Several high-profile social enterprises are merging, but how troublesome are the tie-ups? Here’s my Guardian online piece on social enterprise mergers.
When, where, why and how much were you last really happy? It’s important, because the government plans to spend £2m on measuring our happiness.
For me, it was 2pm last Saturday in a checkout queue in Sainsbury’s, Ringwood, Hampshire. The standout moment of happiness was thanks to my youngest sister, who has Fragile X syndrome, and the charity Camphill. As for how happy I was (forgive the veering into Tom Cruise-esque sofa-jumping territory), it was a pure, punch-the-air-feelgood that catapulted my stomach upwards and made me want to hug my fellow shoppers.
While I avoid supermarkets on Saturdays – they are the next rung down on the ladder of hell from a weekend family trip to Ikea – I would join that checkout queue every week if it made me as happy as I was a few days ago.
So, happiness policy wonks, here’s one way to spread the love.
It’s Saturday and I’m visiting my 21-year-old sister, Raana, at the Camphill Lantern Community in Ringwood which she moved to in September from a Camphill college in Wadhurst, East Sussex. The Lantern is an adult community for the learning disabled which aims to foster greater independence in those who live and work there. Supported by staff and volunteers, Raana enjoys life in a shared house, is proud of her work in the shop and of her new skills in the bakery, has joined a local gym and is planning her Christmas shopping in Bournemouth.
Saturday is her shopping day so we’re at the supermarket. I’m impressed that my crowd-hating sister ducks and dives through bodies and baskets like a retail pro while I’m all at sea in an unfamiliar store. My sister’s enthusiasm and confidence hint at what is to follow…
We queue and, as her shopping is scanned, I remember she needs to top up her phone card and buy stamps. From ordering in restaurants to buying train tickets, communication with strangers has always been tricky so, like the rest of my family, I’ve become used to speaking up for her. We usually encourage her to make a stab at speaking for herself but, with the queue snaking behind us, for practical as well as historical reasons, I launch into support-mode autopilot: “And can we have…”
But suddenly my sister pierces the air with: “Can I have some stamps please?’ and I’m left gawping while an unprecedented exchange takes place:
Checkout girl: “Of course – what sort?”
Me (eyes wide as you’d like the checkout aisle to be): “…….!”
My sister: “Book of 12, first class please.”
Checkout girl: “Anything else?”
My sister (nonchalant, in control, ignoring my beaming face): “Yes, a top up on my phone card please.”
Checkout girl: “That’s it?”
My sister: “Yes, I’m paying on a card.”
Me: (grinning, restraining a high five, elbowing Tom off Oprah’s sofa): “RAANA! YOU’VE DONE YOUR OWN SHOPPING!”
Checkout girl and my sister look at me. I feel silly, but very happy.
My sister was clear, confident, polite and – and here’s the thing – her behaviour would have appeared to most people to be entirely unremarkable. She fitted in.
It’s the little things in life that matter – running errands might not be your idea of achievement, but for my sister, making a shopping list or paying for something herself reflects her growing independence. She is benefitting from the holistic approach to social care and education that she has enjoyed since the age of 16, when we first came across the Camphill movement.
“You’ve not replied to emails this week,” I say later. “I’m very busy!” she replies, indignantly. Raana is sometimes too busy working, learning and socialising to contact us – this is a sign of independence and security because when stressed, she bombards us with texts (my sister is phone-phobic, but I hope one day to have a telephone conversation with her). For the first time, she shares some common ground with her mainstream peers – the “too busy to phone home” line is not dissimilar to the one I’ve peddled since I was her age.
But the spending squeeze threatens to undermine the support provided by organisations like Camphill because the councils which fund those who live there will be reluctant to keep footing the bill. Local government bureaucracy and money wrangles along with government cuts to councils are huge threats to disability organisations.
Cuts have to be made, but the axe is falling on those who need it most.
To return to the happiness survey, the correlation between happiness and strong welfare and social support is well-documented. For example, as social policy professor Alan Walker notes, ‘social quality’ is key to measuring happiness; he defines social quality as how much people are able to participate in society under conditions that enhance their individual potential and wellbeing. Social quality is commonly used in European social policy and, says Walker, the essential foundations of social happiness include health care, housing, employment-related benefits and additional forms of social assistance.
Money alone won’t ever make you happy, but taking it away from social support, and from those who need it most, not only adversely affects their well-being, but that of others around them. And what’s more, the support my sister and her peers receive today unlocks their potential, enabling them to play their part in society tomorrow.
