VALUE FOR MONEY AUDITING IN NEW ZEALAND: COMPETING FOR CONTROL IN THE PUBLIC SECTOR

This paper provides an overview of the changing role of performance or Value for Money (VFM) auditing in the New Zealand public sector. In many countries there has been a strong interest in public sector reform and the place of accounting technologies such as VFM. A theoretical framework, derived from public policy literature, is used to explain the changing role and relevance of VFM auditing in New Zealand. Within the policy process problems, solutions and opportunities are relatively separate streams. Expert groups or epistemic communities compete to define the problem and to advocate their particular solutions. The Office of the Auditor-General is presented as an epistemic community within the New Zealand policy process and the technology of VFM as a solution to the problems of the day. However, the Treasury (NZ) also developed a policy solution involving radical restructure of the public sector, challenging the existing role of VFM. In response, the Audit Office re-defined the role of VFM auditing as a service to the parliamentary select committees. The changing role of VFM illustrates the flexible and the contestable nature of accounting technologies and casts some doubt on the argument that the growth of accounting in the public sector is inevitable.     

ACCOUNTABILITY AND VALUE FOR MONEY IN PRIVATE FINANCE INITIATIVE CONTRACTS

Within the context of New Public Management (NPM), successive UK governments have claimed that PFI projects provide more accountability, and arguably, more value for money (VFM) than conventional procurement for the public ( HM Treasury 1995, 2000, 2003a and 2003b ). However, recent empirical research in the UK on PFI has indicated its potential limitations for accountability and VFM ( Broadbent, Gill and Laughlin, 2004 ; Edwards, Shaoul, Stafford and Arblaster, 2004 ; Shaoul, 2005 ; and Ismail and Pendlebury, 2006 ) albeit these are based on either published accounts or a limited number of key stakeholders. This paper attempts to partially redress this gap in the literature by presenting an interesting case of the impact of PFI on accountability and VFM in Northern Ireland's education sector. The findings of this research, based on forty two interviews with a wide range of key stakeholders, suggest that stakeholders have different and often conflicting expectations and the actual PFI accountability and VFM benefits are much more obfuscated than those claimed in Government publications.     

The actual evaluation of school PFI bids for value for money in the UK public sector

Much of the literature on value for money (VFM) evaluation of private finance initiative (PFI) contracts has concentrated on the financial methodology of constructing the public sector comparator (PSC) and its limitations. In contrast, this paper focuses on examining how ‘PFI bids’ are actually evaluated for VFM in the case of three secondary school PFI contracts. It is a unique study which presents the Northern Ireland school PFI decision-making processes, within the broader UK context. It is based on the full business cases of three PFI schools and interviews with key actors involved in the PFI processes. This study shows that the methodology used to evaluate and benchmark the design, facilities management, financial and contractual aspects of PFI bids for VFM is subjective and problematic-changes in the assumptions used may easily shift the balance in favour of conventional procurement and/or competing private sector service providers. It further highlights the importance of risk transfer; how non-financial factors are taken into consideration; and the public sector's reliance on consulting firms and ‘accounting measures’ in the PFI decision-making processes.     

Influence of Value for Money Audit on Public Administrations: Looking Beyond Appearances

Value for money (VFM) auditing will soon have been part of the control environment in European and North American public administrations for thirty years, yet, despite its many interesting features, it has received very little attention from researchers. Chief among the VFM audit'sstill unexplored features, would doubtless be the value of its performance as an instrument to control and improve the management of public affairs. In order to partially fill this research gap, I am proposing 14 indicators to measure the effectiveness of VFM audits. But I don't stop there, for pointing out the successes or failures of VFM audits would finally be futile unless one also pointed to their causes. So, turning my attention to causes, I also propose 11 factors which can be used to explain the successes of Auditors General in carrying out VFM audits of public organizations as well as their inevitable failures.     

