Author: richardfjbrown
Transport of no delight
When does \’disruption\’ tip over into irresponsibility? That was one of the fundamental tensions underpinning the tech manifesto published by Centre for London, with Tech London Advocates and London First, in February 2016. The row over Uber\’s licence suspension in London shows that we are still some way from an answer.
The Tech Manifesto argued for an approach that balanced \”open innovation, with consideration of citizens\’ needs\”, and identified \”the disruption to the private hire markets caused by the introduction of Uber in London [as] a prime example of regulators failing to keep pace with the scale and speed of a particular innovation\”.
On Friday, it felt like regulators finally caught up, when Transport for London announced that Uber\’s licence to operate in London would be revoked from the end of September. But the racing metaphor quickly implodes: the events of the last few days look like an object lesson in how not to do digital regulation. Transport for London\’s decision to pull Uber\’s licence appears to have come out of the blue, with little opportunity for Uber to address the concerns about driver and passenger safety that have been raised. At the same time, Uber, so rich in political networks, has responded with petitions and media campaigns about its 40,000 workers and millions of customers, blowing squid ink rather than trying to engage with the concerns about its systems and policies.
It may be that TfL has announced the \’surprise\’ revocation to force the pace with a company that would otherwise happily deploy lobbyists and lawyers to haggle for months over sanctions and compliance, and it may also be that Uber is sincere in the sentiment expressed by its CEO in a tweet on Saturday, asking London to \”work with us to make things right\”.
But this clash – more interesting because it is more textured than other cities\’ decision to ban Uber outright – does not inspire much faith in the future for intelligent discussions about regulating the digital economy. We cannot preserve business as usual for every element of city services, but we shouldn\’t give \’disruption\’ a free pass an unalloyed benefit to urban life – individually or in aggregate – either.
Sumday
Rule of 7
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You don\’t need a weatherman
At the end of \’manifesto week\’, it does seem as if a lacklustre election campaign has been overlaid on a significant shift in the centre of gravity of British political discourse. As John Prescott put it, what seems like an age ago, \”the plates are shifting\”.
There\’s been a lot of debate, mainly from the originator of the term, about whether Theresa May is a \’Red Tory\’. In an interview in today\’s Observer, Damian Green suggests something rather different. His old friend is not a great political theorist, he says, but a meteorologist, who can sense changes in the climate of public opinion and react to the modern world.
Many would argue that a leftward shift in public opinion is long overdue; the wonder is that it didn\’t happen earlier, given the crisis of financialised capitalism ten years ago, and the growing perception of inequality since then. We\’re through with shock, denial and anger, and are now ready for a new deal, which promises to tame and temper capitalism for the public good. Ten years may seem like a long time, but almost as many years passed between the crises of the late 1970s, and the emergence of purple period Thatcherism after the 1987 election.
And, of course, the shift in rhetoric and discourse may not signal an actual change in behaviour. Just as New Labour shrouded redistributive policies in veils of prudence, the Conservative government that most people expect to see elected in June may enact traditional Tory policies while paying lip service to kinder capitalism.
But the opinion polls published today give pause for thought. Labour still has a mountain to climb, but has narrowed the Conservatives lead from around 20 points to 13 or less. Labour has made much of the Conservative reforms of social care (a small shimmy in the right direction, imo), and perhaps this \’nasty party\’ framing is hitting home.
But I can\’t help wondering whether, in trying to colonise Labour territory, the Conservative manifesto hasn\’t scored a more significant own goal. In signalling a leftward shift, has the manifesto given voters permission to think what was once unthinkable, that free markets are not always the best guarantor of prosperity? And if you start thinking that way, you might even think a bit further: if you\’re going to clamp down on executive pay, why not think about setting ratios? If caps on fuel bills, then why not renationalisation? Just as Labour suffered, until John Major\’s goverment ran out of steam, from looking like a pale shadow of conservatism, why would people vote for a half-arsed version of the interventionist social democracy offered by Labour?
Slow train
He\’s Only Making Plans for London
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Almost drowned out by the noise over airport expansion, Sadiq Khan issued A City for All Londoners this week, the vision document that will underpin the Mayor’s strategies, and in particular the London Plan, the city’s spatial blueprint.
Lamé, Duckie
Block-ed
Redeveloping council estates has become a popular way for boroughs to build more houses in London, where land is at a premium, but it is a high-wire act, conducted over a shark tank, with volleys of custard pies being hurled from the sidelines.
Build at too low densities and the numbers won\’t add up; go too high and you create a lumpy enclave out of keeping with its surroundings. Spend too much buying out existing residents and you kill the business case; spend too little and you will have to resort to compulsory purchase. Build too much market housing and you\’re accused of driving poor people from their homes; build too little and you won\’t make enough to cross-subsidise more affordable housing. Offer too little to developers and they won\’t take on the risk; offer too much and you look like an easy touch.
