Evaluation of public–private partnerships: A life-cycle Performance Prism for ensuring value for money

Henry J. Liu*, Peter Love, Jim Smith, Michael C P Sing, Jane Matthews

*Corresponding author for this work

Research output: Contribution to journalArticleResearchpeer-review

7 Citations (Scopus)
261 Downloads (Pure)

Abstract

Public–private partnerships have become an integral strategy to deliver infrastructure projects in Australia. Yet, public–private partnerships have been plagued with controversy due to recurrent time and cost overruns. The paucity of an approach to evaluate the performance of public–private partnerships throughout their life-cycle has hindered the ability of governments to manage their effective and efficient delivery. This paper examines the practice of evaluation for a hospital and prison that were delivered using public–private partnerships. The empirical evidence indicates that with public–private partnerships: (1) performance is typically measured during the construction and operation phases using time, cost and quality and a restricted number of key performance indicators; and (2) a process-based and stakeholder-oriented measurement approach would be better suited to evaluate performance. Building upon the extant literature and the findings emerging from ‘practice’ (i.e. actual activity, events or work), a Performance Prism for ameliorating the evaluation of public–private partnerships throughout their lifecycle is proposed. The research presented in this paper provides stakeholders of public–private partnerships, especially governments, with a robust framework for governing and future proofing their assets to ensure value for money.

Original languageEnglish
Pages (from-to)1133-1153
Number of pages21
JournalEnvironment and Planning C: Politics and Space
Volume36
Issue number6
Early online date4 Jan 2018
DOIs
Publication statusPublished - 1 Sep 2018

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