Dan Lambeth: Exporting the welfare state would be a Conservative vision for global opportunity

Dan Lambeth is a DPhil researcher in tax at the University of Oxford, with a professional background in government, finance and sustainability. His academic and consultancy work focuses on building efficient systems that serve the public good – at home and abroad

Walk down Harley Street on any given weekday and you’ll notice something striking. Private clinics are full of patients flown in from the Gulf. Many are sponsored by their governments for treatment in the UK. They come because they trust British doctors. They trust British training. They trust British institutions.

For all the criticism levelled at the Welfare State, the UK has nurtured world-class talent. The NHS has produced generations of exceptional clinicians. British teachers and care workers are in demand across the globe. The UK’s public service ethos remains the envy of many developed nations.

But for all its strengths, service delivery has become the Achilles heel of the system.

The NHS waiting lists are not just a national concern. They are an international embarrassment. Social care is overstretched. Young people struggle to find meaningful work or training. The pressure on public services grows each year. And as the population ages, these pressures will only intensify.

In the 1980s, a Conservative government unlocked an economic miracle. It did so by breaking down monopolies and special interests. It opened up opportunity to those who had been shut out. We can do the same for public services. The next Conservative government should take bold action. It should liberate the Welfare State by globalising service provision.

The idea is simple. The UK should set up overseas centres of excellence to deliver public services. These would operate under British standards and values. NHS-branded hospitals abroad could serve British citizens waiting for non-urgent care. Elderly care homes overseas could provide higher quality of life at lower cost. Training and employment opportunities could be offered to young people in global growth sectors. Education and apprenticeship programmes could be delivered in partnership with trusted allies abroad.

These services could be provided through new British-owned facilities or via subcontracted agreements with trusted local providers. In some cases, the UK might even acquire underused international facilities and refit them to NHS standards. The model is flexible. The goal is simple: better care, faster access, greater value.

This is not fantasy. It is already happening in parts.

There is growing international precedent for delivering high-quality public services across borders. In Germany, many elderly citizens now receive care in Eastern European countries where costs are lower, leading to savings of up to 40 percent without compromising on quality. Switzerland has followed a similar path, supporting long-term care patients in Thailand, where feedback shows high satisfaction and impressive quality scores.

The United Arab Emirates has welcomed UK and US hospital brands, creating new revenue streams while boosting its own soft power. India has successfully positioned itself as a global hub for elective care and diagnostics through the export of medical training and surgical services. Even the UK has experimented with this model: Moorfields Eye Hospital operates a highly regarded NHS-branded clinic in Dubai, offering specialist services to local and international patients.

These case studies show that high-quality, cross-border public service delivery is not just viable, it’s already underway. Britain is well-placed to lead. British institutions have already dipped their toes in international waters. What’s needed now is scale, ambition and strategy.

By investing in overseas service delivery, we can achieve three goals.

First, we bring down waiting times and reduce the burden on public services in the UK. Second, we generate revenue from international patients and education partners to fund free access for British citizens. Third, we raise standards through global partnerships and competition.

This model would also create new opportunities for British professionals. Instead of importing care workers from overseas, we can offer overseas placements for NHS and social care staff. Instead of asking young people to wait for jobs that do not exist, we can give them training for real-world opportunities abroad—in renewable energy, in construction, in healthcare.

This is not outsourcing. It is exporting. It is a confident, outward-facing welfare model rooted in British values. It respects taxpayers. It rewards talent. And it reflects the modern world in which we live.

So what are the strategic advantages for Britain?

This approach doesn’t just make financial and operational sense. It is strategically powerful. It boosts British soft power. NHS-branded services abroad would be a national asset — just like the BBC World Service, British Council or Oxbridge. British-trained doctors and nurses would act as ambassadors for our values and standards. Partner countries would welcome UK investment and knowledge.

It strengthens trade and diplomatic ties. It gives Britain a leadership role in global health, care and education. And it ensures that the UK is exporting excellence — not importing dependency. It gives the UK a competitive advantage. Other countries are waking up to the potential of global service delivery. Britain should lead, not follow.

At a time when the Conservative Party is searching for ways to distinguish itself and inspire confidence, this model offers the perfect recipe. It combines fiscal discipline with service innovation. It opens up new markets. It gives people real choice. And it shows that Britain, once again, can lead with ideas.

The Welfare State does not need to be bigger. It needs to be smarter. Global service provision offers a practical way to preserve free access while improving outcomes. It allows the UK to lead rather than fall behind. It plays to our strengths.

The Conservative Party has always been at its best when it trusts the people, backs enterprise and takes bold decisions. Exporting the Welfare State is one of those decisions. It is the next frontier for reform.

We should not wait for others to act.

We should lead.