I start with a telling story that encapsulates what happened in one of our former industrial areas. My mother died in Bradford, at 104 years of age, last June. She lived most of her life there, my hometown. Her father ran an ice cream shop in Oak Lane, just below the 27-acre site of what was then Lister Mills. It was originally a sweet shop, but my grandfather was so skilled at making brilliant ice cream, which he sold literally in bucketloads to thousands of workers at the mill, that the sweets and chocolates went the way of the world; he focused on what sold.
Some 150 people, mainly old Bradfordians, turned up at my mother’s 100th birthday party in 2018. She was still well networked from her armchair, through the use of her trusted telephone. The day before the party, I picked up an old brochure in Haworth, Brontë land, about the Bradford festival in 1931. Both my mother and father attended this amazing event in the city when they were at school, but they did not know each other at that time. Everyone was there—the mayor, the council, businesspeople and all the schools. My mother still remembered the excitement of it all.
In the brochure you got a real sense of the dynamic economy in Bradford at that time and a landscape defined by woollen mills and a culture of entrepreneurship. Bradford was described as the second most successful city outside London. I was told that, in 1931, Lister Mills had recently won the order for the velvet curtains for the White House—not bad. In my mother’s lifetime, this former industrial city, largely run by woollen entrepreneurs and successful businesspeople, fell to the position it holds today. What happened in one lifetime?
My colleagues and I have been working in Bradford over the last six years—I declare my interests—and I have returned to have a good look under the carpet. The first thing that strikes you is that there are still some amazing entrepreneurial people in Bradford. Pull back the carpet and you will find the Pakistani-owned cake business, in a back street, which has supplied more than 1 billion fairy cakes to Tesco. This baker then spent more than £1 million trying to restore and maintain a grade 2 listed mill complex of 400,000 square feet—impressive.
Six years ago, I was invited by the dean of Bradford Cathedral to speak at an evening event about our work in the East End of London and the Olympic legacy project, which was focused on the derelict rail and industrial lands in Stratford which I had been involved in from day one for 19 years. I described how in Bromley-by-Bow we had fostered an entrepreneurial culture against the odds in what was originally a failing group of housing estates, opposite what is now the Olympic park. The cathedral was packed. I then invited the massively impressive Bradford architect and business entrepreneur Amir Hussain to join me on stage. Amir had some really inspiring plans for some empty mills in the city, some of them still amazing industrial buildings but derelict. When I had finished my bit, Amir took us all through the list of Bradford’s former lord mayors, an amazing list of successful woollen entrepreneurs who were focused on building high-quality buildings, growing an industry that now had relationships across the world, and making theirs the best city in the country. They were practical Yorkshire people who invested in education, the arts and culture, and improved people’s lives and health. When Titus Salt, the former mayor, died, thousands of Bradfordians turned out for his funeral—again, not bad.
Amir then took us through the list of successful entrepreneurs in the city today, many of them women, many Asian and most of them young. How many of these practical, impressive people who were building and running businesses in the city were on the council today? The answer is none. Amir tells me that they were too busy running their businesses and being practical—very Yorkshire. These are serious questions. Who are we looking to if we want to rebuild our industrial sites and grapple with the broken machinery of the state? It is not the talkers; it has to be the doers. They are committed, practical people and the only ones who understand the real issues, precisely because they have done it. In my experience these people are everywhere, in plain sight, but our systems and processes often do not recognise them and have little understanding of their significance for a city. We need to find them, back them based on their track record and certainly resource them. We need to get interested in people again, not endless processes.
Those who are real doers are often slightly disruptive and, yes, difficult people who ask difficult questions. As a result, they tend not to be the people who are influencing the policies and details of national, regional or local government. As a result, we do not harness those with real skills, innovation and entrepreneurial flair. Therefore, unsurprisingly, government continues to underperform. It is all about people, not structures and policy. It is about those who act.
