Risk and Resilience
Optimal Risk Allocation Is Not Maximum Risk Transfer
Why PPP value depends on allocating each risk to the party best able to manage it rather than transferring as much risk as possible to the private sector.
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6 articles found
Project Delivery
Output Specifications Trade Control for Innovation
Why PPP output specifications create space for innovation only when service outcomes, measures and accountability remain clear over the contract life.
Portfolio Leadership
Private Finance Does Not Create Public Affordability
Why governments must separate the decision to invest in infrastructure from the later choice of PPP financing and procurement structure for delivery.
Leadership and Decision-Making
The Public Sector Comparator Is a Model, Not a Verdict
Why Public Sector Comparator analysis should inform PPP decisions without disguising assumptions, discount rates, risk valuations and qualitative uncertainty.
Leadership and Decision-Making
Public Accountability Cannot Be Outsourced
Why government can contract infrastructure and services to private partners while retaining responsibility for public outcomes and essential obligations.
Business Models and Growth
PPP Is a Business Model Decision, Not Just a Construction Contract
Why public-private partnerships combine financing, asset delivery, lifecycle service and long-term performance into a broader enterprise and policy decision.
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