It is possible and practically feasible to establish such high tech laboratory in a developing country like Pakistan, but its fluent operation and sustainability requires some special arrangements to ensure a long term continuity of the same. It is commonly observed that such projects do not survive much longer if established and executed by public sector alone. Delayed decision making, procedural hindrances, red tapism, ever transferring managers, frequent changes in the execution or implementation team, shifting of departmental interests, lack of personal interest, deficient operational budgets, misappropriations and misuse of resources, scarce commitment, lack of specific experience and many other similar factors prevailing in government departments together inflict suspicion on concrete future of such pivotally important projects. Skilled and well experienced management with self steering administrative authority and having ownership interests is a viable alternate to assure and sustain quality standards of product and the lab performance. A team without any threat of being changed, with autocratic control will plan well for expansion, capacity building, and perfection of the project to meet existing and ever emerging challenges.
The review with various international experts revealed that proposed ASV/ ARV should be established under public and private sector partnership and will ultimately operate through an autonomous board of directors (BoDs) represented by each of the partners in proportion to their financial investment. Hence at a time to be determined by the Project Steering/ Management Committee, expression of interest (EoI) will be invited for a joint venture from international or local private firms having adequate technical experience of sera production or having viable linkages with global or regional vaccine/ sera production network. The private sector partners will be satisfied for all their fears and doubts before putting them in legal bond of partnership. A university also be taken as partner initially just for three reasons; one to act as buffer for the public and private sector partners, second is to provide operational and implementation support during the project execution stage prior to engage the Private sector partner and third to act as continuous source of technical/resource support for the project. It is learnt through past experience that the knowledge and technology transfer is much fluent and cost effective if done through a University otherwise many institutions in the developed world are bit reluctant to assist government departments in developing countries or they sale their technologies to the government departments on very high costs.
It is firmly anticipated that under public and private sector partnership along with autonomous board of directors and market compatible salaries will keep project efficient to deliver optimum standard performance.