Naylor, LorendaGibson, EdCallahan, JohnHelwig, Bob2022-03-082022-03-082021-12UB_2021_Helwig_Bhttp://hdl.handle.net/11603/24362D.P.A. -- University of Baltimore, 2021Dissertation submitted to the College of Public Affairs of the University of Baltimore in partial fulfillment of the requirements for the degree of Doctor in Public AdministrationThis case study examines the public value created by the Military Housing Privatization Initiative (MHPI) of 1996. It applies Moore’s (2005) theoretical proposition that public managers should create public value to one example of social infrastructure privatization, military family housing. Under the MHPI, the United States Department of Defense conveyed its domestic inventory of largely inadequate family housing to private entities in order to accelerate revitalization of the housing and to reduce the long-term costs of operations and management. This study examines whether the program’s public purpose, public-private governance, and public value measurement were appropriately aligned and whether any misalignment of those program elements caused problems, which in turn reduced public value creation. The key findings are identified and an analytical framework in which to evaluate public and private co-production of infrastructure is provided.170 leavesapplication/pdfen-USThis item may be protected under Title 17 of the U.S. Copyright Law. It is made available by the University of Baltimore for non-commercial research and educational purposes.Public-Private PartnershipsPrivatizationPublic ValueGovernanceInfrastructureHousingText