Significant governance factors in PPP infrastructure delivery performance in Ghana

Abstract

Purpose Inefficiencies in public-private partnership (PPP) has been attributed to deficient and poor governance practices and structures. It has been recognized that a veritable way to achieve efficiency in PPP governance is through gaining an understanding of the theoretical, practical and contextual factors that underline governance practices in PPP project delivery. The purpose of this study is to explore the significant governance factors in PPP project performance and delivery. Design/methodology/approach Using a questionnaire survey on major players in PPPs in policy, research, consultancy and professionals, the study sought to delineate the significant governance factors that impact PPP project delivery performance. Findings A step-wise multiple regression analysis revealed effective communication and openness in sharing project information systems, competent, responsible and effective project leadership, trust-building processes, systems and practices, best practice organizational and team norms, team culture, cohesion practices, effective relationship management practices, robust policy diffusion and transfer processes, friendly business environment and government support and contractual and renegotiation flexibility as the key contractual and non-contractual governance factors that can predict about 79% level of PPP project delivery performance. Social implications The findings offer support to improve PPP delivery in governance. Originality/value These findings are, thus, useful toward evolving regulatory quality governance mechanisms, flexible supervision and quality decisions that can enhance value for money in PPP projects in PPP project delivery.

How does contract flexibility affect the sustainability performance of public–private partnership projects? A serial multiple mediator model

“…Additionally, close collaboration between public and private parties can ensure continuous and effective communication between the two parties during the operation of a PPP project. Communication can improve the understanding between partners (Hu et al, 2021) and contribute to sustainable project performance by sharing project-related information (Kwofie et al, 2021).…”

“…Communication can improve the understanding between partners (Hu et al. , 2021) and contribute to sustainable project performance by sharing project-related information (Kwofie et al. , 2021).…”

Procurement of good governance as a strategic tool for achieving value for money in public construction projects

“…These included heads of procurement units, project managers, heads of user departments, accounting officers, heads of finance units, project consultants, chairmen of the tender boards and auditors. Participants were chosen based on their rational roles in planning, execution and overseeing compliance with PGG in public construction projects (Kwofie et al, 2021;Matto et al, 2021). The basis for selecting the 24 PEs is that they were identified by the Controller Auditor General (CAG) as having implemented construction projects with indicators suggesting the likelihood of achieving VfM, such as cost-effectiveness, timely delivery and quality standards (URT, 2021).…”

“…This issue is particularly pronounced in Sub-Saharan Africa, where 80% of construction projects fail to achieve VfM, encountering delays and cost overruns (World Bank, 2020). Studies conducted by Idrees and Shafiq (2021), Israel (2022) and Kwofie et al (2021) revealed corrupt practices as the main obstacle hindering PEs from realising VfM in public construction projects. This results in PEs losing approximately 20% to 30% of the project value (World Bank, 2020).…”