Management of the project included determining capacity requirements, construction management, and records management. During its planning and construction, the nature of the Gautrain Project generated significant stakeholder interest from both supporters and those in opposition. For this reason, a holistic approach towards communication and stakeholder management was established. Given the ever-changing environment in which Gautrain operates, the .....more

The Gautrain Rapid Rail Link Project was announced as a Blue IQ project in 2000 and officially approved by the Gauteng Provincial Government in 2001. As a Blue IQ project, the primary aim of the Gautrain Project was to stimulate economic growth in Gauteng through enhancing infrastructure development and creating employment. The further aim was to alleviate the traffic congestion on roads between Johannesburg and Tshwane by promoting public transport .....more

Environmental impact assessment is a legal requirement for all large infrastructure projects. The environmental impact assessment process for the Gautrain Project was governed by the 1997 EIA regulations based on the Environment Conservation Act 73 of 1989. Developing environmental impact assessment is a complex process that covers a wide variety of impact assessments, requiring skills from various experts and input from interested and affected parties, .....more

A key example of strategic partnerships is the Gautrain Management Agency public transport integration model with the taxi industry, referred to as the Midibus Feeder Distribution Service. The partnership model was developed in 2011 with the objective of providing a service from the Gautrain rail system’s Marlboro station to Linbro Business Park. Through an innovative contracting model, a partnership was formed with the taxi association operating .....more

The Gautrain Rapid Rail Link Project was started in 2006. It is a rare example of a successful public-private partnership (PPP). The project involved the provincial government of Gauteng (represented by Gautrain Management Agency) as the public partner and Bombela Concession Company as the private partner. The general case, which accompanies this part in the exercise series, provides the basic outline of the story. The Gautrain Rapid Rail Link Project .....more

The Gautrain Rapid Rail Link Project was started in 2006. It is a rare example of a successful public-private partnership (PPP). The project involved the provincial government of Gauteng (represented by Gautrain Management Agency) as the public partner and Bombela Concession Company as the private partner. The general case, which accompanies this part in the exercise series, provides the basic outline of the story. The Gautrain Rapid Rail Link Project .....more

The Gautrain Rapid Rail Link Project was started in 2006 and is one of the biggest public-private partnership transport infrastructure ventures ever undertaken in Africa. It is also the first rapid rail transport system implemented in South Africa. Both the scope and the novelty of the project required sound management in all of its different parts. This case defines a public-private partnership, then considers the aspects of financial and risk m .....more

Teaching note for product W35413.

The Gautrain Rapid Rail Link Project (Gautrain Project) was started in 2006. It is a rare example of a successful public-private partnership (PPP). The project involved the provincial government of Gauteng (represented by Gautrain Management Agency) as the public partner and Bombela Concession Company (Bombela) as the private partner. The project was underpinned by a thorough feasibility study, approvals from South Africa’s National Treasury Department, .....more

Teaching Note to accompany product W35415.