It is important that financial relationships with third sector organisations (TSOs) are cost-effective, that good value for money is achieved by the programme or service involved. Poor value for money means either that: more needs to be spent to achieve the expected outcomes, leaving less money for other programmes, services, users and outcomes; or the impact […]
February 20, 2013
It is important that financial relationships with third sector organisations (TSOs) are cost-effective, that good value for money is achieved by the programme or service involved. Poor value for money means either that:
- more needs to be spent to achieve the expected outcomes, leaving less money for other programmes, services, users and outcomes; or
- the impact of the programme or service is less: fewer users receive the expected benefits or outcomes; or all or some users benefit less than they should.
Those are high-level statements. What can you do to increase cost-effectiveness in actual financial relationships with TSOs? There are six areas to focus on:
- Impact. Make sure your programme is really focused on outcomes, the impact on service users and communities that you are seeking to achieve, and not just on outputs, process or inputs. Not all outcomes will be obvious, direct or easily valued. You and/or providers may need to use evaluations and techniques such as Social Return on Investment (SROI) to establish the full impact of a programme and its worth. [Note 1]
- Priorities. Make sure your programme is focused on those outcomes that are priorities in terms of both:
- analysis of greatest public need; and
- the priorities of your governance group [Note 2].
- Take a long term view, where possible. You should seek the optimal combination of:
- whole life cost – this is the cost, from start to finish, of the delivery of the agreed volume of the service you require to the agreed quality and timescale. It should include any start up and exit costs that you have to meet as well as the direct funding to the provider for the service; and
- control of costs – make sure you and your provider keep control of costs. Small, unnecessary or excessive costs can quickly snowball. It is easier to control a cost before it has materialised than after it has occurred.
- Use competition, where appropriate, to help you choose your provider. The Office for Government Commerce (OGC) [Note 3] says value for money ‘should normally be established through the competitive process. A strong competition from a vibrant market will generally deliver a value for money outcome’. Competition can be used in procurement or grant.
- Increase the efficiency of TSO providers. Commissioners can play a role in this: through investments in capacity; through the use of competition; or through a targeted value for money study. Present this in the right manner and try not to make it sound threatening to the TSO.
Note 1: Guidance on Social Return on Investment (SROI) can be found on the SROI Network website.
Note 2: Ministers in central government departments and agencies, the board in non-departmental public bodies and local NHS bodies, and leading councillors in local government.
Note 3: The Office for Government Commerce is now part of the Efficiency and Reform Group in the Cabinet Office.