No description available.

No description available.

An organisation's accumulation of knowledge has been identified as a key factor in its progress and survival. This is particularly the case for a business that involves service delivery and is very pertinent to the construction industry. The key to success in managing organisational knowledge is recognising the importance of managing (and maintaining) the knowledge of the staff in the face of staff retention challenges. Knowledge retention is integral to ensuring that the experience and tacit knowledge acquired by the staff during their service will not be lost when the staff leave the organisation. The concept of Knowledge Management (KM) is seen as the solution through the inculcation of knowledge sharing via various tools and techniques in managing the knowledge within parties in construction. The aim of this research is to identify where and how KM initiatives being used within PFI-FM healthcare projects as a result of the unique character of the associated PFI contracts and a wide range of FM services. The complexities involved in managing and delivering services at the operational stage of PFI projects and the vast amount of tasks and services stipulated in the FM context, particularly regarding the planning, types of services, time, place, tools and resources needed, make it a suitable area for KM adoption. This research, which involved exploratory studies, literature reviews, analyses of three case studies involving PFI-FM healthcare projects and structured interviews with the Facilities Managers, has managed to discover the adoption of KM tools in managing FM healthcare services among Facilities Managers in PFI healthcare projects. However, KM has not been used to its fullest potential; the incomplete application of KM initiatives has, thus, created some problems with regard to delivering PFI-FM healthcare services. The outcome has resulted in the formulation of a framework that combines the best practices of KM initiatives with practical approaches of managing organisational knowledge of FM healthcare services which derived from the case studies. The framework has been validated by experts evaluated from the industry and refined to ensure that the framework developed is practical. The most pertinent achievements of this research include demonstrations of the needs for KM initiatives in delivering PFI-FM healthcare services and the development of a framework to enable better service delivery among the PFI-FM healthcare service providers, particularly with regard to addressing the challenges derived from PFI contracts and the vast scope of FM healthcare services. Overall, the study provides a clear justification and indication from a theoretical point of view and empirical evidence from the facilities managers perspective of the significance of KM initiatives in delivering PFI-FM healthcare services in the UK. Furthermore, recommendations have been made to improve and enable comprehension of the framework application and facilitate its implementation in the construction industry.

本文主要在介紹英國PFI制度及探討其財政效果。英國PFI (Private Finance Initiative) 計畫主要適用於無自償率也就是無法對民眾收費的公共建設計畫，例如：道路、學校、國防等。這些自償率為零的公共建設，相信只要政府有良好的配套措施，仍可吸引民間廠商來投資。由英國推動PFI的經驗可以得到證明。英國的PFI制度，是由民間企業投標公共工程，自行融資，興建完成交付使用後，再由政府依合約及服務與維修績效，逐年給付PFI費用。英國推動PFI的目的之一在於創造物超所值 (Value for Money, VFM) 的效果，英國PFI的有關單位亦創造相關機制，為使PFI達成VFM的目標。另外，在相關的PFI成功經驗中，可發現其在興建效率、成本控制及服務滿意度上皆有不錯的表現。 本文要探討的另一個重點為英國PFI的財政效果。英國推動PFI還有一個主要原因，因為實施PFI可以不必將該資產負債入帳，因而可規避舉債上限的規定。因此就財政的議題上，我們關心的議題有二，首先是政府實施PFI融資方案替代傳統融資方案時，是否可降低政府舉債的需求。第二是政府實施PFI融資方案，是否較傳統融資方案，更能節省政府的財政支出，因而可將節省下來的資金投資在其他的公共建設。我們以財務模擬試算來分析，其結果顯示，當一筆固定數量的支出每年由傳統融資移轉到PFI融資時，那麼公部門淨借款將會隨著時間減少，不過其減少的幅度會逐年縮小，最後可能不會減少，除非有物價膨脹或政府支出成長發生。在使用PFI融資時，為符合公共投資法則，我們以租稅融通PFI費用，則實施PFI計畫對租稅需求的影響，可能一直增加 (例如私部門利率高於公部門利率時) 或一直降低 (例如民間有較大的效率節省或政府執行較無效率時)。 原則上，實施PFI引進民間企業參與無自償率公共建設的投資，應可藉由民間企業的效率、技術與資金來進一步提升公共服務的質與量。並且可舒解政府的財政或舉債壓力，甚至進一步獲得財政上的節省。

