The document discusses the use of external agencies to supplement competencies for urban public-private partnership (PPP) projects in India. It notes that urban local bodies face challenges in mobilizing resources and skills to meet growing urbanization demands. While PPP models can help deliver urban services, local bodies often lack the competencies to implement PPP projects. As a result, external agencies are being involved to address competency weaknesses at the local level. These agencies provide transaction advisory services, project development support, and skills in areas like procurement, contract management, and stakeholder engagement to help local bodies strengthen their ability to carry out PPP projects.
IRJET- Management of Stakeholder in Infrastructure ProjectsIRJET Journal
1) The document discusses stakeholder management in infrastructure projects. It notes that while stakeholder management is acknowledged as important for project success, existing frameworks focus too much on particular construction stages and fail to consider procurement routes and internal collaboration.
2) A literature review and industry survey were conducted to identify the main factors affecting successful stakeholder management. These include hiring a competent project manager, transparent evaluation of alternatives, effective communication, common goals and objectives, and understanding stakeholder needs and expectations.
3) Successful stakeholder management is key as construction projects involve many stakeholders like clients, contractors, regulators that can impact the project. Management must account for stakeholder influence to deliver projects on time, budget and quality.
Requirements Engineering: An Industrial Survey In The Gulf Cooperation Counci...CSCJournals
Studies on requirements engineering (RE) explicitly focusing on the countries of the Gulf Cooperation Council (GCC) have been scarce despite significant global attention. GCC-specific RE research studies are needed because of the unique cultural characteristics and common work ethics prevalent in GCC countries, as these countries get integrated with the globalization of software development. This study compares the state of RE practices within the six countries of the GCC, namely, the Kingdom of Saudi Arabia (KSA), the United Arab Emirates (UAE), Qatar, Kuwait, Bahrain, and Oman, using six RE factors in order to assess whether: (1) the requirements were gathered by a particular method; (2) they were complete and accurate at the start of the project; (3) they were completed adequately; (4) the scope of the project was clearly defined; (5) the size of the project negatively affects requirements elicitation and (6) the customers and users made adequate time available for requirement gathering. Among the 163 software practitioners in the GCC countries surveyed, the results show that the RE practices are relatively similar among the six countries with only subtle differences. Initiating software-related projects with unclear requirements and undefined project scopes are the two major limitations of the RE practices among the survey participants. The results of this study contribute toward providing project managers and system analysts who are working globally and within the GCC countries with valuable decision-making tools to help them consider the identified RE techniques, methods, challenges, and their related risks, early in their software development projects.
Outsourcing Procurement In The Public SectorJon Hansen
When the problems of weak institutional capacities, high costs, delays, and high integrity risks are systemic in a government, outsourcing the procurement function may be a sound option to consider, whether as a short-term gap-filling measure or as a longer-term strategic approach. - ADB Report
Related Story Link: https://procureinsights.wordpress.com/2017/03/14/santa-clara-county-exec-jeffrey-smith-agrees-to-interview/
ANALYSIS OF RISK CATEGORIES AND FACTORS FOR PPP PROJECTS USING ANALYTIC HIERA...A Makwana
Success of Public Private Partnership projects is greatly influenced by proper management of the risks associated with the project. All projects which are undertaken using conventional procurement method or using a PPP approach have known risks and unknown risks. Risk identification plays an important role in development of PPP framework. The participation and investment of Private sector has been the main stay of the Government of India policy toward infrastructural growth. In this study main risk categories and factors of Public Private Partnership projects have been recognized. A total of 7 risk categories and 31 risk sub-factors for each category were identified for PPP projects safety listed under subheads. The questionnaire was prepared on the basis of literature review and was filled by 100 Stakeholders namely Consultant/Client, Project Manager/ Contractor, Engineer. Generally Analytic Hierarchy Process (AHP) is widely used as multi criteria decision making. Normally it is very hard to meet the consistence need of a comparison matrix in analytic hierarchy process. In this study AHP is used to categories the risks of PPP projects in different levels and the impact of those risks on the PPP projects are identified.
The document discusses some of the key challenges in managing public projects through public-private partnerships in India. It notes that time and cost overruns are common, reflecting poorly on project management teams. Some challenges include incomplete scope assessments, bureaucratic procedures, and a lack of competent leadership. While some challenges are inherent to the system, teams can enhance performance through better planning, leveraging the system, and having skills like flexibility and diplomacy. Understanding terminal objectives, technical competence, and stakeholders are important for driving social projects effectively.
The document analyzes Mongolia's policy, law, and regulations for public-private partnerships (PPP). According to the Infrascope index, which scores countries on their PPP environment, Mongolia had one of the lowest scores in Asia-Pacific in 2012 and 2014, indicating its environment was not very conducive for PPPs. While countries like Australia, the UK, and Korea had very high scores and ideal PPP environments, Mongolia's score improved slightly but was still relatively low, showing it has an emerging but not fully developed PPP framework. The document recommends evaluating Mongolia's PPP laws and regulations to identify ways to further intensify effective PPP development in the country.
The document analyzes Mongolia's policy, law, and regulations for public-private partnerships (PPP). According to the Infrascope index, which scores countries on their environment for PPP projects, Mongolia's score of 23.3 in 2012 was the lowest among Asia-Pacific countries and its environment was considered nascent. By 2014 Mongolia's score had improved to 39.7, but was still emerging compared to countries like Australia, UK, Japan, Korea, and India that had more developed PPP environments. The document recommends improving Mongolia's PPP framework to attract more private investment in infrastructure.
The document outlines the various stages involved in the project development process for public-private partnership (PPP) projects. It discusses the key stages including project identification, feasibility studies, project structuring, pre-procurement activities, bid documentation, procurement process, and post-award contract management. Each stage involves specific activities like conducting technical, financial and economic analyses, allocating risks, and selecting a private partner. The process aims to effectively develop and implement infrastructure projects through PPPs while ensuring transparency. The overall development typically takes 5-7 years from identification to commissioning.
IRJET- Management of Stakeholder in Infrastructure ProjectsIRJET Journal
1) The document discusses stakeholder management in infrastructure projects. It notes that while stakeholder management is acknowledged as important for project success, existing frameworks focus too much on particular construction stages and fail to consider procurement routes and internal collaboration.
2) A literature review and industry survey were conducted to identify the main factors affecting successful stakeholder management. These include hiring a competent project manager, transparent evaluation of alternatives, effective communication, common goals and objectives, and understanding stakeholder needs and expectations.
3) Successful stakeholder management is key as construction projects involve many stakeholders like clients, contractors, regulators that can impact the project. Management must account for stakeholder influence to deliver projects on time, budget and quality.