I’m sure the £2m plan to measure the nation’s happiness will include complex statistical science and a multitude of boxes to tick but I quite like this rather more simple equation:
Vulnerable person + resources x specialised support = happiness
Jane Forster is a realist. ‘Homeless people with chaotic lifestyles aren’t the most attractive tenants to private landlords,’ she says.
It’s a realism that sometimes seems to be lacking among the policy-makers planning a bigger role for the private rented sector in providing homes for those most in need. The government plans to allow councils to discharge their duty under homelessness legislation with the offer of a home in the private sector in its consultation on the reform of social housing – whether or not the applicants agree.
The move, ministers say, will prevent applicants insisting on being offered social housing and will mean would-be tenants spend far less time in temporary accommodation waiting for the offer of a home. But are we really ready for a big expansion in the use of the private sector to house homeless people?
Can tenants, who are often vulnerable, simply be placed in the private sector and left to go on with it?
The experience of people like Jane Forster suggests that we will need to see a concerted effort to make the homeless tenant/private sector match-up work.
Forster is income generation officer at Mansfield District Council. Mansfield has been running an impressive scheme which offers dedicated support to both tenants and private sector landlords and which has just been a finalist in the Guardian’s public services awards.
The Multi Agency Rented Solution scheme – or MARS – is, despite its name, a down-to-earth solution to the problem of tenancy breakdown. Applicants from the council’s waiting list are offered help in getting money from a credit union for advance rent payments and then given ongoing support to help them stay in their new home. Landlords too have access to liaison officers who help them
The results are impressive. Since it was launched, it has helped some 120 people into a new private sector home, brought 48 empty properties back into use and cut repeat homelessness by 63 per cent. The scheme has been such a success, it is now being rolled out as a social enterprise.
But it’s not an easy fix: making an initiative like this work demands commitment. As Forster puts it: ‘The X factor is tenancy support. That’s what makes it work, when people are vulnerable and don’t have all the skills to live their life, they need ongoing support.’ Mansfield is not the only housing provider doing valuable work in this area.
Look Ahead Housing and Care, for example, has been a strong advocate of the need to make good use of the private sector in housing the ex-residents of homelessness hostels in the capital. Its approach has involved preparing residents for a move into the private rented sector and offering ongoing support as they settle in.
Landlords benefit too, getting the reassurance of proper assessments of their new tenants plus ongoing help, like mediation should the landlord/tenant relationship start to break down.
When it launched its plans for councils to make greater use of the private sector to house those on their waiting lists, the government said only 7 per cent of homeless applicants currently accepted a home in the private sector, compared with 70 per cent of cases which ended with an offer of social housing. We could see a big shift in these proportions once the new rules come in.
The element of compulsion in the government’s proposals doesn’t appeal. But it’s true that with a dire shortage of social housing, the private sector can and should be seen as offering a viable option for many people who would otherwise struggle to get a home. But the approach needs to be backed by proper, ongoing support. Otherwise we risk pushing some of the most vulnerable in our society into homes they will struggle to sustain.
From my piece on the Guardian’s new voluntary sector network: With the voluntary sector facing a potential funding drop of £4.5bn in the next year, the contribution that trustees make to an organisation’s performance has never been more important.
By Andrew Purvis
I am currently CEO of youth charity Fairbridge, I have 20 rewarding years experience working in the private sector behind me, but it might surprise you to learn that I was ‘neet’ (not in employment, education or training) once – just like the million young people being tagged with that acronym today.
My experience was actually a good one, I had four months off following my first job after university, and it was a very productive time in my life. I gained skills which I then found useful in the job I moved into. Being neet wasn’t a problem for me, it was a situation I knew would be temporary and that I had the wherewithal to get myself out of. But I did not come from three generations of unemployment; I had not been the victim of domestic violence; I hadn’t been in care or excluded from school and I was lucky enough to have two loving parents to support me.
It’s this chasm of difference between the opposite ends of the neet spectrum that worries me in the wake of the comprehensive spending review. While schools funding has been ring fenced, complementary provision like that provided by Fairbridge is vulnerable. Benefits for the jobless and homeless are going to be reduced so for those million young people not in education, employment or training, difficult times are about to get even tougher. But not to worry, the government is using a payment by results approach to get lots of them back into work – so that’s okay, isn’t it?
Well no, it’s not. Having a neat, neet acronym is helpful shorthand and has undoubtedly brought attention to the problems of youth disengagement but the label is now confusing the issue and I want us to stop using it. Being badged ‘neet’ isn’t nice but it’s not the stigmatisation I have a problem with. It’s the fact that by putting the same label on a million young people, we’re preventing help reaching those who need it most.
