Dr Marcus Jefferies
School of Architecture and Built Environment (Construction Management (Building))
- Phone:(02) 4921 6737
Proper prevention prevents poor partnerships
Dr Marcus Jefferies is expert in identifying and managing risk in the emerging arena of partnerships between the public and privates sectors for the procurement, construction and operation of infrastructure.
Marcus suggests that changing governmental spending priorities, and more strategic planning, will see public/private partnerships (PPPs) dominate infrastructure creation in the future.
In line with international trends, government in Australia will finance less infrastructure using tax dollars moving into the future, instead looking toward the private sector to fund and build.
"We're not talking privatisation, or a project being totally outsourced," Marcus explains.
"The private sector will fund, design, build, manage, and even operate this infrastructure. They may even own it sometimes, for a set given period. They pay an operating fee to the government and at the end of an agreed period, it becomes a public asset."
These partnerships have begun to filter through from obvious earners such as toll ways and tunnels through to the creation of schools, hospitals, prisons, and other social infrastructure projects.
A senior lecturer in Construction Management and Program Convenor for the Master in Project Management degree, Marcus draws on extensive experience in the industry to inform his research and teaching.
PUBLISHING PROBLEM SOLVES
A prolific writer, Marcus has transformed his research findings into more than 70 published journal articles, book chapters and conference papers.
"I am interested in theory generation, so looking at both historical and recent literature, I like the process of actually documenting current industry based case studies as well," Marcus conveys.
Marcus was a Chief Investigator (CI) on two recently completed Australian Research Council Linkage Projects (ARC-LP). One, led by UON, analysed risk management techniques used during the bidding process for the Public-Private Partnership (PPP) procurement model. The other, in partnership with Queensland University of Technology (QUT) and all of the Australian State Treasury Departments, investigated advancing capacity, competition and investment in the procurement of the construction and financing of Australian infrastructure.
Routledge, Taylor and Francis will publish Marcus' first book in 2016, entitled; New Forms of Procurement: PPP and Relational Contracting in the 21st Century'.
"I have written a couple of chapters for the book, with the remainder edited by me and Professor Steve Rowlinson from the University of Hong Kong, containing contributions from a mix of international academics and practitioners presenting best practice case studies of PPPs," Marcus says.
"The book holds information on identifying and solving global infrastructure challenges through case studies, from the Asia Pacific, Europe, North America and South Africa."
BUILDING UP TO IT
With his grandfather a building contractor, Marcus spent his school holidays laboring on building sites. On completion of his high school studies, he secured a quantity surveyor traineeship.
After three years of full time work and vocational qualifications through the UK equivalent of TAFE, Marcus gained entry into second year of an undergraduate construction management degree at the University of Northumbria.
Work with various contractors and much travel followed until a downturn in the UK construction industry prompted Marcus to buy a one-way ticket to Hong Kong.
Securing a position with a large joint venture within a week of landing, Marcus worked on the construction of the Chek Lap Kok Airport, built almost entirely on reclaimed land.
Engaged by the University of Hong Kong, Marcus taught part-time into their Masters programs. He transitioned from industry to academia (City University of Hong Kong) and began postgraduate studies after the transfer of sovereignty to China in 1997.
A job in Newcastle beckoned, and Marcus and his family arrived here in the late 90s. Since that time, the first year intake into Construction Management has increased fourfold.
"It has been great to be involved in the school as it changes and grows," Marcus says.
MASTERING THE MASTERS PROGRAM
Marcus has adopted Newcastle's integrated learning model with gusto.
He believes that a problem-based learning approach, using real cases from industry, is more conducive to industry knowledge than the 'chalk and talk' style of teaching he grew accustomed to at other universities.
Estimating that two thirds of his students are working in the industry while they complete their degree, Marcus suggests many of them are studying to earn qualifications to match their existing experience.
"We are an old discipline in terms of industry but not necessarily academia," he says.
"So we are just seeing people with degrees get to middle or upper management and that is changing what is expected in terms of qualifications."
His is looking at revamping and growing the Masters of Project Management program.
"I've seen a lot of interest from guys in industry that already have a first degree but are looking to up skill," Marcus affirms.
"Next challenges for me are to ensure that the program remains relevant by annually reviewing course content, get it accredited by a professional body in order to maintain strategic connections with industry, and grow the student numbers."
VALUE FOR MONEY
Due to his expertise in the arena of PPPs, Marcus is often sought after to consult on large projects, sometimes with multi-partners.
Early in his time in Australia, he was involved in two large Australian benchmark PPP projects. The construction of the Olympic Stadium and The Superdome created facilities necessary for the Sydney 2000 Olympics without the massive initial outlay for government.
His most recent PPP project involved local government partnering with the private sector to construct mixed-use facilities including a shopping centre, roadwork, public open space, a library, and council offices in an outer Sydney area.
To the layperson, plotting the contractual obligations, and possible pitfalls, of mixed-use PPPs over an extended period is beyond daunting, but Marcus savours this work.
"The challenge is to get the best value for the broader community," Marcus says.
"And that includes getting value for the private sector because their investors are often people like you or I who invest in things like superannuation schemes."
Ensuring value for the broader community also means ensuring public sector jobs are protected.
"With PPPs to build infrastructure such as hospitals and schools, a contractual differentiation is made between core and non-core services," Marcus explains.
"The government provides core staff, and the private sector the non-core staff. So the community gets more services but public sector jobs are protected."
A lack of flexibility to renegotiate contracts to reflect actual versus estimated profits; expansive and expensive tendering processes; and public resistance related to concerns regarding public sector jobs are all barriers to successful PPPs.
Conversely, strong relationship management, probity, adding value, and greater stakeholder commitment are also vital ingredients in successful PPPs according to Marcus.
"It is about diplomacy now, about managing relationships," Marcus says.
"More broadly, the construction industry is changing from being quite adversarial to being relationship management driven. And that is coming through in the new procurement methodologies such as PPP's."
These changing priorities are now mirrored within PPP procurement processes, with price not always the overriding factor in successful tenders.
"Now, around half of tender requirements are non-price based," Marcus asserts.
