Despite the widespread attention for the private financing of infrastructure projects, actual empirical work on financing public-private partnerships remains limited. Especially the topics of return on equity and lenders’ cash flow control in relation to uncertainty are under-researched. The aim of this paper is to investigate and discuss the mechanisms applied by private financiers of infrastructure projects to protect their returns on investment. Using semi-structured interviews, the qualitative viewpoints of infrastructure financiers and their consultants on infrastructure investment are examined. The findings identify nine control mechanisms that financiers apply, including a range of asset and risk diversification portfolio strategies for their infrastructure investments, and reveal that they depend on governance mechanisms relating to the project environment, relations, knowledge and expertise. Hence, this study provides a better understanding of the actions and mechanisms applied to protect a return on infrastructure investments that leverage partnering strategies between public authorities and private investors in public infrastructure projects. This contributes to the debate on project financing under uncertainty and its implications for project governance in public private partnerships.

@en

This research concerns dealing with uncertainty in infrastructure Public-Private Partnership (PPP) projects. PPPs comprise a network of actors or organizations in mutual relationships regulated by contracts. These contracts arrange a division of tasks and responsibilities between contracting parties, and they allocate risks and uncertainties. Where risk is a calculable event concerning probability and consequence, uncertainty is the unclear future state in which there is no possibility of placing a numerical probability or calculating the possible effect on an impactful event occurring. Uncertainties are inevitable in infrastructure PPPs because of the dynamic environment in which PPPs usually are implemented and the complex structure of their arrangements. Moreover, the long-term nature of the contracts increases exposure to uncertainty over the life-cycle of the project...@en

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.@en

Due to the extensive duration and the dynamic environment of construction projects, changes in contract conditions are inevitable during its implementation. Therefore, it is important that changes are actively managed during the project life cycle. However, contracts do not always offer effective ways within the standardised change procedures to cope with change events. We argue that changes do not have to be managed solely through the contract, but can also be managed by applying alternative kinds of dealing mechanisms. This paper presents the results of an in-depth study through ethnographic and action research into the modus operandi with regard to (unexpected) changes in the realization phase of a large scale PPP (Public Private Partnership) infrastructure project. This study reflects real life practice of change management and presents the way(s) various dealing mechanisms, such as contract rules, relations, organisational structure, knowledge, and competences are interactively employed in the actual management of changes. The study aims to serve as a foundation for researchers and practitioners in offering effective measures to set up, manage and improve the practice of change management in public contracting.@en

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.

@en

PPPs (Public Private Partnerships) are a range of possible relationships between public and private parties. They are realized mostly in contexts of great uncertainty. A challenge in PPPs such as DBFM (O) (Design, Build, Finance, Maintain, Operate) contracts or projects is how to keep the contract progression efficient when there is a high degree of uncertainty. The purpose of this paper is to discuss the potential of changes and requirement of flexibility in a DBFM contract through a case study and to present recommendations for future DBFM contracts. An extensive literature review on the subject of changes and flexibility is provided. Furthermore, this paper describes the results (analysis) of 32 interviews conducted in relation to the case study, the Blankenburgverbinding project. The main findings show that change recognition and flexibility perspectives in pre-contract phase provides the client and stakeholders a better understanding of the challenges facing the organization in realizing its aims and delivering a DBFM project in its complex environment.@en