Public–Private Partnerships: An International Performance Review

Public–private partnerships are enjoying a global resurgence in popularity, but there is still much confusion around notions of partnership, what can be learned from our history with partnerships, and what is new about the partnership forms that are in vogue today. Looking at one particular family of public–private partnerships, the long-term infrastructure contract, this article argues that evaluations thus far point to contradictory results regarding their effectiveness. Despite their continuing popularity with governments, greater care is needed to strengthen future evaluations and conduct such assessments away from the policy cheerleaders.     

Strategy and Partnership in Local Economic Development: A Case Study in Local Economic Strategy Making

The development of a strategic response to local economic change has been of crucial importance to local authorities in the U.K. throughout the 1980s. This paper investigates the processes of strategy formulation and implementation in the city of Norwich. It raises a range of issues with regard to the potential effects of cooperation between the public and private sectors at the strategic level. The adoption of economic development as a strategic policy area has brought into question a number of relationships both within and between local public authorities, and is of fundamental importance to the character of public/private relations.     

Private authority and public policy interactions in global context: Governance spheres for problem solving

Private organizations play a growing role in governing global issues alongside traditional public actors such as states, international organizations, and subnational governments. What do we know about how private authority and public policy interact? What are the implications of answering this question for understanding support for, and effects of, policy development generally? The purpose of this article is to reflect on these questions by introducing, and reviewing, a special issue that challenges explicit claims, and implicit methodologies, that treat private and public governance realms as distinct and/or static. We do so by advancing a theoretical and conceptual framework with which to explore how the contributions to this special issue enhance an understanding about governance interactions across a range of empirical, sectoral, and regional domains. We specifically introduce the concept of governance spheres to capture the proliferation of issue domains denoted by highly fluid interactions across public and private governance boundaries.     

The Challenging Business of Long-Term Public–Private Partnerships: Reflections on Local Experience

Many widely publicized arrangements bearing the popular "public–private partnership" label are complex, long-term contracts between municipalities and private companies. In theory, these innovative contracts offer substantial public benefits, including improved service quality, risk sharing with the private sector, and cost savings. In practice, however, the challenges that long-term contracts pose can undermine their successful implementation at the local level. Drawing on illustrative cases, this article explores some practical impediments to achieving market-driven competition, equitable risk sharing, effective performance guarantees, and appropriate transparency in innovative long-term contracts. It examines the inapplicability of the partnership model to most commercial transactions between government and business, the risks of uncontrollable circumstances, the impact of local resource constraints, and barriers to transparency in long-term contracts. It concludes that local governments embarking on long-term contracts must invest in specialized expertise, effective contract management, and strong governance structures.     

Political Science and Prediction: What's Next for U.S. Climate Change Policy?

This article analyzes how U.S. climate change politics and policy making are changing in the public, private and civil society sectors, and how such changes are likely to influence U.S. federal policies. It outlines the current status of U.S. climate change action and explores four overlapping pathways of policy change: (1) the strategic demonstration of the feasibility of climate change action; (2) the creation and expansion of markets; (3) policy diffusion and learning; and (4) the creation and promulgation of norms about the need for more aggressive climate change action. These four pathways seek to fruitfully draw from rationalist and constructivist approaches to policy analysis, without collapsing or confusing the different logics. Building on this analysis, it predicts that future federal U.S. climate policy will include six major components: (1) A national cap on GHG emissions; (2) A national market based cap‐and‐trade GHG emissions trading scheme; (3) Mandatory renewable energy portfolio standards; (4) Increased national product standards for energy efficiency; (5) Increased vehicle fleet energy efficiency standards; and (6) Increased federal incentives for research and development on energy efficiency issues and renewable energy development. In addition, expanding federal climate policy may bring about significant changes in U.S. foreign policy as U.S. international re‐engagement on climate change is likely to occur only after the development of more significant federal policy.     

