Approved for public release; distribution in unlimited. / The Military Housing Privatization Initiative (MHPI) represents a dramatic revision in the construction and maintenance of military housing. Since its inception in 1996, the number of projects has grown exponentially and the learning process has been continuous and steep. This thesis researches the effectiveness of the methods in place at the Department of Defense and Service levels to document, share, and, above all, learn from past experiences. This analysis reviews the cumulative documented lessons from all Services and compares it to the lessons learned within the first jointly partnered privatization project at the Presidio of Monterey (POM) and Naval Postgraduate School (NPS) in Monterey, California. This research showed at least six lessons previously documented within the lessons learned system, which were relearned at the POM/NPS project. Given this data, the lessons learned program is a partial success but overall has a positive impact on the MHPI. The current lessons learned program improves each new privatization project ensuring it does not experience all of the same lessons from previous projects. Only a few lessons seem to slip through the cracks and are repeated even after documentation and distribution. / Captain, United States Army

Private prisons in South Africa are still premature but it will be increased because negotiations are on the track. The government should take a more serious look at private prisons as an alternative to public production of correctional service due to its efficiency. It is clear that the privatization of correctional facilities is a viable option for the future of correctional facilities. The expansion of privatization in this country will depend upon public and political confidence that private prisons will as effectively and accountable as public prisons. Private prisons have also demonstrated to have other advantages such as continuous audits on site. The aim of this study is to provide some insight into the privatization of prisons. / Penology / M.A. (Penology)

Thesis (MPA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Public institutions require financial resources in order to deliver quality services to the community. The survival of each and every organisation primarily relies on the availability and proper management of financial resources in order to provide effective and efficient service to its clients. Section 195 (1) (b) of the Republic of South Africa Constitution Act, 1996 , Act 108 of 1996 compels public institutions to promote and implement mechanisms that will promote efficient , economic and effective use of resources. South African Public Universities derives larger part of their revenue from the government. The South African government finances South African Universities on the basis of student enrolments. Funding for South African universities and technikons has increased from 10% in the 1996/1997 financialyear to 14% in the 2000/2001 budget. Despite the increase in the financing of the education sector, there were also significant changes in student enrolments at South African universities (Kulati, 2000: 27). Students are leaving from historically black universities for historically white ones and many more are enrolling at technikons than at universities. There are a number of reasons attributed to the decrease in student enrolment in former black universities. Black universities are perceived to be of inferior status as compared to former white universities in terms of their quality and resources. It is expected that government subsidies to historically black universities might fall by 26% over the next three years because of the projected decline in student enrolments. Taking into consideration the enrolment linked subsidy, changed enrolment patterns have drastically affected subsidy allocations by the government to most historically black universities such as Vista University. According to Caruna et al.,(1998: 55), tertiary educational institutions are required, like business firms, to monitor and adapt to the continuous changed taking place in the political, economic, social and the technological environment. The affected institutions are compelled to adapt their service delivery mechanisms if they are to remain financially viable in the near future. It is for this reason that the researcher will explore the use of privatisation as an alternative strategy to service delivery. This study investigate the manner in which activities of the technical services department within Vista University Welkom Campus can be contracted out with an aim of improving cost efficiency within the University. The study developed a normative model which can be used as a guideline in the process of contracting out services and also explain how such model can applied in the process of contracting out activities of the technical services department. The study further identified the responsibilities of different role players who will in one way or another be affected by the contracting process within the University. The study concluded that for the contracting out process to be cost effective, the University have to adopt a seasonally priced contract which reduces activities of the service producer in winter and concentrate activities of the service producer in summer. / AFRIKAANSE OPSOMMING: Openbare instellings benodig finasiele hulpbronne om 'n gehalte diens aan die gemeenskap te lewer. Die voortbestaan van elke organisasie berus primer op die beskikbaarheid en behoorlike bestuur van finansiele hulpbronne om 'n effektiewe en doeltreffende diens aan kliente te lewer. Afdeling 195 (1) (b) van die Grondwet van die Republiek van Suid Afrika, 1996, Wet 108 van 1996, verplig publieke instellings om meganismes te implimenteer en bevorder wat doeltreffende, ekonomiese en effektiewe gebruik van hulpbronne verseker. Suid Afrikaanse openbare universiteite verkry die grootste gedeelte van hulle inkomste vanaf die regering. Hierdie finansiering geskied volgens die aantal geregistreerde studente by die onderskeie universiteite. Bevondsing vir Suid Afrikaanse universiteite en technikons het gestyg van 10% in die 1996/1997 finansiele jaar tot 14% in die 2000/2001 begroting. Ten spyte van die finansiering van die opvoedkundige sektor, was daar beduidende veranderinge in die studente getalle by Suid Afrikaanse universiteite (Financial Mail, 3l.03.2000). Studente verlaat historiese swart universiteite om by histories blanke universiteite in te skryf en meer studente skryf by technikons in as by universiteite. Daar is 'n aantal redes waaraan die afname van registrasies by histories swart universiteite toegeskryf kan word. Voormalige swart universiteite word as minderwaardig betreffende gehalte en hulpbronne beskou, in vergelyking met voormalige blanke universiteite. Die verwagting is dat staat subsidies aan historiese swart universiteite met so veel as 26% oor die volgende drie jaar kan daal, as gevolg van die geprojekteerde daling in studente getalle. Gegewe die feit dat subsidie gekoppel is aan studente registrasies, het die verandering in studente registrasie patrone 'n drastiese invloed op die subsidie toewysing op meeste historiese swart universiteite, waaronder Vista Universiteit resorteer. Volgens Caruna et al.,(1998:55), word daar van tersiere instellings (net soos van besigheidsfirmas), verwag om by die veranderende politieke, eknomiese, sosiale en tegnologiese omgewings aan te pas. Die instellings wat geraak word, gedwing om hul diensleweringsmeganisme aan te pas om finansieel lewensvatbaar te bly. Om hierdie rede gaan die navorser privatisering as alternatiewe strategie tot dienslewering ondersoek. Hierdie studie ondersoek maniere om aktiwiteite van die Tegniese Dienste Departement uit te kontrakteur met die uitsluitlike doel om koste effektiwiteit binne die Vista Universiteit te bewerkstelling. Die studie poog ook om 'n normatiewe model te formuleer en te implementeer om bogenoemde aktiwiteite te rugsteun. Die studie verduidelik ook hoe so 'n model die uitkontrakteur van Tegniese Dienste lewering kan assisteer en komplimenteer. Die studie identifiseer ook verskeie rolspelers wat deel sal vorm van die voorgestelde proses en wat ook direk en indirek deur die proses geraak en geaffekteer sal word. Die studie kom tot die slotsom dat die proses van uitkontraktering van Tegniese Dienste, kostebesparings binne die universiteit sal bewerkstellig. Die universiteit moet 'n stelsel implementeer wat seisoensgebonde is asook prysgebonde strukture daar stel wat die aspek van koste effektiwiteit sal aanspreek.

