Thursday 30 June, F11 - LEPs opportunities and challenges, Birmingham City Council
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This event will examine the progress that Local Enterprise Partnerships have made during their first six months, and the challenges they face in achieving their ambitions in the future. The workshop will hear from local authority and business leaders from the Birmingham and Solihull LEP on their experience of working together in developing and delivering the LEP's agenda, and a leading academic will examine the issues that both the Government and local authorities will need to address to ensure that LEPs can fulfil their role as the main driver of economic growth in their area.
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This document summarizes a business event held by the Greater Birmingham and Solihull LEP on April 21st, 2011. The objectives of the event were to introduce the new LEP Board Chair, announce the board members, provide updates on Regional Growth Funding and Enterprise Zones, and get feedback on how businesses can contribute to the LEP's priorities. Key topics discussed included the LEP's progress, successful Regional Growth Fund bids, plans for an Enterprise Zone in Birmingham, and priority areas where business support is needed.
Hall2C Wednesday 09h00 - Steve Nicholls
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EU_ Evaluation of Rural Development Policy 2
The BNED LEADER Programme has successfully delivered against its objectives between 2007-2013:
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Megs conference XMAS 2012
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New approaches required for sustainable WASH services in emerging small townsInternational WaterCentre
This document discusses emerging small towns and the need for new approaches to sustainable water, sanitation, and hygiene (WASH) services. It notes that small towns, defined as having populations between 5,000-50,000 people, are growing rapidly in number and size but often lack formal WASH services. Conventional urban and rural approaches do not meet the unique characteristics of small towns. The research found that small towns require tailored solutions and support through broader town-wide development planning, defined generic factors at national and sub-national levels, and a menu of context-appropriate technical, financial and management options.Promoting Local Economic Development through Strategic Planning
This document provides an overview of a training series on promoting local economic development through strategic planning. The series includes four volumes: a quick guide, manual, toolkit, and action guide. The quick guide summarized key information for local leaders to initiate and implement local economic development interventions through a strategic planning process involving various stakeholders. The training series was developed by UN-HABITAT and EcoPlan International to help local governments, businesses, and organizations address economic challenges and opportunities in a sustainable manner.
Localism and Resilience
The document discusses the concept of place resilience and the Centre for Local Economic Strategies' (CLES) model for assessing it. CLES views resilience as making a place able to withstand economic and environmental shocks while maintaining a strong, equitable economy and society. The model examines four areas - the public economy, social economy, core economy, and commercial economy - and the relationships between them that contribute to a place's resilience. CLES has applied this model in research projects in the UK and other countries.
Economic Development Policy: Where we are?
This document discusses the changing landscape of economic development policy in the UK, focusing on the abolition of Regional Development Agencies (RDAs) and introduction of Local Enterprise Partnerships (LEPs). It provides an overview of LEPs, including their proposed roles, governance structures, funding sources, and timeline for establishment. It also examines some of the tensions between national priorities and local aspirations as the new system is developed.
Ontario west municipal treasurers' forum
The document provides an overview of economic development strategies and investment readiness. It defines economic development and outlines key components of an economic development strategy, including investment attraction, business retention and expansion, tourism, and infrastructure projects. It also discusses important site selection factors for businesses and outlines an investment readiness assessment conducted in Ontario. The assessment evaluated communities' preparedness for investment and provided examples of both strengths and weaknesses found across various municipalities. The summary highlights the assessment's key findings of an overall low level of community preparedness.
The Connected Smart Cities Network and Living Labs - Towards Horizon 2020 - K...
The document discusses how EU Cohesion Policy supports innovation, particularly through the European Regional Development Fund (ERDF). It provides an overview of how over €86 billion was spent on research and innovation during 2007-2013 to build research capacity and infrastructure in all regions. For 2014-2020, there will be a thematic focus on research and innovation, ICT, and SME competitiveness to maximize impact. Regions will develop research and innovation strategies for smart specialisation to concentrate resources on competitive advantages. Synergies between Cohesion Policy and Horizon 2020 are aimed at supporting research and innovation from the idea stage to market.