The Evolution and Continuing Challenges of E‐Governance

E‐governance comprises the use of information and communication technologies (ICTs) to support public services, government administration, democratic processes, and relationships among citizens, civil society, the private sector, and the state. Developed over more than two decades of technology innovation and policy response, the evolution of e‐governance is examined in terms of five interrelated objectives: a policy framework, enhanced public services, high‐quality and cost‐effective government operations, citizen engagement in democratic processes, and administrative and institutional reform. This summary assessment of e‐governance in U.S. states and local governments shows that the greatest investment and progress have been made in enhanced public services and improved government operations. Policy development has moved forward on several fronts, but new policy issues continually add to an increasingly complex set of concerns. The least progress appears to have occurred in enhancing democracy and exploring the implications of e‐governance for administrative and institutional reform. ICT‐enabled governance will continue to evolve for the foreseeable future providing a dynamic environment for ongoing learning and action.     

Managing Markets for Public Service: The Role of Mixed Public–Private Delivery of City Services

The privatization experience of U.S. municipalities shows declining use of complete contracts and a dramatic rise in mixed public–private delivery (joint contracting) of city services. The analysis here shows that city managers have recognized the need to move beyond a simple dichotomy between market delivery and public planning to an approach that balances concerns with efficiency, market management, and citizen satisfaction. The New Public Management stresses the importance of competition and efficiency, transaction costs economics emphasizes the challenges of contract management, and New Public Service assigns primary concern to citizen engagement. Nonetheless, city managers see the need to balance all three. The analysis shows the evolution of a middle position where city managers integrate markets with public delivery and give greater attention to citizen satisfaction in the service delivery process.     

Does Strategic Planning Improve Organizational Performance? A Meta‐Analysis

Strategic planning is a widely adopted management approach in contemporary organizations. Underlying its popularity is the assumption that it is a successful practice in public and private organizations that has positive consequences for organizational performance. Nonetheless, strategic planning has been criticized for being overly rational and for inhibiting strategic thinking. This article undertakes a meta‐analysis of 87 correlations from 31 empirical studies and asks, Does strategic planning improve organizational performance? A random‐effects meta‐analysis reveals that strategic planning has a positive, moderate, and significant impact on organizational performance. Meta‐regression analysis suggests that the positive impact of strategic planning on organizational performance is strongest when performance is measured as effectiveness and when strategic planning is measured as formal strategic planning. This impact holds across sectors (private and public) and countries (U.S. and non‐U.S. contexts). Implications for public administration theory, research, and practice are discussed in the conclusion.     

Some possible directions for research on multifamily housing

Abstract

The combination of a growing demand for information and a literature that has not emphasized multifamily housing has produced an information gap in multifamily housing research. This article seeks to shed light on the areas in which the information gap is widest and to put forth a research agenda for the study of multifamily housing. The article starts from a definition of multifamily housing that includes all rental housing in structures with five or more units, and it goes on to develop a more precise definition. Next the various components of the market for multifamily housing are discussed. These include the demand and supply of multifamily housing and its sources of financing. The discussion examines each of these components with an eye toward identifying questions and issues in need of further study. Data needed for further research are the subject of the sixth section. The final section highlights questions of particular interest to public policy makers.

Because of the lack of information about multifamily properties, the list of possible research questions is long. A better understanding is needed of how multifamily housing markets operate—for example, what factors influence the supply of multifamily housing and how it is financed. There is also a need to examine specific public policy issues, including the impact of tax policy on residential rents, ways of detecting financial distress in federally insured multifamily properties, and the performance of nonprofit organizations in delivering and maintaining affordable multifamily housing. Recently released data from the 1991 Survey of Residential Finance, the U.S. Department of Housing and Urban Development's planned 1995 Landlord Survey, and the newly founded Multifamily Housing Institute could play key roles in studying these questions.     

Does Fiscal Stress Induce Privatization? Correlates of Private and Intermunicipal Contracting, 1992–2002

Using Census of Governments data, preferences for private and intermunicipal contracting by U.S. counties during the 1992–2002 period are modeled as a function of established economic and political factors. After distinguishing between private and intermunicipal contracting, there is no evidence that fiscal stress induces privatization. High debt levels are associated with fewer publicly delivered services, but counties with high debt are as likely to partner with neighboring municipalities as they are with private firms. Political factors are weak predictors of either form of contracting. The strongest and most reliable predictor of both private and intermunicipal contracting is the creation of new public services. These findings imply the strategic use of contracting for trial, temporary, or contingent services.     

