Staying Human in Times of Austerity

The reality of human services is that systemic pressures are always there. Funding freezes, shifting policies, staffing shortages, increasing demand: these challenges aren’t new, but they’ve become more intense in recent years. When resources are stretched and organisations are asked to do more with less, the pressure to streamline, standardise, and prioritise efficiency over experience can feel unavoidable.

In times of austerity, the temptation is to retreat into what feels safe, tighten processes, limit flexibility, focus on compliance, and stick to what’s measurable. And often, without even realising it, person-directed practice starts to take a back seat. Not because people stop caring, but because the system starts dictating how things have to be done, and suddenly, there’s less room to focus on what actually matters to the person you are being of service to.

But here’s the thing: being person-directed isn’t about having unlimited resources. It’s not about offering endless choices or fixing broken funding models overnight. It’s about how we show up, how we listen, and how we use the resources we do have to prioritise autonomy and real choice; even when things are tight.

What Happens When Systems Tighten?

When austerity measures hit, human services feel the impact immediately, often in ways that ripple out far beyond the flaxroots. Decisions made at a policy level translate into real-world constraints, shaping not just what organisations can offer, but how people experience their roles and how people are served.

Do More With Less

When funding is stretched, organisations are expected to do more with less. That often means flaxroots team members take on more (in volume or complexity) than they realistically have time for. The pressure to keep up with demand can turn deep, person-directed practice into transactional support; shorter engagements, rushed visits, and less time to truly listen and be of service to the person in front of you.

The risk? People stop feeling seen. When the teams are stretched thin, the small but crucial aspects of relationship-building, pausing to ask an extra question, taking time to explain options, or simply being fully present; can start to slip away. And over time, that erodes trust in the very systems designed to help.

More Rigid Policies

Austerity often comes with a push for greater control over decision-making, particularly around funding and eligibility. Flexibility gives way to standardisation, services become more tightly defined, leaving less room for flaxroots discretion.

What does this look like in practice? It’s the team member who wants to offer a more tailored response but is bound by strict funding criteria. It’s the person who should qualify for service but doesn’t quite fit the category. It’s the frustration of knowing what someone needs but having to say, “I’m sorry, that’s not how the system works.”

When autonomy is removed from both team members and the persons they serve, human services become rigid, bureaucratic, and less responsive to real human lives.

Efficiency Pressures

When funding tightens, there’s often a shift in focus: how do we serve more people, faster? On paper, efficiency sounds like a good thing. In reality, it can mean that speed and throughput take precedence over meaningful outcomes.

The system starts measuring success by numbers, how many goals were completed, how many referrals were processed, rather than by the quality of service or the actual impact on people’s lives.

And when time becomes the biggest constraint, what gets cut first is often the space for real human connection.

Emphasis on Compliance Over Connection

Austerity often brings more oversight, more reporting, and more pressure to demonstrate accountability. Organisations must justify every dollar spent, every decision made, every intervention provided. And while accountability is important, it often shifts focus away from the person and onto the paperwork.

Instead of spending time with people, team members are spending more time documenting interactions, meeting reporting requirements, and navigating red tape. The system starts prioritising what can be measured over what truly matters. And when that happens, people experience services as impersonal, transactional, and disconnected from their actual needs.

These Pressures Are Real—But They Don’t Have to Erase Person-Directed Practice

It’s easy to feel like these systemic pressures leave no room for autonomy, choice, or person-directed practice. But the truth is, even in constrained environments, there are always ways to hold onto what matters, to work within the system while still prioritising human connection, flexibility, and genuine service.

Because the real power of a person-directed approach isn’t in having unlimited resources or perfect conditions, it’s in the small, everyday choices that position people over processes.

Being of Service When Resources Are Scarce

Even in the most challenging environments, it is possible to be person-directed. It just requires a shift in mindset, practice, and organisational culture.

Prioritise What’s in Your Control – Systemic constraints are real, but how you show up in each interaction still matters. Even if you’re working within strict guidelines, people feel the difference when they are heard, respected, and given as much say as possible. A five-minute interaction with real listening is more person-directed than an hour of ticking boxes.

Flexibility Within Structure – Sometimes, the ‘what’ of service delivery is fixed, but the ‘how’ is where person-directed practice lives. Are there small choices that can be offered? Can processes be adapted to fit a person’s specific needs rather than making them fit the process? Even micro-flexibility can create a sense of agency.

Advocacy as a Core Practice – Person-directed work doesn’t just happen at the flaxroots; it also means pushing back where possible. Challenging restrictive policies, speaking up about the impact of funding cuts, and advocating for more humane systems is part of staying person-directed; even when the system itself is under strain.

Hold on to Humanity – When times are tough, organisations often default to survival mode. Focusing on numbers, budgets, and compliance. But what makes human services human is the way people feel when they interact with the system. In times of scarcity, being of service isn’t about doing more, it’s about making the moments that do exist count.

Person-Directed Practice Is a Choice, Not a Luxury

Yes, systemic pressures shape what’s possible. But they don’t dictate whether we centre people in our work. Person-directed practice isn’t an extra that gets dropped when things get tight; it’s the foundation of meaningful service, especially in hard times.

Because if we abandon autonomy and choice when resources are scarce, we are left with nothing but a system serving itself.

And that’s not why any of us got into this work.

At Being Humanly, we know that working in human services comes with pressures; systemic constraints, funding challenges, and the daily juggle of doing the best you can with what you’ve got. But we also know that staying person-directed isn’t about having more resources; it’s about how we approach the work, how we support each other, and how we keep human connection at the centre, even when the system makes it hard.

That’s why our community exists, to offer a space where people in human services can reflect, share, learn, and find support from others who get it. A space where we can explore ways to hold on to what matters, push back where we can, and keep building a future where people, not systems stay at the heart of the work.

If that sounds like the kind of space you need, you’re always welcome here.