provides aid for local authorities.
             Both Best Value and PPPs move away from the doctrinal approaches of the past that saw successive governments believing that either the public or the private sector was automatically best. Now, for both central and local government, who does what will be judged, in future, solely on how services are delivered and whether such services are high quality and good value for money for the local community.
             To make a success of a PPP requires new attitudes and skills in order to identify when a partnership route might be best for the public and then to make it happen in practice.
             Some councils have decided to develop PPPs because they recognise that they will not have sufficient resources for all the investment their communities need. Increasingly councils are forecasting their investment requirements and comparing it with the level of resources they are likely to receive in the future. Councils often find that the need for investment greatly exceeds the likely level of traditional resources likely to be available.
             A PPP should not however be seen as the financier of last resort: there is unlikely to be a benefit to the public, if PPP's deliver more expensive services. The challenge for councils has been to develop PPPs that give good value in their
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