Winning for Women

Guest post from Yvonne Jeffery, @bakingforpeace, campaigner at Save the Children, reflecting on the latest in Save the Children’s #changehistory series. You can read about and listen to earlier sessions here, here and here.

Like thousands of feminists across the country, I was eagerly anticipating the new film Suffragette, which charts a tumultuous period of feminism and the fight for equality in the UK in the very early twentieth century. After the screening, I was left asking myself two questions. What would I have had the guts to do in the position of these women in 1913? Secondly, and more importantly for today, can I say that I do enough to fight the inequality that still remains? In her talk on the history of The Women’s Movement, Nan Sloane (Director, Centre for Women and Democracy) argues that the period of pre-suffragette feminism was one of the most successful social movements ever, and yet we have lost this era and its learning from our history. She outlines five lessons.

Lesson 1: Campaigns should be unclouded and inclusive, in outcome if not in content. Campaign for all, not just some, women, spreading power to every class at every level.

Twentieth century suffrage campaigns ground to a halt partly due to the longstanding failure to achieve parliamentary enfranchisement. Under pressure, different factions appeared, and sought different levels of suffrage that would create a different outcomes and benefits for women and men. The movement lost clarity and unity.

For today, applying this test of clarity and inclusion to achieve change for women is still as important. For example, increasing the number of women in the courtroom, on business boards, and in parliament is only a means to an end; in themselves, these measures do not improve daily life for most women. Objectives must have actions that will translate into change on an everyday scale.

Lesson 2: Take help wherever you need or can get it.

The total number of female MPs elected since 1918 is 450. Today alone, there are 459 male MPs. In almost 100 years, as a country we have still not managed to elect the same number of women to parliament as we have men elected now.

Feminism needs men as men still hold power. Everyone must take on the fight for equality. One of the most recent campaigns to build an ambitious movement of 1 billion men worldwide to commit to taking action against gender discrimination is UN-Women’s HeForShe, which has so far gained only half a million pledges. Yet, it is only through the recognition that we all have a role to play that legislation to improve the lives of women will be enacted, and equality through social change achieved.

Lesson 3: Be opportunistic to seize the public imagination. Be constructive, imaginative, to ensure that people are talking about feminist issues, and in a way that gets them on to the agenda.

In 1867, the Second Reform Act extended the vote to all urban householders and people who owned small amounts of land in the country. Afterwards, a woman named Milly Maxwell managed to get her name on the electoral register. Lydia Becker, a leader of the suffrage campaign in Manchester, accompanied her to vote and they were ‘much cheered’ as they did so. Becker saw a campaigning opportunity, and ran a national campaign to get women to register to vote. As the rules stood, objections had to be made to remove people from the electoral register, but the rules were ambiguous, and barristers were forced to hear thousands of objections. Many women were removed from the register, but some barristers let women remain and be able to vote. This campaign helped to ensure that the franchise was slowly extended to some women at local levels, so that by the early twentieth century, Westminster was left as the only elected body where no women had any voting rights.

Today, you still need to be in the game to change the game. From women being classed as a non-person with no legal or financial identity and being expressly forbidden to vote in 1832, in 2015, the 18-24 female bracket is the least likely to vote. There is of course a lot of debate over how to get young females to vote, and efforts by political parties are to say the least unappealing, such as Labour’s pink bus or Ukip’s jump to promise to abolish the tampon tax and portray themselves as the party of young working women before the General Election this year. Communications and campaigns must show when, where, and how we all fit in to making equality a reality.

Lesson 4: See the whole game, not our own small part of it. See how our campaigns link to other struggles.

Empathy and understanding are powerful. Every campaigner needs to understand where the cause that they are fighting for sits in the context of the wider network of political and economic events. The votes for women campaigns are often viewed in isolation, without the recognition that they sprang from a longer campaign and sat alongside other campaigns for suffrage, and that other radical events such as the People’s Budget happened at the same time.

It is essential to recognise and understand the intersection of equality struggles, and to work together. Helen Pankhurst recently made this call at The Bechdel Test Fest discussion of Suffragette: ‘If each one of us took up an issue and held hands, we could achieve great change. We need less apathy!’

Lesson 5: Reclaim and remember our history.

Faye Ward, producer of the Suffragette film, has stated that ‘We are never taught history from the female perspective.’ In 12 years of primary and secondary education, the women’s movement never once appeared in my textbooks; I have only a single memory of my reception class teacher talking about Emmeline Pankhurst and the suffragettes.

