PPP, la France aussi :
Thierry BRETON a procédé à l’installation de la mission d’appui sur les partenariats public-privé (27 mai 2005)
François Loos encourage le partenariat public-privé à l’export en cosignant une convention de coopération entre Ubifrance et CGI. (6 avril 2005)
Les partenariats public-privé à l’appui des projets d’infrastructure publics ? - Objectifs et résultats obtenus en Allemagne et en Europe 10 avril 2003 - communiqué de presse de la Banque Européenne d'Investissement
Quelques sites sur le thème des PPP :
The PPP Forum
The PPP Forum was established in 2001 by private sector organisations to promote the benefits of public private partnerships in the UK.
The PPP Forum’s approach is :
to demonstrate the success that PPP is now achieving in delivering completed projects that successfully deliver public services – see Completed projects;
to take part in public debate and present an accurate and business based perspective on PPP and the issues surrounding it – see About PPPs;
to monitor Government and to engage with Government Departments, related organisations and MP’s involved in developing and promoting PPP from the public sector side – see Government.
The Forum is sponsored by 46 organisations which play a leading private sector role within the PPP industry.
PPPP [Public private partnerships Programme]
Public private partnerships (PPPs) are a generic term for the relationships formed between the private sector and public bodies often with the aim of introducing private sector resources and/or expertise in order to help provide and deliver public sector assets and services. The term PPP is used to describe a wide variety of working arrangements from loose, informal and strategic partnerships to design build finance and operate (DBFO) type service contracts and formal joint venture companies.
The Private Finance Initiative (PFI) is a form of PPP but is also, principally, a form of contracting or procurement, the hallmarks of which are:
a long term service contract between a public sector body and a private sector ‘operator’
the provision of capital assets and associated services by the operator
.../...
The unigue expert conference : PUBLIC PRIVATE PARTNERSHIP - PPP 2003
Public and Private Sector - Co-operation at the Treshold of the EU is held by the magazine Stavebni forum
under the auspices of Delegation of the European Commission to the Czech Republic and The Ministry of Finance of the Czech Republic
in co-operation with The Commercial Section of the British Embassy in the Czech Republic
and the Czech-German Chamber of Commerce and Industry
on Tuesday January 28, 2003 in Radisson SAS Alcron Hotel Prague.
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Myths about PPPs
Source : website of Veolia Water North America (2004)
Government agencies and political officials from all spectrums have endorsed the idea of combining the resources of the public and private sectors to manage their community’s water system in public-private partnerships. These partnerships with water companies are enabling local officials to solve their most pressing water challenges. In fact, public-private partnerships are at work in more than 2,000 North American communities.
However, several special interest groups have challenged the public-private partnership concept and have gone so far as to publish numerous articles and news releases with inaccurate information, as well as distribute misinformation based solely on false rumors or myths.
Myth: A private company will own our water.
In a public-private partnership, the public maintains ownership of all assets – and sets rates.
Myth: A private company will set our rates.
Rate-setting authority remains the responsibility of the municipal customer. A partnership is not like a regulated utility in which a private-sector company owns assets and seeks rate increases. A public-private partnership is not privatization.
Myth:
A private company will only drive costs up – so it can make a profit!
There are now more than 2,000 North American communities served by public-private partnerships. In the overwhelming majority, costs decreased by 10 - 40 percent. For instance, Oklahoma City has saved more than $150 million through a partnership. A private-sector company’s fee is based on a contractual agreement that is typically only adjusted upward in conjunction with increases in the Consumer Price Index. The best testament to the stability of costs and the provision of good quality water and service is the fact that only two percent of all partnerships reverted to municipal management in 2002, according to extensive research reported in Public Works Financing.
Myth: Privatization will cost municipal employees their jobs.
In most public-private partnerships, employees are terminated only for cause. Staff reductions are generally acheived by transfers or attrition.
Myth: Environmental compliance will erode.
Private-sector companies are often hired specifically to address a municipality’s past compliance issues.
Myth: Companies pad the bottom line by cutting costs and laying off employees.
Cities give their preferences regarding employees. And companies want to take advantage of employees’ local knowledge.
Myth: When given the opportunity, municipal employees prove the most efficient.
Employee groups cannot provide financial guarantees. They cannot assume liabilities for operations and performance. They cannot finance the significant capital investments required by many projects. Nor do employee groups have the experience that comes from adopting a wide range of technologies and management approaches in numerous conditions and settings.
Myth: Companies only care about profit, so the public should manage public resources.
Private-sector profit does not come at the public’s expense. Typical savings for municipalities range from 10 - 40 percent. Further, partnerships enable more local control and flexibility to meet the community’s needs.
Myth:
The city will be left with a bucket of bolts.
Contracts can easily be written so that assets are maintained and preserved. The municipal customer conducts “check ups” to ensure proper functioning of assets. Finally, the public-sector customer always controls spending to help preserve the life of assets.
Myth:
A new company just won’t understand our system like we do.
Companies specializing in water are the same companies that drive innovation in the water industry’s technology and operations. Municipal employees are readily welcomed into the private-sector “family”, as their local, public experience is blended with private-sector expertise. The majority of Veolia Water employees are former public-sector employees who are local to their individual communities.
What are the benefits of public-private partnerships? The benefits are numerous:
- Clean, quality water and improved customer service
- Tremendous costs savings and rate stability
- Environmental compliance
- Employee opportunities (better pay, improved training, professional growth and development, and opportunities in other markets or industries, depending on an employee’s skill sets and interests)
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