Developing a Public-Private Partnership Performance Framework for Transport and Health Sector Stakeholders in the UK and Ghana

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

Public Private Partnerships (PPP) have been used in the construction industry to deliver critical infrastructure projects in various sectors. PPPs performance improvement is a current stakeholder concern due to numerous project failures. This research compares PPPs transport and health sector infrastructure in the United Kingdom and Ghana to produce a sustainable performance improvement model. The research aim is twofold: first, to develop an empirical performance improvement model for PPP best practice implementation for the UK and Ghanaian transport and health sectors. Secondly, it will examine and compare the UK and Ghanaian PPP transport and health sector stakeholders’ Critical Success Factors (CSF) and risks. A rigorous literature review on complex IPs was conducted into PPP transport and health sectors to identify stakeholders CSF and risks in infrastructure sector projects. Four (4) Delphi expert panels and statistical analysis will be used to identify the CSF and risks for successful implementation. The proposed research will establish valuable information for the public and private sectors’ stakeholder interests when investing in transport and health infrastructure projects through PPP in both the UK and Ghanaian construction industries.
LanguageEnglish
Title of host publicationUnknown Host Publication
Pages118-122
Number of pages5
Publication statusPublished - 2 Sep 2017
Event5th International Conference on Advances in Civil, Structural and Mechanical Engineering (CSM) 2017 - Zurich, Switzerland
Duration: 2 Sep 2017 → …

Conference

Conference5th International Conference on Advances in Civil, Structural and Mechanical Engineering (CSM) 2017
Period2/09/17 → …

Fingerprint

Health
Construction industry
Critical infrastructures
Statistical methods

Keywords

  • Public Private Partnership
  • PPP
  • Transport
  • Health
  • Stakeholder management
  • Best practice.

