No abstract available. / Thesis (M.Sc.)-University of KwaZulu-Natal, Durban, 2011.

<p>Public-private partnerships to provide services are a relatively new policy initiative in Mexico, and have shown contrasting results. This research has endeavored to analyze the possible determinants behind the failure, or the success, of the choice of a specific mode of service provision. By using contracting literature based on transaction costs, and looking specifically at the case of AGSAL, a joint venture established between Saltillo, a northern Mexican city, and INTERAGBAR, a private investor, for the provision of water, this study showed that characteristics of the transaction at stake. More specifically, it showed that specificity of the investments that support a given transaction, the unanticipated changes in circumstances surrounding an exchange, either from physical assets or its ownership rights, and the frequency and duration with which parties engage in the transaction.</p>

Thesis (M. S.)--International Affairs, Georgia Institute of Technology, 2008. / Committee Chair: Breznitz, Dan; Committee Member: Bowman, Kirk; Committee Member: Taylor, Zak.

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

M.Ing. (Engineering Management) / Please refer to full text to view abstract

Thesis (MPhil (Sustainable Development Planning and Management))--University of Stellenbosch, 2009. / The study asserts that Swaziland’s socio-economic development challenges cannot be effectively tackled by the Government and civil society alone but requires the participation of the private sector. The study explores the prospects for collaboration between the state and business in the context of MDGs, PPPs and CSR. The study highlights the importance of the participation of beneficiaries in the design and implementation of development projects. The importance of beneficiary participation in the design and implementation of development initiatives is discussed in the context of “good governance” linked to the notion of sustainable human development. The case studies are aimed at poverty reduction/alleviation. Linkages between the private sector and SMEs in advancing broad economic growth are explored in the case studies. It is argued that economic growth is a necessary condition for creating employment and fighting poverty underpinned by the MDGs. The Moneni upgrading project (section 3.2) explores the extent the initiative aims to improve the living standards of low-income and poor communities in line with the MDGs. The STH case study (section 3.3) is a spin off from government. The STH seeks to provide a market intermediary for the SME sector particularly rural based cultural “handicraft” industries in Swaziland as way to mitigate the effects of poverty for marginalised rural producers. The last case study (section 3.4) discusses the entrepreneur of the year awards (EYA), an initiative aimed at reducing poverty and promoting local economic empowerment and sustainable development in Swaziland. The study recommended further research in view of the major constraints highlighted by the study. It was problematic to engage in critical and detailed discourse because the concepts explored by the study are new in the Swazi development context. The other dimension that compromised detailed analysis was posed by the unavailability of research data related to both the Swazi private sector and SME sectors. The majority of the SME sector operate at micro level and have insignificant economic turnover. Further studies are important to explore ways to promote linkages for growth of these sectors in the context of poverty reduction/alleviation.

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2009. / This study examines the key success factors in the Public Private Partnerships (PPP) field in the Healthcare Sector in South Africa. It gives health departments insight into the factors which should be considered when using PPP procurement and when looking at possible PPP opportunities. The development of PPP’s around the world has urged governments to look at alternative service delivery methods because of increased pressures on government budgets. Public Private Partnerships presents governments with a means of generating private funds for health service delivery whilst government manages the relationship via a negotiated PPP agreement to monitor the quality of services rendered. Different PPP models are applied all over the world depending on the specific needs of countries. Different factors impact on the success of these partnerships and it is essential that government share knowledge and best practices. The study showed that in order for PPP’s to be successful the public institution must do its homework thoroughly and that the legal framework should be conducive for private sector involvement in service delivery. The study showed that the government of a country plays a pivotal role in the PPP process by giving the necessary political support to ensure the trust of foreign investors. The legislative framework is a critical factor in the advancement of PPP procurement and the allocation of risk as an important consideration when pursuing this type of procurement. The study examined three concluded PPP Health Sector agreements in South Africa and looked at lessons learnt, mistakes which were made and what should be avoided in the future. The three PPP’s in South Africa in this study were the first though there are other health sector PPP agreements concluded. The other PPP’s are still in the commencement stage and it is too early to make an assessment at this stage. However, the three case studies conducted give departments a clear picture of the process, the lessons learnt and the impediments in the PPP process. The uniqueness of the South African Health sector also prompted the Government to look at a model which will be best suited to the local market. Best practices from other countries provide useful information and lessons learnt from other countries are also important in a developing PPP environment.

