Yorkshire Forward’s Learning Legacy

1. Yorkshire Forward’s Learning Legacy Les Newby, July 2011

2. Learning Legacy …passing on the baton • What • Who • Form • Purpose

3. 16 ‘Modules’ Covering: StrategyResearch & Intelligence Response to Economic ShocksLow Carbon EnterpriseBusiness Support Access to Finance Inward Investment Sectors and Clusters Innovation Skills Urban RenaissanceInclusion Transport Tourism Rural Renaissance

4. “Real knowledge is to know the extent of one’s own ignorance” (Confucius)

5. Topic Specific Insights

6. Economic Strategy Specific • process + product • evidence + preference • more involved over time • good strategy is possible and powerful • General • leadership and partnership • clarity of purpose • people count

7. Enterprise Specific • practical support + enterprise culture • enterprise shows as good practice • ‘spin outs’ are resource intensive • targeting – better by life stage than group? • General • combine short and long term approaches • integrate related functions • openness to new ideas and options

8. Sectors and Clusters Specific • initial clusters selection and approach was flawed – rationale, style and scale • revised sectoral approach worked better • success variable…when good can be really good • General • partnership and relationships • importance of evidence • profile and impact not correlated • combining spatial and thematic

9. Urban and Rural Renaissance Specific • variable but potentially transformative impact • success factors include need, ambition, deliverability, design and community support • broad programmes = less concentrated impact • General • evidence and prioritisation • leadership and partnership • front end skills + completer-finishers

10. Low Carbon Economy Specific • well positioned to exploit major opportunities • champions, expertise and mainstreaming • assets vary locally – world class combined offer • General • value of good communication • leadership and partnership • clarity of purpose

11. Overarching Insights

12. Vision, Strategy and Leadership • strategy and alignment • clarity of purpose • integration of functions and flexibility • calculated risks and innovative approaches • leadership

13. Operations, Prioritisation and Delivery • evidence, intelligence and evaluation • importance of prioritisation – combining analysis and judgement • balance of creative, front end skills and completer-finishers • it takes time….need both early wins and long term transformation • shrinking violets can shine • what happens where – spatial and thematic together • openness to change, new ideas and options

14. People and Relationships • people count! • partnerships and relationships • firm focus v flexibility • enabling and dynamic culture – fusing private and public sector qualities • communication

15. Context, Scale and Type of Organisation • the right scale and the ‘R’ word • cost effectiveness , quality and competition • success fuels growth…and sometimes overgrowth • clarity and accountability - who pulls the strings?

16. The right scale for different agendas? wider scale • strategic transport, access to finance • response to economic shocks • low carbon economy, economic intelligence • tourism, inward investment • sector development, innovation, higher level skills • enterprise, business support, intermediate skills • physical development and renaissance • inclusion and basic skills more local scale

17. Where will the information be available? • LEP websites • BIS/BIS Local • Yorkshire Forward web site….for a while • Further sources/archives to be confirmed • Contact with those involved (where possible)

18. Thanks • YF board, colleagues, team • Many, many, partners • Those who made today • Those who shape tomorrow

19. “We can make our own mythologies and our own futures, we can be re-made by our passion and our dreams.” (Joolz Danby)

20. Information to be available from my details: Les Newby associates les@lesnewby.com 07740 900 656