Recognising that our forebears did indeed change Britain profoundly, and that there are lessons that we can learn from them and apply today, would go some way towards reclaiming what has been lost and saluting the sacrifices that they made. The fight for equality still remains, and we can learn the lessons to make sure that we each do enough for it.


Life in a Town called Coal

The Town called Coal

In the town centre the austere concrete municipal building is still inscribed with the old Apartheid-era name name Witbank, but the town has been rebranded eMalahleni, isiZulu for the place of Coal. The name perfectly captures not just the economic dominance of coal in the town but that the town in itself is organised around coal. Across the globe, coal mining corporations are under pressure for producing the fuel that is worst for the world’s climate; coal corporations seek to counter this pressure by drawing attention to the development benefits they bring. Where better to see those benefits than the Town called Coal? Here are some of the people we met and the benefits we saw.


sara sara2

Sara lives together her daughter and her grandchildren in a disused trailer just yards away from the MNS coal mine. Sara used to be a farm worker, until the farm on which she worked was sold off to a mining corporation. Like the other farm workers, she lost her job, and has not been able to find work in the mine. The coal dust and smoke in the air has brought respiratory illness to her and to her daughter and grandchildren. Though she lives right next to a coal plant, she has no electricity. No one in her community does. There is no power supply for them. Continue reading

How the tax fight is being won

Guest post from Alice Macdonald, Save the Children’s head of action/2015 campaign, @alicemac83.

As part of Save the Children’s History of Change series (see more here and here), Alasdair Roxburgh (previously Head of Campaigns at Christian Aid) talked us through the history of the tax movement.

It was an inspiring talk (you can listen to the whole thing here) about how campaigners around the world managed to turn tax – which let’s be honest isn’t the most exciting of subjects –  into a big political issue and achieved changes which will help to ensure that millions of people around the world benefit from the tax revenues which belong to them.

Though tax may not be sexy – it matters. It matters for the obvious reasons – it provides the services we all need whether we live in the UK or in Tanzania – hospitals, schools, roads. It can encourage good behaviour like saving money through ISAs and discourage bad habits through increasing the price of things like cigarettes. If we use it well tax can help reshape the world. And it also matters for less obvious reasons – by paying tax we sign up to be active citizens contributing to improving the world around us.

But to date the tax system has been skewed towards the interests of the richest in society. It’s notoriously hard to put an exact number of how much money is lost through tax dodging but estimates put it at hundreds of billions lost from some of the world’s poorest countries. There is no doubt that tax dodging costs lives. The money lost could be spent on vital services like healthcare. That’s why the tax justice movement was born.

It got off to a pretty technical start with the conversation pretty much confined to the policy wonks. It was only when the financial crisis hit in 2008 and stories about corporate giants hit the headlines that it really moved up the political and public agenda. That was a turning point for the movement and it began to strengthen and now counts hundreds of organisations around the world from big NGOs like Oxfam and ActionAid to grassroots organisations, faith networks, student movements and trade unions.

It hasn’t been an easy ride, especially in the early days of the campaign. Governments and companies repeatedly slammed the door in campaigners’ faces and organisations like Christian Aid were even labelled the “Tax Taliban” by opponents. But despite the hurdles, the tax movement has already achieved some major wins – getting tax on the agenda at the G7, a law on EU transparency and the Dodd Frank Act which both mean that extractive companies are obliged to publish how much tax they pay on a county by country basis. The campaign also transformed the narrative around tax, taking it from the technicalities to an issue of justice helping to rally people around the world to challenge a financial system in which let the richest get away with robbing the poorest.

What can we learn from the movement for future campaigns? There are 5 key lessons:

  1. Persistence pays off: it took 5-6 years to secure the first big campaign win. Campaigners need to be ready for the hard slog and not expect instant results.
  2. Change your tactics and targets: the campaign mixed it up from private lobbying, targeted actions, hard-hitting reports and stunts and identifying targets and supporters from MPs to corporate champions.
  3. Nothing is too complicated to campaign on: at the beginning the campaign didn’t talk about values and got too tied up in the technicalities. When the campaign turned tax into an issue of social justice it really took off. So don’t always focus on facts and stats but focus on values and the impact on people.
  4. Small targeted campaigning works: You don’t always need to make a big noise to achieve success. For example securing the European directive on country by country reporting for extractive industries was secured by a very specific targeted e-action.

