2_1, P1)
Joint interest in a long-term solution that is economically interesting, ecologically justifiable and socially responsible (A1)
Process variables: communication
Much communication needed with the municipal services on sustainability-related outcomes beyond requirements (P2)
Discussions with the installed committee, municipal council, citizens (A2_1, A2_2, A1, C1, C2, C3, C4, P2)
Process variables: leadership
Leadership role of public partner regarding sustainability
Municipality convinced the private partner to employ the municipality's personnel during winter times when the open air swimming pool is closed (A2_2)
Municipality defined socially acceptable entrance fees (A2_1)
Municipality influenced conditions for schools (C2)
The "Greens" with genuine interest in ecological aspects (C2)
Leadership role of private partner regarding sustainability
Private partner's initiative to present a model that fits to the landscape (A1)
Ecological balance would be taken automatically into account if economic stability were pursued (P1, P3, A3_1)
Interplay of process and structural elements regarding sustainability (additional code)
During the process of negotiation several aspects such as water temperature, cooperation with local enterprises discussed and finally fixed (A1, A2_1)
Interplay of (industry self-)regulation and PPP-internal elements (additional code)
Due to strong regulation, municipality did not set standards beyond existing regulation [regarding ecological aspects] (A1, A3_1)
3.3.1 Empirical findings
The findings section follows the elements introduced in our conceptual framework. For each dimension of sustainability-related outcomes, we separately analyze external conditions, structural and process elements, and elaborate on the potential interplay of external conditions and internal elements. Within the sub-chapters of the findings section, we will first show all external conditions and internal elements that were interpreted as relevant to achieve the respective sustainability dimension graphically and in written form. Then, we will elaborate on the interplay between the elements which can be observed in three different ways. First, an external condition might make it necessary that a specific internal element focuses on sustainability-related outcomes (displayed by an arrow marked with '+'). Second, an external condition might cause that a specific internal element does not have to focus on certain sustainability-related outcomes (displayed by an arrow marked with '−').Third, the orientation towards sustainability-related outcomes of a specific internal element (i.e., structural or process variables) might relate to the orientation towards sustainability-related outcomes of another internal element (marked with neutral arrows).
3.4 External conditions, internal elements and their interplay regarding economic sustainability
Regarding external conditions and their impact on the economic dimension of sustainability-related outcomes of the public–private partnership, regulation is of relevance, as can be shown by the supervisory authority (Regierungspraesidium) which oversees the municipality's public expenditure.
With respect to structural elements, the tendering offer, contract, and economic and information committee play a crucial role: A functional tendering offer that did not specify all technical details was chosen by the municipality (A3_1). Among the tenderers, the private partner won the tendering primarily for economic reasons (A1). This is in line with European and federal-state procurement regulations, which traditionally focus on economic criteria only. As a result, including further sustainability-related aspects in the tender offer was difficult (A3_2; P3). Regarding the contract as a structural element, our data reveals that the contract between the private partner and the municipal services enterprise as well as using agreement (P2) are the crucial instruments for the functioning of the partnership. This is due to its long-term perspective of 25 years and its legally binding character (C1; A2_2; P2; A3_1; P3). "An extensive amount of documents is needed at the conclusion of the contract; however, it is never exhaustive" (A3_2). According to the contract, the private partner obtains a yearly amount of money over the life-cycle for building the swimming pool. At the same time, the private partner pays money back to the community as soon as a specific number of guests per year is achieved. The contract also contains the obligation to reveal financial data (P3). The contract also placed the partners under the obligation to install an information and economic committee with information and control, i.e. accountability mechanisms, as main tasks (C1, C2, C3, A2_2, P2, P3, A3_2). The members of the committee get information and may ask further questions or make suggestions (C2; C4; A3_2)—including suggestions on social, ecological and economic aspects. The municipal partner utilizes this committee as a multiplier into the municipal council (A2_2). However, in the operating phase, the role of the committee is perceived as decreasing (C1).
"Talking about our swimming pool again, I would like to point out that we desired a long-term solution which is economically interesting and ecologically justifiable, with a social background. Sustainability unites all three aspects. You can't unhinge one of these" (A1).
From the private perspective, the long-term outlook was prevalent, linked to the idea to always "think one step further" (P3): "The amount of invested money we bring into the region in the long run—this means sustainability to me. To create something that many people can benefit from; perhaps even future generations" (P1). The private partner is committed to share its profit with the broader public (A2_1, P1). In addition, communication with different stakeholders contributes to sustainability as it enables the consideration of the stakeholders' needs: Communication between the private partner and the municipal services contributed to agreements on sustainability-related outcomes beyond the requirements (P2). Our data further reveals leadership by either the public or the private partner as relevant to the achievement of sustainability-related outcomes. The public partner puts emphasis on the private partner's innovative capacity and expert knowledge in general (C1; P1). This is supported by the public perspective: "We are no swimming pool providers" (A3_1). However, the public partner shows leadership for economic sustainability in terms of public resources.
With regards to economic sustainability, the empirical data reveals only one interrelation: To guarantee its accordance with existing regulation and to prevent fraud or waste of public financial resources (C1; A3_2), the contract and financing had to be reviewed by the municipality's supervisory authority. In Fig. 3, the arrow relating regulation and contract marked with "+" illustrates this interrelation.
3.5 External conditions, internal elements and their interplay regarding ecological sustainability
With respect to structural elements, the tendering offer, the contract, and the committee relate to the achievement of ecological sustainability. Although the opportunity to include diverse sustainability-related aspects in the functional tendering offer is restricted, the link between ecology and economy from a private partner's perspective results in ecological sustainability-related outcomes in the case under investigation. Moreover, the case revealed the following aspects to be included in the contract: Building on the (negative) experiences made by other municipalities, the public partner tried to fix as many aspects in the contract as possible, including noise levels, water temperature and water quality. The 25-year life cycle contract enabled the private partner to invest in ecological aspects due to the long amortization phase (A1). Furthermore, the charter for laying the foundation stone in November 2011 highlighted the pool's sustainable use of energy and natural resources. Lastly, as presented above, the committee contributes to ecological sustainability as well.
With respect to the role of process elements, shared understanding and communication are of relevance. Moreover, the public partners (in particular the municipal council members) have taken on a perceived leadership role regarding ecological sustainability (A1; A2_1; A2_2; A3_2; C2; C3). The municipal council members from the Green party point out their genuine interest in such issues (C2); nevertheless, the private partner took over a leading role in this regard as well: In the public bathing and swimming pool industry, the question of expertise is closely related to ecological aspects, but also to technical and economic issues (P1). Thus, the private partner could offer further aspects and facilities in addition to the contract (A1). The public partner believes that ecological aspects, such as an innovative energy concept, are strongly linked to economic benefit in this particular project. This resulted from the fact that the winning model, for example, acknowledged the beauty of the surrounding landscape, and the complex is now embedded into the landscape using green roofing (A1). Furthermore, the private partner acknowledged that it fulfilled a leading role when it was needed from the municipality (A3_1). The private partner explains its leadership with the fact that "good economy is automatically good ecology" (P1; A3_1), thereby achieving sustainability outcomes and avoiding any "window-dressing regarding ecology" (P1).
