The Challenge of Public–Private Partnerships

Hodge, Graeme; Greve, Carsten

doi:10.4337/9781845428082

Cited by 322 publications

(60 citation statements)

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“…Sanctions: Another feature of PPP contracts highlighted in the literature is the use of sanctions (Hodge and Greve, 2005;Van de Velde et al, 2008). Given the possibility of unanticipated future developments, a government needs to have instruments to influence the behaviour and performance of the private partner during the contract period.…”

Section: H2: a Longer Contract Term Relates Positively To Innovation mentioning

confidence: 99%

The impact of contract characteristics on the performance of public–private partnerships (PPPs)

Klijn

Koppenjan

2016

Public Money & Management

114

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Section: H2: a Longer Contract Term Relates Positively To Innovation mentioning

confidence: 99%

The impact of contract characteristics on the performance of public–private partnerships (PPPs)

Klijn

Koppenjan

2016

Public Money & Management

114

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“…A PPP is a relationally developed agreement built on mutual accountability (Wettenhall, 2005). Such accountability implies a common goal and equality.…”

Section: Rationales For Public-private Partnershipsmentioning

confidence: 99%

University Housing Development: A PPP Approach

Blair

Williams

2017

J. Public Nonprof Aff.

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Keywords: Public Affairs, Public Private Partnership, Higher Education PolicyHigher education has joined the growing list of public sector members seeking innovative solutions in an effort to reinvent itself in a time of decreasing state revenue (Government Accountability Office, 2014). Higher education has to now rely more on tuition as a primary revenue source, forcing them to compete with other institutions for admissions. One of the areas in which universities compete with each other is through campus offerings such as new residential halls with amenities similar or better than those at other schools and at home. The University System of Georgia (USG) is one such public sector member embattled with refocusing the mission of a number of its public college and university campuses while also having to account for greater competition amongst its member universities for admissions. This internal competition has left USG with significant debt on its books, leading it to search for a way to entice students while not causing further financial hurdles.On April 14, 2014, the USG, the public higher education system in the state of Georgia, posted a request for qualified contractors (RFQC) for a first of its kind public-private partnership (PPP). Wishing to move away from its current long-term asset financing plan of utilizing public-private ventures (PPV), and to move much of the bonded debt, the USG issued an RFQC for the construction of campus housing on nine system-member institutions across the state of Georgia and the absorption of at least one housing asset on each campus by a single concessionaire. The agreement also includes a contracting period that lasts between 30 and 60 years, depending on the terms of agreement between the USG and the concessionaire. Hired PPP managers will oversee this one-of-a-kind PPP system at the system and university level. This paper examines this unique PPP system for its practice as a case study with practical implications detailed.In an effort to evaluate the importance of this contractual arrangement, a case study approach that examines themes within the publicly available contract documents is analyzed. These documents present the economic circumstances and the values of the USG. Additionally, they display the efforts to grow through the development of infrastructure across the various USG campuses. The documents reviewed are only those written by the USG (i.e., not submissions from potential contractors), and the study aims to address three principal questions using those documents and inferences from their findings:

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“…Conceptually, PPPs can be understood as "cooperation of some sort of durability between public and private actors in which they jointly develop products or services and share risks, costs and resources connected to these products" (Van Ham and Koppenjan, 2001 cited in Hodge and Greve, 2005). Such associations should meet three criteria: 1) that the private participation exist at least in the financing and management of projects; 2) that there be some effective transfer of risk; and 3) that a long-term contractual relationship be established (Espelt, 2015).…”

Section: Public-private Partnershipsmentioning

confidence: 99%

¿Reforma silenciosa del Estado?: proceso político de la ley de Participación Público-Privada en Uruguay

Fuentes

2017

Rev. Adm. Pública

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Resumen La aprobación de la ley de Participación Público-Privada en Uruguay, en el año 2011, puede ser vista como un indicador de un cambio de paradigma en relación al vínculo entre Estado y mercado, a pesar de que la misma no ha sido enmarcada como un eje importante de “Reforma del Estado”. Tomando como ejemplo el proceso político que dio forma a la ley en el caso uruguayo, se evidencia la inexistencia de consensos políticos, y la ausencia o escasez de debate al interior del Frente Amplio en relación a estos temas. Por lo tanto, las marchas y contramarchas producto del ciclo político-electoral, pero sobre todo por la dificultad de construir acuerdos sobre el instrumento, determinan que los cambios en los liderazgos sectoriales y de gobierno le impriman inevitablemente rasgos de gradualidad y pragmatismo que afectarán necesariamente el impacto de los cambios, y dificultan la adopción de estrategias de desarrollo sistémicas.

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The Challenge of Public–Private Partnerships

Cited by 322 publications

References 0 publications

The impact of contract characteristics on the performance of public–private partnerships (PPPs)

The impact of contract characteristics on the performance of public–private partnerships (PPPs)

University Housing Development: A PPP Approach

¿Reforma silenciosa del Estado?: proceso político de la ley de Participación Público-Privada en Uruguay

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