The Private Finance Initiative (PFI) is a major form of Government procurement for a wide range of public services, including hospitals, prisons, roads, computer systems and government accommodation. There are over 400 PFI contracts currently in force which commit departments to future expenditure of about £100 billion. This report highlights key issues which authorities need to consider when developing and managing relationships with PFI contractors. It is based on a survey of 121 central government PFI projects in progress. The survey was undertaken in 2000 and included the views of authorities and contractors. Key recommendations made include: the importance of a partnership approach between authorities and contractors; authorities should give attention at an early stage in the procurement process to contract management issues; and the need for appropriate procedures for dealing with contract changes.

Incorporates previously unpublished minutes of evidence HCP 460-i. The NAO report on this topic published as HCP 375, session 2001-02 (ISBN 0102912289).

Annually, the government commits significant expenditure to a type of public contracts which are known as Public-Private Partnerships (PPPs) or the Private Finance Initiative (PFI). These contracts bind the public purse for decades in sectors such as Health, Defence and Detention, and involve the assignment of a significant role to the private sector in the provision of public services. This book explores the controversial subject of the public accountability of these contracts, and the corresponding large sums of public money involved. It explains how public accountability works for PPPs and the PFI, and it argues that it should be provided as part of the Economic Constitution. Drawing comparative understandings from the UK and the USA constitutional legal traditions, the book investigates public accountability from the perspective of the Economic Constitution, focusing on three accountability criteria - legal, accounting and administrative. In doing so, it provides an analysis which informs both from the perspective of academic research and from that of legal and consulting practice.

The role of the project manager continues to evolve, presenting new challenges to established practitioners and those entering the field for the first time. This second edition of Peter Fewings' groundbreaking textbook has been thoroughly revised to recognise the increasing importance of sustainability and lean construction in the construction industry. It also tackles the significance of design management, changing health and safety regulation, leadership and quality for continuous improvement of the service and the product. Using an integrated project management approach, emphasis is placed on the importance of effectively handling external factors in order to best achieve an on-schedule, on-budget result, as well as good negotiation with clients and skilled team leadership. Its holistic approach provides readers with a thorough guide in how to increase efficiency and communication at all stages while reducing costs, time and risk. Short case studies are used throughout the book to illustrate different tools and techniques. Combining the theories underpinning best practice in construction project management, with a wealth of practical examples, this book is uniquely valuable for practitioners and clients as well as undergraduate and graduate students for construction project management.