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Public-private partnerships and questions in public procurement
Title
Public-private partnerships and questions in public procurement.
Creator
Williams, Adam, Miller, Hugh T., Florida Atlantic University, College for Design and Social Inquiry, School of Public Administration
Abstract/Description
This study explores the connections of public procurement official perceptions of public-private partnerships and their contracting decisions for public infrastructure projects. Detailed discussion of previous scholarship and its focus on policymaking and project evaluation of public-private partnerships leaves a gap in the public policy process – implementation. Procurement officials are presented in the role of policy implementers rather than agents in a principalagent approach. This...
Show moreThis study explores the connections of public procurement official perceptions of public-private partnerships and their contracting decisions for public infrastructure projects. Detailed discussion of previous scholarship and its focus on policymaking and project evaluation of public-private partnerships leaves a gap in the public policy process – implementation. Procurement officials are presented in the role of policy implementers rather than agents in a principalagent approach. This attempts to address a shortcoming of the description that these officials do nothing more than purchase. Arguments are put forth that these officials are given additional levels of discretion when faced with contracting decisions. Specifically, procurement officials observe that public-private partnerships provide sets of project consequences. A survey instrument is designed to explore the differences in perceptions that procurement officials have with respect to public-private partnerships and traditional contracting out. Survey failures result in findings only being able to attempt a more general view of public-private partnerships. Results allow perceptions to be placed in a decision-making model based on a project phase approach that develops on the assumption that tasks contracted to private vendors produce project consequences. Furthermore, analysis of significant consequence perceptions indicate that those perceptions do not provide a rationale for a procurement official’s decision-making on whether to contract using a public-private partnership for public infrastructure projects. Independent sample t-tests, controlled correlations, multiple ANOVA and linear regression analyses show that perceptions of consequences, the perceptions of differences of those consequences across project phases, relationships of consequences to perceptions of efficiency and effectiveness proxies and a bounded rationalitybased model of decision-making for procurement officials are all inconclusive. Discussion focuses on the development of consequences and phases as defining and clarifying public-private partnerships. Further discussions are presented for procurement officials with respect to their decision-making and possible role as policy implementers. Conclusions fail to uncover any inferential results. The research finds its primary contribution in the conceptual discourse of public procurement official roles and public-private partnership definitions.
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Date Issued
2014
PURL
http://purl.flvc.org/fau/fd/FA00004236, http://purl.flvc.org/fau/fd/FA00004236
Subject Headings
Infrastructure (Economics) -- Finance, Public private sector cooperation -- Finance, Public private sector cooperation, Public works -- Finance, Risk management
Format
Document (PDF)
Public asset management
Title
Public asset management: empirical evidence from the state governments in the United States.
Creator
Lu, Yaotai, College for Design and Social Inquiry, School of Public Administration
Abstract/Description
Public asset management is a critical component of the financial integrity of government. However, in practice, problems exist in the field of public asset management at different levels of government in the United States. This research explores the management of public fixed assets owned, controlled and used by state governments in America. It attempts to answer two major questions: (1) What are the characteristics of a modern public asset management system based on the available literature?...
Show morePublic asset management is a critical component of the financial integrity of government. However, in practice, problems exist in the field of public asset management at different levels of government in the United States. This research explores the management of public fixed assets owned, controlled and used by state governments in America. It attempts to answer two major questions: (1) What are the characteristics of a modern public asset management system based on the available literature? and (2) How do public asset management practices at the U.S. state government compare to the system standard described in the first question? Based on systems theory and current research on public asset management and public procurement systems, this research develops an intellectual framework of a public fixed asset management system. This system is composed of six interdependent cornerstones, including legal and regulatory requirements, organization structure, management process throughout th e life cycle of assets, human capital strategies, information and technology resources, and monitoring, integrity, and transparency. Each cornerstone consists of a number of components that reveal the underlying working principles of the relevant cornerstone and together determine the standards of fixed asset management in the relevant area. Survey results demonstrate that state governments fundamentally satisfy the standards identified in the fixed asset management system. However, certain problems obviously exist in the area of each cornerstone. In addition, survey results reveal that the six cornerstones of fixed asset management system are interrelated with one another. In most states, when a management element in the area of one cornerstone is widely implemented, the relevant management elements in areas of other cornerstones are employed and vice versa., A major contribution of this research is the development of a fixed asset management system. State and federal governments may compare their fixed asset management to the standards identified in this system. Local governments may find appropriate management components to adapt to their characteristics from this system.
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Date Issued
2011
PURL
http://purl.flvc.org/FAU/3171677
Subject Headings
Finance, Public, Infrastructure (Economics), Finance, Organizational behavior, Government policy
Format
Document (PDF)