Beyond Growth: Rethinking Health, Wealth and Local Government

truthaboutlocalgov
Aug 6
19 min read

In the latest episode of Truth About Local Government, I sat down with Rob Noonan from the University of Chester to explore a provocative and timely question: Is economic growth always good? Drawing on his 2024 book Capitalism, Health and Well-being: Rethinking Economic Growth for a Healthier, Sustainable Future, Rob challenges the orthodoxy that growth is the ultimate goal of public policy. Instead, he argues for a radical reimagining of how we define success placing health, equity, and sustainability at the heart of local government decision-making. This blog post unpacks our conversation and offers practical insights for council officers, elected members, and senior leaders who are ready to rethink the growth paradigm.

The Hidden Costs of Growth

Rob Noonan begins his critique by challenging one of the most deeply entrenched assumptions in public policy: that economic growth is inherently beneficial. For decades, GDP has been treated as the ultimate measure of progress. Governments, businesses, and even local authorities have pursued growth as a panacea for social challenges from poverty to public service funding. But Rob asks a critical question: What if growth is making us sicker, not healthier?

“We obsess about growing the economy and we downplay the social cost. What good is growth if society gets sicker?”

This question is not rhetorical it’s backed by evidence. Rob points to rising rates of obesity, mental ill-health, and inequality, even in periods of sustained economic expansion. These trends suggest that growth, as currently pursued, may be masking deeper societal dysfunctions.

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He illustrates how growth can be driven by behaviours and industries that actively harm public health. For example, increased consumption of ultra-processed foods may boost retail sales and GDP, but it also contributes to obesity, diabetes, and cardiovascular disease. Similarly, reliance on private vehicles may stimulate the automotive sector, but it leads to air pollution, sedentary lifestyles, and traffic-related fatalities.

Even the pharmaceutical industry, while economically significant, reflects a troubling reality: more people are relying on medication to cope with stress, anxiety, and depression conditions often exacerbated by economic insecurity and social isolation.

These examples reveal a paradox. Growth can coexist with and even contribute to declining well-being. This is particularly relevant for local government, which often bears the brunt of these hidden costs. Councils are tasked with managing the consequences of poor health, inequality, and environmental degradation. They run social care services, public health programmes, housing schemes, and community initiatives all of which are stretched thin by rising demand and shrinking budgets. Yet, despite this frontline experience, local authorities operate within a system that continues to reward growth above all else. Funding formulas, performance metrics, and political narratives are still tied to economic indicators, leaving little room to prioritise well-being or sustainability.

Rob’s critique invites a fundamental rethinking of what progress looks like. It’s not enough to grow the economy if that growth is uneven, unhealthy, or unsustainable. Instead, we must ask: What kind of growth? For whom? At what cost? This shift in perspective is not just academic it has profound implications for policy and practice. It means recognising that economic expansion is not a neutral force. It can be shaped, redirected, and reimagined to serve broader goals. And it means empowering local government to lead that transformation, using its unique position to champion health, equity, and environmental stewardship.

Capitalism and the Value System Behind Inequality

Rob Noonan’s critique of capitalism goes far beyond the usual economic arguments. He delves into the cultural and psychological dimensions of the system, arguing that capitalism doesn’t just shape markets it shapes minds. At its core, capitalism promotes a value system that glorifies productivity, competition, and materialism. These values become embedded in our institutions, our policies, and even our personal identities.

“People are valued based on what they produce and consume. That shapes attitudes towards taxes, the welfare state, public services, and even regulations around harmful advertising.”

This insight is crucial for understanding the persistence of health inequalities. In a society where worth is measured by output and consumption, those who cannot compete due to poverty, disability, chronic illness, or systemic disadvantage are marginalised. Their struggles are often dismissed as personal failings rather than symptoms of a broken system. Rob highlights how this value system influences public policy. When productivity is king, public services are seen as costs rather than investments. Welfare is stigmatised. Taxation is resisted. Regulations that protect health such as limits on junk food advertising or environmental protections are viewed as barriers to growth.

