How Private Members’ legislation institutionalised ‘the free stuff’

Chris Game

One incidental phenomenon of this extraordinary period in our lives is all the free stuff around, and not just for NHS hero(in)es or frontline workers. For us septuagenarian social distancers there are almost limitless free games, films, ebooks, magazines, video stuff, educational goodies, hot drinks, pizzas – and rhubarb complex. No, me neither.

It took me back a few years – memory-jogged by a recent report from the ‘neo-localist’ think tank, Localis, of which more shortly – to the heyday of ‘free stuff’ in the local government world. Which in turn took me back, coinciding with MPs’ so-called return to work, to Parliament and a sometimes overlooked sphere of that work that every so often genuinely enhances public life – considerably more than most Question Times, in-person or virtual.

I’m talking Private Members’ Bills (PMBs) – the means by which non-ministerial MPs and Peers can attempt to get their names into the statute books. Or – much more usually – a one-line Hansard mention. I jest not – of the 386 PMBs introduced in the extended 2017-19 Parliamentary session, just 15 received Royal Assent.

Like everything else about our Parliament – fabric, functioning, and obviously electoral system – the whole PMB thing is decades overdue for overhaul and reform. Yet, almost despite itself, it regularly does produce seriously worthwhile law.

And there was one decade in which it excelled, creating a shelf of legislation that remains today hugely worthwhile – abolition of capital punishment, reform of law on abortion, homosexuality, divorce, theatre censorship, Sunday entertainment – and that was just the headline stuff.

The 1960s, of course – as I was discovering a genuine interest in politics, had university essays to write, and became fascinated by this way of handling ‘conscience legislation’ – which is probably why I still pay sporadic attention to what goes on.

I admit, though, I had little idea of how the show-off Presentation Bill procedure had mushroomed of late. The Hansard Society counted 147 of them in that extended last session – except that there weren’t, in any physical sense. For all you need do is, well, present your proposed Bill’s title – handfuls at a time, if you feel really shouty – to a sparsely occupied Friday Commons.

This still infant session is already set to leave that 147 total standing. Imagine that Thursday a fortnight ago, first day back at school, as the shoutiest boys (you can’t imagine women MPs bothering with this stuff, can you?) presented their holiday homework. Arch-Brexiteer Peter Bone managed 15 Bills, but his supposed mate, Sir Christopher Chope, left him almost wimpering with his (I think) 41.

Thankfully, you don’t even get to air what’s bothering you, because there’s no speech, no debate, and the things are frequently not even printed. Yes, there are occasional, vital exceptions – like the recent EU (Withdrawal) Bills sponsored by Yvette Cooper and Hilary Benn that sought to avoid a ‘no deal’ Brexit in the absence of the Withdrawal Bill’s ratification.

But exceptions they were. If you have a serious cause, a genuine knowledge of the subject and the deficiencies of the present legislation, plus ideally access to ‘expert’ advice and parliamentary drafting skills, then you don’t shout, but try a Ten-Minute Rule Bill and/or chance your luck in the Private Members’ Bill ballot.

It’s a big parliamentary happening, at the start of each session. Most eligible MPs enter, their anonymised numbers inscribed on ping-pongy balls and pulled out of, obviously, a goldfish bowl for total transparency. The first 20 names then get, in reverse order, a guaranteed Friday slot in the parliamentary timetable to introduce and hopefully progress their chosen Bill.

Of the 15 PMBs passed in the last session nine were these Ballot Bills. Most focus on a specific need, injustice or population group, like the Parental Bereavement (Leave and Pay) Act 2018, introduced by Conservative MP Kevin Hollinrake, who came 8th in the 2017 ballot, and which has finally came into operation last month.

Labelled ‘Jack’s Law’, after Jack Herd, whose mother Lucy led the campaign for the Bill, it authorises a minimum of two weeks’ paid bereavement leave for the several thousand employed parents each year who lose a child under the age of 18 or have a stillbirth from the 24th week of pregnancy.

The difficulty in taking on an obdurate Government on a politically big issue is sadly illustrated by SNP MP Dr Eilidh Whiteford, 7th in the 2016 ballot. She tried embarrassing the Government, already five years after signing the Council of Europe’s wide-ranging Istanbul Convention on Combating Violence Against Women, into actually ratifying it into UK law, instead of merely agreeing how jolly important it was and blocking it in the EU Council.

Three years later: surprise! Shamefully, still unratified. However, with the Counting Dead Women project estimating at least 16 domestic abuse killings during the first three weeks of lockdown, Home Secretary Priti Patel is reportedly considering setting up a new cross-government taskforce on domestic abuse. So that’s sorted, then.

Apologies for the extended diversion. I do realise that at least the climax to an INLOGOV blog should ideally be both local governmenty and positive – and this one is, courtesy of Chris White, Conservative MP for Warwick and Leamington from 2010 to 2017.