Requirements Engineering: An Industrial Survey In The Gulf Cooperation Counci...CSCJournals
Studies on requirements engineering (RE) explicitly focusing on the countries of the Gulf Cooperation Council (GCC) have been scarce despite significant global attention. GCC-specific RE research studies are needed because of the unique cultural characteristics and common work ethics prevalent in GCC countries, as these countries get integrated with the globalization of software development. This study compares the state of RE practices within the six countries of the GCC, namely, the Kingdom of Saudi Arabia (KSA), the United Arab Emirates (UAE), Qatar, Kuwait, Bahrain, and Oman, using six RE factors in order to assess whether: (1) the requirements were gathered by a particular method; (2) they were complete and accurate at the start of the project; (3) they were completed adequately; (4) the scope of the project was clearly defined; (5) the size of the project negatively affects requirements elicitation and (6) the customers and users made adequate time available for requirement gathering. Among the 163 software practitioners in the GCC countries surveyed, the results show that the RE practices are relatively similar among the six countries with only subtle differences. Initiating software-related projects with unclear requirements and undefined project scopes are the two major limitations of the RE practices among the survey participants. The results of this study contribute toward providing project managers and system analysts who are working globally and within the GCC countries with valuable decision-making tools to help them consider the identified RE techniques, methods, challenges, and their related risks, early in their software development projects.
Outsourcing Procurement In The Public SectorJon Hansen
When the problems of weak institutional capacities, high costs, delays, and high integrity risks are systemic in a government, outsourcing the procurement function may be a sound option to consider, whether as a short-term gap-filling measure or as a longer-term strategic approach. - ADB Report
Related Story Link: https://procureinsights.wordpress.com/2017/03/14/santa-clara-county-exec-jeffrey-smith-agrees-to-interview/
ANALYSIS OF RISK CATEGORIES AND FACTORS FOR PPP PROJECTS USING ANALYTIC HIERA...A Makwana
Success of Public Private Partnership projects is greatly influenced by proper management of the risks associated with the project. All projects which are undertaken using conventional procurement method or using a PPP approach have known risks and unknown risks. Risk identification plays an important role in development of PPP framework. The participation and investment of Private sector has been the main stay of the Government of India policy toward infrastructural growth. In this study main risk categories and factors of Public Private Partnership projects have been recognized. A total of 7 risk categories and 31 risk sub-factors for each category were identified for PPP projects safety listed under subheads. The questionnaire was prepared on the basis of literature review and was filled by 100 Stakeholders namely Consultant/Client, Project Manager/ Contractor, Engineer. Generally Analytic Hierarchy Process (AHP) is widely used as multi criteria decision making. Normally it is very hard to meet the consistence need of a comparison matrix in analytic hierarchy process. In this study AHP is used to categories the risks of PPP projects in different levels and the impact of those risks on the PPP projects are identified.
The document discusses some of the key challenges in managing public projects through public-private partnerships in India. It notes that time and cost overruns are common, reflecting poorly on project management teams. Some challenges include incomplete scope assessments, bureaucratic procedures, and a lack of competent leadership. While some challenges are inherent to the system, teams can enhance performance through better planning, leveraging the system, and having skills like flexibility and diplomacy. Understanding terminal objectives, technical competence, and stakeholders are important for driving social projects effectively.
The document analyzes Mongolia's policy, law, and regulations for public-private partnerships (PPP). According to the Infrascope index, which scores countries on their PPP environment, Mongolia had one of the lowest scores in Asia-Pacific in 2012 and 2014, indicating its environment was not very conducive for PPPs. While countries like Australia, the UK, and Korea had very high scores and ideal PPP environments, Mongolia's score improved slightly but was still relatively low, showing it has an emerging but not fully developed PPP framework. The document recommends evaluating Mongolia's PPP laws and regulations to identify ways to further intensify effective PPP development in the country.
The document analyzes Mongolia's policy, law, and regulations for public-private partnerships (PPP). According to the Infrascope index, which scores countries on their environment for PPP projects, Mongolia's score of 23.3 in 2012 was the lowest among Asia-Pacific countries and its environment was considered nascent. By 2014 Mongolia's score had improved to 39.7, but was still emerging compared to countries like Australia, UK, Japan, Korea, and India that had more developed PPP environments. The document recommends improving Mongolia's PPP framework to attract more private investment in infrastructure.
The document outlines the various stages involved in the project development process for public-private partnership (PPP) projects. It discusses the key stages including project identification, feasibility studies, project structuring, pre-procurement activities, bid documentation, procurement process, and post-award contract management. Each stage involves specific activities like conducting technical, financial and economic analyses, allocating risks, and selecting a private partner. The process aims to effectively develop and implement infrastructure projects through PPPs while ensuring transparency. The overall development typically takes 5-7 years from identification to commissioning.
Chapter 9 discussed the importance of stakeholder engagement in po.docxmccormicknadine86
Chapter 9 discussed the importance of stakeholder engagement in policy making. The author presented several benefits and an analysis of five cases in which stakeholder engagement added value to the policy making process. If you were leading a project to develop a comprehensive policy for managing pedestrian traffic flow in a popular downtown metropolitan district, what measures would you take to engage stakeholders in that project? Your answer should outline your suggestions and clearly explain why each one would add value.
To complete this assignment, you must do the following:
A) you will assume the role of project manager of a project to develop a comprehensive policy for managing pedestrian traffic flow in a popular downtown metropolitan district, what measures would you take to engage stakeholders in that project? Your answer should identify the project stakeholders, outline your suggestions and clearly explain why each one would add value.
Chapter 9: Attached
Deliverable:
325 words
APA format
No plagiarism
2 References
1 scholarly reference
ITS 832 CHAPTER 9
STAKEHOLDER ENGAGEMENT IN POLICY DEVELOPMENT: OBSERVATIONS AND
LESSONS FROM INTERNATIONAL EXPERIENCE
INFORMATION TECHNOLOGY IN A GLOBAL ECONOMY
DR. JORDON SHAW
INTRODUCTION
• Methodology
• Useful engagement tools
• Factors that support effective tool use
• Foundations of Stakeholder Engagement
• Cases
• Case comparison
• Discussion
• Conclusion
METHODOLOGY
• Policy making increasingly involves stakeholders
• Not just decision makers
• Technology provides many benefits
• Supports advanced complex modeling
• Allows more stakeholders to participate (engage)
• Stakeholder engagement
• Improves acceptance
• Increases policy quality
• Reduces iterations for re-work
• Two primary questions regarding technology tool use
• What types of engagement tools are useful?
• What factors support effective tool use?
STAGES OF THE POLICY PROCESS
FOUNDATIONS OF STAKEHOLDER ENGAGEMENT
• Stakeholder engagement enhances
• Accountability
• Efficiency in making decisions
• Good governance
• Stakeholder
• “Any group or individual who can affect or is affected by the achievement of an organization’s objectives.”
