Success factors: public works and public‐private partnerships

Abstract

Purpose -The purpose of this research is to analyze and compares principal factors that contribute to successful public-private partnerships and public works projects. Design/methodology/approach -This study uses a qualitative analysis with in-depth interviews and observation. Interviews are conducted with key individuals of two projects. Success factors are derived from literature review and modified through in-depth interviews and comparative analysis. Findings -Ten success factors are presented and analyzed: specific plan/vision, commitment, open communication and trust, willingness to compromise/collaborate, respect, community outreach, political support, expert advice and review, risk awareness, and clear roles and responsibilities. High degrees of commitment and shared vision between the client, architect, and contractor are shown to be important aspects for construction success as well as pairing factors of open communication and trust with high levels of compromise or collaboration.Research limitations/implications -The major limitation of this research is that it is confined to two case studies. Thus, the generalizability can be utilized for future reference. Further research might review various types of partnerships, such as design-build relationships, construction manager at risk, or team-building partnering for projects that may be blocked from the public sector, or public works development.Originality/value -This study proposes two matrix frameworks to explore a more complete review of relationships of paired success factors. The frameworks view the interplay of how different combined levels or degrees of corresponding factors such as commitment and shared vision can help make a project more effective. These matrices create unique views of comparative factors developed as part of this research paper, which could be further investigated in future research.

Examining the Interrelationship among Critical Success Factors of Public Private Partnership Infrastructure Projects

“…It confirms Liu and Wilkinson's finding that a well-organized public agency, government support and the commitment and responsibility of the public sector are the critical factors for PPP success [8]. The results of Li et al, Jacobson and Choi, as well as Aziz provided some similar evidence for the importance of the willingness to collaborate, the availability of implementation units and the standardization of procedures in the process of PPP implementation [12,46,50]. Moreover, Meng et al also suggested that the proper supervision from the government contributed to ensuring the quality of public services, protecting public interests and improving social stability [47].…”

“…Jefferies developed a CSF framework and also identified 23 factors from relevant literature and a case study on the Sydney SuperDome project [45]. According to the interviewees' comments on the importance level of PPP success factors, Jacobson and Choi identified 10 high-level factors: unifying specific vision, commitment, open communication and trust, willingness to compromise/collaborate, respect, community outreach, political support, expert advice and review, risk awareness and clear roles and responsibilities [46]. Considering the views from Chinese experts, Chan et al applied the factor analysis technique to identify 18 CSFs, and then, these CSFs were divided into five groups: stable macroeconomic environment, shared responsibility between public and private sectors, transparent and efficient procurement process, stable political and social environment and judicious government control [29].…”

Factors determining the success of public private partnership projects in Nigeria

“…Two factors that were identified as key factors for the delivery of PPP projects by the public sector were the alignment with government's strategic objectives (Ng, Wong and Wong, 2012;and Tang et al, 2013) and strong political support (Wibowo and Alfen, 2014;and Ameyan and Chan, 2015). However, the commitment and responsibility of public/private sectors (Li et al, 2005;Cartlidge, 2006;Jacobson and Choi, 2008;Cheung 2009;Chou et al, 2012;Ismail, 2013;and Ameyan and Chan, 2015), true partnership (Cartlidge, 2006;Jacobson and Choi, 2008), and open communication (Cartlidge, 2006;Jacobson and Choi, 2008) are the factors that are common to both public and private sectors' participants in the projects' implementation. Jefferies, Gameson and Rowlinson (2002) identified three key factors for Australia; solid consortium with a wealth of expertise, considerable experience, high profile and a good reputation; an efficient approval process that assists the stakeholders in a very tight timeframe; and innovation in the financing methods of the consortium.…”

“…However, this is a concept being adopted in the construction industry (Sanvido et al, 1992;Chua, Cog and Loh, 1999). The concept of critical success factors has been investigated by many authors on PPP projects (Jefferies, Gameson and Rowlinson, 2002;Li et al, 2005;Cartligde, 2006;Jacobson and Choi, 2008;Cheung, 2009;Agrawal, 2010;Minnie, 2011;Chou et al, 2012;Ng, Wong and Wong, 2012;Cheung, Chan and Kajewski, 2012;Tang et al, 2013;Ismail, 2013;Wibowo and Alfen, 2014;and Ameyan and Chan, 2015). A comprehensive literature review was conducted to identify CSFs of PPP in the construction industry.…”

A Framework for the Evaluation of the Feasibility of Public – Private Partnership in Local Government in Serbia

“…Following this argumentation, the authors developed a set of inquiries to explore the main reasons and rationale for the implementation of PPPs among Serbian local governments. Jacobson and Ok Choi (2008) identified ten success factors that are presented and analyzed: specific plan/vision, commitment, open communication and trust, willingness to compromise/collaborate, respect, community outreach, political support, expert advice and review, risk awareness, and clear roles and responsibilities. However, the main reason for the implementation of PPPs is the lack of financial resources (Benkovic, Makojevic & Jednak, 2013).…”