regional development agencies what can we learn? glenn athey athey consulting 11 october 2011 athey...
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Regional Development Agencies
What can we learn?
Glenn AtheyAthey Consulting11 October 2011
Athey Consultingwww.atheyconsulting.co.uktel. 07799880137
About this presentation and speaker
England's Regional Development Agencies were the government's primary vehicle for subnational economic policy
Expenditure – equivalent of 0.5-1% of total public expenditure
To be abolished in March 2012 What are the lessons we can take? Glenn Athey – has worked in 2 of England's
RDAs, Scottish Enterprise, think tanks, private consultancy
I might have said one or two things as a “naïve” PhD student about development agencies in the late 1990s...
“form should follow function” “Political salience of economic development
activities in the UK is way beyond the levels of expenditure incurred.”
“Development agencies face a multitude of objectives, which do not all concur!...”
Any institution undertaking economic development activity is pulled between opportunity, need, compensation, equity, equality, and political will but to name a few.
How did we get to RDAs?
Since 1930s – there have always been regional economic policies - Special Areas, Barlow Commission (1939), Statutory Industrial Relocation Policies (1945-1964), DEA (1964), Development and Assisted Areas (1970s)....
1979-1997 – spatial targeting – Enterprise Zones, UDCs; new institutions – TECs, Business Links
Wales, Scotland and NI – since 1970s (and continuing today) – economic development agencies, training agencies, investment agencies
By mid-1990s – government offices for the regions handling significant amount of business development grants, initiatives; european funding; and regeneration programmes
But all this regional activity – disjointed, functional silos, no formal role for engaging businesses and communities; no formal local tailoring of policies and delivery
About Regional Development Agencies
“The aim will be to improve regional competitiveness and, over time, to bring the performance of the English regions up to the standard of the best in Europe.” John Prescott
"unnecessary and expensive layer of bureaucracy that stifle genuine private enterprise." The Taxpayers Alliance
“wasteful and bureaucratic.” David Cameron
“abolition of regional development agencies by the coalition was a little Maoist and chaotic.” Vince Cable
What are RDAs?
1998 RDA Act set out 5 purposes1) to further the economic development and the regeneration of its area,
2) to promote business efficiency, investment and competitiveness in its area,
3) to promote employment in its area,
4) to enhance the development and application of skills relevant to employment in its area, and
5) to contribute to the achievement of sustainable development in the United Kingdom where it is relevant to its area to do so.
RDAs - Regional Economic Performance Public Service Agreement (REP PSA):
improve the economic performance of all English regions and reduce the gap in economic growth rates between regions.
About £15bn spent 1999-2010
In reality...
5+4 reasons why regionalism unravelled
Failed NE England regional assembly referendum (2004) 2007 spending review, budgets hit by £320m Budget cuts in-year during credit crunch and recession
(£990m) 2009 legislation to transfer regional planning to RDAs Emergence of city regions and core cities as focus for policy
debate Lack of complementary national economic policies to RDAs Localism is the new emperor with no clothes (2008) Constant fight against “centralisation” of initiatives He who pays the piper... (yes, Whitehall again)
And here's some brownfield housing to take care of...
“What we have got now is quite far from the original model. They have acquired a whole range of what you might call non-economic responsibilities to deliver government policy because they happen to be something that can deliver a policy objective below national level and that is the tool the government alights on. That has been one of their problems because it has diluted their focus away from economic issues.”
British Chambers of Commerce submission to Regional development agencies and the Local Democracy, Economic Development and Construction Bill enquiry - Business and Enterprise Committee
Tensions in RDA work (National Audit Office, 2008)
Economic SocialFocus BreadthStrategy DeliveryRegional NationalAction ReactionLong term Short term
(In)coherence of UK policies for the economy?
Stressed need for regional economic convergence and industrial diversification
But many of projects, capital funds used for 'regeneration' schemes – housing, consumer services sectors
Lack of any fundamental industrial policy or strategy RDA funding represents less than 1% of total
identified public expenditure in England by central and local government (2002/3 – 2006/7)
Yet RDAs still “central plank” of former government's economic policy...?!