"A great health and safety record, community engagement, plus experience and qualifications of the team are as important as price. Then there is cash flow. There are all sorts of considerations."
"Construction and procurement are no longer necessarily just about designing and building, but feasibility, finance, operation, and even ownership."
Marcus Jefferies completed his PhD in construction project management and economics at the University of Newcastle. The main aim of his thesis was to investigate risk management in social infrastructure Public Private Partnerships (PPPs). The research involved a multi-stage case study approach at both organisation and project level. At organisational level, major construction contractors such as Abi Group, Leighton, Multiplex, Thiess and Lendlease were involved along with the NSW State Government and various large infrastructure projects such as sports stadia, hospitals, roads, shopping centres and civic buildings formed some of the project-based case studies. He received awards from both the Chartered Institute of Building (CIOB) and Australian Institute of Building (AIB) in 2015 as these two professional bodies recognised the research excellence in the industry-based case study projects that formed a major part of his thesis. He also completed a Research Masters Degree in 2003 which focused on risk and success factors of the Build-Own-Operate-Transfer (BOOT) approach to relationship contracting and used several case studies of Sydneys infrastructure for the 2000 Olympic Games. He was awarded the 2004 CIOB certificate of excellence and the 2004 AIB NSW Chapter Medal for this research. Marcus was a Chief Investigator (CI) on a recently completed an Australian Research Council Linkage Project (ARC-LP) that analysed risk management techniques used during the bidding process for the Public-Private Partnership (PPP) procurement model. The two-year project had a cash contribution of $235,000 and involved mainly private sector industry partners, including the three largest Australian construction contractors. The project successfully produced 10 peer reviewed papers. Marcus is a current CI on an ARC-LP entitled Reforming the procurement of the construction and financing of Australian infrastructure: Advancing capacity, competition and investment. This is a three year project, first funded in 2009 with a cash contribution from the ARC of $313,650 and a combined cash and in-kind contribution from the fifteen Industry Partners of over $1million. The project is the first of its kind, in that it has unprecedented Industry Partner representation from the Treasury Departments of each of the Australian States and Territories as well as the nations peak infrastructure body, Infrastructure Partnerships Australia (IPA), which represents both public and private sector stakeholders responsible for the procurement of Australias infrastructure. Marcus completed a consultancy-based research project with Ryde Council that focused on the Top Ryde PPP project. The research identified successful risk management techniques in Relationship Contracting by focusing on best practice PPP projects. The Top Ryde PPP is among the first of its kind in Australia in that the main Public Sector stakeholder is at local authority level, Ryde Council, as opposed to State Government. He previously assumed the role of Program Convenor, a teaching, quality assurance administration role, for the Construction Management Degree Program at the University of Newcastle. He also sits on various committees including Faculty Board and Marketing and Partnerships. He is also a member of the Centre for Interdisciplinary Built Environment Research (CIBER), under the leadership of the centre Director Prof. Michael Ostwald, an ARC fellow who mentors early career researchers. He also teaches mainly into the Construction Management Degree Program and coordinates courses (subjects) such as Construction Procurement and Tendering (ARBE2309) and Contract Administration (ARBE3308). He is also an active member of various professional bodies, and has sat on the State Committee for the NSW Chapter of the Australian Institute of Building and presents CPD seminars for both the Chartered Institute of Building (CIOB) and the Master Building Association (MBA). In 2003 Marcus won the AIB Wilson Memorial Prize for the best refereed paper published in the Australian Journal of Construction Economics and Building. He is a member of the Technical Committee of Working Commission W92 Procurement Systems of the International Council for Research and Innovation in Building and Construction (CIB) and is a reviewer for several international Journals including Construction Management and Economics, Journal of Construction Procurement and International Journal of Managing Projects in Business. He is also a current ARC Assessor and has been involved in the annual review of Linkage and Discovery project grant applications since 2010. Prior to entering Academia he worked in the construction industry for over 10 years as a Site Engineer on the new Chek Lap Kok Airport in Hong Kong and for various Construction Contractors and Developers in the UK.Research Expertise
Marcus Jefferies has a significant track record in the area of construction procurement and has published over 70 peer reviewed papers predominantly in this area. He completed his PhD in 2014 and prior his Masters of Building (by Research) in 2003. He was a Chief Investigator (CI) on a completed ARC Linkage Project (LP0455456) that investigated the high bidding costs of social infrastructure projects delivered using the PPP procurement approach and included most of the main Australian construction contractors as Industry Partners. He was also a CI on a recently completed (2014) ARC Linkage Project (LP0989743) that investigated the procurement of Australian infrastructure by advancing capacity, competition and investment and included QUT as the host institution and all of the Australian State Treasury Departments as industry partners. He was also a CI on a CRC-Construction Innovation project, completed in 2006, that investigated 'Value in Project Delivery Systems: Facilitating a change in Culture' which specifically focused on key procurement drivers such as project teams, culture and trust within the context of relationship-based procurement systems such as Alliancing and Partnering. The project included research partners from both the public and private sectors of government and industry. In 2003 he won the Australian Institute of Building (AIB) Wilson Memorial Prize for the best refereed paper published in the Australian Journal of Construction Economics and Building. In 2004 he was awarded the AIB NSW Chapter Medal for research and also received the Chartered Institute of Building (CIOB) Certificate of Excellence for Postgraduate Research. He is a member of the Technical Committee of Working Commission W92 'Procurement Systems' of the International Council for Research and Innovation in Building and Construction (CIB) and is a reviewer for several international Journals including 'Construction Management and Economics', 'Journal of Construction Procurement' and 'International Journal of Managing Projects in Business'.
Marcus currently teaches into the Bachelor of Construction Management (Hons). In the 2015 Academic Year he coordinates and delivers weekly lectures and tutorials, for both the face-2-face/On-Campus and Distance Learning/Online modes, in the following course (subject): ARBE3307 'Contract Administration'. He also supervises several students and coordinates tutorials in the Final Year Honours (Thesis) Project as part of ARBE4121 'Research in the Built Environment'. He is also involved in the 'Masters of Project Management in the Built Environment', where he is course coordinator for ARBE6404 'Construction project procurement and risk management'. Marcus is currently on the professional accreditation panel for the Chartered Institute of Building (CIOB).
