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Although infrastructure public-private partnerships (PPPs) have become increasingly popular globally, they face their own institutional challenges in transition economies. This paper highlights some of these challenges by examining the (in)formal factors affecting Kosovo’s first PPP in the waste management sector, Ecohigjiena sh.p.k. Drawing upon semi-structured interviews with executives, senior managers, and administrative personnel from Ecohigjiena sh.p.k, the Tax Administration of Kosovo (TAK), and the municipality of Gjilan, the case analysis shows the PPP ultimately faced insurmountable internal and external difficulties, including low levels of professionalism, challenging legal frameworks, poor communication/trust between partners, and inadequate enforcement of regulations.
Carter B. Casady; Florin Peci. The institutional challenges of public-private partnerships (PPPs) in transition economies: lessons from Kosovo. Economic Research-Ekonomska Istraživanja 2020, 1 -17.
AMA StyleCarter B. Casady, Florin Peci. The institutional challenges of public-private partnerships (PPPs) in transition economies: lessons from Kosovo. Economic Research-Ekonomska Istraživanja. 2020; ():1-17.
Chicago/Turabian StyleCarter B. Casady; Florin Peci. 2020. "The institutional challenges of public-private partnerships (PPPs) in transition economies: lessons from Kosovo." Economic Research-Ekonomska Istraživanja , no. : 1-17.
Mobility-as-a-Service (MaaS) is a relatively new mobility paradigm that offers users a centralized, digital platform to register, plan, book, e-ticket, and pay for an entire chain of public and private, multimodal service offerings. As MaaS continues to gain traction globally in the customer-led economy, more attention is needed on the role of customers in MaaS enablement. This paper thus serves as a starting point for future research on customer-led mobility. After MaaS is briefly defined and explored using a short case study, this paper proceeds to lay out a research agenda for MaaS enablement, thereby setting the stage for future work on evolving customer behaviors and preferences in MaaS ecosystems.
Carter B. Casady. Customer-led mobility: A research agenda for Mobility-as-a-Service (MaaS) enablement. Case Studies on Transport Policy 2020, 8, 1451 -1457.
AMA StyleCarter B. Casady. Customer-led mobility: A research agenda for Mobility-as-a-Service (MaaS) enablement. Case Studies on Transport Policy. 2020; 8 (4):1451-1457.
Chicago/Turabian StyleCarter B. Casady. 2020. "Customer-led mobility: A research agenda for Mobility-as-a-Service (MaaS) enablement." Case Studies on Transport Policy 8, no. 4: 1451-1457.
The novel coronavirus (COVID-19) pandemic is placing unprecedented stress on public-private partnerships (PPPs), creating the real possibility of widespread project failures. The disruption and potential collapse of multiple PPP projects will likely trigger force majeure contractual provisions, but the applicability and efficacy of these generic catch-all clauses remain in question. This critical note therefore discusses the implications of force majeure contractual conditions on PPPs in the COVID-19 epoch. We first define the concept of force majeure as it pertains to pandemics. Next, we review a select number of international policies for such events, outlining their key features and glaring shortcomings. Then, we use Novia Scotia’s Highway 104 Twinning Project as an illustrative case example of improved force majeure risk management. Finally, after reflecting on the three ironies of construction crisis management, we outline the need for swift trust in PPPs during this current pandemic and conclude by calling for a comprehensive revision of force majeure contract provisions.
Carter B. Casady; David Baxter. Pandemics, public-private partnerships (PPPs), and force majeure | COVID-19 expectations and implications. Construction Management and Economics 2020, 38, 1077 -1085.
AMA StyleCarter B. Casady, David Baxter. Pandemics, public-private partnerships (PPPs), and force majeure | COVID-19 expectations and implications. Construction Management and Economics. 2020; 38 (12):1077-1085.
Chicago/Turabian StyleCarter B. Casady; David Baxter. 2020. "Pandemics, public-private partnerships (PPPs), and force majeure | COVID-19 expectations and implications." Construction Management and Economics 38, no. 12: 1077-1085.
