Categorie archief: English

Cooperation PRIMO Europe and UDITE 2013-2014

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Brussels, October 2012

UDITE and PRIMO have signed a partnership agreement for 2013 and 2014. Cooperation on administrative issues is necessary to provide the European network of municipal secretaries with practical solutions. Knowledge exchange and dialogue are crucial.

In Brussels, the Union des Dirigeants Territoriaux de l’Europe (UDITE, the European association of municipal secretaries), represented by its president Eulalio Ávila Cano, who is also president of COSITAL (Consejo General de Colegios Oficiales de Secretarios, Interventores y Tesoreros de Administración Local, the Spanish association of municipal secretaries, controllers, and financial managers), and the Public Risk Management Organisation (PRIMO) Europe, represented by John O’Dea (secretary general of PRIMO Europe and president of PRIMO Malta) and Jack Kruf (president of PRIMO Europe).

Jack Kruf (left) and Eulalio Ávila Cano

The collaboration will have a renewed focus: strengthening the administrative capacity of local government (enhanced public governance) in general and public-private partnerships in particular.

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100 Resilient Cities

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Rockefeller Foundation | 2013

The 100 Resilient Cities (100RC) initiative was pioneered by The Rockefeller Foundation in 2013, as part of its Global Centennial Initiative. The initiative was built on a substantial investment from The Rockefeller Foundation, which enabled cities to hire a Chief Resilience Officer (CRO), develop a resilience strategy, access pro bono services from private-sector and NGO partners, and share ideas, innovations, and knowledge through the global network of CROs.

Over years of deep engagement with city leaders, communities and the private sector, this initiative enabled transformational change in cities by supporting resilience plans and early implementation of projects.

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PPP as innovation in the public domain

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Report of UDITE/ PRIMO Europe Round Table, 25th April 2013, Office EY, Brussels, Belgium.

Ed Mallens and Karl Vanderplaetse | July 2013

PRIMO Europe thanks EY for their hospitality and a special word for Mr. Tristan Dhondt and Mr. Rob Ellermeijer. The round table was supported by Belfius, BNG, and our platinum partner, Risk Management Partners (RMP). We very much appreciate their investment and well-prepared contributions to this round table. The meeting was chaired by ir. Jack Kruf, President of PRIMO Europe. The overview of participants and the PowerPoint presentations used are included in the summary.

Innovation in PPP contracts, modern partnership, and constructive cooperation are topics that can stimulate new developments. It’s the challenge of finding new ways to use PPP contracts in the coming period as part of initiatives to get away from the financial crisis, according to the chairman. He framed the context of this meeting: “Public organizations could give the stimulus for new projects being realized via such contracts”.

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Public Sector Report 2009

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The effects of the downturn

Philippe Auzimour, Sabrina Boshuizen en Jack Kruf | July 2009

In mid-2009, Alarm, Marsh, and PRIMO Europe joined forces by presenting the results of different surveys and round tables, which focused on the public risks companies and governments faced due to the downturn. This article combines this report’s highlights (selected by the editor). The extended survey gave an in-depth look at perceptions and actual risks directly after a massive financial crisis emerged.

The survey shows that risk complexity has increased: over 75% of participants reported that the volume and complexity of risks within their organisation have increased over the last 5 years. 700 Organisations were interviewed, spanning twelve countries and seven industry sectors. Of these organisations, 101 were in public entities. PRIMO Europe interviewed several people from public entity organisations and sent out a survey to public entities, to which 112 people responded. Also, two round tables were held, one in Amsterdam and one in Bournemouth. The results of all interviews, survey responses, and roundtables are included in this report.

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The Financial Crisis

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An opportunity for balancing risks in Infrastructure Projects and Public-Private Partnerships?

Philippe Auzimour and Sabrina Boshuizen | December 2009

Partnership risk is seen as one of the main risks by Public Entities in the Risk Survey Marsh and PRIMO Europe conducted in the third quarter of 2009. The survey shows that 59% of participants rate partnership risk significant, a similar amount as for public liability and business continuity risks.

All over Europe, unsuccessful projects have increased by the downturn. As a result the number of transactions and the total value has gone down. The companies bidding for projects now find it difficult to raise the capital and finance to carry them out, and public entities have their own problems in this regard, as the institutions funding their debt are running into trouble. These issues will all have impact on the time it takes for a project to reach its financial close and will increase partnership risk, whatever the contractual arrangement.

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PRIMO Risk Management Award 2009

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The Darlington Borough Council received the PRIMO Risk Management Award 2009. The borough’s approach demonstrates a holistic view of public values and their risks and government services to citizens. It links the government to its partners, is excellent at working, and is highly effective in delivering success. In Darlington, an innovative model has proved popular and introduced a common approach to managing risk within the Authority and all partnerships. It has also raised the risk management profile within the decision-making process for partnerships and improved service delivery.

One Darlington, Perfectly Placed

Interview with George Cornforth, Risk and Insurance Manager Darlington Borough Council

Inge Sebregts | December 2009

Partnership working and building relationships to improve the future is now fundamental in public service delivery. ‘One Darlington: Perfectly Placed’, Darlington’s Sustainable Community Strategy sets out a vision for Darlington, with partnership working key to its delivery. However, partnership working involves risks as well as opportunities and embedding risk management within the culture of partnerships and developing effective governance arrangements are therefore vital for their success.

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PPP is a mindset, not a way of building

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Harry Sterk* | april 2010

The major differences between traditional and PPP projects, according to Harry Sterk, lie in how costs are defined and how building plans are developed. In a PPP project, total costs are assessed in light of the project’s lifecycle.

Harry Sterk

Traditionally, the focus is on initial construction costs and omits, for instance, maintenance and other ‘post-initial’ costs. The initiator doesn’t make a detailed plan but instead formulates what has to be done within a certain framework: the output specifications.

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