We could be charitable to the charities and assume they were being naive, thinking they would receive only genuine volunteers. In that case, they should relieve themselves of their naivety forthwith by reading the Boycott Workfare site and the personal testimonies of people coerced into work (for around £2 per hour) that can be found across the internet. They should also, perhaps, relieve themselves of their naivety about this government’s intentions. It fully intends to lower the cost of labour (i.e. make most of us poorer) for the sake of greater profits and anyone engaging with the government should understand this and ensure they are not playing a part in it. As an aside, workfare doesn’t work, if the intention is to get people into work. But the government is expanding the program. It’s almost like the main goal really is to provide cheap labour isn’t it?
But I think the issue is more than mere naivety. The charity sector has undergone two changes in recent years and both must have seemed like an improvement to the charities. One change was that with the growth of the EU, the arrival of the National Lottery and the (late) Office of the Third Sector, there has been more funding available from official sources. This has some apparently good effects but it also means – inevitably these days – the imposition of targets and monitoring. It is easy to mistake success against targets for success in making people’s lives better, particularly once your job depends on meeting the targets. It is easy too to start shifting your goals in response to the money.
The second change is the increased numbers of senior managers moving across, sometimes temporarily, from the private sector. This brings management ‘expertise’ into the charity sector but this is not a neutral expertise. Business-oriented managers are more likely to pursue growth for the sake of growth (since growth is all in the private sector) and they too are fond of targets. They are also more likely to make ‘rational’ economic decisions, like the alcohol dependency charity that takes money from alcohol companies. ‘We can make bad money good,’ the argument goes, blithely ignoring why the alcohol company needs them as a fig-leaf. The managerialism of big business frees those businesses from all responsibility to people – except the people they choose to please for sound business reasons. Is business management liberating charities from the need to show basic charity to people beyond their area of work?
The charities would claim, no doubt, that they have not lost their core ethics. And perhaps they haven’t. But many have lost their peripheral ethics, their all-round view. If you stick to a few ethical rules but decide to blind yourself to anything outside that then your ethics are empty. Charities should think hard about the damage this loss of a broader ethics could do to their reputation. They should think about the dynamics they are getting involved with when they agree to provide outsourced services for government, or when they partner with outsourcing corporations with goals very different to their own. They should think about more than just growth or targets. When someone offers them free labour from a pool of often-desperate people, they should perhaps take a moment to think about what they are getting involved in.
Meanwhile the rest of us should all think harder about who we give to. We now face a far worse prospect than targets-obsessed charities slipping into being feel-good employment schemes for middle class professionals. Some of them are in danger of becoming feel-bad unemployment schemes for us all.