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首页> 外文学位 >Public Sector Capacity to Plan and Deliver Public/Private Infrastructure Partnerships (P3s): A Case Study of British Columbia's Healthcare Sector.
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Public Sector Capacity to Plan and Deliver Public/Private Infrastructure Partnerships (P3s): A Case Study of British Columbia's Healthcare Sector.

机译：公共部门规划和提供公共/私人基础设施合作伙伴（P3）的能力：不列颠哥伦比亚省医疗部门的案例研究。

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摘要

Sweeping public sector reforms have occurred globally in recent decades. One of the more high profile and contentious strategies pursued in jurisdictions such as Australia, the United Kingdom, and more recently Canada is the radical shift to publicprivate infrastructure partnerships---commonly referred to in Canada as 'P3s'. The Government of British Columbia (BC) has emerged as the leading proponent of the P3 model in Canada.;The strategic shift in BC to the P3 model was introduced in 2002 by the governing Liberal party. The Liberals created Partnerships BC to spearhead the P3 program, and singled out the healthcare sector to move forward the P3 agenda. The dynamics of delivering a complex and unfamiliar business model like P3s through this new public agency, combined with the unique ecology of the healthcare system, added to the complexity of delivering a central government mandated strategic policy priority like a P3-first agenda, making for a robust case study.;Focusing on the issue of public sector capacity to implement policy, this study examines how BC has transitioned from traditional procurement and operation of public infrastructure such as hospitals to the wide-spread use of P3s. The study asks questions about three independent variables of capacity related to implementation of P3 and other cross-cutting programs: governance; human resources; and, inter-agency collaboration within the public sector. Drawn from an extensive review of scholarly studies and literature, and government and consultant reports examining actual infrastructure P3 experiences and exemplary practices, these variables formed the basis of the study's analytical model. The study employed the following multi-method (triangulation) research and data collection approach: i) an archival review of text-based government documents; ii) interviews with key public employees either directly or indirectly involved in P3 program implementation; and, iii) field observations of the principal researcher based on first-hand experiences as a senior manager in the BC government during this period.;Based on the analytical model developed, the study reveals a capacity deficit in BC to adequately plan and implement a comprehensive P3 program. Based on the literature, the model establishes that central agencies play a critical role in an effective P3 policy program. So what is most noteworthy is the lack of resources and attention given to developing central agency capacity to: advance sound P3 policies; ensure ongoing program oversight and accountability; and, provide necessary guidance and support to agencies tasked with implementing very complex P3 arrangements in a multi-agency domain.
机译：近几十年来，全球范围内发生了广泛的公共部门改革。在澳大利亚，英国和最近的加拿大等司法管辖区奉行的，更为引人注目的和有争议的战略之一是从根本上转向公私基础设施合作伙伴关系的做法-在加拿大通常称为“ P3s”。不列颠哥伦比亚省政府已成为加拿大P3模式的主要支持者。; 2002年执政的自由党实行了BC向P3模式的战略转变。自由党创建了卑诗省伙伴关系组织以领导P3计划，并挑选医疗保健部门推进P3议程。通过这个新的公共机构提供复杂而陌生的业务模型（如P3）的动力，再加上医疗保健系统的独特生态，增加了交付中央政府规定的战略政策优先事项（如P3优先议程）的复杂性，一个强有力的案例研究。围绕公共部门执行政策的能力问题，本研究探讨了卑诗省如何从传统的采购和公共基础设施（如医院）的运营过渡到P3的广泛使用。该研究提出了与实施P3和其他跨领域计划有关的能力的三个独立变量的问题。人力资源;以及公共部门之间的机构间合作。从对学术研究和文献的广泛回顾以及政府和顾问的报告中考察了基础设施P3的实际经验和典范实践，这些变量构成了研究分析模型的基础。该研究采用了以下多方法（三角测量）研究和数据收集方法：i）对基于文本的政府文件进行档案审查； ii）对直接或间接参与P3计划实施的主要公共雇员的采访； iii）基于在此期间担任卑诗省政府高级管理人员的第一手经验，对主要研究人员进行的实地观察。基于所建立的分析模型，该研究显示了卑诗省在适当规划和实施一项计划方面的能力不足。全面的P3程序。根据文献，该模型确定了中央机构在有效的P3政策计划中起着至关重要的作用。因此，最值得一提的是缺乏资源和对发展中央机构能力的重视，这些能力包括：推进健全的P3政策；确保正在进行的计划监督和问责制；并向负责在多机构领域实施非常复杂的P3安排的机构提供必要的指导和支持。

著录项

  • 作者

    Rachwalski, Maurice.;

  • 作者单位

    University of Victoria (Canada).;

  • 授予单位 University of Victoria (Canada).;
  • 学科 Public administration.
  • 学位 Ph.D.
  • 年度 2013
  • 页码 319 p.
  • 总页数 319
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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