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