• First phase
• Stakeholder identification and analysis
• Stakeholder engagement
• Informing
• Consulting
• Involving
• Collaborating
• Empowering
CASES
• E-Government Strategic Planning in Afghanistan
• Renewable Energy Policy for Kosice, Slovakia
• Redesigning the European Union’s Inspection Capability for International
Trade
• Understanding Child Health Outcomes in New Zealand
• Transportation and Urban Planning Indicator Development in the USA
CASE COMPARISON
• Points of comparison
• Situation and approach
• Types of stakeholders and participation
• Methods for stakeholder identification
• Methods for stakeholder engagement
• Tools and technologies used
• Results
SUMMARY
• Stakeholder engagement is worth the effort
• Succe ...
This document summarizes a meeting about participatory monitoring and evaluation for the USAID PROGATI project in Bangladesh. It discusses engaging stakeholders in monitoring project progress and assessing results. Key points include defining indicators, collecting and analyzing data, and ensuring findings are relevant and promote accountability. Stakeholders include community members, field staff, managers, funders, and supporters. Benefits are improved understanding, communication, and decision-making. Successful participation requires commitment, skills, representation of interests, and addressing power dynamics.
Understanding success for project organisations - APM Project ArticleDonnie MacNicol
Bob Newman of Insight Consulting (pictured below) has
benchmarked data from over 1,000 in-depth stakeholder
interviews across 250 organisations worldwide. Together with Donnie MacNicol at Team Animation, he highlights what is really important to stakeholders and what project management organisations should focus on if they want to strengthen their brand.
Recommendation of the Council on Principles for Public Governance of PPPs - A...OECD Governance
This presentation was made by Ana-Maria RUIZ, OECD Secretariat, at the 11th Annual Meeting of the OECD Network of Senior PPP and Infrastructure Officials held at the OECD, Paris, on 27 March 2018
The document discusses linking policies to public investment projects through an effective project governance system. It outlines that such a system would examine the relationship between projects, public needs, and policies to select the right projects. The key steps of an effective project governance system include conducting needs assessments, setting goals and objectives, identifying alternatives, estimating costs and benefits, prioritizing projects, and making decisions. Implementing a formal project governance system can help developing countries improve oversight and coordination of public investment projects.
This document outlines a strategy for generating sources for a livelihood project benefiting people with physical disabilities aged 14-18 who have completed 10th grade. The strategy involves initially targeting districts near Kolkata and mapping areas based on disability population and organizations. Top organizations in each district would be shortlisted, visited, and an MOU signed depending on their ability to provide 25-35 beneficiaries. Key steps include recruiting and training field officers, developing a survey, and holding workshops to select final beneficiaries. Budgeting would be required for expenses like staff, travel, and workshops. The strategy aims to thoughtfully build partnerships to identify qualified beneficiaries while ensuring a disability-sensitive approach.
This document discusses the process of project identification. It begins by explaining that project ideas can come from various sources, such as solving problems, satisfying needs, or using available resources. It then outlines four key phases of project identification: actual identification of ideas, describing the ideas, screening ideas, and prioritizing them. Various methods and sources of identifying projects are also discussed, such as analyzing development problems, national objectives, economic factors, natural resources, and participatory approaches. The document stresses that developing a clear project concept or profile is important, and should outline the justification, beneficiaries, resources, policies, impacts, risks, and level of support. Preliminary screening is then used to eliminate less promising ideas.
This paper aims to identify Key determinants for
successful Project Implementation in the state of West Bengal
with special focus in the Durgapur Industrial area. The research
is motivated by the fact that of late there has been limited success
in Project Implementation in West Bengal which had earlier been
very successful in large scale project Implementation. Project
related Professionals of the region were deliberated and
interviewed. An objective realization instrument developed using
47 factors identified in the research as possible drivers in Project
implementation based on Likert’s seven point scale of ranking.
Weighted scores of respondents who have been involved in
project implementation in the area to the factors were analysed
using Factor Analysis, while the effects of the quantified weight of
the critical factors were analysed using regression tool. Result of
the analysis clearly identifies the Key determinant among all
factors which are essential for successful Project Implementation.
The 47 factors are further grouped into few segments like
Human, Resource, and Infrastructure etc. So through this
research segment priority is also determined for the area and
project manager based on priority can devote their time and
energy to ensure that the Project is successfully completed. The
customisation of Project planning and Project design has been
the key determinant for successful project implementation
· Rocky Road. Please respond to the followingSome of the .docxalinainglis
·
"Rocky Road." Please respond to the following:
Some of the most serious abuses taking place in developing countries deal with child labor, human slavery, sweatshops, bad governance, and environmental degradation. Rwanda is a developing country, examine the extent to which two (2) of these five (5) issues are occurring. Support your response with specific examples.
Bottom of Form
1
BLOG 4
Critical Factors in project management
Some of the critical factors in project management include; first we have the project mission which is the initial clarity of goals and general directions. During this process, the project manager should endeavor to elicit commitment from the team members, clients, top management and all stakeholders. Executive sponsorship for a project is key because top level management are the ones deciding on organizational and project strategy as well as performing goal setting functions within the organization. Second is the top management support which is the willingness of top management to provide the necessary resources and authority or power for project success. The third factor are project schedules or plans, these are a detailed specification of the individual action steps required for project implementation. Another factor is client consultation; this aspect entails communication, consultation, and active listening to all impacted parties. A fifth factor is personnel; here we have recruitment, selection, and training of the necessary personnel for the project team (Alias & Aris, 2014).
According to Mir & Pinnington, (2014) technical tasks is another challenge, it is the availability of the required technology and expertise to accomplish the specific technical action steps. The seventh factor is client acceptance; this refers to the act of “selling” the final project to its ultimate intended users. Monitoring and feedback is also another important factor which is timely provision of comprehensive control information at each phase in the implementation process. Additionally, communication is also another important critical factor because it is the provision of an appropriate network and necessary data to all key factors in the project implementation. It also his plays an important role in every project and therefore an effective project manager must be an effective communicator. Communication is the only way via which tasks are assigned and monitored, project issues are escalated and the medium via which goals, performance, and feedback are passed across. Lastly, trouble shooting is another critical factor that is important in project management because it refers to the ability to handle unexpected crises and deviations from plan (Mir & Pinnington, 2014).
Examples of how organizations overcome challenges associated with project Failure
According to Kerzner, (2013) unrealistic deadlines are managed with creative planning, alternatives analysis, and communication of reality to the project participants. Also dete.