Objective This study aims to clarify the association between prosperity and novel coronavirus disease 2019 outcomes and its impact on the future management of pandemics. Methods This study is an observational study using information from two online registries. The numbers of infected individuals and deaths and the prosperity rank of each country were obtained from worldometer.info and the Legatum Institute’s Prosperity Index, respectively. Results There is a combination of countries with high and low prosperity on the list of coronavirus disease 2019 infected countries. The risk of the virus pandemic seems to be more extensive in countries with high prosperity. A Spearman’s rho test confirmed a significant correlation between prosperity, the number of coronavirus disease 2019 cases, and the number of deaths at the 99% level. Conclusion New emerging pandemics affect all nations. In order to increase the likelihood of successfully managing future events, it is important to consider pre-existing health security, valid population-based management approaches, medical decision-making, communication, continuous assessment, triage, treatment, early and complete physical distancing strategies, and logistics. These elements cannot be taught on-site and on occasion. There is a need for innovative and regular educational activities for all stakeholders committed to safeguarding our future defense systems concerning diagnostic, protection, treatment, and rehabilitation in pandemics as well as other emergencies.
Amir Khorram-Manesh; Eric Carlström; Attila J. Hertelendy; Krzysztof Goniewicz; Carter B. Casady; Frederick M. Burkle. “Does the prosperity of a country play a role in COVID-19 outcomes?”. Disaster Medicine and Public Health Preparedness 2020, 1 -20.
AMA StyleAmir Khorram-Manesh, Eric Carlström, Attila J. Hertelendy, Krzysztof Goniewicz, Carter B. Casady, Frederick M. Burkle. “Does the prosperity of a country play a role in COVID-19 outcomes?”. Disaster Medicine and Public Health Preparedness. 2020; ():1-20.
Chicago/Turabian StyleAmir Khorram-Manesh; Eric Carlström; Attila J. Hertelendy; Krzysztof Goniewicz; Carter B. Casady; Frederick M. Burkle. 2020. "“Does the prosperity of a country play a role in COVID-19 outcomes?”." Disaster Medicine and Public Health Preparedness , no. : 1-20.
Around the world, countries are struggling to address the immediate and long-term impacts of the novel coronavirus (COVID-19) pandemic on their (sub)national public–private partnership (PPP) programs. Burdened with the real possibility of widespread project failures and constrained budgets, governments are searching for ways to prioritize projects in need of relief and bolster post-pandemic recovery plans. To meet this need, this article conceptualizes a triage system for PPP programs based on five categories: (1) projects without a need for economic stimulus (blue); (2) projects experiencing minor economic/financial losses (green); (3) projects needing temporary/stop-gap support or restructuring (yellow); (4) projects unable to survive without significant economic relief (red); and (5) projects that cannot survive, even with government intervention (black). This research also stresses the importance of launching and sustaining a crisis command center to support PPP triage decisions and encourages PPP stakeholders to collectively craft win–win solutions for post-pandemic recovery efforts.
David Baxter; Carter Casady. A Coronavirus (COVID-19) Triage Framework for (Sub)National Public–Private Partnership (PPP) Programs. Sustainability 2020, 12, 5253 .
AMA StyleDavid Baxter, Carter Casady. A Coronavirus (COVID-19) Triage Framework for (Sub)National Public–Private Partnership (PPP) Programs. Sustainability. 2020; 12 (13):5253.
Chicago/Turabian StyleDavid Baxter; Carter Casady. 2020. "A Coronavirus (COVID-19) Triage Framework for (Sub)National Public–Private Partnership (PPP) Programs." Sustainability 12, no. 13: 5253.
The coronavirus (COVID-19) pandemic has overwhelmed many national healthcare systems around the world. In attempts to meet their emergency needs and mitigate escalating challenges, governments are increasingly reaching out to the private sector to form sustainable, public-private partnerships (PPPs). Unfortunately, many of these ad hoc efforts have been reactive and uncoordinated to date. This perspective article thus offers a proactive, collaborative, and strategic vision for healthcare PPPs, focusing on short-, medium-, and long-term proposals that will harmonize strategic objectives and mobilize both public and private resources to combat and build resilience against global pandemics like COVID-19.
David Baxter; Carter B. Casady. Proactive and Strategic Healthcare Public-Private Partnerships (PPPs) in the Coronavirus (Covid-19) Epoch. Sustainability 2020, 12, 5097 .
AMA StyleDavid Baxter, Carter B. Casady. Proactive and Strategic Healthcare Public-Private Partnerships (PPPs) in the Coronavirus (Covid-19) Epoch. Sustainability. 2020; 12 (12):5097.
Chicago/Turabian StyleDavid Baxter; Carter B. Casady. 2020. "Proactive and Strategic Healthcare Public-Private Partnerships (PPPs) in the Coronavirus (Covid-19) Epoch." Sustainability 12, no. 12: 5097.