Masters of Project Managment: Program Convenor (2015-ongoing); Bachelor of Construction Management: Program Convenor (2002-2006); Course Coordinator ARBE2309 'Construction Procurement and Tendering' (2011-2014); Course Coordinator ARBE3307 'Contract Administration' (2011-ongoing); Honours Thesis Supervisor ARBE4121 'Research in the Built Environment' (2006-ongoing); Course Coordinator ARBE1302 Building Condition Reports and Surveying' (2006-2009); Course Coordinator ARBE2305 'Construction Procurement' (2006-2010); Course Coordinator ARBE4320 'Construction Integrated Projects 5: Contract Administration' (2006-2010); Course Coordinator ARBE4100 'Construction Technology 4: The High Rise Project' (2008-2010); and Course Coordinator ARBE1102 'Construction Ecology 1' (2007). Bachelor of Construction Management: Program Convenor for the BCA and UoN Singapore Program (2014-ongoing). Master of Project Management in the Built Environment: Course Coordinator ARBE6404 'Project Procurement' (2012-ongoing) Master of Property: Program Convenor (Acting) Trimester's 2 and 3, 2007; Course Coordinator ARBE6310 'Property Investment and Portfolio Management' (Tri 2, 2007); Course Coordinator ARBE6330 'Corporate Property Asset Management (Tri 3, 2007); Course Coordinator ARBE6320 'Principles of Managing Urban Projects' (Tri 2, 2007); and Course Coordinator ARBE6340 'Property Transaction Strategies' (Tri 3, 2007). Master of Applied Management (Architecture) via GradSchool.com: Lecturer/Lead Instructor BLDG6200 'Project Management for the Built Environment' (2005). Committee Memberships: Faculty of Engineering and Built Environment (FEBE): Member of Faculty Board as representative for Discipline of Building (2007-ongoing); FEBE Marketing Committee: representative for Discipline of Building/Construction Management Degree Program (2008-2015); School of Architecture and Built Environment (SABE): School Executive Committee (2015-ongoing); SABE Teaching and Learning Committee (2015-ongoing).
Marcus Jefferies main areas of research are project management, construction procurement systems and construction management education. He has a significant track record in 'procurement' and has published over 70 peer reviewed papers predominantly in this area. Marcus expertise in procurement extends into funded research projects where he was a Chief Investigator (CI) on an ARC Linkage Project that investigated the high bidding costs of social infrastructure projects delivered using the PPP procurement approach. The project included most of the main Australian construction contractors as Industry Partners (e.g. Thiess, Baulderstone-Hornibrook and Leighton) and the Construction Industry Institute of Australia (CIIA). He was also a CI on another ARC Linkage Project, hosted by Queensland University of Technology (QUT), that was been funded for 3 years (completed in 2014) and investigated the procurement of Australian infrastructure by advancing capacity, competition and investment. This project includes all of the Australian State Treasury Departments among its industry partners. His area of procurement expertise also includes 'Project Alliancing' and 'Partnering' as he was also a CI on a CRC-Construction Innovation project, completed in 2006, that investigated Value in Project Delivery Systems: Facilitating a change in Culture. The project focused on key procurement drivers such as project teams, culture and trust within the context of relationship-based procurement systems such as Alliancing and Partnering with industry partners from both the public and private sectors. He is a member of the Technical Committee of Working Commission W92 Procurement Systems of the International Council for Research and Innovation in Building and Construction (CIB) and is a reviewer for several international Journals including Construction Management and Economics, Journal of Construction Procurement and International Journal of Managing Projects in Business.
- Doctor of Philosophy, University of Newcastle
- Bachelor of Science (Honours), University of Northumbria, Newcastle (UK)
- Master of Building, University of Newcastle
- Construction Management
- Construction Management Education
- Construction Procurement
- Construction Project Management
- Contract Administration
- Project Management
- Public-Private Partnerships (PPPs)
Fields of Research
|120299||Building not elsewhere classified||100|
|Title||Organisation / Department|
|Senior Lecturer||University of Newcastle
School of Architecture and Built Environment
|Dates||Title||Organisation / Department|
|1/01/2015 -||Senior Lecturer||University of Newcastle
School of Architecture and Built Environment
|1/01/2013 -||Editorial Board - Built Environment Project and Asset Management Journal (Emerald Group Publishing)||Built Environment Project and Asset Management Journal (Emerald Group Publishing)
|1/01/2001 - 1/12/2014||Lecturer||University of Newcastle
School of Architecture and Built Environment
|1/04/1998 - 1/12/2000||Associate Lecturer||University of Newcastle
Faculty of Architecture
|1/01/1998 -||Membership - Chartered Institute of Building (CIOB)||Chartered Institute of Building (CIOB)
|1/01/1998 -||Membership - Australian Institute of Building (AIB) NSW Chapter||Australian Institute of Building (AIB) NSW Chapter
|Dates||Title||Organisation / Department|
|1/05/1995 - 1/03/1998||Site Engineer||Downer-Paul Y-McAlpine JV
Chek Lap Kok Airport
|1/09/1992 - 1/05/1994||Site Engineer||Tolent Construction
|Dates||Title||Organisation / Department|
|1/11/1995 - 1/03/1998||Tutor||City University of Hong Kong
Department of Building and Construction
CIOB Excellent Building Research Award
Chartered Institute of Building (CIOB)
AIB NSW Chapter Presidents Award for Research
Australian Institute of Building (AIB) NSW Chapter
CIB Conference Highly Commended Research Paper Award
CIB World Congress Best Paper Award
AIB NSW Chapter Medal for Research
Australian Institute of Building (AIB) NSW Chapter
CIOB Certficate of Excellence for Excellent Building Research Postgraduate
Chartered Institute of Building (CIOB)
AIB Fred Wilson Memorial Prize for best authored paper in an approved journal
Australian Institute of Building
For publications that are currently unpublished or in-press, details are shown in italics.