Cite this

@inproceedings{de4099bcc5114c64adaf9ec5dbe228ee,
title = "Developing a Public-Private Partnership Performance Framework for Transport and Health Sector Stakeholders in the UK and Ghana",
abstract = "Public Private Partnerships (PPP) have been used in the construction industry to deliver critical infrastructure projects in various sectors. PPPs performance improvement is a current stakeholder concern due to numerous project failures. This research compares PPPs transport and health sector infrastructure in the United Kingdom and Ghana to produce a sustainable performance improvement model. The research aim is twofold: first, to develop an empirical performance improvement model for PPP best practice implementation for the UK and Ghanaian transport and health sectors. Secondly, it will examine and compare the UK and Ghanaian PPP transport and health sector stakeholders’ Critical Success Factors (CSF) and risks. A rigorous literature review on complex IPs was conducted into PPP transport and health sectors to identify stakeholders CSF and risks in infrastructure sector projects. Four (4) Delphi expert panels and statistical analysis will be used to identify the CSF and risks for successful implementation. The proposed research will establish valuable information for the public and private sectors’ stakeholder interests when investing in transport and health infrastructure projects through PPP in both the UK and Ghanaian construction industries.",
keywords = "Public Private Partnership, PPP, Transport, Health, Stakeholder management, Best practice.",
author = "Emmanuel Donkoh and Martina Murphy and Robert Eadie",
note = "Reference text: [1] Chou, J.S. and Pramudawardhani, D., 2015. Cross-country comparisons of key drivers, critical success factors and risk allocation for public-private partnership projects. International Journal of Project Management, 33(5), pp.1136-1150. [2] Thierie, W. and De Moor, L., 2016. The characteristics of infrastructure as an investment class. Financial Markets and Portfolio Management, 30(3), pp.277-297. [3] Chan, E.E.A.A.P. and Coleman, D.G.O.M.E., A fuzzy model for evaluating risk impacts on variability between contract sum and final account in government-funded construction projects. [4] Hall, J.W., Henriques, J.J., Hickford, A.J., Nicholls, R.J., Baruah, P., Birkin, M., Chaudry, M., Curtis, T.P., Eyre, N., Jones, C. and Kilsby, C.G., 2014. Assessing the long-term performance of cross-sectoral strategies for national infrastructure. Journal of Infrastructure Systems, 20(3), p.04014014. [5] Hackman, J.K., Agyekum, K. and Smith, B., 2017. Challenges to The Adoption of Knowledge Management in Civil Engineering Construction Firms in Ghana. Annals of the Faculty of Engineering Hunedoara, 15(1), p.87. [6] Lam, T. and Gale, K., 2014. Highway maintenance: impact of framework agreements upon project financial performance. Construction Management and Economics, 32(5), pp.460-472 [7] Ofori-Kuragu, J.K., Baiden, B.K. and Badu, E., 2016. Key performance indicators for project success in Ghanaian contractors. International Journal of Construction Engineering and Management, 5(1), pp.1-10. [8] Shen, S., Feng, X. and Peng, Z.R., 2016. A framework to analyze vulnerability of critical infrastructure to climate change: the case of a coastal community in Florida. Natural Hazards, 84(1), pp.589-609. [9] Austin, R.B., Pishdad-Bozorgi, P. and de la Garza, J.M., 2015. Identifying and prioritizing best practices to achieve flash track projects. Journal of Construction Engineering and Management, 142(2), p.04015077. [10] Zhu, J. and Mostafavi, A., 2017. Discovering complexity and emergent properties in project systems: A new approach to understanding project performance. International Journal of Project Management, 35(1), pp.1-12. [11] Osei-Kyei, R. and Chan, A.P., 2017. Implementing public–private partnership (PPP) policy for public construction projects in Ghana: critical success factors and policy implications. International Journal of Construction Management, 17(2), pp.113-123. [12] El Asmar, M., Hanna, A.S. and Loh, W.Y., 2013. Quantifying performance for the integrated project delivery system as compared to established delivery systems. Journal of Construction Engineering and Management, 