TY - JOUR
T1 - Governance forms in urban public-private partnerships
AU - Ysa, Tamyko
N1 - Funding Information:
The legal nature of a TCM is a key indicator of its maturity and the stage of public-private collaboration it has reached. As mentioned earlier, most TCMs started out as ad hoc PPPs lacking a legal framework and dependent on the entity through which they operated (mainly town councils). However, specific TCMs managed to get funding from the business sector. This led to local government yielding control in some areas, allowing TCMs to become companies limited by guarantee. These companies had signed a five-year operating contract with local government, specifying objectives and action standards. Additionally, local government had to approve their annual business plan before contributing resources and was represented on TCM governing boards, usually through municipal representatives.
PY - 2007
Y1 - 2007
N2 - The article starts a conversation in the literature about the governance structures of certain kinds of collaboratives in public management: public-private partnerships. The findings come from the study of implemented partnerships for regeneration and management of city centres in the U.S. (Business Improvement Districts) and U.K. (Town Centre Management), and the introduction of urban regime theory. A three-ideal typology is built up, concerning the roles played by structures/design of the partnership, legal frameworks, incentives, evolution, competition, governance structures, and the ways all of these evolve. The conclusion is that public-private partnerships are constantly evolving and may assume "variable geometries" in response to the form of governance dominating their internal arrangements. Partnerships may be of various kinds: symbolic partnerships, in which hierarchical governance predominates; instrumental partnerships, which obey market rules; organic partnerships, where the predominant form of governance is network-based. The kind of PPP employed affects how the relationship between public and private organisations is managed.
AB - The article starts a conversation in the literature about the governance structures of certain kinds of collaboratives in public management: public-private partnerships. The findings come from the study of implemented partnerships for regeneration and management of city centres in the U.S. (Business Improvement Districts) and U.K. (Town Centre Management), and the introduction of urban regime theory. A three-ideal typology is built up, concerning the roles played by structures/design of the partnership, legal frameworks, incentives, evolution, competition, governance structures, and the ways all of these evolve. The conclusion is that public-private partnerships are constantly evolving and may assume "variable geometries" in response to the form of governance dominating their internal arrangements. Partnerships may be of various kinds: symbolic partnerships, in which hierarchical governance predominates; instrumental partnerships, which obey market rules; organic partnerships, where the predominant form of governance is network-based. The kind of PPP employed affects how the relationship between public and private organisations is managed.
UR - http://www.scopus.com/inward/record.url?scp=50149118224&partnerID=8YFLogxK
U2 - 10.1080/10967490601185724
DO - 10.1080/10967490601185724
M3 - Article
AN - SCOPUS:50149118224
SN - 1096-7494
VL - 10
SP - 35
EP - 57
JO - International Public Management Journal
JF - International Public Management Journal
IS - 1
ER -