This creates a vicious cycle. The very policies that could reduce inequality and improve health are undermined by a system that prioritises economic expansion above all else. Meanwhile, individuals internalise these values, leading to stress, burnout, and a sense of inadequacy. The result is a society where mental health deteriorates, physical health declines, and inequality widens. Rob’s work invites us to see these outcomes not as isolated issues, but as interconnected consequences of a value system that needs urgent re-evaluation. For local government, this means recognising that economic policy is also health policy and that challenging the growth narrative is essential to building a fairer, healthier society.

Local Government’s Role in Rethinking Growth

Local government is uniquely positioned to lead the charge in rethinking growth. Councils are close to communities. They understand the lived realities of inequality, poor health, and environmental degradation. And they have the tools to make a difference through planning, procurement, service delivery, and partnership working. Rob is clear that councils must begin by acknowledging the social costs of growth. This means asking critical questions about who benefits from economic expansion, and who is left behind.

“Local government can show an appreciation for the prospect that growth can actually have social costs. They can ask: who is involved in creating this growth? Who is and isn’t benefiting?”

This shift in perspective opens the door to alternative models of success. Rob encourages councils to adopt well-being frameworks that go beyond GDP and incorporate indicators such as mental health, community cohesion, environmental quality, and access to services.

These frameworks are not just theoretical they are practical tools for decision-making. They allow councils to assess whether policies and investments are truly improving lives, or simply boosting economic metrics. They also help to align local strategies with broader goals such as sustainability, equity, and resilience. Importantly, Rob emphasises that growth is not inherently bad. It can provide resources and opportunities. But it must be balanced with other priorities. Councils can lead by example, showing that it is possible to pursue prosperity without sacrificing health or fairness.

This requires courage. It means challenging long-held assumptions and resisting pressure to prioritise short-term economic gains. But it also offers hope. By redefining success, councils can build communities that are not only wealthier, but healthier, happier, and more sustainable.

Frameworks for Change

1. Thriving Places Index (TPI)

Developed by: Centre for Thriving Places🔗 Visit Thriving Places Index

The Thriving Places Index is a pioneering tool designed to help local authorities understand and improve the conditions that enable people and places to thrive. Unlike traditional economic indicators such as GDP, TPI offers a multidimensional view of well-being, drawing on 49 indicators across domains including health, education, environment, equality, and local economy.

Benefits:

Comprehensive and Place-Based: TPI provides a nuanced picture of well-being at the local level, enabling councils to tailor interventions to the specific needs of their communities.
Balanced Approach: It integrates economic, social, and environmental dimensions, ensuring that prosperity is not measured solely by financial metrics but by quality of life.
Accessible and Transparent: The index uses publicly available data, making it easy for councils, community groups, and residents to engage with and understand the findings.
Equity-Focused: TPI highlights disparities within and between areas, helping councils identify where inequalities are most pronounced and where targeted action is needed.

Impact on Policy Decisions:

Strategic Planning: Councils use TPI to inform long-term strategies, ensuring that investments and policies align with well-being goals.
Cross-Sector Collaboration: The shared framework encourages collaboration between departments such as public health, housing, and transport by providing a common language and set of priorities.
Funding Allocation: TPI helps councils prioritise spending in areas that will have the greatest impact on community well-being.
Community Engagement: By making well-being visible and measurable, TPI empowers residents to participate in shaping local priorities.

Case Studies

Wigan Council

Wigan used the Thriving Places Index as part of the Empowering Places programme to assess local conditions across domains such as work, local economy, and community wellbeing. The TPI helped Wigan identify areas of deprivation and social inequality, enabling targeted interventions in neighbourhoods with the lowest scores. The council used this data to support community-led initiatives and to evaluate the impact of its “Deal for Communities Investment Fund,” which aimed to build resilience and reduce demand on public services [1].