139(11), p.04013012. [13] Hickford, A.J., Nicholls, R.J., Otto, A., Hall, J.W., Blainey, S.P., Tran, M. and Baruah, P., 2015. Creating an ensemble of future strategies for national infrastructure provision. Futures, 66, pp.13-24. [14] Verhoest, K., Petersen, O.H., Scherrer, W. and Soecipto, R.M., 2015. How do governments support the development of public private partnerships? Measuring and comparing PPP governmental support in 20 European countries. Transport Reviews, 35(2), pp.118-139. [15] Matos‐Casta{\~n}o, J., Mahalingam, A. and Dewulf, G., 2014. Unpacking the Path‐Dependent Process of Institutional Change for PPPs. Australian journal of public administration, 73(1), pp.47-66. [16] Cheung, E., Chan, A.P. and Kajewski, S., 2010. The public sector's perspective on procuring public works projects‐comparing the views of practitioners in Hong Kong and Australia. Journal of Civil Engineering and Management, 16(1), pp.19-32. [17] Xia, N., Zhong, R., Wu, C., Wang, X. and Wang, S., 2017. Assessment of Stakeholder-Related Risks in Construction Projects: Integrated Analyses of Risk Attributes and Stakeholder Influences. Journal of Construction Engineering and Management, 143(8), p.04017030. [18] Henjewele, C., Sun, M. and Fewings, P., 2014. Comparative performance of healthcare and transport PFI projects: Empirical study on the influence of key factors. International Journal of Project Management, 32(1), pp.77-87. [19] Shi, S., Chong, H.Y., Liu, L. and Ye, X., 2016. Examining the Interrelationship among Critical Success Factors of Public Private Partnership Infrastructure Projects. Sustainability, 8(12), p.1313 [20] Guo, F., Chang-Richards, Y., Wilkinson, S. and Li, T.C., 2014. Effects of project governance structures on the management of risks in major infrastructure projects: A comparative analysis. International Journal of Project Management, 32(5), pp.815-826 [21] Luo, L., He, Q., Xie, J., Yang, D. and Wu, G., 2016. Investigating the relationship between project complexity and success in complex construction projects. Journal of Management in Engineering, 33(2), p.04016036. [22] Wager, T., 2015. Planning support systems for complex infrastructure development. [23] Villalba-Romero, F., Liyanage, C. and Roumboutsos. A. 2015. {"}Sustainable PPPs: A comparative approach for road infrastructure.{"} Case Studies on Transport Policy 3, no. 2 (2015): 243-250. [24] Umer, A., Hewage, K., Haider, H. and Sadiq, R., 2016. Sustainability assessment of roadway projects under uncertainty using Green Proforma: An index-based approach. International Journal of Sustainable Built Environment, 5(2), pp.604-619. [25] Silvius, A.J. and Schipper, R.P., 2014. Sustainability in project management: A literature review and impact analysis. Social Business, 4(1), pp.63-96. [26] Kivil{\"a}, J., Martinsuo, M. and Vuorinen, L., 2017. Sustainable project management through project control in infrastructure projects. International Journal of Project Management. [27] Vogl, B. and Abdel-Wahab, M., 2014. Measuring the construction industry’s productivity performance: Critique of international productivity comparisons at industry level. Journal of Construction Engineering and Management, 141(4), p.04014085. [28] Levi{\"a}kangas, P., Kinnunen, T. and Aapaoja, A., 2016. Infrastructure public–private partnership project ecosystem–financial and economic positioning of stakeholders. The European Journal of Finance, 22(3), pp.221-236 [29] Villalba-Romero, F. and Liyanage, C., 2016. Evaluating Success in PPP Road Projects in Europe: A Comparison of Performance Measurement Approaches. Transportation Research Procedia, 14, pp.372-381. [31] Verhoest, K., Van Garsse, S., Van den Hurk, M., Willems, T., Akintoye, A., Beck, M. and Kumaraswamy, M., 2016. Developments of public private partnership in Belgium. Public-private partnerships: A global review, pp.45-58. [32] Ekung, S., Siriwardena, M. and Adeniran, L., 2013. Optimised Selection and use of Project Procurement Strategy in Nigeria: A Case from Practise. Ethiopian Journal of Environmental Studies and Management, 6(6), pp.661-669. [33] Rodr{\'i}guez-Segura, E., Ortiz-Marcos, I., Romero, J.J. and Tafur-Segura, J., 2016. Critical success factors in large projects in the aerospace and defense sectors. Journal of Business Research, 69(11), pp.5419-5425. [34] Van den