The public-private interface: surveying the history

Wettenhall, Roger

doi:10.4337/9781845428082.00007

Cited by 35 publications

(30 citation statements)

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“…Yet due to their focus on risk transfer and a heavily contractual principal-agent relationship, infrastructure PPPs tend to lack any meaningful collaboration, risk sharing, and coproduction between the public and private sectors. In fact, some have been critical of whether infrastructure PPPs should actually be considered 'partnerships' at all (Klijn and Teisman 2005;Wettenhall 2005). In contrast, the structure of a joint venture PPP is fundamentally different from long-term infrastructure contracting.…”

Section: Joint Venture Public-private Partnershipsmentioning

confidence: 91%

Public Money and Mickey Mouse: Evaluating performance and accountability in the Hong Kong Disneyland joint venture public–private partnership

Higgins

Huque

2014

Public Management Review

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Joint venture public-private partnerships (PPPs) allow partners to share in the risks and rewards of joint production. But the literature offers little theoretical guidance on assessing performance and accountability in this type of PPP. This article fills this gap by examining joint ventures as PPPs and formulates a comprehensive performance evaluation framework. Its application to the case of Hong Kong's Disneyland Resort reveals a project that has endured several challenges related to achieving objectives, ensuring cooperation among partners, and upholding principles of democratic accountability. Outcomes from this study offer new insight into an underexplored aspect of PPP research.

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Section: Joint Venture Public-private Partnershipsmentioning

confidence: 91%

Public Money and Mickey Mouse: Evaluating performance and accountability in the Hong Kong Disneyland joint venture public–private partnership

Higgins

Huque

2014

Public Management Review

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“…39 Undertaking research to that end is facilitated by the fact that mixed forms of ownership have existed for many centuries and there has always been some degree of cooperation between the public sector and the private sector, 40 and in all aspects of society, not just in commerce -the widespread employment of mercenaries by European states and kings in the Middle Ages being an obvious example. Wettenhall argues that both the British and Spanish empires were built upon public-private enterprises, 41 like the (British) East India Company, a privately owned organisation chartered by the Crown which had strong governmental interest in the trade it developed; and there are numerous other examples of private contracting in the public sphere, such as the private cleaning of public street lamps in eighteenthcentury Britain and the private railways of the nineteenth century. 42 When CGPP was formed in 1759, the intended duration of the partnership was 20 years, with a possible extension to 30.…”

Section: Business History 1145mentioning

confidence: 98%

‘Public–private partnerships’: The Portuguese General Company of Pernambuco and Paraíba (1759)

Rodrigues¹,

Sangster²

2012

Business History

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This paper proposes that we can learn from past experience how specific contexts can explain specific public-private interfaces and the corporate governance rules ascribed to them, and so inform debate about modern ventures of this type. To this end, the paper explores the 'public-private partnership' of the Portuguese Companhia Geral de Come´rcio de Pernambuco e Paraıba (CGPP -General Company of Pernambuco and Paraı´ba) founded in 1759 by the Pombal government. Based on archival sources, and considering the social, economic and political context, the study helps to enhance understanding of how the Portuguese enlightened despotic regime developed and connected the empire through a corporatist interface with a private company.

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“…PPPs are not necessarily new because they involve the private sector in the delivery of public services—this has been common for ages (Wettenhall, ). What makes PPPs different from earlier forms of private‐sector involvement is that they bring in new financial actors, resources, tools and engineering.…”

Section: Public–private Partnerships Perceptions Of Value and Designmentioning

confidence: 99%

Public–Private Partnerships and the Design Process: Consequences for Architects and City Building

Hurk

Siemiatycki

2018

Int J Urban Regional Res

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Governments are increasingly using public–private partnerships (PPPs) to deliver public infrastructures and facilities. The prime motivation to embark on these partnerships is often to deliver products and services on time and on budget. It is generally assumed that by transferring project risks and responsibilities to private‐sector actors, governments can achieve better value for money. This article provides a novel perspective on the standards applied in PPP endeavors as it examines the tensions between the public management rationale behind value for money on the one hand, and conceptions of design and city building on the other. We focus on planning practice in the Canadian province of Ontario to show that governments apply different understandings of value in PPPs which, in turn, affect the way the design process is run. Architects, who are used to playing the role of master builder in a traditional public infrastructure project, are shifted into a less influential position and struggle with their new role. Furthermore, a different set of priorities applies in the new procurement process. The increasing use of PPPs can thus have significant consequences for city building.

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The public-private interface: surveying the history

Cited by 35 publications

References 0 publications

Public Money and Mickey Mouse: Evaluating performance and accountability in the Hong Kong Disneyland joint venture public–private partnership

Public Money and Mickey Mouse: Evaluating performance and accountability in the Hong Kong Disneyland joint venture public–private partnership

‘Public–private partnerships’: The Portuguese General Company of Pernambuco and Paraíba (1759)

Public–Private Partnerships and the Design Process: Consequences for Architects and City Building

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