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There has long been a case for change from a customer perspective, and the current state of public finances means it must happen now – and quickly, says Richard Stay. Innovation can be very tiring. I've spent much of the past week either travelling to, or speaking at, conferences on this theme. And when not on a platform, I've been discussing it with colleagues over breakfast, lunch and dinner. The reason we're all fixated is the stark reality of public sector finances, and for many, it's scary. Politicians of all persuasions have indulged in annual cries of woe about local government finance for decades. But now the going is getting really tough, everyone knows we need a different approach. Traditional methods of ‘cutting our cloth' won't do either. The resource gap will be too wide, and the austerity timescale too long, for piecemeal efficiency savings and disposal of assets to suffice. No. We must think differently. We need to innovate. Or do we? Don't misunderstand this question. I am under no illusions about the scale of the problem, and have spent many happy hours talking to Central Bedfordshire colleagues about the ‘burning platform'. But one of the things which strikes me about the current, ‘radical' thinking and solutions, such as Total Place, is how familiar it all sounds. I remember Professor John Stewart coined the phrase of ‘wicked issues' in the early 1990s, when local authorities, particularly in two-tier areas, were working together with other public services in the advent of local government review. Almost 20 years later there is something rather sobering about the fact that we're still using the same language. And around 10 years ago, the ‘Every child matters' agenda led many of us to gasp at diagrams which illustrated how many times a child with learning disabilities would be contacted by workers from a plethora of agencies, each ignorant of the other's role. As another decade comes to a close, it really is dismal that we have to refer to similar scenarios. However, I'm a realist rather than a defeatist. The case for change from a customer perspective has been clear for some time and I buy it. Now, the financial drivers must make this change happen, and we must not allow the cosy language of collaboration to mask the challenges that Total Place and other transformational measures will bring. And that is what's scary. For both individuals and organisations, the changes may demand a surrender of power and profile. Sharing information and resources may be unfamiliar for agencies which have worked side by side, but never face to face. This is particularly true for government departments, which operate in a silo culture far more divided than the most dysfunctional of local authorities. In Central Bedfordshire and Luton, our Total Place pilot is at a critical stage. We've done the maths, chosen our theme, and built a case for change. Without underestimating this achievement, I think the hardest work is yet to come. Now we need to persuade all the stakeholders to take the next step in relinquishing autonomy, to really make a difference. Here's hoping. Cllr Richard Stay is deputy leader of Central Bedfordshire Council.

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WHITEHALL

Moving on to the next stage in innovation

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