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For administration, 1968 and 1969 were years of planning (often
against targets which were subject to possible change), of meeting the
challenges of re-organisation, of building for the future on what was best
of the past, of setting sights towards new horizons, above all of learning
-learning, not only the application of new techniques and the developing
tools of management, but of living and working together as one team during
a period when, not unnaturally, loyalties still tended to be directed to
the groupings of the past.
Over and above everything else, just as in 1965, our prime task has
been to support the Director, Service Chief Officers and operational staffs
efficiently and economically, thus enabling them to devote a maximum of
their time to their professional work.
Whilst the meeting of 9th April, 1968, was essentially a business
meeting considering such routine matters as supplies and accounting procedures,
imprest accounts, organisation and methods, and so on, it might not be
inappropriate to quote one paragraph from its report couched in general terms:".....'administration',
be it of management services or of field services, is
not an end in itself except, possibly, in the personal satisfaction of a 'job
well done'. The end results of much of the proposed department's work in all
disciplines can be assessed only in relation to the well-being of the population,
they are not measurable in finite terms and will extend to generations yet
unborn. Hence, our thoughts should be directed to the efficiency of means
within the broad context of departmental aims. Others may see the end results
of our efforts: our 'end' can, in the final analysis, be that, in true
partnership, we have made some contribution to a whole which is infinitely
greater than the sum of its parts."
This 'true partnership' extends beyond Health and Family Services to all
departments of the Authority, to statutory bodies and voluntary associations:
for the co-operation, encouragement, advice and occasional criticism which we
have received we are grateful. Without all these things which indicate the
confidence of our colleagues and the good will of the public administration
would be dull and lifeless.
Unfortunately, during 1969 much of the impetus of the Council's reorganisation
was lost owing to increasing doubts about the future of the
department stemming from the publication of the first Green Paper and the
impending legislation in implementation of the Seebohm Report.
Possibly the greatest achievement of Administration during the two
years v/as in proving that it could successfully support a broadly-based
multi-disciplinary department. This was achieved with a reduced staff during
a period of major re-organisation and operational development and it must be
a cause for regret that any future re-organisation may well entail an increase
in administrative costs over and above those arising directly from the growth
of services to the public.
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