Book (1 outputs)
|2016||Jefferies MC, Rowlinson S, New Forms of Procurement PPP and Relational Contracting in the 21st Century, Routledge, 352 (2016)|
Chapter (10 outputs)
|2016||Firmenich J, Jefferies M, 'Risk management in PPPs: emerging issues in the provision of social infrastructure', New Forms of Procurement PPP and Relational Contracting in the 21st Century, Routledge, Oxon and New York 71-94 (2016)|
|2016||Walker DHT, Lloyd-Walker B, Jefferies MC, 'Public-Private Partnerships and alliances: opposites or a continuum?', New Forms of Procurement PPP and Relational Contracting in the 21st Century, Routledge, Oxon and New York 13-34 (2016)|
|2016||Jefferies MC, Rowlinson S, 'Public-Private Partnerships and relationship-based procurement: an introduction.', New Forms of Procurement PPP and Relational Contracting in the 21st Century, Routledge, Oxon and New York 1-12 (2016)|
|2005||Jefferies MC, Chen SE, Zenke R, 'Evaluating an Organisation's Learning Culture Using Learning Histories', Knowledge Management in the Construction Industry: A Socio-Technical Perspective, IGI Global, Hershey 185-202 (2005) [B1]|
|2002||Jefferies MC, Chen SE, Goh CH, 'Cultural Awareness as an Element of Competitive Advantage', Perspectives on Culture in Construction, International Council for Research and Innovation in Building and Construction, Rotterdam, The Netherlands 185-200 (2002) [B1]|
|1999||Jefferies MC, Chen SE, Mead JD, 'Project Team Performance - Managing Individual Goals, Shared Values and Boundary Roles', Profitable Partnering in Construction Procurement, E & FN Spon, London 735 (1999) [B1]|
Najjar GR, Mak MY, Jefferies MC, 'The Impact of the Decline of the Asian Economy on Australian Contractors: Development, Profile and Strategies of Australian Contractors in Asia', Profitable Partnering in Construction Procurement, E & FN Spon, London 735 (1999) [B1]
|Show 7 more chapters|
Journal article (19 outputs)
Ke Y, Davis P, Jefferies M, 'A conceptual model of psychological contracts in construction projects', Construction Economics and Building, 16 20-37 (2016)
Â© 2016 Yongjian Ke, Peter Davis and Marcus Jefferies.The strategic importance of relationship style contracting is recognised in the construction industry. Both public and privat... [more]
Â© 2016 Yongjian Ke, Peter Davis and Marcus Jefferies.The strategic importance of relationship style contracting is recognised in the construction industry. Both public and private sector clients are stipulating more integrated and collaborative forms of procurement. Despite relationship and integrated contractual arrangement being available for some time, it is clear that construction firms have been slow to adopt them. Hence it is timely to examine how social exchanges, via unwritten agreement and behaviours, are being nurtured in construction projects. This paper adopted the concept of Psychological Contracts (PC) to describe unwritten agreement and behaviours. A conceptual model of the PC is developed and validated using the results from a questionnaire survey administered to construction professionals in Australia. The results uncovered the relationships that existed amongst relational conditions and relational benefits, the PC and the partnersÂ¿ satisfaction. The results show that all the hypotheses in the conceptual model of the PC are supported, suggesting the PC model is important and may have an effect on project performance and relationship quality among contracting parties. A validated model of the PC in construction was then developed based on the correlations among each component. The managerial implications are that past relationships and relationship characteristics should be taken into account in the selection of procurement partners and the promise of future resources, support and tangible relational outcomes are also vital. It is important for contracting parties to pay attention to unwritten agreements (the PC) and behaviours when managing construction projects.
Manderson A, Jefferies M, Brewer G, 'Building information modelling and standardised construction contracts: A content analysis of the GC21 contract', Construction Economics and Building, 15 72-84 (2015) [C1]
Â© 2015 Aaron Manderson, Marcus Jefferies, and Graham Brewer.Building Information Modelling (BIM) is seen as a panacea to many of the ills confronting the Architectural, Engineeri... [more]
Â© 2015 Aaron Manderson, Marcus Jefferies, and Graham Brewer.Building Information Modelling (BIM) is seen as a panacea to many of the ills confronting the Architectural, Engineering and Construction (AEC) sector. In spite of its well documented benefits the widespread integration of BIM into the project lifecycle is yet to occur. One commonly identified barrier to BIM adoption is the perceived legal risks associated with its integration, coupled with the need for implementation in a collaborative environment. Many existing standardised contracts used in the Australian AEC industry were drafted before the emergence of BIM. As BIM continues to become ingrained in the delivery process the shortcomings of these existing contracts have become apparent. This paper reports on a study that reviewed and consolidated the contractual and legal concerns associated with BIM implementation. The findings of the review were used to conduct a qualitative content analysis of the GC21 2nd edition, an Australian standardised construction contract, to identify possible changes to facilitate the implementation of BIM in a collaborative environment. The findings identified a number of changes including the need to adopt a collaborative contract structure with equitable risk and reward mechanisms, recognition of the model as a contract document and the need for standardisation of communication/information exchange.
Awad R, Sherratt S, Jefferies M, 'Applying a new model of organizational change management in health', Change Management, 14 1-13 (2015) [C1]
Â© Common Ground, Ramsey Awad, Sue Sherratt, Marcus Jefferies, All Rights Reserved.A healthcare organization, like any organization, faces the inevitability of change. However, he... [more]
Â© Common Ground, Ramsey Awad, Sue Sherratt, Marcus Jefferies, All Rights Reserved.A healthcare organization, like any organization, faces the inevitability of change. However, healthcare in the developed world is required to meet increasing demands for, and complexity of, services; together with enhanced consumer expectations and challenging primary healthcare systems. Over the last two decades, governments have been attempting to address these challenges largely through strategies of major health system reform. However, there remains considerable debate over the most effective model for supporting organizational change in healthcare settings. This review considers the main change models adopted in healthcare organizations and aims to identify key enablers and barriers to successfully implementing change in these settings. The findings of the review are then used as the basis for identifying and developing an appropriate model to support change in healthcare organizations. It is argued that a mentoring model of organizational change responds to many of the complex situational barriers to healthcare reform and builds on key enablers of change in these settings. This model particularly develops key skills in management and communication through a balance of tension and support activities. The mentoring model offers an easy to use and scalable tool which supports and guides management, communication and engagement throughout the change process.
