Exploring the Success of Social Infrastructure Public Private Partnerships: The Complex Case of Bridgepoint Active Healthcare in Ontario, Canada. (July 2020)

• Record Type: Journal Article
• Authors: Hussain, Sherena; McKellar, James
• Other Names: Martin Lawrence L. guest-editor.
• Is Part Of: Public works management & policy. Volume 25:Number 3(2020)
• Page Start: 259
• Page End: 280
• Publication Date: 2020-07
• Subjects: infrastructure -- public–private partnerships -- public management -- hospital -- governance; Public works -- United States -- Management -- Periodicals; Public works -- Finance -- Law and legislation -- United States -- Periodicals; 363
• DOI: 10.1177/1087724X19899406
• Languages: English
• ISSNs: 1087-724X

Abstract

Notwithstanding the deployment of tools to standardize delivery processes, public–private partnerships (PPPs) have encountered significantly different experiences across a broad spectrum of applications during their long-term contractual phase—including those in Ontario Canada, one of the world's most active PPP markets. This article conducts an in-depth case study of the PPP for the new Bridgepoint Active Health care Hospital, an award-winning 464-bed hospital and administration facility delivered using a design–build–finance–maintenance PPP. This article reveals the role of personalities, relationships, and strong leadership in bringing a successful project to fruition in the face of complex, intersecting challenges. In this context, the PPP is only one variable in explaining the overall success of this complex and highly visible social infrastructure project.