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Cllr Alan Sitkin, Chair, Sustainability scrutiny panel

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Social change and Sir Humphrey: One year into LB Enfield’s “New Directions” reindustrialisation project. Cllr Alan Sitkin, Chair, Sustainability scrutiny panel (Senior Lecturer, Regents University, London) September 2013. In partnership with:. How this all got started.

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Social change and Sir Humphrey:One year into LB Enfield’s “New Directions” reindustrialisation project

Cllr Alan Sitkin, Chair, Sustainability scrutiny panel

(Senior Lecturer, Regents University, London)

September 2013

In partnership with:

how this all got started
How this all got started

Enfield Labour came to power in 2010 facing enormous challenges:* Deindustrialisation and mass unemployment

* Same prescriptions as ones that had failed us for past 30 years

(Einstein’s definition of insanity)

* Central government slashing local funding grants

I was given mission of bringing in “intellectual firepower” = CRESC

Analysis led to 18 policy suggestions. Adopted and divided into low-lying fruit (quick win to encourage adherence), medium and long-term

Project team lodged in Regeneration department but with ties to other departments (Housing, Schools, Environment, Finance)

In partnership with:

new relations w big business our first target
“New relations w/big business” –our first target
  • Philosophy: neo-mercantile calculation of benefits
  • Tools: going head-to-head with non-Enfield corporations

* Carrot and stick levers: name & shame/fame (CSR); procurement

  • Which sectors are least likely to bolt due to our newfound self-confidence?

* Large retail

* Banks

* Utilities:started here

(topicality of fuel poverty, Decent Homes programme, ECO/Green Deal)

slide4

Back of cigarette pack calculation – who was coming off best?Conversion factor: 300K inhabitants in Enfield vs. 60 mio in UK = .005

called in the big six and read them the riot act
Called in the Big Six and read them the riot act

Some pretended they didn’t understand and left

Others said they didn’t control their own supply chains

But 2/3 decided to play ball! Especially….British Gas

Why? Possibly to expiate guilt…

But do we care? No!

In partnership with:

some of the things we ve learnt
Some of the things we’ve learnt
  • Economic lessons
  • It’s one thing to find prime contractor to anchor local supply chain
  • It’s another to get local SMEs into shape to take up the offer

* Need skills level to sign up w/British Gas

* Hence ancillary negotiations with local FE colleagues (UTC?)

* Problem timing skilling operations/job openings

* Need certain size to sign up w/British Gas

* Hence ancillary negotiations w/banks to increase SME funding

REGENERATION OF LOCAL FUNDING CHANNELS IS NEXT UP…

ISSUES RANGING FROM BUSINESS PLANS TO ANIMAL SPIRITS

other things we ve learnt
Other things we’ve learnt

b) Institutional lessons

  • Impossible to overstate importance of getting Sir Humphrey on-board

* Empower public sector workers to redefine selves as tough entrepreneurs:

- some take to this new self-definition like ducks to water

- others resist at first but jump on the bandwagon later

- others refuse (and sabotage?)

  • Same mindset applies to politicians

* Defeat is orphan, victory has many parents – too many cooks spoil the broth

* Many outcomes only possible if cabinet members collaborate/subsume egos

onwards and upwards in the years ahead
Onwards and upwards in the years ahead
  • Project team allocated extra budget, inc. for further researchers
  • Systematic pursuit of original strands (banks, agribusiness, social housing)
  • EQUITY VENTURES
  • Philosophy conducive to constant flow new ideas (pubs, supermarket levies)
  • Will New Directions subsume projects that preceded it? (causing jealousy?)
  • Will new paradigm gain currency beyond our local lab? Depends on:

- Microphone (Guardian)

- Resonance amongst opinion makers – YOU!

THANKS

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