Types Of Public-private Partnerships Research Articles

Management Control in Inter-Organizational Relationships: Lessons Learnt from Public-Private Partnerships

Public-private partnerships (PPPs) have become increasingly common. However, reported failure rates are high, underlining the challenge to effectively govern such relationships. The purpose of this paper is to empirically investigate the management control structure for different types of PPPs by adopting a comparative case study approach. The two cases under study are partnerships between municipalities and their private partners: a long-term infrastructure project and an urban regeneration project. Given the different nature of the activities and the accompanying risks, the PPP literature suggests that the cooperation in these PPPs is organized in very different ways, namely loose versus tight. We propose (1) that outcome-based control mechanisms play an important role in managing loosely organized PPP projects and (2) that behaviour and social control mechanisms play an important role in managing tightly organized PPP projects. Although our results support these propositions, our analysis also suggests that existing frameworks for private inter-organizational relationships (IORs) are insufficient for explaining governance structures in PPPs. Given the specific nature of PPP arrangements, we identify a number of socio-political risks and related management control mechanisms not typically discussed in theories of private IORs. More specifically, we conclude that conveners and project champions play an important role as political controls in the success of PPPs.

Delivering Transportation Infrastructure Through Public-Private Partnerships: Planning Concerns

Problem: The types of public-private partnerships (PPPs) in which private sector partners take on increased responsibility for project design, construction, financing, and operation have become popular in the United States and around the world as means of delivering large-scale transportation infrastructure. However, it is unclear what implications this model of project delivery has for planning theory and practice as distinct from public policy more generally. Purpose: I aim to develop a set of criteria on which to evaluate the procedural, spatial, design, public policy, and political implications of these PPPs from a planning perspective, and then to examine whether their proposed benefits are matched by real-world experiences. Methods: I examine in depth three case studies of transportation projects delivered through such PPPs: the Croydon Tramlink in London, UK; the State Route 91 toll lanes in Orange County, CA; and the Cross City Tunnel in Sydney, Australia. Results and conclusions: The short-term and long-term impacts of such PPPs on infrastructure project delivery were different. In the short term, the model was effective at raising funds for new facilities and transferring financial risks to the private sector, but its limited transparency minimized meaningful community engagement in project planning. Over the longer term, noncompetition clauses in the concession agreements restricted government flexibility to respond to changing conditions, lawsuits were common as relationships between the partners deteriorated, and all three concessions were ultimately sold under duress, two to public sector agencies. Takeaway for practice: These PPPs profoundly affected the planning processes for public infrastructure and the outcomes achieved once such facilities were operational. This research identifies the need for new ex ante evaluation tools, risk transfer mechanisms, community engagement processes, and data tracking and performance monitoring procedures, to prevent negative consequences from transportation PPPs. Research support: None.

A review of studies on Public–Private Partnership projects in the construction industry

Public–Private Partnership (PPP) in construction is gaining in popularity. Although papers published in major journals have documented real cases of PPP projects, there appears to be a lack of systematically summarizing what they have already provided. Consequently, this paper reviewed PPP studies published in the six top journals in the construction field. The objectives are to compare and contrast the findings of the studies so as to provide insights for directing further PPP research and improving the existing practices of PPP projects. To achieve the review objectives, studies were first classified as either empirical or non-empirical. Empirical studies were further grouped under three themes: risks, relationships, and financing. Non-empirical studies were grouped under five themes: financing, project success factors, risks, and concession period. Suggestions for further research are risks, financing, contractual agreements, development of PPP models, concession periods, and strategies in choosing the right type of PPP.

Development of the Natural Resources of the Moon and Other Celestial Bodies: Economic and Legal Aspects

The path of gradual commercialization of current space applications, such as launch services, satellite communication services, direct broadcasting services, satellite remote sensing and navigation services, and satellite weather monitoring services, will most likely be followed by future activities of use of space resources. Ventures, like mining the natural resources of the Moon and asteroids, are likely to become technologically feasible in the near future. The question is what would be the most appropriate approach to address the future needs of exploitation of space resources: should it remain the exclusive province of state governments; should the private sector take over such space activities; or should a public-private partnership type of venture be encouraged? As state governments are becoming constrained by budget deficits, an increased reliance on private sector involvement in space activities involving the extraction and use of space resources is to be expected. When deciding whether to invest in commercial ventures of resource use exploitation, any potential private investor will be faced with the issues of economic costs, risks, and perceived regulatory barriers. This study argues that the perceived regulatory barriers, i.e., the licensing requirement, the “common heritage of mankind” principle of international space law, and protection of intellectual property rights, are not obstacles to economic development. Governments should provide both policy and regulatory incentives for private sector participation in the area of space natural resource use by funding basic research and development and by sponsoring liability insurance for private ventures among other incentives.

