Interview: Implementing Universal Basic Services (UBS) in Camden
Hugh Smith, Corporate Strategy Portfolio Lead at the London Borough of Camden, speaks to Autonomy’s UBS Hub
20th June 2025
Universal Basic Services in Camden
Camden Council is taking bold steps, experimenting with a UBS framework to understand how public services can enhance community well-being while responding to the simultaneous crises we are living through. Our UBS Hub sat down with Hugh Smith to discuss Camden’s pilot initiatives, key design principles, and the roles of local and central government in shaping the future of public service provision.
Q: Universal Basic Services (UBS) sounds wildly ambitious. Is it actually possible?
There’s a misconception that UBS is either achievable or not, as if it’s a black-and-white issue. But the reality is more nuanced. Depending on local challenges, community needs, and conditions, there can be many versions of UBS. In Camden, we’re looking at UBS as a guiding ‘North Star’—not something we expect to implement fully in the immediate future but a set of values and principles that we work towards. It’s about creating conditions now so we can achieve this vision in the medium to long term.
For example, a UBS system tailored for Camden—a dense, inner-city area with significant diversity and inequality—would differ significantly from one designed for a rural locality, where needs related to aging or connectivity might dominate.
It’s important to dispel the idea of UBS as a “big bang” solution. Rather, it’s something incremental, achievable in parts, providing platforms we can build from.
Q: You mentioned certain principles guiding UBS implementation. Could you elaborate on those?
We developed four design principles through community engagement and academic collaboration:
1) Accessibility: Public services must be free at the point of need and readily available, embedded within local communities or accessible digitally.
2) Place-sensitive: Services must align with local contexts and specific community needs. For example, transport solutions in inner-city Camden differ vastly from rural areas.
3) Integration: Public services should operate as an interconnected system—no “wrong door” for accessing help. Integrated services prevent people from repeatedly retelling their stories and ensure smooth, collaborative delivery.
4) Democracy: Services should be responsive, allowing users to have a voice in their design and evolution. Feedback loops help services adapt to real community experiences and changing needs.
These broad principles are universally applicable but will yield different results depending on local conditions and communities.
Q: What precisely is Camden piloting right now?
Camden is piloting a specific UBS initiative to push the boundaries of the conventional welfare state. We’re focusing on three areas previously overlooked:
Digital Inclusion: Providing devices, internet connectivity, and digital literacy training.
Food Access: Offering fresh fruit and vegetable deliveries from local providers, addressing issues exacerbated by the cost-of-living crisis.
Mobility as a Service: Testing a credit-based transport system that includes bike loans, public transport, and taxis. We’re examining which transport methods people prefer when given flexible options, emphasizing low-carbon and active travel solutions.
This pilot aims to gather insights on how these services impact residents’ lives and inform future service designs.
Q: What is the role of local government in advancing UBS, and how could central government better support these efforts?
Local government is uniquely positioned to advance UBS because of our direct, in-depth relationships with communities. We’re highly responsive, adaptive, and equipped with detailed local knowledge and rapid feedback loops from residents, voluntary sectors, businesses, and community groups. Historically, local government has pioneered significant public service innovations—from social housing to community wealth building, public health initiatives, and transport systems.
Central government can significantly enhance our capacity by establishing mandates and providing resources that encourage and facilitate local experimentation and innovation. For instance, mandating integrated approaches with local NHS boards or Jobcentres could transform service delivery, similar to past successful models like Sure Start. Such national support would promote preventative approaches, address community needs proactively, and ultimately save public resources while significantly improving outcomes for residents.
Q: What is really important to tell decisionmakers about UBS?
The COVID-19 pandemic and the ongoing cost-of-living crisis underscored the vulnerability of our communities. UBS represents a framework for building resilient communities, with robust support structures capable of absorbing shocks and preventing crises. Given the likelihood of future systemic challenges, investing in UBS now prepares communities to withstand and recover effectively from these events.
Lastly, it’s essential to foster a compelling narrative around UBS—one rooted in social solidarity, generosity, and collective care. Historically, major expansions in public services succeeded by inspiring broad public support through clear, positive visions for the future. By emphasizing these shared values, we can advance UBS as both necessary and achievable.
Hugh Smith is Corporate Strategy Portfolio Lead at the London Borough of Camden. His work focuses on the council’s organisational direction, drawing inspiration from the voices of Camden’s communities. He brings together leaders and teams across the council and builds relationships with partner organisations to shape Camden’s response to complex challenges, to advocate for Camden’s model of public services, and to engage with national policy conversations.