Thesis (MPA)--University of Stellenbosch, 2005. / ENGLISH ABSTRACT: This thesis analyse the new trend of governance and management, introduced in the public sector abroad and now for the past couple of years in South Africa. The research further explores issues affecting public service delivery in general and then concludes by exploring local government in the Boland area in the Western Cape. The development role of government, and especially local government in South Africa necessitates alternative methods of service delivery, funding and skills transfer. The performance in developing countries as far as service delivery is concerned is hampered due to many constraints, of which unemployment and poverty are two most important ones. The literature review has explored the role New Public Management can play in achieving sustainable local government and further reviews developmental local government in South Africa. Public-private partnerships as a means of service delivery have also been dealt with in the literature review. The case study focuses on a municipality in the Western Cape, Boland region, the Breede River/Winelands Municipality and its demographic, employment and affordability status. It further highlights the investigations done to determine using alternative measures to render services and for partnerships. The current public-private partnership that is in place is also evaluated and elaborated on. If the municipality do not use alternative sources to generate income, create jobs and render services, be it due to outsourcing or partnerships, the municipality will not be able to deliver affordable services and meet its obligation to render sustainable services in the area. / AFRIKAANSE OPSOMMING: Die navorsing dienslewering in ondersoek verder aspekte wat openbare en sluitdan af deur n Opsomming Die tesis analiseer die nuwe tendense van regeer en bestuur, wat in die publieke sektor internasionaal, en nou ook vir die afgelope aantal jare in Suid-Afrika toegepas word. die geheel raak, ondersoek na plaaslike regering binne die Boland area, in die Wes-Kaap. Die ontwikkelings rol van regering, en in besonder plaaslike regering in Suid-Afrika noodsaak alternatiewe metodes van dienslewering, befondsing en die oordra van vaardighede. Die prestasie binne ontwikkelende lande sover dit dienslewering betref, word belemmer deur te veel struikelblokke, waarvan werkloosheid en armoede twee van die belangrikste is. Die li teratuur studie ondersoek die rol wat nuwe publieke bestuur (New Public Management) kan vervul om volhoubare plaaslike regering te verseker. Verder ondersoek ditook ontwikkelende plaaslike regering in Suid-Afrika. Publieke privaat vennootskappe (public-private partnerships as n middelom munisipale dienste te lewer was ook ondersoek. Die gevalle Munisipaliteit. area in die studie fokus op die Breërivier/Wynland Die munisipali tei t is geleë in die Boland Wes-Kaap. Sy ligging, werkgeleenthede en bekostigbaarheids aspekte word ook ontleed. Die ondersoeke wat gedoen is om alternatiewe metodes en bronne vir dienslewering te bepaal, wat vennootskappe ins lui t, is ook hierin vervat. Die publieke privaat vennootskap wat tans bestaan binne die munisipaliteit, word ook op uitgewei. Indien die munisipaliteit nie alternatiewe bronne vind om inkomste te genereer, werkgeleenthede te skep en diens te lewer nie, hetsy deur privatisering of vennootskappe, sal die munisipaliteit nie daarin slaag om bekostigbare diens te lewer en dienste te verskaf nie. Die munisipaliteit sal dan ook nie sy verpligting om volhoubare dienslewering binne sy regsgebied te verseker en ook nie sy verpligting om volhoubare plaaslike regering daar te stel, kan nakom nie.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The global wine market has faced varying challenges in the first decade of the 21st century; over production brought a power shift in favour of buyers which resulted in a decline in profit margins per bottle sold. The main gainer in these uncertain times has been the consumer. As more regions enhance their wine making skills and embrace superior technology, the wine quality has improved and competition intensified. The growing consumers' wine knowledge has altered quality expectations, placing an added pressure on new brands entering the market. The United States of America (USA, but hereafter referred to as US) remains a growing wine market, with a population size of 303 million people and an appetite for luxury goods and services it continues