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1
Designing
Public
Services
for
the
21st
Century
expensive)
interventions
at
a
later
stage.
For
example,
filling
the
gap
in
support
for
families
between
a
child’s
birth
and
their
first
day
at
school
could
significantly
boost
their
life
chances.
But
the
fragmentation
of
public
service
management
systems
means
that
public
agencies
are
not
incentivised
to
spend
resources
on
prevention
or
early
intervention.
As
a
result,
public
servants
are
often
restricted
to
managing
the
symptoms
of
problems,
rather
than
building
capability.
So
each
agency
or
professional
works
hard
to
tackle
problems
in
their
narrowly
defined
area,
but
their
underlying
causes
remain
untouched,
meaning
social
problems
persist
and
are
inherited
by
future
generations.
As
a
senior
manager
within
a
local
authority
commented,
her
locality
had
become:
“good
at
services,
but
not
solutions.”
The
human,
social
and
financial
costs
of
failing
to
build
these
capabilities
and
dealing
with
the
resultant
problems
are
huge.
The
New
Economics
Foundation,
for
example,
estimated
that:
“The
costs
of
doing
nothing
to
improve
social
problems
in
the
UK
over
the
next
20
years
would
be
almost
£4
trillion.”
iii
Reorienting
public
services
In
the
context
of
ever
increasing
demands
on
public
services,
to
be
effective
service
providers
must
adopt
a
doing
yourself
out
of
business
approach,
whereby
they
build
the
participation,
capabilities
and
networks
of
citizens,
families
and
communities
in
order
that
they
are
less
reliant
on
public
services
and
high
cost
needs
are
prevented.
In
current
political
terms,
public
services
need
to
help
build
the
‘Big
Society’.
This
implies
and
requires
a
reorientation
of
services
in
two
respects:
Firstly,
it
implies
a
new
relationship
between
public
services
and
citizens,
where
services
are
designed
with
citizens
and
from
their
perspective.
This
represents
an
expanded
view
of
a
citizen:
they
are
not
passive
customers,
but
activists,
with
knowledge
and
resources
of
their
own.
Public
administration
and
services
in
the
20th
Century
were
dominated
by
large
institutions
and
powerful
professional
groups.
Grouping
knowledge
and
expertise
in
this
way
had
a
number
of
benefits
in
a
pre-‐internet
age.
But
in
turn
it
meant
citizens
had
little
involvement
in
decision-‐making
(beyond
the
ballot
box)
and
were
passive
(rather
than
active)
recipients
of
services.
Personal
and
human
relationships
with
public
servants
are
vital
to
peoples’
experiences
of
and
the
success
of
public
services.
Yet
these
qualities
have
been
undervalued
by
professional
groups
and
reformers
who
instead
encouraged
parent-‐
child
and
producer-‐consumer
relationships.
A
balanced
and
productive
relationship
with
public
servants
can
unlock
and
enhance
the
insights,
motivation,
capabilities,
2
Designing
Public
Services
for
the
21st
Century
and
networks
of
citizens
and
communities,
which
can
in
turn
boost
social
resilienceiv,
achieve
greater
public
valuev
and
catalyse
innovationvi.
Secondly,
it
implies
a
change
of
focus
for
public
services,
from
managing
the
symptoms
of
social
problems
to
dealing
with
their
underlying
causes
and
building
social
resilience.
By
working
with
citizens,
families
and
communities
to
develop
their
participation,
capabilities
and
networks,
evidence
suggests
that
problems
can
be
prevented,
peoples’
independence
increased,
deeply
ingrained
social
problems
overcome
and
significantly
better
outcomes
achieved.
vii
Conclusion
There
is
no
doubt
that
public
services
provide
invaluable
support
to
millions
of
people
every
day,
helped
by
their
incremental
improvement
over
recent
decades.
But
if
they
are
to
meet
the
challenges
of
the
twenty-‐first
century
it
is
vital
that
the
assumptions
that
underpin
existing
systems
and
services
are
reconsidered;
top
of
the
list
should
be
their
relationship
with
citizens
and
their
focus.
In
the
context
of
large
scale
budget
cuts
but
rising
demand,
the
reorientation
of
public
services
in
these
respects
presents
a
significant
opportunity
to
achieve
better
public
value
with
less
public
resource.
Tim
Hughes
December
2010
i
See
pp.18-‐20,
2020
Public
Services
Trust
(2010)
From
s ocial
s ecurity
to
s ocial
productivity:
a
vision
for
2020
Public
Services.
ii
p.8,
Participle
(2009)
The
Swindon
Family
L IFE
Programme:
Report
iii
nef
(2009)
Backing
the
Future:
w hy
investing
in
c hildren
is
good
for
us
all
iv
Rowson,
J;
Broome,
S;
Jones,
A.
(2010)
Connected
C ommunities:
How
s ocial
networks
power
and
s ustain
the
Big
Society;
Maddock,
S
&
Hallam,
S.
(2010)
R ecovery
Begins
with
H ope;
Young
Foundation
(2009)
Sinking
and
Swimming;
Edwards,
C
(2009)
Resilient
Nation;
&
Halpern,
D
(2010)
The
Hidden
Wealth
of
Nations.
v
2020
Public
Service
Trust
(2010)
From
Social
Security
to
Social
Productivity;
Bunt,
L
&
Harris,
M.
(2009)
The
Human
Factor;
Boyle,
D;
Slay,
J;
&
Stephens,
L .
(2010)
Public
Services
Inside
O ut.
vi
Boyle,
D
&
Harris,
M.
(2010)
The
Challenge
of
Co-‐Production.
Gillinson,
S;
H orne,
M;
&
Baeck,
P.
(2010)
Radical
Efficiency;
Bunt,
L;
Harris,
M;
&
Westlake,
S.
(2010)
Schumpeter
Comes
to
Whitehall;
Bunt,
L
&
Harris,
M.
(2010)
Mass
L ocalism
vii
Rowson,
J;
Broome,
S;
Jones,
A.
(2010)
Connected
C ommunities:
How
s ocial
networks
power
and
s ustain
the
Big
Society;
Maddock,
S
&
Hallam,
S.
(2010)
R ecovery
Begins
with
H ope;
Young
Foundation
(2009)
Sinking
and
Swimming;
Edwards,
C
(2009)
Resilient
Nation;
Bunt,
L
&
Harris,
M.
(2009)
The
Human
Factor;
&
H alpern,
D
(2010)
The
Hidden
Wealth
of
Nations.
3