published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Housing Management / Master / Master of Housing Management

Public administration scholars have raised serious concerns about loss of democratic accountability when government services are outsourced to private forprofit businesses because of the very different values and missions of the two sectors. Particular concern for democratic accountability arises when administrative discretion is delegated to governments' private sector agents. Furthermore, if contractors may adversely impact individual rights or interests, or may adversely impact vulnerable populations, special democratic responsibilities arise. It is these three features of outsourcing transactions that constitute the elements of the proposed framework used in this research in order to assess need for heightened attention to democratic accountability. Some scholars argue for application of constitutional and administrative law norms to some government contractors. / Public service ethics and transparency requirements found in administrative law are heavily value-laden and mission-driven. If applied to certain government contractors, they can help to bridge the sectors' mission and value differences, thus enhancing democratic accountability for the services performed by governments' private sector agents. This research offers an analytical framework for identifying features of outsourcing transactions that call for enhanced democratic accountability measures such as ethics and transparency requirements, and explores the application of ethics and transparency requirements to governments' contractors. Contracts and laws governing three Florida local government service categories were subjected to close systematic textual and legal analysis: residential trash collection, building code inspection, and inmate health care. / The analysis revealed circumstances calling for greater attention to democratic accountability in that the selected outsourcing transactions delegated to contractors the authority to exercise police power, make public policy, and commit expenditures of public funds. Contracts and laws haphazardly required contractors to abide by public service ethics and transparency requirements, thus beginning to adapt the mission and value system of their private sector agents to those of government. / Rebecca L. Keeler. / Thesis (Ph.D.)--Florida Atlantic University, 2010. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2010. Mode of access: World Wide Web.

