Examining the institutional drivers of public-private partnership (PPP) market performance: a fuzzy set qualitative comparative analysis (fsQCA)

Casady, Carter B.

doi:10.1080/14719037.2019.1708439

Cited by 62 publications

(53 citation statements)

References 44 publications

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“…But caveat must be taken into consideration in adopting PPP as market reliability, political will, and social will, as well as regulatory regimes, may be necessary but not sufficient conditions for PPP market performance. The lack of market transparency appears also to be far less problematic for PPP market performance than what has been assumed previously (Casady, 2020). In another study, it shows that successful PPP projects are predicated on well-designed contracts, a stable economy, good governance, and sound regulations, and a high level of institutional capacity to handle PPPs (Deep, 2019).…”

Section: Introductionmentioning

confidence: 90%

Public-Private Partnership (PPP) as an Alternative Model to Public Infrastructure Development and Service Delivery: The Case of PPP-Public Markets in the Philippines

Isolana¹

2021

JPAG

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The study examined the internalization of core-values of New Public Management (NPM) among Local Government Units (LGUs) in the Philippines in their effort to reform the management and operation of public markets. Using Public-Private Partnership (PPP) as a framework of NPM for infrastructure development and service delivery, the study assessed the performance of PPP/BOT Public Markets in addressing the perennial problems of public markets in the Philippines. It inquired whether or not PPP as an instrument of reform has improved the management and operation of public markets.To substantiate the assessment, five pioneering PPP public markets in the country were examined, namely; Mandaluyong Public Market in Mandaluyong City, Carmen and Cogon Public Markets in Cagayan de Oro City, Suki Market in Quezon City, and Bocaue Public Market in Bocaue, Bulacan. It used organization and management, the scope of facilities and services, LGU-revenue income and expenditures, and income of market vendors, and client satisfaction on the quality of facilities and services as performance indicators. The data of the study were obtained through combined research methodologies such as case study, content analysis, ocular inspection, and interviews with the city and municipal administrators, market administrators, market vendors, and officers of market vendors associations.The study shows that while PPP has improved the performance of public markets during the early years of operation, these gains and all advances were not sustained by the LGUs when management and operation of public markets were turned over to them from the private project proponent-operators. The study argued that in order to sustain public-private partnerships in the operation of the public market, it is imperative to institutionalize reforms in the structure, processes, mindsets of the leaders, and stakeholders. The institutionalization of NPM’s core values can be carried out effectively through localization of PPP as a policy so that the necessary legal and institutional frameworks for PPP will be anchored based on the need, strength, and weaknesses of the LGU concerned.The study makes a positive contribution to the on-going discourse on public sector reform in the Philippines particularly at the local level using PPP as a model. It enriches not only the literature of Public Administration but also provides valuable lessons in the praxis of governance.

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Section: Introductionmentioning

confidence: 90%

Public-Private Partnership (PPP) as an Alternative Model to Public Infrastructure Development and Service Delivery: The Case of PPP-Public Markets in the Philippines

Isolana¹

2021

JPAG

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“…This process allows the public sector to solicit, technically evaluate, and procure USPs in a systematized manner which offers serious and qualified private sector partners a competitive platform to submit innovative ideas. Additionally, this structured application process goes a long way to appease any concerns the public may have about the corruption of traditional procurements, thereby enhancing the legitimacy of such undertakings (Casady 2020;Casady et al 2020). By introducing qualification criteria and specific project needs, PennDOT has also introduced measures that safeguard its institutional capacity, prioritize/align its strategic objectives, and strengthen the VfM case for PPPs (Baxter 2020c).…”

Section: Adopting Streamlined Usp Procedures: the Case Of Penndotmentioning

confidence: 99%

“…In this COVID-19 epoch, new forms of public-private partnerships (PPPs) are being contemplated by political, economic, and healthcare leaders, both philanthropic and conventional contractual arrangements between the public and private sector that bundle multiple phases of the project lifecycle-i.e. design, construction, financing, operations, and maintenance (WBG 2017a;Casady et al 2018Casady et al , 2020Casady 2020). While the news is filled with uplifting stories of corporations deploying their resources and supply chains to address systemic shortages in personnel protective equipment (PPE), medical devices, and other healthcare capacity, there remains a lack of coordinated and strategic initiatives for formal, longterm partnerships with the private sector (Baxter 2020a).…”

