3.52 NILGA and SOLACE highlighted a number of issues relating to the role of local government and partnerships. Both organisations suggested that evidence from GB demonstrated that partnerships worked best when local government took a leading role. Experience in Northern Ireland, it was suggested, has also demonstrated that where local councils do not take a leading role, partnerships do not focus, there is little evidence of strategic thinking, little real partnering and very little effective action.
3.53 In light of this, both bodies suggested that the role of local government is often overlooked and largely undervalued by the Northern Ireland administration. SOLACE highlighted the perception that there is very limited engagement of the local government sector by the administration in policy development. It was suggested that this contrasts significantly with the degree to which government has sought to engage with the voluntary sector and other public sector bodies.
3.54 Both bodies also raised concerns with regard to the accountability of partnerships. Some within local government have clear concerns that a number of partnerships are engaged in areas or issues on which councils should lead, while others may on occasion see themselves as an alternative to the local council. The key concern in this regard is that such partnerships have the potential to dilute democracy. Community representatives on a partnership, it was suggested, do not have a mandate, they are not directly accountable and there were some concerns that on occasion they may not necessarily represent the community.