With beginner’s luck, White came third in the 2010 Private Members’ Ballot, and used it outstandingly, to introduce the Public Services (Social Value) Act 2012. Working ‘with the grain’ of both central and local government progressive thinking, it required councils and other public bodies to pay regard to ‘social impact’ – social, economic and environmental well-being – when making procurement decisions.

Some councils needed no convincing, but others did. Yet, really quite rapidly, social value advanced – from campaign slogan, through the development of Social Value Strategies, to statutory requirement, to an almost universally recognised consideration in dealing with both public and frequently private sectors.

The Localis think tank argues – not for the first time, but in greater depth – that the Government should now go further. Councils should be required to produce publicly available Community Value Charters defining where social value offers would be best targeted, thereby aiding both commissioners and potentially bidding contractors.

Thanks significantly to Chris White, as the publication reminds us, we’ve come a long way from councillors and officers on the procurement side of a negotiating table asking, slightly self-consciously: “What about all the free stuff – sorry, the additional economic, environmental and social value?” – and bidders frantically guessing what might be required to seal the deal.

 

Chris Game is an INLOGOV Associate, and Visiting Professor at Kwansei Gakuin University, Osaka, Japan.  He is joint-author (with Professor David Wilson) of the successive editions of Local Government in the United Kingdom, and a regular columnist for The Birmingham Post.

Strategic planning that works—evidence from the European public sector

Paul Joyce

Just over twenty years ago when I was observing experiments in the use of strategic planning and community planning in English local government I often wondered if it would prove to be a temporary management fad. There were at the time efforts by councils like Bradford Council to carry out planning with partners from all sectors. I saw councils like Ipswich Council trying to do community strategic planning and trying to engage and involve local people. There was leadership from councillors and officers at the tops of councils. I was really impressed at the time with their drive to innovate and serve the public better and often to use strategic planning as a tool to do this. But would enthusiasm for it last ten years?

Not only do local councils still use strategic thinking and planning but it has also been picked up at national level of government, with long-term strategic visions and strategies, all put to the service of reformed and improved public governance (which has been abundantly reported on by the OECD).

One of the most important things that academic researchers can do is to ensure that empirical research is carried out which really investigates what is actually happening in the public sector – what choices are made, and what actions are carried out – and what the consequences of them are. When this type of study is done it may be possible to have a serious examination of the usefulness of strategic planning for the public sector. It is therefore good that the journal Public Money & Management has just (in early 2020) published an issue that includes a series of empirical studies investigating the effectiveness of strategic planning in various European countries and in various parts of the public sector.

The editorial is by the four co-chairs of the Permanent Study Group on Strategic Management in Government, which was set up by the European Group for Public Administration (EGPA) in 2009. This study group has fostered research and discussion of the realities of public sector strategic planning with the intention of contributing towards a better understanding of how strategic planning works in practice and the causes of variations in its effectiveness.

In the editorial, I, along with my co-editors, drew attention to previously published research studies indicating individual public sector practitioners typically feel strategic planning has provided them with a range of benefits and studies assessing the contribution of strategic planning to public service performance. We also noted a recent meta-analysis by Bert George (Ghent University) that supported the value of strategic planning being formal as well as comprehensive.

It should not be assumed that we were arguing that strategic planning always succeeds and is always a perfect tool for public governance and for steering public service delivery. We do contend that, although strategic planning may rarely (if ever) be successful in respect of all the goals set, we do think there is evidence that it is quite successful. We also underline a view that Ewan Ferlie and Edoardo Ongaro, two UK based academics specialising in management in the public sector, have championed. This is the view that context matters. We say, “So strategic planning exists in many different shapes and forms—some effective and some less so, and one needs to think strategically about how strategic planning can be made most adequate for the context and issue at hand.”

In introducing the various studies in the issue, we were struck by a theme running through them. This was the theme of “alignment”. One that you would probably think of immediately is the alignment between strategic plans and the long-term visions and priorities set by elected politicians in the authorising structure. But we concluded the editorial by noting a set of alignments that we think are a good idea: “So, strategic planning needs to be aligned with its public governance context (i.e. strategic public governance alignment) and its networks (i.e. strategic network governance alignment), as well as being aligned with departmental plans (i.e. strategic vertical alignment), organisational structures (i.e. strategic horizontal alignment), and strategy implementation activities (i.e. strategic implementation alignment).” All this takes a lot of work to create and sustain. The big issue is, perhaps, how these alignments come into being – does strategic planning coordinate other things or adapt itself or both?

 

Paul Joyce is an Associate at INLOGOV, University of Birmingham. He is also a Visiting Professor in Public Management at Leeds Beckett University. He has a PhD from London School of Economics and Political Science and is currently writing a book on the execution of strategy in the public sector. His recent books include Strategic Management for Public Governance in Europe (Palgrave Macmillan, 2018, with Anne Drumaux); Strategic Leadership in the Public Sector (Routledge, 2017, 2nd edition); and Strategic Management in the Public Sector (Routledge, 2015). In 2019 he became the Publications Director of the International Institute of Administrative Sciences, IIAS, headquartered in Brussels, Belgium.)