to be a popular export destination for other wine regions. The latter trend persist despite a cost of entry into the US market being regarded high as a result of the country's three tier system, which allows for further three segments of the value chain from the producer to add their mark-ups on an exported bottle of wine before it reaches the end consumer. The pricing system has proven to be insufficient a deterrent, particularly to the New World wine producers. Australia has remained the most successful producer of the New World wines in the export market for the past three decades; the same cannot be said for South Africa wine industry. While market and strategic orientation, industry plan and interorganisational collaboration are identified as key factors in the Australian success, the partnership between government bodies and wine industry bodies are credited for their unified approach to the US market. The South African government have programmes aimed at promoting the county's export of goods and services. The adequacy of such programmes remains in doubt, particularly in the eminent challenges in the global wine market. The study investigates the extent and nature of a partnership between government bodies and the South African wine industry with regard to effective promotion of the country's wines in the US market. A qualitative methodology is employed to ensure credibility and accuracy of the primary data. Five participants are selected for a discussion, including an exporting wine producer, wine cellars association, wine export council and two government agencies. The Vision 2020 strategy by the South African wine industry is reviewed, with the main focus on the US market and the role of the exporting country's government given the changing international trade regime. The study concludes that the US remains a critical market for South African wine producers despite the high cost of entry, global wine surplus and economic recession, and that success for the country's wines is partly dependent on a unified approach by the industry, attainable though partnerships with government agencies. While acknowledging the continuing government support, it makes recommendations on how to strengthen existing partnerships with regard to the US export market for South African wines. The study lacks generaliseability; however since it is meant to assist design effective export promotion programmes for South African wines in the US market, the absence of generaliseability is considered unproblematic. / AFRIKAANSE OPSOMMING: Die globale wynmark het in die eerste dekade van die 21ste eeu voor verskeie uitdagings te staan gekom. Dit sluit in oorproduksie wat tot 'n magskuif ten gunste van kopers gelei het en winsmarges per bottel wyn wat verkoop is laat daal het. Die grootste voordeeltrekker in hierdie onsekere tye is die verbruiker. Soos al meer streke hul wynproduksievaardighede versterk en die beste tegnologie benut, verbeter die gehalte van wyn en word mededinging strawwer. Soos verbruikers se kennis van wyn toeneem, verander hul verwagtinge ten opsigte van gehalte. Dit plaas bykomende druk op nuwe handelsmerke wat tot die mark toetree. Die wynmark in die Vereenigde State van Amerika (VSA) groei steeds. Met 'n bevolkingsgrootte van 303 miljoen mense en 'n aptyt vir luukse goedere en dienste bly die VSA 'n gewilde uitvoerbestemming vir ander wynstreke. Die tendens om wyn na die VSA uit te voer, bly sterk ondanks die hoë koste om tot die VSA-mark toe te tree. Dié hoë koste is die gevolg van die VSA se drie-vlak stelsel wat dit vir produsente moontlik maak om die waardeketting verder te segmenteer en hul prysverhoging by 'n bottel ingevoerde wyn te voeg voordat dit die eindverbruiker bereik. Hierdie prysbepalingstelsel blyk egter onvoldoende te wees as 'n afskrikmiddel, veral vir wynprodusente van die Nuwe Wêreld. Australië was die afgelope drie dekades die suksesvolste produsent van Nuwe Wêreld-wyne vir die uitvoermark. Dieselfde geld egter nie vir Suid-Afrika se wynbedryf nie. Hoewel strategiese en markoriëntasie, bedryfsplanne en interorganisatoriese samewerking as sleutelfaktore vir sukses in Australië geïdentifiseer is, kry die vennootskappe tussen dié land se regeringsliggame en wynbedryfsliggame die krediet vir hul verenigde benadering tot die VSA se mark. Die Suid-Afrikaanse regering het programme wat die land se uitvoer van goedere en dienste bevorder. Die gepastheid van sodanige programme bly onseker, veral in die lig van die groot uitdagings in die globale wynmark. Die studie ondersoek die omvang en aard van 'n vennootskap tussen regeringsliggame en die Suid-Afrikaanse wynbedryf ten opsigte van doeltreffende promosie van die land se wyne in die VSA-mark. 