A platform for research: civil engineering, architecture and urbanism
A platform for research: civil engineering, architecture and urbanism
Problem: Information is often suppressed when public infrastructure is planned by design-build-finance-operate (DFBO) public/private partnerships, an increasingly popular strategy for procuring transportation facilities, hospitals, and schools.
Purpose: I aim to identify strategies to increase transparency and accountability in large infrastructure projects delivered through public/private partnerships.
Methods: I studied the case of an award winning public/private partnership to plan a rapid rail line in Vancouver by comparing confidential documents released after project approval to the information available while planning was underway.
Results and conclusions: I find that although this project followed many best practices for achieving accountable and transparent public/private partnerships, in some instances it kept unfavorable study results from public view, limiting the potential for meaningful public involvement in the planning process. Takeaway for practice: I identify the following strategies to increase transparency and accountability in large infrastructure projects, including those delivered through private-public partnerships: (1) using a clear and narrow standard for what information should be kept confidential; (2) ensuring that public officials with responsibility for project decisions and their staffs have full access to all project information, including that not made public; (3) appointing a watchdog to see that these standards are upheld; and (4) implementing a decision process that allows public input and places the burden for proving that information should remain confidential on the entity making the request.
Problem: Information is often suppressed when public infrastructure is planned by design-build-finance-operate (DFBO) public/private partnerships, an increasingly popular strategy for procuring transportation facilities, hospitals, and schools.
Purpose: I aim to identify strategies to increase transparency and accountability in large infrastructure projects delivered through public/private partnerships.
Methods: I studied the case of an award winning public/private partnership to plan a rapid rail line in Vancouver by comparing confidential documents released after project approval to the information available while planning was underway.
Results and conclusions: I find that although this project followed many best practices for achieving accountable and transparent public/private partnerships, in some instances it kept unfavorable study results from public view, limiting the potential for meaningful public involvement in the planning process. Takeaway for practice: I identify the following strategies to increase transparency and accountability in large infrastructure projects, including those delivered through private-public partnerships: (1) using a clear and narrow standard for what information should be kept confidential; (2) ensuring that public officials with responsibility for project decisions and their staffs have full access to all project information, including that not made public; (3) appointing a watchdog to see that these standards are upheld; and (4) implementing a decision process that allows public input and places the burden for proving that information should remain confidential on the entity making the request.
What's the Secret?
Siemiatycki, Matti (author)
Journal of the American Planning Association ; 73 ; 388-403
2007-12-31
16 pages
Article (Journal)
Electronic Resource
Unknown
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