Essential to anyone involved in the planning, design, construction, operation or finance of infrastructure assets, this innovative work puts project delivery, finance, and operation together in a practical new formulation of how both public and private owners can better manage their entire collection of infrastructure facilities. Principles of Public and Private Infrastructure Delivery traces the history of infrastructure development and finance in the United States, and meticulously ties America's historical success in infrastructure to the simultaneous use of Design-Bid- Build, Design-Build, Design-Build-Operate, and Design-Build-Finance-Operate to deliver both public and private infrastructure collections. This historical background provides the basis for a new, integrated strategy for managing infrastructure assets in the 21st century. Principles of Public and Private Infrastructure Delivery provides the logic and practical tools that public and private decision-makers need to make better strategic choices in the application of scarce resources to infrastructure facilities. New tools are presented that permit simple comparisons of different project delivery and finance strategies. Practical approaches are provided that allow owners to quickly compare capital program alternatives for entire collections of infrastructure facilities. Practical legislative strategies for organizing the delivery of public infrastructure are presented and described. Principles of Public and Private Infrastructure Delivery provides a practical framework that owners can apply to implement a competitive infrastructure strategy and a principled framework that private sector firms can use to effectively reposition themselves in this changing market. It puts infrastructure asset management in an entirely new and more productive light, and establishes a new paradigm for steady improvement in the quality and cost performance of public and private infrastructure networks. Audience: This book will be an essential reference tool for infrastructure managers throughout the public and private sectors, including: Public Works Officials; Corporate Officials Responsible for Asset Management; State Legislators and Executive Officials; State Agencies and Regional Authorities Responsible for Transportation, Water Supply and Treatment; City Mayors, Town Managers, and Other Local Officials; Private Infrastructure Developers and Operators; Procurement and Project Counsel; Design-Builders; Constructors; Design Professionals; Management Consultants; Program Managers; and Financial Institutions.

Table of Contents:
1 The American Infrastructure Heritage: A Depreciating Gift.- 2 Three Tools for Managing an Infrastructure Portfolio of Capital Projects and Services.- 3 Two Hundred Years of American Public Private “Partnerships”.- 4 The Fundamental Elements of a Stable Public/Private Infrastructure Strategy.- 5 A Path through the Current Confusion: Re-Establishing an Open Framework for Project Delivery and Finance.- 6 Toward a Portfolio Based Procurement Strategy for Multiple Projects.- 7 America’s Emerging Public/Private Infrastructure Strategy.- Appendix A. Non-Cash Assets Offered by Governments to Promote Private Capital Investment.- Appendix A Summary.- The Lengthy History of Combined Delivery Methods and Indirect Finance Methods in the United States.- The Period from 1780 to 1933.- Incentives to Quick Settlement.- Incentives for New Technology.- Creating or Stabilizing Private Sector Markets.- Reducing the Cost of Projects.- Access to Income Streams That Could Be Capitalized.- Bartering Arrangements.- Pure Project Finance in the Private Sector.- Notes.- Appendix B. Historical Limits on Government’s Role in Infrastructure.- Limited Cash To Fund Track 1 Projects.- The Federal Government’s Relatively Small “Cash” Contribution to Infrastructure Development — 1780 to 1860.- Federal Repudiation of a Direct Cash Role for Infrastructure — 1830.- Constitutional Limits on Federal Investment in Particular Projects.- Government Investment in Infrastructure through Stock Companies.- The Chesapeake & Ohio Canal. Quadrant II..- The Louisville/Portland Canal Company. Quadrant II..- The Dismal Swamp Canal. Quadrant II..- State Repudiation of Stock Investments in Infrastructure Companies — 1840 to 1860.- Water Supply — An Expanding Definition of Infrastructure — 1900 to1933.- Federal Highway Aid, the Growth of Segmented Procurement, and the Evolution of Congressional Programs — 1916 to 1933..- Extraordinary Projects in Track 1 — The Chicago Sanitary and Ship Canal, From Chicago to Lockport, Illinois. Quadrant I.- Notes.- Appendix C. Super-Fund: Super-Mistake.- Enactment.- The Superfund Legislation.- The Statutory Procurement Scheme.- The Procurement Strategy Underlying CERCLA in Quadrant III.- Implementation of the Statute.- One Site at a Time, Locally.- The Industri-Plex Superfund Site in Woburn.- The Conservation Chemical Company Superfund Site.- Transaction Costs on Other Sites.- One National Company’s Experience As A PRP On Numerous Large, Multi-Party, Complex Sites.- Results.- Perverse New Paradigms for PRPs.- Paralysis In Local EPA Decision-Making.- No Effective Incentives For Cost Efficiency.- Transaction Costs Create Orphans and Increased Liability For Solvent PRPs.- Complex, Multi-Party Litigation Is Simply A Better Alternative.- Notes.- Appendix D. The Dual Track Strategy in Operation.- Congressional Enactments From 1775 to 1860.- Quadrant I.- Quadrant II.- Quadrant IV.- Congressional Enactments From 1860 to 1933.- Quadrant I.- Quadrant II.- Quadrant IV.- Appendix E The 2000 ABA Model Procurement Code.- Excerpts.