An IDeA study presented this week at the SOLACE conference in Brighton poses the question, ‘Are shared chief executives and joint management a model for the future?' The immediate answer has to be, ‘Yes', followed by another question, ‘If so, why have they not happened before?' The answer to that is, ‘It's the economy, stupid.' The recession has become the mother of invention. It has accelerated what was perhaps always going to occur – namely, the convergence of management in two-tier areas as cost reductions eat into districts' capacity. This is taking place despite the completion of the local government review, and will continue under the next government even though Conservative shadow ministers maintain there will be no more reorganisation in Devon, Norfolk or Suffolk – or anywhere else. Whatever national politicians desire – in this case, no change – life is what happens when you're busy making other plans. At the same time, the process is hardly sweeping the nation. The study identifies 10 pairs of local authorities to date undergoing such arrangements. All are districts apart from Essex CC, which shares its chief with Brentwood BC, and all have a history of innovation in efficiency savings and partnership working. Most of the savings come in fewer managers. In some cases their shared working has had a similar impact on police and health bodies. Crucial to the process is political will. But these are the pathfinders, a term which smacks of government-speak, except that they have done so on their terms, not because of a bung from Whitehall. And, as their new management arrangements bed down, so others will follow, because councillors will realise that the sharing of management and services with a neighbour need not mean the end of their authority's identity. The efficiency programme is a steamroller grinding inexorably towards the convergence of service provision – between districts and districts, counties and districts, metropolitan councils gelling together in sub-regions. London boroughs operating across four or five zones. The outward existing structures may remain, but within them, the management teams, driven by budgets, will form their own new identities. Michael Burton, Editor, The MJ
