One consequence of our public services being on the point of collapse is that the concept of ‘reform’ is back from the policy wilderness. For the past 13 years it has become something of a dirty word, understood by many as a euphemism for cuts along with ‘transformation’ and ‘doing more with less’.
The shadow of austerity created a binary national political debate over state provision. Conservative Government policy has generally deemed there should be less of it. In opposing this position, Labour policy has implied there should be more of it. Analysis about what should be done with whatever state provision remains has been thin on the ground from both parties.
At this point it is untenable for the Tories to pretend there is a big society ready to step into the space the state has been forced to vacate. The situation is beyond the ability of a few volunteers to remedy: we have gaping holes in basic provision that keeps everyone healthy and vulnerable groups protected.
But by now it is also obvious that more funding alone won’t solve the scale of the challenge facing traditional services, which are struggling with rising demand and complexity of needs. Keir Starmer has been clear that Labour won’t be getting its ‘big government cheque book out’.
So, public service reform is back on the table. Hopefully this means an end to the dominance in our public debate of outdated ideological binaries, like cut vs invest or public vs private. This could make room for a more nuanced focus on impact. Inspiration can be taken from local partners already pioneering relational, asset-based and participative approaches to working with communities. These recognise a strong role for public services, but a different one based on a more equal relationship between professionals and people who use services – the latter playing a more active role shaping the support they need.
This would inform policy at Westminster using practical expertise from the ground up, rather than implementing received wisdom at Whitehall from the top down. If we can move past the pay disputes dominating the public sector, it could also begin a shift in the daily experience of the workforce away from crisis mitigation mode and towards a more rewarding prevention role.
Jessica Studdert is deputy chief executive at New Local
@jesstud @wearenewlocal