As depicted in Fig. 4, the interplay between external conditions and internal elements is rather complex in the case of ecological sustainability. The empirical findings show that extensive regulation in the bathing and swimming pool sector has decreased the need to include ecological aspects in the contract (marked with "−"), as seen in the fact that the municipality does not set standards beyond existing regulation regarding ecological aspects (A1, A3_1). At the same time, this industry is marked by a strong industry self-regulation as reflected in the leading role by the private partner regarding ecological issues (A2_2; A3_1; A3_2). Strong self-regulation has decreased the need to include sustainability-related aspects in the tendering offer and contract (both interrelations marked with "−"). Thereby, the findings also reveal that industry self-regulation is based on a strong link between ecological and economic aspects (P1; A3_1). Regarding the interplay of internal elements, our data that were collected at the pre-contract phase reveals that both tendering offer and contract were strongly linked to communication as a process element (depicted by the neutral arrows between these internal elements). Water quality and water temperature were discussed by the partners and finally became part of the contract (A1, A2_1). This discussion was possible due to the functional tendering offer that gave leeway and did not concretize all possible ecological aspects in advance (A3_1).
3.6 External conditions, internal elements and their interplay regarding social sustainability
Regarding external conditions for social sustainability, the case under investigation revealed citizen initiatives as relevant. Since the new swimming pool complex was not able to equally meet the demands of all user groups (including "pure swimmers", A3_1), several citizens founded an initiative in June 2009, which made the effort of calling a referendum (C3). Another reason put forward by this opposition was the planned closing of two school swimming pools (A1, C2).
With respect to structural elements, the contract and the committee play a specific role. Regarding the contract, social sustainability-related criteria were included in the contract negotiating phase. For example, the issue of contracting local enterprises as subcontractors as a soft factor in the call for tenders was raised again in the negotiation phase and finally became part ("wherever possible") of the public–private partnership contract (A2_1; A3). The final contract includes aspects about the treatment of the existing staff and the inclusion of local enterprises as suppliers (A2_1; A3_2).
Regarding process elements, our data reveals the public partner's trust in the private partner's interest regarding sustainability: from the public partner's perspective, trust derives not only from the fact that the private partner comes up with positive economic results, but also that it is socially responsible. Besides trust, shared understanding and communication contribute to social sustainability. In addition, public partner leadership contributes to social sustainability: The public partners (in particular the council members) perceive themselves to have also taken on a leadership role regarding social sustainability (A1; A2_1; A2_2; A3_2; C2; C3). With respect to customers, public partners assured socially acceptable and affordable admission fees (A2_1; C2; C3). The municipality convinced the private partner to employ the municipality's personnel during winter times when the open air swimming pool is closed (A2_2). Supporting local enterprises, especially small and medium-sized ones, was a declared objective of the public partner (A1; A2_1). At the same time, the private partner can play a leading role in cases where there is a strong link between the social and economic sustainability: The private partner provides a shuttle bus at its own expense to the remaining public open-air swimming pool and from the schools to the new complex (A2_1; C1; C3). The private partner agreed to subsidize the public open-air swimming pool as this municipality's social "melting pot" through an annual amount from the profits generated in the new swimming pool complex (A1; A3_1).
4 Discussion and implications
Overall, the in-depth analysis of our case allows us to describe how external conditions and internal elements contribute to sustainability-related outcomes in public–private partnerships. By analyzing sustainability in a fine-grained manner, we first find that different external conditions are relevant for the achievement of different sustainability dimensions as an outcome of the public–private partnership. Second, we explain how internal elements, that have been discussed as potentially relevant to sustainability-related outcomes of the public–private partnership, are central to specific sustainability dimensions. Third, we show how external conditions can both decrease and increase the relevance of sustainability-specific internal elements of the public–private partnership, and how different internal elements are linked to each other when targeting sustainability-related outcomes.
Regarding the first aspect (role of external elements for sustainability), prior research has shown that regulation is an important means to increase economic sustainability, for instance in terms of intergenerational justice, but it sometimes falls short of actually reaching the objectives (Magin 2010). Based on our case data, regulation was included as the only external condition of relevance for economic sustainability. The importance of regulation that targets a partnership's efficiency is in line with previous literature on public–private partnerships, which traditionally focused on efficiency gains in partnerships as compared to purely public provision (Forrer et al. 2010; Koppenjan and Enserink 2009; Ysa 2007). The central aspect of regulation for economic sustainability in our case is the supervisory authority's role in reviewing the contract. This refers to a traditional regulatory role of the state (e.g. Cuthill and Fien 2005) in addition to legislation and directives that have particularly been highlighted as a public sector's governing initiatives towards social and ecological sustainability (e.g. Albareda et al. 2007). For ecological sustainability, previous research has shown that regulation is an important determinant (Christmann 2004; Eberlein and Matten 2009), as is industry self-regulation (Bowen et al. 2018; Hoffman and Georg 2013), depending on the respective industry. Based on our case, we found that both regulation and self-regulation were included as strong influences on internal elements of the public–private partnership. This allows us to draw the conclusion that both instruments are complements rather than substitutes (King et al. 2012; Short and Tollel 2010), which actually contribute to positive sustainability-related outcomes at least in the sector under investigation.
For social sustainability, our results complement existing research on the enhancement of sustainability by detecting citizen initiatives as crucial external condition that contributes to increased social sustainability as outcome of the public–private partnership. For public–private partnerships with a general interest of the citizens, citizen involvement is rather likely. This finding supports a public management perspective that places citizens in the forefront in the context of public service provision and ongoingly discusses the role of citizen participation (e.g. Bryson et al. 2013; Fung 2015). It also enhances existing literature on the relevance of involving citizens in public–private partnerships (Boyer et al. 2016; Chen et al. 2013).
From a managerial viewpoint, the findings on the relevance of external conditions reveal the need to thoroughly examine the public sector's regulatory framework regarding economic sustainability. With regards to ecological sustainability, we suggest that any public–private partnership analyze the regulatory environment and the degree of industry self-regulation before focusing on internal aspects. The finding on citizen initiatives shows the need to involve citizens in public–private partnership to enhance social sustainability. As we find support for the relevance of both regulation and industry-self regulation, as discussed in the literature on sustainability for sustainability-related outcomes in public–private partnerships, we see as policy implication that regulation regarding the three dimensions of sustainability (or the 17 sustainable development goals) is a relevant external driver for sustainability outcomes.
Regarding the second aspect (role of internal elements for sustainability), three structural and four process elements have been revealed as relevant for economic sustainability. We interpret this finding against the background of the traditional focus on efficiency, which might have resulted in rather elaborate structural and process elements of public–private partnerships. Regarding the latter, the assumptions for collaborative dynamics made by Emerson et al. (2012) are confirmed by our case study, which revealed the relevance of trust, shared understanding, communication, and leadership and their contribution to the concrete outcome of economic sustainability. Contrary to the rather striking differences between the sustainability dimensions regarding influential external conditions, the differences regarding the internal elements are rather small: For ecological sustainability, trust was not included as a process element. Regarding social sustainability, the tendering offer as structural element did not play a role. We discuss these findings below by taking the revealed interplay of elements into account. Regarding structural elements, our results concretize existing findings on governance (Walker and Hills 2012) by specifying the role of specific instruments, such as a committee on specific sustainability outcomes. This contributes both to flexibility due to innovation over the life-cycle and to necessary adjustments. As our results reveal the relevance of all dimensions within the contract, the latter needs to allow innovation in all three dimensions of sustainability over the whole life-cycle (Hansen et al. 2009) of the partnership. Regarding the process elements, our case study shows that to achieve sustainability in a public–private partnership, both partners must indeed "continuously seek improved ways of increasing the sustainability of policies and activities" (Bovaird 2004, p. 211), in particular, by establishing a shared understanding and by communicating. In addition, we find evidence for both leadership by the public partner (in line with Klijn and Koppenjan 2000) and private partner leadership as an expression of their corporate social and ecological responsibility (Crane and Matten 2007).
