Whatever the
optimal shape of
the boundary of the State and the proliferation of not-forprofit activities to take on some of its past functions it is likely that this will not be a stable relationship. Resources will sometimes not be in the right place. Scaling up local efforts is difficult and the benefits from scale for labour- intensive distributed effort which will otherwise drive costs that tax-payers must fund via taxation are often hard to define. Capitalism has generated copius joint-stock company law and regulation to handle this problem and provide flexibility, even if this is sometimes imperfect. Mergers and Acquisitions occur when scale wins; spin-outs and renewed focus
on changed objectives help offer some mechanism for reshaping the delivery of resources and the targets when scale is self-defeating. This infrastructure is not well developed in the not-for profit sector.
Many charitable vehicles have their legal environment based in the law of Trust which can mean that changes in objectives become difficult to achieve. Some perceived scale benefits have been delivered by mergers of charities to create monolithic organizations whose fund raising power can become dramatic. But with no active ʻcorporate raidersʼ to release efficiency from organisations whose size has become dysfunctional it is not clear how a trend to efficiency can
be established or maintained. Abuses of donor trust occur regularly and are often cited as a reason why UK giving is relatively low. The recent problems of The Salvation Army could perhaps have been avoided if these checks and balances existed in the not for profit world.
This last challenge for the Big
Society initiative is at least shared somewhat with State provision. It takes Ministerial turf-battles to effect re-alignment of resources to targets. But it is an area where non-State provision should be allowed to and able to develop flexibility.
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44 entrepreneurcountry
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