Politics Matters

Andrew Smith

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Hampshire CC chief Andrew Smith on two-tier working.

Far from being dead in the water as your news analysis suggested last week, the view from Hampshire CC is that two-tier working is most definitely buoyant ( 'Districts are dead in the water' , LGC, 21 August).

As one of the newest county chief executives on the block, my experience of working with partners has been overwhelmingly positive and I have no problem in nailing my colours to the mast as a chief executive who from a management, rather than political, perspective wants to see the two-tier system remain in place.

I do not find the current structure limiting or ineffective. In fact, I am more struck by the very able staff and partners who have the hands-on expertise to deliver good public services to everyone in Hampshire. Each time we sit down together I am impressed by the similarities in our thinking and the synergy in the goals we want to achieve, rather than the differences that are sometimes displayed through public posturing and in journals.

To be successful we need to set aside territorial barriers and focus on delivery, drawing on the work we have already done in Hampshire to define our local area agreement priorities. Sure the reorganisation debate will roll on - and my guess is that it will crop up again in another five to 10 years time - but in Hampshire we are not put off course by any perceived 'lack of government clarity'.

Isn't that an opportunity? An opportunity to demonstrate how we are getting on with the job and delivering value for money to the people whom we serve. Rather than favouring or waiting around for costly and disruptive reorganisation, why wouldn't we want to steer a firm course and make the existing system work more efficiently and effectively? And why would the public expect us to do anything less?

Improving outcomes from two-tier working and for our partners in children's services, health, social care and safety for our communities seems a more productive approach in the short to medium term.

In my opinion, it is no accident that some of the top-performing local authorities in the country are upper-tier authorities like Hampshire working in two-tier areas.

Sure there are frustrations, but is that not a time for leadership from local government rather than restructuring? Hence our cabinet's recent approval of a new policy on improved two-tier working - the Hampshire Senate.

Our feeling is that the senate is yet another bold, modern approach to public sector management and governance. A voluntary partnership that will seek consensus and respect the sovereignty, accountability and views not just of the districts, but of health, the police and fire authorities, voluntary organisations and others who work towards the common good.

We recognise that it won't be easy as we meet together on neutral ground for our first meeting on 10 September. As organisations in our own right we will need to put differences behind us as we focus on common goals. I predict a successful partnership where we all pull together. There may well be squalls ahead, but we do not anticipate calling out the lifeboat!