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ExperimentalOVERVIEW & SCRUTINY PANEL |
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Report |
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Cross-cutting Issues within the Economic Development Strategy |
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February 2002 |
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Bath and North East Somerset Council
Experimental Overview and Scrutiny Panel
"Cross-cutting issues within the Economic Development Strategy"
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Panel Members |
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Councillors |
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Ann Harding - Chair |
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Mike Kelleher |
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Jim Lingard |
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Agnes Melling |
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Bryan Organ |
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Julie Stiddard |
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Gordon Wood |
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Report Contents |
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Section No |
Details |
Page No. |
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1. |
Introduction |
2 |
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2. |
The Approach |
2 |
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3. |
Review Findings |
3 |
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4. |
Overall Opinion |
4 |
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5. |
Recommendations |
4 |
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Strategic |
4 |
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Joined up Thinking and Working |
5 |
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Communication & Relationships |
5 |
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Follow-up Arrangements |
6 |
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1. |
Introduction: |
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1.1 |
Our Panel was one of three established by the Council to "experiment" with Overview & Scrutiny processes prior to the changes to be made to the Council's political management arrangements during 2002. |
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1.2 |
Our agreed Brief was: "To examine the development of the Economic Development Strategy from the specific perspective of how the Council manages inter-departmental and inter-agency actions. To recommend improvements in Council processes so that actions arising from the Economic Development Strategy will be more successfully implemented. These are likely to take the form of practical tips for improved actions, drawing on best practice elsewhere". |
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1.3 |
It was also agreed that we would concentrate on the effectiveness of:· Inter-agency working and · Inter-departmental working, using Small Business Support as an illustration. |
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1.4 |
At the present time, the Council has committed itself to a 3 year Strategy, which finishes in March 2002. The Economic Development Service is now looking to develop a 10-year Strategic Plan. At the present time:· Stage 1: consultation, views and issues, is complete· Stage 2 Developing a Vision, (whereby the Key Objectives are agreed with both Internal and External Partners,) is underway · Stage 3: Developing an Action Plan. |
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1.5 |
During a review of the effectiveness of the current Strategy over the last three years, the Economic Development Team have acknowledged a number of shortcomings. In particular, they have highlighted a failure to properly engage external and internal stakeholders, and inadequate "ownership" of the strategic proposals. |
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2. |
The Approach: |
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2.1 |
As a result of background information, research material produced by officers and early discussion, we highlighted a number of key issues, which were grouped at three differing levels, namely Strategic, Policy and Decision Making, and Practical processes. |
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2.2 |
These key issues were explored in greater detail through a series of interviews. The witnesses represented a wealth of knowledge and experience both from differing Services within the Council and from the Business Community, namely: |
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· Head of Sustainability and Economic Development, · Head of Property Services, · Head of Planning Services, · Chair of the B&NES Federation of Small Businesses, · Chief Executive of Business Link West, · Chief Executive of Enterprise Partnership B&NES Ltd, · The Owners of two "Small Businesses" in the Norton Radstock area. |
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3. |
Review Findings: |
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3.1 |
Following these interviews, we considered a range of issues and options concerning the culture and processes within the Council, together with the comments, criticisms and perceptions of the Small Business Community. In addition, we took note of the external Best Practice, identified through research, particularly that promoted by the Audit Commission and Best Value Inspection reports, together with the helpful work of the Economic Forum / BANES Initiative. In particular, we were confronted with the following issues, which we have considered in detail: |
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(a) A perceived lack of both strategic political leadership, and shared Vision and Direction within the Council. (b) Tensions were evident between various Council policies and strategies, which probably impeded cross-service working. An example of such a tension involved the financial strategy for Council Property rents and the strategies of the Economic Development Service. There was an urgent need for Members and Officers to agree priorities and link strategies together, thereby leading to a clearer direction for Officers. (c) A perceived lack of trust of the Council by the Business Community. (d) Improved channels of communication required both within the Council and with the Business Community and external Partners. (e) A need for clarity of roles, responsibilities and "ownership" within the various Services responsible for the implementation of the Economic Development Strategy. |