by Chak Hoi Kee, Clara, Lee Chi Chung, Jonathan. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 69-72). / ABSTRACT --- p.II / TABLE OF CONTENTS --- p.III / INTRODUCTION --- p.1 / METHODOLOGY --- p.3 / LITERATURE REVIEW --- p.4 / PRIVATIZATION --- p.7 / Chapter 4.1 --- Definition --- p.7 / Chapter 4.2 --- Privatization and Economic Theory --- p.8 / Chapter 4.2.1 --- Principal Agent Problem --- p.8 / Chapter 4.2.2 --- Non-Profit Maximizing Objectives --- p.9 / Chapter 4.2.3 --- Access to Information --- p.9 / Chapter 4.2.4 --- Alternate Suggestions --- p.9 / Chapter 4.3 --- Motivations for Privatization --- p.10 / SOE REFORMS IN CHINA --- p.11 / Chapter 5.1 --- Inadequacy of Previous SOE Reforms --- p.11 / Chapter 5.2 --- Development of the Shareholding System Reform - Early Attempts --- p.12 / Chapter 5.3 --- Setback (1989-1991) --- p.12 / Chapter 5.4 --- Rapid Expansion and Standardization --- p.13 / Chapter 5.5 --- A Step Closer to Privatization --- p.14 / Chapter 5.6 --- Shrinking State Ownership --- p.15 / Chapter 5.7 --- """Let Go of the Small""" --- p.17 / Chapter 5.8 --- Take a Firm Grip on the Large --- p.18 / Chapter 5.9 --- Current Situation --- p.18 / DEVEOPMENT OF THE CHINESE CAPITAL MARKET --- p.20 / Chapter 6.1 --- The Chinese Stock Market --- p.20 / Chapter 6.2 --- Types of Shares --- p.21 / "TSINGTAO BREWERY COMPANY LIMITED (""TSINGTAO"")" --- p.23 / Chapter 7.1 --- Background --- p.23 / Chapter 7.2 --- Ownership --- p.24 / Chapter 7.3 --- Group Structure --- p.25 / LEGAL PERSONS --- p.25 / PRC INVESTORS --- p.25 / THE COMPANY --- p.25 / Chapter 7.4 --- Board of Directors (as of 1998) --- p.26 / Chapter 7.5 --- The Brewery Industry --- p.27 / Chapter 7.6 --- Initial Public Offering --- p.28 / Chapter 7.6.1 --- Business Performance Prior to IPO --- p.28 / Chapter 7.6.2 --- Restructuring of the Group --- p.29 / BOARD OF DIRECTORS --- p.30 / GENERAL MANAGER --- p.30 / Chapter 7.7 --- IPO in Hong Kong and Shanghai --- p.30 / Chapter 7.8 --- Business Downturn 1993-1996 --- p.32 / Chapter 7.8.1 --- Deny Reporting the First Interim Result --- p.32 / Chapter 7.8.2 --- Misuse of the IPO Proceeds --- p.33 / Chapter 7.8.3 --- Disappointing 1994 Results --- p.33 / Chapter 7.8.4 --- Unsuccessful Acquisition Attempts --- p.34 / Chapter 7.8.5 --- Loss of the Leading Position --- p.35 / Chapter 7.8.6 --- Change in Management --- p.36 / Chapter 7.9 --- Turnaround 1996-Present --- p.37 / Chapter 7.9.1 --- Second Restructuring in 1997 --- p.37 / Chapter 7.9.2 --- Refocus Efforts in Marketing Activities --- p.38 / Chapter 7.9.3 --- Expansion to the Low-Middle Market --- p.39 / Chapter 7.9.4 --- Further Acquisition Via Low Cost Expansion --- p.39 / Chapter 7.9.5 --- Enhancing Shareholders Value --- p.40 / Chapter 7.9.6 --- Outstanding First Half 1999 Results --- p.40 / Chapter 7.10 --- Financial Performance --- p.41 / CHINA TELECOM (HONG KONG) LIMITED --- p.43 / Chapter 8.1 --- Introduction --- p.43 / Chapter 8.2 --- Privatization --- p.43 / Chapter 8.3 --- Board of Directors --- p.45 / Chapter 8.3.1 --- Executive Directors --- p.46 / Chapter 8.3.2 --- Non-Executive Directors --- p.47 / Chapter 8.3.3 --- Independent Non-Executive Directors --- p.47 / Chapter 8.4 --- Government Regulations --- p.48 / Chapter 8.5 --- Telecommunication Industry in China --- p.48 / Chapter 8.6 --- Acquisition (1997-1999) --- p.49 / Chapter 8.7 --- Sales Analysis --- p.50 / Chapter 8.8 --- Profitability Analysis --- p.52 / Chapter 8.9 --- Financial Positions --- p.53 / Chapter 8.10 --- Overall Performance --- p.54 / Chapter 8.11 --- Future Prospects --- p.55 / IMPLICATIONS --- p.56 / Chapter 9.1 --- Agency Problem Remained --- p.56 / Chapter 9.2 --- Corporate Governance Weakened --- p.58 / Chapter 9.3 --- Corporate Disclosure --- p.58 / Chapter 9.4 --- Disappointing Results --- p.58 / Chapter 9.5 --- Turnaround --- p.59 / Chapter 9.6 --- Competition --- p.59 / Chapter 9.7 --- Scrutiny from the Capital Market --- p.60 / Chapter 9.8 --- "Is Privatization Necessary or is it a ""Red Herring""?" --- p.61 / RECOMMENDATIONS --- p.62 / Chapter 10.1 --- Corporate Governance Incentives --- p.62 / Chapter 10.2 --- Diversified Representation of Board Members --- p.63 / Chapter 10.3 --- Create a market for corporate control --- p.63 / Chapter 10.4 --- Modernize financial accounting and auditing practices --- p.64 / Chapter 10.5 --- Establishing the Rule of Law --- p.65 / SUMMARY AND CONCLUSION --- p.66 / BIBLIOGRAPHY --- p.69

