Our relationship with government has a significant influence on both our personal and collective wellbeing. The introduction of the welfare state following the second world war has resulted in major improvements in the wellbeing of the majority of the population.
But these improvements have not been uniform. Stubborn inequalities remain and are increasing. For a significant minority of the population it is apparent that the state has consistently failed to deliver positive change. There are limitations to the traditional, top-down model of public service delivery which require us to find new approaches to tackle deeply entrenched inequalities.
In recent years we have seen an increasing focus in the UK and Ireland on public policies that are more engaged, responsive and give individuals and communities the opportunity to play a more active role. We have described these changes as a shift towards a more ‘enabling state’.
Evidence from organisations such as the Glasgow Centre for Population Health shows that having a sense of individual control; strong social networks; and opportunities to participate in volunteering are important components of improving wellbeing.
As such, this shift that we are witnessing is largely a positive one. The growth in community ownership of land (half a million acres of land in Scotland is now owned by the communities who live there) and other assets such as village shops and pubs offer very tangible examples of what can happen when communities are given greater control over their own future. New community rights provided for in the localism act of 2011 and similar provisions in the community empowerment (Scotland) bill are further signals of the direction of travel.
However, the shift towards a new type of relationship with the state is not without risk. Changes are occurring in a piecemeal way and there is often more we can do to give communities more control, particularly of public services. It is critical that as changes occur, we recognise that without appropriate investment and support the very communities who could benefit most a more enabling approach may be poorly positioned to take advantage of the new opportunities.
Over the past two years the Carnegie UK Trust has sought to use its position as an independent foundation to open up a debate and explore how the positive elements of an enabling state can be best realised, and how the risks can be mitigated. Led by Carnegie fellow Sir John Elvidge, former permanent secretary to the Scottish government, we spent 18 months with stakeholders in the UK and Ireland and further afield exploring how the relationship between government, citizens and communities is changing and what kind of challenges and opportunities this presents.
We have now published our short guide A route map to an Enabling State, written by Sir John. The guide sets out eight steps that governments can take to help communities take more control and make this a success.The guide is intentionally colourful and accessible and although it is aimed primarily at those in the public sector we hope it will be of interest to anyone working with citizens and communities.
So what are the lessons that have already interested the Organisation for Economic Co-operation and Development (OECD)? Below we outline what Sir John calls a route map to putting people ‘in control of their own lives’: