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

中文翻译：

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英国的地方改善财政信托 (LIFT) 初级卫生保健计划是否能加强合作工作？

本文借鉴了一项定性案例研究，比较了作为地方改善金融信托 (LIFT) 政策的一部分而订立的两个英国初级医疗保健计划。LIFT 采用社会基础设施公私合作 (PPP) 的形式，公共采购商和私人供应商通过积极的长期合作协议共同合作，以提供当地的初级卫生保健设施。组织结构是一家由公共和私营合作伙伴共同拥有的合资公司，期望通过让公共和私营部门在公司董事会中有代表来加强这两个部门之间的合作关系。所研究的两种方案产生了截然不同的结果。一项计划显示了私营部门如何主导董事会，在董事履行其受托人的职责以实现股东利润最大化的情况下，合作伙伴关系难以实现。然而，第二个计划的调查结果表明，合作伙伴关系和 LIFT 成功可能取决于信任、一般商业精神和关键人物的合作。因此，政策制定者不仅应关注组织结构，还应关注私营部门如何进行控制和治理以使所有利益相关者受益。