Regarding the third aspect (role of the interplay between the different elements for sustainability), we interpret the non-relevance of trust to achieve ecological sustainability as related to the high level of both regulation and self-regulation as external conditions. Here, the ecological outcomes are very transparent, for example, that water consumption and water quality are easily measurable, as is energy consumption. Since the industry association regulates itself based on these measures in a transparent way, tendering offer and contract did not have to fix these aspects but instead, public partners could rely on the experts' self-regulation. Thereby, the industry self-regulation diminishes the importance of trust as the public partner may put confidence in the behavioral outcomes.
Our finding that both regulation and industry self-regulation decrease the need to include sustainability-related aspects in internal elements can be interpreted against the background of research on ecological innovations. As described by Williamson and Lynch-Wood (2012), companies with a high level of capacity and visibility for ecological innovations are likely to engage in industry self-regulation and also comply with regulation. The study by Galliano and Nadel (2015) found that regulatory compliance is likely to be complemented with mimetic effects of complying with industry standards of good (environmental) practice, since both increase the propensity of ecological innovations. We derive as an implication that regulation and industry self-regulation may both contribute to competitive advantage of private companies with a high level of ecological innovation, thereby contributing to ecological outcomes of a public–private partnership.
Regarding the non-relevance of the tendering offer to achieve social sustainability, our results show that, despite new findings on the potential to include sustainability-related objectives in the tendering offer (Hueskes et al. 2017), social sustainability has not been in the forefront of the tendering offer under investigation. However, the citizen initiative as an external condition contributed (amongst other aspects) to an accepted level of social sustainability in the final contract via respective communication efforts. Nevertheless, it seems that the current tendering system in public procurement does not reflect citizens' perspectives in a sufficient way.
For managing public–private partnerships, we derive the implication that including citizens in the designing phase may pose a challenge, since their demands may differ across municipalities and may also be subject to change over time. Therefore, the internal element of communication becomes a crucial aspect to transform citizens' legitimate demands into the contract. Criteria for social sustainability may not be standardized, but policy makers could ask municipalities considering public–private partnerships to submit a concept for citizen participation. As suggested by a recent UK study, social value criteria can be included in the tendering process to meet citizen's expectation to a higher degree (Local Government Association 2017).
The presented findings have to be reflected against the exploratory nature of the research design. The identification of the case allowed us to analyze it in a longitudinal way, since we could conduct interviews at two points in time. However, we could not cover more points in time, which we want to acknowledge as a limitation. Our critical case adds to existing theory about how to achieve sustainability-related outcomes in public–private partnerships by detailing relevant external and internal elements, as well as their interplay with respect to the three sustainability dimensions as outcomes of public–private partnerships. Though we cannot explicitly proof causal relationships between the elements and their interplay on the one hand and sustainability outcomes on the other hand, this study clearly reveals in how far sustainability is considered within the different elements and in the interplay between elements. Moreover, the question of generalizability needs to be addressed. The critical case that serves as basis for theory development sought inferential rather than representational generalization (Lewis et al. 2014). In particular, the external conditions that are characteristics of the chosen industry may restrict the findings to comparable industries, i.e. strong regulation and industry self-regulation regarding ecological sustainability, and a service that is of interest to citizens which leads to their involvement in citizen initiatives. Moreover, the particularity of the nature of the service comes along with the fact that ecological aspects are fundamentally linked to economic success. However, the external conditions as contingent factors have been shown not to interfere with the internal elements regarding economic sustainability. In the case of ecological sustainability, the external factors particularly impact on structural elements and not on the relevant process elements of shared understanding, communication, and leadership. Regarding social sustainability, only communication is linked to the external contingent factor, whereas trust, shared understanding, and leadership are not linked to this factor. As a consequence, the majority of process elements seem to be relevant for the achievement of sustainability in public–private partnerships, independent of the chosen industry. With respect to the structural elements, the central role of a committee for the achievement of sustainability-related outcomes in public–private partnerships might be inferred to other partnerships, independent of contingent factors as well.
5 Conclusion
Based on our framework of combining regulation and industry self-regulation as external conditions with internal structure and process elements, we analyzed a critical case of a public–private partnership in the public bathing and swimming pool sector. We contribute to the growing research field on sustainability and public–private partnerships in the following way.
Our main insights regarding external conditions of public–private partnerships are that for economic sustainability, regulation is important, whereas for ecological sustainability, regulation and industry self-regulation seem to complement each other. For social sustainability, citizen initiatives come into play as relevant external conditions. The findings regarding internal elements vary slightly for the three sustainability dimensions, but those which are important for all three are: contract and committee as structural variables; and shared understanding, communication and leadership as process variables.
As our case study shows, long-term oriented public–private partnerships offer the unique opportunity to combine the provision of public and private goods in a sustainable way. Public–private partnerships are not simply different forms of public procurement for the sake of efficiency, but rather vehicles to integrate private companies' know-how, financial means, and sustainable interest into the provision of public services. Since public–private partnerships typically provide public or quasi-public goods and services for the benefit of a third party, sustainability is likely to complement the above-mentioned core investigated outcome variables in such partnerships. Our finding relates to the observation made by Albareda et al. (2008) that the public sector needs to establish a relationship with the private sector that both contributes to sustainability and fits the private partners' business agenda. These findings on regulation and industry self-regulation may help find policy implications regarding what constitutes a "smart mix of voluntary policy measures and, where necessary, complementary regulation" (European Commission 2011, p. 4).
In terms of future research, we see that the interplay between sustainability and public–private partnerships is evolving as a research field, which offers the opportunity to analyze many more aspects. For instance, future research could measure sustainability-related outcomes over time and triangulate these with standardized, repeated surveys among the citizens of the public partner's municipality regarding their perception of the sustainability of the public–private partnership. The link between sustainability-related outcomes and different political backgrounds of the public partner could also be analyzed to reveal the potential influences on the common goal and mutual understanding of sustainability. In this attempt, stakeholder pressure from community groups, nonprofit organizations, and civil society, could be included, since public–private partnerships are likely to shift power away from those entities and towards private companies (Bovaird 2004; Torchia et al. 2015). The analysis of which elements of public–private partnerships explicitly help contribute to the SDGs may also spur future research. Due to the fact that the SDGs were formulated years after we started collecting data for this case study, we could not use them as a framework or in the interviews themselves. However, future research could work on this research area more specifically.
The authors thank all the interview partners for their fruitful collaboration. They thank the anonymous reviewers for their valuable comments and suggestions and are grateful for comments received at the annual conferences of VHB, IRSPM, and Academy of Management. The conference participation was supported by the German Academic Exchange Service and the Julius-Paul-Stiegler-Gedächtnis-Stiftung at the University of Mannheim. The authors thank their colleagues, in particular Bernd Helmig, Alexander Pinz and Franziska Wallmeier, for helpful suggestions.
