The rise of the shadow state: What can we do about it?

If the money doesn't go to giants like Serco and G4S, where can it go? Alan White explores the ability of social enterprises to commission services instead.

Yesterday I catalogued the problems with the way Government outsourcing is conducted: the placing of profits before people, the siphoning away of money intended for communities that need it, the unaccountability; the rewards for failure.

Peter Holbrook, CEO of Social Enterprise UK says: “The Government has to act as more than a legislator. It can shape markets and it doesn’t do so. These markets have to be part of the solution. It’s not left wing to call for more transparency and accountability. There seems to be a contradiction - everyone knows localism makes sense, but as soon as various parts of local and national Government are given the chance to commission, they buy in bulk.”

The question is what we’re going to do about it. And the first question is obvious - if we don’t give the money to the giants like Serco and G4S, to whom can it go?

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The Paddington Development Trust (PDT) is what’s known as a social enterprise. What’s a social enterprise? There’s no legal basis for such a thing, so it can take many forms: it could be a charity, or a limited or commercial company, for example. This masks the fact the central idea is quite simple: the profits do not go to shareholders, instead being reinvested in the “social mission” the company is carrying out. A PLC is legally required to maximise shareholder value, while a social enterprise, of which there are 68,000, acts like a company but instead tries to maximise its social value. Well-known examples are things like the Big Issue and Jamie Oliver’s Fifteen.

The PDT was founded in 1997, one of the first community-owned social enterprises in the country. On paper, its goals perhaps sound wishy-washy and vague: to “increase social, cultural and economic opportunities by forming strong partnerships across the community and public sectors.” The projects it has delivered have been anything but.

The money the PDT receives is focussed on a specific local area: north Westminster - and is then broken down between even smaller areas. I first came across it in the process of researching a local housing estate. The community forum whose incredible actions ended up forming the core of the resulting long form piece I wrote is a PDT offshoot.

Its chief executive, the admirably straight-talking Neil Johnston, tells me more: “When the residents set up the PDT, the area of north Westminster was a colossal failure. You could see it through so many indices: housing, unemployment, mortality rates.” In 1998, the PDT won £13.5m of funding, through the government's Single Regeneration Budget programme, which ran from 1994 to 2001.

Johnston says: “The money went to other organisations in order to deliver services. We formed an interface between the public and the private sector – since then we’ve distributed £40m over fifteen years and have been influential in the spending of another £120m. The money’s come from various sources - the Great and Good, local government authorities, the Department for Work and Pensions (DWP), and others.”

The PDT now runs youth services, health centres, academies, has refurbished community centres, and has been involved in many more projects, most of which are designed to create employment and business opportunities for residents. One of the PDT’s most successful enterprises was Westbourne Studios, into which it invested £500,000 - it didn’t own the building, but paid a peppercorn rent to guarantee the assets were distributed through the local economy. Today it’s one of Britain's most imaginative office and studio complexes, home to over 100 small businesses. On top of that, the PDT even has a small grant through which it can fund start-ups.

 

One thing that struck me about the people I wrote about was how happy they were in their work. Despite the fact that pay for its staff has gone down in recent years, the PDT has a remarkably low rate of employee turnover, which in turn saves money and helps it pay acceptable wages.

Social enterprises are often limited in size, partly because their purpose is often built around the needs of a particular area, and partly because they don’t have the same will to grow as a purely profit-driven operation. It means they’re finding themselves squeezed in a market that increasingly favours the largest contract-size.

“Interestingly, we have been commissioned by the DWP for the Work Programme,” says Johnston. “We’re a small partner with Maximus, which is a huge company. Fortunately, Maximus are a commercial business, but they know what they’re doing - their vice president came over to visit, for a start. We actually lost money through doing it, but managed to supplement it through doing other projects.”

A belief has grown that commissioners can’t afford to outsource differently. In fact, the opposite might be true: they can’t afford not to. As Johnston says:  “The question for Government is - do you let the money out through companies, or inject it into local organisations? There seems to be a belief that you can economise through upscaling and contracting to the big organisations. But Maximus know what they’re doing on that side too - they won’t give away any more profit than they have to. The Government’s either aware of that, or it doesn’t understand profit in business.”

The way the Work Programme works is that once people have been unemployed for six months, their details are fed into a big databases. ”Prime” contractors then spit out names to the smaller charities. Johnston wasn’t surprised when the initial figures showed it to be a failure.

