Public Services after Austerity: Zombies,Suez or Collaboration?

Public services—in the UK and elsewhere—are under considerable pressure, not just from austerity, but also from a variety of social, demographic and technological changes (in effect ‘austerity plus’). In this context, three broad options are open to policy‐makers: continue with tried‐and‐tested approaches while spending less money, which in the UK means a reliance on ‘New Public Management’ (NPM); withdraw completely from certain public services; or develop new approaches to public administration. We argue that all of these approaches have been attempted in recent years, but it is the final option that is most interesting and potentially the most beneficial. In this article, we examine experiments with these new approaches in responding to ‘austerity plus’. In particular, we examine various attempts at ‘collaboration’ in public services and discuss the risks associated with them. We conclude by setting out the extent to which policy‐makers have moved beyond NPM and suggesting some of the benefits that this could bring.     

“The pluses of pulses”: haricot beans and women’s empowerment in Ethiopia

This practical note demonstrates the role that haricot beans play in assisting women to become food and nutrition secure, to generate income, and to have sustainable livelihoods that are resilient to shocks. Based on qualitative research among female and male beneficiaries of a pulse innovation project implemented in southern Ethiopia, the note provides a summary of the critical voices of farmers, and the role that haricot beans play in empowering women. It also outlines some of the challenges that the project faced in achieving its empowerment objectives.