Amir Hussain, who I mentioned, runs a dynamic and innovative data technology company as one of several businesses in the city. He reflects on Lister Mills today, where an ambitious and incomplete apartment development has done little to stimulate regeneration. Not one new café, office or business can be attributed to the development, and the apartment values have slumped to less than half the original selling price despite many millions of pounds of government grant funding. Yet within this magnificent industrial complex reside sophisticated businesses such as Haddow, run by James Nimmo, producing textile designs for some of the biggest names in the world. Amir relates his shock at finding that there were more than 100 trendy young designers, as he called them, beavering away deep inside the old weaving sheds, in a scene reminiscent of Willy Wonka’s chocolate factory, but no one had noticed.
Compounding this, he told me, is the fact that our approach to data is inadvertently undermining places such as Bradford. During a collaborative meeting with the credit reference agency Experian, Amir had it analyse his own neighbourhood, just a mile away from Lister Mills. The findings were shocking. According to Experian, no one had any money, all were financially stretched and they predominantly shopped at discount stores, and therefore this area should be avoided by brands such as Nando’s, Costa, PureGym, et cetera. It was obvious to the practitioner Amir that something was very wrong, not least because there were people on his street owning brand-new Rolls-Royces. The fact that the area is 70% Pakistani Muslim had gone unnoticed. The data did not recognise that this demographic has different financial habits such as a greater use of cash, buying second and third houses, and building house extensions. In this community, the prevalence of gold shops and dessert parlours would be a far better indicator of financial capacity than credit card use.
Bradford is a success story because these people are there—I have met them, and they care about the future of their city—but I am afraid that the siloed systems and processes of the state are not fit for purpose. This city is not attracting serious, experienced and talented leadership, and when they come, they do not stay long. Who was the last Cabinet Secretary to visit Bradford who got under the carpet and took a look and an interest in these entrepreneurial people and the implementation issues they are facing as they attempt to make their businesses and their city a success? It is all about people and not process; it is about the quality of people such as Alan Bates, who cared for 20 years and got stuck in. There are people like Alan in Bradford, hiding in plain sight.
This all throws up difficult questions for all our political parties about the calibre and experience of the people they are selecting who claim to represent our cities and communities such as this one. What have many of them built? What have they done? What have they achieved in practice? Are they asking the right questions?
These questions also apply, of course, to your Lordships’ House. It has been suggested by the noble Lord, Lord Norton of Louth, that a Peer of the realm should be chosen on “conspicuous merit”—not a bad measure, and a challenge to us all and to our political parties. Is this the benchmark we need for those who would claim to represent us at all levels?
I will finish by taking noble Lords to Fox Valley, in Stocksbridge, on the edge of Sheffield, where the paragon umbrella frame was invented. There, a local family who cared about where they lived—Mark Dransfield and his late wife, Deborah Holmes—took the risk of taking hold of a former derelict steelworks site, put their hard-earned money in, and grappled with the often very unhelpful machinery and infrastructure of the state. Hundreds of new jobs have been created there and many new businesses, new retail space and offices, and 115 new homes, with a thousand more planned. The centre is like a piece of theatre; so many community events happen there. I encourage noble Lords to go and have a look for themselves on the internet at the quality of this development. Go and visit and taste the quality of the food at Ponti’s restaurant—the first outside London. It is a great day out. My mother went, and she loved it.
Someone cared enough, someone took the long view, and someone took risks. It was Mark and Deborah. Joanna Lumley, who opened Fox Valley in 2016, said that she had never seen anything quite like it anywhere in the south of England: the attention to detail; a development that transformed a former steel town; a meeting place where work and leisure engage with high-quality public realm and architecture. Land that had laid derelict for 10 years, deepening the spiralling decline of the town, had become the catalyst for transformation—all down to two practical people who cared about where they lived.
In closing, I ask the Minister: what percentage of levelling-up funding has not actually been spent since its launch in 2020? Why might this be?
]]>I thank the Minister, the noble Baroness, Lady Scott, and wish her a speedy recovery. I thank her for her responses and her resilience, having watched her over the months, in dealing with so many amendments in a challenging Bill. We are nearly there but I think that, when she is back, some of us should take the Front-Bench team out for a drink and buy them a whisky—they deserve it.
