A distinguished minister, allocated trade as his portfolio, once complained that he had come into politics to govern people not parcels. No one these days, whether executive or elected, could make such a clear-cut distinction.

Making organisations work, whatever they produce, means handling people and not just those designated as staff or paid co-producers. Management in the 21st century, especially in the public sector, entails working with partners. Executives, above all, must cultivate, extend and enrich relationships.

The theme of our summit is how relationships are altering, and how the dynamics of change should play out in the practice of resource allocation, contracting and commissioning. Behind that of course lies the permanent quest for improvement.

Public bodies, high and low, must constantly strive to up their game, to become more efficient and to deliver to higher standards. Among the multitude of relational strands to be"managed" are those linking organisations to their voters and citizens, to consumers, clients and those who benefit from services, to those whom government bodies must control and constrain, to those whose behaviour needs to change, for their own sake as for the wider weal.

The summit will not offer pat answers. There are none.Public management is characterised by its complexity and multi-dimensionality. But occasions such as this offer immensely valuable time to pause and think. And never has clearer thinking about the business of government been in greater demand.