Hurk, M., Brogaard, L., Lember, V., Helby Petersen, O. and Witz, P., 2016. National varieties of Public–Private Partnerships (PPPs): A comparative analysis of PPP-supporting units in 19 European countries. Journal of Comparative Policy Analysis: Research and Practice, 18(1), pp.1-20. [35] Petersen, O.H., 2011. Public-private partnerships as converging or diverging trends in public management? A comparative analysis of PPP policy and regulation in Denmark and Ireland. International Public Management Review, 12(2), pp.1-37. [36] Berssaneti, F.T. and Carvalho, M.M., 2015. Identification of variables that impact project success in Brazilian companies. International Journal of Project Management, 33(3), pp.638-649. [37] Erkul, M., Yitmen, I. and {\cC}elik, T., 2016. Stakeholder Engagement in Mega Transport Infrastructure Projects. Procedia Engineering, 161, pp.704-710. [38] Ogunsanmi, O., 2013. Effects of procurement related factors on construction project performance in Nigeria. Ethiopian Journal of Environmental Studies and Management, 6(2), pp.215-222. [39] Doloi, H., 2012. Assessing stakeholders' influence on social performance of infrastructure projects. Facilities, 30(11/12), pp.531-550. [40] Rajablu, M., Marthandan, G. and Yusoff, W.F.W., 2014. Managing for stakeholders: the role of stakeholder-based management in project success. Asian Social Science, 11(3), p.111. [41] Eyiah-Botwe, E., Aigbavboa, C.O. and Thwala, W.D., 2017. Critical Success Factors for Enhanced Stakeholder Management in Ghana. [42] Oyedele, L.O., 2012. Avoiding performance failure payment deductions in PFI/PPP projects: model of critical success factors. Journal of Performance of Constructed Facilities, 27(3), pp.283-294. [43] Locatelli, G., Mancini, M. and Romano, E., 2014. Systems engineering to improve the governance in complex project environments. International Journal of Project Management, 32(8), pp.1395-1410. [44] Wu, D.D. and Olson, D.L., 2013. Computational simulation and risk analysis: An introduction of state of the art research. [45] Gruneberg, S. and Fraser, B., 2012. Construction purchasing power parities: potential roles and limitations. Building Research & Information, 40(3), pp.348-356. [46] Horta, I.M., Camanho, A.S., Johnes, J. and Johnes, G., 2013. Performance trends in the construction industry worldwide: an overview of the turn of the century. Journal of Productivity Analysis, 39(1), pp.89-99. [47] Jooste, S.F. and Scott, W.R., 2012. The public–private partnership enabling field: evidence from three cases. Administration & Society, 44(2), pp.149-182. [48] Hodge, G. and Greve, C., 2010. Public‐private partnerships: governance scheme or language game? Australian Journal of Public Administration, 69(s1). [49] Petersen, O.H., 2011. Public-private partnerships as converging or diverging trends in public management? A comparative analysis of PPP policy and regulation in Denmark and Ireland. International Public Management Review, 12(2), pp.1-37. [50] Verhoest, K., Carbonara, N., Lember, V., Petersen, O.H., Scherrer, W. and van den Hurk, M., 2013. Public Private Partnerships in Transport: Trends & Theory P3T3. Discussion Papers part I, COST. [51] Creswell, J.W., 2014. A concise introduction to mixed methods research. Sage Publications [52] Haines, K.J., Kelly, P., Fitzgerald, P., Skinner, E.H. and Iwashyna, T.J., 2017. The Untapped Potential of Patient and Family Engagement in the Organization of Critical Care. Critical care medicine, 45(5), pp.899-906. [53] Haines, S.T., Miklich, M.A. and Rochester-Eyeguokan, C., 2016. Best practices for safe use of insulin pen devices in hospitals: recommendations from an expert panel Delphi consensus process. American Journal of Health-System Pharmacy, 73(19 Supplement 5), pp.S4-S16. [54] Murphy,M., Perera, S., and Heaney, G., 2015. Innovational Management Model: A Tool for Sustained Implementation of Product Innovation into Construction Projects. Construction Management and Economics. 33(3), pp.209-232 [55] Eadie, R., Millar, P., and Grant, R., 2013. PFI/PPP Private Sector Perspectives of UK Transport and Healthcare. Built Environment Project and Asset Management, 3(1),pp.89-104.",
year = "2017",
month = "9",
day = "2",
language = "English",
isbn = "978-1-63248-132-0",
pages = "118--122",
booktitle = "Unknown Host Publication",

