It is a glaring anomaly that over £320bn of UK expenditure on PFI/PPP projects has been based on such limited value for money and impact assessment methodology. Public sector comparators have been systematically calibrated to provide the 'right' answer to allow projects to proceed (Whitfield, 2010). The high returns from the sale of PFI/PPP equity make a mockery of value for money assessments undertaken at the Full Business Case stage. The poor quality of monitoring (see below) and on-going evaluation to ensure the project is still delivering the claimed value for money after five-seven year periods is a major flaw in the model.