Abstract
This paper analyses the role of senior civil servants who work directly with local public service partnerships in the UK. It finds that their activities are welcomed by local actors and can have a positive impact on partnership working. They add value by acting as coaches who bring new ideas and help to build trust among local agencies and as advocates through being an important channel of communication between partnerships and national government. However, they struggle to facilitate more joined up working among national government departments whose differentiated regulatory and funding procedures impede attempts to collaborate at a local level.
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