}

Donkoh, E, Murphy, M & Eadie, R 2017, Developing a Public-Private Partnership Performance Framework for Transport and Health Sector Stakeholders in the UK and Ghana. in Unknown Host Publication. pp. 118-122, 5th International Conference on Advances in Civil, Structural and Mechanical Engineering (CSM) 2017, 2/09/17.

Developing a Public-Private Partnership Performance Framework for Transport and Health Sector Stakeholders in the UK and Ghana. / Donkoh, Emmanuel; Murphy, Martina; Eadie, Robert.

Unknown Host Publication. 2017. p. 118-122.

Research output: Chapter in Book/Report/Conference proceedingConference contribution

TY - GEN

T1 - Developing a Public-Private Partnership Performance Framework for Transport and Health Sector Stakeholders in the UK and Ghana

AU - Donkoh, Emmanuel

AU - Murphy, Martina

AU - Eadie, Robert

N1 - Reference text: [1] Chou, J.S. and Pramudawardhani, D., 2015. Cross-country comparisons of key drivers, critical success factors and risk allocation for public-private partnership projects. International Journal of Project Management, 33(5), pp.1136-1150. [2] Thierie, W. and De Moor, L., 2016. The characteristics of infrastructure as an investment class. Financial Markets and Portfolio Management, 30(3), pp.277-297. [3] Chan, E.E.A.A.P. and Coleman, D.G.O.M.E., A fuzzy model for evaluating risk impacts on variability between contract sum and final account in government-funded construction projects. [4] Hall, J.W., Henriques, J.J., Hickford, A.J., Nicholls, R.J., Baruah, P., Birkin, M., Chaudry, M., Curtis, T.P., Eyre, N., Jones, C. and Kilsby, C.G., 2014. Assessing the long-term performance of cross-sectoral strategies for national infrastructure. Journal of Infrastructure Systems, 20(3), p.04014014. [5] Hackman, J.K., Agyekum, K. and Smith, B., 2017. Challenges to The Adoption of Knowledge Management in Civil Engineering Construction Firms in Ghana. Annals of the Faculty of Engineering Hunedoara, 15(1), p.87. [6] Lam, T. and Gale, K., 2014. Highway maintenance: impact of framework agreements upon project financial performance. Construction Management and Economics, 32(5), pp.460-472 [7] Ofori-Kuragu, J.K., Baiden, B.K. and Badu, E., 2016. Key performance indicators for project success in Ghanaian contractors. International Journal of Construction Engineering and Management, 5(1), pp.1-10. [8] Shen, S., Feng, X. and Peng, Z.R., 2016. A framework to analyze vulnerability of critical infrastructure to climate change: the case of a coastal community in Florida. Natural Hazards, 84(1), pp.589-609. [9] Austin, R.B., Pishdad-Bozorgi, P. and de la Garza, J.M., 2015. Identifying and prioritizing best practices to achieve flash track projects. Journal of Construction Engineering and Management, 142(2), p.04015077. [10] Zhu, J. and Mostafavi, A., 2017. Discovering complexity and emergent properties in project systems: A new approach to understanding project performance. International Journal of Project Management, 35(1), pp.1-12. [11] Osei-Kyei, R. and Chan, A.P., 2017. Implementing public–private partnership (PPP) policy for public construction projects in Ghana: critical success factors and policy implications. International Journal of Construction Management, 17(2), pp.113-123. [12] El Asmar, M., Hanna, A.S. and Loh, W.Y., 2013. Quantifying performance for the integrated project delivery system as compared to established delivery systems. Journal of Construction Engineering and Management, 139(11), p.04013012. [13] Hickford, A.J., Nicholls, R.J., Otto, A., Hall, J.W., Blainey, S.P., Tran, M. and Baruah, P., 2015. Creating an ensemble of future strategies for national infrastructure provision. Futures, 66, pp.13-24. [14] Verhoest, K., Petersen, O.H., Scherrer, W. and Soecipto, R.M., 2015. How do governments support the development of public private partnerships? Measuring and comparing PPP governmental support in 20 European countries. Transport Reviews, 35(2), pp.118-139. [15] Matos‐Castaño, J., Mahalingam, A. and Dewulf, G., 2014. Unpacking the Path‐Dependent Process of Institutional Change for PPPs. Australian journal of public administration, 73(1), pp.47-66. [16] Cheung, E., Chan, A.P. and Kajewski, S., 2010. The public sector's perspective on procuring public works projects‐comparing the views of practitioners in Hong Kong and Australia. Journal of Civil Engineering and Management, 16(1), pp.19-32. [17] Xia, N., Zhong, R., Wu, C., Wang, X. and Wang, S., 2017. Assessment of Stakeholder-Related Risks in Construction Projects: Integrated Analyses of Risk Attributes and Stakeholder Influences. Journal of Construction Engineering and Management, 143(8), p.04017030. [18] Henjewele, C., Sun, M. and Fewings, P., 2014. Comparative performance of healthcare and transport PFI projects: Empirical study on the influence of key factors. International Journal of Project Management, 32(1), pp.77-87. [19] Shi, S., Chong, H.Y., Liu, L. and Ye, X., 2016. Examining the Interrelationship among Critical Success Factors of Public Private Partnership Infrastructure Projects. Sustainability, 8(12), p.1313 [20] Guo, F., Chang-Richards, Y., Wilkinson, S. and Li, T.C., 2014. Effects of project governance structures on the management of risks in major infrastructure projects: A comparative analysis. International Journal of Project Management, 32(5), pp.815-826 [21] Luo, L., He, Q., Xie, J., Yang, D. and Wu, G., 2016. Investigating the relationship between project complexity and success in complex construction projects. Journal of Management in Engineering, 33(2), p.04016036. [22] Wager, T., 2015. Planning support systems for complex infrastructure development. [23] Villalba-Romero, F., Liyanage, C. and Roumboutsos. A. 2015. "Sustainable PPPs: A comparative approach for road infrastructure." Case Studies on Transport Policy 3, no. 2 (2015): 243-250. [24] Umer, A., Hewage, K., Haider, H. and Sadiq, R., 2016. Sustainability assessment of roadway projects under uncertainty using