Ke Y, Jefferies M, Shrestha A, Jin X, 'Public Private Partnership in China: Where to from Here', Organization, Technology & Management in Construction: An international Journal, 6 1156-1162 (2014) [C1]
Jefferies M, Brewer GJ, Gajendran T, 'Using a case study approach to identify critical success factors for alliance contracting', Engineering, Construction and Architectural Management, 21 465-480 (2014) [C1]
Â© Emerald Group Publishing Limited.Purpose-There has been a significant increase in the use of relationship contracting in the global construction industry, with strategies such ... [more]
Â© Emerald Group Publishing Limited.Purpose-There has been a significant increase in the use of relationship contracting in the global construction industry, with strategies such as Partnering, Alliancing and Public-Private Partnerships all used. These approaches were introduced to the Australian construction industry in the 1990s in an attempt to overcome the adversarial nature of traditional contracting methods. The purpose of this paper is to investigate factors that influence the successful implementation of Project Alliancing by means of a case study approach focusing on the procurement of a large water treatment plant. The research findings identify critical success factors (CSFs) both from literature and the case study project.Design/methodology/approach-The research traces the origins of Alliancing and identifies CSFs by reviewing literature and analysing a current case study project. The paper first identifies CSFs on a global scale by establishing a theoretical framework of CSFs and then compares this to the case study project. A case study of an Australian Alliance project is investigated whereby a semi-structured interview process, involving senior managers from the six partners from the Alliance, was used in conjunction with a review of project documentation. The findings of the case study project are compared to the literature and any new CSFs are identified.Findings-Alliancing helps to establish and manage the relationships between all parties, remove barriers and encourage maximum contribution to achieve success. Alliancing provides a project delivery method that promotes open communication, equality and a systematic problem resolution process. Team culture focusing on an "open book/no blame" approach is vital to the success of an Alliance. Five CSFs were identified as specifically influencing the success of the case study project: the use of an integrated Alliance office; the staging of project and stretch targets; establishing project specific key performance indicators; facilitating on-going workshops; and the integration of a web-based management programme.Originality/value-The research findings assist both public and private sectors by identifying factors that are critical for success in Alliancing. Five additional factors were identified as specifically influencing the success of the case study project. Since this research was conducted, Australia has seen a further increase in relationship contracting where the likes of Alliancing is often used as the default approach for certain Public Sector projects. Ongoing research into Alliancing is vital to ensure the development of sustainable procurement models, successful operational viability, fair risk distribution and value for money.
|2014||Jefferies MC, Ilett M, 'Pre-Action in Disputes (PAD)', Construct, 2014 4-5 (2014) [C3]|
Awad R, Sherratt S, Jefferies M, 'Proposing a new model for organizational change management', Change Management, 12 17-28 (2013) [C1]
Brewer G, Gajendran T, Jefferies M, McGeorge D, Rowlinson S, Dainty A, 'Value through innovation in long-term service delivery: Facility management in an Australian PPP', Built Environment Project and Asset Management, 3 74-88 (2013) [C1]
Purpose: Public-private partnerships (PPPs) and other innovative procurement mechanisms are frequently used to deliver both an asset and a public service over a protracted period.... [more]
Purpose: Public-private partnerships (PPPs) and other innovative procurement mechanisms are frequently used to deliver both an asset and a public service over a protracted period. The value streams to the parties involved can be complex, but generally arise from the satisfactory provision of infrastructure that is fit for purpose throughout its life. This research aims to investigate the effectiveness of the facility management (FM) function in delivering long-term value to both the client and consortium. Design/methodology/approach: This paper describes a case study of a PPP in Australia that delivered social infrastructure in multiple locations to a state government. Drawing upon multiple perspectives from within the consortium, it utilises inductive principles to identify the influences on value generation through innovation by the FM function. Findings: The ability of an Australian FM contractor to provide value within a PPP context has been shown to reflect some of the attributes described in literature. However, the extent of innovation, especially in the design and construction phases, has been limited by organisational history and capability, and relational and contextual issues. Originality/value: This research highlights a flaw in the rhetoric relating to PPP delivery, namely the disconnection between the asset delivery and service delivery phases, which stifles the consortium's capacity to innovate and maximise value. It reveals a set of influences that both resonate with the literature and plausibly explain the suboptimal performance of the FM function within an Australian PPP. By using highly iterative analysis leading to within-case generalisability, it provides a robust basis for wider investigation of the problem. Â© Emerald Group Publishing Limited.
