EFFECT OF REGULATORY FRAMEWORK ON THE PERFORMANCE OF PUBLIC PRIVATE PARTNERSHIPS ROAD PROJECTS IN KENYA
Abstract
This study sought to examine the effect of regulatory frameworks on the performance of Public Private Partnership Road Projects in Kenya. The study used both exploratory and descriptive research designs to study the problem. The population of the study was One Hundred and eleven organizations involved in the road sector PPPs either as regulators, project implementers, financiers or as interest groups involved in PPP Project process. The study was a census of the entire population since the population was not homogenous in character. A self-administered, semi-structured questionnaire was used to collect the data. The questionnaire was pre-tested to ensure its validity and reliability. Data was analyzed using an appropriate model developed as a function of both the dependent and the independent variables, to measure their relationship. Data was analyzed and descriptive statistics presented, from which inferences were made as well as the conclusion and recommendation. The collected data was analyzed using descriptive and inferential statistics. The study established that from the regression model the Regulatory framework had a significant and positive influence on the Performance of public private partnerships in road projects in Kenya. Further, the government policy had a moderating influence on the relationship between regulatory framework and performance of public private partnerships in road projects in Kenya. The study recommended that the regulatory framework require amendments to give contracting authorities more flexible public private partnerships procurement frameworks that encourage innovation and less overly prescriptive regulations.
Keywords: Regulatory Framework, public private partnerships in road projects
Full Text:
PDFReferences
Aaltonen, K. (2010). Stakeholder Management in International Projects, Ph.D. Thesis, Aalto University, Espoo.
Africa Transport Policy Program, SSATP (2014).Private Sector Involvement in Road Financing. Working Paper No.102
Agrawal, R. (2010). Successful delivery of Public –Private Partnerships for Infrastructure Development, PhD Thesis, Jaypee Institute of Information Technology, Noida , India
Ahlemann, F., El Arbi, F., Kaiser, M. G., & Heck, A. (2012).A process framework for theoretically grounded prescriptive research in the project management field. International Journal of Project Management, 3(1), 4-56
Ailemen I. O (2013).Challenges of Public-Private Partnership in Infrastructural Financing in Nigeria. Department of Banking & Finance. Covenant University, Ota, Ogun State.
Akinpelu (2017). PPP Manual for Nigeria, ICRC with Support of Ukaid , through the Nigeria Infrastructure Advisory Facility (NIAF) Programme. www.Niqs.Org.Ng. Accessed July, 2017.
Aitken, C.(2012). Critical Chain Project Management: An Overview. Doctoral dissertation. Jaypee Institute of Information Technology, Noida , India
Ali, A. (2010). Investigating Project Management Practices in Public Sector Organizations in a Less Developed County, PhD Thesis, RMIT University
APM (2006).Project Management Body of Knowledge, (5thEdition), APM, UK
Aral, S., & Weill, P. (2007). IT Assets, Organizational Capabilities, and Firm Performance: How Resource Allocations and Organizational Differences Explain Performance Variation, Organization Science, 18(5), 763–780.
Bhaskaran, K.,&Pinedo, M. Dispatching. In: Handbook of Industrial Engineering. G. Salvendy (ed.), Handbook of industrial engineering. Wiley, pp
Bhushan, R. S.,&Raghavan, V. S. (2013). A Relative Study on CCPM And LOB Scheduling Technique. Indian Journal of Applied Research, 3(5).242-245.
Blanchard, B. S., Fabrycky, W. J., & Fabrycky, W. J. (1990). Systems engineering and analysis (Vol. 4). Englewood Cliffs, NJ: Prentice Hall.
Blaikie, N. (2010). Designing Social Research(2nd Ed.). Polity
Betts, S. C. (2003). Contingency theory: Science or technology. Journal of Business & Economics Research, 1(8), 123-130.