A recent government report by the Audit Commission segmented the million neets and identified 380,000 young people, who were classed as being ‘sustained neet’. They have the biggest problems, are the biggest cost to society and are in greatest need of investment. By grouping all these young people together, it is easier for those who are commissioning services NOT to focus on these sustained neet. The term now creates great confusion over where support should be targeted. It is a real concern that much of the recent investment in reducing the neet figures, has gone to the top end – those closest to the job market like I was all those years ago – rather than the sharp end where it is genuinely needed.
As the economy recovers, those closest to the job market will move on to a job or education and the commissioners can put a tick in the box marked ‘reduced neet figures’ and go home thinking job done, ignoring the fact that the sustained neets are still there, without any targeted support. The label hides the fact that we need to start putting resource where it is needed most and where it will have the most impact.
Fairbridge runs courses across its 15 centres which focus on the skills these sustained neets will need to get back into employment, often in conjunction with corporate supporters. In London our Employ Me course gives young people, most of whom have never been in a workplace, basic skills to start them on the road to employment. From workplace behaviour to discovering what types of jobs are out there, they need to start from scratch which is what we help them to do. Without this support they will remain unable to take the even the first steps towards employment.
If we could make real inroads into that 380,000 sustained neets then many of our communities would be happier, safer and we would see a corresponding reduced burden on the coffers of the Ministry of Justice, Home Office, Department of Education and – because mental health is such an issue with our youth – the Department of Health.
To do that we need to commit to properly targeted interventions and this requires sophisticated commissioning of solutions. Let’s drop the neet label and let’s stop using money inefficiently by lumping together large groups of the population who have vastly differing needs. Only when we start being honest about where the real problems lie, can we start solving them.
Fairbridge is holding a parliamentary event today to raise awareness of its work among new MPs.
By Shaks Ghosh
“A hard road, leading to a better future, is how Chancellor George Osborne spoke of the journey ahead of us in yesterday’s Comprehensive Spending Review (CSR).
All I know for certain is that it’s already been a bumpy ride for charities, many more of which, it’s now been estimated, receive public money than previously thought. The Third Sector Research Centre believes that some 35% of organisations (rather than between a fifth and a quarter) get statutory funding and of those, 23,000, or 14%, regard it as their most vital source of income.
In the youth sector alone, the magazine Children & Young People Now, has found that of more than 130 charities, 82% are already being forced to cut youth projects because of funding shortages.
And, even with the very welcome one-year, £100 million transition fund announced yesterday to help voluntary sector groups adjust to new public spending budgets, it is going to get tougher. Think tank New Philanthropy Capital (NPC) warned on Monday that these government funded charities are approaching a “maelstrom”. It expects the sector’s income to drop by between £3.2bn and £5.1bn.
So that’s just some of the bad news. But there is good news too as we peer into the gaping chasm of what Shadow Chancellor, Alan Johnson, has called “the deepest cuts to public spending in living memory”.
Along with the transition fund, there’s £470 million over the next four years to build the capacity of the voluntary sector to deliver the Big Society.
I don’t know what this expanded delivery role will actually mean, the devil will be in the detail, but the CSR adds that it will “look to set proportions of specific services that should be delivered by non-state providers including voluntary groups.”
Could this support amount to enough of a lifeline? Possibly, but only if we are really bold and act now! During the economic down-turn last year, the Charity Commission found that only 32% of charities surveyed had taken steps to limit the impact of the recession, with just 14% reducing costs.
An ostrich mentality isn’t going to help. And I don’t say that lightly. I’ve felt that pain. As a charity chief executive, I’ve had to lose staff on occasions when the funding didn’t materialise.
What my last few years at a venture philanthropy fund have taught me is the importance for charities to concentrate on their ‘back office’ as much as their compassion.
It won’t be for everyone, as charities are driven by much more complex ‘bottom lines’ than pure profit and there will be a learning curve, but there’s much to gain from partnership with business. The Private Equity Foundation (PEF) has organised some 15,000 hours of pro bono support for its portfolio charities so I’ve seen first-hand how powerful it can be. In some cases, we’ve worked with charities which have managed the move away from substantial government funding to more sustainable models, while others have achieved huge growth in impact.
Which leads me to better measurement and evaluation. Only the demonstration of effectiveness will ensure support, as government tenders and pays for more services by results and funders choose between a deluge of ‘asks’.
It’s not measurement for measurement’s sake; evaluation can also help create a virtuous circle as organisations scrutinise the data to see where they can improve outcomes. It will become a vital tool, in what’s likely to become a ‘race for quality’ and more foundations should be prepared to pay for it.
Funding from the public and philanthropists cannot plug the hole left by government cuts. But, I believe that business does have a huge contribution to make in safeguarding the sector and I will be doing everything humanly possible to bring more of its money and skills to charities in the coming years.