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Building a Smarter Economic Future The UK Economic Development Conference 2009

Building a Smarter Economic Future The UK Economic Development Conference 2009 7-8 October 2009 Royal Bath Hotel, Bournemouth. Adding strategic value in hard times. Workshop at the The UK Economic Development Conference 2009 7-8 October 2009 Royal Bath Hotel, Bournemouth Geoff White

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Building a Smarter Economic Future The UK Economic Development Conference 2009

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  1. Building a Smarter Economic Future The UK Economic Development Conference 2009 7-8 October 2009Royal Bath Hotel, Bournemouth

  2. Adding strategic value in hard times Workshop at the The UK Economic Development Conference 2009 7-8 October 2009Royal Bath Hotel, Bournemouth Geoff White Director SQW Consulting

  3. Context • Tight public spending • … in which economic development spend up for grabs • … but still a priority given recessionary pressures • … the responsibility for which is moving back to LAs • Need for operational efficiency – a familiar litany (Treasury’s Operational Efficiency Programme report) • Roll out Total Place • Accelerate joint working in local areas • Strengthen LSPs – local flexibility and coordination • Improve design and innovation • Adopt continuous improvement tools such as Lean

  4. Issues for economic development support • Need to understand what has worked in the past to spend wisely in the future • … to make the business case for future spending • … to work jointly to share costs / services and deal with functional ‘space’ • … to engage and use mainstream services to deliver economic development outcomes • … to bring about innovation and flexibility and ensure quality in the delivery of front-line services

  5. Increased emphasis on adding strategic value Making things better for the same / less spend … • Strategic leadership and ‘place shaping’ • Communicating effectively economic development needs, opportunities and solutions to partners & stakeholders in ways that affect their policy design and strategic priorities • Influence and leverage • Affecting the allocation of funds and/or resources by partners & stakeholders at national, regional and local levels through research, pilot studies and other means • Synergy and engagement • Improving knowledge exchange and coordination between partners, stakeholders and citizens - to reduce duplication, increase innovation and improve trust

  6. … but what’s the theory of change? Change mechanisms required to facilitate … Strategic leadership and place shaping Influence and leverage Synergy and engagement Knowledge transfer & relationship building Resource allocation & service innovation Communication of needs & opportunities Effective, accountable & responsive services & government Shared priorities & improved service delivery More efficient resource allocation and use Increased trust and confidence within and between public bodies Responsive services and empowered communities Shared assets / services, reduced costs and better outcomes Longer term achievement of sustainable and equitable outcomes – social, economic and environmental

  7. Workshop challenges • Is this theory of change an empty box or one full of riches if we only knew how to open it? • Which elements of the theory are more robustly evidence based than others? • What are the constraints / risks likely to keep this as a theory of change? • How might they be overcome? • … and what measurable outcomes can be identified that can help make the case for dealing with the constraints / risks?

  8. Contact Geoff White Director SQW Consulting t. 02073077140 e. gwhite@sqw.co.uk w. www.sqw.co.uk

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