• International conference on construction engineering and project management
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• 2007.03a
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• pp.218-228
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• 2007

The acceptance of unsolicited proposals (a private-initiated process) has been viewed by several governments as a means of encouraging innovative initiatives. However, the ramifications of this mechanism are still poorly understood. This paper analyzes a framework used by the Taiwanese government to evaluate unsolicited proposals. Taiwan's experience demonstrates the need for an improved framework in which key issues such as building consensus, maintaining a transparent procurement process, ensuring sufficient competition, and protecting intellectual property rights shall be addressed. In addition, the case study suggests that the roles of participants, the relationships and interfaces of activities, information flows, and decision making points should all be well defined. Some fundamental differences between solicited and unsolicited proposals are also discussed.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2004.11a
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• pp.51-58
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• 2004

The input-oriented project promotion system private participation in infrastructure projects currently in use in Korea has encountered difficulties in securing the primary benefits of private sector creativity problem solving and inflow of private capital. As such, the performance (or output)-oriented procurement process implemented in England and other developed countries should be evaluated for introduction. In Korea, private participation projects are currently identified as either solicited or unsolicited projects, each with different promotional procedures, the problem with these procedures is that competition is not pre-activated, the private sectors creativity is under utilized, and the rationality of project evaluations is inconsistent. Korea should, in order to raise the level of private sector creativity and efficiency, go beyond the currently applied Input Specification project promotion system to a Performance-oriented system similar to those implemented in England and other countries. To achieve this, we mate several proposals for the introduction of the performance-oriented system. We divide the main features of our proposals into three categories, including a reformed concessionaire selection system, a performance orientation in preparation of the concession agreement, and a performance orientation in contract management, and discuss each. 1'his study describes performance-oriented promotion systems in an output-focused way As this is an initial study on the introduction of performance orientation in private participation, various key points and proposals were identified. However, in the future, detailed research in technical fields and systems, legal research, and practical projects will be needed for implementation