Bradford Council

Bradford applied the TPI to support its long-term regeneration strategy, including the ambitious City Village project. The index helped the council understand disparities in wellbeing across the city and informed the design of inclusive housing, public realm improvements, and cultural infrastructure. Bradford’s regeneration is landscape-led, with a strong emphasis on placemaking, clean growth, and community pride. The TPI data supported the council’s efforts to balance economic development with social and environmental outcomes [2].

Plymouth Council

Plymouth used the TPI to inform its strategic planning under the Plymouth Plan, which looks ahead to 2034. The index provided insights into local strengths and challenges, helping the council align its spatial strategy with wellbeing goals. Plymouth focused on improving local conditions around employment, education, and community cohesion, using TPI data to guide investment in deprived areas and to monitor progress over time [1].

2. SEED Model (Social, Economic, Environmental, Democratic)

Developed by: Carnegie UK🔗 Explore SEED Model

The SEED model offers a holistic framework for understanding and improving well-being by focusing on four interconnected domains: Social, Economic, Environmental, and Democratic. It encourages councils to move beyond siloed thinking and consider how different aspects of life interact to shape community outcomes.

Benefits:

Holistic and Integrated: SEED recognises that well-being is multidimensional and that progress in one domain often depends on improvements in others.
Democratic Emphasis: Unlike many frameworks, SEED explicitly includes democratic well-being, encouraging councils to strengthen civic participation and trust in institutions.
Environmental Stewardship: The model promotes sustainable development, helping councils balance economic growth with ecological responsibility.
Adaptability: SEED is flexible and can be tailored to different local contexts, making it suitable for urban, rural, and mixed communities.

Impact on Policy Decisions:

Inclusive Policy Design: Councils use SEED to ensure that policies reflect the values and needs of diverse communities, particularly marginalised groups.
Gap Analysis: The framework helps identify areas where services are lacking or where outcomes are falling short, guiding resource allocation and programme development.
Participatory Governance: SEED supports citizen-led decision-making, encouraging councils to involve residents in shaping local priorities and evaluating outcomes.
Resilience Building: By focusing on social and democratic well-being, SEED helps councils build stronger, more connected communities capable of withstanding economic and environmental shocks.

Case Studies

North of Tyne Combined Authority

The North of Tyne Combined Authority (NTCA) adopted the SEED model to develop a wellbeing framework that reflects residents’ priorities across social, economic, environmental, and democratic domains. The framework was co-produced with communities and included ten key priorities such as education, fair work, health, and sustainability. NTCA used this model to guide inclusive investment decisions and to evaluate the impact of its devolution deal. The SEED approach helped NTCA embed wellbeing into its economic strategy and foster cross-sector collaboration [3].

Dunfermline (Fife Council)

In Dunfermline, the SEED model informed the Local Strategic Assessment and community planning processes. The city used SEED-aligned indicators to assess resilience, financial vulnerability, and access to services. The data revealed that Dunfermline South had the highest levels of active travel and civic engagement, while Dunfermline North faced challenges around health and qualifications. These insights guided targeted interventions and helped align spatial planning with community needs. The SEED model supported a shift toward prevention and place-based approaches [4].

Fife Council (Wider Application)

Fife Council embedded the SEED model into its Plan for Fife, a ten-year strategy for public services. The plan focuses on fairness, inclusive growth, and thriving places. SEED domains helped the council prioritise actions across health, education, environment, and democratic participation. Community planning in Fife is now structured around local leadership groups and neighbourhood development plans, with SEED providing the evidence base for decision-making. The model has strengthened partnerships and improved alignment between spatial and community planning [5].

3. Doughnut Economics

Popularised by: Kate Raworth🔗 Learn about Doughnut Economics

Doughnut Economics is a transformative framework that redefines what it means for an economy to thrive. Instead of focusing solely on GDP growth, it envisions a “safe and just space for humanity” where everyone’s needs are met without breaching the planet’s ecological limits. The model is visualised as a doughnut: the inner ring represents the social foundation (e.g. health, education, equity), while the outer ring represents planetary boundaries (e.g. climate, biodiversity, pollution). The goal is to operate within this space meeting human needs while respecting environmental limits.

