Talking point: Embracing change
The recession, as perverse as it might sound, could lead to a public sector which is more understandable - and therefore more accessible - to the private sector.
In past years, we have had a series of bodies which work in the same geographical area, or similar bodies in slightly different geographical areas, which have been operating totally separately. That might now be resolved.
The removal of quangos across the country might mean that money which comes into the area will go through a politically accountable process. That is, in my opinion, a major advantage.
A huge proportion of the money coming into regions does not have to go through politically accountable processes and we have a chance to change that.
Local authorities do work together but on a much smaller level than could be possible. We have contracts and could be undertaking joint procurement with Warwickshire County Council, for example, but mainly it has been tinkering around the edges and we will have the opportunity for wholesale change.
That would also have the effect of helping the private sector understand the public sector more than it does. Large companies have divisions to allow them to work on joint ventures with the public sector but that is not true of smaller firms, and many of them view us as impenetrable and just give up, which can lose us the opportunity of keeping our supply lines local.
It is too complicated to understand and you have to understand it to get to work. It should not be that complicated.
There could also be cost savings that are entirely sensible in terms of organisation as well as hard cash. Just think about the salaries of all the senior managers in all the public sector serving the same public - it is a sizeable sum.
Big companies had to go through pain in the 1980s and 1990s and have been able, as a result, to ride this recession better than they might otherwise have been able to do.
They have, in many instances, become smaller as a result but are more efficient and adaptable and are making products which are very market-orientated and we have to do the same.
The difference is that change in companies is driven almost entirely by the bottom line. We may have different drivers but at the end of the day we are all delivering a service. The caveat to all that is that the current cuts must not start to become slash and burn.
We started making structural changes here around 18 months ago which were driven by the need to be more efficient.
It seemed to be logical that all the areas were under one head. In my area now, every service you need if you want to come to the city and undertake a development right from start to finish is dealt with by one division.
We have put in an overarching aim into what we do in my area, which is the regeneration of the city centre and the chap filling the pot holes or sweeping the pavements knows he is making a contribution to that.
I believe that sort of organisation and thinking will have to become the norm going ahead and everyone - in the public and private sector - will find that easier to deal with. Change has to be bold.
Martin Yardley is director, city services and development at Coventry City Council
