Ten factors that can help drive success in public-private partnership
Insight
Public-private partnerships and their large scale and often complex projects can work effectively by focusing on behaviours, vision, leadership and other key essentials, writes Clare Reddy for Placemaking Resource.
Delivering 1.5 million homes within 5 years is a challenging target; after all, the last time we delivered 300,000 new homes in a year was in 1969 – 1970. Achieving that target without public-private partnerships, while looking behind the sofa cushions for loose change to spend on defence, seems impossible.
In the UK we have long relied upon public-private partnerships for realising large and complex projects. We all know of successful schemes: in spite of the doomsayers, the Olympic venues were delivered on time and Kings Cross is upheld as an exemplar of placemaking. Commonly cited reasons for their success include strong leadership, clear vision and effective risk management.
However, whether as an abstract concept or in relation to a specific project, too often both public and private sector partners feel they are getting a bad deal and projects are delivered late or at a significantly increased cost. How do we create successful public-private partnerships and avoid these pitfalls?
Read more on Placemaking Resource.
This publication is a general summary of the law. It should not replace legal advice tailored to your specific circumstances.
© Farrer & Co LLP, March 2025
Placemaking and legacy developments
As the Government strives to meet its ambitious housing targets and spur economic growth, placemaking and legacy developments are facilitating the delivery of much needed, high-quality housing and mixed use and commercial developments.