EU Cohesion Policy - What's in it for Living Labs? Katja Reppel DG Regional P...
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The document summarizes key aspects of EU Cohesion Policy, which invests €347 billion in 2007-2013 to support less well-off regions and citizens. It discusses how over 25% of the budget (€86 billion) supported research and innovation. It provides examples of ICT-related projects funded by Cohesion Policy. It outlines changes for 2014-2020, including thematic concentration on R&I, SME competitiveness, and low-carbon economy to maximize impact. It also discusses ensuring strategies for smart specialization and coherence across funds through a Common Strategic Framework.Debra Mountford - Why delivering smarter local development matters
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9th Annual Meeting of the OECD LEED Forum on Partnerships and Local Governance (Dublin-Kilkenny, Ireland), 26/27 March 2013.
http://www.oecd.org/cfe/leed/9thfplgmeeting.htm
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This was presented at the MEGS Christmas conference that was held in December 2012. It addressed the project MEGS-KT that I had an opportunity to work on.
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CSF Funds: Opportunities for Civil Society Organisations
CSF Funds: Opportunities for Civil Society OrganisationsNCVO - National Council for Voluntary Organisations
This presentation covered CSF funds: Opportunities for civil service organisations.
This presentation was given by Ingrid Gardiner at a regional VCS strategic EU meeting.
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Presentation by John Lee, Economic Inclusion Panel co-ordinator, on how the UK's West Midlands region is responding to the challenges of unemployment, and opportunities for moving forward. This presentation was given at a workshop held at the West Midlands Regional Observatory's Annual Conference, 20th October 2009.Wilton Park Presentation
REEEP accelerates renewable energy and energy efficiency focusing on underdeveloped economies through market facilitation, policy development, finance models, and a bottom-up approach working with governments and private sectors. REEEP has a global network of 270 partners and aims to improve access to sustainable clean energy for the poor by combining renewables and efficiency. REEEP has regional secretariats and local partners supporting its activities through 130 projects in over 65 countries.
Day1 sess1&2
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W7 making the most of an older population - ritchard brazi
CPCE is a community-run social enterprise initiative in Leeds that aims to improve care packages for eligible individuals and increase support for non-eligible people. It uses social capital within communities to free up resources, which are then reinvested in local community initiatives and provide savings back to the local authority. Two social enterprises in Leeds cover three neighborhoods and engage with 60,000 people. The enterprises manage £13 million in funding and aim to reinvest up to 20% more wisely, providing up to a 6% return to the local authority, with the remaining funds reinvested in local communities through incentives that value older people.
W7 making the most of an older population - chair's remark
Local governments face financial challenges that require new approaches to serving an aging population. Two local councils, Manchester and Leeds, are developing innovative programs. Manchester's "Valuing Older People" work systematically involves older adults. Leeds' "Neighbourhood Networks" empower older community members to build local capacity from the bottom up. These examples could provide models for harnessing older adults' contributions to address the needs of an aging society.
W6 making decisions in risky situations - simon pollard
The document discusses key themes around risk and decision-making in local government based on interviews with practitioners. The main themes that emerged are: organizational learning, responsibility, processes, uncertainty, communication, bridging strategy and operations, and weighing evidence. Risk governance is important to create value and balance accountability, learning, and acceptable behavior. Decision-making involves uncertainty that requires both formal evidence and local knowledge to understand issues.
W4 social enterprises and mutuals
Local Partnerships is a mission to enhance public services through partnerships and new models of service delivery like mutuals and spin outs. They work with councils and public bodies to explore options for delivering services differently. This includes supporting the establishment of mutual organizations where employees have ownership, as well as providing expertise, guidance and funding assistance throughout the process. Common challenges include assessing options, engaging stakeholders, developing business and financial plans, and addressing risks to create sustainable new entities. Local Partnerships and the wider local government community can provide resources and learning from others' experience to help overcome obstacles.
Fringe enterprise and peterborough
The document summarizes Peterborough City Council's efforts to improve front-line services through a long-term partnership with a private company. It details the drivers for change, the selection process for a partner, and the eventual deal signed with Enterprise to deliver services for 23 years. The transition has been smooth so far, with savings projected to rise above £3 million annually within five years while maintaining all services and staff. Both organizations are pleased with the partnership.