This document describes the development and use of a stakeholder analysis tool created by the Victorian Department of Primary Industries. The tool was designed to help project teams systematically analyze the human and social capital resources needed to achieve project goals. It features a two-axis matrix to prioritize stakeholders by influence and importance. The tool was used and evaluated in case studies involving various government groups. Based on feedback, the tool was revised to better guide strategic stakeholder engagement and project planning. Conducting the analysis as a team was found to improve understanding of stakeholders and project direction.
This document describes the development and use of a stakeholder analysis tool created by the Victorian Department of Primary Industries. The tool was designed to help project teams systematically analyze the human and social capital resources needed to achieve project goals. It features a two-axis matrix to prioritize stakeholders by influence and importance. The tool was used and evaluated in case studies involving various government groups. Based on feedback, the tool was revised to better guide strategic stakeholder engagement and project planning. Conducting the analysis as a team was found to improve understanding of stakeholders and project direction.
Stakeholder engagement is one of the most important factors in the successful delivery of projects. What role should and shouldn't the PMO take in promoting good stakeholder engagement practices.
Quantity Surveyor’s Impact: A Panacea to achieving Critical Success Factors i...inventionjournals
Public-Private-Partnership (PPP) is an innovative infrastructure procurement system aimed at providing unique opportunities in the development and funding of public infrastructure facilities.The procurement system ranges from simple contracting of services to the involvement of private sector in financing, design, construction, operation and maintenance of infrastructure. However, organising PPP is not an easy task due to its complexity and long term contractual obligagtions that requires the involvement of stakeholders and professionals for its successful implementation. Procurement procedure under PPP is very complicated and more costly and time consuming than the traditional procurement approach. Therefore the need to address the roles of the Quantity Surveyor in providing the total cost and procurement management has been recognized and become necessary in developing effiecient and effective sustainable PPP projects. Although many studies show that there has been no comprehensive study on the roles of the Quantity Surveyor in PPP concession projects which therefore indicate a knowledge gap in this particular area of the study. Hence, the aim of this paper is to explore the roles of professional Quantity Surveyor in achieving the critical success factors (CSF)for PPPconcession projects. Findings in the study have shown that Quantity Surveyor has a great role to play in achieving the Critical Success Factors (CSF) for PPP concession projects in the areas of:detailed feasibility study; compititive financial proposal; effective procurement management; preliminary qualification evaluation & tendering phase; solid revenue & cost estimate; proper partner’s selection criteria; and solid financial packaging. Findings from the study further revealed that the PPP contractual arrangement offers the primary role of a professional Quantity Surveyor within the PPP concept leading to the selection of the right concessionaire through: request for expression of interest, qualifications, proposals; negotiation with preferred bidders; and evaluation methods & criteria and also in the performance evaluation of the entire development and delivery process within the project objectives.
AN INTEGRATED PROJECT EVALUATION TOOL FOR PFI SEAPORT PROJECTSFredy Kurniawan
The evaluation of the financial viability for seaport projects is a critical activity for bidders and governments under traditional procurement or through private finance initiative (PFI). The aim of this research is to assist government agencies in
evaluating bids and making decision efficiently for seaport development projects through the use of an integrated project evaluation tool. The proposed tool is expected to integrate the results of the financial model and the risk sharing strategy. The
integrated project evaluation tool can be mutually used by the government agency and the sponsor(s). This paper discusses the proposed tool to be tested in future study. The research strategy uses literature review, questionnaire surveys, interviews, and document analyses in order to develop the proposed tool. The tool will be tested through case studies and experts’ opinion to validate its applicability and effectiveness. The main conclusion of this paper is that the knowledge gap between the sponsor(s) and the government agency can be improved if the government agency is provided with efficient tools that consider both the financial and the risk factors
affecting a new project.
An Integrated Project Evaluation Tool for PFI Seaport ProjectFredy Kurniawan
The evaluation of the financial viability for seaport projects is a critical activity for bidders and governments under traditional procurement or through private finance initiative (PFI). The aim of this research is to assist government agencies in
evaluating bids and making decision efficiently for seaport development projects through the use of an integrated project evaluation tool. The proposed tool is expected to integrate the results of the financial model and the risk sharing strategy. The integrated project evaluation tool can be mutually used by the government agency and
the sponsor(s). This paper discusses the proposed tool to be tested in future study. The research strategy uses literature review, questionnaire surveys, interviews, and document analyses in order to develop the proposed tool. The tool will be tested
through case studies and experts’ opinion to validate its applicability and
effectiveness. The main conclusion of this paper is that the knowledge gap between
the sponsor(s) and the government agency can be improved if the government agency is provided with efficient tools that consider both the financial and the risk factors affecting a new project
This document outlines a thesis on analyzing the role of stakeholders in managing road construction projects with Addis Ababa Roads Authority. It includes an introduction outlining the problem statement, research questions and objectives. It then describes the conceptual framework, research methods including data collection and analysis. Key findings are that different criteria are used to identify stakeholders and engagement approaches. Stakeholders play various roles in projects with clients and donors having most influence. Challenges include communication gaps and incompatible interests. Recommendations include improving communication and working closely with clients.
This document discusses social impact analysis and its importance in project design and implementation. It provides:
1) An overview of social impact analysis and how it identifies project stakeholders and beneficiaries.
2) Details the three levels at which social analysis can be conducted from development strategies to project implementation.
3) Outlines factors to consider in social analysis like affected groups, their needs and capacity, as well as potential adverse impacts.
4) Emphasizes how social analysis helps ensure projects are socially responsive and benefits are equitably distributed.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
More Related Content
Similar to EXTERNAL AGENCIES FOR SUPPLEMENTING COMPETENCIES IN INDIAN URBAN PPP PROJECTS
Chapter 9 discussed the importance of stakeholder engagement in po.docxmccormicknadine86
Chapter 9 discussed the importance of stakeholder engagement in policy making. The author presented several benefits and an analysis of five cases in which stakeholder engagement added value to the policy making process. If you were leading a project to develop a comprehensive policy for managing pedestrian traffic flow in a popular downtown metropolitan district, what measures would you take to engage stakeholders in that project? Your answer should outline your suggestions and clearly explain why each one would add value.
To complete this assignment, you must do the following:
A) you will assume the role of project manager of a project to develop a comprehensive policy for managing pedestrian traffic flow in a popular downtown metropolitan district, what measures would you take to engage stakeholders in that project? Your answer should identify the project stakeholders, outline your suggestions and clearly explain why each one would add value.
