Declaring, ‘public service is a privilege, and we are here to serve', Sir Keir Starmer signalled a new relationship between government and local authorities, where ministers are expected to deliver citizen-centred services with greater transparency and ethical governance – one that values the people who provide these services.
In addition to the Prime Minister's commitment, I believe the conditions are right to create more effective public services; for public service providers to become employers of choice after years of being denigrated and devalued, and for colleagues to feel pride in their work.
As an urgent priority, central government needs to step up to help solve the national workforce crisis in local government. Together, we need to find a way forward to stop haemorrhaging money to agencies to supply staff in hard-to-fill roles for statutory services such as social work and social care.
Strong public services – ones that reflect the needs of the many and not the few – are created by people who are representative of the UK population. In terms of gender, socio-economic background and race, this is the most representative government the UK has ever had. Let's celebrate the UK's first female chancellor of the Exchequer and the opportunity it presents to ensure women's needs are better reflected in economic decisions.
Added to which, the Government's commitment to an industrial strategy shows it understands the connection between a thriving economy and strong public services.
Faced with the worst set of circumstances since the Second World War, the Government will not have the funds or infrastructure to build strong public services without a holistic strategy.
This needs to be one that joins the dots between an ageing population, immigration, and the need for strategic workforce planning. It must strengthen the synergy between businesses, schools, and higher and further education to ensure our country can meet new and emerging skills gaps.
It has to redistribute wealth outside London, creating economic growth hubs with strong, affordable transport links. These must provide our young people with access to affordable housing and childcare.
While conditions are favourable, HR must seize the opportunity to help shape the Government's approach.
First, there must be focus on creating the conditions for high-performing teams to thrive within our organisations. It must be clear what sits within HR's control. Then, we can strengthen our organisation's ability to listen to staff, proactively strengthen relationships with trade unions, and create work cultures that support our people to thrive.
However, as a prerequisite to rebuilding staff morale, HR must first raise its collective voice to government to emphatically say enough is enough.
After years of creaking under an unmanageable workload, local government has reached breaking point. As the point of delivery for government policy – the problem-solvers and the fixers – we expect to be properly funded and resourced.
As an urgent priority, central government needs to step up to help solve the national workforce crisis in local government. Together, we need to find a way forward to stop haemorrhaging money to agencies to supply staff in hard-to-fill roles for statutory services such as social work and social care.
Similarly, unless the Government implements a national solution to rebuild the early years workforce, local government will not have the workforce to deliver the new 30 free childcare hours offer to provide local parents with state-funded nursery care. Without this, talented workers and women in particular, will continue to drop out of the workforce.
Neither will local government be able to compete with the private sector for talent with future-focused technology experience or fill skills gaps to deliver the sustainability agenda.
Beyond these immediate workforce priorities, HR must use its expertise in strategic workforce planning to constructively challenge the Government's industrial strategy with data-led insight.
With this in mind, I recommend any HR teams that have yet to develop a firm grasp of their workforce data and performance metrics do so as an urgent priority. If we want to shape the Government's industrial strategy, we need a laser focus on workforce capacity and the skills required to deliver it.
A renaissance in public service is coming. As HR professionals let's ensure we are match-fit to enable our organisations to build more effective, future-focused public services.
Pam Parkes is a commissioner at Birmingham City Council and PPMA president
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