One of London\’s largest such schemes began to wobble on Friday, when the Secretary of State turned down Southwark\’s Council\’s application for a compulsory purchase order to enable the demolition and redevelopment of the Aylesbury Estate, planned to increase total housing numbers from 2,700 to 4,000. The scheme has been intensely controversial, with accusations of \’social cleansing\’, occupations and forcible evictions providing a stormy backdrop to the slow-grinding legalities of planning and public enquiries.
It is hard to avoid boggling at the politics of a Conservative minister seemingly siding with anti-gentrification protestors against a major development scheme promoted by a Labour council. Is this a sign of the May government\’s commitment to helping the poorest in society? Is this dismissal of the public-private partnerships that have dominated public projects for so many years another sign of the \’end of liberalism\’?
You can imagine Conservative spin doctors savouring some of these interpretations, but the politics of this decision are probably fortuitous rather than intentional. The process of confirming (or not) compulsory purchase orders is a quasi-judicial one, made on the basis of an inspector\’s report and carefully worded official advice, not for political positioning.
And, when you look a bit deeper, the decision is a very conservative one. It was not the rights of council tenants that were the central consideration, but eight remaining leaseholders, owners of property bought under right-to-buy legislation. The compensation offered to them was judged to be inadequate, and their human rights likely to be breached if their homes were requisitioned. It was actually the very conservative defence of private property rights, and the Conservative policy of selling off council housing, that has knocked the project off course.
Sadiq\’s first 100 days
[Published in The Guardian, 15 August 2016]
Sadiq Khan’s first 100 days in office – officially marked today – have given an indication of the character of his mayoralty. There has been none of the drama of Ken Livingstone’s 2000 triumph against the Labour party machine, and his subsequent battle against partial privatisation of the tube. Nor has there been the chaos of Boris Johnson’s 2008 election, with deputy mayors arriving and departing with a regularity that would be the envy of many London commuters.

Instead, Khan’s arrival in office has been marked by a careful approach to appointments (taking care over these was Johnson’s parting advice to his successor) and astute leverage of the mayor’s public profile while the City Hall policy machine begins to grind through its rusty gears.
Launching a mayoral programme takes time, especially if you haven’t inherited much from your predecessor. Ken Livingstone, for whom I worked as private secretary for his first year in office, didn’t implement congestion charging until 2003 – three years after he was elected – with the Olympic Bid and London Plan following the next year.
In 2008, Livingstone wanted to return to office to implement free bike hire and collect the Olympic Flag from Beijing, but Boris’ election victory meant that these became his projects. By contrast, Boris knew he wasn’t coming back in 2016 – some would say he mentally checked out some time earlier – and left the cupboard pretty bare.
Khan has more than 200 manifesto commitments, and it has taken him time to appoint a team to focus on implementation, wrestling with the complex and only marginally coherent selection of agencies, strategies and duties that the mayor has accreted since 2000.
His appointments include a core group drawn from the campaign, including his chief of staff, David Bellamy, and policy directors Nick Bowes, Jack Stenner, Leah Kreitzmann and Patrick Hennessey. Observers describe them as a tight team who have worked together for a long time. There’s virtue in the familiarity and trust this engenders, but the experience of previous mayors suggests that not every campaigner can easily make the transition to administration.
Alongside them, Khan has appointed deputy mayors like Justine Simmons, James Murray, Val Shawcross, Sophie Linden and Jules Pipe. These are hardly household names, but are well known and generally well respected in London government circles. The mayor has also brought in outside experts, such as Rajesh Agrawal, tech entrepreneur and deputy mayor for business. The last few appointments are due to follow imminently, and the Centre for London has argued that they should include a chief digital officer to lead digital transformation across London government.
The mayor has made early announcements on air quality, which will be a priority area for action alongside housing, economic development, culture and social cohesion. The next big policy milestone will probably be in the autumn, when Khan sets out his vision for the new London Plan (which is unlikely to make it through its tortuous formal process, including public consultation and an ‘examination in public’, until 2019), and the other strategies that sit underneath it.
New rules on housing will be a big focus, and there are already background murmurings that Sadiq risks being boxed in by commitments on affordability. Some of these murmurings come from housebuilders and developers – and they would say that wouldn’t they? – but there clearly is some nervousness as the market feels the chilling effects of the post-referendum slowdown.
Meanwhile, the mayor’s team are focusing strongly on land held by Transport for London, which has the double challenge of needing to generate income to compensate for reduced government grant during a fares freeze, as well as meeting the mayor’s affordability policies.
But it is Brexit that has dominated the mayor’s first months. Khan moved straight from the mayoral campaign to the remain campaign, and since the referendum result has become the voice for London’s pro-EU majority, arguing for London to have a seat at the negotiating table, reforming the London Finance Commission to seek more local control of taxes, and broadcasting the message that #LondonIsOpen to the world.
It is easy to dismiss campaigning and public appearances as froth on the serious business of governance, but in the fraught days of summer 2016, the mayor of London’s role in leading his nine million citizens is perhaps as important as providing them with services, initiatives and strategies. These will need to follow in time, and there are huge challenges ahead for London, but the mayor has made a sure-footed start.