This research investigates the dynamic interplay of contractual and relational governance mechanisms in long-term supply arrangements. The thesis contributes to an emerging debate that examines the combination of contractual and relational governance in inter-organisational exchanges. Contractual and relational governance mechanisms have been positioned as precluding mechanisms, which may result in destructive effects if combined for governing inter-organisational relationships. Previous research studies have increasingly acknowledged that the use of contractual mechanisms does not exclude the use of relational mechanisms and vice-versa. However, the recent literature offers limited insights into the dynamic interaction of both inter-organisational governance mechanisms and their impact on overall performance. The analysis in this research utilises a conceptual framework and a number of theoretical lenses through which the dynamic interplay of contractual and relational governance mechanisms is explained. Based on empirical case analysis of six public-private supply arrangements across three sectors: healthcare, waste management and emergency services, the research explores the dynamic interplay of both governance mechanisms and their impact on overall performance. Retrospective case study data was collected deploying semi-structured interviews and the critical incident technique was used to investigate the governance interplay over time. The contribution to knowledge is a conceptual framework that refines contractual and relational governance components in supply relationships over time. The findings indicate the importance of the interplay between inter-personal and inter-organisational trust in combination with complex contracts and intermediate contractual agreements. From this the conclusion is drawn that organisations entering into long-term supply relationships need to deploy both contractual and relational governance mechanisms in combination in order to achieve better overall performance.

Public-private partnership (PPP) projects form a relatively new dimension of funding and implementation of public services. In just a few decades since their inception in the United Kingdom, PPP projects have spread to other highly developed economies and developing countries have tried to implement this concept as well. The concept of Public-private partnership (PPP) and its benefits and potential risks are explained through literature research. From the study of the risks involved I derived demands on the institutional environment that would minimize them. Follows an assessment of the condition of the institutional environment of the Czech Republic and its comparison with other countries. The current situation in the country is so inhospitable to this type of delivery of public services that the promotion of its implementation would, with a high probability, be associated with waste of public resources and delays in the implementation. The institutional environment of the Czech Republic appears to be problematic in terms of corruption, transparency, law, the state of public finances, existence of institutions and government support. At the same time by their very nature, many of these unfavorable parameters of the institutional environment cannot be changed with any one-off action, therefore it wouldn't be useful to try to determine the potential horizon of the Czech Republic's readiness to implement the concept of Public-private partnership.

Le partenariat public privé est un instrument pour la réalisation des objectifs du développement en Egypte. Sur le plan international, le recours aux PPP soulève des difficultés compliquées à résoudre. La nature complexe de ce type de projets augmentent la probabilité de litiges entre les parties. L’analyse comparée des expériences britannique et française, permet d’élaborer une référence pour le gouvernement égyptien en matières des réformes juridique et économique. Dans le cadre d’améliorer la gestion des projets de PPP en Egypte, deux approches peuvent être adressées dans notre recherche. En premier lieu, le développement d’une méthodologie de gestion efficace des risques par l’analyse de types des risques attachés aux PPP pendant le cycle de vie du projet. En deuxième lieu, la présentation des mécanismes les plus efficaces de résolution des litiges découlant des projets de PPP / Public-private partnership is an instrument for achieving development objectives in Egypt. On the international level, the use of the PPP model raises complicated challenges and difficulties. The complex nature of such projects increase the probability of disputes between the parties. The comparative analysis of the British and French experience allows the elaboration of a reference for the Egyptian government in the legal and economicreforms. In order to improve the management of PPP projects in Egypt, two approaches can be addressed in our research. First, the development of an effective risk management methodology through the analysis of the types of risk associated with PPP during the life cycle of the project. Second, the presentation of the most effective mechanisms for the resolution of disputes arising from PPP projects

Few studies have been undertaken which examine the correlation between design of the receptionl/waiting areas of the outpatients' departments and the implications for Private Finance Initiative (PFI) and non-PFI hospitals, in particular the interior environment with reference to user satisfaction. This study investigates to what degree user satisfaction has been achieved in the design of the receptionlwaiting areas in PFI and non-PFI hospitals. The aim of the investigation is to determine whether user satisfaction can be achieved in PFI or non-PFI hospital environments, particular in the outpatients' department. To ascertain whether hospital environments facilitate user friendly and therapeutic characteristics/attributes conducive to user satisfaction, two strands of investigation were undertaken; a) investigation and analysis of PFI and non-PFI hospital design; b) the study of users (PFI and non-PFI) via questionnaire surveys and analysis of their perceptions. The research methods utilised combinations of qualitative information from interviews, discussions with hospital end users, architects/designers and Consortium executives. The surveys undertaken with patients, hospital staff and NHS Trust Managers provided quantitative data to measure the degree to which user satisfaction had been achieved. The main findings of the design analysis identify the strengths and weaknesses in the design of the 'main' and 'sub' reception/waiting areas respectively. The results of the patient surveys, discussions and interviews revealed more positive perceptions of the hospital facilities for PFI hospitals and a general acceptance of the hospital facilities in the non-PFI hospitals. However, the other comments section of the questionnaires reveals some psychological needs of the user were not being met. The hospital staff surveys, discussions and interviews revealed the spatial planning was not ideal for their functional needs. The survey of NHS Trust Managers, Architects/Designers and Building Contractors revealed the difficulties associated with the collaborative process and the implications for the design development process, when reflecting upon 'cost effectiveness' and 'value for money' issues. The conclusions drawn from the study suggest that there is a case for the standardisation of therapeutic environments in the development of 'new build' hospital projects via the design development and collaborative process. The recommendation (see p. 313) provides a design protoeo/that enhance and aids the design development process via selective expertise, which addresses the functional and psychological needs of the hospital end user.

