求助:请大家帮着看一段翻译

oriental-eagleUID: 117067

这段翻译是有关公共管理方向的,我的翻译有很多不合适的地方,请大家指教一下,象PFI和PSC我不知道怎么翻译,烦劳大家一下了

万分感谢

FUNDAMENTAL PRINCIPLES OF THE PFI
"The Government sees productive Public/Private Partnerships as being key to delivering high quality public services that offer the taxpayer value for money...Effort will be focused where it will achieve results, cutting costs for the public and private sectors alike...The Government is determined to make PFI work where appropriate"
"Financial Statement and Budget Report", July 1997
1.        PFI within the wider policy context
2.        PFI project objectives
3.        PFI and value for money
4.        Operational need
5.        Risk transfer
6.        Market interest
7.        Favourable preconditions for successful PFI projects

   
3 The Treasury believes that, to work successfully with the private sector, individual Departments and Agencies need to be clear about the fundamental principles behind PFI. This chapter describes these principles and the criteria Departments and Agencies should use when assessing whether PFI is a suitable procurement route for projects.
PFI within the wider policy context
3.01 The PFI transforms Government Departments and Agencies from being owners and operators of assets into purchasers of services from the private sector. Private firms become long term providers of services rather than simply upfront asset builders, combining the responsibilities of designing, building, financing and operating the assets in order to deliver the services demanded by the public sector.
3.02 The PFI is not about borrowing money from the private sector. As the diagram below shows, PFI is all about creating a structure in which improved value for money is achieved through private sector innovation and management skills delivering significant performance improvement and efficiency savings.
3.03 When handled well, the PFI can work to the mutual advantage of users of public services, taxpayers and companies seeking new business opportunities. However, the challenge is considerable. Only by setting out clear priorities and establishing a user-friendly framework within which both the public and private sectors are happy to operate, can the Government make the PFI work as well as it should.

3.04 The Government is determined to concentrate national resources on the most important PFI projects, aiming to deliver a portfolio of model transactions that provide a sound basis for future business. It believes there can be no better motivation for the market than to see a stream of good, profitable, value for money deals signed and projects underway.
3.05 The Government is also committed to take account of the needs of staff when considering the involvement of the private sector. It therefore places great emphasis on the management of people when evaluating PFI and other contracts. Indeed, the "12 Guiding Principles in Using Market Testing and Contracting Out", recently issued by the Chancellor of the Duchy of Lancaster, apply to any PFI projects that might involve transfers of staff.
   
PFI project objectives
3.06 The Treasury's recently revised "Appraisal and Evaluation in Central Government" (the "Green Book") highlights the importance of defining objectives and outputs for any project as precisely as possible:
"Each appraisal should start from a clear understanding of what the project is intended to achieve. Emphasis should be placed on outputs and how the outputs enable objectives to be achieved. In particular, objectives for the service to be provided should be distinguished from those for the means of provision." (p6)
3.07 For PFI projects, for example, this means the Government no longer builds roads, it purchases miles of maintained highway. Under PFI, it no longer builds prisons, it buys custodial services. It no longer always buys computers and software, but pays for managed IT services. The Government is keen to continue this switch away from asset-based projects to more service-orientated activity. It strongly believes that it should be judged on the output or services
Contents

  

