![]() ![]() Responding to these needs could cause financial pressures, or simply remain unaddressed. Many councils are facing an increased need for temporary housing and its ongoing management. Near to mid-term cash flows will continue to be burdened with extra costs for local services, therefore councils are being cautious about spend and seeking to increase revenue and capital generation. A National Audit Office (NAO) survey of councils across the country shows that local government does not expect its finances to return to pre COVID-19 levels until 2023/24 at the earliest . The themes explored below have emerged through discussion with practitioners in both the public and private sectors working on a range of PPPs:Ĭonstrained public finances: after years of austerity and additional pressures, particularly following COVID-19, council finances are constrained. Much of the social infrastructure we use today was delivered under PFIs but this model has come under criticism due to high repayment costs and, in some cases, high maintenance costs and complex contractual arrangements. Typically, PFIs saw the private sector fund the cost of building and operating social infrastructure such as roads and hospitals, with the public sector making repayments over a concession period. This definition is distinct from PFI which was a specific form of contractual arrangement that emerged during the 1990s and grew to become a key platform within government investment programmes in the 2000s. In these PPPs, the role played by public and private sector organisations are flexible to meet the requirements of specific projects and to best harness the skills, resources, and preferences of the respective parties. What is a PPP?įor the purposes of this guide, a PPP is any form of partnership – whether contractual, corporate or collaborative, between public and private sector organisations. In this section, we look at the context of issues and challenges faced by councils today and how PPPs can be used to address these. Part 1: The case to actįrom the days of the Private Finance Initiative (PFI), through to outsourcing and more recently flexible and commercially-oriented partnerships, councils and private providers have enhanced their knowledge of how PPPs can work well. Part two also includes case studies and insights from contemporary examples and further consideration of the characteristics and merits of different partnership structures. Part 2: Taking action – detailing the key steps that need to be taken for a successful partnership and the range of ways that PPPs can be designed, mobilised and managed to address key challenges. Part 1: The case to act – exploring how and why PPPs are a valuable mechanism for supporting a fair and inclusive recovery and other key issues that councils around the country are facing. ![]() Drawing from on-the-ground experiences, we look at how approaches can be improved, where risk can be mitigated, and how working practices can support resilient and effective intervention. The guide has a practical focus and draws on insights from practitioners, councils, and special interest group to capture the key challenges, barriers and opportunities that exist in both establishing and running successful partnerships. It aims to support councils to plan and deliver better and more effective PPPs that can deliver the investment, development, and services that are essential to boosting economic growth and recovery. The Local Government Association (LGA) has commissioned Partnering Regeneration Development (PRD) and Newbridge Advisors to produce this good practice guide. As such, councils are now rightly exploring how this investment could unlock a range of social, environmental, and economic benefits aligned to local and national priorities. ![]() Whilst public-private partnerships (PPPs) are undoubtedly challenging to deliver and not without their controversy, robust and well-coordinated partnerships present opportunities to bring together the resources, expertise, and powers available in ways that cannot be achieved by either sector in isolation. Unprecedented actions such as protecting the vulnerable, mass-testing, the nation-wide roll out of the vaccine, distribution of business support grants, and the establishment of redundancy and recovery taskforces have demonstrated what can be achieved through strong partnerships between the public and private sectors. Against a backdrop of significant uncertainty and challenge, resulting from the COVID-19 pandemic and continued pressures on budgets, councils across the country are demonstrating ambition, agility, and incisiveness in delivering a greener and fairer economic recovery. ![]()
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