Benefits for Local Government:

Balances Social and Environmental Priorities: Doughnut Economics helps councils consider both social justice and environmental sustainability in every decision, ensuring that policies do not improve one at the expense of the other.
Encourages Systems Thinking: It promotes a holistic view of local economies, recognising the interconnectedness of housing, transport, health, education, and the environment.
Accessible Decision-Making Tools: Visual tools like the “decision wheel” make complex trade-offs easier to understand and communicate, supporting more transparent and inclusive governance.
Supports Long-Term Planning: The framework encourages councils to think beyond electoral cycles and short-term economic gains, focusing instead on resilience, equity, and sustainability.

Impact on Policy Decisions:

Integrated Policy Assessment: Councils using Doughnut Economics can assess the full spectrum of impacts social, environmental, and economic before making decisions.
Cross-Departmental Collaboration: The model breaks down silos by encouraging departments to work together on shared goals, such as reducing emissions while improving health outcomes.
Evidence-Based Mitigation: It helps identify potential harms early in the policy process, allowing for mitigation strategies to be built into project design.
Public Engagement: The visual nature of the model supports community engagement and helps residents understand how decisions affect their lives and the planet.

Case Studies

Cornwall Council – Cornwall Development and Decision Wheel (CDDW)

Since 2019, Cornwall Council has embedded Doughnut Economics into all Cabinet decisions through the Cornwall Development and Decision Wheel (CDDW). This tool guides officers through a structured assessment of how proposed policies or projects impact 12 domains, including air quality, biodiversity, housing, and social equity [1].

Key Impacts:

Climate Integration: The wheel ensures that climate and ecological considerations are embedded in every decision, not treated as afterthoughts.
Co-Benefits Identification: It helps identify opportunities for co-benefits, such as job creation alongside carbon reduction.
Transparency and Accountability: The wheel provides a visual summary of each decision’s impact, making trade-offs visible and debatable.
Real-World Example: When assessing the development of Cornwall Spaceport, the wheel flagged potential emissions impacts. This led to a partnership with the University of Exeter to quantify emissions and prompted the operator to invest in energy efficiency improvements [1].

Implementation Lessons:

The tool was developed in-house, initially using Excel, and later upgraded to a digital platform.
Strong leadership support and dedicated officer time were critical to success.
The tool is now being rolled out across the council, including for budget setting and sustainable commissioning.

🔗 Read the full case study

Camden Council – Climate Action Plan and Citizens’ Assembly

While Camden has not formally adopted the Doughnut model in the same structured way as Cornwall, its Climate Action Plan (2020–2025) reflects many of the same principles. Camden was the first UK council to convene a Citizens’ Assembly on the climate crisis, and its plan is rooted in social justice, evidence-based decision-making, and community empowerment [2].

Key Impacts:

Participatory Governance: The Citizens’ Assembly shaped the council’s climate strategy, ensuring it reflected residents’ values and priorities.
Whole-System Thinking: The plan integrates housing, transport, energy, and public health into a unified vision for a zero-carbon borough by 2030.
Equity and Inclusion: Camden’s approach explicitly links climate action with reducing inequality and improving quality of life for all residents.

Doughnut-Inspired Thinking:

Camden’s emphasis on balancing environmental goals with social outcomes mirrors the Doughnut model’s core philosophy.
The council’s “Think and Do” community hubs provide space for residents to co-create local solutions, echoing the participatory ethos of Doughnut Economics.