 

He says: “Prior to the Work Programme, we managed to get 500 people in work over the course of two years. But it was bloody hard work. We had to work in partnership with a lot of community enterprises. We had neighbourhood-based advisors, who were going around knocking on doors. With the Work Programme there’s a disconnect - I recently heard a story about one women being interviewed and asked why she hadn’t found a job sooner, even though she was blind.”

One could say that the very fact something like the PDT exists demonstrates the fact that it’s needed. Johnston says: “You have Whitehall, you have local authorities - and they’re always fighting a war over budgets and power - then you have nothing official, but there’s a whole plethora of stuff going on. If communities weren’t crying out for power, they wouldn’t set up things like the PDT. So the challenge for the Government - and it’s something all governments want to do, is how far they can drive down the democratisation of budgets.”

I point out to him that during the riots London called out for the return of Boris Johnson and David Cameron from their holidays. If that highlighted anything, it was a distinct lack of local leadership. He replies: “In New York you can see the leadership flowing down from the Mayor, the key officers - and that socioeconomic strategy makes the city sing. In our major cities the leadership appears to be less accountable than rhetorical.”
 

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Despite the gloomy history of commissioning described thus far, the future for social enterprises is looking up. In January 2013 the Public Services (Social Value) Act becomes law. It’ll require all public bodies in England and Wales to consider the wider social or economic benefit to an area of any contract they award, over the value of £113,000 for central government and £173,000 for other bodies. According to Social Enterprise UK’s report: “Commissioners have told us that the Act finally gives them the justification to commission in ways that they have previously wanted to, but could not.” The organisation has made a number of recommendations with regard to the law, including an independent body to scrutinise contracting, and previous performance being weighed up as part of the process.

There’s evidence of a growing appetite for more thoughtful commissioning. In October 2012 the Cabinet Office awarded contracts for the National Citizen Service. Management fees were capped at 5 per cent and payment was made in advance, so that smaller charities and community groups without large capital reserves could afford to bid. Ninety per cent of organisations involved were locally based.

There are small steps being made at a local level too: in Lambeth, the commissioning process is being stripped down to its first principles. This doesn’t necessarily mean that global companies are excluded, but the locally devised solutions are unlikely to include too many. Moreover, by the beginning of November 2012, 93 organisations, including nine local authorities, had become accredited Living Wage Employers.

Nick Hurd MP is quoted in Social Enterprise UK’s report: “You could do really smart stuff. In my area, Hillingdon Council, BlueSky do the landscaping. Their motto is, ‘we’re the only company in the country where you have to have a criminal record to work’. It’s the first chance to prove yourself, to prove that you can be trusted. From Hillingdon’s perspective, they get a good service at a good price. But they also reduce reoffending. For me, that’s smart commissioning.”

And as Neil Johnston tells me: “Part of the reason for the upscaling has been the assumption among commissioners that everyone will try to rip you off. But we’ve seen things like A4E recently - you will always get people who cheat, but is it the prevalent part of the community?”

Charities and social enterprises delivering public services was a much-repeated promise in the argument for the big society vision: the title may have fallen by the wayside, but is the idea dead?  As Social Enterprise UK’s report concludes: “Public debate in the wake of the financial crisis has centred on whether public spending cuts must be made or avoided. But who benefits and who loses because of the way that public spending is done, is a much bigger question.”

The huge Aylesbury council estate in Southwark, home to 7,500 people. Photograph: Getty Images

Alan White's work has appeared in the Observer, Times, Private Eye, The National and the TLS. As John Heale, he is the author of One Blood: Inside Britain's Gang Culture.

Photo: Getty
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Why the past 12 months have been the worst of my lifetime

We desperately need a return to calm and moderation.

Twitter is a weird phenomenon: a deeply selective, wholly unreliable Survation or YouGov in your pocket, with an even bigger margin for error. I’ve been tweeting for a year now, but I’m still useless at guessing what is likely to attract attention; so I was taken completely by surprise at the end of last week when a comment I jotted down received thousands of Likes and retweets. “It’s a year since Jo Cox was murdered,” I wrote: “the worst year for Britain in my lifetime. We badly need a return to Jo’s concept of moderation now.”