Public-Private Partnerships in Labour Markets

The paper considers the role of Public-Private Partnerships (PPPs) in the labor market issues. PPP consists of the collaboration between private agent(s) and the public sector in order to achieve a specific goal. There are many examples of partnerships between public and private agents in key areas such as infrastructure, healthcare and education, but PPP has not been sufficiently developed in the context of the labor market. This paper is structured into three parts: an economic analysis of PPP, examples of the most relevant PPPs in several different countries (with in-depth descriptions of successful examples) and recommendations. The economic analysis motivates and gives importance to PPP in labor affairs. The economic reasons for the public sector's intervention in the labor market originate from market failures and society's need for an equality that the private sector cannot afford. However, the public intervention process also generates some undesirable indirect effects. PPP is an effective instrument to solve any market and management failures deriving from public provision of services. The best way to understand how PPPs work in practice is by looking at the different types of PPP undertaken; and considering interesting cases in significant (developed) countries. The examples concompany the mixture of PPPs depending on the economic situation and institutional framework of the country. The combination of a theoretical and practical economic approach allows us to present recommendations on how the human resources (HR) sector should tackle the dynamic, changing environment through the use of PPPs. Terms like globalization, flexicurity and personalization have to be on the main agenda of policymakers and HR professionals through the succesful creation process of the PPPs.

Public-Private Partnership: Elements for a Project-Based Management Typology

The polysemic concept of public-private partnership (PPP) covers a great diversity of institutional arrangements. In this paper, we propose a typology based on the management of public projects that constitute partnerships with private firms. Our typology is founded on two key variables: (1) the proximity of the target and (2) the capacity to generate projects. We can then identify four distinct models of PPP: situational, elementary, symbiotic, and forward-looking. The management challenges, the risks, and the major issues particular to each type of PPP are described in order to enlighten management teams and contribute to the production of useful knowledge in the field.

ICONE15-10617 COMMERICALIZATION OF THE GLOBAL NUCLEAR ENERGY PARTNERSHIP (GNEP)

In February 2006 President Bush announced the Advanced Energy Initiative, which included the Department of Energy's (DOE) Global Nuclear Energy Partnership (GNEP). GNEP has seven broad goals, one of the major elements being to develop and deploy advanced nuclear fuel recycling technology. DOE is contemplating accelerating the deployment of these technologies to achieve the construction of a commercial scale application of these technologies. DOE now defines this approach as "…two simultaneous tracks: (1) deployment of commercial scale facilities for which advanced technologies are available now or in the near future, and (2) further research and development of transmutation fuels technologies." GE believes an integrated technical solution, using existing reactor and fuel reprocessing technologies, is achievable in the near term to accelerate the commercial demonstration of GNEP infrastructure. The concept involves a single, integrated, commercial scale, recycling facility consisting of the Consolidated Fuel Treatment Center (CFTC), capable of processing LWR and fast reactor Spent Nuclear Fuel (SNF) and fabricating Advanced Recycling Reactor (ARR) actinide fuel. The integrated facility would include a fast reactor that uses actinide-bearing fuel to produce electricity. For optimal performance, GE believes this integrated facility should be co-located to eliminate transportation between the CFTC and ARR, and enhance proliferation resistance. This Advanced Recycling Center takes advantage of previous investments by government and industry in fast reactor technology research and development. To allow for commercial acceptance, a prototypical demonstration reactor and associated fuel cycle facility will be constructed, tested, and licensed. Taking advantage of GE's NRC-reviewed modular sodium-cooled PRISM reactor, only a single reactor will be needed and the cost and risk minimized in the initial phase of the program. This paper outlines a process and a schedule to deploy the necessary domestic infrastructure to achieve the goals of GNEP. It is recognized that there are many types of public private partnerships that could demonstrate the technologies to close the fuel cycle. It is important to acknowledge the realities in the marketplace when developing an approach to advance nuclear technologies that can gain widespread commercial acceptance.

