What does it take to build a new system of public service?

People working in public service today face complex, interconnected challenges: climate change, inequality, poverty, health crises, and more. They increasingly crave a new approach to navigating the complex issues of the 21st century, one that fosters collaboration and recognises that no single service or department can meet all people’s needs.

However, the reality of public services often feels fragmented. Frequently, we are trapped in crisis response, with little or no scope to work upstream. Moreover, how funding is provided and reporting works means that we address needs in isolation through the lens of each department: housing, education, social work, and health care. But people’s lives aren’t lived and experienced in this compartmentalised way. To help people flourish and live well, public services must adapt and respond holistically to people’s strengths and needs because what we truly need is rarely met by a single public service. 

What if public service put people first?

Imagine public service designed not just to manage individual needs but to embrace people’s lived experiences. But how can we rebuild trust in public service despite resources being tight? And when do we create the radical transformation of public service needs, grounded in the day-to-day realities of those working in it?

For inspiration, we look to Clackmannanshire Council and its Family Wellbeing Partnership approach. They have embraced human learning systems – a different way of organising public service – to support children, young people, and families. Rather than just meeting needs, they’ve created a system where community voices are central, collaboration is encouraged, and everyone, regardless of role, contributes meaningfully to family wellbeing.

How Clackmannanshire is redefining collaboration

In Clackmannanshire, the Family Wellbeing Partnership goes beyond traditional service delivery. One of the defining aspects of the Clackmannanshire approach has been transforming existing conditions into the ones needed for true collaboration. Everyone working directly with children and families is encouraged to listen, build relationships, and respond flexibly to community needs—even if that means stepping out of their professional roles. For example, school staff and parents created a group to provide after-school family learning programmes and holiday activities, showing how everyone’s role is valued in supporting children and families. 

This new way of working has required leaders to place deep trust in everyone involved—staff, children, and families alike. It took time and perseverance, but this trust means people can approach their work with more joy and purpose.

Clackmannanshire’s journey reminds us that big change involves small, trust-based steps and tenacious, persistent leadership. Building a new public service system isn’t about quick fixes; it’s about creating conditions where everyone—staff, children, and families—can thrive.

“For a long time, a few of us in the community had an idea and dream of supporting families of children and young people living with profound and multiple learning disabilities to have fun activities during holidays and outside of school. By working with a Clackmannanshire Family Wellbeing Partnership, our dream became a reality and we now have many more ideas we are excited to try.” 

(Parent of child with profound and multiple learning disabilities)

Insights for transformative change in public service

The team of leaders collaborating in Clackmannanshire worked with CPI and Keira Oliver to reflect together on what it takes to truly work in this way. The reflection provided an opportunity to deeply examine the challenges, opportunities, and practical steps involved in embracing this approach, which ultimately informed the insights and recommendations captured in the full report, available here. 

While some of the story is specific to Clackmannanshire, true change transcends local boundaries. Here are some insights that other communities might adopt:

• Shift power dynamics: Intentionally set out to create greater equity between public services, citizens, the third sector and communities.
• Engage political leaders: Actively involve political leaders, whose support is critical in creating conditions for a new way of working to be allowed to develop and grow.
• Work on shared values: Invest time and resources in bringing people from across the third sector, public services, and communities together to get to know one another, develop shared values, and bring together their respective jigsaw pieces of the system.
• Prioritise learning: Create a structured approach to learning and make that learning available in real-time within the system to enable immediate adaptation and improvement.
• Balance planning and spontaneity: Be intentional while remaining flexible to respond to opportunities as they arise.
• Embrace distributed leadership: Allow distributed leadership, where people share power and trust each other, and action doesn’t rely on hierarchical positions.