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1:00 am, June 30, 2008
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FLINT'S TINKERING WON'T DO

What planet is (housing minister) Caroline Flint living on? In her recent speech at the Harrogate Housing Conference, Ms Flint indicated that the government is intent on keeping to the target of building 240,000 homes each year until 2016.

Doesn't she know we are currently in the worst house building slump since 1945 and recent forecasts by the house builders indicate that house numbers are likely to fall to around 100,000 this year and possibly down to 80,000 next year, well short of the government's target.

The cumulative impact of such numerical discrepancies will never be made up over the next eight years and consequently, this target will not be achieved and the “policy” will be seen as a failure. Already, there are serious critics of the Eco Town initiative and very vocal local opposition to the shortlisted sites. If the existing planning process is to be followed, it is unlikely any of the selected sites will be delivered within the next five years. The Growth Point bidding process is also very slow and cumbersome and is unlikely to offer a panacea to the crisis. So, where does the government turn?

Apparently to English Partnerships, the Housing Corporation and the transition team for the new Homes and Communities Agency. However, I fail to see how this combination of government agencies — who are constrained by policy, land ownership and funding like everyone else — can possibly meet the ever increasing shortfall in housing numbers. The cumulative effects of the current plight of the house building industry will have very serious, possibly long term effects upon the UK economy. There are no “quick fixes” but it does require sustained, urgent and proactive action. Tinkering with the planning system and promoting a few headline grabbing initiatives are not enough!

Andrew Thomson

Planning director DTZ Manchester

IT'S TOUGH IN THE PUBLIC SECTOR, TOO



A typical business person's view of working in the public sector is that it's somehow an easy option, a world sheltered from the challenges of running a commercial business. That couldn't be further from the truth.

As last week's high-profile NHS Confederation conference in Manchester demonstrated, this national institution — the largest single employer in the UK — is facing an unprecedented period of change. In a survey commissioned for the conference, 80 per cent of NHS leaders said they believed that the pace of change would increase in the coming years; none thought it would slow.

Competition and choice were seen as an opportunity by 96 per cent of leaders, but 69 per cent also identified it as a threat. For companies like my own, which specialises in strategic consultancy to the public sector, change presents significant commercial opportunities.

In the three years since we launched, Organisation Development Services has worked at national, regional and local level to help clients in the NHS and local government future-proof their workforce and prepare to deliver new services and new ways of working.

For those out there who think working in, or with, the public sector, is an easy option — think again. Our clients are facing the same challenges as you are and, dare I say it, are in some instances better prepared for the turbulent times ahead.

Carol Brooks

Joint managing director Organisation Development Services Ducie Street Manchester