'n Kwalitatiewe metodologie word gebruik om die geloofwaardigheid en akkuraatheid van die primêre data te verseker. Vyf deelnemers is vir 'n bespreking gekies: 'n produsent wat wyn uitvoer, 'n wynkeldervereniging, wynuitvoerraad en twee regeringsliggame. Die Visie 2020-strategie deur die Suid-Afrikaanse wynbedryf word hersien en sterk klem word ook gelê op die VSA-mark en die rol van die uitvoerland se regering in die lig van die veranderende internasionale handelsregime. Die studie kom tot die gevolgtrekking dat die VSA 'n kritiese mark vir Suid-Afrikaanse wynprodusente bly ondanks die hoë koste van toetrede, die globale wynsurplus en die ekonomiese resessie, en dat sukses vir Suid-Afrika se wyn deels van 'n verenigde benadering tot die wynbedryf afhang wat deur vennootskappe met regeringsagentskappe moontlik gemaak kan word. Hoewel die verslag erkenning gee aan voortgesette regeringsondersteuning, word aanbevelings ook gedoen oor hoe om die bestaande vennootskappe ten opsigte van die VSA as uitvoermark vir Suid-Afrikaanse wyne te versterk. Hierdie studie het 'n gebrek aan veralgemeenbaarheid. Omdat dit egter daarop gerig is om doeltreffende promosieprogramme vir die uitvoer van Suid-Afrikaanse wyne na die VSA-mark te help ontwerp, word die afwesigheid van veralgemeenbaarheid as onbelangrik geag.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The aim of this research report was to identify a set of strategic tools that can be transferred from the private health sector to the public health sector, to improve efficiency in the public health sector. To attain to this aim, this research report attempted to identify the selected best practices employed by successful private health providers, to determine the most effective modes to transfer these best practices, and to establish key success factors for the identified best practices. Interviews were conducted with opinion-leaders from the health industry in the Western Cape,and inputs gleaned from these individuals were useful in applying the strategic model to the public and private health sector in the Western Cape. Globally the public sector has already embarked on strategic management initiatives, through the implementation of the New Public Management-model. The introduction of NPM in a few selected countries aimed at achieving cost-efficiency, budget accountability and improved customer focus in service delivery. South Africa however still needs a unifying and all encompassing vision for public and development management to advance the ideals of Batho Pele. The use of evidence and the management of intellectual capital in the health care industry are recognised as important in decision-making. The health care trends of five selected countries (United Kingdom, United States of America, Greece, Canada, Slovakia) were researched , and demonstrated that countries face similar challenges (increasing resource demands, aging population, rapidly expanding technological possibilities, better-informed patients, rising expectations). It is recognised that business skills and knowledge, as well as investments in IT can be effective tools in moving an organisation from a reactive approach to a pro-active approach. Managers in the public sector need different competencies than managers in the private sector due to the differences between the two sectors, and thus there is a need to adapt management training. While there are examples of best practices in the South African government, there is still room for improvement. A stable political economy, political leadership, management skills of political office-bearers and the professionalism of civil servants will be decisive in this regard. The White Paper on the Transformation of the Public Service provides a framework for the development of strategies to promote continuous performance improvements in quantity, quality and equity of health service provision. The areas where improvements are necessary are customer and stakeholder satisfaction, processes, organisation results, leadership and people management. The comparison between the current strategic approach in the Western Cape and a model designed for the public sector revealed that some of the steps can be developed further, namely the assessment of the internal