Green Proforma: An index-based approach. International Journal of Sustainable Built Environment, 5(2), pp.604-619. [25] Silvius, A.J. and Schipper, R.P., 2014. Sustainability in project management: A literature review and impact analysis. Social Business, 4(1), pp.63-96. [26] Kivilä, J., Martinsuo, M. and Vuorinen, L., 2017. Sustainable project management through project control in infrastructure projects. International Journal of Project Management. [27] Vogl, B. and Abdel-Wahab, M., 2014. Measuring the construction industry’s productivity performance: Critique of international productivity comparisons at industry level. Journal of Construction Engineering and Management, 141(4), p.04014085. [28] Leviäkangas, P., Kinnunen, T. and Aapaoja, A., 2016. Infrastructure public–private partnership project ecosystem–financial and economic positioning of stakeholders. The European Journal of Finance, 22(3), pp.221-236 [29] Villalba-Romero, F. and Liyanage, C., 2016. Evaluating Success in PPP Road Projects in Europe: A Comparison of Performance Measurement Approaches. Transportation Research Procedia, 14, pp.372-381. [31] Verhoest, K., Van Garsse, S., Van den Hurk, M., Willems, T., Akintoye, A., Beck, M. and Kumaraswamy, M., 2016. Developments of public private partnership in Belgium. Public-private partnerships: A global review, pp.45-58. [32] Ekung, S., Siriwardena, M. and Adeniran, L., 2013. Optimised Selection and use of Project Procurement Strategy in Nigeria: A Case from Practise. Ethiopian Journal of Environmental Studies and Management, 6(6), pp.661-669. [33] Rodríguez-Segura, E., Ortiz-Marcos, I., Romero, J.J. and Tafur-Segura, J., 2016. Critical success factors in large projects in the aerospace and defense sectors. Journal of Business Research, 69(11), pp.5419-5425. [34] Van den Hurk, M., Brogaard, L., Lember, V., Helby Petersen, O. and Witz, P., 2016. National varieties of Public–Private Partnerships (PPPs): A comparative analysis of PPP-supporting units in 19 European countries. Journal of Comparative Policy Analysis: Research and Practice, 18(1), pp.1-20. [35] Petersen, O.H., 2011. Public-private partnerships as converging or diverging trends in public management? A comparative analysis of PPP policy and regulation in Denmark and Ireland. International Public Management Review, 12(2), pp.1-37. [36] Berssaneti, F.T. and Carvalho, M.M., 2015. Identification of variables that impact project success in Brazilian companies. International Journal of Project Management, 33(3), pp.638-649. [37] Erkul, M., Yitmen, I. and Çelik, T., 2016. Stakeholder Engagement in Mega Transport Infrastructure Projects. Procedia Engineering, 161, pp.704-710. [38] Ogunsanmi, O., 2013. Effects of procurement related factors on construction project performance in Nigeria. Ethiopian Journal of Environmental Studies and Management, 6(2), pp.215-222. [39] Doloi, H., 2012. Assessing stakeholders' influence on social performance of infrastructure projects. Facilities, 30(11/12), pp.531-550. [40] Rajablu, M., Marthandan, G. and Yusoff, W.F.W., 2014. Managing for stakeholders: the role of stakeholder-based management in project success. Asian Social Science, 11(3), p.111. [41] Eyiah-Botwe, E., Aigbavboa, C.O. and Thwala, W.D., 2017. Critical Success Factors for Enhanced Stakeholder Management in Ghana. [42] Oyedele, L.O., 2012. Avoiding performance failure payment deductions in PFI/PPP projects: model of critical success factors. Journal of Performance of Constructed Facilities, 27(3), pp.283-294. [43] Locatelli, G., Mancini, M. and Romano, E., 2014. Systems engineering to improve the governance in complex project environments. International Journal of Project Management, 32(8), pp.1395-1410. [44] Wu, D.D. and Olson, D.L., 2013. Computational simulation and risk analysis: An introduction of state of the art research. [45] Gruneberg, S. and Fraser, B., 2012. Construction purchasing power parities: potential roles and limitations. Building Research & Information, 40(3), pp.348-356. [46] Horta, I.M., Camanho, A.S., Johnes, J. and Johnes, G., 2013. Performance trends in the construction industry worldwide: an overview of the turn of the century. Journal of Productivity Analysis, 39(1), pp.89-99. [47] Jooste, S.F. and Scott, W.R., 2012. The public–private partnership enabling field: evidence from three cases. Administration & Society, 44(2), pp.149-182. [48] Hodge, G. and Greve, C., 2010. Public‐private partnerships: governance scheme or language game? Australian Journal of Public Administration, 69(s1). [49] Petersen, O.H., 2011. Public-private partnerships as converging or diverging trends in public management? A comparative analysis of PPP policy and regulation in Denmark and Ireland. International Public Management Review, 12(2), pp.1-37. [50] Verhoest, K., Carbonara, N., Lember, V., Petersen, O.H., Scherrer, W. and van den Hurk, M., 2013. Public Private Partnerships in Transport: Trends & Theory P3T3. Discussion Papers part I, COST. [51] Creswell, J.W., 2014. A concise introduction to mixed methods research. Sage Publications [52] Haines, K.J., Kelly, P., Fitzgerald, P., Skinner, E.H. and Iwashyna, T.J., 2017. The Untapped Potential of Patient and Family Engagement in the Organization of Critical Care. Critical care medicine, 45(5), pp.899-906. [53] Haines, S.T., Miklich, M.A. and Rochester-Eyeguokan, C., 2016. Best practices for safe use of insulin pen devices in hospitals: recommendations from an expert panel Delphi consensus process. American Journal of Health-System Pharmacy, 73(19 Supplement 5), pp.S4-S16. [54] Murphy,M., Perera, S., and Heaney, G., 2015. Innovational Management Model: A Tool for Sustained Implementation of Product Innovation into Construction Projects. Construction Management and Economics. 33(3), pp.209-232 [55] Eadie, R., Millar, P., and Grant, R., 2013. PFI/PPP Private Sector Perspectives of UK Transport and Healthcare. Built Environment Project and Asset Management, 3(1),pp.89-104.