Asset recycling (AR) has gained attention in the United States as a way of improving life cycle asset maintenance and realizing maximum value from existing public infrastructure. In an AR program, proceeds from leases or sales of mature, underutilized public assets are reinvested in much-needed infrastructure improvements. Although the benefits of AR are often noted in both academic and policy circles, the academic literature on AR has not yet explored AR’s application to social infrastructure. To address this gap, we explore the concept of AR and its relevance for U.S. social infrastructure. We first examine the steps and conceptual features of a “fix-it-first” AR approach to social infrastructure. We then use Infrastructure Ontario’s Capital Planning Program as a case study to highlight the potential viability of such programs. Finally, we conclude by discussing the benefits and challenges of adopting AR policies in the United States.
Carter B. Casady; R. Richard Geddes. Asset Recycling for Social Infrastructure in the United States. Public Works Management & Policy 2020, 25, 281 -297.
AMA StyleCarter B. Casady, R. Richard Geddes. Asset Recycling for Social Infrastructure in the United States. Public Works Management & Policy. 2020; 25 (3):281-297.
Chicago/Turabian StyleCarter B. Casady; R. Richard Geddes. 2020. "Asset Recycling for Social Infrastructure in the United States." Public Works Management & Policy 25, no. 3: 281-297.
Although learning is the foundation of improved policymaking, little is known about policy learning in transportation programs. To address this knowledge gap, this article explores how two structural factors – (1) restricted information dissemination through centralized decision-making structures and (2) high senior civil servant turnover – affected policy learning in Colombia’s road concession programs. Using a case-based research design, our analysis indicates that centralized decision-making structures and high senior civil servant turnover impeded policy learning in Colombia’s first three road concession programs. Conversely, the absence of these factors in the fourth program led to policy learning and improved programmatic outcomes.
Carter B. Casady; Julián D. Parra. Structural Impediments to Policy Learning: Lessons from Colombia’s Road Concession Programs. International Journal of Public Administration 2020, 44, 359 -371.
AMA StyleCarter B. Casady, Julián D. Parra. Structural Impediments to Policy Learning: Lessons from Colombia’s Road Concession Programs. International Journal of Public Administration. 2020; 44 (5):359-371.
Chicago/Turabian StyleCarter B. Casady; Julián D. Parra. 2020. "Structural Impediments to Policy Learning: Lessons from Colombia’s Road Concession Programs." International Journal of Public Administration 44, no. 5: 359-371.
Toll managed lanes are expressway lanes where tolls are used—often in combination with preferred access for high occupancy vehicles and other special traffic management techniques—to improve the highway's capacity, speed or reliability. Such lanes have become popular with transportation policymakers as a way of maintaining free-flowing traffic on certain sections of the highway while also, in some cases, financing the construction of new lanes in congested urban areas. This study examines whether toll-managed lanes are as beneficial as they are popular. The heart of the analysis is the application of a simplified social benefit-cost analysis (BCA) to seven projects. In brief, our results paint a complicated picture of toll-managed lane efficacy. Only two of the seven projects have benefit-cost (B/C) ratios above 1.0 using our base case assumptions about the value of travel time saved and the discount rate, although three others approach or exceed 1.0 with more optimistic but plausible assumptions. The most successful generate not only a significant savings of around 4–5 min per trip for motorists who switch to the managed lane but also smaller per-trip savings for the large majority of motorists who continue to use the general-purpose lanes. It is important to acknowledge, however, that these calculations depend upon some uncertain assumptions about the value of travel time savings and improved reliability.
Carter B. Casady; José A. Gómez-Ibáñez; Emily Schwimmer. Toll-managed lanes: A simplified benefit-cost analysis of seven US projects. Transport Policy 2020, 89, 38 -53.
AMA StyleCarter B. Casady, José A. Gómez-Ibáñez, Emily Schwimmer. Toll-managed lanes: A simplified benefit-cost analysis of seven US projects. Transport Policy. 2020; 89 ():38-53.
Chicago/Turabian StyleCarter B. Casady; José A. Gómez-Ibáñez; Emily Schwimmer. 2020. "Toll-managed lanes: A simplified benefit-cost analysis of seven US projects." Transport Policy 89, no. : 38-53.
This study explores whether different constellations of institutional factors create unique causal ‘paths’ to mature PPP market performance. Using fuzzy set Qualitative Comparative Analysis (fsQCA), the institutional settings of 48 different PPP markets across Latin American and the Caribbean (LAC), Central and Eastern Europe, the Middle East, and Africa (CEMA), and the Asia-Pacific region (APAC) are examined. The results show market reliability, political and social will, and regulatory regimes are necessary, but alone not sufficient, conditions for mature PPP market performance. The absence of market transparency also appears to be far less problematic for PPP market performance than previously assumed.