Boehm B., & Ross, R. (2012) “Theory-W Software Project Management: Principles and Examples,” IEEE Transactions on Software Engineering, 15(7), 902-916.
Bourne, L., & Walker, D. H. T. (2011). Visualizing Stakeholder Influence—Two Australian Examples. Project Management Journal, (37(1), 5-21.
Bovaird, T. (2014). Public-private partnerships: From contested concepts to prevalent practice. International Review of Administrative Sciences, 70(2), 199-216.
Brady, T., Davies A., & Gann, D. M. (2013).Creating Value by Delivering Integrated Solutions. International Journal of Project Management, 23(5) 360-365.
Brans, B.J. (2011).Analyzing PPPs as a policy for Universal Secondary Education in Uganda.A Master Thesis, Universiteit van Amsterdam.
Budd, C. S.,& Cooper, M. J. (2005).Improving on-time service delivery- The case of project as product. Human Systems Management.24 (1).67-81.
Cabano, S. (2006). Attracting and retaining project resources. AACE International Transactions, PM21
Cambridge Economic Policy Associates Ltd (2015. Mobilising Finance for Infrastructure. Kenya Country Case Study.
Central Bank of Kenya (2014). Monthly Economic Review, November 2014.
Central Bank of Kenya, (2012). Bank Supervision Annual Report, Nairobi, Kenya
Corning, P. A. (2002). The re-emergence of emergence: A venerable concept in search of a theory, Complexity 7(6), 18–30. Country Reports
Cyplik, P., & Domański, R. (2009). Implementation of the theory of constraints in the area of stock management within the supply chain-a case study. LogForum, 5(3), 1-12.
Dettmer, H. W. (2011). Strategic navigation. In The Constraint Management Model Proceedings of the APICS International Conference Las Vegas, Nevada (USA) October (pp. 6–9).
DFID(2015. Cambridge Economic Policy Associates Ltd(2015. Mobilising Finance for Infrastructure. Kenya Country Case Study.
Delmon, Jeffrey (2015). Creating a Framework for Public-Private Partnership Programs: A Practical Guide for Decision-makers. World Bank, Washington, DC.
Dietrich, P., Eskerod, P., Dalcher, D., &Sandhawalia, B. (2010).The Dynamics of Collaboration in Multipartner Projects. Project Management Journal, 41(4) 59-78.
EIU (Economist Intelligence Unit), the Economist Group (2010). Evaluating the Environment for Public-Private Partnerships in Latin America and the Caribbean: The 2010 Infrascope. A Guide to the Index and Methodology, London: Economist Intelligence Unit Limited.
Emsley M.W, et al (2015) .Current Status and Future Potential of the Research on Critical Chain Project Management. University of Manchester, UK
English, L. M. (2007). Performance audit of Australian public private partnerships: legitimising government policies or providing independent oversight?. Financial Accountability & Management, 23(3), 313-336.
Estache, Antonio; Juan, Ellis; Trujillo, Lourdes(2007). Public-Private Partnerships in Transport. Policy Research Working Paper; No. 4436. World Bank, Washington, DC.
Ezeani, E. O. (2006). Fundamentals of public administration. Enugu: Snaap Press Ltd.
European Commission.(2003). Guidelines for successful public-private partnerships. Brussels: Directorate-General Regional Policy.
Goldratt, E. M. (1990). What is this thing called theory of constraints and how should it be implemented?. North river press.
Government of Kenya (2011), Policy Statement on Public Private Partnerships.
Government of Kenya(2015). National Treasury – Kenya http://krb.go.ke/wdownloads/APRP-2014%20-%202015-FY.pdf , accessed on 21st March, 2016.
Government of Kenya(2016). Government Financial Regulations and Procedures. Government Printer. Nairobi.
Government of Kenya(2016). National Transport and Safety Authority Act,2012. Government Printer. Nairobi.
Government of Kenya(2016). National Transport and Safety Authority (Operations of Tourist Vehicles ) Regulations ,2014. Government Printer. Nairobi.
