International Challenges and Perspectives
Edited by Jeffrey A. Raffel, Peter Leisink and Anthony E. Middlebrooks
Chapter 15: Ethical Leadership in Public-Private Partnerships: Learning from an Australian ‘Great Controversy’?
Judy Johnston and Siegfried Gudergan INTRODUCTION The idea of public-private partnerships (PPPs) has evolved from the adoption by governments over the last few decades of public sector reform consistent with the market-based model of public governance, derived from neoclassical economic concepts. To this end there is now a global acceptance that governments do not have to be direct providers of all public services and programs. Indeed governments can enter into partnerships with the private or not-for-profit sectors to provide programs and services in a way that may not be possible if governments and public sectors were simply acting alone (Bovaird 2004a, 2004b; Greve and Hodge 2005; Greiner Interview 2007). As numerous writers now report PPPs contribute significantly to economic and social infrastructure development globally, in both developed and developing economies, and involve billions of dollars of public and private finance annually (New South Wales (NSW) Treasury 2001; Australian Procurement and Construction Council 2002; Barratt 2003; Brown and Pitoski 2003; Pollitt 2003; Wettenhall 2003). Supranational organizations such as the World Bank (WB) (2005), the European Union (EU) (2004) and the United Nations (UN) (2004) for example support the use of PPPs in a broad range of initiatives including those associated with the achievement of the UN’s Millennium Goals (UN 2005). This is especially pertinent in developing countries where initiatives such as those that address the alleviation of poverty are concerned. PPPs as supposedly cooperative and complementary arrangements are specifically indicated as vehicles for improving infrastructure and a range of country conditions...
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