and external environments, the development of an effective implementation process, and the reassessment of the strategies and the strategic planning process. The comparison between the current strategic approach in the Western Cape and the global best practices framework established that there is not sufficient balance between the resource and position based views, the decision-making approach is "quite formal", implementation of strategy is not a carefully planned change management process, planning is regarded as the most important part of the strategic planning process, and evaluating strategy implementation involves more than mere financial measures. It was also established that the Western Cape Department of Health's strategic stance is offensive, that it can be regarded as a prospector, that managing multiple stakeholders is a challenge and that the competitive advantage of the department is its people. The industry analysis revealed that there is still a long way to go in terms of reliable information systems to support health services. The need for a strategic approach that can respond rapidly in a turbulent environment, and the re-look strategic processes to ensure delivery of quality health care through optimal use of resources were also established by the industry analysis. It was established that a gap exists in the public health sector in respect of the strategic planning processes, and that the private health sector portrays characteristics compatible with the global best practices framework. Modes for the successful transfer of best practices were explored, namely management consulting, commercialisation and management development. Two key success factors for the transfer of best practices were identified, namely the application of the Batho Pele principles, and the recruitment and retention of suitably qualified staff. From a global strategic management perspective, it was clear that there is a definite need for the public sector to change to private sector strategic approaches. A shift from a reactive to a pro-active approach is also advisable. The global trends in public health care demonstrate the importance of political leadership, competent management, business knowledge and skills, IT investment and the use of evidence in health. It is clear that the provision of public health care in South Africa faces similar challenges to those experienced by the five countries researched. The application of the global best practices framework confirmed that there are in fact best practices employed by the private sector that can be transferred to the public sector. Most of the best practices discussed in this research report are not employed in the public sector, or only on a limited scale. The use of these practices should be explored by the public sector. In order to equip managers in the public sector with the necessary strategic management tools, training and development opportunities must include modules on strategic management. / AFRIKAANSE OPSOMMING: Die doel van hierdie navorsingsverslag was om 'n stel strategiese benaderings te identifiseer wat van die privaat-gesondheidsektor na die openbare gesondheidsektor oorgedra kan word, om effektiwiteit in die publieke gesondheidsektor te verbeter. Ten einde hierdie doel te bereik, was daar gepoog om geselekteerde beste praktyke wat deur die privaat gesondheidsektor gebruik word te identifiseer, om te bepaal wat die mees effektiewe metodes sou wees om dit oor te dra, en om kritiese suksesfaktore vir die bepaalde beste praktyke te identifiseer. Onderhoude is gevoer met prominente leiers in die gesondheids-industrie in die Wes-Kaap, en hierdie insette was waardevol in die toepassing van die strategiese model op die publieke en privaat-gesondheidsektor in die Wes-Kaap. Op die internasionale front het die publieke sektor reeds strategiese bestuurs-inisiatiewe begin toepas, deur die implementering van die NPM-model. Die implementering van NPM in 'n paar geselekteerde lande was gemik op koste-effektiwiteit, begrotingsverantwoordbaarheid en verbeterde fokus op kliente in dienslewering. Suid Afrika het egter steeds die behoefte aan 'n oorkoepelende, verenigende visie vir publieke- en bestuursontwikkeling om uitvoering te gee aan die ideale van Batho Pele. Die gebruik van uitkomste en die bestuur van intellektuele kapitaal in die gesondheidsindustrie word erken as belangrik vir besluitneming. Die neigings in gesondheidsorg van vyf gekose lande (Verenigde Koninkryke, Verenigde State van