It is essential that the public partner provides effective contract management oversight during the operating phase of PPP to ensure intended VfM outcomes are achieved. Analysis of interview data, gathered from appropriate experts both in Australia and the UK, demonstrates that the adoption of a flexible approach for achieving VfM; the selection and application of appropriate techniques for assessing VfM during the operating phase; and improving public employee capability and expertise in delivering VfM are key issues for attaining planned outcomes for tax payers. Less tangible PPP performance benefits should be more clearly articulated to contract managers so that they can be more explicitly drawn into the operational management process.
Further attention could usefully be given to whether there are jurisdictional patterns between the adoption of the public partner's preferred contract management style for achieving VfM and organisational culture during the operating phase in separate projects, particularly in mature PPP markets. Such research should focus on identifying critical success factors and their drivers, and the evidence that points towards achievement of VfM outcomes for each PPP project.
Dr Steven McCann CProcM is Research Associate in the School of Property, Construction and Project Management at RMIT University, Melbourne, Australia. E-mail: steven.mccann@student.rmit.edu.au Dr Guillermo Aranda-Mena is Associate Professor in the School of Property, Construction and Project Management at RMIT University, Melbourne, Australia. E-mail: guillermo.aranda-mena@rmit.edu.au Dr Peter J. Edwards is Adjunct Professor in the School of Property, Construction and Project Management at RMIT University, Melbourne, Australia. E-mail: peter.edwards@rmit.edu.au |