Governance and Knowledge Management for Public-Private Partnerships

There is a growing demand for public infrastructure in transport, healthcare, education, energy, water and other sectors to improve the level of services and to support socio-economic development. However, governments worldwide are experiencing difficulties as public resources are often insufficient to meet the increasing need for new projects and to upgrade existing infrastructure. A key issue is the increasing role of the private sector in financing and operating public infrastructure. The respective roles of the public and private sectors in the delivery of traditional public infrastructure and services have been the subject of intense debate particularly in recent years. This has led to renewed interest in PPP/PFI projects in developed and developing countries and the need to manage knowledge on best practices. PFI/PPP projects are required to represent value for money when measured against an equivalent project delivered through traditional public funding. However, this requires an effective governance structure and knowledge management framework to facilitate the development of appropriate project management structures, processes and to capture, share and apply knowledge on best practices to safeguard against poor decision-making, error and fraud, illegal transactions resulting in poor value for money, significant delays and project failure.These demands place high expectations on the technical and managerial ability of actors, teams and the efficiency of the processes used in public private partnerships. It is therefore essential to understand the need for effective governance and the role of knowledge management to improve the performance of PFI/PPP projects. The book provides an in-depth understanding of different dimensions of governance and how they affect project management structure, processes, and decision-making ability of actors and teams involved in PFI/PPP projects. The role of knowledge management strategy, the need for benchmarking knowledge management efforts, specific tools and methodologies for capturing, sharing and applying knowledge to accelerate learning and capacity building are also examined.This book is divided into four parts. Part 1 provides the policy and strategic context of PPP/PFI projects and how to translate them into action by examining the key phases and processes from planning, design development, construction to operation and service delivery. Part 2 examines the principles of governance and specific governance issues, methodologies and tools used in key stages. Case studies are presented on recent practices and experience using projects of varying degree of complexity and organisational challenges from simple to complex PFI schemes involving mergers or co-location on to single or multiple sites. Part 3 examines the theory and principles of knowledge management and the tools used for implementation. Case studies are included reflecting recent practices on the strategies and challenges in identifying the types of knowledge required and in developing a knowledge strategy based on the experience of different stakeholders in PFI/PPP projects. Part 4 examines the challenges and options in developing knowledge through capacity building to accelerate learning. An example of the application of a practical tool/framework developed through a major research project evaluated by industry partners is included.The book is an essential reading for all those involved and interested in PFI/PPP projects including policy makers, industry practitioners, academics and students studying construction management, project management, surveying, architecture, engineering and related subjects involved in the delivery of capital investment projects. The practical tools for governance and knowledge management described and incorporated make it particularly useful for PPP/PFI consultants, contractors and client organisations.

Dr Herbert Robinson is Reader in Construction Economics and Project Management at London South Bank University, UK.

Professor Patricia Carrillo holds a personal chair in Strategic Management in Construction, in the Department of Civil and Building Engineering at Loughborough University, UK.

Professor Chimay J. Anumba is Head of the Department of Architectural Engineering at Penn State University, USA.

Dr Manju Patel is Acute Sector Planning Lead at NHS Grampian in Scotland, UK and holds a council seat in the Institute of Health Engineering and Estates Management.