Thesis (M.A.)--City University of Hong Kong, 2007. / "The Department of Public and Social Administration in partial fulfillment of the requirements for the degree of MA in Public Policy & Management, City University of Hong Kong Hong Kong, China." Title from PDF t.p. (viewed on Oct. 12, 2007) Includes bibliographical references.

Zugl.: Weimar, Universiẗat, Diss., 2006 u.d.T.: Elbing, Clemens: Risikomanagement für Public Private Partnership-Projekte und -Projektportfolios im Schulsektor aus der Sicht von Investoren aus der Bauwirtschaft.

South Africa like many other countries is faced with the problem of infrastructure backlogs and budget constraints. The South African government through the National Treasury recognized the need to co-operate with the private sector in order to address this problem, by establishing the PPP unit. This research examined the role of financiers in facilitating the implementation of PPPs, as well as the factors that blunt the effectiveness of PPPs as infrastructure delivery mechanism in SA. The research was done through conducting semi-structured in-depth interviews with 18 experienced and knowledgeable stakeholders in the Private and Public sectors, who are and have been exposed to PPPs in South Africa. The findings on the success of PPPs as a medium for infrastructure delivery gave credence to the necessity and timeliness of this research. There was a difference of opinion as to the success or otherwise of PPPs between the Public Sector on the one hand and the Private Sector on the other. The major factors which facilitate the successful implementation of PPPs included financial innovation and discipline, technical competency, and supportive legislative framework. The major findings in respect of the inhibiting factors were skills shortage and political commitment Suggestions were made to stakeholders on minimizing the inhibitors. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

The South African urban renewal and development environments are facing a number of challenges. South Africa, like many countries around the world, is experiencing challenges delivering to its citizens, facilities, infrastructure and services, at a rate fast enough to satisfy the public demand. Public Private Partnerships (PPPs) are a possible solution to curbing the disparity between these levels of supply and demand. The field of urban renewal and development is no different in this regard. In fact, urban renewal projects act as an effective measure when gauging the success rate of PPPs within a country. This is due mainly to the sheer size of these projects, which by their very nature, demand a certain involvement from numerous parties. While PPPs may act as an effective aid for government to increase procurement and service delivery, these initiatives are not without their problems, in fact these partnerships are often plagued with much uncertainty. This research aims to provide insight into factors affecting PPPs, both negatively as well as positively, and specific to the area of urban renewal and development. The first stage of the research involved semi-structured interviews that were conducted with industry experts. This allowed for the next stage of research which involved surveying employees in the relevant industry through a structured questionnaire. Based on the findings of this research, as well as knowledge garnered from a review of available literature surrounding this topic, a model was created to provide users with a clear consolidated view of factors affecting PPPs in general and specific to the urban renewal and development sectors. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

In the early 2000s, the world witnessed the emergence of a new variant of the juridical entity whose fundamental characteristic is the conjunction between public and private actors with the intention of delivering public infrastructures that otherwise would be impossible to realise. This new variant came to be known as the Public-Private Partnership (PPP). Since then, it has taken centre stage in development discourse assuming academic and practical importance due to the perceived role it plays in global development. Although research interest in PPP contracts has increased globally, only a few studies focus on the Southern Africa Development Community (SADC) region. The present study contributes by filling in this gap and providing a comparative perspective on the regimes of the PPP contract in Mozambique and South Africa. While PPPs may provide much needed infrastructure to meet the needs of end users, this often comes at considerable cost. The fiscal cost and distributional implications of PPPs are accentuated when compared with state borrowing. In addition, when it comes to risk management, all those risks that are supposedly transferred to a private operator are never truly transferred and, in the end, the government is always the residual risk holder should the PPP consortium fail. Far from freeing resources to be invested in other poverty reduction programmes, PPPs can absorb funds that could have been devoted directly to such programmes. In the end, rather than compensating for weak state capacity it places significant extra demands on it. These contradictions call into question the merits of promoting PPPs to overcome developing countries' public service financing gap, as the evidence clearly suggests that PPPs often have tended to be more expensive than their public procurement alternative, and in a number of instances they have failed to deliver the envisaged gains. The research in both jurisdictions has also analysed context-specific factors capable of jeopardising the successful implementation of PPP contracts. These include non-streamlined regulatory frameworks, state capacity constraints, weak integrity systems, and corruption. The key recommendation drawn from the research is that in order for the PPPs to be able to harness their full potential and deliver on expected gains, substantial regulatory and institutional reforms are needed in both jurisdictions studied.

Zugl.: Aachen, Techn. Hochsch., Diss., 2008.

Zugl.: Freiburg (Breisgau), Universiẗat, Diss., 2005/2006. / Includes bibliographical references (p. [338]-369) and index.

