Bridging the accountability gap - Audit Commission
Bridging the accountability gap - Audit Commission
Bridging the accountability gap - Audit Commission
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
26<br />
Governing partnerships | Partnerships and value for money – <strong>the</strong> costs and benefits<br />
59 But <strong>the</strong>re are also practical problems. It is very difficult for public bodies to assess<br />
accurately <strong>the</strong> costs of shared activity because:<br />
●<br />
●<br />
●<br />
corporate accounting frameworks do not offer <strong>the</strong> facilities needed for public bodies<br />
to record <strong>the</strong> full costs of partnership activities – opportunity costs and staff costs, as<br />
well as direct expenditure;<br />
although <strong>the</strong>re are clear accounting streams for centrally funded partnership activity<br />
costs, many partnerships exist without dedicated external funding; and<br />
<strong>the</strong>re is no common accounting framework across public bodies (still less voluntary<br />
and private sector partners).<br />
60 Partnership governance arrangements can none<strong>the</strong>less set out clearly how funding is<br />
accounted for. Even where <strong>the</strong> partnership does not spend money directly, it will need to<br />
influence how partner bodies spend and it must be able to judge <strong>the</strong> impact of this<br />
funding in helping to achieve shared objectives.<br />
Sharing services<br />
61 The need to improve value for money drives strategic procurement partnerships: shared<br />
service delivery partnerships, PFI and PPP. Some audited and inspected bodies have<br />
paid little attention to value for money in o<strong>the</strong>r forms of partnership. They have focused on<br />
improving partnership processes ra<strong>the</strong>r than attempting to calculate <strong>the</strong> cost-tooutcomes<br />
relationship. This is because:<br />
●<br />
●<br />
●<br />
partnerships often work towards long-term objectives;<br />
some people believe that it is only possible to show improvements from partnership<br />
working qualitatively; or<br />
public bodies generally are wary of trying to quantify value for money.<br />
62 The Strategic Partnering Taskforce pathfinder projects have yet to be evaluated.<br />
However, <strong>the</strong>y clearly aimed to bring about significant efficiency savings through strategic<br />
partnerships between local authorities for <strong>the</strong> provision of ICT, benefits administration and<br />
call centres and between education and social care agencies and PCTs.<br />
63 On a smaller scale, <strong>the</strong>re is scope for some local bodies to streamline <strong>the</strong>ir functions in<br />
order to achieve savings.