私人主动融资（PFI）模式在我国的应用研究

私人主动融资（PFI）是当前国际上公共项目建设运营和管理中运用较为广泛的一种新型融资管理模式。本文讨论了PFI模式产生的国际经济背景，目前在我国的应用现状，对PFI与PPP之间的关系与差异做了一定的探讨，并对PFI的应用模式做了较详细的分析，给出了PFI在我国运作的流程模型。     

基于模糊综合评价法的PFI项目选择方法研究

阐述了PFI项目的内涵和特征,结合模糊综合评价法,建立了PFI项目选择的模糊评价流程,在分析PFI项目评价指标体系的基础上,提出了PFI项目选择的模糊评价方法。最后通过在某高速公路PFI项目选择的应用,验证了该方法的合理有效性。     

PFI融资模式在小城镇水业项目应用探讨

PFI是目前国际上基础设施开发的一种先进的融资模式,本文通过对PFI项目融资模式的运作程序、特点分析,针对我国小城镇水业的发展现状以及存在的问题,探讨了我国小城镇水业项目实施PFI融资模式的必要性、可行性和实施PFI融资模式的意义,并对PFI融资模式在小城镇水业项目应用提出了合理化建议。     

PFI项目融资模式在公共工程中的应用

资金短缺是公共工程建设中的普遍现象,PFI作为一种新型的融资模式在一定程度上缓解了资金紧张的问题.本文在介绍PFI含义的基础上分析其在我国实行的必要性和可行性,探讨了PFI模式在我国的推行.     

PFI的科学内涵及经济效果

在充分研究英、日等发达国家PFI理论成果的基础上,分析PFI的科学内涵问题,界定PFI与传统公共项目开发、项目融资和BOT等相关概念之间的联系与区别,探讨PFI的VFM和早期供应这两种微观经济效果及其计算方法,以期为PFI理论研究和政府决策提供指导和借鉴.     

基础设施项目开发的PFI模式的探讨

主要介绍了PFI模式的概念、分类以及优点,分析了我国基础设施项目开发引进PFI模式的可行性,并且针对我国的现状提出了引进PFI模式需要解决的几个问题,以促进PFI模式的发展,从而促进我国基础设施建设的发展。     

公共项目PFI模式合同管理的研究

PFI（Private Finance Initiatives以下简称PFI）是目前国际上基础设施开发的一种重要模式,但由于PFI模式的项目投资庞大,同时项目涉及的主体较多,因而某合同异常复杂。作者认为,PFI模式在中国具有广阔的应用空间,对PFI模式合同特点、合同管理等内容进行研究,于在我国推广PFI模式具有参考意义。本文在分析PFI模式的概念、合同特点的基础上,分别对PFI合同管理的条件、合同管理的原则、合同管理的环填,以及合同管理各阶段的内容等方面进行了研究。     

BOT与PFI项目融资模式的运用现状与前景

在我国,BOT和PFI融资模式均得到了一定程度的运用和发展。在比较两种融资模式异同的基础上,分析了BOT和PFI在我国应用中存在的问题,着重对完善BOT和PFI融资模式的实施提出对策,并描述了发展前景。     

我国城市基础设施工程推行PFI融资模式的对策探讨

通过分析PFI融资模式存在的优势、劣势以及我国城市基础设施工程推行PFI模式存在的机会与威胁,应用SWOT分析方法,综合考虑优势与劣势、机会与威胁,提出了促进我国PFI模式发展的各种对策,为我国城市更好地引入PFI模式进行城市基础设施项目的建设提供借鉴和参考。     

民间主动融资（PFI）在我国既有建筑改造中的应用

民间主动融资（PFI）是近年来各国积极探索和利用的项目融资模式。运用SWOT分析法．系统分析了我国既有建筑改造推行PFI融资模式所具有的优势和劣势、所面临的机会和威胁。根据不同类型的既有建筑,就PFI运作体系、运作原理、不同运作机制的特点等进行探讨,就推进PFI模式在我国既有建筑改造中的应用提出发展对策。     

Critical parameters influencing value for money variations in PFI projects in the healthcare and transport sectors

Achieving good value for money (VFM) is the principal objective of any private finance initiative (PFI) project while sustaining it throughout the contract life is the greatest challenge. Empirical evidence is required to understand uncertainties surrounding VFM of PFI before finding effective ways to improve it. Variations in costs, time and client requirements are explored, between successive review stages of PFI projects from the strategic business case stage through to the operational phase. The magnitudes of these variations are established and critical parameters that influence them are identified. The research methods include a documentary analysis of the full business cases of five PFI projects and a questionnaire survey of 44 PFI projects from the healthcare and transport sectors in the UK. The findings reveal that the current VFM assessment of PFI projects is often carried out under conditions of considerable uncertainty with frequent changes in costs, timescales and client requirements. The list of critical parameters can help practitioners to identify priority areas and achieve a long-lasting VFM. The study broadens the understanding of whole life aspects of VFM of PFI projects and the interactivity of project parameters at different stages.     