🔗 Explore Camden’s Climate Action Plan

4. Inclusive Growth Framework

Developed by: West Midlands Combined Authority (WMCA)🔗 Access Inclusive Growth Tool

The Inclusive Growth Framework developed by WMCA is a bold and practical approach to reimagining economic development. It shifts the focus from growth for its own sake to growth that is shared, sustainable, and socially purposeful. The framework is built around eight “fundamentals” derived from the Sustainable Development Goals and structured using principles from Doughnut Economics. These fundamentals include health, housing, education, transport, environment, economy, power, and connection.

Benefits for Local Government:

Translates Theory into Practice: The framework operationalises inclusive growth, making it actionable for councils through tools, metrics, and guidance.
Mission-Driven Investment: It aligns public and private investment with social and environmental missions, ensuring that funding decisions support broader community outcomes.
Breaks Down Silos: By connecting different policy areas, the framework encourages integrated thinking across departments and sectors.
Equity-Focused: It helps councils identify who is benefiting from growth and who is not enabling targeted interventions to reduce inequality.
Adaptable and Scalable: The framework can be applied at different scales, from neighbourhood-level planning to regional strategy.

Impact on Policy Decisions:

Embedded in WMCA Strategy: The framework is embedded into all WMCA programmes and funding decisions, forming the basis of the West Midlands Outcomes Framework [1].
Guides Regeneration and Infrastructure: It informs major capital projects, ensuring that physical development delivers social value.
Supports Anchor Institutions: Encourages hospitals, universities, and councils to invest locally, hire inclusively, and support community wealth building.
Informs Procurement and Commissioning: Councils use the framework to assess whether suppliers and partners contribute to inclusive growth goals.

Case Studies

WMCA Race Equalities Taskforce – Race Forward Strategy

Launched in 2022, the Race Equalities Taskforce developed the Race Forward strategy to tackle racial disparities across the West Midlands [2]. The strategy is rooted in the Inclusive Growth Framework and focuses on five key areas: jobs and skills, health and wellbeing, housing, transport, and criminal justice.

Key Impacts:

Community Hubs: Investment in hubs that connect racialised communities to employment and education opportunities.
Culturally Intelligent Services: Training for health practitioners to better serve diverse populations.
Fairer Housing Access: Initiatives to increase the supply of affordable homes and reduce homelessness among ethnic minority groups.
Inclusive Transport Planning: Strengthening community voice in transport decisions to ensure accessibility and equity.

The strategy was endorsed by regional political leaders and is now guiding WMCA’s efforts to embed racial equity into all aspects of policy and service delivery.

🔗 Explore Race Forward Strategy

East Birmingham Inclusive Growth Programme

The East Birmingham Programme is a 20-year initiative led by Birmingham City Council and supported by WMCA. It aims to regenerate one of the most deprived areas in England by linking physical development with social and environmental outcomes [3].

Key Impacts:

Community-Led Planning: Residents and local organisations are actively involved in shaping regeneration plans, ensuring that development reflects local needs.
Integrated Investment: The programme combines capital investment (e.g. transport infrastructure, housing) with socio-economic interventions (e.g. skills training, health services).
Levelling Up Zone: East Birmingham is part of a strategic corridor connecting the city centre to the HS2 Interchange, with inclusive growth principles guiding all development.
Neighbourhood-Level Focus: Projects like the Tyseley and Hay Mills Liveable Neighbourhoods initiative demonstrate how inclusive growth can be applied at the ward level.

The programme is a model for how councils can use inclusive growth to ensure that regeneration benefits all residents not just those already advantaged.

🔗 Learn about East Birmingham Programme

5. Local Well-being Economy Monitor

Developed by: Scottish Government🔗 View Well-being Economy Monitor

The Local Well-being Economy Monitor is a strategic tool developed by the Scottish Government to help councils track progress across a wide range of well-being indicators. It aligns with Scotland’s National Performance Framework and supports the transition to a well-being economy one that prioritises people and planet over profit.

