Public–private partnerships have been widely identified as key drivers of innovation in large public infrastructure projects such as hospitals, courthouses, bridges, highways, and transit lines. Yet to date, there is little empirical evidence documenting how much or what types of innovation are realized through the public–private partnership procurement process. Based on an examination of public–private partnership project delivery in Ontario, Canada over the past decade, this study shows that the innovations realized through the public–private partnership process tend to be a series of design, construction method, and material selection choices primarily aimed at lowering project cost and risk. Conversely, more revolutionary innovations in terms of iconic architecture or substantial rethinking of the approach to public service delivery are not typically achieved through the public–private partnership process. The paper concludes by reflecting on the meaning of innovation in the infrastructure sector, and...
The government wants an infrastructure-based public service to be provided. First, the infrastructure has to be built; subsequently, it has to be operated. Should the government bundle the building and operating tasks in a public-private partnership? Or should it choose traditional procurement, i.e. delegate the tasks to different firms? Each task entails unobservable investments to come up with innovations. It turns out that depending on the nature of the innovations, bundling may either stimulate or discourage investments. Moreover, we find that if renegotiation cannot be prevented, public-private partnerships may lead the government to deliberately opt for technologically inferior projects.
Renal transplantation is an ever-increasing procedure. Baseline DTPA renography is routinely performed in these patients in many centers to assess transplant perfusion and function. This report describes 2 cases of unusual appearance at renography resulting from the native polycystic kidneys.