It is hard to underestimate the challenge faced by our public services. Not only must they contend with ever increasing public expectations and societal challenges such as an ageing population, but they must do this in the face of the biggest shock to public finances in living memory. A new approach is needed. This report argues that real improvement depends on harnessing two powerful forces: the insight and dedication of frontline workers, and the engagement and involvement of citizens and communities. We argue that the way to unleash the energies of frontline staff and citizens and scale up their impact is through the power of shared ownership. We propose a new model of public sector delivery, in which services are provided by social enterprises led by frontline workers and owned by them and the communities they serve. These new social businesses would exchange economies of scale (which are all too often illusory) with the real economies that derive from empowered workers and an engaged public.
To deliver this, we recommend that a new power of civil association be granted to all frontline service providers in the public sector. This power would allow the formation, under specific conditions, of new employee and community-owned ‘civil companies’ that would deliver the services previously monopolised by the state. Central to this power would be the obligation to ensure that full budgetary delegation of all the supporting services goes along with new responsibility. The new civil company would be structured as a social enterprise, with the scope and flexibility to allow a number of different governance structures in the light of local conditions.
Governed neither by the public state or the private market, this new civil association would localise responsibility, direct agency and promote ethos. It would do this by spreading the ownership of publicly funded provision, revolutionising public service delivery for the benefit of all.
Philip Blond ResPublica – The Ownership State