Carter Boon Casady. Examining the institutional drivers of Public-Private Partnership (PPP) market performance: a fuzzy set Qualitative Comparative Analysis (fsQCA). Public Management Review 2020, 23, 981 -1005.
AMA StyleCarter Boon Casady. Examining the institutional drivers of Public-Private Partnership (PPP) market performance: a fuzzy set Qualitative Comparative Analysis (fsQCA). Public Management Review. 2020; 23 (7):981-1005.
Chicago/Turabian StyleCarter Boon Casady. 2020. "Examining the institutional drivers of Public-Private Partnership (PPP) market performance: a fuzzy set Qualitative Comparative Analysis (fsQCA)." Public Management Review 23, no. 7: 981-1005.
Toll-managed lanes have become an increasingly popular technique among transportation policymakers for managing congestion on existing highways and, in some cases, financing the construction of new lanes in congested urban corridors. Although growing in popularity, the adoption of these facilities is concentrated in five states: Texas, California, Colorado, Minnesota, and Florida. This paper examines the adoption and utilization of toll-managed lanes in these pioneer states. Using archival, case-based research, our analysis suggests that the adoption of toll-managed lanes was driven by a combination of factors, including rapid population growth, near or above average growth in vehicle miles traveled (VMT), and insufficient gas tax funding for transportation investments. Implementation was also generally similar across states but some of the pioneers delegated the management of their toll-managed lane programs to special regional highway authorities while others used state highway agencies.
Emily Schwimmer; Jose A. Gomez-Ibanez; Carter Casady. Toll-managed lane pioneers: Lessons from five US states. Case Studies on Transport Policy 2019, 7, 655 -666.
AMA StyleEmily Schwimmer, Jose A. Gomez-Ibanez, Carter Casady. Toll-managed lane pioneers: Lessons from five US states. Case Studies on Transport Policy. 2019; 7 (3):655-666.
Chicago/Turabian StyleEmily Schwimmer; Jose A. Gomez-Ibanez; Carter Casady. 2019. "Toll-managed lane pioneers: Lessons from five US states." Case Studies on Transport Policy 7, no. 3: 655-666.
Public-private partnerships (PPPs) often require lengthy tendering periods that can deter bidders, reduce competition for contracts, and undermine the overall social benefits of PPP procurement. PPP tendering periods in Canada are notably shorter than in other countries with mature PPP markets such as those of the United Kingdom and Ireland. We explore Canadian PPP procurement by using data on 160 PPP projects. By using duration analysis, we find that higher PPP contract values and greater risk transfer are associated with longer tendering periods. In addition, we find significant variation in tendering periods across sectors. We support our analysis with a review of the extant literature on Canadian PPPs and interviews with PPP professionals. This identified other important factors such as securing necessary approvals before commencing procurement, creating specialized PPP procurement agencies, contract standardization, lower information and design requirements, avoidance of additional bid stages, and the use of substantial completion payments.
Carter Casady; Darragh Flannery; R. Richard Geddes; Dónal Palcic; Eoin Reeves. Understanding PPP Tendering Periods in Canada: A Duration Analysis. Public Performance & Management Review 2019, 42, 1259 -1278.
AMA StyleCarter Casady, Darragh Flannery, R. Richard Geddes, Dónal Palcic, Eoin Reeves. Understanding PPP Tendering Periods in Canada: A Duration Analysis. Public Performance & Management Review. 2019; 42 (6):1259-1278.
Chicago/Turabian StyleCarter Casady; Darragh Flannery; R. Richard Geddes; Dónal Palcic; Eoin Reeves. 2019. "Understanding PPP Tendering Periods in Canada: A Duration Analysis." Public Performance & Management Review 42, no. 6: 1259-1278.
Infrastructure public-private partnerships (PPPs) are dominantly seen as part of an increasingly fragmented and uncertain public management paradigm known as New Public Governance (NPG). However, the effects of institutional maturity on PPP utilization within this domain remain understudied. In order to (re)define PPPs within the NPG paradigm, we develop a PPP institutional maturity model based on three institutional capabilities-legitimacy, trust, and capacity. We then use the U.S. PPP market as a case example to explore how the maturity of PPPs in an institutional setting depends on legitimacy, trust, and capacity in the PPP model.
Carter B. Casady; Kent Eriksson; Raymond E. Levitt; W. Richard Scott. (Re)defining public-private partnerships (PPPs) in the new public governance (NPG) paradigm: an institutional maturity perspective. Public Management Review 2019, 22, 161 -183.
