Pfi Quotes

Loneliness is a storm. Not something relaxing, the pitter patter and distant rumble. But the annoying pre-storm, wherein lives are boring, and not satisfying. Hello? Oh, the car crashed. It’s sad, that’s so abrasive. There are no voices in my head anymore, But I’d welcome the company, you know. Good thing I have nothing to hide, So I’ll wait for you, and them. ~

don’t suck your thumb, i’m near. lean forward, suck in the gut. scraped knees don’t hurt, i can see through any walls. no, this is the purveyance always. transcends sight and follows you. you’re a man, or not, now. but i can still see through walls. so, don’t suck your thumb, boy. ~

tens of trusts up and down the country are running into the red. More than a third of NHS trusts in acute deficit are hospitals built under PFI.10

The original capital cost (i.e. actual value) of the Barts Health PFI was £1.1 billion (around £1 million per bed) but will end up costing £7.1 billion by 2049.14 £6 billion will go to the PFI consortium Skanska Innisfree and partners. Barts Health are paying £100 million a year in interest before they even see a patient.15 That’s £3 billion, just in interest, over 30 years. Imagine what you could do for healthcare in East London with this money. So

The Princess Royal Hospital in Bromley was another Innisfree gift to the taxpayer. It will cost the NHS ten times what it is worth—that’s £1.2 billion.16 It’s the main reason why South London Healthcare Trust went bust in 2012. Norfolk and Norwich University Hospital is another PFI part-owned by Innisfree. A few years into the contract, the PFI owners refinanced it, raising their annual rate of return from 16 to 60%. There

No matter your current level of performance, clarifying your PFI and the skills you need to master for your next level of success must be a priority.

it’s you i shaped my standards to. you gave me too much personality. i’m sorry you trusted me with that, i’ve stolen it and not done well. does anyone put pins in their hair? is that anyone else’s fantasy. in my memory, everyone does. don’t be disappointed in me, i think if i was less abrasive you’d probably understand why there’s no lifeboat you were never the type for lifeboats, only in emergencies, is that true though? maybe that’s just my imagination. there are probably no pins in hair. ~

This plant on my desk, he gives out a little oxygen. He gives out a little green grow. But he demands much, sunlight, water, I don’t know what else. But he expects it. He is my most demanding friend I let be. ~

Politicians have found it too easy to make empty promises. Margaret Thatcher claimed that ‘the NHS is safe in our hands’43 before creating an internal marketplace within the service. Tony Blair’s election manifesto in 1997 claimed that only Labour could ‘save the NHS’,44 and he then proceeded to enable many of the PFI projects that burden the NHS with billions of pounds of debt repayment every single year. And David Cameron, not to be outdone, declared in his first speech following the General Election in 2015 that the NHS ‘will be safe in his hands “for every generation to come”’.45 And while politicians have evaded proper scrutiny, dismissing concerns and making empty statements, their real work happens behind the scenes.

Merely two days ahead of Delhi polls, the Enforcement Directorate made an explosive revelation exposing the close nexus between PFI and the Aam Aadmi Party, Congress, Bhim Army and other groups. According to documents accessed by OpIndia, the Shaheen Bagh anti-CAA protests were funded by Popular Front of India (PFI) and leaders of the Aam Aadmi Party and Congress were in constant touch with the PFI chief.

Most importantly, it divulged that Md Parvez, the PFI chief was regularly in touch with Aam Aadmi Party leader Sanjay Singh through WhatsApp chats, phone calls and also by way of direct meetings. Further, Parvez had also been in touch with many Congress leaders including Udit Raj.

Many public services were also outsourced. While PFI was largely about building and running infrastructure, outsourcing was mainly about handing services over to the private sector to manage, notably IT. HMRC (Her Majesty’s Revenue and Customs), DVLA (the Driver and Vehicle Licensing Agency), the NHS and local authorities awarded enormous IT contracts to external suppliers. Public services, including rubbish collection, school meals, building maintenance, prisons and even ambulance and probation services, were placed in the hands of private providers, often by local authorities: at its peak in 2012–13, the value of outsourcing contracts awarded by the latter reached £708 million.19 Since then, however, the value of local-government outsourced contracts has steadily fallen. The trend is similar for central-government IT outsourcing. Public organizations have increasingly found that outsourcing has not delivered the quality and reliability of services they had expected and has often not been good value for money either.