Concepts of the Big Society

Around this time last year, I wrote an article for NALC on localism, stating that this “could be one of those rare moments in political history where policy idea meets the sweet spot of political opportunity”.

| What is Big Society?

Genuine progress is being made on this. The Localism Bill is fast approaching Royal Assent and the Government has already introduced the Open Public Services White Paper into Parliament and a Local Government Finance Bill is expected shortly. Furthermore, the Academies Bill could in time completely transform the education system.

The Big Society agenda fits neatly within these legislative changes. The idea behind it is to devolve power and decision making to communities and local people and to change assumptions about the ways in which public services are delivered. It can be achieved through community, mutuality, volunteering and philanthropy.

This is why proposals in the Localism Bill to allow communities the ‘Right to Challenge’ and the ‘Right to Buy’ are so important. Similarly significant is the introduction of free schools in the Academies Bill.

The Right to Challenge will allow for voluntary and community groups, social enterprises, parish councils and employees of local authorities to face up to local authorities and express an interest in delivering public services. Such a system will invariably challenge vested interests, ensure value for money and drive up standards.

The introduction of ‘free schools’ allows parent and community groups to set up their own schools, and challenge the local authority status quo.

These have proved extremely popular, with over 600 bids made in the first two bidding rounds, with applicants from football clubs, to businesses to voluntary groups. Around a dozen are expected to open this year.

Whilst the Right to Buy will require local authorities to keep lists of community assets, which should then be offered to the community, should they come up for disposal. This will help communities to preserve sites and buildings which are of importance to the local area.

The £400m Big Society Bank, funded from a mix of dormant bank accounts and private sector investment, plays a key role. It will be able to co-invest in projects and underwrite investments in community schemes.

The Open Public Services White Paper builds on these steps, proposing “wherever possible, we will increase choice by giving people direct control over the services they use”. This is very much a starting point, but the implication is clear: Whitehall does not always know best.

However, much is going on already.

Central government is utilising personalised budgets to put money directly into the hands of users, for example those in long term care. It’s likely that these budgets will be extended to those with special educational needs, for housing and into other aspects of healthcare.

Community budgets have also been introduced – allowing a variety of groups to pool their budgets into one pot – leading to a more effective, efficient, streamlined and focussed approach to the issue.

Not only that, but it has already been shown in the pilots (focussed on vulnerable families) that community budgets can significantly improve social outcomes.

Introducing co-operatives and mutuals into the public sector can also make a big difference to people’s lives. By giving workers a stake in their work, this can lead to improved happiness levels and in turn, greater productivity. I recently visited a co-operative store in Halesowen, and it is clear that this is a model of company governance which should be encouraged and expanded.

But it is local authorities which have been leading the way over the years.

In 2008, Barnet Council set up a process known as ‘Future Shape’, in which, according to Lynne Hillan, former council leader, they are “developing a new relationship with citizens.

This is a relationship where we are clearer about what the deal is – what we will do, and what we will expect citizens to do”. This has involved developing new policies in areas such as housing, youth services and family intervention, and through funding a £200,000 per year ‘Big Society Innovation Bank’. Furthermore, they are working with MySociety on a pioneering initiative called ‘Pledgebank’. It works by allowing users to set up pledges such as removing graffiti, and they can then agree to follow the proposal through if enough people pledge their support to the idea.

However, Barnet are not alone. Essex Council has been working towards becoming a procurement hub for the community. Essentially this means having oversight of service provision, but outsourcing the vast majority to the private sector, in their case IBM. Whilst Lambeth have led the way by seeking to deliver many of their services through mutuals or cooperatives. These are not for profit, and include services such as schools, children’s centres and environmental projects.

Councils in the West Midlands are also embracing the Big Society agenda. Dudley for instance has set up a Big Society unit. One project of theirs is currently looking into ‘community rights’ – essentially how they can empower marginalised communities to take over the running of local amenities and services.

Whilst in the Erdington district of Birmingham, Aquarius was set up as a response to concerns mounted by public sector workers. Budgets and resources were pooled with a number of local organisations to target substance abusers. They used a personalised approach with users and succeeded in substantially cutting the numbers of those committing crimes whilst under the influence.

Potentially a large network already exists to boost the Big Society revolution further: parish councils. With numbers totalling over 8,000 nationwide, they have undoubted potential to make a difference. Not only are they democratically accountable, but they have tax raising powers and do already offer services on a very localised level – including parks, street lighting and allotments.

The General Power of Competence, introduced in the Localism Bill, allows them to go much further. This will allow parish councils, to do almost anything – unless it is specifically prohibited. The potential is obvious. Potential new powers and opportunities for them could include licensing rules, local speed limits, running leisure facilities and even more.

However, it is not enough to just empower citizens and communities. We need a culture change to go alongside these changes. This is why volunteering and philanthropy are key components to the future success of the Big Society.

A recent Cabinet Office Green Paper on Giving, contains a number of recommendations into developing philanthropy, and the Chancellor confirmed in the Budget that the Gift Aid process will be simplified, helping charities across the country.

Introducing the National Citizens Service, with pilots beginning this summer, will encourage and engage young people into giving their time for the local community. This is initially for 10,000 young people, but plans exist to increase numbers significantly after year one.

We should also look to engage adults more in volunteering, and we need more innovative approaches from the private sector to making this a reality. Nationwide, for instance, said that they will be giving every member of staff two days paid holiday a year to volunteer their time.

According to the 2010 World Giving Index, which measures the amount of time people donate, the UK featured in just 29th place. This indicates that we as a nation can do more.

Now is the time for citizens, councils and communities to step up to the challenge, grasp the nettle and deliver the benefits which the Big Society can bring.