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    Planning in the front end of flagship projects post-disaster : a Canterbury earthquake study : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Construction Management at Massey University, Albany, New Zealand
    (Massey University, 2022) Rodrigo, Witharanage Lourdes Niransha
    In the recent past, governments around the world have been using large public-funded projects to rebuild their disaster-stricken cities. Large public-builds, better known as flagship projects, have come under scrutiny due to unfavourable project outcomes. The continuity to under-deliver expected outcomes leaves a question about the relevance of flagship projects. Governments around the world continue to invest millions of taxpayer money into large builds. Marysville - a rural town in Victoria, Australia, spent a similar proportion on flagship projects to Christchurch following the Black-Saturday bushfires. Flagship projects post-disaster rarely attract favourable attention. There has been no previous research that explores the outcomes or the root cause of the negative impacts of flagship projects. Ten years post-disaster Marysville flagship projects have not been assessed to check the outcomes against objectives. Driven by the lack of research into flagship project outcomes and their causes, the researcher intends to understand how planning in the front end affects flagship projects in post-disaster rebuilding. The findings will be used to produce a set of guidelines for the planning of future post-disaster flagship projects. The researcher intends to assist government planners in determining if flagship projects would support rebuilding post-disaster by following the guidelines generated using the data of this study. The researcher used a case study approach to fulfill the research aim. A pilot study in Marysville, Australia, using a Grounded Theory approach, revealed that most factors that cause adverse project outcomes are linked to the planning in the front end. The study findings showed that top-level governance arrangements, early planning, and stakeholder management in Front-End Planning have a significant impact on project outcomes. A data-driven model obtained through the analysis formed the basis of the main study. The main literature study was conducted in phases to eliminate bias that could potentially affect Grounded Theory data analysis. The process revealed that pilot study data influenced a revision to the traditional Font-End Planning process. Marysville pilot study revealed that government project planning officials spent time understanding the situation created by the disaster. This activity appeared ahead of the feasibility phase. A modified version of the model included pre-feasibility, feasibility, concept, and detailed scope stages as phases of the Front-End Planning process. The findings informed the differences between routine and post-disaster public projects in the Front end Planning process. The data suggested that Stakeholder Management is a cross-phase activity starting at inception and continues right through to the detailed scope stage and beyond. The main research study was focused on three flagship projects in the Central Business District of Christchurch. The city faced a devastating sequence of earthquakes in 2010-2011 that had scrapped the city of its key buildings. The government planning officials put in place a strategy to rebuild through 17 flagship projects. The researcher adopted a qualitative method that used face-to-face interviewer data to explore three projects to achieve research objectives. The FEP process criteria identified through the pilot study and the previous literature were then applied to the case studies. The researcher adopted a qualitative study approach to construct the theory and used semi-structured face-to-face interviews as the data collection method. Thirty-four expert respondents were interviewed. The interviewees covered all major stakeholder categories for flagship projects in Christchurch, and they belonged to the highest level of decision-makers in their organisations, except for the frequent users of the public facilities in question. The data gathered through the case studies revealed that the projects that more or less followed all of the proposed steps in the front-end planning process had better project outcomes. Some of the adverse outcomes of the projects that followed the FEP process thoroughly still had some negative impacts. The negative impacts were caused by external factors outside of the control of the project owners. Governance at the portfolio level seems to have a lesser effect on projects that were fully Crown-funded. Large projects that allow sufficient time for FEP, specifically in the Pre-feasibility phase, feasibility phase, concept phase, and detailed scope phase seem to avoid detrimental project outcomes. A set of planning guidelines for future government planning officials has been formulated based on the evidence of the case studies. The guidelines address all four areas of the FEP process and follow the process revealed within the study. The research fills the gap where Emergency management frameworks/guidelines only consider immediate recovery following large-scale disasters. Unlike other planning guidelines, the guidelines produced as the output of this study appreciates the effect different governance arrangements may have on the planning of large public projects. With an understanding of governance arrangements post-disaster, the guidelines can be altered and used as a guide to inform better decision-making regarding large public builds post-disaster.
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    Public value creation : exploring partnerships in value capture projects in China : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Resource and Environmental Planning at Massey University, Manawatu, New Zealand
    (Massey University, 2022) Wang, Xinning
    The urban planning literature has identified a positive relationship between public transport investment and the land value of adjacent properties. In many cities worldwide, the increase in land value has been captured (called value capture (VC)) to fund public transport infrastructure and services. However, the key issue for the planning and implementation of VC is the complexity of the multiple stakeholders’ collaboration and coordination in the process, and few studies have investigated this complexity. This research aimed to fill this gap and explore how different stakeholders have worked together to plan and implement VC policies and projects in China. This research developed a theoretical framework based on public value and partnership theories. These theories provide a comprehensive strategic triangle framework to explore interdependent processes of enabling environment, operational capabilities, and goals to create public value of VC development. Based on the framework, this research proposed three types of partnerships for investigating the VC process. The political–institutional partnership analysed how government organisations and local transport agencies create an enabling political and institutional environment to take the initiative and plan for VC projects. The financial partnership focused on how local transport agencies develop partnerships with other public and private organisations to share the risks, responsibilities, and benefits of developing real estate in VC projects. The social partnership examined what role culturally sensitive communication and trust play in building relationships between local government and local communities. This research used a qualitative research approach by applying the case study method. Two Chinese VC projects, the Qianhai project in Shenzhen and the Luxiao project in Chengdu, were selected as case studies in this research. Data were collected from 55 semi-structured interviews with relevant stakeholders, and from policy and planning documents produced at the central, provincial, and local government levels, supplemented by enterprise reports, media information, and research papers. Firstly, the research found that stable and sustained political–institutional support is crucial to the initiation planning, and implementation of a VC project. Because of continuous political support, Shenzhen initially adopted the Hong Kong model but later developed its own model and institutional capacity for VC projects. In contrast, VC projects in Chengdu suffered as a result of uncertain political support, a fragmented planning framework, an insufficient land exchange market, and a lack of experience and knowledge of VC projects. Both case studies showed that creating a partnership between local government and local transport agency is vital for mobilising land resources, sharing planning power, and generating institutional innovation in land transactions. Secondly, the research illustrated that a financial partnership between local transport agencies and developers is fundamental for implementing VC projects. In Shenzhen, the local transport agency established proactive working relationships with developers, creating a flow of the resources necessary for implementing the projects. In contrast, the local transport agency in Chengdu ignored developers and worked directly with the district-level government without a competitive selection process. This process created concerns for real estate development in the later stages of implementation. Thirdly, the research identified that developing a trustworthy social partnership between the local government and the local communities is beneficial for enhancing the legitimacy of VC projects. Shenzhen adopted both top-down and bottom-up public participation processes to engage local communities. In comparison, weak communication in Chengdu led to limited community involvement and a lack of public awareness of the VC project. Both case studies showed a strong emphasis on expert opinions and little contact with non-governmental organisations in China’s VC projects. This research concluded that political–institutional, financial, and social partnerships have contributed significantly to VC planning and implementation in China. These partnerships worked together and developed an enabling environment, promoted legitimacy, and established operational capacities to deliver the VC projects. However, these partnerships were not developed in a vacuum, and macro and contextual factors played an essential part in the planning and implementation of the VC projects.