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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

7-8 October 2009Royal Bath Hotel, Bournemouth


Adding strategic value in hard times

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


Context
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


Issues for economic development support
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


Increased emphasis on adding strategic value
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


But what s the theory of change
… 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


Workshop challenges
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?


Contact
Contact

Geoff White

Director

SQW Consulting

t. 02073077140

e. [email protected]

w. www.sqw.co.uk


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