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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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slide1

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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