Build-Operate-Transfer in Infrastructure Projects in the United States

Algarni, Ayed Muhammad; Arditi, David; Polat, Gül

doi:10.1061/(asce)0733-9364(2007)133:10(728)

Cited by 59 publications

(45 citation statements)

References 21 publications

(2 reference statements)

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“…The level of the distribution between the two sectors will affect contractual arrangements and the organization structure of implementing the project under the principle of PPP. According to previous studies [1,4,23,24], there are sixteen contractual arrangements in line with the principle of PPP methods, as shown in Table 1. Build-lease-transfer √ √ √ √ DOT [25] Design-operate-transfer…”

Section: Development Of the Sustainability Performance Based Evaluatimentioning

confidence: 99%

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Improving Sustainability Performance for Public-Private-Partnership (PPP) Projects

et al. 2016

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Improving sustainability performance in developing infrastructure projects is an important strategy for pursuing the mission of sustainable development. In recent years, the business model of public-private-partnership (PPP) is promoted as an effective approach in developing infrastructure projects. It is considered that the distribution of the contribution on project investment between private and public sectors is one of the key variables affecting sustainability performance of PPP-type projects. This paper examines the impacts of the contribution distribution between public and private sectors on project sustainability performance. A model named the sustainability performance-based evaluation model (SPbEM) is developed for assisting the assessment of the level of sustainability performance of PPP projects. The study examines the possibility of achieving better sustainability through proper arrangement of the investment distribution between the two primary sectors in developing PPP-type infrastructure projects.

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Section: Development Of the Sustainability Performance Based Evaluatimentioning

confidence: 99%

“…The role of infrastructure projects is significant in socio-economic development due to their contributions to national competitiveness and social welfare in both developing and developed countries [1][2][3][4]. Traditionally, infrastructure projects are developed by governments using public budgets.…”

Section: Introductionmentioning

confidence: 99%

Improving Sustainability Performance for Public-Private-Partnership (PPP) Projects

et al. 2016

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“…In empirical literature, the role of implementing the BOT system was taken in various places (see for example, Marroitt & Brown, 1991;Llanto, 2008;Chu, 1999;Qiao et al, 2001;Chan et al, 2010;Zhao & Wang, 2010;Askar & Gab-Allah, 2002;Lu et al, 2003;AbuShams & Awamleh, 2004;Wibowo, 2004;Akhirini & Marzuki, 2009;Subprasom & Chen, 2005;Toor & Ogunlana, 2009;Algarni et al, 2007;Cheung & Chan, 2009;Khan et al, 2008;Bakri et al, 2009;Markom & Ali, 2012;Yong & Mustaffa, 2012;Ismail, 2013;Bokharey et al, 2010. Alhumoud et al, 2010Mathew & Ramaswamy, 2010;Kippiliand & Aryasr, 2012;Gupta et al, 2013;Dahir, 2012;Mohammed et al, 2012;Babatunde et al, 2012;Emmanuel, 2014.…”

Section: Introductionmentioning

confidence: 99%

“…They found that participants voiced their high apprehension for sufficient resources, proper communication, mutual understanding of stakeholders on project objectives, and grant of bids to the 'right' designers and contractors. Algarni et al (2007) used a questionnaire survey of large metropolises and state departments of transportation to adjudicate the extent to which they are using BOT is being used in their grand projects and explore the implementation of BOT. They discovered that most of the government agencies surveyed are unable to argue for the application of BOT on account of there being alternative methods of delivery/financing present with considerable success.…”

Section: Introductionmentioning

confidence: 99%

Success Factors for the Implementation of Build Operate Transfer (BOT) Projects in Kuwait

Sharaffudin¹,

AL‐Mutairi²

2015

IJBM

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This study is set out to explore the attitudes of concessionaires and government officials in the implementation of BOT in Kuwait. To achieve this objective, a questionnaire has been distributed to concessionaires and government officials, in which they were requested to state to what extent they agree or disagree with the Critical Success Factors (CSFs) of implementing the BOT projects. The results of analyzing their responses revealed that there is an agreement between both parties toward the significant factor of favorable project management as CSFs of implementing the BOT projects. However, while the concessionaires raise stable political situation and appropriate project identification as priority, government officials give priority to the social responsibility represented by public safety and training local staff. Finally, the failure of BOT projects generates a loss to both parties, public and private sector, while the success requests a rational mission of both parties toward projects as well as government support as one of the CSFs for BOT project.

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“…Public-Private Partnerships (PPP) became one of the most important types of public procurement arrangements and its importance has been growing considerably in the last decades (Kwak et al (2009); Alonso-Conde et al (2007); Algarni et al (2007); Ho and Liu (2002)). PPP is usually defined as a long-term development and service contract between the government and a private partner (Maskin and Tirole (2008)).…”

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confidence: 99%

A Two-Factor Uncertainty Model to Determine the Optimal Contractual Penalty for a Build-Own-Transfer Project

2013

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Public-Private Partnerships (PPP) became one of the most common types of public procurement arrangements and Build-Own-Transfer (BOT) projects, awarded through adequate bidding competitions, have been increasingly promoted by governments. The theoretical model herein proposed is based on a contractual framework where the government grants leeway to the private entity regarding the timing for project implementation. However, the government is aware that delaying the beginning of operations will lead to the emergence of social costs, i.e., the costs that result from the corresponding loss of social welfare. This fact should motivate the government to include a contractual penalty in case the private firm does not implement the project immediately. The government also recognizes that the private entity is more efficient in constructing the project facility. The model's outcome is the optimal value for the legal penalty the government should include in the contract form. A two-factor uncertainty approach is adopted and Adkins and Paxson (2011) quasi-analytical solution is applied since homogeneity of degree one can not be invoked in all of the model's boundary conditions. Sensitivity analysis reveals that variations in the correlation coefficients have a strong impact on the optimal contractual penalty and also that there is a level for the comparative efficiency factor above which there is no need to impose a contractual penalty, for a given level of social costs. Finally, the effects of including a non-optimal penalty value in the contract form, which derives from overestimating or underestimating the selected bidder's real comparative efficiency are examined, using a numerical example. Results demonstrate that overestimating (underestimating) the selected bidder's real comparative efficiency leads to the inclusion of a below-optimal (above-optimal) value for the legal penalty in the contract and produces effects that the government would prefer to prevent. JEL Classification Codes: G31; D81.

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Build-Operate-Transfer in Infrastructure Projects in the United States

Cited by 59 publications

References 21 publications

Improving Sustainability Performance for Public-Private-Partnership (PPP) Projects

Improving Sustainability Performance for Public-Private-Partnership (PPP) Projects

Success Factors for the Implementation of Build Operate Transfer (BOT) Projects in Kuwait

A Two-Factor Uncertainty Model to Determine the Optimal Contractual Penalty for a Build-Own-Transfer Project

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