16 Despite a range of valuable project assurance and governance processes, many specifically related to PFI, it has been rare for large projects to be halted. The development of department private finance units, together with central government review processes, has helped the oversight of PFI projects. Existing project assurance processes, such as the Project Review Group for local authority projects, have been valuable. There have, however, been notable examples of large projects not being cancelled13 or significantly changed where value for money has been in doubt. We welcome the Government's actions to strengthen project assurance through the recent formation of the Major Projects Authority and revised Treasury approval processes for all major projects as part of a wider programme of strengthened spending control. There is a particular need for greater project assurance from the senior management of departments and local authorities, and other independent parties, who have not been closely involved with the projects.
17 Local bodies procure contracts as part of programmes managed and funded by central government. The shortcomings in post-contract programme evaluations have meant that good practice and lessons learned have not been sufficiently identified and disseminated. The regular forums of NHS Trusts to share experiences of PFI contract management is an example of how this can be done. A lack of good quality information has also restricted departments' ability to identify and intervene in projects. The use of standard contract models has, however, helped local bodies who may not have had previous experience of privately financed projects.
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13 Assurance for high risk projects, National Audit Office, June 2010; Comptroller and Auditor General, Procurement of the M25 private finance contract.