Yuen, San Wing. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2010. / Includes bibliographical references (leaves 58-61). / Abstracts in English and Chinese. / Chapter 1 --- Introduction --- p.1 / Chapter 2 --- Literature review and hypothesis development --- p.5 / Chapter 2.1 --- Going private --- p.5 / Chapter 2.2 --- Tunneling and the expropriation of minority shareholders --- p.9 / Chapter 2.3 --- Our hypotheses --- p.12 / Chapter 3 --- Samples --- p.15 / Chapter 3.1 --- Sample construction --- p.15 / Chapter 3.2 --- Sample description --- p.16 / Chapter 3.3 --- Corporate governance and financial variables --- p.18 / Chapter 3.4 --- Related party transactions --- p.21 / Chapter 4 --- Empirical analysis --- p.23 / Chapter 4.1 --- Event study results --- p.23 / Chapter 4.2 --- Negative premium --- p.34 / Chapter 4.3 --- Insider trading --- p.37 / Chapter 4.4 --- The decision to go private --- p.39 / Chapter 4.4.1 --- Sample matching --- p.39 / Chapter 4.4.2 --- Comparison between going private companies and public companies --- p.41 / Chapter 4.5 --- Logit regression analysis on going private decision --- p.43 / Chapter 4.6 --- The value effect of the bidding firms --- p.46 / Chapter 5 --- Conclusion --- p.49 / Chapter A --- Privatized companies included in the sample with announcement dates --- p.51 / Chapter B --- Methodology of event study --- p.53 / Chapter C --- Bidder companies --- p.55 / Chapter D --- A list of definition of variables --- p.56 / Reference --- p.58

Shi, Yang. / Thesis submitted in: November 2007. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2008. / Includes bibliographical references (leaves 43-45). / Abstracts in English and Chinese. / Abstract --- p.i / Acknowledgement --- p.iv / Chapter 1 --- Introduction --- p.1 / Chapter 2 --- Background and Literature Review --- p.4 / Chapter 3 --- Data and Methodology --- p.10 / Chapter 3.1 --- Data Description --- p.10 / Chapter 3.2 --- Methodology --- p.13 / Chapter 3.2.1 --- Univariate analysis --- p.14 / Chapter 3.2.2 --- Regression approach --- p.15 / Chapter 4 --- Result --- p.17 / Chapter 4.1 --- Univariate analysis --- p.17 / Chapter 4.1.1 --- Output change --- p.18 / Chapter 4.1.2 --- Profitability change --- p.19 / Chapter 4.1.3 --- Efficiency change --- p.22 / Chapter 4.1.4 --- Leverage change --- p.24 / Chapter 4.2 --- Multivariate analysis --- p.25 / Chapter 5 --- Conclusion --- p.28 / Tables 1-6 --- p.30 / Bibliography --- p.43

published_or_final_version / Housing Management / Master / Master of Housing Management