PY - 2017/9/2

Y1 - 2017/9/2

N2 - Public Private Partnerships (PPP) have been used in the construction industry to deliver critical infrastructure projects in various sectors. PPPs performance improvement is a current stakeholder concern due to numerous project failures. This research compares PPPs transport and health sector infrastructure in the United Kingdom and Ghana to produce a sustainable performance improvement model. The research aim is twofold: first, to develop an empirical performance improvement model for PPP best practice implementation for the UK and Ghanaian transport and health sectors. Secondly, it will examine and compare the UK and Ghanaian PPP transport and health sector stakeholders’ Critical Success Factors (CSF) and risks. A rigorous literature review on complex IPs was conducted into PPP transport and health sectors to identify stakeholders CSF and risks in infrastructure sector projects. Four (4) Delphi expert panels and statistical analysis will be used to identify the CSF and risks for successful implementation. The proposed research will establish valuable information for the public and private sectors’ stakeholder interests when investing in transport and health infrastructure projects through PPP in both the UK and Ghanaian construction industries.

AB - Public Private Partnerships (PPP) have been used in the construction industry to deliver critical infrastructure projects in various sectors. PPPs performance improvement is a current stakeholder concern due to numerous project failures. This research compares PPPs transport and health sector infrastructure in the United Kingdom and Ghana to produce a sustainable performance improvement model. The research aim is twofold: first, to develop an empirical performance improvement model for PPP best practice implementation for the UK and Ghanaian transport and health sectors. Secondly, it will examine and compare the UK and Ghanaian PPP transport and health sector stakeholders’ Critical Success Factors (CSF) and risks. A rigorous literature review on complex IPs was conducted into PPP transport and health sectors to identify stakeholders CSF and risks in infrastructure sector projects. Four (4) Delphi expert panels and statistical analysis will be used to identify the CSF and risks for successful implementation. The proposed research will establish valuable information for the public and private sectors’ stakeholder interests when investing in transport and health infrastructure projects through PPP in both the UK and Ghanaian construction industries.

KW - Public Private Partnership

KW - PPP

KW - Transport

KW - Health

KW - Stakeholder management

KW - Best practice.

M3 - Conference contribution

SN - 978-1-63248-132-0

SP - 118

EP - 122

BT - Unknown Host Publication

ER -