prof.!ma!siemiatycki ... · internaonale*reflec’e!!!...
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Interna'onale reflec'e Realizing societal value through public private partnerships: learning from interna7onal experiences Prof. Ma) Siemiatycki Professor Geografie en Ruimtelijke planning Universiteit Toronto
Infrastructure PPPs: Leveraging the Benefits of Partnership
Ma) Siemiatycki Geography and Planning University of Toronto [email protected]
Successful Partnerships: Leveraging The CollaboraFve Advantage
CollaboraFve advantage: “occurs only when something is achieved which could not have been achieved without the collabora7on”
(Huxham and Vangen, 2000: p. 293
• Access to resources • Shared risks • Efficiency
• CoordinaFon and seamlessness
• Learning -‐ innovaFon • Only game in town
Redevelopment of North Toronto Collegiate InsFtute
PPPs for Urban RegeneraFon: Waterfront Toronto
When meaningful engagement pays off
Trade-‐offs of PPPs: The Canada Line
Advice for Infrastructure
Delivery PracFFoners
Be very clear about why PPP is being used
Common Reasons iden'fied for using PPP
1. Raise private money for public infrastructure
2. Off balance sheet accounFng
3. Leverage partnership to improve the social value of infrastructure
4. Transfer risk to the partner best able to manage it
Think Broadly about Purpose of Infrastructure
Build People Places
Emphasize creaFve mixed uses
Future Proof Infrastructure
Align Interests Within Government to Avoid Conflicts
• Avoid actual or perceived conflicts of interest by changing PPP agency to infrastructure procurement agency
• Minimize internal department conflicts – choice of procurement model should not influence which government department delivers project – Going with PPP does not mean
line ministry losing control over project
• Public-‐public partnerships o@en as important as public-‐private partnership – Funds; approvals;
Drive innovaFon by idenFfying outcome goals
Award-‐winning projects? Only 13 out of 3,535 DBFOM Style PPPs won Architectural awards
Engage Stakeholders in meaningful Dialogue
Engage the public in decision
making throughout process
Talk about money (and how value from
partnership is being allocated)
Recognize tension between control and flexibility
Leverage AnalyFcs to Improve Performance
Conclusions
• Be creaFve with partnerships – select the appropriate model to suit the circumstances – Consider managing rather than transferring risk
• PPPs are not necessarily a cheap or quick way to deliver infrastructure – look to drive value and appropriately allocate risk
• Apply rigorous project management skills, whether using PPP or more tradiFonal approaches – people maher