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  siemiatycki@geog.utoronto.ca            

 

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