Retirement income security in the United Kingdom.

This article examines the U.K. retirement income security system from the American perspective. It addresses issues that most concern U.S. analysts: how the United Kingdom has kept its future public pension costs at a manageable level, the extent to which privatization of public pensions has contributed to low pension costs, the popular appeal of individual pension accounts, and the impact of privatization on retirement income. These issues are best understood in the context of the U.K. pension program's particular institutional structure and policies, two of which--"contracting out" of public pensions, and strong reliance on means-tested benefits--have been largely rejected in the evolution of U.S. policy to date. Particular use is made of recently available data on coverage rates for public and private pension programs over the total working population and administrative records on inactive personal pension accounts.     

Beyond the Contract: The Scope and Nature of Informal Government–Nonprofit Partnerships

Privatization research lacks an understanding of the scope and nature of informal service delivery relationships between nonprofits and local government. This article reports on a study of local service delivery partnerships in Georgia using survey and interview data. In addition to assessing the frequency of noncontractual partnerships, this study builds on B. Guy Peters's definition of public–private partnerships to delineate the control–formality dimensions of these partnerships more clearly. The agency theory notion that a trade-off occurs between formality and control is also tested. The findings show that most public–private partnerships involving nonprofits are led by government agencies, and they are only weakly collaborative in the sense of shared authority or resources. Often, community norms substitute for formal service agreements. The study concludes with suggestions for further research regarding trust and behavioral norms in public–private partnerships.     

Public Opinion and the Role of Government Arts Funding in Spain

While several studies have probed the determinants of public support for government funding of arts and culture in the United States, little work to date has addressed the question in Europe. Yet as private cultural funding increases in magnitude in most Western European countries, the answer to this question has policy implications. This article formalizes the theory of the determinants of this public support in a model, employs public opinion data from Spain to estimate this model, and compares the results with those from the U.S. I find that support in Spain increases strongly with age, but is insignificant in most other variables. The article's empirical results yield several lessons for cultural policy design.     

U.S.-India Space Partnership: The Jewel in the Crown

The new strategic partnership between the United States and India is creating opportunities for security cooperation. A key element in this partnership—U.S.-India space cooperation—will most likely become the defining relationship for international space cooperation around which other space-faring nations will posture. The Indian space program is rapidly developing world-class capabilities and presents itself as a worthy partner. The U.S. space program should be able to provide innovative ideas for fruitful collaboration. Despite these propitious circumstances, there are potential obstacles of cost, security, and risk. The biggest obstacle, however, might simply be bureaucratic intransigence and inertia. The opportunity is here, now, for the United States and India each to add an important new jewel to their crown of international space cooperation activities. Most importantly, this new space partnership should enhance the security and prosperity of the United States, India, and the world.     

Public–Private Partnerships: Organisational Hybrids as Channels for Local Mobilisation and Participation?1

The article focuses on new forms of governance involving partnerships between public and private actors. As several scholars have noticed, organisational hybrids at the intersection of the public and private sectors play an important part in the implementation of collective action. Local economic development in particular has provided a fertile ground for building coalitions across traditional divisions, and encouraging partnerships. This applies to Norway as well as to other liberal Western democracies.
Obviously, the formation of partnerships reflects efforts to design more efficient and flexible instruments for founding new firms and for supporting local entrepreneurs. The article, however, raises the question of whether these arrangements may entail a far more expanded role and domain, opening up new channels for participation and mobilisation. By expanding their agenda and integrating new segments of the local community, public–private partnerships appear to be an innovation in local democracy.
Analytically, the article utilises elements of regime theory. Although the partnerships studied hardly constitute stable coalitions dominating local politics, they nevertheless illustrate how the building of coalitions including both private and public actors is crucial to coping with the problems and challenges of local restructuring and revitalisation. Case studies carried out in Norwegian municipalities provide the main empirical source. The article does, however, build on experience from other European countries.     