Of course the fight isn’t over yet. In September, the world agreed an ambitious agenda to end poverty, inequality and fight climate change – the new global goals for Sustainable Development something which as Head of action/2015 I’ve been closely involved in campaigning for along with millions around the world.

That ambition won’t be delivered without money and tax will be a crucial part of finding that finance. Ultimately the whole global financial system needs to change so that the world’s richest governments and richest companies are no longer able to dictate the terms of engagement and countries are able to operate on a level playing field. We need to strengthen legislation, ensure it is complied with and make sure that citizens are able to hold their leaders to account.  The fight isn’t over yet but the strength of the movement gives us plenty of room for optimism.

Alice Macdonald is the Head of the action/2015 campaign at Save the Children. Action/2015 is a global coalition aimed at securing ambitious action on poverty, inequality and climate change which has mobilised millions of people this year.  She has worked in international development for the last decade holding a variety of roles across campaigns, policy and advocacy.

Investing in our soft power assets – the GREAT campaign & the Spending Review

This is the fourth in a series of blogs on the upcoming Spending Review, and how Britain maximises its influence and soft power across the world at a time of declining budgets. This focuses on the GREAT Britain campaign, which has been a focal point for the UK’s prosperity agenda. Find the others with the following links: FCO, British Council, BBC World Service.


Another ambitious initiative has established itself as one of the UK’s more innovative soft power tools – the GREAT Britain campaign. Active in 144 countries, the £113.5 million campaign (2012 – 2015), is the government’s major branding campaign to promote the UK as a destination for tourists, trade anSan Fran harbourd investment, and students, in order to secure economic growth. As Director, Conrad Bird highlights, the award-winning campaign has focussed unashamedly in driving the prosperity / economic growth agenda with clear objectives aiming to stimulate foreign direct investment, tourism and strengthen the UK’s economy – “…it is about jobs and growth for Britain; it is designed to make money for Britain”. Conceived and coordinated from the Prime Minister’s Office in Downing Street (but working with UKTI, the FCO, British Council, VisitBritain and VisitEngland), the campaign was recently commended by the National Audit Office, reporting a return on investment (so far) of £1.2 billion.


The campaign has not been without resource challenges, as James Pamment from the USC Center on Public Diplomacy explains, “Despite the potentially demotivating effects of cutbacks and the marketing freeze, GREAT has provided a focal point for the prosperity agenda. Backed by hard cash, positivity dividends from the Jubilee and Olympics, support at the highest political levels, and metrics which demonstrate value in a manner easy to understand, GREAT has opened the door to opportunities for organisations and staff at a time when resources have been stretched.”


With over 400 businesses and hbond-is-greatigh-profile individuals backing the brand with joint funding and sponsorship (contributing over £69m in cash and in kind support), the campaign is in an increasingly strong position to seek further support from the private sector given the increasing value of the 11-21snowdonia-2-RGBGREAT brand itself, and track record in delivering results for business. With further campaign plans for the next 12 – 18 months (e.g. using the Bond movie to promote the UK, Exporting is GREAT campaign targeted at SMEs, tourism campaigns on Culture & Countryside, activity marking Shakespeare’s 400th anniversary, supporting Liverpool’s 2016 International Festival of Business), it is clear that the campaign is seeking to build on the momentum generated and will no doubt will be hoping for adequate resourcing for its ambitious plans. The 2015 Conservative manifesto hints at future support – “We will boost our support for first-time exporters and back the GREAT campaign, so we can achieve our goal of having 100,000 more UK companies exporting in 2020.

Investing in our soft power assets – the BBC World Service & the Spending Review

This is the third in a series of blogs on the upcoming Spending Review, and how Britain maximises its influence and soft power across the world at a time of declining budgets. This focuses on the BBC World Service, “Britain’s gift to the world”. Find the others with the following links: FCO, British Council.

Other UK soft power assets fall into the “unprotected” category and are at risk of cuts. Since the Chatham House / YouGov Survey began polling in 2010, BBC World Service radio and TV broadcasting has been seen by UK opinion-formers as the UK’s top foreign policy tool, consistently ranking higher than all other foreign policy “assets”.

