The Challenge of Public–Private Partnerships
Show Less

The Challenge of Public–Private Partnerships

Learning from International Experience

Edited by Graeme A. Hodge and Carsten Greve

The aim of the book is to investigate how PPP reforms function in comparison to the more traditional methods of providing public sector services and infrastructure and who typically experiences the successes and failures of these reforms.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 15: Using public-private partnerships to deliver social infrastructure: the Australian experience

Linda M. English


15. Using public–private partnerships to deliver social infrastructure: the Australian experience Linda M. English INTRODUCTION Internationally, the past two decades have seen considerable changes in the mechanisms adopted by governments to deliver services to the public. The emergence of New Public Management (NPM) (Hood, 1995) has been characterized by a growing partnership between the public and private sectors to provide services that, in the past, were exclusively supplied by the public sector. The hallmark of traditional Westminster-style government is for hierarchical, vertically-organized, administrative functional units to supply discrete services and report to a responsible minister. Recently the silo approach has given way to linkages across departments and between the public and private sectors, known as ‘joined-up government’ (Barrett, 2003).1 This chapter focuses on one aspect of ‘joined-up government’ in Australia, the growing dependence of governments on private-sector consortia to provide infrastructure and related services to the public. My primary purpose is to provide an illustrative case study of the delivery of health and related services using the Public–private partnerships (PPPs) delivery option in the Australian state of Victoria. Accompanying analysis and commentary draws on the work of Broadbent and Laughlin (1999; 2002), and is framed using elements of the research agenda outlined in their 1999 paper. That agenda focuses on a number of research issues, underpinned by a need to ‘consider whether and how the context of the “macro” economic and other requirements impinge upon the expression of Public Finance Initiative (PFI)2 at the “micro” (organisational...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.