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The document discusses bringing together government, private sector, and local communities to create more sustainable places. It outlines an agenda for a conference on this topic, including presentations on the homebuilding industry and localism, lessons from a sustainability benchmark, how an organization called NextGeneration can help local authorities, and community led planning.
W8 don't stop planning - cllr mike haines
This document summarizes key parts of the Localism Bill related to planning laws in the United Kingdom. It discusses the abolition of regional strategies and changes to development plan processes. It also covers neighbourhood development orders, infrastructure planning, and enforcement powers. Additionally, it mentions that the National Planning Policy Framework is being revised with a presumption in favor of sustainable development.
W8 don't stop planning - cllr clare curran
The document discusses the creation of a neighborhood plan for Bookham, a village of about 11,500 people in Mole Valley, Surrey. It notes that residents generally want Bookham to stay the same while acknowledging some change is inevitable. Bookham was selected to create one of the first neighborhood plans. Issues to address include housing, retail, green belt land, and infrastructure while safeguarding the village's character. So far community engagement has been strong but challenges include raising awareness, volunteer support, cynicism about results, and funding a referendum. The plan will allocate land and set policies to guide development for Bookham as part of the local planning framework.
W2 is this what the doctor ordered - phil coppard
The document discusses the new roles and opportunities for local authorities under Health and Wellbeing Boards (HWBs). HWBs put local authorities at the center of the health system through needs assessments, strategy development, and oversight of commissioning. Local authorities can influence clinical commissioning groups and promote integrated health and social care. However, local authorities face practical issues like rising health costs due to aging populations and the need to address social determinants of health. The document proposes a model of health needs determined by where people live, their behaviors and lifestyle, and the services they use.
W2 is this what the doctor ordered - cc matthew ellis
Matthew Ellis discusses trends in modern society that impact public support for government intervention. A more polarized and diverse society with celebrity culture and instant gratification has led to a breakdown of traditional values. People are living longer but less healthy lives and are more anxious. Public opinion is divided on the role of government between those who want an enabling, nanny, or nudging state. The document considers whether the state should influence healthy behaviors or avoid interfering in personal choices.
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This document discusses a survey of public sector employees in the UK. It finds that:
1) Employees at organizations rated "excellent" reported higher job satisfaction, more input into their work, and better performance management and feedback than those at lower rated organizations.
2) However, views on pay and bureaucracy were similar across organizations of all ratings.
3) The most effective organizations seemed to distinguish themselves through cohesion, communication of objectives, and staff perceptions that senior managers care about them and their work.
W15 driving better local bus services - david brown
The document discusses challenges facing local bus services in England, including rising costs and falling government funding. While some local governments are reducing supported bus networks, metropolitan areas generally try to avoid major cuts by raising concessionary fares or charging for services. The Competition Commission investigation found some local bus markets prevent competition and its potential remedies include market opening measures and local authority-led franchising. Making the most of existing bus powers and better targeting of limited funding will be important to address decline while upholding the role of buses in urban transport.
Fringe domestic violence - annalise elliott
Merton tackled domestic violence (DV) as a priority after high-profile cases of honour-based violence and domestic violence homicide reviews found their approach was lacking. They focused on DV, honour-based violence, forced marriage, female genital mutilation, and sexual violence under the government's Violence Against Women and Girls agenda. Investing in local DV services is important because it reduces costs to the community from issues like homelessness and children's behavioral problems, and improves outcomes like decreased repeat victimization and increased reporting of DV incidents. Merton established a champion for DV, built partnerships, and implemented initiatives like multi-agency risk assessment meetings, a one stop shop for victims, and school programs to
Fringe leadership gym - opm
This document discusses tools for leadership and complex thinking. It introduces multiple cause diagrams as a tool to clarify thinking about complex problems with uncertainty. Multiple cause diagrams trace the sequence of causes and effects through a situation by identifying factors and arrows showing relationships. They help identify potential interventions and feedback loops. The document provides an example diagram about issues with a committee and discusses how to use and improve multiple cause diagrams.
