Public–private partnerships in China: A case of the Beijing No.4 Metro line
Through a case study on Beijing's No. 4 Metro line, this paper illustrates benefits, costs, opportunities and risks in public–private partnerships (PPP) in China. It describes the process to land a concession agreement; demonstrates the consequences for revenue and costs from using a private entrepreneur; and estimates the benefits to the public sector. By using a PPP model, the public sector may save up to 31% of its initial investment and 9.4% of total expenses during the concession. The private investor may earn a profit, but bears a risk due to absence of the rule of law.
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Volume (Year): 30 (2013)
Issue (Month): C ()
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References listed on IDEAS
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- Erik-Hans Klijn & Geert R. Teisman, 2003. "Institutional and Strategic Barriers to Public-Private Partnership: An Analysis of Dutch Cases," Public Money & Management, Chartered Institute of Public Finance and Accountancy, vol. 23(3), pages 137-146, 07.
- Erik-Hans Klijn & Geert R. Teisman, 2003. "Institutional and Strategic Barriers to Public—Private Partnership: An Analysis of Dutch Cases," Public Money & Management, Taylor & Francis Journals, vol. 23(3), pages 137-146, July.
- Phang, Sock-Yong, 2007. "Urban rail transit PPPs: Survey and risk assessment of recent strategies," Transport Policy, Elsevier, vol. 14(3), pages 214-231, May.
- Etienne B Yehoue & Mona Hammami & Jean-FranÃ§ois Ruhashyankiko, 2006. "Determinants of Public-Private Partnerships in Infrastructure," IMF Working Papers 06/99, International Monetary Fund.
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