Martijn van den Hurk

The challenge of using standard contracts in public-private partnerships

Abstract A call for an increased use of standard contracts in public–private partnerships (PPPs) for infrastructure development is noticeable in practice. These contracts are expected to simplify and improve procurement by creating opportunities for learning, lower transaction costs, and better competition. This paper delineates standard contracts in PPP as a new venue for research and unfolds their potential impact. Here lies an important challenge since the benefits of standardization are not as straightforward as they look at first sight, particularly when taking into account the tension between the powerful, control-oriented role of contracting authorities and the need for contingent, informal contracting.

National Varieties of Public–Private Partnerships (PPPs): A Comparative Analysis of PPP-Supporting Units in 19 European Countries

Abstract Most countries that have adopted the public–private partnership (PPP) model as a means of implementing infrastructure projects have launched dedicated supporting units to guide policy development and stimulate project implementation. This paper draws on the theoretical notion of PPP-enabling fields to carry out a comparative analysis of the roles and functions of PPP-supporting units across 19 European countries with varying PPP experiences. We distinguish four categories of national support of PPPs, from skeptical systems of zero support to full-fledged PPP systems. Furthermore, we take initial steps to analyze the possible link between national differences in institutionalized PPP support and the amount of implemented PPP projects. Finally, pathways for further research on PPP-supporting units are discussed.

Beyond the financial logic: Realizing valuable outcomes in public–private partnerships in Flanders and Ontario

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.

Public-Private Partnerships and the Design Process: Consequences for Architects and City Building: PUBLIC-PRIVATE PARTNERSHIPS AND THE DESIGN PROCESS

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.

Ten Lessons from Ten Years PPP Experience in Belgium

In 2004 Flanders, the northern region of Belgium launched a range of large public–private partnership (PPP) projects for a total value of 6 billion euros. Ten years later, PPP has become a well-embedded procurement method for long-term public infrastructure projects. This article makes a critical ‘round-up’ of PPP experience in Belgium based on the perspectives of infrastructure professionals who were asked to provide their views on performance-related issues in PPP projects. Two workshops were held to further enrich the input and ideas. Based on this empirical material this article formulates 10 lessons to improve PPP performance, which is deliberately broadly defined. It argues that the dominant ‘value for money’ evaluations, following strictly financial or commercial logics (in both the private and public sectors), need to be broadened. Given the large impact and cost of large infrastructure projects on society, broader societal and spatial contributions of PPPs are needed.