New development: Value for money (VFM) in public services—the importance of organizational culture

VFM has been a key aspect of public service management for several decades and its importance has been raised in recent years as a consequence of austerity. Organizational culture is recognized in research literature as a key driver of organizational performance. However, little attention has been paid to the topic of organizational culture in relation to VFM in public services. This article presents the findings of new research in this area.     

MONITORING AND AUDITING VALUE FOR MONEY IN THE UK: THE SCOPE FOR QUANTITATIVE ANALYSIS - A COMMENT

Despite Anand's comments (1988), this author still believes that there is much scope for employing naturalistic methods in the evaluation of public sector effectiveness , although he also recognises that it is also eminently sensible to try to develop new performance measures in statistical form where they can be shown to be appropriate. Look to the quotation at the end of the paper. Stoppard says it all!     

MONITORING AND AUDITING VALUE FOR MONEY IN THE UK: THE SCOPE FOR QUANTITATIVE ANALYSIS - A REPLY

In reply to Tomkins, this author notes that the importance of integrated decision support systems (IDSSs) is the way in which they develop the system of decision conferencing. Comments on the role of quantitative techniques and legislation as the basis of audit are made. Finally, some remarks are made on the development of management and audit teaching and research.     

AN OVERALL STRUCTURE FOR MANAGEMENT PLANNING AND CONTROL*

There has been criticism of the lack of attention given by the academic community to overall planning theory. To develop an overall structure for management planning and control is the purpose of this study. Some writers classify plans according to their time span, for example, long, medium and short range, but we attempt to classify them in relation to management functions. Several conceptual and operational planning models are examined, and a structure similar to the consensus emerging from these is presented. Decisions and decision models are examined and integrated with the various levels of the management process and thus an overall framework is developed.     

Do organizational life-cycle and venture capital investors affect the management control systems used by the firm?

This paper investigates how the organizational life-cycle stage of the firm and the existence of venture capital investors affect the use of management control systems. The study consists of three types of management control systems, i.e. business planning, budgeting and management control techniques. Our empirical analyses are based on a survey questionnaire of 105 Finnish firms operating in all industries at different life-cycle stages. The results indicate that the business planning and use of management control techniques differ between the organizational life-cycle stage of the firm and the existence of venture capital investors. However, the existence of venture capital investors is also essential in maturity and revival firms while the earlier literature emphasizes their role in start-up and growth firms. Our results remain the same after conducting various robustness checks.     

TESTING THE CONTINGENCY «FIT» BETWEEN MANAGEMENT ACCOUNTING SYSTEMS AND MANAGERIAL PERFORMANCE: A RESEARCH NOTE ON THE MODERATING ROLE OF TOLERANCE FOR AMBIGUITY

This study examines the moderating effect of tolerance for ambiguity, a personality variable, on the relation between management accounting systems (MAS) design and managerial performance. MAS design was defined in terms of the extent to which managers» use of broad scope MAS information for managerial decision making. The responses of 63 managers, drawn from a cross-section of Australian manufacturing companies, to a questionnaire survey were analysed by using a multiple regression technique. The results indicate that the use of broad scope MAS information interact with tolerance for ambiguity to affect managerial performance. The results indicate that an appropriate «fit» between manager's personality variable of tolerance for ambiguity and the extent of use of broad scope MAS information for managerial decisions will lead to improved managerial performance.     

The relationship between cost system complexity,purposes of use,and cost system effectiveness

This paper uses survey data from 133 Dutch, medium-sized manufacturing firms to examine the associations between cost system complexity (in terms of the applied overhead absorption procedures), purposes of use, and cost system effectiveness. First, factor analysis identifies two underlying dimensions of cost system purposes of use, which refers to the range (scope) of purposes for which the cost system is used, among nine widely used purposes: cost system usage for product planning and cost management purposes. Next, the joint effect of cost system complexity and usage for product planning and cost management purposes on cost system effectiveness, as proxied by the intensity of use of and level of satisfaction with the cost system, is examined. The results robustly indicate that at higher (lower) levels of usage for product planning purposes, cost system complexity negatively (positively) affects cost system intensity of use, while at higher (lower) levels of usage for cost management purposes, cost system complexity positively (negatively) affects cost system intensity of use and satisfaction. This implies that when cost system design (i.e., its level of complexity) and its purposes of use are better aligned, the cost system is more effective.     