Chapter 9: Attached
Deliverable:
325 words
APA format
No plagiarism
2 References
1 scholarly reference
ITS 832 CHAPTER 9
STAKEHOLDER ENGAGEMENT IN POLICY DEVELOPMENT: OBSERVATIONS AND
LESSONS FROM INTERNATIONAL EXPERIENCE
INFORMATION TECHNOLOGY IN A GLOBAL ECONOMY
DR. JORDON SHAW
INTRODUCTION
• Methodology
• Useful engagement tools
• Factors that support effective tool use
• Foundations of Stakeholder Engagement
• Cases
• Case comparison
• Discussion
• Conclusion
METHODOLOGY
• Policy making increasingly involves stakeholders
• Not just decision makers
• Technology provides many benefits
• Supports advanced complex modeling
• Allows more stakeholders to participate (engage)
• Stakeholder engagement
• Improves acceptance
• Increases policy quality
• Reduces iterations for re-work
• Two primary questions regarding technology tool use
• What types of engagement tools are useful?
• What factors support effective tool use?
STAGES OF THE POLICY PROCESS
FOUNDATIONS OF STAKEHOLDER ENGAGEMENT
• Stakeholder engagement enhances
• Accountability
• Efficiency in making decisions
• Good governance
• Stakeholder
• “Any group or individual who can affect or is affected by the achievement of an organization’s objectives.”
• First phase
• Stakeholder identification and analysis
• Stakeholder engagement
• Informing
• Consulting
• Involving
• Collaborating
• Empowering
CASES
• E-Government Strategic Planning in Afghanistan
• Renewable Energy Policy for Kosice, Slovakia
• Redesigning the European Union’s Inspection Capability for International
Trade
• Understanding Child Health Outcomes in New Zealand
• Transportation and Urban Planning Indicator Development in the USA
CASE COMPARISON
• Points of comparison
• Situation and approach
• Types of stakeholders and participation
• Methods for stakeholder identification
• Methods for stakeholder engagement
• Tools and technologies used
• Results
SUMMARY
• Stakeholder engagement is worth the effort
• Succe ...
This document summarizes a meeting about participatory monitoring and evaluation for the USAID PROGATI project in Bangladesh. It discusses engaging stakeholders in monitoring project progress and assessing results. Key points include defining indicators, collecting and analyzing data, and ensuring findings are relevant and promote accountability. Stakeholders include community members, field staff, managers, funders, and supporters. Benefits are improved understanding, communication, and decision-making. Successful participation requires commitment, skills, representation of interests, and addressing power dynamics.
Understanding success for project organisations - APM Project ArticleDonnie MacNicol
Bob Newman of Insight Consulting (pictured below) has
benchmarked data from over 1,000 in-depth stakeholder
interviews across 250 organisations worldwide. Together with Donnie MacNicol at Team Animation, he highlights what is really important to stakeholders and what project management organisations should focus on if they want to strengthen their brand.
Recommendation of the Council on Principles for Public Governance of PPPs - A...OECD Governance
This presentation was made by Ana-Maria RUIZ, OECD Secretariat, at the 11th Annual Meeting of the OECD Network of Senior PPP and Infrastructure Officials held at the OECD, Paris, on 27 March 2018
The document discusses linking policies to public investment projects through an effective project governance system. It outlines that such a system would examine the relationship between projects, public needs, and policies to select the right projects. The key steps of an effective project governance system include conducting needs assessments, setting goals and objectives, identifying alternatives, estimating costs and benefits, prioritizing projects, and making decisions. Implementing a formal project governance system can help developing countries improve oversight and coordination of public investment projects.
This document outlines a strategy for generating sources for a livelihood project benefiting people with physical disabilities aged 14-18 who have completed 10th grade. The strategy involves initially targeting districts near Kolkata and mapping areas based on disability population and organizations. Top organizations in each district would be shortlisted, visited, and an MOU signed depending on their ability to provide 25-35 beneficiaries. Key steps include recruiting and training field officers, developing a survey, and holding workshops to select final beneficiaries. Budgeting would be required for expenses like staff, travel, and workshops. The strategy aims to thoughtfully build partnerships to identify qualified beneficiaries while ensuring a disability-sensitive approach.
This document discusses the process of project identification. It begins by explaining that project ideas can come from various sources, such as solving problems, satisfying needs, or using available resources. It then outlines four key phases of project identification: actual identification of ideas, describing the ideas, screening ideas, and prioritizing them. Various methods and sources of identifying projects are also discussed, such as analyzing development problems, national objectives, economic factors, natural resources, and participatory approaches. The document stresses that developing a clear project concept or profile is important, and should outline the justification, beneficiaries, resources, policies, impacts, risks, and level of support. Preliminary screening is then used to eliminate less promising ideas.
This paper aims to identify Key determinants for
successful Project Implementation in the state of West Bengal
with special focus in the Durgapur Industrial area. The research
is motivated by the fact that of late there has been limited success
in Project Implementation in West Bengal which had earlier been
very successful in large scale project Implementation. Project
related Professionals of the region were deliberated and
interviewed. An objective realization instrument developed using
47 factors identified in the research as possible drivers in Project
implementation based on Likert’s seven point scale of ranking.
Weighted scores of respondents who have been involved in
project implementation in the area to the factors were analysed
using Factor Analysis, while the effects of the quantified weight of
the critical factors were analysed using regression tool. Result of
the analysis clearly identifies the Key determinant among all
factors which are essential for successful Project Implementation.
The 47 factors are further grouped into few segments like
Human, Resource, and Infrastructure etc. So through this
research segment priority is also determined for the area and
project manager based on priority can devote their time and
energy to ensure that the Project is successfully completed. The
customisation of Project planning and Project design has been
the key determinant for successful project implementation
· Rocky Road. Please respond to the followingSome of the .docxalinainglis
·
"Rocky Road." Please respond to the following:
Some of the most serious abuses taking place in developing countries deal with child labor, human slavery, sweatshops, bad governance, and environmental degradation. Rwanda is a developing country, examine the extent to which two (2) of these five (5) issues are occurring. Support your response with specific examples.
Bottom of Form
1
BLOG 4
Critical Factors in project management
Some of the critical factors in project management include; first we have the project mission which is the initial clarity of goals and general directions. During this process, the project manager should endeavor to elicit commitment from the team members, clients, top management and all stakeholders. Executive sponsorship for a project is key because top level management are the ones deciding on organizational and project strategy as well as performing goal setting functions within the organization. Second is the top management support which is the willingness of top management to provide the necessary resources and authority or power for project success. The third factor are project schedules or plans, these are a detailed specification of the individual action steps required for project implementation. Another factor is client consultation; this aspect entails communication, consultation, and active listening to all impacted parties. A fifth factor is personnel; here we have recruitment, selection, and training of the necessary personnel for the project team (Alias & Aris, 2014).
