Issues addressed by Partnerships

3.14  The returns to the templates clearly demonstrate the diverse nature of the partnership experience through the broad range of policy and service delivery areas to which Departments have sought to apply this approach (table 5).

Table 5

3.15  However, while the types of partnership and the range of issues to which this approach has been applied is extensive, the great majority of partnerships identified in the returns appear to have been established to facilitate networking, co-ordination of services, minimise duplication of resources and share experiences and best practice. The Department of Education's PPP Coordination Service, which was established to reduce costs and create a pool of expertise in the public sector, is a particularly good example in this regard. This emphasis on networking etc. would be expected, given the rationale for and perceived benefits of the partnership approach to the public sector outlined previously.

3.16  As noted in section 2 of this paper, it has been suggested that there are currently too many partnerships in Northern Ireland. Concern in this area relates to the capacity of the various sectors, including the NICS, to continue to contribute effectively to a growing number of partnerships. There is a finite skills base across all sectors, and if that base is spread too thinly there is a risk that it will be used inefficiently. Recognising this, there is a need to avoid the unnecessary proliferation of partnerships. However, while demonstrating Department's commitment to cross-sectoral collaboration, the returns may also indicate some basis for concern in this regard. Many of the partnerships identified, particularly those in template two, appeared to cover the same ground, often in the same area.

3.17  While there is evidence of unnecessary duplication, and awareness of such at departmental level, there is a need for some caution with regard to the above conclusion. In a number of areas this apparent duplication is explained by the specialist nature of the various bodies and programmes, and the fact that these groups are often complementary bodies which, while part of the same process, have very distinct and separate roles within that process.