Upload
dayna-phillips
View
218
Download
0
Embed Size (px)
Citation preview
DEMOCRACY AND PRIVATE PROPERTY: DEMOCRACY AND PRIVATE PROPERTY:
GOVERNANCE OF A THREE PARTY GOVERNANCE OF A THREE PARTY
PUBLIC PRIVATE PARTNERSHIPPUBLIC PRIVATE PARTNERSHIP
KRISTIANSTADUNIVERSITY COLLEGE
Sven-Olof Collin & Elin SmithSven-Olof Collin & Elin Smith
PPP with three partners
Recipe for success?
• A network of joint action
• No goal congruence
• Ideological similarities
Method
Inductive analysis of three MAPs
The city riding school The town riding school
The country riding school
All including a private riding school, a non-profit association, and a municipality
Case 1 - the City riding school
Establish
ed close to
the capita
l
Finances a recreation leader
No active governance
Closely managed by the family, innovative
Owns 50 horses, rent the establishment
Well organised, high quality on riding lessons
Good communication with the municipality, but no intense relationship
Planning an enlargement
800 members
Offers funs and different horse-related activities
A place to hang out at
Establish
ed outside a m
iddle-
sized to
wn
Supportive when the association has had financial problems
Approved to and partly financed today’s establishment
Finances a recreation leader
Owns 50 horses
Rent the stables and arenas from the association
A strict contract with the association, she offers the service of riding, nothing else
Founded in 1919, changed location five times
Many discussions with the municipality
Known for arranging larger competitions
Overall governor and has managed to include a set of different private firms on an attractive establishment
Owns the establishments
Case 2 - the Town riding school
Establish
ed on the country
side
outside th
e capita
l of S
weden
A good co-operation between the municipality and the owner of the riding school
Recently financed a riding-track, the municipality financed it – the man build it
400 members
Arranges competitions and other activities for the members. The owner has a lot of insight in their activities
Owned by a devoted family, especially the man
During 30 years rented the establishment including stables and arena, private house, garages from the municipality
Flexible in the offered riding activities
Not only riding school, also a machinery park with repair shop, biggest customer is the municipality
Case 3 - the Country riding school
Analysis
Important factors for the variety of the MAPs:
• The relationship between the three partners
• The entrepreneurial capacity of the riding school manager
• The market conditions
Conclusions
> Private entrepreneur adapt to market conditions
> Municipality have adaptive governance strategy, mainly due to market conditions
> Entrepreneurial capacity influenced by governance strategy and market conditions
> Separating business operation from association to entrepreneur increases democratic fostering
Adaptive strategy
> Formalisation (standardised or dynamic)
> Resource distribution
> Distribution of property rights