Rethinking Public Services

Neil Euesden, Managing Director, Pinnacle-PSG

Member, CBI Public Services Strategy Board

Government Spending

Source: ONS/HMT

35

37

39

41

43

45

47

49

% GDP

Government spending and tax revenues

spending

receipts

% G

DP

Government Spending

Source: ONS/HMT

35

37

39

41

43

45

47

49

% GDP

Government spending and tax revenues

spending

receipts

% G

DP

2. The CBI’s Public Services Strategy Board

0

1020

3040

50

6070

8090

100

Strongly agree or tend

to agree

Strongly disagree or

tend to disagree

“We urgently need to improve the quality of

public services……”

%

“The problem is not lazy or

incompetent people; it is red tape

and regulation so suffocating that

they stifle every ounce of creativity.

The federal government is filled

with good people trapped in bad

systems: budget systems,

personnel systems, procurement

systems, financial management

systems, information systems.

When we blame the people and

impose more controls, we make the

systems worse.”

Al Gore

0

1020

3040

50

6070

8090

100

Strongly agree/agree Disagree/strongly

disagree

“In my contract, I have more

autonomy than I had in the public

sector.”

“Managing my contract, I have

more freedom to experiment and

innovate than I would have as a

public sector employee.”

0

1020

3040

50

6070

8090

100

Strongly agree/agree Disagree/strongly

disagree

New Challenges

● How do we regulate new and changing services on a local level? How can we

ensure transparency without over-regulation? What can the business

community do to help?

● How can trading standards bodies help competition between providers

flourish?

Rethinking Public Services

Neil Euesden, Pinnacle-PSG

Public Services Strategy Board