Achieving best value in private finance initiative project procurement

The wherewithal of achieving best value in private finance initiative (PFI) projects and the associated problems therein are documented. In the UK, PFI has offered a solution to the problem of securing necessary investment at a time of severe public expenditure restraint. In PFI schemes, the public sector clients must secure value for money, while the private sector service providers must genuinely assume responsibility for project risks. A broad‐based investigation into PFI risk management informs the discussion in this paper. It is based on 68 interviews with PFI participants and a case study of eight PFI projects. The research participants comprised of contractors, financial institutions, public sector clients, consultants and facilities management organizations. The qualitative software Atlas.ti was used to analyse the textual data generated. The analysis showed that the achievement of best value requirements through PFI should hinge on: detailed risk analysis and appropriate risk allocation, drive for faster project completion, curtailment in project cost escalation, encouragement of innovation in project development, and maintenance cost being adequately accounted for. Factors that continue to challenge the achievement of best value are: high cost of the PFI procurement process, lengthy and complex negotiations, difficulty in specifying the quality of service, pricing of facility management services, potential conflicts of interests among those involved in the procurement, and the public sector clients' inability to manage consultants.     

我国PPP''''s/PFI事业发展的学习机制研究

立足于我国客观实际,探讨促进PPP's(Public Private Partnerships)/PFI(Public Private Initiative)事业持续发展的学习机制问题,提出成立PPP's/PFI事业协会、积极培养PPP's/PFI事业相关的专业人才以及加强科研立项工作,是PPP's/PFI事业学习机制构建的三个基本要素,并针对这三个方面提出具体的构建方案,以期为我国政府发展PFI事业提供指导和借鉴。     

价值管理(VM)在PFI项目中的应用探讨

首先介绍了PFI项目的含义和优势,然后分析了价值管理应用在PFI项目中的两个最优切入点,即前期分析和设计阶段;随后在这两个阶段,分别从价值管理的主要任务,利益相关者的识别,价值管理方法和价值分析四个方面阐述了价值管理在PFI项目中的应用。     

A Knowledge Transfer Framework: the PFI context

The UK's Private Finance Initiative market is predicted to rise to over £8 billion a year and there are indications of growing opportunities. PFI creates a long‐term income stream and provides valuable opportunities for portfolio diversification. PFI has evolved at a fast pace and the momentum is set to continue. However, there are major challenges facing construction organisations. These include the lack of PFI experts, longer negotiation periods and tight time schedules to deliver large‐scale schemes, high levels of investment and risks involved and limited knowledge transfer between PFI projects. Concerns over the level of knowledge sharing have prompted the development and evaluation of a Knowledge Transfer Framework that encourages construction organisations to transfer PFI knowledge between projects. It achieves this by building on a questionnaire survey of PFI clients and construction companies, case studies of companies involved in PFI, and research workshops to validate the framework developed.     

英国PFI项目的政府管制体系研究

英国是世界上最早推行PFI的国家,其项目运作和政府管制相对规范.本文在分析英国PFI项目政府管制政策演变的基础上,探讨英国PFI项目的政府管制体系,分析OGC、PUK、PRG、GP、DA、4P's等机构在政府管制过程中的职能和作用,以及对我国的启示,以期为我国政府进行PFI项目管理提供指导和借鉴.     

日本PFI事业发展及政府管制问题研究

从20世纪90年代初开始,日本经济陷入了长期低迷的状况,财政日益艰难,基础设施投资明显不足;同时,第三方机构的经营失败,迫使日本政府探讨新的基础设施组织形式和经营方式,在这一背景下,日本政府开始积极推进PFI事业的发展.在不足10年的时间内,日本PFI事业日益发展壮大,并且形成了由事业推进、资金支持、事业监督、专业咨询四个方面组成的规范的管理体制.研究日本PFI事业的发展历程及管理体制,可以为我国引导、促进和规范PFI事业发展提供指导和借鉴.     

Critical success factors for PPP/PFI projects in the UK construction industry

Public–private partnerships (PPPs) are increasingly used in the United Kingdom's public facilities and services provision through the Private Finance Initiative (PFI). Despite some casualties, PPP/PFI projects have been undertaken successfully, but the reasons for success are not entirely clear. Questionnaire survey research examined the relative importance of 18 potential critical success factors (CSF) for PPP/PFI construction projects in the UK. The results show that the three most important factors are: ‘a strong and good private consortium’, ‘appropriate risk allocation’ and ‘available financial market’. Factor analysis revealed that appropriate factor groupings for the 18 CSFs are: effective procurement, project implementability, government guarantee, favourable economic conditions and available financial market. These findings should influence policy development towards PPPs and the manner in which partners go about the development of PFI projects.