F4 is public health coming home to local government- jim m
This document discusses the history and evolution of public health in local government in Birmingham, England. It examines key strategies from 1866 to the present, including housing work in the 19th century and the relationship between public health and the NHS in the 1970s. The document proposes an approach to public health that focuses on health improvement, health protection, commissioning priorities, and acting with or without full evidence. It provides examples of indirect impacts on public health through housing, education, and reducing worklessness. Finally, it outlines elements of an effective public health strategy, including addressing housing quality, the environment, and social factors that support independence and healthy living.
W14 cutting carbon locally - dave allport
The document summarizes Birmingham Energy Savers (BES), a program implemented by the local government in Birmingham, UK to cut carbon emissions and energy costs for homes and businesses through energy efficiency upgrades and renewable energy installations. It outlines a phased approach over multiple years, starting with roof-top solar installations and expanding to whole-house refurbishments. It describes the financing structure using funds from the local government, energy companies, and potential private sector financing to fund upgrades for over 200,000 homes by 2026 at a cost of around £6-7k per home. It also discusses challenges for local governments in marketing the Green Deal program and building trust to aggregate customers and financing.
W14 cutting carbon locally - cllr goldberg
Councillor Joe Goldberg is the Cabinet Member for Finance & Sustainability in Haringey. Haringey faces the challenge of reducing its CO2 emissions, which are currently 1,035 kt per year. Councillor Goldberg's 40:20 Action Plan and Eco House aim to address this challenge of reducing CO2 emissions.
F2 to nudge or to shove - scott crosby
The document discusses using social norms marketing to de-normalize smoking and reduce tobacco use. It notes that people's behavior is strongly influenced by perceived norms (what they think others do), not just actual norms. Effective interventions include both changing individual behaviors and social/physical environments to make smoking less acceptable and accessible. The document proposes using local data to show communities accurate norms of low smoking and smoke-free homes/cars to reshape perceptions and social norms around tobacco use.
W10 preparing for the 2012 olympic games - cllr stephen ca
The document discusses preparations for the 2012 Olympic and Paralympic Games in the East Region of England. It outlines the regional coordination structure, which includes a Nations and Regions East Strategic Board chaired by Councillor Stephen Castle. The board includes representatives from local government, tourism, sport, arts, and other organizations. It also lists some promotional events and opportunities for public participation around the torch relay. Finally, it notes that the goals are to inspire participation, engage local communities, and create a lasting legacy from the Games.
F2 to nudge or to shove - david greenfield
Local authorities face challenges in waste management including cultural issues around sovereignty, the need for major efficiencies and realigning services for the public. Waste management is a top political priority that requires pressure for both recycling and high customer service. Nudging, or influencing positive behavior change, is an alternative to dictating policy that some local authorities are exploring through programs like reward systems for waste reduction. The Waste Improvement Network (WIN) partnership helps local authorities nudge policy makers by providing tools and resources to develop nudging strategies for waste management.
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W2 is this what the doctor ordered - cc matthew ellis
W2 is this what the doctor ordered - cc matthew ellis
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W15 driving better local bus services - david brown
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Thursday 30 June, F11 - LEPs opportunities and challenges, Birmingham City Council
- 1. Local Enterprise Partnerships Opportunities and Challenges
- 2. Welcome and Introductions Emma Maier Editor – Local Government Chronicle
- 3. Paul Heaven Greater Birmingham and Solihull LEP Board Member Owner, Blue Sky Corporate Finance
- 4. David Bailey Professor of International Business Strategy and Economics
- 5. RDAs to LEPs: Some Challenges LGA Fringe Event: Local Enterprise Partnerships – Opportunities and Challenges
- 11. Role of LAs in recession: (Audit Commission, 2009; Bailey & Chapain 2011)
- 20. Thanks for listening! [email_address]
- 21. Cllr Mike Whitby Leader of Birmingham City Council Greater Birmingham and Solihull LEP Board Member
- 22. Q&A Session