Fairly anodyne, you would have thought, but it seems to have touched a nerve. Clearly many other people feel that the past year, with its violence and disasters and wholesale political instability, has been a bad one. For days afterwards, my phone kept buzzing as more people retweeted it. There were, as always, a few contrarians who objected that other years since 1944 must have been worse; some said “much worse”. But that isn’t really true.

After D-Day, we knew the war was going to be won. Despite the bombs, the country was proud of itself and pulling together, and the likes of my father were hoping for a better world as soon as it was finished. The year of the Suez crisis, 1956, was pretty bad, but Anthony Eden was gone directly, and Harold Macmillan’s phoney self-confidence convinced people that things would be all right – and anyway the economy was growing impressively.

The period of the Heath government had awful moments: 1972, the year of Bloody Sunday and IRA attacks, was especially bad. Yet there was nothing like the appalling Grenfell Tower fire to divide the nation. And 1974 was humiliating for the government, but our membership of the European Economic Community offered a certain stability. We had a different, more forelock-tugging relationship with our political leaders then. The news bulletins used to talk reverently of “the prime minister, Mr Wilson”; now they just say “Theresa May”.

Today we have a prime minister who is held to have been mortally wounded by a series of personal failures and miscalculations; a governing party that has been self-harming for years over the question of ­Europe; an opposition that, until just recently, was regarded as hopelessly incompetent and naive; an economy that could be damaged by an ill-judged Brexit agreement; and a new vulnerability to terrorism, in which one atrocity quickly overlays the memory of the last.

There’s a newly hysterical tone in British society, which had always seemed so reassuringly reliable and sensible. The crowd that stormed Kensington Town Hall as though it were the Bastille or the Winter Palace mistook a man in a suit for a Tory councillor and beat him up. It transpired that he was an outside contractor who had spent much of the week helping the Grenfell Tower victims.

Above all, what was until recently the world’s fifth-largest economy has suddenly found itself on the edge of a trapdoor in the dark. “Back to the Thirties”, some people are saying. “Venezuela”, say others. Even Brexiteers who feel liberated and excited at the prospect of getting out of the EU can’t know if it’s going to work. Friends of mine who voted Leave because they were fed up with David Cameron or thought things needed a shake-up now show a degree of buyer’s remorse. Perhaps, like Boris Johnson in the BBC2 drama Theresa vs Boris, they thought the country was so stable that nothing bad would actually happen.

We’ve entered a period of sudden, neurotic mood swings. The opinion polls, unable to cope, tell us at one moment that Jeremy Corbyn is regarded as dangerous and useless, and at the next that a growing number of people see him as the national saviour. The Prime Minister’s “safe pair of hands” are now deemed too shaky to carry the country’s china. Ukip polled over 10 per cent in 450 seats in 2015, and in only two seats in 2017.

If any further evidence of neuroticism is needed, there is the longing that people have to be enfolded in the arms of a comforting authority figure. For some, it was the Queen, calming everyone down with a message of unity, or Prince William, hugging a grieving woman after the Grenfell Tower fire. For others, it was Corbyn doing the right human things while Theresa May walked past the tower ruins awkwardly, not knowing what to say.

It feels like being back in 1997, with the huge crowds in the Mall or outside Kensington Palace demanding to be comforted after the death of Diana. Then, the Queen was blamed for not being the mother figure we seemed, disturbingly, to want. Tony Blair had the right words at that time, and no doubt he would have had the right words after Grenfell Tower. But is it merely words and gestures we need?

It’s a bad sign when countries feel that they need an individual to sort them out. It’s because of its system, based on openness, inclusiveness and the rule of law, that Britain has grown strong and wealthy. Jo Cox said in her maiden speech in June 2015: “While we celebrate our diversity, what surprises me time and time again as I travel around the constituency is that we are far more united and have far more in common than that which divides us.”

She was murdered by a fanatic who screamed, “This is for Britain! Britain will always come first!” The year that those words ushered in has indeed been the worst in my lifetime. The government slogan “Keep calm and carry on” was invented in 1939, when all-out German bombing seemed imminent. It is easy to lampoon but when it was rediscovered a few years ago it became popular, because it spoke directly to our national consciousness. We’ve never had more need of calmness than now.

John Simpson is World Affairs Editor of BBC News, having worked for the corporation since the beginning of his career in 1970. He has reported from more than 120 countries, including 30 war zones, and interviewed many world leaders.

This article first appeared in the 22 June 2017 issue of the New Statesman, The zombie PM

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