- Albalate, D., G. Bel, and X. Fageda. 2014. Beyond Pure Public and Pure Private Management Models: Partial Privatization in the European Airport Industry. International Public Management Journal 17 (3): 308–327.Google Scholar
- Albareda, L., J.M. Lozano, A. Tencati, A. Midttun, and F. Perrini. 2008. The Changing Role of Governments in Corporate Social Responsibility: Drivers and Responses. Business Ethics: A European Review 17 (4): 347–363.Google Scholar
- Albareda, L., J.M. Lozano, and T. Ysa. 2007. Public Policies on Corporate Social Responsibility: The Role of Governments in Europe. Journal of Business Ethics 74 (4): 391–407.Google Scholar
- Barnett, M.L., and A.A. King. 2008. Good Fences Make Good Neighbors: A Longitudinal Analysis of an Industry Self-Regulatory Institution. Academy of Management Journal 51 (6): 1150–1170.Google Scholar
- Bogumil, J., and L. Holtkamp. 2013. Kommunalpolitik und Kommunalverwaltung: Eine praxisorientierte Einführung. Bonn: Bundeszentrale für politische Bildung.Google Scholar
- Bovaird, T. 2004. Public–private Partnerships: From Contested Concepts to Prevalent Practice. International Review of Administrative Sciences 70 (2): 199–215.Google Scholar
- Bowen, F.E., P. Bansal, and N. Slawinski. 2018. Scale matters: The scale of environmental issues in corporate collective actions. Strategic Management Journal 39 (5): 1411–1436.Google Scholar
- Boyer, E.J., D.M. van Slyke, and J.D. Rogers. 2016. An Empirical Examination of Public Involvement in Public-private Partnerships: Qualifying the Benefits of Public Involvement in PPPs. Journal of Public Administration Research and Theory 26 (1): 45–61.Google Scholar
- Bryson, J.M., B.C. Crosby, and M.M. Stone. 2006. The Design and Implementation of Cross-Sector Collaborations: Propositions from the Literature. Public Administration Review 66 (1): 44–55.Google Scholar
- Bryson, J.M., B.C. Crosby, and M.M. Stone. 2015. Designing and Implementing Cross-Sector Collaborations: Needed and Challenging. Public Administration Review 75 (5): 647–663.Google Scholar
- Bryson, J.M., K.S. Quick, C.S. Slotterback, and B.C. Crosby. 2013. Designing Public Participation Processes. Public Administration Review 73 (1): 23–34.Google Scholar
- Bundesrepublik Deutschland. 2017. Grundgesetz für die Bundesrepublik Deutschland. Last changes by Art. 1 G v. 13.7.2017 I 2346.Google Scholar
- Chen, C., M. Hubbard, and C.-S. Liao. 2013. When Public–Private Partnerships Fail: Analysing Citizen Engagement in Public–private Partnerships—Cases from Taiwan and China. Public Management Review 15 (6): 839–857.Google Scholar
- Christmann, P. 2004. Multinational companies and the Natural Environment: Determinants of Global Environmental Policy Standardization. Academy of Management Journal 47 (5): 747–760.Google Scholar
- Crane, A., and D. Matten. 2007. Business Ethics, 2nd ed. Oxford: Oxford University Press.Google Scholar
- Cuthill, M., and J. Fien. 2005. Capacity Building: Facilitating Citizen Participation in Local Governance. Australian Journal of Public Administration 64 (1): 63–80.Google Scholar
- Delbard, O. 2008. CSR Legislation in France and the European Regulatory Paradox: An Analysis of EU CSR Policy and Sustainability Reporting Practice. Corporate Governance 8 (4): 397–405.Google Scholar
- Dellas, E. 2011. CSD Water Partnerships: Privatization, Participation and Legitimacy. Ecological Economics 70 (11): 1916–1923.Google Scholar
- Eberlein, B., and D. Matten. 2009. Business Responses to Climate Change Regulation in Canada and Germany: Lessons for MNCs from Emerging Economies. Journal of Business Ethics 86: 241–255.Google Scholar
- Emerson, K., T. Nabatchi, and S. Balogh. 2012. An Integrative Framework for Collaborative Governance. Journal of Public Administration Research and Theory 22 (1): 1–29.Google Scholar
- Erdély, A.V. 2009. Public–Private Partnerships Need a Certain Volume. Immobilien und Finanzierung 60 (15): 480–482.Google Scholar
- European Commission. 2010. Europe 2020: Strategy for Smart, Sustainable and Inclusive Growth: COM/2010/2020. Retrieved from http://ec.europa.eu/eu2020/pdf/COMPLET%20EN%20BARROSO%20%20%20007%20-%20Europe%202020%20-%20EN%20version.pdf.
- European Commission. 2011. A Renewed EU Strategy 2011–2014 for Corporate Social Responsibility: COM/2011/0681. Retrieved from http://www.europarl.europa.eu/meetdocs/2009_2014/documents/com/com_com(2011)0681_/com_com(2011)0681_en.pdf.
- Partnerschaft Deutschland. 2017. Project database. Retrieved from https://www.ppp-projektdatenbank.de.
- Federal Ministry of Labor and Social Affairs. 2010. National strategy on Corporate Social Responsibility. Berlin.Google Scholar
- Federal Ministry of Transportation, Building and Urban Development. 2009. Criteria of Sustainable Building for Federal Buildings, 4th ed. Berlin.Google Scholar
- Fiorino, D.J. 2010. Sustainability as a conceptual focus for public administration. Public Administration Review 70: 78–88.Google Scholar
- Flyvbjerg, B. 2006. Five Misunderstandings about Case-Research. Qualitative Inquiry 12 (2): 219–245.Google Scholar
- Fobil, J.N., N.A. Armah, J.N. Hogarh, and D. Carboo. 2008. The Influence of Institutions and Organizations on Urban Waste Collection Systems: An Analysis of Waste Collection System in Accra, Ghana (1985–2000). Journal of Environmental Management 86 (1): 262–271.Google Scholar
- Forrer, J., J.E. Kee, K.E. Newcomer, and E. Boyer. 2010. Public–private Partnerships and the Public Accountability Question. Public Administration Review 70 (3): 475–484.Google Scholar
- Fung, A. 2015. Putting the Public Back into Governance: The Challenges of Citizen Participation and its Future. Public Administration Review 75 (4): 513–522.Google Scholar
- Galliano, D., and S. Nadel. 2015. Firms' Eco-Innovation Intensity and Sectoral System of Innovation: The Case of French Industry. Industry and Innovation 22 (6): 467–495.Google Scholar
- Gonzáles, M., and C.V. Martinez. 2004. Fostering Corporate Social Responsibility through Public Initiative: From the EU to the Spanish Case. Journal of Business Ethics 55 (3): 275–293.Google Scholar
- Grabosky, P. 2013. Beyond Responsive Regulation: The Expanding Role of Non-state Actors in the Regulatory Process. Regulation and Governance 7: 114–123.Google Scholar
- Grimsey, D., and M.K. Lewis. 2004. Public–private Partnerships: The Worldwide Revolution in Infrastructure Provision and Project Finance. Cheltenham: Elgar.Google Scholar
- Gupta, A.K., and L.J. Lad. 1983. Industry Self-Regulation: An Economic, Organizational, and Political Analysis. Academy of Management Review 8 (3): 416–425.Google Scholar
- Hannemann, M. 2009. Not only a Reason to be Happy. Brand Eins 10: 118–123.Google Scholar
- Hansen, E.G., F. Grosse-Dunker, and R. Reichwald. 2009. Sustainability Innovation Cube—A Framework to Evaluate Sustainability-oriented Innovations. International Journal of Innovation Management 13 (4): 683–713.Google Scholar
- Hart, S.M. 2010. Self-regulation, Corporate Social Responsibility, and the Business Case: Do They Work in Achieving Workplace Equality and Safety? Journal of Business Ethics 92 (4): 585–600.Google Scholar
- Heinze, R.G., and G. Naegele. 2009. "Silver Economy" in Germany: More than Only the "Economic Factor: Old Age"! GeroBilim - Journal on Social & Psychological Gerontology 2: 37–52.Google Scholar
- Hodge, G.A., and C. Greve. 2007. Public–Private Partnerships: An International Performance Review. Public Administration Review 67 (3): 545–558.Google Scholar
- Hoffman, Andrew J., and Susse Georg. 2013. Introduction to Business and the Natural Environment: A History of Research on Business and the Natural Environment: Conversations from the Field. In Business and the natural environment: Critical perspectives on business and management, ed. Susse Georg and Andrew J. Hoffman, 1–58. London: Routledge.Google Scholar
- Hopwood, B., M. Mellor, and G. O'Brien. 2005. Sustainable Development: Mapping Different Approaches. Sustainable Development 13 (1): 38–52.Google Scholar
- Hueskes, M., K. Verhoest, and T. Block. 2017. Governing Public–private Partnerships for Sustainability. An Analysis of Procurement and Governance Practices of PPP Infrastructure Projects. International Journal of Project Management 35: 1184–1195.Google Scholar