Jefferies MC, Brewer GJ, Gajendran T, Schubert A, Rowlinson S, 'Procurement innovation: Using project alliancing in the provision of Indigenous social housing', Contact Australasia: Innovation in Construction, 21-24 (2012) [C3]
Jefferies MC, McGeorge WD, 'Using public-private partnerships (PPPs) to procure social infrastructure in Australia', Engineering, Construction and Architectural Management, 16 415-437 (2009) [C1]
|2008||Jefferies MC, McGeorge WD, 'Public-private partnerships: A critical review of risk management in Australian social infrastructure projects', Journal of Construction Procurement, 14 66-80 (2008) [C1]|
Ng ST, Xie J, Cheung YK, Jefferies MC, 'A simulation model for optimizing the concession period of public-private partnerships schemes', International Journal of Project Management, 25 791-798 (2007) [C1]
Luu DT, Ng ST, Chen SE, Jefferies MC, 'A strategy for evaluating a fuzzy case-based construction procurement selection system', Advances in Engineering Software, 37 159-171 (2006) [C1]
Jefferies MC, 'Critical success factors of public private sector partnerships: A case study of the Sydney SuperDome', Engineering, Construction and Architectural Management, 13 451-462 (2006) [C1]
|2005||Cheung FYK, Rowlinson S, Jefferies MC, Lau E, 'Relationship Contracting in Australia', Journal of Construction Procurement, 11 123-135 (2005) [C1]|
|2004||Jefferies MC, Chen SE, 'Identifying Risk Factors of BOOT Procurement: A Case Study of Stadium Australia', The Australian Journal of Construction Economics and Building, 4 11-19 (2004) [C1]|
Jefferies MC, Gameson RN, Rowlinson S, 'Critical Success Factors of the BOOT Procurement System: Reflections from the Stadium Australia Case Study', Engineering, Construction and Architectural Management, 9 352-361 (2002) [C1]
|2002||Jefferies MC, Chen SE, Conway J, 'Assessment of Professional Competence in a Construction Management Problem-Based Learning Setting', The Australian Journal of Construction Economics and Building, 2 47-56 (2002) [C1]|
|2001||Jefferies MC, Gameson RN, Chen SE, Elliot TG, 'The justification and implementation of project alliances - reflections on the Wandoo B development', Journal of Construction Procurement., 7(2) 31-41 (2001) [C1]|
|Show 16 more journal articles|
Conference (56 outputs)
Jefferies MC, Davis PR, NEWAZ, PILLAY, 'Using the Psychological Contract to Measure Safety Outcomes on Construction Sites.', Proceedings of the 32nd Annual ARCOM Conference (2016) [E1]
Newaz MT, Davis P, Jefferies M, Pillay M, 'The psychological contract of safety: The missing link between safety climate and safety behaviour in construction sites', Advances in Intelligent Systems and Computing (2016)
Â© Springer International Publishing Switzerland 2016.The causal relationship between safety climate and safety behavior is examined in numerous studies, however the pathway that ... [more]
Â© Springer International Publishing Switzerland 2016.The causal relationship between safety climate and safety behavior is examined in numerous studies, however the pathway that mediates this relationship is still unclear. Viewing safety through the lens of the Â¿Psychological ContractÂ¿ it is argued that Â¿Psychological Contract of SafetyÂ¿ (PCSaf), could be a vital factor for improving safety performance. Previous research suggests that (1); safety climate is based on perception of workers regarding safety and (2); PCSaf is based on perceived mutual obligations between workers and supervisors, as a result, if PCSaf or mutual obligations between workers and supervisors are fulfilled, then safety behavior of the workers will be positively influenced. A proposed model of Psychological Contract of Safety (PCSaf) as an alternative intervention in the understanding and management of safety practice is presented. A final model will deepen understanding and reveal relationships between safety climate and safety behavior on construction sites.
Newaz MT, Jefferies M, Davis P, Pillay M, 'Using the psychological contract to measure safety outcomes on construction sites', Proceedings of the 32nd Annual ARCOM Conference, ARCOM 2016 (2016)
The influence of different level managers on safety management in the workplace has been the subject of interest to many researchers. However, senior managers have little contact ... [more]
The influence of different level managers on safety management in the workplace has been the subject of interest to many researchers. However, senior managers have little contact with 'workers' at the construction worksite who instead take daily direction from lower-level managers/supervisors. As a result, the mechanisms of managerial influence on organizational safety outcomes are poorly understood and yet the daily interactions between supervisor and workers influences safety outcomes. This research uses the concept of the 'Psychological Contract' (PC) based on perceived mutual obligations between the supervisor-worker. When using this concept to consider safety, it may be termed as 'PC of Safety' and the impact of fulfilment/breach of PC on worker behaviour can be hypothetically compared with the impact of PC of safety on workers safety behaviour. This safety behaviour of workers is shaped by the PC of safety between the supervisor-worker, which ultimately causes safety outcomes, e.g. accident rates. Accordingly, a model is proposed of the PC of safety to measure the safety outcomes mediated by workers safety behaviour. Using the supervisor-worker relationship as a unit of analysis, this model has the potential to reveal the relationship between PC of safety and safety behaviour and its effect on safety outcomes.
Jefferies MC, Davis PR, Ward P, 'Using Relationship-based Procurement for the Provision of Infrastructure' (2015) [E1]
Pillay M, Jefferies MC, 'A revised framework for managing construction health and safety risks based on ISO 31000' (2015) [E1]
Jefferies MC, Davis P, Ke Y, 'An investigation of psychological contracts in construction procurement.', Going North for Sustainability: Leveraging knowledge and innovation for sustainable construction and development. CIB International Conference Proceedings (2015) [E1]
Manderson A, Jefferies MC, Brewer G, 'Contractual Implications of Building Information Modelling Implementation: A Case Study of the GC21 Contract' (2015) [E1]
|2014||Jefferies M, Rowlinson S, Kumaraswamy M, Ke Y, 'Using Public Private Partnerships (PPPs) for the Procurement of Public Hospitals', Construction in a Changing World (2014) [E1]|
Ward P, Jefferies MC, 'Are Australian Standard Forms Of Construction Contract Capable Of Dealing With The Issue Of Extensions Of Time Efficiently And Effectively?', Proceedings of the 30th Annual ARCOM Conference (2014) [E1]
Jefferies MC, Brewer GJ, Gajendran T, 'Public Private Partnerships: The Provision of Healthcare Infrastructure in Australia', Proceedings of the 29th Annual ARCOM Conference (2013) [E1]
|2013||Jefferies MC, McGeorge D, London K, Rowlinson S, 'Relationship Contracting: A Case Study of the Top Ryde Public Private Partnership (PPP)', Proceedings of the 19th CIB World Building Congress, Brisbane 2013: Construction and Society (2013) [E1]|
Gajendran T, Brewer Graham, Jefferies M, Scott Strahorn, 'An evaluation of philosophical disposition and operational reality of 'alliances': the risk-trust perspective', 2013 RICS Cobra (2013) [E1]
Jefferies M, Gajendran T, Brewer G, 'Public private partnerships: The provision of healthcare infrastructure in Australia', Proceedings 29th Annual Association of Researchers in Construction Management Conference, ARCOM 2013 (2013)
The emergence of Public-Private Sector Partnerships (PPPs) provides a means for developing infrastructure without directly impacting upon the budgetary constraints of Government. ... [more]
The emergence of Public-Private Sector Partnerships (PPPs) provides a means for developing infrastructure without directly impacting upon the budgetary constraints of Government. Social infrastructure projects (schools, hospitals, prisons et al) are characterised as generally being smaller in scale than economic infrastructure projects (motorways, bridges, tunnels et al). However, by their very nature, social infrastructure projects also tend to be complex, particularly in terms of on-going involvement with the community. Thus, private sector bidders for social infrastructure PPPs are often presented with a situation where operational complexity, including government policy toward the sharing of revenue, is one of the key differences in whether PPPs are as attractive for social infrastructure compared with economic infrastructure. This research centres on how consortiums manage the many risk factors involved and the results are presented from a case study of a hospital PPP project. This paper presents the preliminary findings of the case study research and in particular focuses on the process for selecting the PPP consortium and the research methodology.
