Suchergebnisse

The value of public–private partnerships has typically been sought in financial and budgetary benefits. In both research and practice, important aspects of nonfinancial value have remained under the radar. This article discusses four "white raven" public–private partnerships that have shown rather atypical results in terms of their physical outcomes—design, contextual fit, and multifunctionality. We argue that despite the increasing role of private sector actors, public sector clients fulfill a key role in delivering value. A strong sense of ambition and vision, in combination with a solid coordination on the part of the client, helps deliver projects that go beyond mere financial perks and deliver true social value. These elements have largely been overlooked in previous research, which has often focused on financial, legal, political, and managerial capacities of government actors.

In recent years, a considerable number of PhD-dissertations have appeared in the Netherlands and Flanders (Belgium) on Public-Private Partnerships (PPPs) for the provision of public infrastructures such as transport infrastructure and public buildings. These PhD-theses provide valuable insights into how PPPs perform and especially into the conditions that influence their performance. We identified four clusters of relevant conditions: (1) public procurement procedures, (2) contract management, (3) transaction costs, and (4) democratic legitimacy and accountability. By discussing the theses in this article, their lessons learned become available for the international PPP-community. Our analysis of the PhD-theses shows that there are no definite arguments for or against the use of PPPs. The performance of PPP-arrangements depends on agency: on the skills and commitment of parties involved and on the way in which the arrangements are applied. The dissertations show that policymakers have to find ways to balance the need to reduce transaction costs through contract standardization with the need for tailor-made solutions in specific projects. Furthermore, the dissertations show that 'soft' contract management aspects, such as the quality of collaborative behavior and process management, are particularly important for the performance of PPPs. Finally, the theses bring to the fore the democratic issues involved in PPPs, showing their mixed results in terms of legitimacy and accountability.