Public Private Partnerships (PPPs) cover a range of possible relationships between public and private parties. PPP contracts are typically used in contexts of great uncertainty, such as large construction and infrastructure projects that are realized over a longer period of time. Hence, a major challenge in PPPs is to keep construction progress cost-efficient and on schedule, under continuously changing circumstances. One way to achieve this is through clever contracting, by proactively anticipating potential change in the planning phase and providing flexible contract mechanisms that enable an effective response. The purpose of this article is to discuss potential changes and the subsequent requirement of flexibility in PPP contracts. By flexibility, we mean the ability of the contract to deal with changing circumstances. We set out to do so by studying the available literature on the subject and by analysing the case study of the Blankenburgverbinding in the Netherlands, a Design, Build, Finance and Maintain (DBFM) project that is currently in its planning phase based on 32 interviews. Our main findings are that the timely and accurate recognition of potential changes, combined with the availability of flexible coping mechanisms, provide the stakeholders with a better understanding of the challenges they face in realizing their aims in the pre-contract phase of projects. This understanding helps to better prepare a PPP contract for potential changes.

A policy design is a dynamic mix of goals and instruments that develop over time through processes of layering, drift, conversion, replacement and exhaustion. In the face of these dynamics, it is a key concern for policy designers to maintain fit between policy design elements by sustaining goal coherence, instrument consistency and the congruence of goals and instruments. Even though the temporal aspect is fundamental to new policy design thinking, few studies have dealt with the interrelation between policy dynamics and fit. With a longitudinal case study of Dutch transport planning, this research aims to provide insight into this interrelation and to highlight practical implications. This study reveals an intricate and ongoing fitting process between goals and instruments, in which any moment of coherence, consistency and congruence is temporary. During this fitting process, goals and instruments developed in different and largely separate trajectories. In this case, layering successfully improved congruence, but at the same time created inconsistencies between old and new instruments. To resolve some of these inconsistencies, conversion was used. These findings show that policy design is an ongoing process. The main practical implications of this study are that integrating the design of goals and instruments is an essential first practical step, that the ongoing monitoring and evaluation of policy design performance should be a central component in the ongoing process of policy design, and that a combination of layering and conversion can be a successful design approach to adjust instrument mixes to changing goals.

Variations are inevitable in public–private partnerships (PPP), due to the extensive duration of these contracts and the dynamic environment in which PPPs are usually implemented. Changes may lead to variations in the contract and consequently adverse reactions by partners. For the social and financial viability of the project, it is important to have mechanisms that can actively deal with variations that occur during the project life cycle. However, formal contracts with standardized project procedures do not always offer effective ways to cope with potential project dynamism. This paper presents the results of an in-depth case study into the modus operandi of a large-scale PPP infrastructure project with regard to variations in the realization phase. It was found that variations in infrastructure projects could not be dealt with solely through the formal contract rules, but that additional social mechanisms between the public commissioners and contracted companies were needed. Changes and contractual mechanisms are extensively discussed in project management literature. Also, the use of social mechanisms—complementary to the formal contract rules—is stressed. However, the literature offers little evidence about how these dealing mechanisms work in practice. This study reflects a real-life practice in responding to variations in a PPP and presents different ways in which various mechanisms, such as contract provisions, human relationships, organizational structure, digital tools, professional knowledge, and actor competences are interactively employed by project managers to deal with variation. General conclusions are drawn about the mechanisms observed, which may be applicable in the coordination of future interaction in public and private collaborations.

Around the world, deltaic and coastal regions like the Netherlands are facing challenges from climate, change such as sea-level rise as well as more frequent and extreme natural events. Since 2009, the Dutch government has tried to mitigate flood vulnerability by deploying a balanced mix of flood protection measures, resilient spatial planning and crisis management (Multi-Layer Safety). However, recent evaluations have concluded that resilient spatial planning is (too) limitedly applied in practice. This article aims to understand the barriers and opportunities for resilient spatial planning in flood risk management by comparing two cases where resilient spatial planning was opted for: Dordrecht and the IJssel-Vecht Delta. The study suggests a large gap between the wide array of possible measures, and those that are actually realized in practice. Three physical-spatial barriers were identified: maximum flood depths, lack of space, and rigidity of the existing built environment. Additionally, institutional-organizational barriers were found, including: a false, low or non-existent safety perception or risk awareness, and therefore a lack of urgency to act; a lack of political and societal support; a suboptimal collaboration between stakeholders; ambiguity regarding responsibilities; finances and a cost-benefit imbalance; and a lack of human capital. Subsequently, the article explores possibilities to overcome these barriers. Overcoming these barriers can pave pathways for flood resilient spatial planning. The institutional-organizational barriers appear surmountable, whereas the physical-spatial barriers prove to be more problematic and form the most important restrictive factor for resilient spatial planning in flood risk management.

Purpose: Learning across teams and organisational levels enables organisations to deal with challenges that arise from changing contexts. Project-oriented organisations increasingly use programme management to cope with such challenges and improve performance. This paper aims to find out how different programme configurations affect learning across project teams and between project teams and their parent organisation in project-oriented organisations. Design/methodology/approach: A case study of a project-oriented organisation involved in five infrastructure programmes was performed. Findings: The studied programmes linked learning processes at group and organisational levels by creating relationships across project teams and their parent organisation and acting as a knowledge centre. Team learning benefits from the learning culture and stable environment that programmes create for project teams. This study indicates that a programme’s features and focus strongly determines whether a programme predominantly enhances learning across project teams or learning between project teams and their parent organisation. Originality/value: Although programme management is increasingly used by project-oriented organisations, there are few studies relating to learning in programmes. This study provides new insights into learning across teams through programmes.