The growing trend of partnering structures between law firms and local authorities reflects the increasingly open relationship between the public and private sectors that has marked the end of the compulsory competitive tendering (CCT) era.Partnering agreements started to emerge about two years ago and vary significantly in status: some are legally binding, others are informal arrangements.

All, however, share the common hallmark of mutual trust and friendly co-operation, and both sides of the agreement benefit hugely from the 'deal'.Roger Bowden, chairman of the Law Society's Local Government Group, and secretary and solicitor of Wyre Borough Council, says: 'The nature of the relationships varies according to the respective needs of the partners, although there seems to be an emphasis in most of the partnerships on learning from each other, and on joint-training arrangements.'He adds: 'Public/private and public/public partnerships -- making the most of the extensive expertise available within the public sector -- are likely to feature, as the drive for "best value" intensifies.'Partnership is a key theme of the government's 'best value' initiative, which obliges local government to provide the best possible service at the most competitive price, and aims to encourage local government to involve the private sector -- and consider how it functions -- in order to improve services.Eversheds in Leeds started an informal partnering agreement with Lancashire County Council nearly two years ago.

Stephen Cirell, head of local government at Eversheds, says: TWhen CCT was in vogue, no-one trusted private firms.

When CCT was abolished, local government realised that the private sector had something to offer.'In particular, this included e-government (the local government equivalent of e-commerce), intellectual property, defamation, copyright, and domain name registration.Mr Cirell adds: 'The landscape that led to partnering was driven partly by a desire in the public sector to access those specialists and added-value services only available in the private sector.'On the part of the private sector, it was driven by a desire to develop close relationships with local authorities in the full knowledge that it would lead to enhanced work opportunities as they arise.

Both sides realised there was something in it for them.'Lancashire CC benefits from the full use of Eversheds' library, news reports, statute and case reports and similar media, and the use -- at cost -- of their legal expertise.Mr Cirell continues: 'During the course of the partnership, a new external legal need arose.

The council couldn't do it themselves, so we took it over.

It involved a litigation matter and they did not have the expertise.'Ian Fisher, head of legal services at Lancashire CC, says: 'We are very positive.

There are practical benefits and it is very helpful in terms of the "best value" initiative.'However, he stresses that there are no guarantees that Eversheds will get the council's work.

His hopes for the future of the partnership remain 'areas of joint working on specific projects'.The partnering agreement between Wragge & Co in Birmingham and Buckinghamshire County Council is a formal, legal contract.

Interestingly, the agreement was drawn up in such a way that leaves the council 'in charge'.

Peter Keith-Lucas, local government partner at Wragges, explains: 'We didn't want to appear to be threatening.

It enables us to give a consistent product.' He says the council is free to come to the firm for advice and if Wragges carries out work for the council, it will be charged accordingly.His local government associate, Caraline Johnson, says Wragges works with the council on major projects such as town-centre redevelopment, private finance initiatives, social work, litigation and debt collection.She adds: TIt's very much a skill-sharing exercise.

We are literally working together side by side.' She says the efficiency and cost-effectiveness to local authorities will only encourage these partnerships.Pinsent Curtis in Leeds had already carried out work for Dudley Metropolitan Borough Council before entering into an informal partnering agreement last December.Nicholas Dobson, national head of local government law at Pinsents says: 'This partnering arrangement will encompass mutual continuous improve-ment, support in client service and practice management, and focused partnership in a variety of discipline areas.'We have "client service" partners with no fee-earning responsibilities.

They are full-time, dedicated to ensure the local authority has a "best value" service.'He adds: 'This relationship gives an objective signal of our commitment to the local government sector and allows us to get closer to an important client authority.'Philip Tart, head of legal services at Dudley MBC is equally positive about the relationship: 'We are looking to share views on client care and consultation as well as all areas of good practice.

We want to tap into that completely different area of the market, pick up and exchange some good ideas and, in turn, improve our service for the benefit of our clients.'Although it is early days in this relationship, Mr Tart says that it has proved useful, particularly in the area of client care.

In the near future, the MBC anticipates developing the relationship into the fields of litigation, employment and planning.He has high hopes for the future of similar agreements and says: TPartnering arrangements will undoubtedly increase.

Local authorities can't afford to look solely inwards at themselves.

They must be flexible in their thinking, and develop best practice in conjunction with the private sector.'Masons in Leeds and North Yorkshire Legal Services have an informal partnering arrangement that started last October.Masons partner Mark Richards says: 'This is about sharing and seconding staff, training and experience and jointly bidding for appropriate work.

The primary aim of the partnership is to bring together two complimentary organisations, which are able to provide each other with skills and expertise that the other lacks.

The purpose is to share that experience and k now-how.

It is very much about mutual benefit.'Mr Richards describes the relationship as Ta partnership of equals, recognising the constraints on both sides'.He says the private sector can benefit from the knowledge of local government lawyers, and says: 'You're enhancing your wealth of expertise, training and know-how without significant financial investment.

In jointly bidding for work we can provide a better quality of service because, firstly, we have joint experience of local government law and secondly, we can be more competitive on price because we are not just using Masons' fee earners.'Mr Richards anticipates that future areas of development within the agreement will include health and safety, data protection, privacy and human rights.He maintains that it is a flexible relationship and there is no pressure on either side.

He says: 'Ever beginning to see the benefit.

It is very much an adventure at the moment and there is a lot of enthusiasm.'Richard Daly, head of North Yorkshire legal services, says: 'We think Masons complements our approach very well, because of its commitment to staff development, strong interest in local government and expertise in commercial law and IT.'He adds: 'We have learned quite a bit about construction law and Masons have learned a bit about highway law, which is very useful for their practice.'The scope for benefiting from such partnering arrangements clearly encompasses not just legal practice areas but also client care, organisation and administration.The only apparent concern is that as these partnering structures take off, some local authorities may have to be turned down by major law firms.With enthusiasm for these partnerships in both the private and public sectors at such a high level, interested parties in the public sector should move quickly or risk having to settle for second best.