 |
| Source |
In the final days of the campaigns for and against
independence before the vote, politicians and journalists have given most of
their attention to the big economic, business and constitutional issues. At the
Centre for Government and Leadership, our role is to think about public
services and public management. This short guide picks out some of the main
things that managers of public services both north and south of the border need
to think about.
Of course, if the
people of Scotland do vote for independence, years of negotiation will follow.
In that time, everything I talk about here will be raked over. Nothing is
certain now. Much would change very quickly after a “yes” vote. So I make no
apology for speculating. At this stage, everyone has to. The question is not
whether to speculate, but how to speculate thoughtfully.
The guide is
organised straightforwardly. First, I look at the implications of a “no” vote.
Under that heading, the consequences for their counterparts in England, Wales
and Northern Ireland are considered first, before turning to impacts on the
work of public managers in Scotland. Then the guide addresses the likely
effects of a “yes” vote. Again, implications for public services the rest of
the UK are considered first, before examining the consequences for Scotland.
The conclusion considers the time horizon over which the effects might be felt.
This way of
organising the issues means that the guide begins with some of the mildest
effects but moves steadily toward some of the more dramatic ones.
This guide
focuses on issues that have been largely neglected in the mainstream broadsheet
press. It is devoted entirely implications for public managers. Therefore, it
says nothing about party politics or about constitutional issues except as they
affect the financing and redesign of public services.
