11 Sep 2026
When he came to power as Prime Minister, Andy Burnham said he wanted to end 40 years of neoliberalism, and repeatedly criticised the privatisation of life’s essentials.
However, he has repeatedly used the language of ‘public control’, which blurs the lines and makes it unclear what he actually wants to deliver.
‘Public control’ is a broad and evasive term - arguably it simply means regulation. For example, we already have public control of our water because it’s controlled by the regulator Ofwat. They have control over how much water companies can charge, and are supposed to ensure that they stick to the terms of their licences. Yet sewage still flows into our rivers and seas; pipes keep bursting and the taps keep running dry - all while we pay more and more for the privilege.
And to complicate matters even further, think tanks such as the Good Growth Foundation have laid out the case for a ‘third-way’ mutualisation option. They suggest that water companies could function as not-for-profits which are owned by customers.
The clock is ticking on Thames Water, as the utility is set to run out of money by the end of this year. As this new government decides their next steps, it’s more important than ever to outline what counts as public ownership.
Choosing to continue privatisation under a different name would be a huge betrayal of all of the members of the public who are desperate for change. We need a true transfer of assets to the people who are relying on them and paying for them. And we need governance systems that move beyond tokenism, and enable households across the country to shape their services. We need public services that truly give people POWER.
Here are our 5 key tests of public ownership:
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Profits all reinvested. 100% of any profits created must go back into maintaining and improving the service.
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Ownership guarantee. The company should be 100% owned by local (in the case of water) elected authorities with a governance structure that protects against the risk of future takeover by the private sector AND future sell off by government.
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We get a vote. Households in the region - the public service users - must have a direct way to hold the company to account and improve the service. They should also have access to all data. (Water, for example, is a natural monopoly so we have no say as consumers but we must have a say as citizens)
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Efficient borrowing. The company must have access to finance for investment at public sector borrowing rates. This will always be cheaper than private finance.
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Representation.The board which oversees performance must represent the broad public interest, including households, trade unions and environmental organisations such as (in the case of water) local anti sewage groups
Public ownership itself is a broad term, which can take many forms.
It can take place at local, regional or national levels, or a combination of these - that’s why at We Own It we use the term ‘public ownership’ instead of ‘nationalisation’.
These 5 key tests define exactly what is meant by modern public ownership, which can and should learn from co-operative style governance, and the direct, democratic involvement of service users in the running of their services.
Any new model - for Thames Water and for public services across the board - must get a yes on these key tests, which capture the essential ingredients to get the best of all worlds for our public services.
Uncertainty over the future of private companies such as Thames Water is a huge opportunity for this government. By following these 5 principles, Burnham can make good on his promise to transfer power into the hands of local people.
The people who use services have ideas about how to make them work better - for example see our People’s Plan for Water. We want POWER!
What do you think about the 5 tests? Leave your thoughts in the comments section below.
