Critical success factors of the BOOT procurement system: reflections from the Stadium Australia case study

Abstract

Recent trends in the provision of infrastructure development indicate that the private sector is playing an increasingly important role in the procurement process. This trend has partly arisen out of a necessity for the development of infrastructure to be undertaken at a rate that maintains and allows growth. This has become a major challenge for many countries where it is evident that these provisions cannot be met by government alone. The emergence of Build‐Own‐Operate‐Transfer (BOOT) schemes as a response to this challenge provides a means for developing the infrastructure of a country without directly impacting upon the government's budgetary constraints. The concepts of BOOT are without doubt extremely complex arrangements, which bring to the construction sector risks not experienced previously. This paper examines perceptions of BOOT schemes in order to develop a framework of critical success factors. The developed framework is then tested against a case study of Stadium Australia, and the outcomes of the comparison are discussed.

Performance Risks Allocation in Bot Infrastructure in Nigeria: A Case Study of Lagos Infrastructure Project

“…It is assumed that allocation to the concessionaire would give it free hand to appoint its subcontractors and reduces bureaucratic bottleneck. This is in sync with Jefferies et al (2002) report that 'approval process efficiency' (relationship and contractual arrangement) was one of the Critical Success Factors (CSFs) for Stadium Australia procured using Build-Own-OperateTransfer (BOOT) concession model. …”

“…Case study especially in construction field yields deep in profile and narrow in spread results (Fellows and Liu, 1997). Some studies (Kreydieh 1996, Arndt 1999, Wang et al 2000, Jefferies et al 2002 and Kabir 2009) on BOT employed case study using one project. Aggregating the research design of these listed necessitated the researchers' choice of case study for this research.…”

“…It was further deduced that availability of resources for risk control was the highest consideration for risk allocation. This is in tandem with risk management principle that risk should be allocated to the party that is most suitable to mitigate it (Arndt, 1999;Akintoye et al, 1999;PMI, 2000;Jefferies et al, 2002;Demirag et al, 2011;Jin and Doloi, 2007;& IISD, 2015). This implies twelve out of twenty two (55%) of risks were allocated based on this criterion.…”

A comparative study of critical success factors for public private partnerships (PPP) between Mainland China and the Hong Kong Special Administrative Region

“…This suggests that private companies should explore other participants' strengths and weaknesses and, where appropriate, join together to form consortia capable of synergizing and exploiting their individual strengths. Good relationship among partners is also critical because they all bear relevant risks and benefits from the cooperation (Abdul-Rashid et al 2006;Birnie 1999;Corbett and Smith 2006;Jefferies et al 2002;Kanter 1999;Tam et al 1994;Tiong 1996;Zhang 2005 The strength of the private consortium will also be affected by its relationship with the public sector. Love et al (2000) mentioned that two fundamental attributes for procuring successful infrastructure projects are commitment and mutual trust, which need to come from both the public and private sectors.…”

An Overview of Critical Success Factors of Public Private Partnership in the Delivery of Urban Infrastructure and Services

“…The degree of private sector involvement increases along the continuum; and vice-versa. (Qiao et al 2001;Jefferies et al 2002;Li et al 2005;Hardcastle et al 2005;Jamali 2004b;Wang et al 2007;Babatunde et al 2012;Hwang et al 2013;Ismail 2013) The conceptual framework (Fig 3) for the classification of PPP research highlights the significance of the Critical Success Factors (CSFs) towards improving PPP for effective service delivery. Research literature suggests that although the appeal for PPP all over the world is growing, systematic examination of the success and failure factors is limited (Jamali 2004b;Alinaitwe & Ayesiga 2013).…”