Rail Privatisation in Victoria

Greig, David M

doi:10.22459/ag.09.03.2002.04

Cited by 4 publications

(4 citation statements)

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“…A review of the franchising process and new interim operating arrangements were therefore undertaken. The major result of the franchising review was the settlement of some disputes, including an additional AUD 110 million of payments to operators (Greig 2002). At the same time, the government commenced negotiation for new interim operating arrangements with a view to create stability until a review of next steps could be undertaken.…”

Section: The First Franchising Modelmentioning

confidence: 99%

Deregulation, Franchising, Outsourcing and Corporatisation in Local Public Transport

Currie

2016

International Transport Forum Discussion Papers

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The International Transport ForumThe International Transport Forum is an intergovernmental organisation with 57 member countries. It acts as a think tank for transport policy and organises the Annual Summit of transport ministers. ITF is the only global body that covers all transport modes. The ITF is politically autonomous and administratively integrated with the OECD.The ITF works for transport policies that improve peoples' lives. Our mission is to foster a deeper understanding of the role of transport in economic growth, environmental sustainability and social inclusion and to raise the public profile of transport policy.The ITF organises global dialogue for better transport. We act as a platform for discussion and pre-negotiation of policy issues across all transport modes. We analyse trends, share knowledge and promote exchange among transport decision-makers and civil society. The ITF's Annual Summit is the world's largest gathering of transport ministers and the leading global platform for dialogue on transport policy.

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Section: The First Franchising Modelmentioning

confidence: 99%

Deregulation, Franchising, Outsourcing and Corporatisation in Local Public Transport

Currie

2016

International Transport Forum Discussion Papers

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“…The operators were also expected to increase patronage by 40Á80% over the life time of the franchise. Thus the arrangement would lead to a real cost reduction of 34%, compared with the public sector provision (Greig, 2002). Besides, this was expected to lead a significant improvement in services as a result of incentive components included in the franchise package.…”

Section: Metropolitan Public Transport Services Franchise Melbournementioning

confidence: 99%

“…Although the services continued to be subsidized by the government, under the agreement the private contractors were made responsible for investment in infrastructure including funding new trains, trams, stations and line extensions, besides increasing patronage. Thus the Kennett government assumed that it had shed both investment and revenue risks by transferring these to the private contractors (Greig, 2002). But has it really been able to transfer such risks?…”

Section: Metropolitan Public Transport Services Franchise Melbournementioning

confidence: 99%

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Rhetoric and Reality of Public–Private Partnerships: Learning Points from the Australian Experience

Siddiquee

2011

Asian Journal of Political Science

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While publicÁprivate partnerships (PPPs) have lately come to be seen as an attractive vehicle to deliver public services, in academic circles, opinions remain divided about their impacts and performance. While the proponents strongly justify PPPs by citing a range of benefits, including enhanced efficiency, cost savings, risk transfer, and value for money, the critics tend to dismiss such assertions and label PPPs as risky and wasteful ventures that eventually lead to much higher costs. Thus, PPPs have been the source of an intense debate and controversy. This article is a contribution to this debate. Based on a review of two leading PPP projects in Australia, it argues that although PPPs may help achieve some short-term objectives, their overall performance falls short of expectations and declared objectives. The article shows that the benefits of PPPs are often exaggerated, that the projected risk transfer is incomplete or unrealistic given the long term nature of projects, and that the contract documents governing the relationships between parties are unable to capture all risks and uncertainties. Finally, it argues that there is a need to augment capacity and skills on both sides, and to undertake a far more careful and considered assessment of the costs, benefits and risks of PPPs.

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