Sharing the burden of TB/HIV? Costs and financing of public–private partnerships for tuberculosis treatment in South Africa

To explore the economic costs and sources of financing for different public-private partnership (PPP) arrangements to tuberculosis (TB) provision involving both workplace and non-profit private providers in South Africa. The financing required for the different models from the perspective of the provincial TB programme, provider, and the patient are considered. Two models of TB provider partnerships were evaluated, relative to sole public provision: public-private workplace (PWP) and public-private non-government (PNP). The cost analysis was undertaken from a societal perspective. Costs were collected retrospectively to consider both the financial and economic costs. Patient costs were estimated using a retrospective structured patient interview. Expansion of PPPs could potentially lead to reduced government sector financing requirements for new patients: government financing would require $609-690 per new patient treated in the purely public model, in contrast to PNP sites which would only need to $130-139 per patient and $36-46 with the PWP model. Moreover, there are no patient costs associated with the treatment in the employer-based facilities and the cost to the patient supervised in the community is, on average, three times lower than in public sector facilities. The results suggest that there is a strong economic case for expanding PPP involvement in TB treatment in the process of scaling up. The cost to the government per new patient treated could be reduced by enhanced partnership between the private and public sectors.

Crans-Montana-Aminona (Switzerland) : Is there anyone in charge of the resort ?

Abstract : Crans-Montana-Aminona is one of Switzerland's largest mountain résous. Although it dates from the end of the 19th century, it really only gained prominence with the arrival of winter sports. In recent years, however, the resort has been confronted with a fail-off in visitor numbers despite the fact that real estate development and the promotion of second homes have continued unabated. In this context, it is important to ask whether there is anyone capable of overseeing development of the resort ? To address this question, the present study attempts to deter- mine the main actors involved in the decision-making process and the types of public-private partnerships that exist in Crans-Montana- Aminona, It reaches the conclusion that at the moment there is nobody who is really « in charge of » this resort ? In the future, the main challenge will consist in formalising a strategic partnership between private and public actors in order to ensure effective governance of the local touristic system.

Public–Private Partnerships: from Contested Concepts to Prevalent Practice

This article explores the current state of knowledge in relation to public–private partnerships (PPPs), taken to mean working arrangements based on a mutual commitment (over and above that implied in any contract) between a public sector organization with any organization outside of the public sector. Since it originally became fashionable over 25 years ago, the concept of PPPs has been strongly contested. However, PPPs are now to be found in the public domain in many countries around the world and their number has been increasing in recent years. This article looks at how this has happened, what have been the strengths and weaknesses of this development and what the future may hold for PPPs. It argues that we are still at an early stage of learning which types of PPP are appropriate for which tasks and at managing PPPs to increase public value. It will be essential to apply principles of good governance to the future development of PPPs — but it will also be necessary to ensure that these principles are genuinely appropriate to the context in which these PPPs are working.

Mectizan Donation Program: evaluation of a public-private partnership.

The Mectizan Donation Program (MDP) has been perceived as a highly effective public health programme, and as a possible model for addressing future problems in international health. This evaluation examines how the MDP partnership has been functioning from the perspectives of partner organizations. The results of a survey of 25 partners show that the perceived benefits far outweigh the problems, and that the direct costs to the organizations have been minimal. The partnership is rated highly on many aspects of governance and management, with relatively few problems identified. A factor analysis demonstrated that a wide range of factors have influenced the partners' perceptions. The benefits with the largest weights appear to be those related to external perceptions of the organization, and those indicating that the organization feels that its opinions will matter and lead to action in the partnership. The biggest factors influencing the positive perceptions on the governance and management of the MDP partnership appear to be the involvement of senior leaders from different organizations, and being able to agree on priorities. The MDP has been able to involve a large and heterogeneous number of partner organizations through relatively informal mechanisms that rely on goodwill and reciprocity. The survey results show how there was a strong alignment of the MDP with the interests of the various partners, and that a manageable number of problems were addressed and services provided. While having long-term goals, the MDP and the onchocerciasis control programmes have been effective at demonstrating the effectiveness of the approach through regular, professional, and outcome-oriented evaluations. Although the MDP is considered to be central to concerns of national officials, this feature is not rated as high as public perceptions, the internal characteristics of the partnership, or its accomplishments. Similarly, the need to secure resources is not viewed as a major determinant of the partnership's success, perhaps because resources were readily available through Merck and the partner organizations and programmes. These findings, along with the strategic and operational success of the MDP confirm the view that this type of public-private partnership should be pursued vigorously in other areas of public health. Other potential partnerships would do well to examine the characteristics of the MDP partnership, with careful attention to the features of its governance and the management, including a strong alignment of interests with partners, balancing a long-term vision with clarity of roles and intensive management of coordination, and professional and results-oriented accountability.