According to Mir & Pinnington, (2014) technical tasks is another challenge, it is the availability of the required technology and expertise to accomplish the specific technical action steps. The seventh factor is client acceptance; this refers to the act of “selling” the final project to its ultimate intended users. Monitoring and feedback is also another important factor which is timely provision of comprehensive control information at each phase in the implementation process. Additionally, communication is also another important critical factor because it is the provision of an appropriate network and necessary data to all key factors in the project implementation. It also his plays an important role in every project and therefore an effective project manager must be an effective communicator. Communication is the only way via which tasks are assigned and monitored, project issues are escalated and the medium via which goals, performance, and feedback are passed across. Lastly, trouble shooting is another critical factor that is important in project management because it refers to the ability to handle unexpected crises and deviations from plan (Mir & Pinnington, 2014).
Examples of how organizations overcome challenges associated with project Failure
According to Kerzner, (2013) unrealistic deadlines are managed with creative planning, alternatives analysis, and communication of reality to the project participants. Also dete.
This document describes the development and use of a stakeholder analysis tool created by the Victorian Department of Primary Industries. The tool was designed to help project teams systematically analyze the human and social capital resources needed to achieve project goals. It features a two-axis matrix to prioritize stakeholders by influence and importance. The tool was used and evaluated in case studies involving various government groups. Based on feedback, the tool was revised to better guide strategic stakeholder engagement and project planning. Conducting the analysis as a team was found to improve understanding of stakeholders and project direction.
This document describes the development and use of a stakeholder analysis tool created by the Victorian Department of Primary Industries. The tool was designed to help project teams systematically analyze the human and social capital resources needed to achieve project goals. It features a two-axis matrix to prioritize stakeholders by influence and importance. The tool was used and evaluated in case studies involving various government groups. Based on feedback, the tool was revised to better guide strategic stakeholder engagement and project planning. Conducting the analysis as a team was found to improve understanding of stakeholders and project direction.
Stakeholder engagement is one of the most important factors in the successful delivery of projects. What role should and shouldn't the PMO take in promoting good stakeholder engagement practices.
Quantity Surveyor’s Impact: A Panacea to achieving Critical Success Factors i...inventionjournals
Public-Private-Partnership (PPP) is an innovative infrastructure procurement system aimed at providing unique opportunities in the development and funding of public infrastructure facilities.The procurement system ranges from simple contracting of services to the involvement of private sector in financing, design, construction, operation and maintenance of infrastructure. However, organising PPP is not an easy task due to its complexity and long term contractual obligagtions that requires the involvement of stakeholders and professionals for its successful implementation. Procurement procedure under PPP is very complicated and more costly and time consuming than the traditional procurement approach. Therefore the need to address the roles of the Quantity Surveyor in providing the total cost and procurement management has been recognized and become necessary in developing effiecient and effective sustainable PPP projects. Although many studies show that there has been no comprehensive study on the roles of the Quantity Surveyor in PPP concession projects which therefore indicate a knowledge gap in this particular area of the study. Hence, the aim of this paper is to explore the roles of professional Quantity Surveyor in achieving the critical success factors (CSF)for PPPconcession projects. Findings in the study have shown that Quantity Surveyor has a great role to play in achieving the Critical Success Factors (CSF) for PPP concession projects in the areas of:detailed feasibility study; compititive financial proposal; effective procurement management; preliminary qualification evaluation & tendering phase; solid revenue & cost estimate; proper partner’s selection criteria; and solid financial packaging. Findings from the study further revealed that the PPP contractual arrangement offers the primary role of a professional Quantity Surveyor within the PPP concept leading to the selection of the right concessionaire through: request for expression of interest, qualifications, proposals; negotiation with preferred bidders; and evaluation methods & criteria and also in the performance evaluation of the entire development and delivery process within the project objectives.
AN INTEGRATED PROJECT EVALUATION TOOL FOR PFI SEAPORT PROJECTSFredy Kurniawan
The evaluation of the financial viability for seaport projects is a critical activity for bidders and governments under traditional procurement or through private finance initiative (PFI). The aim of this research is to assist government agencies in
evaluating bids and making decision efficiently for seaport development projects through the use of an integrated project evaluation tool. The proposed tool is expected to integrate the results of the financial model and the risk sharing strategy. The
integrated project evaluation tool can be mutually used by the government agency and the sponsor(s). This paper discusses the proposed tool to be tested in future study. The research strategy uses literature review, questionnaire surveys, interviews, and document analyses in order to develop the proposed tool. The tool will be tested through case studies and experts’ opinion to validate its applicability and effectiveness. The main conclusion of this paper is that the knowledge gap between the sponsor(s) and the government agency can be improved if the government agency is provided with efficient tools that consider both the financial and the risk factors
affecting a new project.
An Integrated Project Evaluation Tool for PFI Seaport ProjectFredy Kurniawan
The evaluation of the financial viability for seaport projects is a critical activity for bidders and governments under traditional procurement or through private finance initiative (PFI). The aim of this research is to assist government agencies in
evaluating bids and making decision efficiently for seaport development projects through the use of an integrated project evaluation tool. The proposed tool is expected to integrate the results of the financial model and the risk sharing strategy. The integrated project evaluation tool can be mutually used by the government agency and
the sponsor(s). This paper discusses the proposed tool to be tested in future study. The research strategy uses literature review, questionnaire surveys, interviews, and document analyses in order to develop the proposed tool. The tool will be tested
through case studies and experts’ opinion to validate its applicability and
effectiveness. The main conclusion of this paper is that the knowledge gap between
the sponsor(s) and the government agency can be improved if the government agency is provided with efficient tools that consider both the financial and the risk factors affecting a new project
This document outlines a thesis on analyzing the role of stakeholders in managing road construction projects with Addis Ababa Roads Authority. It includes an introduction outlining the problem statement, research questions and objectives. It then describes the conceptual framework, research methods including data collection and analysis. Key findings are that different criteria are used to identify stakeholders and engagement approaches. Stakeholders play various roles in projects with clients and donors having most influence. Challenges include communication gaps and incompatible interests. Recommendations include improving communication and working closely with clients.
This document discusses social impact analysis and its importance in project design and implementation. It provides:
1) An overview of social impact analysis and how it identifies project stakeholders and beneficiaries.
2) Details the three levels at which social analysis can be conducted from development strategies to project implementation.
3) Outlines factors to consider in social analysis like affected groups, their needs and capacity, as well as potential adverse impacts.
4) Emphasizes how social analysis helps ensure projects are socially responsive and benefits are equitably distributed.
Similar to EXTERNAL AGENCIES FOR SUPPLEMENTING COMPETENCIES IN INDIAN URBAN PPP PROJECTS (20)
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
Presentation of IEEE Slovenia CIS (Computational Intelligence Society) Chapte...University of Maribor
Slides from talk presenting:
Aleš Zamuda: Presentation of IEEE Slovenia CIS (Computational Intelligence Society) Chapter and Networking.