Section: Introductionmentioning

confidence: 99%

Procuring healthcare public-private partnerships (PPPs) through unsolicited proposals during the COVID-19 pandemic

Casady

Baxter²

2021

JOPP

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Purpose The novel coronavirus (COVID-19) pandemic has left nations around the world scrambling to procure emergency healthcare capacity, services and equipment. To meet this unprecedented demand on global healthcare systems, governments are increasingly looking to partner with the private sector via public-private partnerships (PPPs). However, the protracted procedures of traditional PPP procurements are not suitable for times of crisis. This is where unsolicited proposals (USPs) may play a pivotal role. Design/methodology/approach To explore the relevance of USPs for the current pandemic, this Viewpoint paper describes both the advantages and challenges of USPs, discusses the emergence of several PPPs to combat COVID-19 as well as some of the ad hoc processes governing current USP consideration, highlights an example of streamlined USP solicitation from Pennsylvania’s Department of Transportation and articulates a pragmatic and practical approach for encouraging and procuring healthcare USPs. Findings This Viewpoint paper concludes that USPs could play a crucial role in the COVID-19 pandemic as boundary spanners between public agencies and the private sector in the PPP procurement process. Social implications Deploying proactive and strategic healthcare PPPs at speed and scale through digital USP platforms may help mitigate the pandemic’s long-term effects. Digital USP platforms may also serve as crucial tools for effective crisis communication, decision-making and partnership. Originality/value Using the digital USP platforms proposed in this paper, infrastructure organizations can develop and maintain effective partnerships with other sector organizations prior to and during crises like COVID-19.

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“…Naturally, the utility of any PPP triage framework for decision making, goal prioritization, and resource allocation will depend on a country's institutional capacity and surrounding PPP-enabling environment [19,20]. Governments should thus consider launching and sustaining a crisis command center to effectively triage PPP projects [14].…”

Section: Additional Considerations For Ppp Triage Actionsmentioning

confidence: 99%

A Coronavirus (COVID-19) Triage Framework for (Sub)National Public–Private Partnership (PPP) Programs

Baxter¹,

Casady

2020

Sustainability

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Around the world, countries are struggling to address the immediate and long-term impacts of the novel coronavirus (COVID-19) pandemic on their (sub)national public–private partnership (PPP) programs. Burdened with the real possibility of widespread project failures and constrained budgets, governments are searching for ways to prioritize projects in need of relief and bolster post-pandemic recovery plans. To meet this need, this article conceptualizes a triage system for PPP programs based on five categories: (1) projects without a need for economic stimulus (blue); (2) projects experiencing minor economic/financial losses (green); (3) projects needing temporary/stop-gap support or restructuring (yellow); (4) projects unable to survive without significant economic relief (red); and (5) projects that cannot survive, even with government intervention (black). This research also stresses the importance of launching and sustaining a crisis command center to support PPP triage decisions and encourages PPP stakeholders to collectively craft win–win solutions for post-pandemic recovery efforts.

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Examining the institutional drivers of public-private partnership (PPP) market performance: a fuzzy set qualitative comparative analysis (fsQCA)

Cited by 62 publications

References 44 publications

Public-Private Partnership (PPP) as an Alternative Model to Public Infrastructure Development and Service Delivery: The Case of PPP-Public Markets in the Philippines

Public-Private Partnership (PPP) as an Alternative Model to Public Infrastructure Development and Service Delivery: The Case of PPP-Public Markets in the Philippines

Procuring healthcare public-private partnerships (PPPs) through unsolicited proposals during the COVID-19 pandemic

A Coronavirus (COVID-19) Triage Framework for (Sub)National Public–Private Partnership (PPP) Programs

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