3.47 Discussions with a number of groups highlighted concerns with regard to Government's commitment to partnership and the role of public sector representatives on formal partnerships.
3.48 While acknowledging that key documents such as Priorities and Budget clearly state Government's commitment to partnership in theory, many of the groups interviewed stated that this commitment had not been reflected in practice. There were also some concerns that following the suspension of devolution, it is unclear as to the strategic policy direction which government wishes to pursue in relation to partnerships.
3.49 The role of public sector representatives on formal partnerships also emerged as an issue of some concern. Increasingly, it was suggested, public sector representatives are seeking to participate in formal partnerships as observers rather than full partners and are very reluctant to take decisions. There was a recognition that given the requirements of enhanced corporate governance and accountability etc. and the issues which may be involved, on occasion individual representatives will not be in a position to take decisions or make commitments on behalf of the parent organisation. However, many felt that this may be a cultural issue as there are examples of public sector bodies actively participating as full and effective partners.
3.50 The majority of groups stated that from their experience the key factor behind this trend is that public sector bodies are increasingly represented by more junior staff. The concern is that junior staff are unlikely to have the authority or knowledge of their own organisation to take decisions or provide significant input. In this context, NICVA suggested that if partnership members do not have authority and decision making power within their organisations they are unlikely to take decisions within the partnerships. Reflecting such concerns a number of partnerships operating at local level reported that representation was not delegated to junior staff, and senior management attendance was essential if decisions were to be made. SOLACE also emphasised the need for senior management participation.
3.51 The increased number of formal partnerships, particularly given the absence of co-terminosity, may be a contributory factor in this area. As with other sectors, the public sector has limited capacity at senior level and as the number of partnerships grow it becomes necessary to draw representation from more junior levels. A reduction in the number of partnerships should therefore help to address this trend and provide for more appropriate participation where public sector bodies do wish to engage as full partners. However, it is also probable that public sector bodies are engaged in a number of partnerships in which they will continue to seek to play an observer role. In such cases public sector bodies may wish to consider whether membership of the relevant formal partnership is appropriate or whether alternative arrangements may be more effective.