PhD Student: Ruth Goold; Partner: Birmingham City Council; Supervisors: Prof. Catherine Needham and Prof. Jessica Pykett; School: School of Social Policy and Society.
Demand for services at Birmingham City Council has surged in recent years, with many citizens accessing support only after reaching crisis, as outlined in the local authority’s Temporary Accommodation Strategy 2023–2028. This growing demand is placing increased pressure on already overstretched local government services, exacerbated by austerity measures between 2010 and 2015, during which councils lost more than half their funding. Several local authorities across the Core Cities have recently issued section 114 notices, signalling their inability to meet expenditure commitments from existing income. These financial constraints are prompting widespread restructuring of local government and public service provision across the UK.
To address these challenges, Birmingham City Council has launched an Early Intervention and Prevention program aimed at maintaining sufficient income to provide essential services. The program focuses on preventing issues from escalating by intervening earlier, promoting independence, and enhancing overall well-being, which ultimately reduces demand for social services. A successful example of this approach is the ‘Wigan Deal,’ which saved Wigan £160 million between 2010 and 2020 through a combination of efficiency measures, service reforms, and demand reduction.
Birmingham City Council has already implemented several pilot programs to test early intervention strategies. In 2023, for example, Neighbourhood Advice and Information Service advisors used behavioral science techniques, such as ‘nudging,’ to encourage low-income households to access welfare benefits they were entitled to. This resulted in 29 individuals receiving support, leading to a total income maximization of £94,854.88, or approximately £2,457 per person. By incorporating insights from behavioral science—such as nudging (Thaler & Sunstein, 2008), imbalance theory (Heider, 1958), psychological reactance theory (Brehm, 1996), and change theory (Marcus et al., 1992)—the Council aims to improve service delivery and prevent future crises for both citizens and the organization.
However, a deeper understanding of human behavior is needed to tackle this urgent issue. Currently, there is limited application of behavioral science in public service delivery, especially in the post-COVID-19 context, where the cost-of-living crisis and local authority financial difficulties have worsened. This project will investigate how behavioral science methods and theories can be embedded into council services to support citizens before they reach a crisis. Working closely with Birmingham City Council, the researcher will conduct qualitative research and analyse council data to determine how early interventions could have better supported citizens in crisis.
The project will develop an interdisciplinary understanding of citizens at risk of crisis whilst using asset based approaches, and create personas that help service providers identify and assist these individuals earlier. It will also modify service delivery channels using behavioral science insights, linking service needs to geographical factors and monitoring progress through a live data visualization platform. Academically, the research will document the impact of behavioral science on public service delivery, applying theories from fields such as urban geography, public health, and social policy. The public and commercial benefits include reducing crisis interventions, increasing early engagement, achieving financial savings, and enhancing transparency through public data visualizations.
The project aims to address the economic challenges local authorities face by adopting a more sustainable, proactive approach to public service delivery in Birmingham and other regions.