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Bridging the accountability gap - Audit Commission

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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.

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