Government of Kenya(2016). National Transport and Safety Authority Regulations ,2012. Government Printer. Nairobi.
Government of Kenya(2016). National Treasury – Kenya http://www.ppp.gov.za.(Accessed on 18th April, 2015)
Government of Kenya(2016).Kenya Vision 2030, Ministry of Planning and National Development, Kenya
Govt of India (2010).PPP Toolkit, Department of Economic Affairs, Ministry of Finance. Available at www. pppinindia.com (Accessed on 18th April, 2015)
Grimsey, D., & Lewis, M. K. (2004). Public Private Partnerships: the worldwide revolution in infrastructure provision and project finance. Cheltenham: Edward Elgar.
Grimsey, D., & Lewis, M. K. (2014). Public Private Partnerships: the worldwide revolution in infrastructure provision and project finance. Cheltenham: Edward Elgar
Hall, R. (2008). Applied Social Research: Planning, designing and conducting real-world research. Malaysia: Palgrave Macmillan.
Halvorson, H. (2012). What Scientific Theories Could Not Be. Philosophy of Science (The University of Chicago Press) 79 (2): 183–206. doi:10.1086/664745
Hans Wilhelm Alfen, Satyanarayana N. Kalidindi, Stephen Ogunlana, ShouQing Wang, Martinus P. Abednego, Andrea Frank-Jungbecker, Yu-Chien Amber Jan, YongjianKe, YuWen Liu, L. Boeing Singh, GuoFu Zhao ( 2009). Public-Private Partnership in Infrastructure Development.Case Studies from Asia and Europe.Magdeburg GmbH
Haque, S.M. (2014). Governance based on partnership with NGOs: Implications for development and empowerment in rural Bangladesh. International Review of Administrative Sciences, 70(2), 271-290.
Harris, S. (2014). Public Private Partnerships: Delivering Better Infrastructure Services. Working Paper, Inter-American Development Bank, Working Paper(Journal Article).
Hodge, G. & Greve, C. (2011).Theorizing Public-Private Partnership Success: A Market-Based Alternative to Government? Paper presented at the Public Management Research Conference at Syracuse University 2-4 June 2011, Syracuse, NY, USA
Hodge, G. A., & Greve, C. (2007). Public–private partnerships: an international performance review. Public administration review, 67(3), 545-558.
Hyvari, I. (2006). Success of projects in different organisational conditions. Project Management Journal, 37(4), 31-41
IEG (Independent Evaluation Group). 2014. Lessons from Experience in Client Countries, FY02–12. Washington, DC: World Bank.
Information Engineering and Applications: International Conference on Information Engineering and Applications (IEA 2011). New York: Springer-Velrag London. 49-56. 5th ed. Indiana: Wiley Publishing.
Infrastructure Consortium for Africa (2012). Annual Report, Vol.1, p.30
JungWookSeo (2011). Resource Dependence Patterns and Organizational Performance in Nonprofit Organizations. A Dissertation Presented in Partial Fulfillment of the Requirement for the Degree Doctor of Philosophy. Arizona State University.
Katsamunska, P. (2012). Classical and modern approaches to public administration. Economic Alternatives, 1, 74-81.
Klein, Michael (2012). The Asian Crisis and Structural Change in Energy Markets. Energy and Development Report 2012. Washington, DC: World Bank
Kort, M. &Klijn (2011). Public-Private Partnerships in Urban Regeneration Projects: Organizational Form or Managerial Capacity? Public Administration Review.
Koskela, L., Stratton, R. and Koskenvesa, A. (2010).Last Planner and Critical Chain in Construction Management- Comparative Study.in: 18th Annual Conference of the International Group for Lean Construction, 14-16 July 2010, Haifa, Israel.