- Jordan, A. 2008. The Governance of Sustainable Development: Taking Stock and Looking Forwards. Environment and Planning C: Government Policy 26: 17–33.Google Scholar
- Jensen, M., and W. Meckling. 1976. Theory of the Firm: Managerial Behavior, Agency Costs and Ownership Structure. Journal of Financial Economics 3: 305–360.Google Scholar
- King, A.A., and M.J. Lenox. 2000. Industry Self-regulation without Sanctions: The Chemical Industry's Responsible Care Program. Academy of Management Journal 43 (4): 698–716.Google Scholar
- King, A., A.M. Prado, and J. Rivera. 2012. Industry Self-Regulation and Environmental Protection. In The Oxford Handbook of Business and the Natural Environment, ed. Pratima Bansal and Andrew J. Hoffman. Oxford: Oxford University Press.Google Scholar
- Klijn, E.-H., and J.F.M. Koppenjan. 2000. Public Management and Policy Networks: Foundations of a Network Approach to Governance. Public Management 2 (2): 135–158.Google Scholar
- Koppenjan, J.F.M., and B. Enserink. 2009. Public–Private Partnerships in Urban Infrastructures: Reconciling Private Sector Participation and Sustainability. Public Administration Review 69 (2): 284–296.Google Scholar
- Kort, M., and E.-H. Klijn. 2011. Public–Private Partnerships in Urban Regeneration Projects: Organizational Form or Managerial Capacity? Public Administration Review 71 (4): 618–626.Google Scholar
- Kwak, Y.H., Y. Chi, and W.C. Ibbs. 2009. Towards a Comprehensive Understanding of Public–private Partnerships for Infrastructure Development. California Management Review 51 (2): 51–78.Google Scholar
- Langley, A., C. Smallman, H. Tsoukas, and A.H. Van de Ven. 2013. Process Studies of Change in Organization and Management: Unveiling Temporality, Activity, and Flow. Academy of Management Journal 56 (1): 1–13.Google Scholar
- Lenferink, S., T. Tillema, and J. Arts. 2013. Towards Sustainable Infrastructure Development through Integrated Contracts: Experiences with Inclusiveness in Dutch Infrastructure Projects. International Journal of Project Management 31 (4): 615–627.Google Scholar
- Lewis, J., J. Ritchie, R. Ormston, and G. Morrell. 2014. Generalising from Qualitative Research. In Qualitative Research Practice: A Guide for Social Science Students and Researchers, ed. J. Ritchie, J. Lawis, McNaughton C. Nicholls, and R. Ormston, 347–366. London: Sage.Google Scholar
- Lindsey, I., and T. Chapman. 2017. Enhancing the Contribution of Sport to the Sustainable Development Goals. London: Commonwealth Secretariat.Google Scholar
- Liu, Y.W., G.F. Zhao, and S.Q. Wang. 2010. Many Hands, Much Politics, Multiple Risks—The Case of the 2008 Beijing Olympics Stadium. Australian Journal of Public Administration 69 (S1): S85–S98.Google Scholar
- Local Government Association. 2017. Encouraging innovation in local government procurement: National Advisory Group report. https://www.local.gov.uk/sites/default/files/documents/4.35%20Encouraging%20Innovation%20in%20LG%20Procurement_v04_0.pdf.
- Magin, C. 2010. Die Wirkungslosigkeit der neuen Schuldenbremse. Wirtschaftsdienst 90 (4): 262–268.Google Scholar
- Matten, D., A. Crane, and W. Chapple. 2003. Behind the Mask: Revealing the True Face of Corporate Citizenship. Journal of Business Ethics 45 (1/2): 109–120.Google Scholar
- Meadowcroft, J., K.N. Farrell, and J. Spangenberg. 2005. Developing a Framework for Sustainability Governance in the European Union. International Journal of Sustainable Development 8 (1): 3–11.Google Scholar
- Miles, Matthew B., A.M. Huberman, and Johnny Saldaña. 2014. Qualitative Data Analysis: A Methods Sourcebook. Los Angeles: Sage.Google Scholar
- Palazzo, G., and A.G. Scherer. 2006. Corporate Legitimacy as Deliberation: A Communicative Framework. Journal of Business Ethics 66 (1): 71–88.Google Scholar
- Partnerschaft Deutschland (PD - Berater der öffentlichen Hand GmbH). 2011. ÖPP und Sportstätten. Retrieved from https://www.pd-g.de/fileadmin/Daten/Redaktionelle_Bilder/110908_OePP-Schriftenreihe_Bd-4_Sportst%C3%A4tten.pdf.
- Patil, N.A., D. Tharun, and B. Laishram. 2016. Infrastructure Development through PPPs in India: Criteria for Sustainability Assessment. Journal of Environmental Planning and Management 59 (4): 708–729.Google Scholar
- Pattberg, P., F. Beirmann, and S. Chan. 2012. Public–Private Partnerships for Sustainable Development: Emergence, Influence and Legitimacy. Cheltenham: Edward Elgar.Google Scholar
- Peltzman, S., M.E. Levine, and R.G. Noll. 1989. The Economic Theory of Regulation after a Decade of Deregulation. Brookings Papers on Economic Activity. Microeconomics 1989: 1–59.Google Scholar
- Petersen, H.O. 2011. Public–private Partnerships: Policy and Regulation—with Comparative and Multi-level Case Studies from Denmark and Ireland. Copenhagen Business School: PhD Series.Google Scholar
- Pinz, A., N. Roudyani, and J. Thaler. 2018. Public–Private Partnerships as Instruments to Achieve Sustainability-Related Objectives: The State of the Art and a Research Agenda. Public Management Review 20 (1): 1–22. Google Scholar
- Ridder, Hans-Gerd. 2017. The Theory Contribution of Case Study Research Designs. Business Research 32 (3): 1–25.Google Scholar
- Roehrich, J.K., M.A. Lewis, and G. George. 2014. Are Public Private Partnerships a Healthy Option? A Systematic Literature Review. Social Science and Medicine 113: 110–119.Google Scholar
- Rufin, C., and M. Rivera-Santos. 2012. Between Commonweal and Competition; Understanding the Governance of Public-Private Partnerships. Journal of Management 38 (5): 1634–1654.Google Scholar
- Short, J., and M.W. Tollel. 2010. Making Self-Regulation More Than Merely Symbolic: The Critical Role of the Legal Environment. Administrative Science Quarterly 55: 361–396.Google Scholar
- Steijn, B., E.-H. Klijn, and J. Edelenbos. 2011. Public Private Partnerships: Added Value by Organizational Form or Management? Public Administration 89 (4): 1235–1252.Google Scholar
- Teicher, J., Q. Alam, and B. van Gramberg. 2006. Managing Trust and Relationships in PPPs: Some Australian Experiences. International Review of Administrative Sciences 72: 85–100.Google Scholar
- Torchia, M., A. Calabrò, and M. Morner. 2015. Public–private Partnerships in the Health Care Sector: A Systematic Review of the Literature. Public Management Review 17 (2): 236–261.Google Scholar
- United Nations. 2002. Report of the World Summit on Sustainable Development A/CONF.199/20. New York: United Nations.Google Scholar
- United Nations. 2015. Transforming our World: The 2030 Agenda for Sustainable Development. New York: United Nations.Google Scholar
- van Gestel, N., J. Koppenjan, I. Schrijver, A. van de Ven, and W. Veeneman. 2008. Managing Public Values in Public–private Networks: A Comparative Study of Innovative Public Infrastructure Projects. Public Money and Management 28 (3): 139–145.Google Scholar
- van Marrewijk, M. 2003. Concepts and Definitions of CSR and Corporate Sustainability: Between Agency and Communion. Journal of Business Ethics 44 (2/3): 95–105.Google Scholar
- VERBI Software—Consult—Sozialforschung GmbH. 1989–2015. MAXQDA, software for qualitative data analysis. Berlin.Google Scholar
- Walker, R.M., and P. Hills. 2012. Partnership Characteristics, Network Behaviour, and Publicness: Evidence on the Performance of Sustainability Development Projects. International Public Management Journal 15 (4): 479–499.Google Scholar
- Warsen, R., J. Nederhand, E. Klijn, S. Grotenbreg, and J. Koppenjan. 2018. What Makes Public–Private Partnerships Work? Survey Research Into the Outcomes and the Quality of Cooperation in PPPs. Public Management Review 20 (8): 1165–1185.Google Scholar
- Williamson, David, and Gary Lynch-Wood. 2012. Ecological Modernisation and the Regulation of Firms. Environmental Politics 21 (6): 941–959.Google Scholar
- World Commission on Environment and Development (WECD). 1987. Our Common Future. Oxford: Oxford University Press.Google Scholar
- Yin, R.K. 2013. Case Study Research: Design and Methods, 5th ed. Thousand Oaks: Sage.Google Scholar
- Ysa, T. 2007. Governance forms in urban public–private partnerships. International Public Management Journal 10 (1): 35–57.Google Scholar
Copyright information
Open AccessThis article is distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made.