Benefits for Local Government:

Comprehensive Indicator Set: The monitor includes metrics on health, education, income, environment, and civic engagement, offering a holistic view of community well-being.
Place-Based Decision Support: Councils can use the data to tailor interventions to local needs, ensuring that policies reflect the lived realities of residents.
Empowers Communities: By making well-being visible and measurable, the monitor encourages citizen engagement and supports participatory governance.
Supports Strategic Planning: The tool helps councils align their strategies with national outcomes and sustainability goals.
Promotes Accountability: Transparent reporting of well-being indicators fosters trust and enables evidence-based policy evaluation.

Impact on Policy Decisions:

Health and Poverty Strategies: Councils use the monitor to identify areas with poor health outcomes or high poverty rates and target resources accordingly.
Climate and Sustainability Planning: Environmental indicators guide local climate action plans and green infrastructure investments.
Inclusive Economic Development: The monitor helps councils assess whether economic growth is translating into improved well-being for all residents.
Performance Monitoring: It provides a baseline for tracking progress and evaluating the impact of local policies over time.

Case Studies

Orkney Islands Council

Orkney has consistently ranked high in civic engagement, with 28.8% of residents reporting they feel able to influence local decisions the highest in Scotland [1]. This reflects the council’s commitment to participatory governance and its use of the Well-being Economy Monitor to guide local policy. Orkney has applied the monitor to assess the impact of community wind farm developments and agricultural reforms, ensuring that economic initiatives align with social and environmental goals.

Key Impacts:

Strengthened community voice in planning and development.
Improved alignment between local investment and well-being outcomes.
Enhanced transparency in decision-making processes.

Stirling Council

Stirling has used the monitor to support its economic strategy and budget planning. The council applied well-being indicators to assess the socio-economic impact of proposed budget savings, including changes to library services, community grants, and leisure funding. This approach ensured that decisions were informed by data on health, inequality, and community resilience [2].

Key Impacts:

Data-driven prioritisation of services that support vulnerable groups.
Integration of well-being metrics into financial planning and impact assessments.
Strengthened cross-sector collaboration around shared well-being goals.

Case Studies

Brent Council – Community Wellbeing Project

Brent partnered with Sufra NW London and other local organisations to tackle food poverty and build resilience. The project was co-designed with residents and focused on holistic support tailored to complex needs. Brent’s approach reflects well-being economy principles by prioritising dignity, equity, and long-term impact [3].

Key Impacts:

Reduced dependency on emergency food support.
Strengthened community networks and local capacity.
Embedded social value into regeneration partnerships.

🔗 Read Brent’s case study

Bath and North East Somerset – Health and Wellbeing Board Integration

Bath and North East Somerset Council has developed a seven-year Health and Wellbeing Strategy through its Health and Wellbeing Board. The board integrates health, social care, housing, education, and community services, using well-being indicators to guide joint commissioning and service transformation [4].

Key Impacts:

Deepened integration between NHS and council services.
Asset-based neighbourhood development to improve health outcomes.
Community hubs supporting compassionate, place-based care.

🔗 Explore the strategy

County Durham – Health and Wellbeing Board

County Durham’s Health and Wellbeing Board uses a Joint Strategic Needs and Assets Assessment (JSNAA) and a Joint Health and Wellbeing Strategy (JHWS) to guide integrated working across health, public health, and social care [5]. The board applies well-being metrics to address issues such as mental health, substance misuse, and housing.

Key Impacts:

Coordinated service delivery across multiple sectors.
Evidence-based prioritisation of health and social care investments.
Enhanced community engagement in strategic planning.

🔗 Learn more

Hackney Council – Well-being Metrics in Housing and Public Health

Hackney uses its Health and Wellbeing Board and Joint Strategic Needs Assessment (JSNA) to apply well-being metrics in areas such as housing, mental health, and public health [6]. The council’s strategy includes targeted interventions for vulnerable populations and integrates housing quality into health planning.

Key Impacts:

Improved housing conditions linked to better health outcomes.
Data-informed public health campaigns and service design.
Strengthened collaboration between housing, health, and community sectors.