AMA StyleCarter B. Casady, Kent Eriksson, Raymond E. Levitt, W. Richard Scott. (Re)defining public-private partnerships (PPPs) in the new public governance (NPG) paradigm: an institutional maturity perspective. Public Management Review. 2019; 22 (2):161-183.
Chicago/Turabian StyleCarter B. Casady; Kent Eriksson; Raymond E. Levitt; W. Richard Scott. 2019. "(Re)defining public-private partnerships (PPPs) in the new public governance (NPG) paradigm: an institutional maturity perspective." Public Management Review 22, no. 2: 161-183.
More than 30 states in the United States (US) have adopted public_private partnership (PPP) enabling laws designed to create a stable legal structure and institutional framework to attract long-term investment in public infrastructure projects. However, to participate more effectively in supporting PPP program and project development, many advanced countries, such as Canada and Australia, have created regional units to better assist the development and implementation of PPP projects. Such units can assist individual projects by increasing public sector expertise and capacity to help reduce contracting and oversight risks, keep abreast of best practices from other jurisdictions, and aid in marketing regional opportunities for infrastructure development. Based on the example of the Western High Speed Rail Alliance and the West Coast Infrastructure Exchange, a possible seven-region PPP system is proposed to plan, guide and support PPP development in the US.
Carter Casady. Private participation in US infrastructure: the role of regional PPP units. Public–Private Partnerships for Infrastructure Development 2019, 224 -242.
AMA StyleCarter Casady. Private participation in US infrastructure: the role of regional PPP units. Public–Private Partnerships for Infrastructure Development. 2019; ():224-242.
Chicago/Turabian StyleCarter Casady. 2019. "Private participation in US infrastructure: the role of regional PPP units." Public–Private Partnerships for Infrastructure Development , no. : 224-242.
Globally, public_private partnerships (PPPs) have risen in popularity as an alternative procurement model for infrastructure development projects. The development of infrastructure PPPs depends to a large extent on institutional maturity, where mature institutions are characterized by well-established norms and coordination procedures for infrastructure PPP developments. While PPPs have been widely researched and remain subject to extensive debate, the role of institutional maturity in PPP governance has been largely overlooked in the field of engineering project organization (EPO). To address this knowledge gap, this chapter evaluates how institutional settings affect the public sector’s governance capacity to effectively develop infrastructure PPPs. It concludes with normative recommendations for institutional reform of PPP governance in the United States.
Carter Casady; Kent Eriksson; Raymond E. Levitt; W. Richard Scott. (Re)assessing public–private partnership governance challenges: an institutional maturity perspective. Public–Private Partnerships for Infrastructure Development 2019, 188 -204.
AMA StyleCarter Casady, Kent Eriksson, Raymond E. Levitt, W. Richard Scott. (Re)assessing public–private partnership governance challenges: an institutional maturity perspective. Public–Private Partnerships for Infrastructure Development. 2019; ():188-204.
Chicago/Turabian StyleCarter Casady; Kent Eriksson; Raymond E. Levitt; W. Richard Scott. 2019. "(Re)assessing public–private partnership governance challenges: an institutional maturity perspective." Public–Private Partnerships for Infrastructure Development , no. : 188-204.
Globally, public-private partnerships (PPPs) have increased in popularity as an alternative procurement model for infrastructure development projects. While PPPs have been widely researched and remain subject to extensive debate, the process of PPP institutionalization has been largely overlooked. To address this knowledge gap, we utilize a combination of both Johnson et al.’s (2006) four phases of institutionalization—innovation, local validation, diffusion, and general validation—and Mrak’s (2014) three models of PPP institutionalization—centralized, decentralized, and mixed—to examine the current state of the U.S. PPP market. Using data on 368 U.S. PPP projects from Inframation’s global transactions database, our case analysis indicates America’s PPP institutionalization process is strongly decentralized and currently in a state of diffusion. Our analysis also suggests general validation of PPPs in the U.S. will likely be predicated on shifting to a mixed PPP institutionalization model.
Carter Casady; Kent Eriksson; Raymond Levitt; W. Richard Scott. Examining the State of Public-Private Partnership (PPP) Institutionalization in the United States. Volume 8 2018, 8, 1 .
AMA StyleCarter Casady, Kent Eriksson, Raymond Levitt, W. Richard Scott. Examining the State of Public-Private Partnership (PPP) Institutionalization in the United States. Volume 8. 2018; 8 (1):1.
Chicago/Turabian StyleCarter Casady; Kent Eriksson; Raymond Levitt; W. Richard Scott. 2018. "Examining the State of Public-Private Partnership (PPP) Institutionalization in the United States." Volume 8 8, no. 1: 1.