More than 30 states in the United States (US) have adopted public_private partnership (PPP) enabling laws designed to create a stable legal structure and institutional framework to attract long-term investment in public infrastructure projects. However, to participate more effectively in supporting PPP program and project development, many advanced countries, such as Canada and Australia, have created regional units to better assist the development and implementation of PPP projects. Such units can assist individual projects by increasing public sector expertise and capacity to help reduce contracting and oversight risks, keep abreast of best practices from other jurisdictions, and aid in marketing regional opportunities for infrastructure development. Based on the example of the Western High Speed Rail Alliance and the West Coast Infrastructure Exchange, a possible seven-region PPP system is proposed to plan, guide and support PPP development in the US.
Carter B. Casady and R. Richard Geddes
Carter B. Casady, Kent Eriksson, Raymond E. Levitt and W. Richard Scott
Globally, public_private partnerships (PPPs) have risen in popularity as an alternative procurement model for infrastructure development projects. The development of infrastructure PPPs depends to a large extent on institutional maturity, where mature institutions are characterized by well-established norms and coordination procedures for infrastructure PPP developments. While PPPs have been widely researched and remain subject to extensive debate, the role of institutional maturity in PPP governance has been largely overlooked in the field of engineering project organization (EPO). To address this knowledge gap, this chapter evaluates how institutional settings affect the public sector’s governance capacity to effectively develop infrastructure PPPs. It concludes with normative recommendations for institutional reform of PPP governance in the United States.