De-marginalising the public in PPP projects through multi-stakeholders management

Abstract

Purpose– The research reported in this paper takes a critical look at the process of multi-stakeholder consultation and management in a PPP project environment, to fill the gaps in the existing literature. It considers the various problems encountered on PPP initiatives around the world that have led to public opposition and failure of some PPP projects. Two interconnected aspects are tackled: definition of the principal project stakeholder and the management of the principal project stakeholder, as a multi-stakeholder. The paper aims to discuss these issues.Design/methodology/approach– Existing theory and practice of project stakeholder management is analysed through case studies and other sources, and the uniqueness of a PPP project environment, which influences PPP multi-stakeholder management approaches, is established.Findings– Current tensions and public protests across Africa, North and South America, Australia and Europe around PPP projects are highlighted, and these seem to be centred on public stakeholders' marginalisation. It is found that the public outcry across continents is characterised by a marginalised public.Practical implications– Results advocate a paradigm shift by accepting multi-stakeholding as central to PPP project management. A multi-stakeholder management model is proposed, which will move the public from the margins of the PPP project space to the centre where fundamental decisions are made from conception to facility ownership and operation.Originality/value– The study takes a pragmatic approach to the problem of exclusion of the public in PPP projects. It is one of few studies to bring the public to the centre of PPP project processes.