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Securing public values in public transport projects: Four Dutch cases on innovation

  • Veeneman, Wijnand
  • Koppenjan, Joop
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    Public transport projects, like its operations, most often have a substantial dependence on public funding. The rationale behind the public contribution is that governments on different levels want to secure certain public values by supporting public transport, e.g., mobility, accessibility, sustainability, social inclusion. These are all public values that public transport, projects and operations are expected to support. Evaluations show that the outcomes of the projects are often different than expected. The goal of the research described here was to understand what happens to the public values during the process of project realisation. Four Dutch projects were researched: ZuidTangent (a bus rapid transit project near Schiphol); ParkShuttle (a people mover near Rotterdam); Phileas (guided bus rapid transit near Eindhoven); and RandstadRail (a light rail conversion near The Hague). All the projects were initiated with innovation as one of the key elements/values. Moving away from the traditional ante-post analysis, we saw patterns in the way in which public values shift during the project. First, the projects under study show how too much focus on innovation can harm the project. Second, we see crowding out of values; high ambitions of key values during the early phases of the project lead to neglect of values which were not key to the project. Third, although more innovation was a key reason to introduce competition in the governance of Dutch public transport, it became apparent that introducing competition has complicated execution of these innovative projects significantly.

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    Article provided by Elsevier in its journal Research in Transportation Economics.

    Volume (Year): 29 (2010)
    Issue (Month): 1 ()
    Pages: 224-230

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    Handle: RePEc:eee:retrec:v:29:y:2010:i:1:p:224-230
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    1. Nicolette van Gestel & Joop Koppenjan & Ilse Schrijver & Arnoud van de Ven & Wijnand Veeneman, 2008. "Managing Public Values in Public-Private Networks: A Comparative Study of Innovative Public Infrastructure Projects," Public Money & Management, Chartered Institute of Public Finance and Accountancy, vol. 28(3), pages 139-145, 06.
    2. Paul H. Jensen & Robin E. Stonecash, 2005. "Incentives and the Efficiency of Public Sector-outsourcing Contracts," Journal of Economic Surveys, Wiley Blackwell, vol. 19(5), pages 767-787, December.
    3. van de Velde, Didier & Veeneman, Wijnand & Lutje Schipholt, Lars, 2008. "Competitive tendering in The Netherlands: Central planning vs. functional specifications," Transportation Research Part A: Policy and Practice, Elsevier, vol. 42(9), pages 1152-1162, November.
    4. Robert D. Dewar & Jane E. Dutton, 1986. "The Adoption of Radical and Incremental Innovations: An Empirical Analysis," Management Science, INFORMS, vol. 32(11), pages 1422-1433, November.
    5. Nicolette van Gestel & Joop Koppenjan & Ilse Schrijver & Arnoud van de Ven & Wijnand Veeneman, 2008. "Managing Public Values in Public-Private Networks: A Comparative Study of Innovative Public Infrastructure Projects," Public Money & Management, Taylor & Francis Journals, vol. 28(3), pages 139-145, June.
    6. Wijnand Veeneman & Willemijn Dicke & Mark De Bruijne, 2009. "From clouds to hailstorms: a policy and administrative science perspective on safeguarding public values in networked infrastructures," International Journal of Public Policy, Inderscience Enterprises Ltd, vol. 4(5), pages 414-434.
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