These two amendments are not perfect, but they are an attempt to encourage this House, as part of the levelling-up process, to have a serious cross-party debate about the implementation of the Bill and the fitness for purpose of the machinery of the state. The issues facing this machinery are not new and they are not the fault of this Government. This out-of-date siloed machinery has been evolving and becoming less fit for purpose over several decades, and possibly longer. We have all heard the present state of play in recent debates in this Chamber, as I have said, not just about levelling up and regeneration but about the future of the NHS, the police, the justice system and so on. These systems are increasingly not working and are producing unhealthy cultures which are not fit for purpose. Tinkering with these systems at the edges and doing yet more research is not going to solve the problem.
My two small amendments, Amendments 282A and 282B, will not change the world, but they are an attempt to recognise that, in the modern world, if you are to deliver real change and transformation on the ground in some of England’s most challenging communities, you cannot do that without a strong, healthy partnership on the front line, built on trust between the public, business and social sectors, and of course local communities. The future is all about integration and collaboration, not last-century theoretical debates about public versus private sector. The modern world that our children now live in learns by doing and practice, not through expensive research documents, written at 60,000 feet, that few read.
This is why my colleagues and I, with our national business and public sector partners, and with the NHS and a number of local authorities, are starting to generate a practical response on the ground in challenging circumstances. Together, in some of our most challenged communities, we are starting to create what we call innovation platforms, focused on place, which bring together these partners and are focused on the delivery of practical projects on the ground. We are purposely creating a “learning by doing” environment; a culture focused on high-quality outcomes but which seeks to build trust and understanding across the silos.
If we are going to spend hard-earned taxpayers’ money wisely, it is time as a nation to get more interested in implementation and practice than theory. We need to move beyond too-clever-by-half think tanks and once again get interested in practical people who do things and know how to deliver on the ground. These two amendments, which need more work, are a practical first attempt to find a way to move beyond the impasse at the centre of government systems and encourage this more practical and collaborative culture and approach on the front line. I am happy to meet the Minister and talk with her colleagues in government if there is interest, but, for now, I beg leave to withdraw my amendment.
Amendment 282A withdrawn.
Amendment 282B not moved.
]]>My colleagues and I have been working at the front edge inside the machinery of the state for 40 years. Our work began in a failing East End housing estate and is now expanding nationally. We are today operating in some of our most challenging communities across the country. We are sighted in granular detail on what is and is not happening on the ground, below all the processes and paperwork, and on the ability of the public sector to deliver whatever we mean by the levelling-up agenda. The machinery of the state is in considerable difficulty. It is a fact that any Government coming into power will have to grapple with: the inability of this public sector machinery to deliver in detail and in practice the democratic wishes of the people of this country. This is a serious matter.
This is not just true regarding the levelling-up agenda. We have listened in recent debates in your Lordships’ House to speeches about this broken machinery when it comes to defence. I point noble Lords to the excellent speech on the challenges of defence procurement made by the noble Baroness, Lady Anelay, before the recess. In recent months, we have also listened to debates on the broken machinery in the justice system, the police, the health service, et cetera. There is a serious problem here; we ignore it at our peril.
My two amendments, which were presented in Committee but not debated and which I have now put down at Report, are simply an attempt to encourage a discussion with this Government about the need, as in Amendment 282A, to stimulate innovation and a deeper working relationship between the public, business and social sectors. No sector can deliver levelling up on its own in the modern world. Those of us who are involved in the practice understand this in great detail.
In my second amendment, Amendment 282B, I encourage the development of what my colleagues and I call a “learning by doing culture”. It brings together the public, business and social sectors so that they learn from best practice. It is a culture that encourages the micro and the macro to learn from each other; the micro and the macro need to learn to dance together.
I was rather disappointed, therefore, when I asked the Minister for a response to my speech in Committee, which I shared with her but had no opportunity to give in this Chamber. Her response, if I understood it correctly, was implicitly that local authorities and the public sector have got it all covered. I do not believe that for a minute. I suggest that, if she and her colleagues take a closer look under the carpet in some of our northern communities that are spending levelling-up money, they might find that what is being promised in bids and what is being delivered in practice—if it is delivered at all—are two quite different things. Throwing money at challenging northern communities will not solve the endemic problems that they face or the dependency cultures that have often been created by the state.
