Please assist with recommendation and conclusion

1. The project structure and its respective dynamics

Overview of TransMilenio's organizational structure and stakeholder engagement.

The TransMilenio project in Bogot, Colombia, can be considered a successful example of a BRT system. The project's structure was based on a public-private partnership (PPP) model, which involved collaboration between the government and private companies like TransMilenio S.A. The dynamics of this partnership were essential for the project's success.

According to (Gmez-Lobo & Gutirrez, 2003), the project structure of TransMilenio was grounded on a joint partnership between the public and private sectors. This joint partnership approach allowed for the efficient allocation of resources and expertise from both the public and private sector.

Gmez-Lobo & Gutirrez, (2003) further states that the public sector played a crucial role in providing land, infrastructure, and regulatory framework, whereas the private sector contributed with their transportation management expertise, skill, and operational competence. The dynamics of the project focused on creating a reliable and high-capacity transportation service. Montoya & Burdett, (2005) allude that as part of the process to enhance efficiency and convenience for passengers, the organisation devoted bus lanes, modern stations, and a smart card payment system.

1. The project structure and its respective dynamics
   1. The TransMilenio BRT system in Bogot was a complex project involving multiple stakeholders, including the government, private sector companies, and public transportation authorities. The project structure incorporated a public-private partnership (PPP) model, which contributed to its success.

According to (Gmez-Lobo & Gutirrez, 2003), the project structure of TransMilenio was grounded on a joint partnership between the public and private sectors. This joint partnership approach allowed for the efficient allocation of resources and expertise from both the public and private sector.

Public Private Partnerships (PPP) have emerged internationally since the 1980s as a means to involve the use of private finance for public sector projects (Grimsey and Lewis, 2004). In other words, PPPs is a way of transforming the delivery of public services to boost economic growth.

There is a growing understanding among scholars that the move towards private participation in infrastructure does not simply substitute private sector capacity for public sector capacity; rather, it requires that new forms of public sector capacity be developed to overcome various challenges that infrastructure PPPs face (Dutz et al., 2006).

Public sector organizations are likely to have a mandated strategy (Andrews et al., 2009) and, even when a strategy is not directly imposed on them, they are highly regulated by the political sponsors providing their funding (Hood and Peters, 2004) in terms of performance indicators, planning systems and budgetary controls (Joubert, 1998 )

Design, planning and investment in the infrastructure is carried out by public institutions such as the Bogot Mayors office, FONDATT (Fondo de Educacin y Seguridad Vial - The Fund for Education and Road Safety of the Secretary of Transit and Transportation), the IDU, the IDCT (Instituto Distrital de Cultura y Turismo The District Institute of Culture and Tourism), Secretary for Transportation and Traffic, Department of Planning, Secretary of Finance, and Metrovivienda. The operation of TransMilenio is performed by private entities. Each private company was selected through an open and competitive bidding process.

One of the most crucial characteristics of a mature project department is the ability to formalize the project strategy, carefully considering several contingent factors as well as defining strategy components, content, and process (Alonso et al., 2015). This is not always the case for public procurement (PP) projects. PP traditionally had a tactical and administrative role, mainly taking care of meeting regulatory requirements (Matthews,2005). However, PP is now moving towards a more strategic role, partly because it has been asked to achieve specific government objectives (Walker, 2015).

1. The project design was based on a comprehensive analysis of Bogot's specific transportation needs, considering population density, traffic congestion, and the existing public transportation infrastructure.

PPP can come in a number of forms such as BOOT (Build, Own, Operate, and Transfer), DBFO (Design, Build, Finance and Operate) and BOT (Build, Operate and Transfer). Each of these forms has been set up to fully or partly transfer risks associated with financing, construction and operating the infrastructure to provide public services which might otherwise not have gone ahead without the leverage of private funds and expertise (Rwelamila, 2014)

(Grimsey and Lewis (2005) categorise different types of PPPs as economic or social, hard or soft, so that a hard economic PPP might be roads, airports or telecommunications, hard social might be schools, prisons or public housing, soft social is social security or community services, soft economic is vocational training, technology transfer and R&D facilitation.

1. TransMilenio adopted an integrated approach, encompassing infrastructure development, fleet management, fare collection systems, and public awareness campaigns.

Majority of the risk transferred to private sector are eventually paid for by the public through taxation and or user chargers. The public as the ultimate beneficiary need to be seen as part of the agreement rather than a merely uncontrollable risk (Shen et al. 2006).

Li and Akintoye (2003) list the benefits of PPP as enhance governments capacity of integrated solutions, facilitate creative and innovate approaches, reduce the cost to implement the project, transfer certain risks to the project partner, attract larger bidders, access skills, experience and technology.

TransMilenio is a public-private partnership, in which the public sector is responsible for the investment to develop the required infrastructure, while the private sector is responsible for the investment of the bus fleet, the ticket selling and validating system, and for the operation of the trunk and feeder services.

1. The system was planned and executed in phases, allowing for incremental development and adjustments based on user feedback and evolving requirements. Key dynamics of the project were:
2. Government Leadership:

The project had strong government support and leadership, providing the necessary vision, coordination, and funding. The government acted as the primary decision-maker and regulator.

The citys strong leadership and buy-in allowed TransMilenio to develop into a working system in a short amount of time. The leadership mobilized the necessary funds to implement the system, adopted state-of-the-art technologies to run the system, established a good management company, developed a sound investment structure and created an efficient single fare pricing system. The final accomplishment allows most Colombians living in Bogot to utilize the system.

1. Public-Private Partnership (PPP):

TransMilenio was implemented through a PPP model. Private companies were responsible for bus operation and maintenance, while the government retained control over infrastructure and system design. This partnership facilitated efficient resource allocation and expertise sharing.

TransMilenio brought centralized control to Bogots public transportation system along with the ability to implement organized plans that respond to the markets demand. The system is broken into three divisions: regulators, managers and operators. The regulators of the system are The Ministry of Transport, which is in charge of national policies and plans, and the Municipality of Bogot, primarily the transit and transport secretariat. Managers include TransMilenio S.A.

1. Community Engagement:

TransMilenio took into consideration the needs and opinions of the local population. Community participation and feedback were sought during the planning and implementation stages, ensuring a more inclusive and acceptable public transportation system.