Kothari C. (2012). Research Methodology, New Age International Publishers, Nairobi
Kothari C.R (2004).Research methods and techniques
Kothari C.R (2014).Research methods and techniques
Lamidi, K. O. (2015). Theories of Public Administration: An Anthology of Essays. International Journal of Politics & Good Governance, 6(6.3), 1-35.
Lechler, T. G., Ronen, B., & Stohr, E. A. (2005). Critical chain: A new project management paradigm or old wine in new bottles?. Engineering Management Journal, 17(4), 45-58.
Lucas, T. (2009).Quantifying complexity.Website.www.calresco.org/lucas/quantify.htm. March 2015.
Meidute, I., & Paliulis, N. K. (2011).Feasibility study of public-private partnership. International Journal of Strategic Property Management, 16(5), 257-274.
Millhiser, W. P., & Szmerekovsky, J. G. (2012).Teaching Critical Chain Project Management: The Academic Debate and Illustrative Examples.
Millhiser, W. P., & Szmerekovsky, J. G. (2012). Teaching critical chain project management: the academic debate and illustrative examples. Informs Transactions on Education, 12(2), 67-77.
Ministry of Foreign Affairs of the Netherlands (2013). “Public-Private Partnerships in Developing Countries—A Systematic Literature Review.” The Hague: Ministry of Foreign Affairs. National Treasury , Treasury Circular No.4/2016 , Nairobi
Minnie, J.A. (2011). Critical success factors for Public-Private Partnerships in South Africa, PhD Thesis, Stellenbosch University, South Africa.
Molwus, J. J. (2014). Stakeholder management in construction projects: a life cycle based framework (Doctoral dissertation, Heriot-Watt University).
Mugenda, O., & Mugenda, A. (2003). Research methods: qualitative and quantitative approaches. Nairobi: ACTS Press.
Ndandiko, C. (2014). Public Private Partnerships as modes of procuring public infrastructure and service delivery in developing countries: lessons from Uganda. International public procurement conference proceedings 21-23 September 2006.
Noordhoek, P., & Saner, R. (2005). Beyond new public management. Answering the claims of both politics and society. Public Organization Review, 5(1), 35-53.
OECD (2009). Public Governance and Territorial Development Public Management Committee. From Lessons to Principles for the use of Public-PrivatePartnerships.
OECD (2010). Public Governance and Territorial Development Public Management Committee. From Lessons to Principles for the use of Public-Private Partnerships. A working paper presented at 32nd Annual Meeting of Working Party of Senior Budget Officials 6-7 June, Luxembourg
OECD (2014), African Economic Outlook 20012-20013
OECD, (2010). Dedicated Public Private Partnerships: A survey of institutional and governance Structures
OECD, 2012.Public Governance and Public Private Partnerships
Official Development Assistance (2011).Policy Challenges for Infrastructure Development in Africa.World Bank. Washington DC.
Okeyo, J.O. (2013). The Public Service Delivery Challenge: A Public –Private Sector Partnership In Water Service Provision in the Lake Victoria Basin, Kenya, PhD Thesis, University of Nairobi
Okumagbe, Albert. E (2008): “Public/Private Infrastructure Advisory Facility (PPIAF) Experience” 2nd Annual Banking and Finance Conference of the Chartered Institute of Bankers of Nigeria (CIBN) 28th – 30th October, Abuja.
Olander, S. (2013). “Stakeholder Impact Analysis in Construction Project Management,” Construction Management and Economics, Vol. 25, No. 3, 2007, pp. 277-287. Oxford English Dictionary. Oxford University Press.
Pollock, A.M., Price, D & Player, S (2007). An Examination of the UK Treasury’s Evidence Base for Costs and Time Overrun Data in the UK Value-For-Money Policy and Appraisal. Public Money & Management
Petersen, O.H. (2011). Public-Private Partnerships: Policy and Regulations, Copenhagen Business School, a PhD thesis.
