A Case Study of Metronet PPP in the UK: Implications for India

31 Pages Posted: 22 Aug 2015 Last revised: 8 Oct 2015

See all articles by Shahana Sheikh

Shahana Sheikh

Centre for Policy Research, New Delhi

Mukul G. Asher

National University of Singapore - Lee Kuan Yew School of Public Policy

V. Ramakrishnan

Organisation Development Pte Ltd. (ODPL); National University of Singapore (NUS) - Lee Kuan Yew School of Public Policy

Date Written: August 21, 2015

Abstract

This paper analyses the challenges faced by the policy makers in the U.K. in designing, managing, and winding up of a Metronet Public-Private-Partnership (Project), with a value of nearly GBP 16 billion. The PPP project, initiated in 2003, was envisaged to be a 30 year project, but by 2008 the project was wound up and reverted to the public authorities. The paper examines the reasons for this outcome, and the performance of the London underground since the wounding up of PPP in 2008. The paper is an instructive case study for India, a middle income which plans to use the PPP method extensively in meeting its infrastructure and social sector challenges. Among the key implications arising from the Metronet PPP case study for India are the government’s willingness and ability to rethink major decisions, and even reverse them; flexibility in re-skilling its government agencies to fulfil mission objectives; and demonstrated intent and accountability to meet citizen’s emerging and aspirational needs. Intangible aspects involving social and political norms of the stakeholders were found to play an important role in the outcome of the Metronet PPP project.

Keywords: Public-Private-partnership (PPP), Metronet, U. K., Project Management, Risk Management, India

JEL Classification: H49, H54, H81, H83

Suggested Citation

Sheikh, Shahana and Asher, Mukul G. and Ramakrishnan, V., A Case Study of Metronet PPP in the UK: Implications for India (August 21, 2015). Lee Kuan Yew School of Public Policy Research Paper No. 15-26, Available at SSRN: https://ssrn.com/abstract=2648788 or http://dx.doi.org/10.2139/ssrn.2648788

Shahana Sheikh

Centre for Policy Research, New Delhi ( email )

Dharma Marg
Chanakyapuri
New Delhi, 110022
India

Mukul G. Asher (Contact Author)

National University of Singapore - Lee Kuan Yew School of Public Policy ( email )

Singapore 117591
Singapore
(65) 6778 1020 (Fax)

V. Ramakrishnan

Organisation Development Pte Ltd. (ODPL) ( email )

371, Holland Road, #05-05
The Serenade @ Holland
Singapore, 278698
Singapore

National University of Singapore (NUS) - Lee Kuan Yew School of Public Policy ( email )

Singapore 117591
Singapore

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