Accounting for the Private Finance Initiative

Heald, David; Geaughan, Neal

doi:10.1111/1467-9302.00076

Cited by 22 publications

(14 citation statements)

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“…Under these mechanisms health care managers became responsible for the business consequences of strategic capital investment. Without the introduction of the new accounting approaches it would not have been possible to move to the capital funding situation it now finds itself in, one that uses highly sophisticated Public Private Partnership consortium funding (Kirk and Wall 2002;Heald and Geaughan 1997;PFI Treasury Taskforce Team 1997).…”

Section: Background To Empirical Researchmentioning

confidence: 99%

A Model of Learned Implementation

Schofield

2004

Public Administration

112

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The majority of the literature concerning the implementation of public policy assumes that public managers can carry out new policy initiatives regardless of the behavioural, cognitive or technical demands that the introduction of such policies may make upon them. There has been a tendency to assume that managers actually have the detailed technical knowledge by which to enact such new policies. The paper proposes that in effect, public managers have to learn a range of often new and detailed techniques in order to implement what are often ambiguous policy directives. Drawing on data gathered from the introduction of capital investment appraisal in the British National Health Service, a model of Learned Implementation is presented that describes one way in which public managers can learn to enact new policy initiatives. Using a mix of six organizational processes and variables, the model demonstrates how learning occurs and is used to solve the problems that are inherent in the introduction of new policy initiatives. The model further describes how the managers routinize these solutions into job tasks and procedures and hence a policy initiative is operationalized. The paper concludes with a discussion about the difficulties of predicting the operational consequences of new policy initiatives and raises questions about knowledge, ability and capability in the implementation of public policy.

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Section: Background To Empirical Researchmentioning

confidence: 99%

A Model of Learned Implementation

Schofield

2004

Public Administration

112

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“…However, although PFI contracts did not appear on national accounts, there were still costs to be made by government over the length of the contract, which were often between 30 and 60 years (Heald and Geaughan 1997). PFI contracts were arranged for a wide range of infrastructure projects, for example, bridges, schools, roads as well as hospitals.…”

Section: Legislative and Bureaucratic Changesmentioning

confidence: 99%

Public enterprises in the healthcare sector – a case study of Queen Elizabeth Hospital, Greenwich, England

Lethbridge

2014

Journal of Economic Policy Reform

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This article responds to a call for more studies of public enterprises with a case study of a public healthcare enterprise, the Queen Elizabeth Hospital (QEH), in Greenwich, England.The QEH was the first hospital to be placed "in administration" since the NHS was founded in 1948. The QEH is a Private Finance Initiative (PFI) hospital. The impact on the QEH, as a PFI hospital, of changes in legislation and bureaucracy and new arrangements for NHS marketisation are examined. The path to being declared an "unsustainable provider" is outlined, with a critique of the recommendations for the merger of the QEH with another local hospital.

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“…In addition, regardless of balance-sheet treatment, borrowing through PFI did not (and still does not) score against public sector net debt (PSND). 2 In this way, PFI off ered Labour the same advantage as it had off ered the Conservatives, in providing a superfi cial relaxation of the UK government's borrowing constraint (superfi cial since, as Heald and Geaughan, 1997, note, the eff ect of using the PFI is to alter the timing of the debt principal and interest payments associated with the borrowing, not their magnitude).…”

Section: Politico-economic Origins -From New Right To Third Way?mentioning

confidence: 99%

The UK’s Private Finance Initiative: History, Evaluation, Prospects

Hellowell¹

2010

International Handbook on Public–Private Partnerships

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Accounting for the Private Finance Initiative

Cited by 22 publications

References 4 publications

A Model of Learned Implementation

A Model of Learned Implementation

Public enterprises in the healthcare sector – a case study of Queen Elizabeth Hospital, Greenwich, England

The UK’s Private Finance Initiative: History, Evaluation, Prospects

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