Public Private Partnerships In Transport: Trends And Theory

Public-Private Partnerships (PPPs) continue to attract considerable attention worldwide as a governance model for delivering public services, particularly in the transport sector: in Europe, the transport infrastructure sector represents about 60% of the PPP market. PPPs are popular with policymakers since they allow the public sector to benefit from private sector capacities and resources, leading to increased quality of transport infrastructure development and management, for lower prices, and with faster delivery times. Compared to traditional procurement of transport infrastructure services, however, PPPs are complex governance arrangements involving many stakeholders with often conflicting interest, and are hence challenging to implement. Unsurprisingly then, the increasing popularity of PPPs is accompanied with calls for more research into their functioning and performance. The edited volume Public Private Partnerships in Transport: Trends and Theory (2016) addresses these research gaps. In this book review, I have discussed the strengths and weaknesses of the book.

Publication | Verweij, S. (2017). Public private partnerships in transport: Trends and theory. Transport Reviews, 37 (5), 685-687.

DBFM: Van Efficiëntieoptimalisatie Op Projectniveau Naar Meerwaardecreatie Op Netwerkniveau

De gezamenlijk door Rijkswaterstaat en haar partners ontwikkelde Marktvisie nodigt uit tot een kritische beschouwing van DBFM-contracten (Rijkswaterstaat 2015). Lange tijd hebben Rijkswaterstaat en de markt zich vooral gericht op kostenoptimalisatie. Daardoor lag er veel nadruk op Publiek-Private Samenwerking (PPS) aan de hand van DBFM-contracten. In DBFM worden de Design, Build, Finance en Maintain fasen geïntegreerd. Dit leidt, in ieder geval op papier, tot betere afstemming tussen de verschillende projectfasen. Daarnaast wordt er aan de voorkant scherper nagedacht waardoor minder meerwerk nodig is en er strakker financieel gestuurd kan worden. Tot slot, omdat de markt meer ruimte krijgt, komen creatieve oplossingen vanzelf opborrelen. Rijkswaterstaat heeft zich echter ten doel gesteld om naast kostenoptimalisatie ook maatschappelijke meerwaardecreatie te realiseren (Rijkswaterstaat 2015). De vraag is echter: hoe kan deze ambitie worden meegenomen in de huidige manier van werken met DBFM?

Publicatie | Lenferink, S., Verweij, S., Leendertse, W. & Busscher, T. (2017). DBFM: Van efficiëntieoptimalisatie op projectniveau naar meerwaardecreatie op netwerkniveau. Verkeerskunde, 68 (3), 14-15.

Themanummer: Publiek-Private Samenwerking

Het themanummer Publiek-Private Samenwerking: Slim Combineren in het Ruimtelijke Domein is nu verschenen! Het themanummer is te vinden op de website van Rooilijn.

Samenwerking wordt doorgaans beschouwd als iets positiefs. In het ruimtelijke beleidsdomein krijgt het vaak de vorm van publiek-private samenwerking. Hoewel het nastrevenswaardig is en populair is onder politici en beleidsmakers, blijkt PPS vaak makkelijker gezegd dan gedaan. Er wordt dan ook veel onderzoek gedaan naar hoe PPS succesvol kan worden georganiseerd. Welke inzichten levert recent PPS-onderzoek hierover op? En hoe dragen de artikelen in dit themanummer bij aan de kennisontwikkeling over PPS? Lees er meer over in het themanummer. Het overzichtsartikel, waarin de opbrengsten van het themanummer worden besproken, is vrij toegankelijk op de website van Rooilijn of via deze link.

Publicatie | Van den Hurk, M. & Verweij, S. (2017). Reflectie op PPS-onderzoek in Nederland. Rooilijn, 50 (2), 134-139.

Implementing Public-Private Partnerships: How Management Responses To Events Produce (Un)Satisfactory Outcomes

PWMP Front 2Most research on Public-Private Partnerships (PPPs) in infrastructure development focuses on phases prior to construction. The implementation phase itself has received less attention. However, sound public-private agreements and project preparations can fail during project implementation because of, for example, unforeseen events and ineffective responses to them. We conducted case studies on two infrastructure projects to examine which management responses to events during implementation produce (un)satisfactory outcomes. We found that externally oriented responses or a cooperative stance between the public and private partners produce satisfactory outcomes in responding to events. In practice, however, management responses are often internally oriented and non-cooperative, resulting in unsatisfactory outcomes. We identified three explanations for this, related to time pressure in implementation, the organization of the involvement of external stakeholders, and project culture in the PPP. The article concludes with implications for management and policy of infrastructure PPPs.

Publication | Verweij, S., Teisman, G.R. & Gerrits, L.M. (2017). Implementing public-private partnerships: How management responses to events produce (un)satisfactory outcomes. Public Works Management & Policy, 22 (2), 119-139.

When Governance Networks Become The Agenda

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klijn-koppenjan-frontThe study of governance networks has taken such a flight that it has become increasingly hard to think of issues in public administration or public policy outside of the idiom and concepts of governance theories. Or, to put it differently, governance networks have moved from a niche within our domain to become mainstream or common knowledge. Erik-Hans Klijn and Joop Koppenjan have played an important role in popularizing the central concepts of governance networks. In our review of their latest book, we argue that Klijn and Koppenjan have delivered a conceptually rich textbook on governance networks, and that there can be no doubt that many students will find it immensely useful when studying the big theme that is governance. In fact, in their book, governance networks have become the agenda, and network governance is not only something one can observe, it is also considered something worth aiming for. If that is the case, we still need to make big steps in further testing and critically researching the main ideas and assumptions using novel and more sophisticated methods. That also needs to be part of the agenda, next to the normative stance that governance is good.

Publication | Gerrits, L.M. & Verweij, S. (2017). When governance networks become the agenda. Public Administration Review, 77 (1), 144-146.

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