| Public projects are the important tool and the final carrier for government to provide public services and achieve policy objectives, however, from the practice effect of the past few decades, there are still problems existing in project selection, project hosting,implementation effect and efficiency, low satisfaction and so on. The development of the new public management movement solves these problems efficiently, but more problems also gradually emerging. The lack of rational value and the pursuit of technical rationality in the theory of new public management cause serious practical problems. From the view of China’s public projects, their operation logic is also showing signs of new public management movement. They attach great importance to efficiency, input and economic project but look down to effect, output and projects involving people’s livelihood, while, it is also unfair to let the new public management to be responsible for the failure of public projects. So the core problems of this paper are to explain the failure of public projects using valid theory and search for the frame of measuring the failure of public projects.This paper is mainly divided into three parts. First of all, based on the analysis and review of Available literature, this paper tries to explain the failure of public projects using PV-GPG. In the second place, this paper classifies public projects based on the three key links of output of performance and explores the root and occurrence mechanism. Finally, this paper puts forward the measuring frame of performance loss of public projects on the basis of above research and the performance management experience from the World Bank project. This paper includes the classification and attribution of failure, performance output, and performance measurement of public projects from the view of content. From the view of method, this paper employs the theoretical researches like literature research, normative research and empirical researches like case research and interview research.In this paper, the conclusions of the study are as follows: first, the essence of the public project failure is the performance loss from the issues resulting from one or some links of social value construct, organization and management and co-leadership.Based on the part of public projects failure, this paper classifies failing public projects into three types: “face job” project, jerry-built project and NIMBY project; second,the lack of social value construct will bring about “face job” project. This means these projects are bearing false content. The lack of social value construct is due to that the public project decision makers are unwilling to pay high cost and the designed system doesn’t encourage the officials efficiently; third, inappropriate organization and management will result in jerry-built project. Its core feature is the unfulfilment of construction indicator and mainly shows up as lack of strategic planning and the top design, administrative intervention and enterprise conspiracy, the target displacement and the role change, regulation become a mere formality. The failure of these projects roots in too much power of government and lack of effective checks and balance; fourth, collaborative leadership system failure will lead to NIMBY project, its performance is high-intensitive relationship conflict and antagonism result in the stagnation of the project. Collaborative leadership system needs to deal with the relationship between public interest and the public rights and also pay attention to information disclosure, citizen participation and legal compensation; firth, this paper puts forward the measurement frame of public projects performance loss. This frame includes the measurement of deviation and deviation value. Deviation can measure the degree of public projects deviate from citizen needs. Deviation can measure the efficiency and effectiveness of public projects. They two are beneficial trial to measure performance loss of public projects. |
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