Broadcasting to 210m people every week and with a budget less than half that of BBC2, the World Service faces increasing challenges in the form of domestic and international competition, technical change, and a legacy of underinvestment. FCO funding was cut by 16% in 2010, leading to the departure of about a fifth of bbcits staff. This has had an impact – in 2005 the organisation provided services in 43 languages, now down to 28. In contrast, there is increased competition – following a 2007 directive from Premier Hu Jintao, China has been investing heavily in soft power assets with state journalists now pumping out content in more than 60 languages. Lacking first mover advantage, it is clear that competitors have strategic ambitions. Yu-Shan Wu of the South African Institute for International Affairs comments, “Since the Beijing Olympics, we have seen increased efforts to provide China’s perspective on global affairs, signalling relations with Africa have moved beyond infrastructure development to include a broadcasting and a people-to-people element. There are now regular exchanges between Chinese and African journalists, and it is clear that China is stepping up and laying the foundations for a more concerted public diplomacy effort in the region.”

From April last year, the World Service ceased to be funded by the FCO, and is now resourced by a share of the BBC licence fee. Although its budget was increased by the BBC in 2014 (up by £6.5m to £245m), the BBC itself faces many of its own funding challenges. In July, the Chancellor called on the organisation to make savings and make ‘a contribution’ to the budget cuts Britain is facing. Ministers asked the BBC to shoulder the £750m burden of paying free licence fees for the over-75s, and later that month unveiled a green paper on the future of the broadcaster which questioned if it should continue to be “all things to all people”. In the same month, the organisation announced that 1,000 jobs would go to cover a £150m shortfall in frozen licence fee income.

The World Service is somewhat insulated from wider BBC cuts, as the BBC has to seek the Foreign Secretary’s approval to close an existing language service (or launch a new one). Nevertheless, in early September, Director-GeneraWorldsNewsroom1l Tony Hall made the first of a series of responses to the green paper. Making a “passionate defence of the important role the BBC plays at home and abroad”, he unveiled proposals for a significant expansion of the World Service, including; a satellite TV service or YouTube channel for Russian speakers, a daily news programme on shortwave for North Korea, expansion of the BBC Arabic Service (with increased MENA coverage), and increased digital and mobile offerings for Indian and Nigerian markets. Interestingly, the proposals sought financial support from the government, suggesting matched funding, conditional upon increased commercialisation of the BBC’s Global News operation outside the UK.

More on the expansion plans here.

Investing in our soft power assets – the British Council & the Spending Review

This is the second in a series of blogs on the upcoming Spending Review, and how Britain maximises its influence and soft power across the world at a time of declining budgets. This focuses on the British Council, the UK’s international organisation for cultural relations and educational opportunities. Find the first, on the FCO here.

FCO financing, under the spotlight in the forthcoming Spending Review, has significant influence on key soft power assets, of which the UK has many, built up and consolidated over many centuries. Founded in 1934 to create ‘a friendly knowledge and understanding’ between the people of the UK and wider world, the British Council (interacting with nearly 550 million people in over 100 countries each year) receives grant-in-aid British-Council-plaque-001funding from the FCO allowing it to “represent the UK’s long term interest in countries where we cannot rely on earned income alone”.  Government funding was cut by 25% from 2010/2011 – 2013/2014, and in 2013 it received £172 million in government aid, on par with 1998-1999 levels. However, the organisation has been developing alternative funding streams, resulting in the perception that the organisation is adopting a more commercial approach, which, according to John Baron MP (member of the Foreign Affairs Select Committee), “risks damaging a unique brand”. With over 75 per cent of turnover earned through teaching and exams, tendered contracts and partnerships, FCO funding is less than 20% of the organisation’s income. Last’s year’s Triennial Review of the British Council reported that self-generated income (English Language Teaching & exams) increased by over £100 million since 2010 and predicted it would increase by a further £100 million by 2015 – “well beyond levels needed” to compensate funding cuts. Nevertheless, as Colm McGivern, Director of the British Council in South Africa explains, “like every organization in receipt of public funds we have to be increasingly efficient and constantly innovative in the ways we connect the UK to other countries using education and culture.” This is in the face of increasing competition, with China’s Confucius Institute and Institut Français surpassing the British Council in number of offices globally.

Most recently, the Foreign Affair60888s Select Committee called for protection of the British Council’s budget in the Spending Review: “Any attempt to make a parallel cut to the British Council budget in the 2015 Spending Review would inevitably weaken the UK’s capacity to project soft power and culture in target countries with growing economies or regions with high priority political and human rights concerns, such as Russia and the Gulf.”

