How Infrastructure Public–Private Partnership Projects Change Over Project Development Phases

2018 ◽  
Vol 49 (4) ◽  
pp. 62-80 ◽  
Author(s):  
Andrew South ◽  
Kent Eriksson ◽  
Raymond Levitt
Keyword(s):  
Life Cycle ◽  
Public Private Partnership ◽  
Institutional Logic ◽  
Private Partnership ◽  
Highway Transportation ◽  
Development Phases ◽  
Long Life ◽  
Stakeholder Network ◽  
Developmental Phases

This research adds to work on the development of infrastructure public–private partnership projects (P3s), which is a rapidly growing mode of infrastructure service delivery. Infrastructure P3 projects typically have a long life cycle, but little is understood about the nature of the changes that such a project goes through over the phases of its life cycle. This article contributes to project research as it studies the changes that an infrastructure P3 project goes through over its life cycle and suggests how those changes can be governed over the life cycle of the project. The research is empirically informed from an in-depth case study of a highway transportation P3 in California over a 20-year period. This research shows that the developmental phases of P3s differ by dramatic changes in the composition of stakeholder networks and the use of institutional logic. First, employing social network analysis (SNA), we map the network of stakeholders in the P3 case and show how the stakeholder network changes over four phases. Second, we identify how different stakeholders use formal and informal institutional logic in their interactions, and demonstrate that the dominant institutional logic employed in the P3 changes from informal to formal over the P3’s life cycle. We further show how this change in the P3’s dominant institutional logic corresponds to the dynamism in the stakeholder network. We propose that infrastructure P3s should be analyzed and governed as the dynamic arrangements they are—constellations of stakeholders that change individually and undergo change collectively over a long life cycle of different phases.

Developing Public-Private Partnership Framework for Managing Adverse Health Effects of Environmental Disaster (A case study of Lake Urmia -Iran)

2020 ◽  
Author(s):  
Hojatolah Gharaee ◽  
Ramin Rezapour ◽  
Naser Derakhshani ◽  
Morteza Ghojazadeh ◽  
Saber Azami-Aghdash
Keyword(s):  
Private Sector ◽  
Health Effects ◽  
Public Private Partnership ◽  
Lake Urmia ◽  
Private Partnership ◽  
Adverse Health Effects ◽  
Environmental Disasters ◽  
Adverse Health ◽  
Private Sector Participation

Abstract Background Due to the limited resources of the public sector, the presence of the private sector as an auxiliary to the health sector, to mitigate adverse health effects (AHEs) caused by environmental disasters, seems necessary. Therefore, the present study aimed to develop a Public-Private Partnership (PPP) framework for managing AHE of environmental disasters (case study of Lake Urmia-Iran). Methods This is a qualitative study with grounded theory approach, conducted in 2019. Required data were collected through semi-structured interviews with 20 experts selected through purposive sampling, and analyzed using Content-Analysis. To formulate the initial framework, an experts’ panel, composed of 12 experts, was formed. Delphi method was used to determine the validity of the framework. Results Most participants found the private sector participation in this field, essential and useful. The most important infrastructure for the private sector participation was designing a legal framework and providing adequate resources and facilities. Pollutant assessment and education of families for disease prevention are among the most important areas that the private sector can participate. To evaluate the performance of the private sector, periodic and short-term reports together with documentation should be used, and the evaluation tool should be the checklists agreed by two sectors. Payments to the private sector should be for periodic objectives, based on performance, and after performance confirmation, in the form of combination of fee for services, per capita and performance-based system. Preventing waste of resources, improving service coverage, greater efficiency and attracting public participation were the most important benefits of the private sector participation. Conclusions PPP can be considered by policy makers as an effective policy for reducing the AHE of environmental disasters (especially drying lakes). To this end, the framework presented in this study can be used as an action guide by national and local authorities and policymakers.

Using Systems Analysis and Dynamics to Evaluate Public Private Partnerships with Data and Best Practices from SAFER Santa Rosa

2015 ◽  
pp. 195-216
Author(s):  
Daniel Hahn
Keyword(s):  
Public Sector ◽  
Emergency Management ◽  
Systems Analysis ◽  
Public Private Partnership ◽  
Public Private Partnerships ◽  
Private Partnership ◽  
The Public ◽  
Federal Organizations ◽  
Original Case

Public private partnerships have been gaining the interest of emergency management and security-related federal organizations. In 2010, the National Academies Press published a framework for resilience-focused private-public sector collaboration which may be the catalyst for how resilience-oriented public private partnerships are developed in the future (National Academies Press. 2010). Public private partnerships can be utilized to increase citizen awareness and preparedness, to address a specific need in a community, or to accomplish any other function that brings a community and government together. “Utilized correctly, a public private partnership is a win-win situation for all participants” (Hahn, 2010, p. 274). Although perceived as very successful, no prior systems analysis has been conducted on these partnerships. In this chapter, a successful public private partnership is evaluated using systems analysis techniques. Results of that analysis, along with details of the original case study and the public private partnership itself are presented.

Public-Private Partnership Principles Applied to Industry-School Partnership to Support Technical and Vocational Education

2016 ◽  
pp. 18-36
Author(s):  
Hitendra Pillay ◽  
James J. Watters ◽  
Matthew C. Flynn ◽  
Lutz Hoff
Keyword(s):  
Monitoring And Evaluation ◽  
Research Literature ◽  
Public Private Partnership ◽  
Daily Activities ◽  
Policy Documents ◽  
Private Partnership ◽  
Learning Partnerships ◽  
School Partnership ◽  
Industry Community

The term partnership is increasingly used by governments, industry, community organizations and schools in supporting their daily activities. Similar to the terms ICT and learning, partnerships are now ubiquitous in policy discourse. Yet, the term remains ill-defined and ambiguous. This chapter reviews and reflects on a government-led industry-school partnership initiative in the state of Queensland, Australia, to understand how the concept was applied and the consequences. PPP principles derived from the literature were used as a framework to review this initiative. The methodology of this qualitative case study involved consultations with stakeholders and an analysis of Gateway schools' policy documents, and research literature. The review suggests that despite the use of terminology akin to PPP projects in Gateway school program and policy documents, the implicit suggestion that this initiative is a public-private partnership can be interpreted as partially tenable. The majority of principles shaping a PPP have not been considered in any significant manner in the Gateway schools program. Although the review recognizes the legitimate and sincere purpose of the Gateway schools program, a more explicit adoption of a PPP framework during the design, monitoring, and evaluation stages could have strengthened the initiative in terms of outcomes, benefits, and sustainability.

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