I thank the Minister for her reply to my Committee-stage speech, which there is no time now to respond to in detail at this late stage at Report. In her letter dated
However, if I understand the Minister correctly, her Government are relying primarily on local authorities and other public sector organisations to lead and deliver on the Government’s levelling-up agenda. Our experience over the past 40 years is that, especially in towns across the north of England that are struggling, as well as in seaside towns, a key part of the problem is a lack of skills, capacity and ambition in the relevant local authorities. The Government’s approach seems to suggest that people can simply pull themselves up by their own bootstraps. The lessons that we learned in the 19 years that I worked on the Olympic legacy in east London suggest otherwise.
To be precise, I worked on that project from day one in 1999 until 2018. I was a director of both the Olympic Park Legacy Company and its successor body, the London Legacy Development Corporation. I chaired the regeneration and community partnerships committees on both bodies for many years and helped to write the structure for the Olympic legacy company for Hazel Blears, the then Minister in the Blair years with responsibility for the legacy programme. At that time, a Labour Government accepted that the legacy could not be relied on to be delivered by a collection of local authorities; instead, an SPV with a board with a wealth of world-leading expertise was established, bringing together the public, business and social sectors.
The extraordinary success of that approach is hard to challenge, yet it is not a model that has been adopted more broadly in challenging communities in the north. We wonder why. The success of many London secondary schools has been achieved via the academy approach and then the free school approach. Although not all of these have fully lived up to their promise, they are examples of the need to look beyond local authority control—that is, to look under the carpet and see what is really there, underneath what local authorities think government wants to hear.
Again, this has been a broadly non-party-political approach, which successfully brought in private sector leadership, skills, money and ambition. The previous local authority-led approach severely damaged the prospects for millions of Londoners over previous decades but, based on the Minister’s letter, which I will place it in the Library, I wonder whether, if this approach had not already been introduced, this Government would have done so. I worry that this Government would have stuck with the failing status quo. So I find myself scratching my head and wondering why the current Government are so reliant solely on the public sector to lead, rather than a more mixed economy approach where you celebrate differences, build working relationships across sectors and learn from what emerges and what works. As Einstein famously said, it is a sign of madness to continue repeating the same approach and expecting to see a change in outcome.
I do not intend to push these two amendments to a vote. The purpose of them is simply to encourage a debate with this Government and in this Chamber about implementation and what has been shown to work in practice. I worry that few lessons have been learned. As far as I can see from these successful projects, there is little awareness in any real detail in this Government of what is happening on the ground in some of our most challenged northern communities, which are in practice experiencing little of what the Government call levelling up. My colleagues and I will continue to deliver projects on the ground. We will work with any Government who are serious about levelling up, but business as usual will not get us there. Innovation, a closer working partnership with the business community and social sectors, and the creation of a practical “learning by doing” culture will be essential in the modern world. These two simple amendments seek to find a way to encourage this step change.
My door remains open but, for now, I remain disappointed at the lack of curiosity and interest in the detail that lies under all the paperwork and in proven best practice. I beg to move.
]]>I want to quote a colleague of mine from the north-west of England about her town centre, the fragmentation that she feels is going on and the opportunity being missed. She said:
“When I look at the 7”
connecting levelling-up schemes,
“what I feel is missing is the coherent and comprehensive consideration of the Old Town as a ‘place’. One ‘place’. A place where people live and have their businesses, not just somewhere people stop by to solely pop into the new health and education hub for an X-ray, or the new Buddhist temple for meditation or the new youth and arts provision or the upgraded theatre to watch a play. What I fear may happen is some lovely new buildings going up in amongst some really run down streets, which will surely only be made to look even worse. I get that the money available isn’t an endless pot. I get that a number of the properties have private landlords, but what I didn’t get is the approach and ambition of aiming to elevate the place as a whole. Many of the shops are vacant and the Council must be taking empty business rates from the landlords. I wonder if there is a strategy to bring those landlords into the debate about”
reconnecting the town,
“so that the 7 schemes aren’t just 7 pieces of a bigger jigsaw where”
the real opportunity
“has been lost!”
As I say, this amendment puts real drive and economic practicality into our town centres. I work a lot across the north of England and see a lot of fragmentation. Individual little schemes will not make a difference. There need to be real practical drivers, and what my noble friend Lord Ravensdale is suggesting is possibly one of them.
]]>