A choice between decline and growth – UK global influence and the Spending Review

This is the first in a series of blogs on the upcoming Spending Review, and how Britain maximises its influence and soft power across the world at a time of declining budgets. This focuses on the Spending Review, and the Foreign & Commonwealth Office (FCO).

Civil servants across Whitehall returned from their summer holidays with a thump. Now in the thick of negotiations, the Chancellor’s Autumn spending review looms with huge departmental cuts on the horizon. Seeking to bring the money-and-maginifying-glassUK into surplus by 2019 / 2020, the review seeks £20bn of departmental savings. May’s Budget saw Chancellor George Osborne protecting over half of all public spending while simultaneously committing to increases in health and defence spending, ring-fencing schools funding on a per-pupil basis and renewing the pledge to spend 0.7% of GNI on overseas aid. Unprotected departments will therefore bear the shoulder the heaviest burden, and have been asked to formulate ideas for savings of between 25% and 40%. These scenarios are not far-fetched. Analysis by the Institute for Fiscal Studies reports that during the last Parliament, overall departmental spending was reduced by 9.5%, with unprotected departments facing cuts averaging 20.6%.

The UK’s Diplomatic Service under pressure

With defence and aid budgets largely protected, the FCO is the major remaining government department (working on the UK’s role overseas) which will be affected. With a budget that is 25% lower than its French equivalent (despite comparable network sizes), FCO funding (£1.7bn) amounts to less than 3% of the total of the three budgets combined, and as the only unprotected department in this group, the FCO is exposed to the full force of Sending Review cuts.

And there is limited scope for savings. With the devaluation of sterling, FCO spending power has reduced by between a fifth and a quFCO_1823237barter since 2009, requiring increased prioritisation and efficiencies. The 2010 review saw the FCO making a 10% cut (real-terms), followed by a further 6.3% reduction in 2013. Simon Fraser, former FCO Permanent Secretary, admitted in his farewell interview that “like other departments, we’ve faced a pretty tight resource situation since 2010”. Diplomatic capabilities remain underfunded, especially in the areas of compensation levels, technology infrastructure and staff numbers. A February report by the Westminster Foreign Affairs Committee described an FCO desperately in need of funding and a diplomatic service lacking the right skills. There is also evidence that human rights is no longer one of the FCO’s top priorities – believed to be a consequence of the savings imposed so far.

Foreign policy challenges in the aftermath of the 2008 financial crisis have not abated, and there has been significant turbulence across the globe affecting UK interests. Shifts in world order (e.g. reduced power of Bretton Woods institutions) are also coinciding with this relative decline in the UK’s material capacities and its ability to apply international leverage. So what to do in an era of declining budgets and increasing challenges? Prioritisation is key, according to Fraser “…you cannot carry on doing more and more if you’re under continuing resource pressure – and I think we have to face that. The government has to think about that and we have to think about the priorities – what really matters and how we can focus our effort on the things that we can make the most difference on.” There are already some indicators of focus – in June, Foreign Secretary Philip Hammond told the Foreign Affairs Committee that that the FCO would aim to protect its network of overseas embassies, “I am clear that the crown jewel of the Foreign Office’s capability is the network of international platforms, embassies, and missions around the world…   …We must seek to protect that sharp end presence while addressing the need for further efficiencies.” Were there to be cuts, they would likely be made to support functions, subordinate posts in developed countries, and UK operations. The Permanent Under-Secretary, Simon McDonald stated in a recent inquiry; “the logical conclusion of protecting the network and having to reduce is that such reductions that have to take place will be at home”.

Early indicators for 2015 are not promising – the Chancellor unveiled a £4.5bn savings “down payment” in June, with the FCO taking a £20m hit of in-year spending reductions, and more cuts expected. With no constituency in the UK to speak up for it and already stretched, the organisation has largely been left to fight for itself. Echoing an assessment made by the predecessor Committee in the last Parliament, last week’s report by the Foreign Affairs Committee called on the Treasury to protect and increase the FCO budget, “We recommend that the Treasury protect the FCO budget for the period covered by the 2015 Spending Review, with a view to increasing rather than cutting the funds available to support the diplomatic work on which the country’s security and prosperity depend.”

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