text:
The central tower and oldest part of the Rietberg Castle was built in the 13th century, though it may have been built around an earlier 12th-century tower. It was built for the Lords of Rietberg, who in 1286 were vassals of the Freiherr von Sax-Misox. In the 14th century they became vassals of the Bishop of Chur. At that time they held the castle and estates in Schams, Chur and Oberhalbstein and were the bishop's representative in Oberhalbstein and Oberengadin. The last male member of the Rietberg line, Johann von Reitberg, attempted to guarantee that the castle and his estates would pass to his wife, Berta von Rhäzüns, and to his relative Hermann von Landenberg. However, after his death in 1349 the Bishop of Chur claimed the castle. In 1353 he succeed in forcing the Landenbergs to sign away their claim to the castle and estates. Other claims to the castle continued to simmer until 1388 then the Bishop paid off the Lords of Rhäzüns and Lumerins to settle their claims.
The Bishop used the castle, its estates and the office of vogt as collateral for loans from a number of wealthy families or as a reward for gifts from those same families. In 1384 Eglolf von Juvalt lived in the castle. In 1398 the bishop mortgaged the castle to Jakob von Castelmur for 500 silver marks. It was mortgaged again in 1409 to Conradin Rambach and the cathedral chapter, again in 1426 to Bartolomäus Planta and in 1447 to Hans Wellenberg. In 1450 it was mortgaged to Hans Ringg, who passed it to his son Wilhelm in 1483. It continued to used as collateral into the 16th and 17th centuries. Around 1530 it went to Anton von Travers, followed by Hercules von Salis in 1554. In 1617 it came to the Planta family.
It was the site of the murder of Pompeius Planta in 1621 by Jörg Jenatsch during the conflicts between Catholics and Protestants known as the Bündner Wirren.References:
The Château Comtal (Count's Castle) is a medieval castle within the Cité of Carcassonne, the largest city in Europe with its city walls still intact. The Château Comtal has a strong claim to be called a 'Cathar Castle'. When the Catholic Crusader army arrived in 1209 they first attacked Raymond-Roger Trencavel's castrum at Bèziers and then moved on to his main stronghold at Carcassonne.
The castle with rectangular shape is separated from the city by a deep ditch and defended by two barbicans. There are six towers curtain walls.
The castle was restored in 1853 by the architect Eugène Viollet-le-Duc. It was added to the UNESCO list of World Heritage Sites in 1997.

subset: commoncrawl


text:
Join the community to find out what other Atlassian users are discussing, debating and creating.
I used the CloudFormation template to spin up Jira for AWS however we use MySQl for hour Jira. I imported the back and it worked perfectly by i am missing all the data.
How do i switch it from Postgres to Mysql.
Is there a workaround for this issue?
Hey Atlassian Community! Scaling. Growth. Innovation. These are topics that play on repeat for any enterprise organization. As your organization grows and tools become increasingly mission-c...
Connect with like-minded Atlassian users at free events near you!Find a group
Connect with like-minded Atlassian users at free events near you!
Unfortunately there are no AUG chapters near you at the moment.Start an AUG
You're one step closer to meeting fellow Atlassian users at your local meet up. Learn more about AUGs


text:
General Coin Information
The 2010 Yosemite Silver Uncirculated Coin will be the third five ounce collector grade coin released by the United States Mint in a new series of coins. It honors Yosemite National Park of California with a design on its reverse.
This new series of strikes is called the America the Beautiful Five Ounce Uncirculated Coins and are struck as the numismatic versions of the Mint's America the Beautiful Silver Bullion Coins™. Both of these series are composed of five ounces of .999 fine silver and feature designs similar to those found on the Mint's America the Beautiful Quarters® Program. Making the five ounce uncirculated coins different from the bullion coins, however, is the inclusion of a mintmark on the uncirculated coins and a collector grade finish versus no mintmark and a bullion finish on the bullion strikes.
Yosemite was created as a national park on October 1, 1890 by authorizing legislation signed by Benjamin Harrison. It was actually set aside for future public use decades earlier by President Abraham Lincoln when he signed the Yosemite Grant on June 30, 1864. Despite both of those official acts, the area was not completely taken under federal control until 1906 when President Theodore Roosevelt removed the park from the control of the state of California.
When available, the United States Mint will sell the Yosemite Five Ounce Silver Uncirculated Coins directly to the public. This is in contrast to the related silver bullion coins, which are sold through the Mint's network of authorized purchasers.
Obverse Design
The inscriptions of "UNITED STATES OF AMERICA," "LIBERTY," "IN GOD WE TRUST" and "QUARTER DOLLAR" surround John Flanagan's portrait of George Washington on the obverse of the coin. It was originally designed for use on the 1932 circulating quarter dollar and has been in use on the quarter dollar ever since.
Reverse Design
Designed by Joseph Menna and sculpted by Phebe Hemphill, the reverse of the coin shows a view of the granite monolith known as El Capitan. Also shown are the inscriptions of "YOSEMITE," "CALIFORNIA," "2010" and "E PLURIBUS UNUM."
Edge Inscription
An edge inscription on the Yosemite Silver Coin shows its weight and fineness with ".999 FINE SILVER 5.0 OUNCE."
