Would a different approach to project governance improve transparency?  What if any role should be played by the public sector in the governance of privately delivered and operated projects?  

As discussed in Q2, the NPD structure sees a Public Interest Director appointed to the Board of the private sector delivery company to increase transparency, represent the interests of the public sector "surplus" and act in the event of conflict of interest between the private sector directors and that surplus.  

Under the hub model, the public sector has two directors in each hub company, one from SFT as the central investor, and one representing the participants. The presence of these Directors on the Board has brought a significant improved mutual understanding of the interest of the public and private participants in the hubCo and a greater transparency to the public sector of the operation of the delivery partner.