THE IMPORTANCE OF IMPLEMENTING GOOD GOVERNANCE PRINCIPLES IN PUBLIC-PRIVATE PARTNERSHIPS IN SERBIA
DOI:
https://doi.org/10.61837/mbuir020124055vKeywords:
good governance, public-private partnerships, sustainable development, policies and practicesAbstract
The interaction and influence of public-private partnership projects (PPPs) on sustainable development in Serbia is largely neglected. Currently, there are no policies in place that even tackle the possibility of including sustainability considerations in any phase of the PPPs implementation.
Implementing good governance principles in PPPs can bring a wide range of benefits for the country. Good governance ensures efficient and timely execution of PPP projects, leading to the development of critical infrastructure such as roads, bridges, energy facilities, and healthcare facilities. This, in turn, contributes to economic growth and improved quality of life for the citizens. Transparent and accountable governance practices are also crucial for making Serbia a more attractive destination for foreign investors.
Successful PPP projects generate employment opportunities, both directly through construction and operation phases and indirectly through associated industries. This contributes to economic growth and helps alleviate unemployment concerns. If well-designed indicators are included in any phase of the PPP cycle (e.g. in the procurement processes, through project specifications and award criteria), it can lead to greater efficiency and sustainability of the infrastructure projects, or provision of public services. On the other hand, by failing to incorporate economic, environmental, and social implications right from the beginning, public authorities can miss a unique opportunity to significantly reduce the whole life cycle costs of the PPPs projects. By developing sustainable development indicators and detecting which specific governance instruments and incentives can be implemented within PPP projects, the sustainability of public infrastructure and services delivered through PPPs in Serbia will be enhanced.
In conclusion, the implementation of good governance principles in PPPs in Serbia not only ensures the successful execution of infrastructure projects but also brings about positive economic, social, and environmental impacts, positioning the country as an attractive destination for investments and collaboration.
References
N. A. K. N. Mahmod, “Good Governance and the Rule of Law,” First International Conference on Law, Business and Government 2013, UBL, Indonesia, 2013, pp. 1–45.
M. Sumlinski et al., “Economic Governance Reforms to Support Inclusive Growth in the Middle East, North Africa, and Central Asia,” Departmental Papers, vol. 2021, no. 1, p. 1.
G. Stoker, B. G. Peters, and J. Pierre, Public Management and Governance. In The Oxford Handbook of Public Management. Oxford University Press, 2015.
Y. Lestari, P. S. Asngari, and S. Suharnomo, “The Effect of Good Governance on the Quality of Public Management Decision Making in Indonesia,” Journal of Public Administration and Governance, vol. 8, no. 3, pp. 123–135, 2018.
B. Jatmiko and H. Y. Lestiawan, “Good Governance Government and the Effect on Local Government Performance (Survey on Gunung Kidul District Government of Indonesia),” IJABER, vol. 14, no. 14, pp. 981–997, 2016.
H. O. Siregar and S. Muslihah, “Implementation of good governance principles in village government context in Bantul Regency, Yogyakarta,” Jurnal Perspektif Pembiayaan dan Pembangunan Daerah, vol. 6, no. 4, pp. 503–514, 2019.
World Bank’s (2012:11) Public-Private Partnerships Reference Guide.
Yescombe, Public-Private Partnerships; Principles of Policy and Finance, 2007, pp. 1-14.
United Nations Economic and Social Commission for Asia and the Pacific Environment and Sustainable Development Division 2007.
Court, J., Hyden, G. and Ken, M. Assessing Governance: Methodological Challenges. Discussion Paper No. 2, United Nations University, World Governance Survey, August 2002.
Bingham, Nabatchi and O’Leary The New Governance: Practices and Processes for Stakeholder and Citizen Participation in the Work of Government, 2005, page 548.
Wohlmuth, The Impact on Developing Countries, 1999, page 7.
Rowe, Michael, Introduction to policing, 2008.
North, D. C. Institutions, Institutional Change and Economic Performance. Cambridge: Cambridge University Press, 1990, page 12.
C. J. Sampson et al., “Transparency in Decision Modelling: What, Why, Who and How?,” Pharmacoeconomics, vol. 37, no. 11, pp. 1355– 1369, Nov. 2019.
T. Vian, “Anti-corruption, transparency and accountability in health: concepts, frameworks, and approaches,” Glob Health Action, vol. 13, no. sup1, p. 1694744, Feb. 2020.
G. J. Brandsma and A. Meijer, “Transparency and the efficiency of multi-actor decision-making processes: an empirical analysis of 244 decisions in the European Union,” International Review of Administrative Sciences, vol. 88, no. 3, pp. 626– 643, Sep. 2022.
H. A. Hijazi, “The Impact of Applying Good Governance Principles on Job Satisfaction among Public Sector Employees in Jordan,” Open Journal of Business and Management, vol. 09, no. 01, pp. 1–31, 2021.
V. Tawiah, “The Effect of IPSAS Adoption on Governance Quality: Evidence from Developing Countries,” Public Organization Review, vol. 23, no. 1, pp. 305–324, 2023.
A. Halachmi and D. Greiling, “TRANSPARENCY, E-GOVERNMENT, AND ACCOUNTABILITY: Some Issues and Considerations,” Public Performance & Management Review, vol. 36, no. 4, pp. 562– 584, 2013.
A. Matheson and H.-S. Kwon, “Public Sector Modernisation: A New Agenda,” OECD Journal on Budgeting, vol. 3, no. 1, pp. 1–21, 2003.
H. Wang et al, “Public–private partnership in Public Administration discipline: a literature review,” Public Management Review, vol. 20, no. 2, pp. 293–316, 2018.
A. Canavesi, E. Minelli, “Servant Leadership and Employee Engagement: A Qualitative Study,” Employee Rights Journal, vol. 34, no. 4, pp. 413– 435, 2022.