Yosemite Silver Uncirculated Coin Specifications
Yosemite Silver Coin Auctions
2010 Yosemite 5 ounce Silver Coin Satin Finish OGP
Time Remaining: 1d 2h 58m
Buy It Now for only: $239.95
Buy It Now | Add to watch list
2010 US America the Beautiful Yosemite 5 oz Silver Uncirculated Coin
$168.00 (19 Bids)
Time Remaining: 1d 5h 29m
2010 ATB 5 oz Silver Quarter 25c Yosemite ANACS MS69 First Strike
Time Remaining: 1d 10h 15m
Buy It Now for only: $230.00
Buy It Now | Add to watch list
2010 P Yosemite America the Beautiful 5 oz Silver SP70 NGC Early Release
Time Remaining: 1d 18h 33m
Buy It Now for only: $340.00
Buy It Now | Add to watch list
2010 MS69 DMPL Yosemite NP 5 Ounce Silver 1rst Strike PCGS Signature OCE 9901
Time Remaining: 2d 8h 53m
Buy It Now for only: $402.77
Buy It Now | Add to watch list
2010 Yosemite ATB 5oz Silver PCGS MS69 DMPL First Strike Mercanti
Time Remaining: 2d 10h 48m
Buy It Now for only: $625.00
Buy It Now | Add to watch list
2010 P Yosemite ATB 5oz Silver Coin NGC SP 70 Early Releases
Time Remaining: 2d 22h 44m
Buy It Now for only: $425.00
Buy It Now | Add to watch list
Yosemite ATB usa 2010 5 oz Silver Coins capsule bleu box stand
Time Remaining: 3d 4h 35m
Buy It Now for only: $448.73
Buy It Now | Add to watch list
2010 P 5 oz Silver ATB Yosemite SP 69 PCGS Roosevelt SKU67542
Time Remaining: 3d 22h 2m
Buy It Now for only: $322.91
Buy It Now | Add to watch list
2010 P Silver 5oz ATB Yosemite NP PCGS SP70 FIRST STRIKE 1ST YEAR RARE
Time Remaining: 4d 6h 25m
Buy It Now for only: $519.00
Buy It Now | Bid now | Add to watch list
2010 Yosemite 5oz Silver America the Beautiful Quarter NGC Gem Uncirculated
Time Remaining: 6d 16m
Buy It Now for only: $250.00
Buy It Now | Bid now | Add to watch list
2010 5 oz Silver ATB Yosemite MS 69 DMPL PCGS FS John Mercanti SKU77604
Time Remaining: 6d 5h 3m
Buy It Now for only: $391.04
Buy It Now | Add to watch list


text:
出典(authority):フリー百科事典『ウィキペディア(Wikipedia)』「2015/07/08 20:56:18」(JST)
[Wiki en表示]
Garenoxacin (INN) is a quinolone antibiotic for the treatment of Gram-positive and Gram-negative bacterial infections.
Garenoxacin was discovered by Toyama Chemical Co., Ltd. of Tokyo, Japan, and is currently being marketed in Japan under the tradename Geninax. Schering-Plough holds worldwide rights for garenoxacin, except for Japan, South Korea, and China.
On February 13, 2006, Schering-Plough announced that the United States Food and Drug Administration has accepted the New Drug Application (NDA) for garenoxacin, and has been granted a 10-month review.[1]
Schering-Plough later withdrew its application to the United States Food and Drug Administration, FDA, (August 20, 2006) for approval of the antibiotic Garenoxacin.[2]
The European Medicines Agency (EMEA) had also been formally notified by Schering-Plough Europe (July 28 2007) of its decision to withdraw the application for a centralized marketing authorization for garenoxacin as well.[3][4][5] Based on the CHMP review of the data regarding safety and efficacy (risk/benefit), the CHMP considered the application for garenoxacin to be unapprovable.[6]
purine metabolism,
thereby inhibiting


text:
outdoor gazebo sales canopy gazebos for sale lite 12x12 gazebo canopy sale canopy gazebos for sale outdoor sales.
outdoor sales job description,outdoor gazebo sales,outdoor gazebo sales near,outdoor salon,outdoor sales,outdoor sales executive,outdoor salesman cv sample,outdoor sales dead end career,outdoor sales jobs,outdoor sales daily activity tracker app,outdoor sales rep jobs.
Related Post
front door keyless entry locks
texas tech blanket
door latch parts terminology
walnut ladder shelf
patio furniture for heavy people
1000 watt power inverter for car
precision measuring tools for sale
flower shower hooks
diy concrete overlay countertops
engineered wood flooring cleaner
gold furniture
wood veneer installation
wood burning stencils michaels
ada shower valve height
idea bathroom
frameless bathtub enclosures
home depot rentals ladder
wood warehouse


text:
Comments /{{hitsCtrl.values.hits}} Views / Monday, 27 August 2018 00:00
Reuters Health: Among men getting a prostate biopsy, those with a history of consuming seven or more drinks a week are more likely than nondrinkers to be diagnosed with an aggressive tumor, a small study suggests.
Researchers found a three-fold increased risk of having a high-grade tumor in these men, no matter whether the heavy drinking occurred in youth - ages 15 to 19 - or in later decades, according to the results published in Cancer Prevention Research. There was no link, however, between current alcohol consumption and tumor grade. The original intent of the study was to look at the youngest age group, thinking that alcohol might have a deleterious effect on the developing prostate, said the study's senior author, Emma Allott, who oversaw the research while a faculty member at the University of North Carolina, Chapel Hill.
"We initially set out to look at the teenage years but we also saw an elevated risk in many of the decades up to midlife," said Allott, who is now a lecturer at Queens University, Belfast. "This highlights the need to look throughout the lifespan if you want to understand whether alcohol has any role in the development or the aggressiveness of prostate cancer."
Allott isn't ready to tell men to quit drinking. There needs to be more research backing up her study before any kind of recommendation is made, she said.
Still, there are other reasons to scale back, she said, "mainly in light of recommendations regarding alcohol and other cancers."
Allott and her colleagues analysed data gathered from 650 men who were undergoing a prostate biopsy at the Durham Veterans Affairs Medical Center in North Carolina between January 2007 and January 2018. The veterans in the study, whose ages ranged from 49 to 89, had no prior history of prostate cancer.
The study population was unusually diverse: 54 percent of the participants were non-white. That's important, experts said, because this cancer hits African Americans harder than whites.
Coupled with the information from the biopsies of the men's tumors was data on alcohol consumption and other medical and lifestyle factors that came from questionnaires the men filled out.
The researchers also looked at lifetime alcohol exposure and found a more than three-fold increased risk of a high-grade tumor in men who consumed more than 10,660 drinks - which works out to about one drink a day for 30 years.
1. All comments will be moderated by the Daily FT Web Editor.
2. Comments that are abusive, obscene, incendiary, defamatory or irrelevant will not be published.
3. We may remove hyperlinks within comments.
4. Kindly use a genuine email ID and provide your name.
5. Spamming the comments section under different user names may result in being blacklisted.
Travel / Tourism
IT / Telecom / Tech
Financial Services
Business News
Friday, 19 April 2019
Trial by fire is not a new ordeal to Christian community. It predates Notre Dame and Nazism by millennia. In fact, a decade or so before Nero torched believers to light Roman avenues, Jewish religious leaders put Jesus-followers to the test as the Ch
Friday, 19 April 2019
In this article, I intend to discuss the serious wounds inflicted on the psyche of Sri Lankan society, which have not received adequate attention, but need immediate cure, for they might develop into a dangerous cancer if not treated without further
Friday, 19 April 2019
We will be hearing a lot about these two seemingly unrelated topics this month. In a hurriedly but meticulously organised event, Dialog Axiata recently demonstrated 5G applications for the first time in South Asia. 5G will be commercially available
Thursday, 18 April 2019
We are in April and the month where we witness the declaration of a new year as per our traditional practice. It is that period of time when a huge majority of our population, which certainly can be counted in millions, intends to act in unison and q
Colombo Development Dialogues: Is SL ready to face a rise in Asian asylum seekers to Lankan shores?