PPIAF (2010). Attracting Investors to African Public-Private Partnerships. A Project Preparation Guide. World Bank, Washington DC
PPIAF (2012). Public Private Partnerships .Reference Guide. World Bank, Washington DC
Priemus H& Bert Van Wee(2013). International Handbook on Mega Projects.Public –Private Partnerships Governing Mega Projects..
Project Management Institute (2013). A Guide to the Project Management Body of Knowledge. Fifth Edition
Project Management Institute (2004). A Guide to the Project Management Body of Knowledge. Third Edition
Project Management Institute (2000). A Guide to the Project Management Body of Knowledge. Second Edition
Public Private Partnership Unit. PPPU., (2015). A review of studies on public–private partnership projects in the construction industry. International Journal of Project Management, 28(7), 683-694.
Public Private Partnerships Unit (2011). Nairobi , Kenya
Public Private Partnerships Unit (2013). Nairobi , Kenya
Public Private Partnerships Unit (2015). Nairobi , Kenya
Public Private Partnerships Unit (2016). Nairobi , Kenya
Qizilbash.A (2011).Public-Private Partnerships and the Value of the Process: The Case of Sub-Saharan Africa.
Rahman, M. (2008). Public Private Partnership (PPP) for Social Development: A South Asian Perspective. International Journal of Applied Public-Private Partnerships, 1 (2)
Rand G, K( 2000). Critical Chain: the theory of constraints applied in project management. International Journal on Project Management 18(2000) 173-177.
Regan, M., Smith, J., & Love, P. E. (2010). Impact of the capital market collapse on public-private partnership infrastructure projects. Journal of construction engineering and management, 137(1), 6-16.
Regan, M., Smith, J., & Love, P. E. (2010). Impact of the capital market collapse on public-private partnership infrastructure projects. Journal of construction engineering and management, 137(1), 6-16.
Reid, R. A. (2007). Applying the TOC five-step focusing process in the service sector: A banking subsystem. Managing Service Quality: An International Journal, 17(2), 209-234.
Realization Technologies, Inc. (2010). Getting Durable Results with Critical Chain.New York: McGraw-Hill.
Repp, L., & Wright, S. (2012, June). Factors that influence critical chain project management implementation success. In Project Management Institute, PMI College of Scheduling Conference PMICOS, June (pp. 19-22).
Republic of Kenya, (2007).Kenya Vision 2030, Ministry of Planning and National Development, Kenya
Republic of Kenya (2011). Office of The Deputy Prime Minister and Ministry of Finance Policy Statement On Public Private Partnerships, The Ministry of Finance. Nairobi.
Republic of Kenya,(2012). The PPP Policy, Government Printer, Nairobi, Kenya
Republic of Kenya,(2013). The Public Private Partnership Act, Government Printers, Nairobi, Kenya.
Republic of Kenya,(2014). The National Treasury Strategic Plan 2013-2017, Government Printer, Nairobi, Kenya
Republic of Kenya,(2014). The PPP Regulations, Government Printer, Nairobi, Kenya
Robinson, H. S., & Scott, J. (2009). Service delivery and performance monitoring in PFI/PPP projects. Construction Management and Economics,27(2), 181-197.
Rugenyi, F (2016). Effects of Triple Constraints On the Management of Projects in Nairobi: The Project Managers’ Perspective. Student, Jomo Kenyatta University of Agriculture & Technology (JKUAT), Kenya. The strategic Journal of Business & change management .Vol. 3, Iss. 2 (16), pp 344-367, May 5, 2016, www.strategicjournals.com, ©strategic Journals.
Saunders A. (2007). Financial Markets and Institutions, Tata McGraw-Hill Publishing Company Limited, New Delhi.
Scriber M. (2011).The Limitations of Public-Private Partnerships, Recent Lessons from Surface Transportation and Real Estate Sector, 2011.Competitive Enterprise Institute. Washington DC.