OK what did RDAs really do..???
Strategic priorities – via central govt directives and regional economic strategies
Strategic funders – broad range of economic development activities
Cofinancer – European funding, private sector leverage, partner funding
Land and property owner and redeveloper – typically strategic brownfield sites
Functions - Innovation, enterprise, property development, higher education access, employability/worklessness, economic intelligence services (regional observatories)
They did some GOOD
RDAs operated internal strategies and priorities Good at juggling different requirements – got some autonomy for
governments target framework Mostly motivated, high quality staff (43% business background) They could engage with big policy agendas on the ground Good impacts and cost benefit ratios:
PWC evaluation 4.5, estimated rising to £6.40 when future returns are included. Compared to the Eddington Review of Transport - return of £5 for £1 invested
was at the upper end of the investment return spectrum Work led by Pete Tyler et al - Cost-benefit returns of 2.3 on most cautious
assessment, 3.2 on 'central valuation'
Effective bureaucracies: 2010 NAO performance assessment; HMT found RDAs amongst top 25% most efficient govt depts
The goals of regional policy were not met
Didn't make much difference to regional disparities in long run
Jobs generation in north – too many public sector jobs Questionable whether RDAs solely to blame(!) Whitehall accountability and control over budgets
RDAs not perfect
Marketing/branding presence of RDAs – some felt to be over the top
Lack of local accountability – but no evidence of connection between accountability and effectiveness
Lack of flexibility – government frameworks and programmes; green book appraisal and state aid issues
Lack of responsiveness to individuals – staff headcounts and efficiency savings – meant that the model was to package up things into programmes
Limited budgets – some lost out, no doubt
Now in a period of significant uncertainty
Government changed priorities, targets, conditions for spending – yearly – sometimes in-year
Lets be clear RDAs are not being replaced. At best 1/3 of funding maintained for some activities
Abolition – has been chaotic (in the words of Vince Cable himself)
Concluding thoughts
(Are Development Agencies still a useful concept and vehicle for change?)
Let's refresh what development agencies should be there for...
(Stuart Gulliver) – economic development agencies are about rowing, steering and cheering:
Rowing: on the ground delivery and practical actions where have the direct remit and resources
Steering: helping provide shape, connections to government or other private sector actors, small amounts of cash to help steer activities of others
Cheering: advocacy, encouragement and championing of other's efforts or initiatives
(in my Ph.D) I thought that economic Development Agencies should aspire to be...
learning organisations values of openness, passion, commitment, learning practicality, action, entrepreneurial, impact, market
relevance, market oriented approach best people from public and private backgrounds
who wanted to achieve results ability to own assets, retain and recycle surpluses some specialisation on core functions great private sector relationships and good
customer relations systems good at keeping paymasters happy
Redacting to a set of 'Golden rules'... hey let's call them “Athey's rules”(!)....
1. Local, urban, and regional development initiatives can make a difference (CBRs)
2. form should follow function
3. entrepreneurial, innovating, learning organisations
4. attract good staff, who want to deliver results and will work around government rules and private sector intransigence to do so
5. accept operating context that political environment is overly harsh and expectations unrealistically high
What I really think... #1
Complete lack of evidence that RDAs were wasteful and bureaucratic – probably the opposite
RDAs offered a more coherent local and regional face to economy-related government policies and spend
But RDAs were not the dynamic, thrusting, entrepreneurial agencies that some intended them to be
Need for effective bureaucracies? £1.5bn regional growth fund – after 16 months, and award letters - being held up by due diligence, state aid and green book issues
What I really think... #2
Policy horizons and institutions – too short term Overall lack of coherent policy or strategy for the
UK economy Over-dependence on institutional
arrangements and structures rather than proper critical analysis of desired outcomes and options
Preferable to devolve to local authorities (with funding) in my view
Next time! – use “Athey's rules” (!)
www.atheyconsulting.co.uk