Investigating Enron as a public private partnership

The bankruptcy of Enron Corp. has evolved into a scandal of enormous proportions involving allegations of fraud, corruption and unethical practices on the part of Enron’s corporate executives, members of its board of directors, external auditors, and high government officials in the USA. No doubt there will be many articles written about various aspects of the Enron scandal. The focus of this paper is on the relationships between Enron’s business model and the deregulatory phase of the American economy during the 1980s and 1990s. It is the argument of this paper that deregulation in the US electricity and natural gas industries fostered the creation of the Enron business model, and that this model was unsustainable, resulting in the demise of Enron Corp. Furthermore, while Enron can be viewed as an example of capitalistic excess, the paper reveals how the Enron business model developed as an American form of a public private partnership, similar to the types of public private partnerships that have been created in recent years in the UK. Investigating Enron as a public private partnership may help us to better understand the role of public private partnerships in contemporary capitalism and shed some light on the advisability of deregulatory schemes and the unintended consequences that can result from such schemes.

A Comparative Institutional Evaluation of Public-Private Partnerships in Dutch Urban Land-use and Revitalisation Projects

In the spirit of the devolution of public policy, we have recently witnessed an increasing popularity of decentralised forms of decision-making in urban land-use policy, in which both local (or regional) authorities and the private sector play a more prominent joint role in the preparation and implementation of urban development projects. The paper describes the pathway to a more institutional multi-actor mode of urban land-use and revitalisation projects within the framework of deregulated land markets and maps out various relevant aspects of competitive land use. In particular, an attempt is made to identify the crucial `drivers' of this complex decision-making process in an urban context, against the background of revitalisation objectives for modern cities. The literature suggests, in particular, that the institutional constellation, the financial viability and the presence of spatial externalities may act as critical factors for public-private partnerships. This proposition is tested in the paper by means of a comparative study on nine carefully selected urban development projects—more specifically, nine types of public-private partnerships—in The Netherlands. After the design of a systematic database on these projects, a particular type of qualitative fuzzy classification analysis originating from artificial intelligence, known as rough set analysis, is deployed to assess and identify the most important factors that are responsible for successes and failures of recent development plans in Dutch cities. This approach allows us to pinpoint the most critical policy variables.

Developing an Extension Partnership among Public, Private, and Nongovernmental Organizations

This paper posits a conceptual framework that identifies the comparative strengths of public, private, and nongovernmental organizations (NGOs) in carrying out different types of technology transfer, human resource, and social capital development programs. First, public extension appears better suited to undertake a wide range of extension programs dealing with natural resources and farm management. Second, private sector firms have access to superior technologies; therefore they can provide farmers with information to complement these new technological products. Third, NGOs are well suited to assist the rural poor through different types of social capital and poverty alleviation programs. Most NGO staff members are motivated to organize small-scale, marginal farmers and women so they can better access technology and resources. In strengthening national extension systems for the 21 st century, policies and resources should reflect the comparative strengths of public extension, private firms and NGOs. If this type of publicprivate partnership can be achieved, then the result would be a more effective approach of delivering extension programs to serve the technological, human resource and organizational needs of all groups of farmers in developing countries.

How private finance is moving primary care into corporate ownership

A central aim in establishing the NHS was to integrate primary care and health and social services in health centres. But this aim was compromised by the absence of public...

Public-Private Partnerships in the U.S. Prison System

Prison policy is fundamentally different from virtually all other policy arenas in that prisons deliver punishment, rather than benefits, costs, or regulations. Within a prison, every aspect of an inmate's life is disciplined and subject to enhanced punishment at the discretion of guards and other personnel. Thus, special issues are raised when considering the appropriate role of the private sector in the management or ownership of prisons. Drawing from a theory of policy design, this study traces the emergence, demise, and reemergence of private involvement in prisons. Driven by hopes of creating prisons that could be self-sufficient, or even profitable, public officials periodically have turned to private entrepreneurs to build and manage these institutions. The study examines the claims made for and against private prisons including the “script” that purports to account for their reemergence in the 1990s and the empirical studies that have focused on costs and benefits of various types of public-private partnerships.

Understanding and Managing Public/Private Partnerships

The paper develops the rationale for two distinct types of public-private partnerships. It develops the thesis of public-private partnerships as cooperative efforts between the private and public sectors in the areas of technical, professional, and educational activities as well as research, management, and public policy. “Soft” partnerships are needed to further the objectives of the civil-engineering profession, which is, to the writer, one of public service and public benefit. The paper also deals with the subject of privatization. Privatization is defined and examples of successful efforts are reviewed. The current status of privatization, the expanded complexity of privatization today, advantages, funding, and legal considerations are surveyed in general. Privatization is presented as a “hard” public-private partnership: hard in the sense that there is a specific contract between the public and private sectors. The overall thrust of the paper is that public-private partnerships are a good thing; that both soft and hard partnerships are needed and, in fact, prerequisites of each other; and that soft partnerships are necessary. Soft partnerships promote communications, understanding, and the development of common ground.