🔗 Visit Hackney’s Health and Wellbeing Profile

Bridging the Gap Between Academia and Practice

One of the most compelling themes in my conversation with Rob Noonan was the urgent need to strengthen collaboration between academic institutions and local government. Rob emphasised that universities are not just centres of research they are anchor institutions with the potential to drive local change, support evidence-based policy, and amplify community voices.

“Universities are often referred to as anchor institutions. Local authorities can work with them to improve evidence-based decision-making, measure impact, and listen to residents’ voices.”

This partnership is especially vital in the context of well-being economies, where data, evaluation, and co-production are essential to success. Rob outlined several practical ways councils can engage with academia:

1. Embed Researchers Within Local Authorities

Embedding researchers directly into council teams allows for real-time collaboration, knowledge exchange, and co-production of solutions. These embedded roles can help translate academic insights into actionable policy, while also giving researchers access to real-world data and challenges.

Example: The Policy Fellowships model used by councils such as Camden and Bristol has enabled researchers to work alongside officers on issues like housing, climate, and public health resulting in more robust, locally grounded strategies.

2. Collaborate on Pilot Projects and Well-being Surveys

Joint pilot projects allow councils and universities to test new approaches, gather evidence, and refine interventions before scaling. Well-being surveys co-designed with academic partners can provide rich insights into community needs and lived experiences.

Example: In Greater Manchester, the University of Manchester partnered with local authorities to develop a Well-being Tracker that informed COVID-19 recovery planning and mental health support services.

3. Match-Fund PhDs to Evaluate Interventions

Councils can co-fund doctoral research focused on evaluating specific programmes or policies. These projects not only build research capacity but also generate rigorous evidence that can inform future decisions.

Example: Fife Council has supported PhD students to evaluate community planning initiatives, helping to refine its SEED-based strategy and improve service delivery.

Why This Matters:

These partnerships help councils move beyond anecdotal evidence and toward data-driven, context-sensitive strategies. They also foster innovation, build capacity, and ensure that public policy is grounded in both theory and practice. In an era of complex challenges from climate change to inequality this kind of collaboration is not optional; it’s essential.

A New Narrative for Local Government

As I reflected during the podcast, Rob’s message is both compelling and challenging. It asks us to confront the dominant narrative that has shaped public policy for decades the idea that economic growth is the ultimate goal.

“What you’re saying makes complete sense, but it is challenging the narrative that people have grown up with, live with, and work by.”

Rob’s work invites us to rethink the very foundations of our economic and policy frameworks. He argues that growth, while not inherently bad, becomes problematic when pursued without regard for its social and environmental consequences.

“We were told that a rising tide lifts all boats. But that’s just not true. Inequality has been rising. Poverty has been rising. Public services are crumbling. People are burnt out.”

This is not just a critique it’s a call to action. As local leaders, elected officials, and senior directors, we have a responsibility to ask difficult questions:

Who benefits from growth?
What are the hidden costs?
Are we improving lives or just increasing output?

The new narrative Rob proposes is one rooted in well-being, equity, and sustainability. It’s about redefining success not by how much we produce, but by how well we live. It’s about building communities where everyone has the opportunity to thrive, regardless of income, postcode, or background.

What This Means for Councils:

Reframe Strategic Goals: Move beyond GDP and economic metrics to include health, happiness, and environmental quality.
Adopt Well-being Frameworks: Use tools like the Thriving Places Index, SEED Model, and Doughnut Economics to guide decision-making.
Engage Communities: Involve residents in shaping local priorities, ensuring that policies reflect lived experience.
Invest in Prevention: Focus on upstream interventions that reduce demand on services and improve long-term outcomes.
Lead by Example: Champion inclusive, sustainable development and share learning across the sector.

This is not an easy shift. It requires courage, creativity, and collaboration. But it also offers hope a chance to build a future where local government is not just a service provider, but a steward of well-being.

Further Reading and Resources

If you’re ready to explore these ideas further, here are some essential resources:

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