Académique Documents
Professionnel Documents
Culture Documents
Familiar Mechanisms: 1. private markets (most goods) 2. (pure) public provision (e.g. primary and secondary education, defense) 3. regulated private provision (e.g. local telephone service)
effects and public goods Social justice (to assure adequate consumption for everyone) To control monopoly Other reasons (e.g. poor information)
External
High
Ability to control costs Ability to bear risk Complementarities Flexibility Innovativeness Key knowledge Economies of scale/scope Ability to borrow (Can the gov. borrow more cheaply?)
Contracting-out
(C-O) (e.g. refuse collection, IT services) Public-Private Partnerships (PPP) (e.g. roads, water, schools, prisons) Privatization
contractual arrangements between government and a private party for the provision of assets and the delivery of services that have traditionally been provided by the public sector
cooperative venture between the public and private sectors, built on the expertise of each partner, that best meets clearly defined public needs through the appropriate allocation of resources, risks and rewards.
The
term public-private partnerships has taken on a very broad meaning. The key element, however, is the existence of a partnership style approach to the provision of infrastructure as opposed to an arms-length supplier relationship a PPP involves a sharing of risk, responsibility and reward, and is undertaken in those circumstances when there is value for money benefit to the taxpayers.
Economics of Public-Private Partnerships
Sharing
of risk and reward between public and private partners Sharing of authority for decision-making On-going relationships, not spot-market
10
Private
sector involvement in provision of public services is not new e.g. the private sector has frequently provided:
Basic supplies (e.g. paper, pens, desks) Equipment (computers, medical, automobiles) Construction services Consulting services
11
The
12
13
14
Private
sector involvement can range from zero (pure public) to total (pure private)
Pure Public
Pure Private
Contracting-out
PPP
15
Britain
pioneered new wave with Private Finance Initiatives (PFIs) beginning in early 1990s Now popular in many countries Promoted by World Bank in developing countries
16
Water
treatment Property management Recreational facilities Information tech. Social services Electricity gen/trans/dist
17
DESCRIBE
10
MINUTES
18
Incinerator Biosolids
Harbour
revitalization Electric utility Parking management Public transit Recreation centres Business park
19
1. 2. 3. 4. 5.
Define and design the project Finance the project Construction (build the project) Operation & maintenance of the project Pay for the service
20
1.
2.
Are there complementarities between the tasks such that some should be combined? Who is most efficient at the task?
Special knowledge economies of scale or scope?
3.
4. 5.
Can the right incentives be put in place to get optimum performance? (contract design issues) How should risks be allocated? Can there be strong competition between potential private sector partners?
Economics of Public-Private Partnerships
21
1. 2. 3. 4. 5.
22
High-powered
incentives to control costs due to profit motive Ability to manage risk Flexibility Innovativeness
23
Managing
risk is really about managing incentives the point is to assign the risks in such a way as to minimize those risks. is done by subjecting the party most able to control a risk to the costs associated with that risk.
This
24
1. 2. 3. 4. 5. 6. 7. 8. 9.
Technical risk (engineering or design failures) Construction risk (higher than expected costs) Operating risk (higher operating costs than expected) Revenue risk (lower demand than anticipated) Financial risk (inappropriate debt management) Force majeure risk (war, natural disaster) Regulatory/political risk (changes in laws) Environmental risk (environmental damage) Project default risk (failure through a combination of these risks)
Economics of Public-Private Partnerships
25
Can
lower prices taxpayers or users pay (allocative efficiency) Provides further incentives for cost minimization (productive efficiency) Provides further incentives for innovation (dynamic efficiency)
26
have key knowledge not available in public sector (esp. in developing countries) Economies of scale/scope with related projects Complementarities with other parts of the given project
May
27
Benefits from coordinated decision-making with respect to: Design & Construction Construction & Operation Financing & Construction
28
Most
Direct pay (e.g. lease payments) Shadow tolls (govt pays but payments based on actual usage)
In
some cases there is user-pay (e.g. tolls, but usually with regulation of tolls) User-pay may be more acceptable in a PPP than in public provision
29
30
What
if changing circumstances demand a change in level or type of services? What if renegotiation is difficult, timeconsuming and costly (note: there is no competition at this point) What if it is difficult to measure and verify quality?
31
Not necessarily we must consider: (i) Private partner can raise capital at a low cost for a safe project (ii) Govt marginal cost of borrowing might be higher than average cost (iii) There is a value to the put option (government pays lower rate only because it will repay with near certainty)
Economics of Public-Private Partnerships
32
1.
2.
Typically a significant specific investment involved creates significant switching costs. Specific investments protected by contracts but contracts always incomplete.
33
PROS
CONS
Competitive process Increased transparency Well designed risk allocation Balance sheet consideration Private sector efficiencies and innovation Commercial risk sharing
Complexity High transaction costs Higher borrowing costs than public financing Skill deficit for Administration Structuring risks Public perception and political reactions
Both
trade partners will act opportunistically and bargain over the surplus
This is costly! Public provision avoids/mitigates this cost
One
35
36
Uncertainty
over a long horizon Changing government objectives Lack of commitment for both:
Private sector (bankruptcy/exit) Government (break contract, renegotiate)
37
Control
and risk allocation become very important Characteristic of PPPs: transfer of control and risk from public to private sector
Cost: loss of control Benefit: increase in size of surplus, as long as private sector more efficient
38
We
see that spot markets work well to supply goods and services governments and their citizens need when:
There is lots of competition and supply No significant specialized investments are involved
39
Most important uncertainty can be anticipated and considered in the contract Outputs measurable and verifiable
40
Pure
Significant specific investment Complex or uncertain environment Significant need for public sector flexibility/control
41
1. 2. 3.
4. 5.
Ex ante competition important Private sector might have scarce skills Private sector may benefit from economies of scale Labour relations important Observability and measurability of quality a key issue
42
1.
2.
3.
4.
5.
Constraints on public borrowing favours PPPs Professional PPP shop may be a good idea (but beware regulatory capture!) Risk goes to party most able to manage it If the project requires innovative thinking this favours private sector Complementarities will be important in allocating tasks.
Economics of Public-Private Partnerships
43
44
THE END
45