Brewer GJ, Jefferies MC, Gajendran T, McGeorge WD, Rowlinson S, Dainty A, 'Value generation and delivery in long-term service concession projects: The role of facility management in value optimisation', Delivering Value to the Community. Proceedings of CIB W070, W092 and TG72 International Conference (2012) [E1]
|2012||Jefferies MC, Rowlinson S, Schubert A, 'The procurement of Indigenous social housing in Australia: A project alliance approach', Proceedings of CIB W070, W092 and TG72 International Conference (2012) [E1]|
Awad R, Jefferies MC, Jupp J, 'Evidence-based retail and commercial planning for Australian university campuses', Proceedings. Australasian Universities Building Educators Association. 37th AUBEA International Conference (2012) [E1]
Jefferies MC, Brewer GJ, Gajendran T, 'Procuring Indigenous social housing in Australia: A case study of the Project Alliance Approach', RICS COBRA 2012. Proceedings of the Construction, Building and Real Estate Conference (2012) [E1]
Manderson AD, Brewer GJ, Jefferies MC, 'A taxonomy of the legal and contractual issues related to Building Information Modelling integration', RICS COBRA 2012. Proceedings of the Construction, Building and Real Estate Conference (2012) [E1]
|2011||Teo PL, Bridge AJ, Gray J, Jefferies MC, 'Developing a research method to test a new first-order decision making model for the procurement of public sector major infrastructure', Proceedings of the 27th Annual Association of Researchers in Construction Management Conference (2011) [E1]|
Jefferies MC, Schubert A, Awad R, 'A project alliance approach for the procurement of Indigenous social housing in Australia', COBRA 2011. Proceedings of Royal Institution of Chartered Surveyors Construction and Property Conference (2011) [E1]
|2010||Jefferies MC, Lau J, 'Inconsistencies in project delivery systems for prisons: A comparison between public and private methods', CIB World Congress 2010 (2010) [E1]|
|2010||Jefferies MC, McGeorge WD, Chen SE, 'Implications for design and construct contractors operating in a public private partnership environment: An Australian perspective', Full Paper Proceedings - CIB 2010 World Congress (2010) [E1]|
|2010||Teo PL, Bridge AJ, Jefferies MC, 'Delivering value for money in the procurement of public sector major infrastructure: A new first-order decision making model', Proceedings of 2010 International Conference on Construction & Real Estate Management (2010) [E1]|
|2008||McGeorge WD, Jefferies MC, Cadman KJ, Chen SE, 'Implications for design and build contractors bidding in public-private paternership consortiums: An Australian perspective', CME 25 Conference Construction Management and Economics 'Past, Present and Future' (2008) [E1]|
|2008||Jefferies MC, McGeorge WD, Rowlinson S, 'Bidding for public-private partnerships and the implications for design and construct contractors', Building Abroad: Procurement of Construction and Reconstruction Projects in the International Context (2008) [E1]|
|2007||Jefferies MC, McGeorge WD, Chen SE, 'Risk Management in Public-Private Partnerships: Emerging Issues in Social Infrastructure Projects', Symposium: Building Across Borders Built Environment Procurement CIB WO92 Procurement Systems. Proceedings (2007) [E1]|
|2007||Jefferies MC, McGeorge WD, Cadman KJ, Swee Eng C, 'Public private partnerships: The provision of social infrastructure in Australia', CIB World Building Congress 2007 - Construction for Development. Proceedings (2007) [E1]|
Brewer GJ, Jefferies MC, Gajendran T, Williams AP, 'Development and assessment of metacognition in first year undergraduates', Proceedings. 2007 Conference of the Australasian Universities Building Education Association (2007) [E1]
|2006||McGeorge WD, Cadman KJ, Jefferies MC, Chen SE, 'Private Public Partnerships: Private Sector Developers Partnering with Government for the Provision of Social Infrastructure', Governments and Communities in Partnership: From Theory to Practice. Conference Papers (2006) [E1]|
|2006||Jefferies MC, McGeorge WD, Chen SE, Cadman KJ, 'Sustainable Procurement: A Contemporary View on Australian Public Private Partnerships (PPP)', Joint International Conference on Construction Culture, Innovation and Management (CCIM). Conference Proceedings (2006) [E1]|
|2006||Jefferies MC, Rowlinson S, Cheung YKF, 'Relationship Management in the Australian Construction Industry: A Catalyst for Cultural Change', Joint International Conference on Construction Culture, Innovation and Management (CCIM). Conference Proceedings (2006) [E1]|
|2006||Jefferies MC, 'Assessment of Student Learning: A Response to Professional Accreditation and University Review', Proceedings of the 31st Australasian Universities Building Educators Association (AUBEA) Conference (2006) [E1]|
Jefferies MC, Brewer GJ, Rowlinson S, Cheung F, Satchell A, 'Project Alliances in the Australian Construction Industry: A Case Study of a Water Treatment Project', Symposium on Sustainability and Value through Construction Procurement - CIB Working Commission 92 Procurement Systems (2006) [E1]
|2005||Jefferies MC, Davidson C, 'The Influence of Globalisation on Relationship-Based Procurement Strategies in the Australian Construction Industry', Proceedings of the 2005 CIB W92-T23/W107 International Symposium on Procurement Systems: The Impact of Cultural Differences and Systems on Construction Performance (2005) [E1]|
