Tagarchief: Governance

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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Risk management territorial

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Se doter de compétences spécifiques et/ou créer une nouvelle fonction ?

PRIMO France | décembre 2009

Le Directeur général de collectivité est confronté au quotidien, avec et aux côtés des élus,  à  toutes sortes de risques qu’il doit hiérarchiser, prévenir et gérer avec ses équipes. Ces risques  sont multiples: juridiques, financiers, sociétaux, naturels, industriels ou technologiques.

Au-delà de la bonne connaissance que le DGS doit avoir des problématiques “risques”, se pose la question du niveau de compétences de  l’ensemble de ses collaborateurs et de la nécessité d’affecter ou non un collaborateur à la gestion des risques dans ses aspects transversaux.

Lire la présentation de la conférence

Télécharger la présentation.

L’implication des organisations publiques dans la gestion des risques

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PRIMO France | septembre 2009

PRIMO a présenté, au Congrès des Directeurs Généraux de collectivités territoriales à Lille, le rapport réalisé en coopération avec Marsh et PRIMO Europe.

Un sondage conduit auprès de 200 entités publiques en Europe révèle que la nécessité de mieux gérer les risques majeurs et les risques liés aux grands projets focalise la gouvernance publique vers la gestion des risques.

“La crise subie par l’économie a été rapide et sévère. Elle soulève d’importantes questions sur la façon dont les organisations gèrent leurs affaires, et notamment sur leur mode d’évaluation et de gestion des risques.

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Risicomanagement: Het is geen hogere wiskunde – Het is veel ingewikkelder

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John Adams | Mei 2007 *

In de populaire verbeelding is hogere wiskunde het toonbeeld van wetenschappelijke complexiteit. Als vooraanstaand Brits academisch expert op het gebied van risico’s wil ik hier betogen dat risicomanagement in feite veel complexer is. Met andere woorden, de wetenschapper die turbulentie bestudeert: “de wolken reageren niet op wat de weerman of natuurkundige over hen zegt”. De risicomanager moet echter niet alleen omgaan met risico’s die door de wetenschap worden waargenomen, maar ook met virtuele risico’s – risico’s waarover de wetenschap geen uitsluitsel geeft en waarover mensen dus “vrij zijn om te redeneren en te handelen op basis van vooraf vastgestelde overtuigingen, vooroordelen en bijgeloof”.

Professor John Adams.

De welvarende wereld verdrinkt in risicobeoordelingen. Bijna iedereen heeft nu een “zorgplicht” om alle mogelijke risico’s voor zichzelf of voor anderen formeel in kaart te brengen en aan te tonen dat hij alle redelijke maatregelen heeft genomen om deze risico’s te “beheersen”. Het is niet duidelijk of degenen die deze zorgplicht opleggen, zich bewust zijn van de omvang en de moeilijkheid van de taak die zij zich hebben gesteld.

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A Brief History of Public Risk Management 

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Towards a holistic approach 

Finn Kjaer Jensen | February 2007

It certainly is true that governments have practiced risk management, in a general sense of the term, for thousands of years. Ancient cities that built walls to keep out invaders were practicing an elementary (but sound) form of risk management. Indeed, risk management is a fundamental purpose of government – government is, to a considerable degree, risk management. Further, there are numerous activities in the public sector that can be characterized as risk management (immunization programs, defense policy), but which are entwined with other functions of government.

The Categories of Public Sector Risk Management 

To better appreciate the historical process that has led to the present risk management environment, it is useful to first understand the general framework of risk management in the public sector. 

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