From design to operations: a process management life-cycle performance measurement system for Public-Private Partnerships

YesPublic–Private Partnerships (PPPs) have become a critical vehicle for delivering infrastructure worldwide. Yet, the use of such a procurement strategy has received considerable criticism, as they have been prone to experiencing time/cost overruns and during their operation poorly managed. A key issue contributing to the poor performance of PPPs is the paucity of an effective and comprehensive performance measurement system. There has been a tendency for the performance of PPPs to be measured based on their ex-post criteria of time, cost and quality. Such criteria do not accommodate the complexities and lifecycle of an asset. In addressing this problem, the methodology of sequential triangulation is used to develop and examine the effectiveness of a ‘Process Management Life Cycle Performance Measurement System’. The research provides public authorities and private-sector entities embarking on PPPs with a robust mechanism to effectively measure, control and manage their projects’ life cycle performances, ensuring the assets are ‘future proofed’

Assessing the Costs of a Haulage Regime

"Third-party access to rail infrastructure in Western Australia's Pilbara region is a contentious issue due to concerns about how third-party trains might impact on incumbents' operations. A recent State Government proposal involves a haulage regime, rather than access by third-party trains. This article explores the ramifications of haulage by examining voluntary haulage in the United States. It finds, with some caveats, that haulage seems more appropriate to the Pilbara situation than access." Copyright (c)2009 The University of Melbourne, Melbourne Institute of Applied Economic and Social Research.