Uploaded on


  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads


Total Views
On Slideshare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 1. Somerset Economic Assessment Paul Hickson Group Manager, Economy 9 July 2010
  • 2.
    • Somerset context
    • Somerset’s approach to Local Economic Assessments
    • Stakeholder engagement, including District Council partners
    • Policy theme approach
    • Looking to the future
    What follows
  • 3.  
  • 4. Example 2 text slide Indicative Artists Impression of Hinkley Point C, courtesy of EDF Energy
  • 5. Somerset context
    • large area (1,200+ square miles, 520,000 residents, 25,000+ businesses)
    • diverse and decentralised economic geography
    • complexity of economic linkages and interdependencies with centres beyond our boundary (Bristol, Bath, Exeter, South Coast)
    • Somerset defined more strongly by its culture, heritage and sense of place than as a distinct/uniform economic entity
    • two tier local government structure
    • contended leadership of Somerset economic agenda in the past?
  • 6. Comprehensive Area Assessment
  • 7. The Somerset approach to Local Economic Assessments
  • 8. The Somerset approach to Local Economic Assessments
    • Produce a robust and widely owned initial LEA (the perfect being the enemy of the good)
    • Interpret the statutory duty as an ongoing process not simply a fixed product
    • Rebuild economic policy and intelligence capacity in SCC via the LEA, as an element of economic leadership
    • Position the LEA as the core document driving other policy frameworks – FTP, LIP (in line with member prioritisation of the economy)
  • 9. Stakeholder engagement
    • District Council partners
    • senior leadership figures in SCC (members, senior managers)
    • private sector partners
    We see the usefulness and success of the LEA as being largely dependent on the extent to which key stakeholders “own” the exercise. These include: Needs to be beyond the tokenistic steps in the participation ladder – elements of co-ownership and co-creation regular, open communication
  • 10.
    • regular, open communication
    • engagement of key stakeholders in shaping key stages of LEA preparation (workshops about key questions, joint engagement sessions to interpret data)
    • visibly placing business community and District partners to the fore in parts of the process (sponsors for individual project strands, presenting at key meetings)
    • securing “top table” airtime for the LEA (Local Strategic Partnerships, Chief Executives and Leaders meetings)
    • demonstrating to District partners that their previous work will be integrated into LEA (using “their” consultants!)
    Stakeholder engagement
  • 11. Policy theme approach
    • Rationale
    • keen to make Somerset LEA distinctive to the county
    • tool for engagement of stakeholders
    • mechanism to embrace “big” issues (eg Hinkley new nuclear build)
    • focuses discussions around issues rather than the “black hole” to Somerset of economic geography
    • Process
    • we have identified for policy themes from our emerging evidence base
    • these are worklessness, low carbon economy, future competitiveness, rural futures
  • 12.
    • Process (cont…)
    • have commissioned projects to explore each theme (“mini” policy commissions)
    • each project will produce a topic paper providing further detailed evidence and policy conclusions to inform the draft LEA
    • these projects align to the key headings from the DCLG guidance which we’ve reflected in the planned structure for our LEA
    • work is led by different experts with a senior level project sponsor and combines policy analysis with stakeholder engagement
  • 13. Looking to the future
    • need to develop member ownership of LEAs
    • need to shape new LEAs to influence delivery priorities post LAAs
    • a plea that thinking nationally and locally about LEPs emphasises the need for LEAs (or something similar) as a foundation