Following this introductory first chapter, the thesis adopts a logical and sequential structure.
Chapter 2 positions the research within appropriate epistemological and theoretical perspectives. It commences with a re-statement of the research questions. The nature of the primary data required to address the research questions is discussed. A comprehensive research approach is presented that includes methodological justification, which points forward to appropriate techniques for carrying out the research.
Chapter 3 uses literature review and places PPP in the context of privatisation and associated government reforms that took place during the 1980s and 1990s. This includes an overview of the economic and regulatory reform drivers that have led to the use of PPP, particularly in the state of Victoria, Australia. Different variations of PPP and selected features of policy frameworks are noted.
Chapter 4 uses literature review and establishes partnership, risk and performance management as elements within a PPP administrative environment. It provides relevant definitions; theoretical frameworks underlying the application of these techniques - presented from a public sector perspective; and outlines relevant principles and practices.
Chapter 5 employs case studies to explore the presence of partnership, risk and performance management issues (identified in Chapters 3 and 4) in the context of real PPPs. The six case studies all relate to Australian PPP experiences. Three are Social Infrastructure projects and three are Economic Infrastructure projects; four are based in Victoria and the remaining two in New South Wales. The case study data derives from publically available sources. For each case study project, the extant evidence is examined to explore the presence and nature of partnership, risk and performance management issues identified in the preceding literature review; and to reveal any additional concerns associated with these three management disciplines. Relevant generic issues arising from each case study are presented.
Chapter 6 commences by identifying partnership, risk and performance management factors that may contribute towards achieving VfM outcomes for the public partner during the operating phase of PPPs; along with a range of documentation and / or actions that can potentially be used as a foundation to assess whether VfM outcomes are being achieved in practice. The issues established in the theory and case study chapters - those that may detract from the achievement of intended VfM outcomes - are first re-stated along with suggested treatment actions. The concept of a generic integrated PPP operational model that embraces each of three management perspectives (partnership, risk and performance management) is then explored.
Chapter 7 describes the concept for, and development of, an Integrated Management Model (IMM) for the public partner to use in the PPP operating phase. The model is developed from the issues / sub-issues and treatment actions discussed and tabulated in Chapter 6. The purpose and justification for use of the model is considered; together with its significance and the implications for implementation. The main design features of the model are presented and discussed.
Chapter 8 discusses the design, testing and administration of the data collection instrument for use in semi-structured interviews. It outlines the processes used for categorising and analysing the interview transcript data; and presents findings relating to the concept of 'VfM' as well as for the partnership, risk and performance management disciplines. A second iteration of the IMM is presented, based on information gathered during the interview process.
Chapter 9 deals with the design and administration of materials for a focus group, tasked to consider the completeness of the IMM. It describes the process used for categorising and analysing participant feedback, and discusses the findings. A third and final iteration of the model is presented.
Chapter 10 presents the main research findings. The contribution of an integrated management model, towards achieving VfM for the public partner in PPP, is discussed. Recommendations are made for practice, in terms of public governance of PPPs, and for further research. The achievement of the research objectives is considered through the processes by which the research questions have been addressed. The contribution to knowledge made by the research is shown and the research journey is reviewed.