The development of infrastructure has always been one of the greatest challenges faced by the South African government since the advent of democracy in 1994. Recognizing this challenge, government committed itself to the pursuit of Public-Private Partnerships for the development of infrastructure as early as 1996. SANRAL and Transnet are the two national agencies responsible for the development of transportation infrastructure in the country. While both agencies are battling to fulfill their mandates, SANRAL seems to be the one battling the most. The organization is responsible for all national and some provincial roads. Between the years 2000-2011, they reported profits for only three periods while incurring losses for the rest. SANRAL faces a daunting task. Firstly, their annual budget allocation from government is insufficient to address the backlogs on their non-toll roads network. Secondly, they are not allowed to cross-subsidize non-toll roads with revenue from the toll roads. Lastly, they have been requested by parliament to double their roads network. The aim of this study was to analyse the development of transportation infrastructure through Public Private Partnerships with focus on the Maputo Development Corridor, a cross-border transportation corridor initiative implemented by the governments of South Africa and Mozambique through Public Private Partnerships. The analysis was carried out using secondary research data as well as other data on the case study. The objectives of this study were adapted from those of the Maputo Development Corridor and then analysed in terms of the rationale for Public-Private Partnerships, their benefits and limitations as discussed in the Public-Private Partnerships literature reviewed. The findings of this study are that in general the purpose of using Public-Private Partnerships for the Maputo Corridor Development was achieved as there were more high benefits than low benefits. However, the initiative as a whole has failed to delivery sufficiently on social aspects such as job creation. The initiative has also failed to mitigate the high negative impacts of the limitations. It should be noted that the results of this study are an interpretation of the researcher and this interpretation is based purely on the data obtained. This study calls for further research to be carried out on the socioeconomic benefits of tolling of roads through Public-Private Partnerships based on the challenges faced by SANRAL as discussed above as well as the current public opposition to the tolling of roads. / Thesis (MBA) North-West University, Mafikeng Campus, 2012

Organisations are increasingly delivering their business through multiple complex programs and facing the challenge of building project management capability. An organisational Project Management Maturity Assessment is an effective method for establishing a baseline and provides an impetus for organisational change. The methodology allows for the setting of organisationally specific maturity goals, with the ability to implement improvements in a staged approach at a pace which is logical to that company. Over the past decade Project Management Maturity Models have become effective tools for benchmarking and driving improvements in organisational performance. This paper presents a case study in applying a project management maturity model to review, assess, and analyze the degree of organisational project management maturity of one of the national departments of the South African Government. This reflects the project management practices and capabilities of a national department of government. This model was a critical guide to setting targets for project management maturity and providing a clear path for organisational improvement. The focus of this paper is to not only to demonstrate the methodology and results of the assessment, but to also aim to report on the outcome of the study and make necessary recommendations for improvement. The attention of the research was focused on those departments which are involved in Public Private Partnership (PPP) projects. For reasons of confidentiality this strategic department in this dissertation is referred to as “The Agency”. There is currently one similar study that was carried out by Rwelamila (2007), in one of the large infrastructure departments in South Africa. Rwelamila (2007) found that the department’s programme management system was very poor and at the lowest level of maturity (level 1 out of 5). However, since Rwelamila’s (2007) findings the researcher’s underlying proposition of this research is that the levels of maturity of these organisations have improved and climbed to level 2 of the Project Management maturity ladder, based on the reasons indicated in the following two paragraphs. The fact of the modern business landscape is that organisations are changing in fundamental ways within a short space of time and at a fast pace — structurally, operationally, culturally — in response to globalization, new technology, competition, and the world economy that is at a historic turning point. The researcher further considered the fact that organisations are under pressure to improve performance in order to continue to be successful in the global marketplace and therefore they strive on daily basis to improve on their projects or program delivery in order to attain competitive advantage and sustained growth. Therefore, in light of these factual considerations, the researcher deemed it appropriate to evaluate without delay the current levels of maturity in similar organisations to those evaluated by Rwelamila (2007). Effective organisational project management is a source of competitive advantage and as such places the levels of organisational project maturity at the nexus of the indicated fundamental shifts. Today, effective Organisational Project Management is top of mind as a competitive weapon and the most successful firms are innovating not only their offerings and business models, but changing their project management processes. To achieve dramatic performance gains, companies find that they must rethink, or transform, the way they manage their projects or programs. In order to achieve the study objectives two models were used, the first model being called “Organisational Project Management Maturity (OPM3)” and second being “Project Management Maturity Matrix Model” were used as a tools to assess the degree of The Agency’s project management maturity/competence and highlighted a recommended path for improvement of its overall effectiveness.OPM3 is an acronym for the Organisational Portfolio, Program, and Project Management Maturity Model- a standard developed under the stewardship of Project Management Institute. The purpose of the OPM3 model is to provide a way for organisations to understand organisational project management and to measure their maturity against a comprehensive and broad–based set of organisational project management Best Practices. OPM3 also helps organisations wishing to increase their organisational project management maturity to plan for improvement. An evaluation of the performance of The Agency and its projects/programs was carried out in relation to its scope of mandate in order to assess its PM competence and maturity. The assessment of the degree of organisational project management maturity of The Agency provided the basis to evaluate its success in achieving the best-in-class project management practices. The results of the assessment provided the opportunity to make recommendations designed to channel The Agency to a path that will continually improve and develop its competitive position and promote its business by projects. The researcher therefore considered it imperative to examine the degree of maturity of project management in the national department of a public sector based on the OPM3 and Project Management Maturity Matrix maturity models. The project management maturity model is a widely accepted concept in business. It shows different stages of the project management development in a corporation. It is worth mentioning that these systems and process do not guarantee success, they just increase the probability of success. The findings of this study indicate that The Agency is at Ad Hoc/Standardize phase (level 1) of maturity. The study is concluded with recommendations which could assist The Agency to plan for improvement and increase its degree of maturity against the Best Practices and capabilities identified in the OPM3 Standard.

Research report presented to SBL, Unisa, Midrand. / No abstract