Vanessa Sanson - INFORMEST
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This document discusses public-private-people partnerships (PPPP) as an evolution of traditional public-private partnerships (PPPs). PPPPs aim to more directly involve citizens and stakeholders in decision making to address some of the limitations of top-down PPP models. The document outlines factors for successful PPPPs, including early and active citizen involvement, use of interactive tools, clear communication, and flexibility. It also presents a potential model for PPPPs that integrates citizens' ideas and commitment, private sector resources and know-how, and public sector objectives and coordination to achieve more sustainable outcomes.
Vanessa Sanson - INFORMEST
- 1. PRIVATE-‐PUBLIC-‐PEOPLE-‐ PARTNERSHIP (PPPP):
- 2. SEAP AND PARTICIPATION Ø Civil society and stakeholders participation are essential for the success of SEAP and for the achievement of its objectives. Ø The European Commission guidelines for the elaboration of a SEAP emphasize the fundamental role of participation for the development of effective measures aimed at EE and RES. Ø Stakeholders: • whose activity are concerned with the plan; • who are in possession of information and resources important for the planning of actions and for their implementation; • who have decision-making / implementation power for the success of actions aimed at EE and RES.
- 3. PUBLIC-‐PRIVATE PARTNERSHIP (PPP) “Forms of cooperation between public authorities and the world of business which aim to ensure the funding, construction, renovation, management or maintenance of an infrastructure or the provision of a service” (EC, 2004) • Long duration • Funding from the private sector • Central role of the economic operator (design, completion, implementation) • Objectives usually defined by the public partner • Distribution of risks between the public and the private partner PPPs can be: • Contractual: based on contractual links • Institutional: involving the creation of a new entity (joint venture) ü Funding and know-how from the private sector ü Increased efficiency and implementation capacity ü Reduced risks for the public sector
- 4. FROM PPP TO PPPP • Top-down decisions • The developer and the end-user have little decision-making power within the planning process • “Both interfaces, municipality-developer and developer-end user are unilateral, with information and decision-making goi ng onl y downstr eam, and discontinuities do occur” (Vayrynen, 2007) • Proliferation of conflicts: o dissatisfaction o early termination of contracts o changes in users needs are not tracked • “Uncertainty about the quality of PPP services” (Majamaa, 2008) Decision maker: planning Developer: realizaAon End-‐user: usage Tradi6onal situa6on (PPPs)
- 5. THE 4Ps MODEL “Participation is a broadly accepted sustainability criterion, and at the same time, it is often a crucial condition to reach sustainability goals” (Arnold and Barth, 2011) Primary actors involved: • Public - municipality • Private - developer • People - end-user The 4P process: • Interactive • Direct formal and informal relations between all actors involved How to include People perspective in PPP?
- 6. GOOD PRACTICES ANALYSIS Selection of 6 case studies • 3 PPPs • 3 PPPPs Selection criteria • Relevance to: o REMIDA project o EU framework • Sustainability • Transferability
- 7. THE 4th P 4th P added value: • Integration of perspectives à new knowledge • More connection among all actors • Innovative decisions • Legitimacy, sustainability and efficacy of actions • Behavioural changes/citizens’ commitment • Greater sense of shared responsibility and citizenship BUT • possibility to retard decisions • Increased complexity • weak impact à frustration People: taxpayers, decision makers, administrative subjects, stakeholders, customers, end-users Early stages à contribution to planning and design Implementation stages à contribution to construction, operation and management
- 8. PPPP SUCCESS FACTORS Dimensions Factors Process • Early involvements of ciAzens and stakeholders • RepresentaAveness of stakeholders • Focus groups/workshops/meeAngs/on-‐line quesAonnaires • Flexibility • Presence of a facilitator • Clear objecAves Implementa6on • CiAzens playing an acAve role (e.g. direct funding) • InteracAve tools • FormaAon of ciAzens • Tangible benefits both for the private operator and for ciAzens Communica6on • Clear informaAon • ConAnuous communicaAon • Info point Ins6tu6onal framework • CoordinaAon between neighbouring municipaliAes • Presence of a supporAng structure (i.e. Province, Region, University)
- 9. PARTICIPATION PLANNING Stakeholders analysis Context analysis ParAcipaAon strategy
- 10. ACTION DEFINITION Start of the consultaAon CollecAon of ideas SelecAon of feasible acAons
- 11. TOWARDS A MODEL… Successful PPPPs People: ideas and commitment Private: resources and know how Public: objecAves and coordinaAon Early involvement of ciAzens CiAzens playing an acAve role InteracAve tools Clear communicaAon Flexibility of the process Clear objecAves