PFI and value for money
3.08 PFI solutions should be pursued where they are likely to deliver better value for money. In general, savings can result from:
• integration and synergies between design, build and service operation;
• innovative design, re-engineering, avoidance of over-specification
("gold- plating"), new materials or
more efficient management (including guaranteed maintenance at the appropriate time);
• efficient allocation of risks to the parties able to manage them at least cost; and
• more intensive exploitation of assets (additional revenues from shared use of facilities and sale of redundant assets).
3.09 In the early stages of the PFI procurement process, it is important to make an indicative assessment of the likelihood of achieving value for money. This should allow some understanding of the potential for savings through PFI. However, the final assessment of whether a PFI project represents better value for money can only be made later; once a detailed business case has been developed, formal testing of the market has been completed, bids have been received and negotiations are nearing completion.
3.10 Healthy competition is often the best guarantor of value for money. In most cases, value for money will need to be demonstrated by comparison of private sector PFI bids with a detailed public sector comparator (PSC). The PSC describes the option of what it would cost the public sector to provide the outputs it is requesting from the private sector by a non-PFI route.
3.11 The PSC may not mean the public sector providing all assets and services directly, but assuming some greater degree of involvement (eg letting and managing contracts for construction and operational services or raising finance).
3.12 The key is that decision-makers should have available a reference point against which to compare PFI bids. A PSC needs to be gradually worked up, refined and agreed in more detail during the formal procurement phase, and this must include a quantification of the proposed risk transfer to ensure that it includes the estimated cost of risks retained by Government. Further information on the development of PSCs will be available in a Treasury Taskforce Policy Statement - "Public Sector Comparators and Value for Money".
3.13 Value for money will naturally vary with different contract periods. The optimum length of a PFI contract will depend very much on the specific circumstances of the project. The Government's main concern is to ensure that contracts are long enough to enable value for money savings to be generated, but not so long that competitive pressures are significantly reduced.
3.14 In practice, value for money and therefore use of the PFI is a real possibility if:
• an underlying operational need has been identified which private sector skills could help deliver as a service;
• the likely project structure has the scope to allocate sufficient risk to the private sector service provider for efficiency benefits to be generated across the life of a contract; and
• there is an identifiable market of private sector bidders prepared to consider competing for the opportunity to undertake the financing and delivery of the project.
3.15 Each factor is now considered in detail in the following sections of this chapter.
Contents

Operational need
3.16 Delivery of a proposed project through the PFI may be the best value procurement option if the Department's operational need is for a service, and there is no reason why this service cannot be provided by the private sector without interfering unduly with any aspects of future operations. For PFI, it is necessary to ensure:
• all operations could continue unhindered if asset provision and service management were undertaken by the private sector; and
• any necessary constraints on the private sector, for example, security considerations, are specifically identified in the PFI contract.

oriental-eagleUID: 117067

PFI的基本原则
“政府把生产性的公共/私人合伙公司看成是提供高品质公共服务的关键，这种公共服务提供给纳税人钱的价值......努力将被聚焦在能实现成效的地方，也就是为公共部门和私人部门减少成本等......政府的任务被确定在使PFI在合适的地方发挥作用.”
——《财政决算和预算报告》1997年7月

1 .在广阔政策范围内的PFI
2 . PFI项目的目标
3 . PFI和物有所值
4 .运作需求
5 .危险转移
6 .市场偏好
7 .成功PFI项目的有利前提