Management Strategies and Budgetary Politics

The study of public sector budgeting, particularly at the state level, has been dominated by incremental models of decision making. As a result, the budget has not always been viewed as an effective management tool for governors and other senior state officials. However, there are several critical issues which state leaders repeatedly face and for which the budget is the principal instrument for implementing decisions. This article identifies four key issues for the strategic management of state government and relates alternative approaches to each issue to the nature of budgetary politics. The first section raises the issues in the form of four questions. The next sections present alternative answers and discuss their political implications. Where appropriate, examples from the state of New York are included.     

Exploring Public Sector Communication Performance: Testing a Model and Drawing Implications

Despite its importance to agency effectiveness, communication performance is an understudied topic. This is partly attributable to the "performance predicament," which arises because costs of communication are easier to measure than its benefits. In this study, we develop and test an exploratory model of public sector communication performance that is synthesized from the literature on public–private differences and organizational communication. This model is statistically significant and explains the variation in interpersonal, external, and internal communication performance. This is perhaps the largest empirical study on public sector communication to date. Our findings have two key implications for public managers. First, the constraints of red tape on communication performance can be overcome if key performance-enhancing conditions—goal clarity without rigidity and a culture that supports communication—are in place. Second, external communication poses more challenges and may require additional effort.     

New Governance, the Internet, and Country Code Top-Level Domains in Europe

Much academic work on governance in recent years has explored responses that states have made to sectors of the economy, usually historically well rooted nationally, that have been subject to globalizing pressures. Less work exists on responses that are being made to new parts of the economy emerging outside the nation state with inherently global characteristics. The Internet—and specifically its naming and addressing system—provides an example of how the state has aimed to assert public interest governance authority in a system initially absent of its influence. This article explores the nature and consequences of this activity in the process contributing to the study of the Internet and governance. Working within the limitations but also the opportunities created by policy norms developed at the global level, the article finds that the state has been instrumental in the development of novel public–private governance systems for Internet country code Top-Level Domains.     

Looking through a policy window with tinted glasses: Setting the agenda for U.S. AI policy

The policy agenda is currently being established for artificial intelligence (AI), a domain marked by complex and sweeping implications for economic transformation tempered by concerns about social and ethical risks. This article reviews the United States national AI policy strategy through extensive qualitative and quantitative content analysis of 63 strategic AI policy documents curated by the federal government between 2016 and 2020. Drawing on a prominent theory of agenda setting, the Multiple Streams Framework, and in light of competing paradigms of technology policy, this article reviews how the U.S. government understands the key policy problems, solutions, and issue frames associated with AI. Findings indicate minimal attention to focusing events or problem indicators emphasizing social and ethical concerns, as opposed to economic and geopolitical ones. Further, broad statements noting ethical dimensions of AI often fail to translate into specific policy solutions, which may be explained by a lack of technical feasibility or value acceptability of ethics-related policy solutions, along with institutional constraints for agencies in specific policy sectors. Finally, despite widespread calls for increased public participation, proposed solutions remain expert dominated. Overall, while the emerging U.S. AI policy agenda reflects a striking level of attention to ethics—a promising development for policy stakeholders invested in AI ethics and more socially oriented approaches to technology governance—this success is only partial and is ultimately layered into a traditional strategic approach to innovation policy.     

Brexit and UK International Development Policy

In this article we explore the implications of Brexit for the UK and the EU's development policies and strategic directions, focusing on the former. While it is likely that the operational process of disentangling the UK from the various development institutions of the EU will be relatively straightforward, the choices that lie ahead about whether and how to cooperate thereafter are more complex. Aid and development policy touches on a wide range of interests—security, trade, climate change, migration, gender rights, and so on. We argue that Brexit will accelerate existing trends within UK development policy, notably towards the growing priority of private sector‐led economic growth strategies and blended finance tools. There are strong signals that UK aid will be cut, as successive secretaries of state appear unable to persuade a substantial section of the public and media that UK aid and development policy serves UK interests in a variety of ways.