In certain countries in Latin America, Africa, Asia and Eastern Europe, the global movement towards privatisation of public functions also gained momentum during the 1980s. In these countries, foreign investments are especially important in the more global context of developing a viable and prosperous private sector. Relying on partnerships and other modes of collaboration is therefore appealing, especially for the development of public infrastructures involving transportation, communications and the energy sector.

A case in point is that of Chile which, after privatising its telecommunications sector and most of its energy sector, recently launched a vast concession program to step up development of its road network and airports. The government assumes part of the risks associated with a project and guarantees a minimum amount of revenues. Mexico has teamed up with the private sector to build toll bridges and highways, while assuming some of the financial risks associated with the anticipated costs and benefits.

An important catalyst for the development of collaboration models for public service delivery is the presence of international organisations like the UN, the World Bank or the OECD that offer vast programs designed to support economic development, many of which promote collaboration. The UNIDO⁹ SPX program (Subcontracting & Partnership Exchanges) which encourages subcontracting and industrial partnerships is an interesting example. Designed to support the creation and operation of an exchange centre for the benefit of organisations and businesses, the program was established as a means of providing not only a meeting place but also partner-assistance tools regulating supply and demand. More than 30 countries are registered and benefit from this service.

For most of these countries, these efforts to provide adequate public services must be accompanied not only by the proper economic and industrial policies but also by labour development programs, focusing especially on public sector employees. For the industrialised countries as a whole, new models of collaboration for public service delivery have proven successful. Innovative spirit on the part of the major players, public administrators, private-sector administrators and citizen-clients, will likely broaden the use of these collaboration models for public service delivery.