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Risk Management and Governance for PFI Project ... - Title Page - MIT

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operational, <strong>and</strong> mature operational. Furthermore, the NAO defines six key<br />

business-management themes that apply at every phase of a <strong>PFI</strong> project, as follows (National<br />

Audit Office, UK, 2006):<br />

● The project fits with the business requirements of the Authority<br />

● <strong>PFI</strong> is the appropriate delivery mechanism<br />

● Stakeholders support the project’s progress<br />

● There is good quality project management<br />

● There is an optimal balance between cost, quality <strong>and</strong> flexibility<br />

● Effective risk allocation <strong>and</strong> management is taking place<br />

In this way, the framework configures a matrix with six stages <strong>and</strong> six themes, all of which<br />

have concrete checkpoints. For example, at the cross section of the first phase ”Strategic<br />

Analysis” <strong>and</strong> the first theme ”The project fits with the business requirements of the<br />

Authority”, the NAO defines a list of key points to be considered when making an investment<br />

decision <strong>for</strong> a <strong>PFI</strong> project, as follows:<br />

● Have clear objectives <strong>for</strong> the project been set?<br />

● Does the project meet policy imperatives?<br />

● Was the project assessed as being priority?<br />

● Has a preliminary evaluation of the benefits sought been made?<br />

● Has long term commitment to the project been demonstrated?<br />

● Are the project outcomes clear?<br />

● Have the project’s wider socio-economic benefits been quantified?<br />

● Does the proposed solution clearly meet business requirements?<br />

In this way, the NAO’s framework provides the audit points in detail even in the<br />

decision-making phase of the project. In Japan, however, there is no such specific framework<br />

or audit manual. By providing detailed audit points at each stage, including the<br />

decision-making phase, <strong>and</strong> defining the role of third-party organizations <strong>and</strong> the scope of their<br />

evaluation, the accountability <strong>and</strong> transparency of the project would be enhanced, thereby<br />

preventing sloppy risk management <strong>and</strong> opaque decision-making processes. In addition, it<br />

would be also required to strengthen the function of the third-party organizations. As<br />

mentioned be<strong>for</strong>e, there is an opinion that the problem of an optimistic dem<strong>and</strong> <strong>for</strong>ecast<br />

sometimes stems from political pressure. Strengthening the audit function of third-party<br />

organizations could also help suppress such a failure of the government.<br />

Summary<br />

This chapter considered the potential problems in the scheme of <strong>PFI</strong>, focusing on the<br />

decision-making process <strong>and</strong> evaluation function, separate from the risk-actualized cases described<br />

74

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