Ppp software centre

June 7, - Infographics. December 29, - Infographics. September 11, - Video. December 18, - Infographics. April 4, - Photo. March 27, - Photo. January 1, Philippine News Agency. December 29, December 28, Manila Bulletin. December 18, View from the Center. PPP Sectors. Republic of the Philippines All content is in the public domain unless otherwise stated.

Learn more about the Philippine government, its structure, how government works and the people behind it. Added efficiency, reliability and accuracy. KlauPPK hardware is not required, just import the flight data from your drone, with base station data, to create the best possible camera positions using DJI hardware.

Better Results. No data loss or initialization loss from RTK radio link limitations. All collected data is processed with similar algorithms to RTK, run forwards and backwards through the data. Improved Operations. PPK offers greater flexibility in operations, longer range from the base, is more reliable, more accurate and easier to use. Proven Functionality. The same features as the KlauPPK software, proven with years of use by hundreds of customers around the world.

No base station inputs required. Anywhere in the world. Simple and Accurate with no inputs other than your drone data. This ownership includes any assets acquired by the private company during the concession period. PPPs and concessions are two types of agreements well defined by laws based on codes, such as the one in place in France.

Even if the same concepts and principles are used, under the system of common law, the priority lies in the parties' willingness to reach an agreement. This willingness is behind many contracts that are built around such acronyms; they are "tailor-made," with their title presenting the main characteristics agreed by the parties involved: for example, Design, Build, Own, Operate, Finance, Maintain, Transfer, etc.

Biometric population enrollment or registration is often crucial in modern national identity management programs. In the field of national identity management, government should consider a public-private partnership model if it is convinced that partnering with a private company or consortium will realise better value for money than supplying, financing, and operating such services itself.

Partnering with a technological expert accelerates the modernisation of public administration. A delegation of operations such as implementation, operation, technical support, delivery, communication, and funding to an experienced private company will free up resources to improve the elements of the service that fall exclusively within government ownership. Identity Management projects require a high level of investment to build a secured process that extends from enrollment to the delivery of documents and access to government services.

Moreover, they are difficult to launch because such investments are risky and impact the government's budget and debt level. Under a PPP, a private company makes a significant investment in the country's infrastructure - and manages it throughout a long term agreement.

Moreover, the private company does this by supplying its technology and providing experts to set it up and employing and training a local workforce. In the process, these employees acquire a high level of skills that can subsequently be used to benefit other sectors.

The private company will also use local partners for implementation and operation, creating another channel for the diffusion of technology within the country and increasing diversification of the local economy. Furthermore, a significant private company within a country provides the perfect platform for further synergies and the 'cluster effect': developing other businesses, making additional investments, and, ultimately, participating in and contributing to the country's overall growth.

More specifically, the contract signed with the local authorities in encompasses the software for registering applicants' data, along with enrollment kiosks for instant capture of their photograph, fingerprints, and electronic signature.

Thales provides the operated issuance services, ensuring document personalisation from its facilities based in the Stockholm area. Notably, the same infrastructure and procedures are employed for both the National eID card and the ePassport. This model leads to significant savings in terms of equipment, processes, systems, and staff training.

The Swedish Police consider expertise to be of paramount importance in performing their service functions. Each citizen is treated as a customer to be served with the utmost competence and efficiency. And this is precisely what Thales offers via its operation centre in Stockholm. The police's bottom-line objective of providing a quality service and optimising the use of taxpayers' money were the primary drivers for outsourcing.

But the police have also maintained the fundamental characteristic of its operations: authority and the control that such authority guarantees.

Outsourcing production and personalisation services to Thales based on a PPP model allow the Swedish Police to combine the latest technology with technical expertise. Moreover, it ensures that its resources are not bogged down by functions that do not enhance their core competencies - such as printing documents and managing the logistics required to distribute them. Besides, the increasing complexity of the technical environment, the challenge of hiring qualified candidates, particularly for IT operations, and the lengthy procurement cycle necessary to upgrade technology also represented valid reasons for the Swedish Police to consider outsourcing to Thales.

As the Swedish Police's scope continues to grow, they have in place industry-best processes and the scalable model needed to ensure an on-going cycle of efficiency improvements. Deploying a physical and digital Identity infrastructure and operating it efficiently are significant challenges. But with the PPP model, public authorities can transfer some of the risks involved in a private company with the skills and experience to better handle them. Indeed, the concept of risk-sharing constitutes the very essence of the partnership.

Ultimately, only risks related to the execution of the governmental responsibilities remain with the public authority. A PPP starts with a business model then grows into a partnership. Public authority and private companies must act as partners. To achieve this close relationship, both parties must build trust based on each partner's credibility. Managing an Identity Management service in PPP mode demands implementing all the related infrastructure and operating it throughout the contract.

This process requires technical skills and in-depth field experience to guarantee nationwide deployment efficiently and timely. References are vital to providing the public authority with confidence in its future partner.

Furthermore, the public authority must pay careful attention to the profiles of all the employees who will manage the service in the future, in particular, the technical staff. That's because they represent the first level of control to warrant those operations throughout the service chain are always undertaken securely.

Assuming that the business case proposed by the public authority is profitable, such an opportunity should attract a private company or consortium willing to implement and operate the project.