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Recipes for success?

4 Dec

In the unlikely event that fans of chef Marcus Waring stumbled across my blog (Vectors of Prosperity) published yesterday on the Medium platform they might inadvertently imagine that I’d confused fine dining with economic policy – Place three ways!

But that accidental analogy (and terrible pun) has some depth.  Without care in balancing ingredients, even the most creative cooks will fail to satisfy.  Today’s Irish Stew (unlikely contender for the lunch menu in Brussels) was enriched by weekend observations of the strong correlation between the lower half of the Social Mobility Index and votes for Brexit.

One of the ingredients for economic success is a metric that is closely observed and oft celebrated –  the number of new business start-ups.  But, as Sherry Coutu reminds us, that emphasis on new enterprise distracts attention from a deeper need – nurturing growth by ‘scaling up’ enterprises that have survived those early steps.  “Increasing the number of scale-up businesses in a country boosts job creation and the economy as a whole to a greater extent than increasing the number of startups.

That distinction between Start-Ups and Scales-Ups is a critical issue. ‘The UK is ranked as third in the world by the Organisation for Economic Cooperation and Development (OECD) for the amount of startups created although sits at thirteenth for scaleups.’  The 2017 annual ScaleUp review once again enters a plea for better metrics – particularly for the benefit of ‘local community developers.

ScaleupRec1

As chef Marcus would observe, getting the balance of flavours right requires careful selection of ingredients and experience.  The local leaders best placed to succeed are those who recognise the need for learning – which is why the Bloomberg-backed school for mayors (particularly for those transitioning from the National to Local) is more than seasoning.

Summit18LogoJune4-6

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On the move – fresh impetus for local leadership

30 Nov

Sometimes repetition works. It’s brilliant for children’s stories.

Sometimes – particularly in politics – reinforcement is needed for messages to penetrate.

Sometimes audience boredom blunts the impact.

But then, amazingly, the message arrives on a different train – a fresh perspective – and the audience is shaken from slumber.

That is why this Social Mobility report is required reading.

I have lost track of the number of times I’ve written of the UK’s economic diversity and the inadequacy of over-centralised policy responses.  Despite the daily evidence the march of the macros remains the average response.

Teasing apart the policy knots (treating causes rather than symptoms) does not come easily to the average big number addict.

At the heart of the Social Mobility Commission’s report the challenge of reconciling the National with the Local is exposed. Umpteen flavours of economic and demographic analysis may have said all this before but now . . .

‘There is enough evidence from around the world, in our country’s own history and, contemporaneously, in local areas to know that, with the right approach, the transmission of disadvantage from one generation to the next can be broken.

‘There is, however, a mind-blowing inconsistency of practice. It is the breeding ground for the local lottery in life chances that exists today. It is, of course, a matter for local decision-makers to attune their policies and priorities to the needs of their local communities. In a heavily resource-constrained climate, local councils are continually having to make difficult choices about where to allocate resources and focus efforts in order to get the biggest bang for their buck. But all too often schemes start up and then wither away. Initiatives often lack scale. Experience is usually not pooled. Most worryingly of all, evidence about what works to improve social mobility is, at best, not properly embedded in local policies and programmes. At worst, it is ignored. When that happens, precious public resources are wasted and the potential for social progress is lost.’

Despite the pleas for consistency – the outrage against ‘postcode lotteries’ – there is also recognition of the need for local leaders ‘to attune their policies and priorities to the needs of their local communities’. That required flexibility is certainly not lost on the recently appointed Metro Mayors and has been a consistent refrain from many city leaders. But after years of denigration (and austerity budgets) Local Governments have lost much of their authority. It’s a rare and brave soul who has leadership strength to develop local economic and community development policies that really meet the needs of their people.

And yet, despite constraints (real or imagined), it does happen. The report cites evidence of places where fortune has changed through dint of local effort. But the report also highlights how those flashes of brilliance are rarely shared.

Perhaps more than the myriad metrics around economic performance and evolving demographics, this Social Mobility study underscores that need for local collaboration and inspired leadership.

This is precisely the agenda planned for a unique 3-day conference in June 2018.

‘Intelligent Communities’ are places that may have the benefit of smart technology and future-proofed infrastructure, but they also prosper under the guidance of gifted local leadership.

This is not new – they’ve been studied in depth by the Intelligent Community Forum for the best part of two decades.

Next June such places from around the world will send their delegates to meet and mingle with local leaders from the UK, share their ideas and successes, form new bonds, learn of new opportunities and celebrate their delight in a renaissance of the places they call ‘home’.

 

Cross-Party consensus and other ‘escape hatches’

27 Nov

It may not have been the first such example but the pre-2015 election consensus around long-term infrastructure planning was certainly a ‘learning moment’ for Westminster. The lessons have not been lost – despite the divisiveness of ongoing policy power struggles.