Back to the Future: The Broadening Accounting Trajectory

Contemporary accounting practice has shown signs of a broadening scope of activities being undertaken both from within and as a service provided to organizations. Based upon a historiographic linking of past and present, this paper examines the past 100 years of broadening professional practice in the discipline as a basis for offering a presentist examination and critique of contemporary accounting education and research opportunities. The scope of what constitutes accounting work is found to have been expanding for over 100 years, becoming increasingly at variance with accountants’ traditional beancounter image. Recent professional accounting association investigations reveal an array of contemporary environmental factors that have accelerated this broadening of the profession’s scope into financial planning, assurance services, strategic, risk, knowledge and change management, and management advisory services. This has called for an expanded accounting skills base which has gained momentum towards the end of the 20^th century. The elements of some of these developing areas of professional work and their implications for contemporary and future education and research are examined.     

AN ALTERNATIVE TO HEDGING FOR THE CORPORATION: MANAGING A PORTFOLIO OF RISKS

Financial Risk Management for most corporations has now become a topic of discussion, if not an issue for active implementation. The issues of “Should One Hedge” and “How Should One Hedge” are often segregated and have tended to be so in the literature. Articles dealing with the hedge decision often ignore the implementation issues and vice versa. This article explores the use of Mean Variance portfolio optimization techniques in hedging corporate risks. It links the various sets of literature together to argue that for some firms using modern portfolio management techniques to manage corporate risks can prove advantageous. The article concludes with an analysis of a synthetic European firm exhibiting many of the risks and other qualities apropos a firm deciding to utilize MEAN-VARIANCE techniques to manage financial risks.     

A CONCEPTUAL FRAMEWORK FOR CORPORATE RISK DISCLOSURE EMERGING FROM THE AGENDA FOR CORPORATE GOVERNANCE REFORM

During the last decade an implicit conceptual framework for internal control and corporate risk management has arisen from risk management practice and policy within UK companies. An explicit conceptual framework for risk management is now emerging and is expressed in the Turnbull Report. In this paper, we develop a diagrammatic representation for the conceptual framework for internal control, risk management and risk disclosure. We consider the recent practical and policy developments in the disclosure of risk-related information in order to establish the current state of the art of corporate risk disclosure. Thus, we focus only on the disclosure aspect of the conceptual framework for internal control. We use a questionnaire survey to canvas the attitudes of UK institutional investors towards risk disclosure in relation to their portfolio investment decisions. Our empirical findings indicate that institutional investors do not generally favour a regulated environment for corporate risk disclosure or a general statement of business risk. The respondents agree that increased risk disclosure would help them in their portfolio investment decisions. However, for other aspects of the risk disclosure issue they are more neutral in attitude. Further, we found that the variation in the attitudes of institutional investors appears to be associated with the characteristics of the funds they manage as well as with their investment horizons. Further, we find that institutional investors’ perceptions of corporate governance are related to their investment horizons, among other factors.     

NEW EVIDENCE CONCERNING THE EXPECTATIONS THEORY FOR THE SHORT END OF THE MATURITY SPECTRUM

This paper re-examines the evidence rejecting the expectations theory of the term structure. Weekly, monthly, and quarterly data on three- and six-month interest rates are employed for five subperiods—1910–1914, 1919–1933, 1934–1959, 1959–1978, and 1979–1989. Econometric techniques are used to correct standard errors for overlapping data and for heteroscedasticity. Findings indicate that the weekly and monthly data are consistent with a weak form of the expectations hypothesis in which the yield curve has substantial predictive power for short rates for each subperiod except 1934–1959 and 1979–1989. Results for the period before the founding of the Federal Reserve indicate that a strong version of the expectations hypothesis cannot be rejected in which the joint hypothesis of rational expectations and expectations theory is hypothesized. The use of cointegration tests and an error-correction model framework to determine whether short and long rates have a common stochastic trend indicates that long and short rates are cointegrated.     