Women's empowerment: The right and smart thing to do
IFC's SheWorks partnership completes a year of big strides to increase role of women in business
Committed to gender equality and empowerment of women, Sri Lanka tells UN


text:
Private Practice Dermatology Group in Merced seeking Experienced PA
Private Practice Dermatology Group in Merced seeking Experienced PA
Job# 12179090
***1 hour from Fresno***
***45 minutes to Modesto***
myDermRecruiter is helping an established private practice in Merced, CA recruit an experienced Dermatology PA. This private practice specializes in medical conditions of the skin, hair, nails, Mohs micrographic surgery for the treatment of skin cancer as well as surgical and non-surgical cosmetic skincare, anti-aging and body contouring.
Robyn Stockhorst
Robyn Stockhorst
Dermatology Recruitment Specialist
Direct: 636-239-1787 Ext. 5
myDermRecruiter is the #1 Dermatology Physician Recruitment Firm in the Nation! Whether you are seeking a new career opportunity confidentially or need to add a talented provider to your practice, we can help!


text:
I let him know I wanted to look at my budget and decide. I gave U-Verse 30 days and they were not able to deliver reliable service. I just want to warn those of you shopping for Xfinity service, and if you want to use your own modem to save money, you will have issues. This is not a Valid credit so call ur bank bc nothing will be done here! I am looking at other services now and will look at your reviews more closely. The remote is smaller, too, by precisely 23 buttons, thanks largely to data that showed which ones we use the most all info, I was assured, was compiled anonymously and in the aggregate. The Last button on the remote brings up several of your last viewed channels on the bottom of the screen, instead of taking you directly back to your last channel.
In reflection, I was very pleased with the install. Well my father and I setup the X1 box, had to call to get it activated, which took 30-60 minutes. Hopefully this will be fixed for you shortly with 2. So far, you can stream video content only from Netflix and YouTube. And I spot checked channels prior to the change. Must subscribe to a qualifying Triple or Quad Play.
She got me comfortable on switching over, walked me through a few things and offered suggestions. Please credit my account immediately. I was attracted to this option based on the fact that, offered as the introductory package for one year, I could get more channels, more receivers, newer technology, and faster internet than what I had previously with Comcast — all for a lower monthly rate. I am getting around 55 down and 11 up. I have been misled by them and have virtually been called a liar.
Automatic deletion of old programs. I have two suggestions for you: 1. I want another one of those tiny boxes. It hasn't bothered me enough to try swapping the box yet, and my receiver's on the outs so I'm just going to replace it soon. If you subscribe to the Internet service, it is important for you to be aware that Comcast uses the Internet service as a tool for discouraging its customers from disconnecting the cable altogether.
Then send someone out and he had to fix some wires. Limited to X1 Saver Double Play with Digital Starter, Streampix, and Performance Pro Internet service. She tells me that it is impossible! M……, Account 8499 05 031 0051038. Cloud storage and Wi-Fi combined make it really easy to watch whatever you want most of the time. Powered by a 12-volt, 3-amp power adapter, with positive tip connector.
There is also have a sports mix channel in which you can see what is happening live on four sports channels at once. I love watching television, and I hate most aspects of my cable service—the exorbitant and ever-fluctuating bills, the spotty customer service, and the technology that feels about 10 years behind the times. Aside from one awkward moment when we flipped to Caddyshack during a sex scene, the demonstration was largely bug-free and impressive. This had been known by the codenames Parker and Spectrum while under beta testing. I clarified several times about the speed and contract length and other terms, etc. The updates thus far have demonstrated a track record for efficiency and to date, there have been no interruptions in service while the updates are being performed.
One hand does not know what the other is doing. With the voice control feature you can literally tell your system what you want to watch and have it playing on your screen without lifting a finger. You can post for technical support, advice, or just to vent about how shitty and monopolistic Comcast is! By early July I made my way up to corporate escalation services. Look at some other counties, like japan, and many European countries. Here in Canada, we have used and trusted chip and pin tech for years and tap nfc payments for just about as long. If you stream a lot of content from the Internet, then you know it can take a large amount of bandwidth to effectively stream the content. The number of shows that can be recorded depend upon the you choose.
This is great because you can use voice controls for your other services, such as resetting your Wi-Fi, arming your security system, or answering a phone call. YouTube on X1 uses your Internet service and will count against any Xfinity data plan. Press the 2 button Note: you won't see any feedback that these steps are working, just move through the steps quickly. Limited to Xfinity Home Secure service. However it then relies on old telephone wires to deliver the service from their fiber optics network to the outside of the home. From the demo I saw, the X1 finally brings Comcast into the modern age. You can use Xfinity cable boxes but I decided to save some bucks over the long run.


text:
Man Sings Soulful Male And Female Sections Of 'The Prayer'
Marcelito Pomoy is the vocalist who gave this amazing performance in which he sang both male and female parts of the song, "The Prayer". The most amazing thing is that he sang the song, with such precision, it sounded perfect!
There are very fewer singers who can sing both, tenor and soprano pieces of the song and Marcelito Pomoy is one of the talented ones. The performance of "The Prayer" is one example of the amazing talent of the singer.
Marcelito and his sister were adopted by a loving local police officer when he was just. And they had every opportunity to make the best out of it. As Marcelito grew older he realized that he can sing both the high and low pitches in a song.
This is when he decided to showcase his stunning vocal talent. He auditioned for the Pilipinas Got Talent and he impressed the world with his talent, because of which he won the second season of Pilipinas Got Talent.
The video
His music career levelled up and even had the chance to meet his biological parents. Marcelito then climbed the ladder of success as he became a renowned Artist. The video below will mesmerize you.
Comments :
What's Popular Now :
>> 6 Examples That Claims Why America Is Such A Mess Today
>> In order to seek attention, they went too far.
>> 10 Men Who Are Redefining Beauty With Their Unusual Looks
>> If You Have A Letter 'X' On Your Palm It Will Reveal A Lot About Your Future
>> A Bride to Be Just Called Off Her Wedding Because She Caught Her Husband Viewing Adult Films!
>> 10 Coolest Things That Prove Japan Is Bringing The Future To Us
>> 10 Incredible Shots Taken Before And After Special Effects
>> 10 Craziest Fashion Trends People Used To Follow In The Past
>> 7 Riddles Adults Can't Solve Quicker Than a 1st Grader
>> 10 Hilarious Men You Should Definitely Marry


text:
Give us a call to get our secret deals 1-800-293-2602
Property Location
With a stay at Scenic Hotel Auckland, you'll be centrally located in Auckland, steps from Queen Street Shopping District and 9 minutes by foot from Sky Tower. This 4-star hotel is 0.7 mi (1.2 km) from Auckland Ferry Terminal and 0.2 mi (0.3 km) from The Civic.
Make yourself at home in one of the 97 guestrooms featuring refrigerators and minibars. Complimentary wireless Internet access keeps you connected, and satellite programming is available for your entertainment. Private bathrooms with showers feature complimentary toiletries and hair dryers. Conveniences include phones, as well as safes and coffee/tea makers.
Take advantage of recreation opportunities such as a fitness center, or other amenities including complimentary wireless Internet access and tour/ticket assistance.
Grab a bite to eat at MLC, a restaurant which features a bar, or stay in and take advantage of the room service (during limited hours). Cooked-to-order breakfasts are available daily from 6:30 AM to 10 AM for a fee.
Business, Other Amenities
Featured amenities include dry cleaning/laundry services, a 24-hour front desk, and multilingual staff.