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(f) In general, Members felt distanced from the Economic Development process. (g) Small Businesses considered that the Council's various Services are not co-ordinated when dealing with the Business Community and felt that the Council should operate in a more "business like" manner. |
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3.2 |
Our review, however, did highlight good practice within the Council, on which to build. In particular, the following positive aspects were identified: |
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(a) Proactive and helpful advice provided by the Economic Development Team. (b) Development Team working within the Planning Service. (c) An example of effective joint working in times of great need (eg: the Foot and Mouth crisis). (d) The move to a long term (10 year) Economic Development Strategy. (e) Improving internal communications through the Head of Service Group. |
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4. |
Overall Opinion: Although we found the Brief too wide-ranging and it was difficult to stay on course, we were able to draw a number of conclusions. |
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Our overall opinion is that the processes associated with cross-working, both between internal Services and external Partners, fall short of what is required to ensure effective implementation of an Economic Development Strategy. In this regard, the Council should ensure that issues concerning strategic leadership, action plan "ownership" and effective communication are given a high priority. |
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5. |
Recommendations: |
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We make the following recommendations in the belief that, once implemented, they will greatly enhance the effectiveness of the current processes for working with Partners, engaging with the Business Community in general and Inter-Service working within the Council. |
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Strategic: |
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5.1 |
The Council, as a matter of priority, should develop a Shared Direction and Vision to facilitate the effectiveness of the Economic Development Strategy. In particular, the action plan will need to ensure that: |
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(a) The Head of Sustainability and Economic Development carries out a review of relevant Strategies and Corporate Plans. This should highlight tensions, so that:- (i) Council can address and resolve them, (ii) they become co-ordinated and complementary. (b) The Council provides dynamic leadership through a Cabinet Member with the Economic Development portfolio, which will include co-ordinating Member representation on the Business Community Groups. (c) Success is celebrated through Business News and the Press. |
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5.2 |
The Council should use the mechanism of Overview and Scrutiny Panels to ensure: (a) Proactive Member involvement in Economic Development issues, (b) Members have a clear agenda to promote. (c) In the period prior to a Cabinet being established, the Head of Sustainability and Economic Development will establish a cross-committee Member working group, to oversee the development of the Economic Development Strategy. |
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Joined up Thinking and Working: |
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5.3 |
The Chief Executive and the Management Board take overall responsibility for promoting a culture of effective cross-departmental working. |
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5.4 |
The Strategic Director (Economic & Environmental Development) creates a cross-Service `Development Team' responsible for the implementation and annual review of the Economic Development Strategy. This Team could also be called together by the Economic Development Service to respond when required to problems or issues raised by the Business Community. |
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5.5 |
The Panel strongly supports the idea of a "One Stop Shop" and asks that the Head of Sustainability and Economic Development brings forward proposals for its creation. |
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5.6 |
All Heads of Service ensure that the Economic Development Strategy is incorporated into ALL relevant Service Action Plans and the actions set should be SMART (Specific, Measurable, Achievable, Realistic and Time Limited). |
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Communication & Relationships: |
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5.7 |
The launch of the new Strategy is widely publicised by the Communications and Marketing Manager through Internal Publications, routine Staff Team Briefings, Council News, Business News and the local Media (namely Press, TV and Radio). |
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5.8 |
A review to be carried out by the Head of Sustainability and Economic Development of the Council's contributions to `Business News', to ensure they are more relevant to business, cross service oriented, concise and easy to read, with Heads of Service encouraged to contribute. |
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5.9 |
The Head of Sustainability and Economic Development is made responsible for creating and maintaining a "Single Access Point" on the Council's web site for the Business Community, providing information on all appropriate Council services. |
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5.10 |
The Head of Sustainability and Economic Development to initiate a review of the working relationships between the Council and its major partner, Enterprise Partnership B&NES Ltd, to maximise the effectiveness of partnership working. |
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5.11 |
The Head of Sustainability and Economic Development to produce a planned programme of joint visits to individual Businesses, by Council officers and the Enterprise Partnership, with Member support as appropriate. These visits will promote a better understanding of the needs and aspirations of the Business Community and promote the Council's role in the Economic life of the area. |
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Follow-up Arrangements: |
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5.12 |
In order to review progress towards the implementation of these recommendations, the Panel reconvenes in 6 months time. |
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5.13 |
In 12 months time, the relevant Overview and Scrutiny Panel gauge the success, following the implementation of these recommendations and make any necessary adjustments to the recommendations. |
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