A MICROECONOMIC ANALYSIS OF THE AMEY/SOLOMONS DEBATE

This paper analyses the Solomons/Amey debate in terms of the traditional theory of the firm. The scope of the paper includes a clarification of the working capital issue, and in particular, the appropriate charge which should be recorded in the periodic income statement submitted by management. The analysis then examines Amey's proposition that Solomons is confusing the investment decision with the operating decision and concludes that Amey's position is correct. The reporting framework which would induce divisional management to act both in the short- and long-run interests of a group is examined and there is adiscussion of the market strategies which may be dictated by the divisional periodic accounting reports.     

Perceptions of the relationship between scenario planning and firm performance: A qualitative study

This paper presents research findings from the application of scenario planning in multinational firms that operate in competitive industries. We use exclusive and not publicly available data to investigate the link between scenario planning and firm performance from a qualitative perspective. The focus was primarily on firms that had real-life experiences with this strategic tool. Our research suggests that scenario planning is interwoven in how strategy is formulated and that it has a major influence on decisions taken by management. We also found that none of the firms reported formal efforts of assessing the success rate of scenario planning. Participants report that this is due to difficulties in measuring qualitative and quantitative outcomes and because standardized assessment tools are not readily available for this kind of strategic intervention. Overall, participants generally regarded scenario planning as an effective intervention with a positive contribution to the firms’ performance. When pressed for more detail, participants revealed that scenario planning techniques were useful in exploring the business environment and future risks, isolating trends, understanding interdependent forces, and considering the implications of strategic decision-making.     

Institutional contradiction and management control innovation: A field study of total quality management practices in a privatized telecommunication company

The purpose of this paper is to theorise the changes surrounding the introduction of a management control innovation, total quality management (TQM) techniques, within Telecom Fiji Limited. Using institutional theory and drawing on empirical evidence from multiple sources including interviews, discussions and documents, the paper explicates the institutionalization of these TQM practices. The focus of the paper is the micro-processes and practice changes around TQM implementation, rather than the influence of the macro-level structures that are often linked with institutional theory. The change agents used Quality Action Teams and the National Quality Council to introduce new TQM routines. The present study extends the scope of institutional analysis by explaining how institutional contradictions impact to create and make space for institutional entrepreneurs, who in turn, modify existing routines or introduce new routines in fluid organizational environments which also exhibit evidence of resistance.     

MEETING THE CHALLENGE: ACCOUNTING FOR CHANGE

This paper examines the challenge mounted against long established management accounting practices by Kaplan (1983) and Johnson and Kaplan (1987) from a public sector perspective. It seeks to determine the extent to which this challenge to the private sector - of a lack of innovation in management accounting practice in the face of a rapidly changing environment - holds true for public sector organisations. Furthermore, by drawing on substantive studies of management change in both the private sector and the public sector, this paper assesses (a) the tsunsfeubilitv of ideas and practices from the private to the: public sector (b) the need to study process of change and (c) the potential role of strategic management accounting as an innovative practice in addressing the agenda for change which confronts the public sector.     

PERFORMANCE MANAGEMENT AND BEST VALUE AUDIT IN SCOTLAND: A RESEARCH NOTE ON THEORY AND PRACTICE

This paper appraises the theory and practice of Best Value Audit in Scotland, and in particular the central assumption that a robust performance management system is essential for continuous improvement in service delivery, within a rational planning model of governance. The reviews of Best Value Audit in practice reveal important gaps between theory and practice, with an overemphasis on monitoring process rather than performance. There is, therefore, considerable scope to reduce the demands of the audit process on local government, and Best Value Audit, needs to move from a theoretical model to an evidence‐based model of good practice if real progress is to be made.