Amerika, Griekeland, Kanada en Siovakye) toon dat die uitdagings vir gesondheid ooreenstem (verhoogde vraag na hulpbronne, verouderende bevolking, vinnige ontwikkeling van tegnologie, beter ingeligte pasiente, hoër verwagtinge). Dit word aanvaar dat besigheidsvaardighede en -kennis, sowel as beleggings in inligtingstegnologie effektief aangewend kan word om 'n organisasie van 'n reaktiewe tot 'n pro-aktiewe benadering te beweeg. Bestuurders in die publieke sektor benodig vaardighede wat verskil van bestuurders in die privaatsektor weens verskille tussen die twee sektore; daar is dus 'n behoefte om bestuursopleiding aan te pas. Daar is wel voorbeelde van beste praktyke in die Suid-Afrikaanse regering, maar daar is steeds ruimte vir verbetering. 'n Stabiele politieke ekonomie, politieke leierskap, bestuursvaardighede van politieke ampsdraers en die professionaliteit van staatsamptenare sal deurslaggewend wees in hierdie verband. Die Wit Skrif oor Transformasie van die Openbare Sektor verskaf 'n raamwerk vir die ontwikkeling van strategiee om voortgesette verbeteringe in hoeveelheid, kwaliteit, en gelykheid in die voorsiening van gesondheidsorg te bevorder. Areas vir verbetering sluit in kliente en belanghebbende tevredenheid, prosesse, organisatoriese uitslae, leierskap en bestuur van mense. Die vergelyking van die huidige strategiese benadering in die Wes-Kaap met 'n model wat ontwikkel is vir die publieke sektor toon dat sommige van die stappe verder ontwikkel kan word, naamlik die evaluering van die interne en eksterne omgewing, die ontwikkeling van effektiewe implementeringsprosesse, en die herevaluering van die strategiee en die strategiese beplanningsprooes. Die vergelyking van die huidige strategiese benadering in die Wes-Kaap met die globale beste praktyke raamwerk toon dat daar nie genoeg balans is tussen die posisie- en hulpbrongebaseerde stand nie, dat besluitneming "nogal formeel" is, dat implementering van strategie nie 'n sorgvuldig beplande veranderingsbestuursproses is nie, en dat evaluering van implementering meer behels as slegs finansiele maatstawwe. Dit het ook aan die lig gekom dat die Wes-Kaap departement van gesondheid 'n offensiewe stand het, dat dit as 'n prospektor beskou kan word, en dat die bestuur van veelvuldige belangehebbendes 'n uitdaging is. Die analise van die industrie het getoon dat daar nog baie gedoen kan word in terme van betroubare inligtingstelsels om gesondheidsdienste te ondersteun. Die behoefte aan 'n strategiese benadering om vinnig te reageer in 'n turbulente omgewing, en die her-evaluering van strategiese prosesse om die lewering van kwaliteit gesondheidsdienste deur die optimale gebruik van hulpbronne te verseker, is ook bevind in die analise. Daar is ook bevind dat daar 'n gaping in die publieke gesondheidsektor is wat die strategiese beplanningsproses betref, en dat die privaat-gesondheidsektor kenmerke openbaar wat verenigbaar is met die globale beste praktyke raamwerk. Metodes vir die suksesvolle oordrag van beste praktyke, naamlik bestuurskonsultasie, kommersialisasie en bestuursontwikkeling word beskryf. Twee sleutelsuksesfaktore vir die oordrag van beste praktyke, naamlik die toepassing van die Batho Pele beginsels, en die werwing en behoud van toepaslik gekwalifiseerde personeel is identifiseer. Uit 'n globale strategiese bestuursperspektief was dit duidelik dat daar definitief 'n behoefte is vir die publieke sektor om privaatsektor strategiese benaderings aan te neem. 'n Beweging van 'n reaktiewe tot 'n pro-aktiewe benadering is beslis aan te beveel. Die globale neigings in publieke gesondheidsorg demonstreer die belangrikheid van politieke leierskap, bevoegde bestuur, besigheidskennis en -vaardighede, beleggings in inligtingstegnologie en die gebruik van uitkoms-gebaseerde bewyse. Dit is duidelik dat die voorsiening van publieke gesondheidsorg in Suid-Afrika ooreenstemmende uitdagings het met die vyf lande wat ondersoek is. Die toepassing van die globale beste praktyke raamwerk het bevestig dat daar wel beste praktyke gebruik word deur die privaatsektor, wat oorgedra kan word na die publieke sektor. Meeste van die beste praktyke hier bespreek word nie deur die publieke sektor gebruik nie, of slegs op 'n beperkte basis. Die gebruik van hierdie praktyke moet ondersoek word deur die publieke sektor. Om bestuurders in die publieke sektor toe te rus met die nodige strategiese bestuursvaardighede, moet opleidings- en ontwikkelingsgeleenthede modules insluit oor strategiese bestuur.