3（英国）财政部认为：要想成功地跟私人部门合作，每个部门和机构清楚认识到在PFI后面的基本的原则。
本章介绍这些原理，并介绍当部门和机构评价PFI对一个项目合适的获取途径所应使用的标准。
在广阔政策范围内的PFI
3.01 PFI使政府部门和机构从资产的所有者和经营者转变为来自私人部门服务的购买者。私人公司变为长期的服务提供者，而不是简单地前线资产制造者，并把设计、建造、筹资和操作资产的责任联系起来，以便提供公共部门所要求的服务。
3.02 PFI不是从私人部门借钱。就像下面的图表所显示，PFI将创造一种构架，在这种构架里面，通过私人部门通过在有效的绩效改善和效率存储方面的激励与管理技能来实现得到改善的物有所值。
3.03当操作良好时，PFI能把公众服务的使用者、纳税人以及寻求新的商机的企业的互补优势结合起来，从而使PFI运行。无论如何，挑战是相当大的。只有通过制定出清楚的优先权，并确立一种使公共部门和私人部门乐于在其中运行的用户友好性的体制，政府才能使PFI运行的跟它应该运行的那样良好。
3.04政府被决定把国家的资源集中在最重要的PFI项目上，目标是提供一个模范交易的组合，从而为将来的业务提供一个良好的基础。它相信除了看到一连串的好的、有利可图的、物有所值的已经签署的交易和在进行中的项目以外，没有更好的趋向市场的激励。
3.05当政府考虑私营部分的参与时也有责任考虑工作人员的需求。因此，当它评价PFI和其它合同时，把很大重点放在人的管理上面。的确，兰开斯特公爵领地的大臣刚发表的《使用市场检验和合同外包的12项知道原则》适用于任何可能涉及人员转移的PFI项目。
PFI项目目标
3.06(英国)财政部最近修订的《在中央政府内部的鉴定与评估》（"绿色书"）强调尽可能精确地为所有项目定义目标与产出的重要性：
“每个评估应该从对工程项目所想要达到的内容有一个清楚的认识开始。应该强调产出以及产出如何使目标达成。特别地，要把提供的服务的目标和供应方法的目标区分开来。”（P6）
3.07，例如，作为PFI工程项目，就意味着政府不再建造公路，而要去采购数以英里的得到保养的公路。在PFI下，政府不再建造监狱，而是采购监禁服务。政府热衷于继续从以资产为基础的工程项目向更多的以服务为导向的行为的转变。政府强烈认为要通过产出和服务进行评价。
内容
PFI和物有所值
3.08 PFI解决方法应该在最有可能更好的交付物有所值的地方进行应用。一般来说，储蓄可以带来这种结果：
*在设计、制造与服务运作之间的一体化与协同作用；
*创新性的设计、再设计与防止过分专业化
（“镀金”），新材料或者更有效率的管理（包括在适当时间有保证的维护）
*有效地把风险分配给各方，使其能够以最小的成本进行管理
*更彻底的对资产加以开发（来自对设备分享利用的额外收入和多余资产的出售）
3.09在PFI采购过程的初期阶段，对实现物有所值的可能性进行象征性的评估非常重要。这需要对来自PFI的潜在储蓄有一些了解。尽管对一个PFI工程项目能否代表更好的物有所值的最终评价只有在以后才能进行，但是一旦一个精细的商业行为已经开始，对市场的正式评价就已经完成、招标已经获得、谈判也接近完成。
3.10良好的竞争经常是物有所值的保证者。大多数情况下，物有所值需要通过把私人部门PFI招标和精确的公共部门比较者（PSC）加以对比才能得以论证。公共部门对应者通过一种非PFI的途径来描述这样一种选择，即把私人部门的产出如果由公共部门来提供将消耗多少成本。
3.11 公共部门比较者可能不会意味着公共部门直接提供所有的资产和服务，但是表现为很大程度的参与（例如：为建造和操作服务承包和经营合同或者是筹集资金）。
3.12问题的关键是决策制定者应该有一个对比PFI招标的参考点。一个公共部门比较者需要在正式的采购阶段逐渐达到、推敲并更详细地达成一致，而且这必须包括一种量化的事先计划好的风险传递，以次来保证能够包括被政府保留的可估计的风险成本。更多的关于公共部门比较者的发展发面的信息可以在一个（英国）财政部专门小组政策综述——《公共部门比较者和物有所值》中获得。
3.13物有所值将在不同的合同时期进行自然的变化。一个PFI合同最适宜的长度很大程度上取决于工程项目的特殊情形。政府的主要大事是保证合同足够长，以次来保证能够创造出物有所值的储蓄，但是又不能太长而使竞争压力大大减少。
3.14实际上，如果能够做到以下几点，物有所值和虽之而来的PFI的应用会有很大的可能性：
*一种潜在的运作需要，即哪个私人部门的能力可以帮助提供一种服务，已经被验明；
*恰当的工程项目结构有机会分配给私人部门服务提供者足够的风险，这样可以在一个合同的整个生命周期内产生有效率的利益；
*有一个可以确定的私人部门投标者市场来，这些私人部门投标者准备考虑竞争承担筹措资金和提供工程项目的机会。
3.15各个因素现在将在这一章的下面部分里详细地考虑。
内容
运作需要
3.16如果部门的运作需要是一种服务，那么通过PFI来提供一种被提议的工程项目可能是最有价值的采购选择，而且如果没有过度参与未来操作的各个方面，对于私人部门不能提供这种服务将没有任何理由。对于PFI，有必要保证
*如果资金供应和服务管理已经被私人部门承担，所有的运作可以毫无阻碍的进行；
*对私人部门的所有必然的限制，例如：安全考虑，要在PFI合同里面清楚地确定出来。

oriental-eagleUID: 117067

大家能不能帮我看一下,就说一点关键性的就可以了.谢谢了