Smith (2014). Lessons Learned from Failed PPP Projects: Case Studies from Different Countries Presented by: Art Smith Chairman, www.unece.org, accessed on January, 2017.
Sharma, M. & Bindal, A. (2014).Public-Private Partnership. International Journal of Research (IJR), 1 (7), 1270-1274
Sherman, H.J.& Ralph, S. (1998).Open Boundaries: Creating Business Innovation Through Complexity. Reading, MA: Perseus Books
Sidra Irfan (2015). Understanding inter-organisational relationships in public-private partnerships. A study of educational PPPs in Pakistan. PhD Thesis. The University of Edinburgh, Business School
Steyn, H. (2002). Project management applications of the theory of constraints beyond critical chain scheduling. International Journal of Project Management, 20(1), 75-80.
Steyn, H. (2001). An investigation into the fundamentals of critical chain project scheduling. International journal of project management, 19(6), 363-369.
The Canadian Council for Public-Private Partnerships.
The International Public Sector Accounting Standards Board ( 2016).International Public Sector Accounting Standards .
Thomas, G. (2007). Education and theory: Strangers in paradigms. McGraw-Hill Education (UK).
Thompson K.N (2010), Servant –Leadership: An effective Model for Project Management, A Ph.D Thesis, Capella University.
Thompson K.N (2010).Servant-Leadership: An effective Model for Project Management. PhD dissertation, Capella University.
Thornhill, C., & Van Dijk, G. (2010). Public administration theory: Justification for conceptualisation. Journal of Public administration, 45(Special issue 1), 95-110
Tian, W. and Demeulemeester, E. (2014). Railway scheduling reduces the expected project makespan over roadrunner scheduling in a multi-mode project scheduling environment. Annuals of Operations research.213 (1).271-291.
UK Department for International Development (2015.Mobilising Finance For Infrastructure A Study For The UK Department For International Development (DFID)
United Nations Development Programme(2011). Programme Human Development Report.
Wideman, R. M. (2002). Comparing PRINCE2 with PMBOK. Available at http://pmforum.org/library/papers/2002/Prince2vsGuide3.pdf
World Bank (2006).Building Capacities for Public Private Partnerships. Available at http://www.un.org/esa/coordination/Alliance/Ex-PPP%20in%20India.pdf. Accessed on 22nd April, 2015
World Bank (2006).Financing Infrastructure, addressing Constraints and Challenges, publication no. 36876
World Bank (2006).India Building Capacities for Public Private Partnerships, Publication no. 36875
World Bank (2012).Public –Private Partnerships Reference Guide, Version 1.0, PPIAF
World Bank Institute (2012). Public -Private Partnerships Reference Guide, Version 1.0. Washington, DC: World Bank Institute and Public Private Infrastructure Advisory Facility.
World Bank Institute (2014). Public Private Partnerships. Public Private Infrastructure Advisory Facility. Washington, DC.
World Bank (2017). Report No: PAD2210. Infrastructure Finance and Public Private Partnerships Project. Finance and Markets.
The World Bank Group, Kenya Economic Update: Beyond Resilience – Increasing Productivity of Public Investments 2016, Edition No. 14 .
The World Bank Country Partnership Strategy 2014-18 ((Report No. 87024-KE)
The World Bank Group, Kenya Economic Update: Beyond Resilience – Increasing Productivity of Public Investments 2016, Edition No. 14
www.bloomberg.com, accessed 13th June, 2017
Yang, Y. (2011). Research of Audit Project Schedule Management Based on Critical Chain In:
Yang, Y. (2011). Research of Audit Project Schedule Management Based on Critical Chain In: Information Engineering and Applications: International Conference on Information Engineering and Applications (IEA 2011). New York: Springer-Velrag London. 49-56. 5th ed. Indiana: Wiley Publishing.
Zima, P. V. (2007). What is theory?: cultural theory as discourse and dialogue.
DOI: http://dx.doi.org/10.61426/sjbcm.v5i1.616
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.