Presentation at IcETRAN 2024 session:
"Inter-Society Networking Panel GRSS/MTT-S/CIS
Panel Session: Promoting Connection and Cooperation"
IEEE Slovenia GRSS
IEEE Serbia and Montenegro MTT-S
IEEE Slovenia CIS
11TH INTERNATIONAL CONFERENCE ON ELECTRICAL, ELECTRONIC AND COMPUTING ENGINEERING
3-6 June 2024, Niš, Serbia
Low power architecture of logic gates using adiabatic techniquesnooriasukmaningtyas
The growing significance of portable systems to limit power consumption in ultra-large-scale-integration chips of very high density, has recently led to rapid and inventive progresses in low-power design. The most effective technique is adiabatic logic circuit design in energy-efficient hardware. This paper presents two adiabatic approaches for the design of low power circuits, modified positive feedback adiabatic logic (modified PFAL) and the other is direct current diode based positive feedback adiabatic logic (DC-DB PFAL). Logic gates are the preliminary components in any digital circuit design. By improving the performance of basic gates, one can improvise the whole system performance. In this paper proposed circuit design of the low power architecture of OR/NOR, AND/NAND, and XOR/XNOR gates are presented using the said approaches and their results are analyzed for powerdissipation, delay, power-delay-product and rise time and compared with the other adiabatic techniques along with the conventional complementary metal oxide semiconductor (CMOS) designs reported in the literature. It has been found that the designs with DC-DB PFAL technique outperform with the percentage improvement of 65% for NOR gate and 7% for NAND gate and 34% for XNOR gate over the modified PFAL techniques at 10 MHz respectively.
2. There is an unprecedented wave of urbanization across many states.
The existing urban infrastructure is grossly inadequate to meet the needs of
rapid urbanization.
Urban local bodies (ULBs) are constitutionally responsible for providing
urban services .
These ULBs are facing challenges in mobilizing financial resources and
skilled manpower to meet demand of urban services.
Delivery of urban services through PUBLIC PRIVATE PARTNERSHIP
(PPP) model is one of the recommendations.
3. The uptake of the PPP model has been facing a major hurdle in terms of weak
competencies in ULBs to implement PPP projects
As a result the involving external agencies in Indian urban PPP projects for
addressing weak competencies at ULB level.
These external agencies include:
• Transaction advisors
• PPP nodal agencies
• PPP cells
• Private advisors
4. The competency development system comprises of two components:
Demand side
Supply side
The Demand side consists of ULBs whose competencies need to be
developed.
The Supply side includes the developmental organizations, private
advisory firms, and research institutions involved in formulation and
implementation of policies pertaining to competency development for
implementing urban PPP projects.
5. There are two key aspects which need investigation before making a
decision to involve external agencies in urban PPP projects:
Reasons for involvement of external agencies and
Competencies to be supplemented by these agencies.
6. Lack of manpower in ULBs to handle additional responsibilities of PPP project
Lack of understanding among the ULB officials about PPP in delivery of urban
services
Enables the ULBs to make available unique competencies for implementation of PPP
project
Third-party view on the potential PPP project
Transparency in implementation of PPP project
Allows the ULBs to focus on its core functions in implementation of PPP projects
Cost savings
VARIOUS REASONS BEHIND ENGAGEMENT OF
EXTERNAL AGENCIES
7.
8. 1. Project identification :
Ability for identification of service requirement in the municipal area
which can be delivered on PPP mode
2. Project conceptualization:
Ability to sufficiently define the proposed project for deciding whether
to commit resources for project development and maximize the chances
of implementing the project on PPP mode
3. Project development & process management
Ability to undertake project preparation studies for informed decision
making about implementation of project
I. PROJECT APPRAISAL COMPETENCY CATEGORY
9. II. PROCUREMENT COMPETENCY CATEGORY
4. Transaction design
Ability for designing the PPP bidding process as well as associated
documents to be used in a procurement plan
5. Project marketing
Ability to promote the PPP project among private participants and
ensure development of marketplace of urban PPP projects in long run
6. Evaluation
Ability to assess the responses received from private parties at various
stages of procurement process for selection of sound strategic private
partner.
10. 7. Contract management
Ability to ensure that the respective roles and responsibilities of
parties to the contract are fully understood and fulfilled to the
contracted standard during the operation phase of the project
8. Relationship management
Ability to develop and manage the relationships between ULB and
private operator involved in the project
9. Service handover management
Ability to facilitate transfer of service to the ULB or other parties
for continued delivery of services satisfactorily
III. SERVICE MANAGEMENT COMPETENCY CATEGORY
11. 10. Stakeholder management
Ability to plan and facilitate a process of stakeholder consultation
that leads to transparent and inclusive decision making at various
phases of PPP project
11. PPP process management
Ability of planning and monitoring the various processes in PPP
project to achieve project objectives
12. Project governance
Ability to provide strategic direction to the project by ensuring
adoption of principles of participation, decency, transparency,
accountability, fairness, and efficiency in implementation
of PPP project
IV. PROJECT LIFECYCLE COMPETENCY CATEGORY
12. The services and functions of PPP agencies fall into the four principal categories
These categories broadly mimic the life stages of PPP transactions:
(1) Business Planning,
(2) Procurement Process,
(3) Project Implementation and
(4) Market Development
14. The project development process management has been rated higher (rank 4) in importance
by survey respondents among competencies to be supplemented by external agencies.
The potential projects to be implemented by the PPP mode are identified by the ULB
representatives and then the external agencies are brought in to develop and structure the
PPP model for the project.
The preference of survey respondents towards involvement of external agencies for
supplementing project development process management is relevant to the prevailing
scenario in India.
Weak competencies in ULBs to identify potential opportunities for private sector
participation, development of initial project concept, and carry out full fledged feasibilities
studies.
Central Government and some of the state governments have initiated measures to improve
the quality of project development process by creation of project development funds.
Project Development Process Management
16. The external agencies can work as a support mechanism to ULBs for confidently
coordinating and overseeing the whole process from development of initial project design
till the delivery of services in the operation phase.
Achievement of long-term benefits by improving management of processes (World
Bank,2007).
In India, Gujarat and Andhra Pradesh have crafted systematic procedures to be followed
for implementing PPP projects and entrusted the responsibilities for ensuring compliance
with these processes.
PPP PROCESS MANAGEMENT
17. STAKEHOLDER MANAGEMENT
The stakeholder management is rated considerable higher in importance by ULB
representatives than by urban PPP experts.