Since 1993, the Private Finance Initiative (PFI) has been the dominant form of large-scale infrastructure procurement used by National Health Service (NHS) organisations in the United Kingdom. As of April 2011, 123 PFI projects for new hospital facilities had been agreed between NHS organisations and private sector consortia, representing privately financed investment of £15.9 billion (in 2010 prices), and a projected long-term cost to the NHS of £70.5 billion. Eight additional hospital PFI schemes were being procured or prepared for tender as of April 2011, with an estimated capital investment value of £2 billion. Despite the financial significance of PFI projects to the NHS, the literature has not assessed whether, or the extent to which, the returns expected by investors are excessive. This gap in the evidence base is highly problematic. The presence of excess returns to investors will have an impact on the cost efficiency and affordability of PFI projects, and consequently the financial sustainability of the NHS organisations that pay for them. This thesis evaluates the returns that investors in NHS-commissioned PFI projects expect to earn with reference to the scale of risk being borne by these investors, and explores the sources of the identified excess via an examination of the structure and competitiveness of the PFI financing markets. The study therefore comprises two substantial empirical components. The first draws on the financial models of 11 NHS PFI projects to describe and evaluate the return to investors. Cost of capital benchmarks, constructed on the basis of the Capital Asset Pricing Model, are used as comparators to assess the Internal Rate of Return (IRR) for the 11 projects, and as discount rates to calculate Benefit-Cost Ratios. Both measures agree on the presence of significant excess returns for investors on each project – with large “spreads” between the IRRs and the corresponding cost of capital benchmarks, and high Benefit-Cost Ratio scores. The second empirical component provides an analysis of the structure and competitiveness of the market for private finance. Two indicators of this market’s structure – concentration and entry/exit rates – in addition to the dynamics of the procurement process are the focus of measurement and evaluation. It is demonstrated that: (a) the market for private finance in this sector is an oligopoly, (b) market share is highly concentrated when assessed against UK regulatory standards, and (c) churn and market penetration rates are extremely low. Constraints on the competitiveness of the market are identified as: (i) the low number of bidders; and (ii) the extensive period of non-competitive bidding in the final phase of the procurement process, in which the output specifications of projects are materially altered. The thesis concludes that recent reforms to the procurement process have been ineffective, and the problems underpinning a lack of competitive pressure in procurement may be insuperable, given the inherent complexity of this form of investment and the need to secure external financing. For the NHS, this source of cost inefficiency implies substantial opportunity costs (i.e. foregone opportunities for additional capital investment) and excess costs (i.e. a higher than necessary burden on the revenue budget). A stronger regulatory regime, incorporating regulation of the profitability of PFI projects for investors, is required to minimise the threat posed by this policy to the financial sustainability of the NHS.

<p>A public private partnership is an alternative to procurement of the facility by the public sector, using funding from tax revenues or public borrowing. In a typical public sector procurement, the public authority sets out the specifications and design of the facility, calls for bids on the basis if this detailed design, and pays for construction of the facility by a private sector contractor. The public authority has to fund the full cost of construction, including cost overruns. Operation and maintenance of the facility are handled by the public authority and the contractor takes no responsibility for the long term performance of the facility after the construction warranty period has expired. In a public private partnership, on the other hand, the authority specifies its requirements in terms of outputs, which set out the public services which the facility is intended to provide, but which do not specify how these are to be provided. It is then left to the private sector to design, finance, build and operate the facility to meet the longterm output specifications. The project company receives payments over the life of the PPP contract, which are supposed to repay the financing costs and give a return to investors. The payments are subject to deductions for failure to meet output specifications, and there is no extra allowance for cost overruns which happen during construction or in operation of the facility.</p>