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Conference Paper: Developing Sustainable Relationships through Public Private People Partnership (4P) Projects

TitleDeveloping Sustainable Relationships through Public Private People Partnership (4P) Projects
Authors
KeywordsPublic Private People Partnership (4P)
Relationship Management
Stakeholders
Sustainable
Issue Date2012
PublisherCIB W107 and University of Moratuwa.
Citation
The 2012 World Construction Conference, Colombo, Sri Lanka, 28-30 June 2012. In Proceedings of the World Construction Conference, 2012, p. 452-459 How to Cite?
AbstractPublic Private Partnership (PPP) are sometimes used to procure public infrastructure, if deemed useful in mobilising private finance and expertise for generating innovations and enhanced ‘value’. However, when delivering desired ‘value’ to specific end-users, we should not neglect ‘overall value’ for the sustainable development of the parent community/society. To address such holistic issues in suitable broader-based projects, wider-ranging ‘Public Private People Partnership’ (4P) arrangements are proposed to invite and integrate contributions from societal stakeholders through relevant bodies, e.g. social enterprises, NGOs, academia and professional institutions. Selecting and integrating such stakeholders in a properly structured 4P procurement and operational framework can help formulate more widely acceptable and sustainable designs and mobilise more resources for procurement, construction, maintenance and operation of built assets. This will also help to address grass roots aspirations and concerns earlier, rather than try to resolve conflicts later. However, a major barrier to involving more stakeholders in already complex projects arises in managing their inputs, and relationships, while optimising outputs. Based on literature review and structured interviews, this paper presents pros and cons of using 4P in selected scenarios such as post-disaster reconstruction. Initial findings confirm that a 4P approach requires superior relationship management. This paper also draws on another study that highlighted the often neglected importance of relationship management in ‘traditional’ PPP projects. Combining these findings, a case is made for improving relationship management by mobilising the additional P (‘people’) to appropriate extents in selected PPP projects, so as to identify, prioritise and harmonise diverse stakeholder objectives and target optimal ‘overall value’ with sustainable relationships aimed at common goals.
DescriptionConference Theme: Global Challenges in Construction Industry
Persistent Identifierhttp://hdl.handle.net/10722/169404
ISBN

 

DC FieldValueLanguage
dc.contributor.authorZou, Wen_US
dc.contributor.authorZhang, Jen_US
dc.contributor.authorKumaraswamy, MMen_US
dc.date.accessioned2012-10-18T08:53:39Z-
dc.date.available2012-10-18T08:53:39Z-
dc.date.issued2012en_US
dc.identifier.citationThe 2012 World Construction Conference, Colombo, Sri Lanka, 28-30 June 2012. In Proceedings of the World Construction Conference, 2012, p. 452-459en_US
dc.identifier.isbn978-955-4516-01-4-
dc.identifier.urihttp://hdl.handle.net/10722/169404-
dc.descriptionConference Theme: Global Challenges in Construction Industry-
dc.description.abstractPublic Private Partnership (PPP) are sometimes used to procure public infrastructure, if deemed useful in mobilising private finance and expertise for generating innovations and enhanced ‘value’. However, when delivering desired ‘value’ to specific end-users, we should not neglect ‘overall value’ for the sustainable development of the parent community/society. To address such holistic issues in suitable broader-based projects, wider-ranging ‘Public Private People Partnership’ (4P) arrangements are proposed to invite and integrate contributions from societal stakeholders through relevant bodies, e.g. social enterprises, NGOs, academia and professional institutions. Selecting and integrating such stakeholders in a properly structured 4P procurement and operational framework can help formulate more widely acceptable and sustainable designs and mobilise more resources for procurement, construction, maintenance and operation of built assets. This will also help to address grass roots aspirations and concerns earlier, rather than try to resolve conflicts later. However, a major barrier to involving more stakeholders in already complex projects arises in managing their inputs, and relationships, while optimising outputs. Based on literature review and structured interviews, this paper presents pros and cons of using 4P in selected scenarios such as post-disaster reconstruction. Initial findings confirm that a 4P approach requires superior relationship management. This paper also draws on another study that highlighted the often neglected importance of relationship management in ‘traditional’ PPP projects. Combining these findings, a case is made for improving relationship management by mobilising the additional P (‘people’) to appropriate extents in selected PPP projects, so as to identify, prioritise and harmonise diverse stakeholder objectives and target optimal ‘overall value’ with sustainable relationships aimed at common goals.-
dc.languageengen_US
dc.publisherCIB W107 and University of Moratuwa.en_US
dc.relation.ispartofProceedings of the World Construction Conference 2012en_US
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.subjectPublic Private People Partnership (4P)-
dc.subjectRelationship Management-
dc.subjectStakeholders-
dc.subjectSustainable-
dc.titleDeveloping Sustainable Relationships through Public Private People Partnership (4P) Projectsen_US
dc.typeConference_Paperen_US
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=978-955-4516-01-4&volume=&spage=452&epage=459&date=2012&atitle=Developing+Sustainable+Relationships+through+Public+Private+People+Partnership+(4P)+Projectsen_US
dc.identifier.emailZou, W: h0795449@hku.hken_US
dc.identifier.emailZhang, J: h1095068@hku.hk-
dc.identifier.emailKumaraswamy, MM: mohan@hkucc.hku.hk-
dc.identifier.authorityKumaraswamy, MM=rp00126en_US
dc.description.naturepublished_or_final_version-
dc.identifier.hkuros211823en_US
dc.identifier.hkuros218702-
dc.identifier.spage452en_US
dc.identifier.epage459en_US
dc.publisher.placeSri Lanka-

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