《ppp elements for a project based management》.pdfVIP

S R Public-Private Partnership: Elements E P A for a Project-Based Management P Typology Bachir Mazouz, Université du Québec, Canad Joseph Facal, Université de Montreal, Canad Jean-Michel Viola, Université de Montreal, Canad ABSTRACT INTRODUCTION The polysemic concept of public-private part- he quest for increased efficiency in public service delivery, the budg- nership (PPP) covers a great diversity of insti- etary difficulties of many governments, and the growing receptivity of tutional arrangements. In this paper, we propose public opinion to the discourses rehabilitating market regulations a typology based on the management of public T(Pongsiri, 2002; Savas, 2000) have led to a growing number of forms of projects that constitute partnerships with pri- association between the public and private sectors (Jones Kettl, 2003). vate firms. Our typology is founded on two key These forms of association are generally referred to as public-private part- variables: (1) the proximity of the target and nerships (PPPs) (Boase, 2000; Fosler, 1986; Larkin, 1994; Link, 1999; S. Osborne, (2) the capacity to generate projects. We can 2000). However, beyond the plethora of rhetoric (Wettenhall, 2003), a close then identify four distinct models of PPP: situa- examination of the literature devoted to ongoing or completed experiments tional, elementary, symbiotic, and forward- reveals that this concept of PPP, as convenient as it is, does not do justice to looking. The management challenges, the risks, the extraordinary diversity of the observable institutional arrangements. The and the major issues particular to each type of existing definitions, often overly broad, do not allow us to fully un