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PurposeThis paper examines risk and risk management in public–private partnership and private finance initiatives (PPP/PFI). Despite growing interest in PPP/PFI, there are knowledge gaps in the literature. The authors' aim is to analyse these knowledge gaps and define emerging themes to guide future research agendas.Design/methodology/approachThe authors conduct a systematic literature review from 1990 to 2018 using the Scopus database.FindingsThe authors define six emerging themes: risk definition and types of risks; value for money (VFM) and risk; risk sharing, allocation and transfer; financial risk; contractualisation and renegotiation of risk; and risk management and governance. They proposed a conceptualisation of potential development of PPP/PFI research through the three phases of risk management cycle, i.e. prospective, real time and retrospective. This paper revealed some new aspects that could help to analyse better risk and risk management in PPP/PFI to reach value for money (VFM) and to exploit the potential of PPP/PFI.Originality/valueDespite the increasing attention to PPP/PFI, further researches are required in relation to operational and post-operational risk studies, risk management and control, the role of trust. The authors' analysis underlines the difficulties in how risk is perceived and how to ascertain VFM. In addition, the authors highlight how the increase of contract renegotiation is changing the provisions with reference to risk assignment creating market distortion. Risk should be managed as a cycle; PPP/PFI would benefit by engaging more with the risk management literature.

During the last two decades, public sector experienced a number of management, accounting and policy changes. As a consequenc e the actors role had to meet the new accountability and responsibility requirements. The article aims at analyzing the role of internal audit committee in the Italian local government context and the attitude of auditors to transfer managerial culture to public authorities. Thus, the survey conduced over the auditors technical, human and conceptual attributes allows to underline the important strength and weakness auditors have as 'agent of change'.

Intro -- Preface -- Contents -- 1 Co-production of Public Services: Meaning and Motivations -- 1.1 Introduction -- 1.2 The Main Models of Public Administration and Co-production -- 1.3 What Co-production Is and What It Is Not -- 1.4 Book Contents -- References -- 2 Co-production and Inter-organisational Collaboration in the Provision of Public Services: A Critical Discussion -- 2.1 Introduction -- 2.2 Co-production of Public Services: A Theoretical Backdrop -- 2.3 Inter-organisational Collaboration for Public Services: A Theoretical Backdrop -- 2.4 Relationships Between Co-production and Inter-organisational Collaboration in the Provision of Public Services -- 2.4.1 Co-production as Antecedent of Inter-organisational Collaboration -- 2.4.2 Inter-organisational Collaboration as an Enabler of Co-production -- 2.4.3 Co-production and Inter-organisational Collaboration as Distinct but Complementary -- 2.4.4 Co-production and Inter-organisational Collaboration as Alternative Strategies -- 2.5 Conclusions -- References -- 3 The Participatory Budgeting as a Form of Co-production -- 3.1 Introduction -- 3.2 Co-planning, Co-design and Participatory Budgeting -- 3.3 Participatory Budgeting as Co-planning and Co-design: Conditions for Success -- 3.3.1 Inclusiveness and Interaction -- 3.3.2 Representation and Responsiveness -- 3.4 Conclusion -- References -- 4 When is Personalisation Considered a Form of Co-production? The Case of Personal Budgets Reform in English Social Care -- 4.1 Introduction -- 4.2 Co-production in Social Care: Literature Review -- 4.3 Conceptualising Co-production -- 4.4 Personalisation Agenda in England and Co-production -- 4.5 Personalisation and Co-production as a Shared Responsibility -- 4.6 Discussion and Final Reflections -- References -- 5 Co-production in Action: The Case of an Italian Residential Care Home -- 5.1 Introduction.

This book examines the various ways in which co-production can contribute to the creation, design, and delivery of public services, namely by engaging the expertise of users and their networks, by promoting public services that are better targeted and more responsive to users, by cutting costs against the background of austerity in public finance, by creating a synergy between government and civil society that will impact positively on social capital, and by addressing the challenges resulting from growing democratic and citizenship deficits. Particular attention is paid to local government and the health and social care sector. After definition of the concept of co-production, the critical issues which arise when public services are co-produced are discussed. Various experiences of co-production are presented and analyzed with a view to highlighting why, how, and with what effect public service co-production may be implemented. Individual chapters focus on the impact of co-production in making cities smarter and the use of ICT in supporting co-production of public services. The book will be of relevance to a wide readership, from students to academics and professionals interested or engaged in public service management.

AbstractWaste management systems have developed in recent years toward the adoption of sustainable management principles and practices, such as circular economy, zero waste, resource efficiency, waste avoidance, re-use, and recycling. Nevertheless, landfills continue to be used for waste disposal despite their risks related to contamination and effects on urban development. Most research on landfills focuses on their operational and technical aspects, while the performance and cost efficiency in managing landfills is less commonly studied, especially their post-closure management. However, improving efficiency is very relevant in the context of scarce public sector resources. This paper, therefore, analyzes the efficiency of post-closure management of landfills. Drawing on agency and stewardship theories, we focus on the difference in efficiency between public and private management of post-closure landfills. We use a linear mixed regression model to analyze data from 2015 to 2018 relating to 54 landfills (79% of which are privately managed) in the Emilia-Romagna region of Italy. The results show that public management is more efficient than private management. Results contribute to defining drivers of cost and confirming a disparity in the performance of private and public management. Our results cast doubt on the assumption, which is prevalent in new public management theory, that private operators are more efficient than public ones. We conclude by highlighting that to reach efficiency, it is better to increase the effectiveness of regulation in terms of value for money, without pre-determined preferences for the type of management.

PurposeRisk management (RM) is receiving increasing academic and practitioner attention in the public sector. Despite this, there is a lack of systematization of this body of knowledge. The purpose of this paper is to analyze the state of art by examining the knowledge gaps and defining the emerging themes of RM in the public sector to guide future research agendas.Design/methodology/approachThe authors conducted a structured literature review (SLR). They analyzed 63 papers, by using Scopus database, published from 1990 to 2018. All papers were categorized and analyzed according to 11 criteria defined by the literature.FindingsResults show that there is an increasing attention to RM with a need for more effort to consolidate research knowledge. Findings also established a lack of theorization, with a limited explanatory capacity of most studies. The paper defined four main areas for future developments to increase the body of knowledge. Namely, RM and managerial systems (i.e. MCSs and performance management), integrating RM systems and the building blocks of RM that the authors identify will also play a role in helping the authors to understand the diffusion of RM within public sector organizations.Originality/valueDespite the increasing attention to RM in the public sector, more research is required. Considering RM in public sector risks to be a "black box", this paper revealed some new insights that could help to analyze better RM in the public sector, to open the black box and to avoid a symbolic use of the RM. In fact, integration with the managerial systems and the strengthening of the building block could help to exploit the potential of RM in the public sector.