|2005||Cheung F, Rowlinson S, Jefferies MC, 'A Critical Review of the Organisational Structure, Culture and Commitment in the Australian Construction Industry', Proceedings of the 2005 CIB W92-T23/W107 International Symposium on Procurement Systems: The Impact of Cultural Differences and Systems on Construction Performance (2005) [E1]|
|2005||Curnow W, Jefferies MC, Chen SE, 'Unsustainable Bidding Costs - A critical Issue for the Public Private Partnerships', Public Private Partnerships - Opportunities and Challenges (2005) [E1]|
|2004||Jefferies MC, Kirk AJ, Hampson AR, McCann JS, 'Ethical Construction Procurement', AUBEA (2004) [E1]|
|2004||Cheung F, Rowlinson S, Spathanis J, Sargent R, Jones T, Jefferies MC, Foliente G, 'Organisational Structure, Culture and Commitment: An Australia Public Sector Case Study', Clients Driving Innovation (2004) [E2]|
|2004||Jefferies MC, 'The BOOT Procurement Approach: Critical Success Factors of the Sydney SuperDome', Project Procurement for Infrastructure Construction (2004) [E1]|
|2004||Jefferies MC, Kirk AJ, 'Ethical Behaviour in the Construction Procurement Process', International Symposium on Globalisation and Construction (2004) [E1]|
|2003||Jefferies MC, Chen SE, Zenke R, 'Using Learning Histories to Evaluate Organisational Learning Culture', Knowledge Construction (2003) [E1]|
|2002||Jefferies MC, Gameson RN, 'Stadium Australia: Reflecting on the Risk Factors of BOOT Procurement', Procurement Systems and Technology Transfer (2002) [E1]|
|2001||Jefferies MC, Kestle L, 'Enhancing Experiential Learning of Environmental Sustainability Using Cross-Fertilisation.', Constructing and Managing the Built Environment: Education and Research for the Future (2001) [E2]|
|2001||Jefferies MC, Kolomy RA, Chen SE, 'Peer mentoring in a student centred construction management course', Constructing and managing the built environment: education and research for the future (2001) [E1]|
|2001||Jefferies MC, Kestle L, Chen SE, 'Education for sustainability: Enhancing experiential learning', Towards Sustainable Development - Collaborative Approaches in Built Environment and Engineering Education (2001) [E2]|
|2001||Jefferies MC, Cook M, Rowlinson S, 'The BOOT Approach for Stadium Australia: Reflecting on the Critical Factors for Success', Proceedings of the CIB World Building Congress (2001) [E1]|
|2000||Jefferies MC, Gameson RN, Chen SE, Elliot TG, 'Project Alliances - Factors for Success', Information and Communication in Construction Procurement (2000) [E1]|
|2000||Jefferies MC, Gameson RN, Corcoran KJ, 'Benchmarking Sustainability Principles of Local Government in NSW, Australia', Information and Communication in Construction Procurement (2000) [E1]|
|2000||Jefferies MC, Kestle L, Chen SE, 'Education for Sustainability: Enhancing Experiential Learning', Shaping the Sustainable Millennium-Collaborative Approaches (2000) [E1]|
Brewer GJ, Jefferies MC, Chen SE, 'The transitional experience to PBL: A case of early intervention', Trends in Construction Management Education and Research (2000) [E1]
Jefferies MC, Chen SE, Mead JD, 'Project team performance - Managing individual goals, shared values and boundary roles.', PROFITABLE PARTNERING IN CONSTRUCTION PROCUREMENT (1999)
Najjar GR, Mak MY, Jefferies MC, 'The impact of the decline of the Asian economy on Australian contractors: Development, profile and strategies of Australian construction in Asia', PROFITABLE PARTNERING IN CONSTRUCTION PROCUREMENT (1999)
|1999||Jefferies MC, Chen SE, McGeorge WD, Esparon JP, 'Introducing Quality Assurance in the Seychelles Construction Industry', Construction Industry Development in the New Millennium (1999) [E1]|
|1999||Conway J, Jefferies MC, Chen SE, 'Assessment of Professional Competence in PBL Settings: Two Case Studies', Proceedings of the 1st Asia Pacific Conference on PBL (1999) [E1]|
|1999||Chen SE, Jefferies MC, Ilett M, Conway J, 'Ethics and Professional Values: The Framework for Reflective Practice', Themes and Variations in PBL (1999) [E1]|
|1999||Jefferies MC, Chen SE, 'Education for Sustainability - A Strategic Approach in Construction Management', Trends in Construction Management Education and Responsibly Managing the Built Environment (1999) [E1]|
|Show 53 more conferences|
Number of supervisions
Total current UON EFTSL
|Commenced||Level of Study||Research Title / Program / Supervisor Type|
The Psychological Contract to Measure Safety Outcomes on Construction Sites
PhD (Building), Faculty of Engineering and Built Environment, The University of Newcastle
|Year||Level of Study||Research Title / Program / Supervisor Type|
Modification of Standardised Construction Contracts for the Adoption of Building Information Modelling: Analysing the Case of the NSW Government GC21 Construction Contract
M Philosophy (Building), Faculty of Engineering and Built Environment, The University of Newcastle
The Effect of Procurement on Competition & Flexibility: Determining the Suitability of PPPs in Major Infrastructure Projects
Building Construction Managmnt, Queensland University of Technology
The map is a representation of a researchers co-authorship with collaborators across the globe. The map displays the number of publications against a country, where there is at least one co-author based in that country. Data is sourced from the University of Newcastle research publication management system (NURO) and may not fully represent the authors complete body of work.
|Country||Count of Publications|
Dr Marcus Jefferies
School of Architecture and Built Environment
Faculty of Engineering and Built Environment
Construction Management (Building)
|Phone||(02) 4921 6737|
|Fax||(02) 4921 6913|
Callaghan, NSW 2308