The usage of PPP model for provision of urban services complicates the stakeholder
landscape and ULBs may face serious bottlenecks in identification, consultation and
involvement of stakeholders over project lifecycle.
ULB representatives prefer assistance from external agencies to the ULBs for coordinating
and managing diverse range of stakeholders.
18. The contract management competency focusses on management of roles and
responsibilities of parties to the contract during construction and operation phase.
These findings are relevant for design of policy initiatives for supplementing
competencies at ULB level.
The ongoing initiatives primarily focus on supplementing competencies until selection of
private partner.
It is important for policy makers to realize that the efforts expended in the appraisal of
PPP projects and selection of suitable partners could bear fruit with contract management
competency.
CONTRACT MANAGEMENT
19. REASONS FOR ENGAGEMENT OF EXTERNAL
AGENCIES FOR SUPPLEMENTING COMPETENCIES
The respondents were asked to rate the importance of the reasons for engaging external
agencies by using a five-point.
The RII of each reason was calculated by considering the perception of each category of
respondent as well as combined perception of all respondents.
Further t-test was carried out for analyzing degree of agreement on importance rating
among urban PPP experts and ULB representatives at 5 percent significance level.
Based on t-test, between urban PPP experts and ULB representatives. The RII of each
reason and results of t-test were analyzed to identify any emerging pattern and arrive at the
appropriate way for discussing the findings.
20. The opinion that the mean and standard deviation of each individual factor is not suitable
statistics to assess the overall ranking because they do not reflect any relationship between
them and accordingly they have used the “relative importance index” (RII) method to
determine the relative ranking of factors. The RII is evaluated using the following formula:
Relative Importance Index
Where w is the weighting given to each factor by the
respondent, ranging from 1 to 5, (n1=number of respondents for
weight 1, n2= number of respondents for weight 2, n3=number
of respondents for weight 3, n4= number of respondents for
weight 4, n5=number of respondents for weight 5).
A is the highest weight (i.e 5 in the study) and N is the total
number of samples. The relative importance index ranges from
0 to 1.
21. IMPORTANCE OF REASONS FOR ENGAGEMENT OF
EXTERNALAGENCIES FOR SUPPLEMENTING
COMPETENCIES
22. Based on the analysis it can be seen that the ULB representatives have given much
higher importance ratings compared to the urban PPP experts except in the case of two
reasons (lack of manpower and lack of understanding).
CONCLUSION OF THE ABOVE T-TEST
S.N
O
Team’s Lack Of
Manpower
Lack Of
Understanding
1 ULB
representatives
0.62 to 0.85
2 Urban PPP experts 0.42 to 0.71
Further analysis was carried out to probe
into importance ratings by the
respondents.
Category 1 (percentage of
respondents scoring more than or
equal to 4).
Category 2 (percentage of
respondents scoring equal to 3)
category 3 (percentage of
respondents scoring <=2)
23. Over the years the ULBs have nurtured competencies in tune with the traditional design-bid-
build model for delivery of urban services.
Therefore, the existing competency base in ULBs is substantially different from the
competencies required for implementation of urban PPP projects.
The external agencies can play a critical role in making available these unique competencies in
line with needs of a particular project.
External agencies provide requisite competencies and
play a role in improvement of quality of services
24. Rated Highest In Importance By Respondents
Improvement in quality of deliverables (rank 1)
Implementing urban PPPprojects (rank 2)
This indicates the growing recognition among ULBs and policy makers of the strength of
external agencies to overcome competency bottlenecks in implementation of urban PPP
projects and value addition brought in by external agencies in urban PPP projects.
25. External agencies have potential to improve
transparency in implementation of urban PPP projects
• ULB representatives have rated the transparency in implementation of urban PPP
projects considerably high in importance (rank 2, RII 0.78).
• PPP model for provision of urban services has many public policy concerns due to
the long-term nature of contractual agreement, web of relationships between
stakeholders, complex financial structuring and risk allocation.
Confidence in the decision-making process by disclosing relevant
Financial
technical
contractual information in the public domain
transparency and fairness of bidding process
26. Lack of understanding among ULB officials about PPP model and lack of manpower in
ULBs are ranked substantially different (rank difference 5) by the two groups of
respondents.
The prevailing scenario on human resources in ULBs indicates that the performance of
ULBs has been affected due to long-term vacancy of several positions and very thin top
management.
The shortage of skilled manpower often results in ULBs engaging external agencies to
overcome the bottleneck caused by shortage of ULB officials and very weak competencies
in ULBs during implementation of urban PPP projects.
The quality of deliverables and outcomes of urban PPP projects are adversely affected by
these inherent deficiencies in the institutional structures of ULBs.
External agencies are involved to address lack of manpower
in ULBs and lack of understanding among ULB officials
about PPP models
27. The Ministry of Finance centralizes the coordination of PPPs through its Department of Economic Affairs’
(DEA’s) PPP Cell.
Defining Public Private Partnerships
Principles governing implementation of Public Private Partnerships.
The PPP process.
Enabling Frameworks.
Institutional & Governance Mechanism
This cell streamlines the PPP procedures and strengthens the regulatory framework to expedite the approval of
PPP projects.
Further, the Government helps in the promotion of sustainability of the infrastructure projects through the
Viability Gap Funding Scheme.
In 2006, the Government has also set up the India Infrastructure Finance Company Limited (IIFCL). This
company provides long-term debt for financing infrastructure projects.
Further, in 2007, the Government of India launched the India Infrastructure Project Development Fund
(IIPDF). This fund supports up to 75% of the project development expenses.
PPP POLICIES
28. CASE STUDIES
Five urban PPP projects implemented in the state of Tamil Nadu in India were
studied for analysing involvement of external agencies.
The evidences for case studies were collected from multiple sources: project
documents, press reports, and interviews.
The interviews were conducted with stakeholders associated with the project
including officials from ULBs and state government, private operators, non-
governmental organizations, local communities, project consultants, private advisory
firms, and lenders.
Involvement of external agencies in urban PPP projects
31. Why We need External Agency?
There was strong evidence from all five case study projects about the fact
that ULBs realized the lack of required competencies in-house and hence,
decided to involve external agencies.
In the case of four case study projects, the involvement of external agencies
was looked upon as a mechanism for improving transparency in
implementation of urban PPP projects.
32. CONCLUSION
It was felt that the involvement of external agencies could lead to improved
transparency in implementation of urban PPP projects.
The urban PPP experts opined that lack of manpower and lack of understanding
among ULB officials about PPP model to be the major reasons for engagement of
external agencies.
The case study findings indicate that majority of the top six competencies, identified
by questionnaire survey, were supplemented by external agencies in case study
projects.
Similarly, there is a fair degree of agreement between survey based important reasons
for involvement of agencies and the actual reasons in case study projects studied.