The case for removing infrastructure from knockabout political games was, eventually, grasped by Party leaders despite their decades of devotion to partisan debate. Endless arguments and prevarications get in the way of well-considered solution investment whilst the people, emulating Doogle, shake their heads sorrowfully and mutter ‘What a way to run a railway’.

Even building that infrastructure consensus was hard fought. Never mind that the life cycle of governments was far too short for serious investment. Never mind that the lobbyists were routinely exposed as short-term market manipulators. Never mind that the complexities of major projects didn’t fit into 78pt tabloid headlines. It was no small wonder that anything was ever achieved in the febrile atmosphere of Westminster party politics.

But opening an escape hatch requires broad recognition of some impending disaster.

With today’s launch of the White Paper on Industrial Strategy it is timely to review the Green paper comments from industry and academia. The Policy Lab led by Kings College London (KCL) observed, ‘It is difficult to sell a big change to the entire country without a sense of crisis’ and went on to ask whether ‘a burning platform exists to launch the industrial strategy from?’

Last week’s budget scene-setter strived to embed ‘productivity’ as a central motivating focus but was that sufficient to establish a ‘war footing’?   The KCL input was as positive as possible – suggesting unity around securing a ‘peace dividend’ ‘as the country moves through this time of profound change and heightened disruption’.   They didn’t dare suggest that Brexit was itself a sufficiently severe and imminent unifying threat – a diplomatic caution that serves to underline the long road between rhetoric and reality.

Getting consensus around infrastructure planning set the scene for further calls to remove contentious arenas from everyday politics.  Writing in the December issue of Prospect magazine, Diane Coyle’s candidate for cross-party consensus is Economic Strategy.

Writing as a member of the independent Industrial Strategy Commission, Diane concludes that, There must be a commitment, across party lines, to strategic management of the economy, monitored by an independent body analogous to the OBR. The strategy must go far beyond a few eye-catching sector deals and be aimed at long-term challenges, such as decarbonising the economy and delivering health and social care for an ageing population’.

That plea for cross-party consensus was echoed again last week when 90 MPs repeated calls for removal of the Social Care/NHS policy complex from the political maelstrom. The BBC reported, The letter argued that only a cross-party NHS and social care convention – a forum for non-partisan debate – could deliver a sustainable settlement for these services where conventional politics had failed to do so.’

What may have started with independence for the Bank of England and the creation of the Office for Budgetary Responsibilities and a seemingly endless list of ‘arms-length’/independent regulators seems now to have become the model for a new hands-off school of government.

That withdrawal, however, is a prospect that now seems far more likely to succeed at a local level closer to the people and their communities. An alternative ‘escape hatch’ for conflicted macro-managers is to back-off and devolve issues to regional/metro and local governments where attending to the great diversity of needs can help untangle the centrally knotted issues. The other great advantage of letting go is that local political discourse is far more inclined towards the consensual and the emergent White Paper is certainly not short of placed-based aspirations.

The UK is, arguably, the most centralised of all advanced economies. Sadly, subsidiarity is often and erroneously painted as some dark and suspect EU concept but as any parent with teenagers will know, there comes a time when youngsters must be let go. So it is with Mrs and Mr Whitehall – the offspring must be trusted to provide the energy for the entire family’s next generation.

And I wrote all that without using the F word.

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And The NextGen Digital Challenge 2017 Winners Are . . .

23 Oct

 

And the Winners are . . .

[Westminster, 23rd October 2017]

Announcing the results of the UK’s 7th annual NextGen Digital Challenge Awards, Iain Stewart MP (Chair of the All Party Parliamentary Group on Smart Cities) congratulated the finalists for this 7th year of the NextGen Digital Challenge.  In his address at the Awards dinner in Westminster, Ian Stewart summarised the progress being made in Parliament on the policy framework for a range of ‘smart’ initiatives including the advent of driverless vehicles.

Following Iain Stewart’s address, Richard Hooper (Chair, Broadband Stakeholders Group) and Derek Wyatt (Chair, Foundation for Information Society Policy) presented trophies to the winners across seven categories of digital endeavour.

The NextGen Digital Challenge Awards programme celebrates great projects. Every year the awards are adapted to reflect current trends and priorities in digital application.

Whether in Public Service Transformation, development of Digital Skills or new initiatives in Place-Making, these projects illustrate the wealth of creativity and innovation evident throughout the UK economy.

More than a focus on individual leaders, most inspiring developments are the work of collaborative teams who strive to ‘do things differently and do different things’ — innovating to overcome the inertia of established custom and practice.

The Awards Dinner in Westminster also heard former MP Derek Wyatt describe the plans for the 2018 ICF Global Summit in London next June. This 3-day event will bring civic and industry leaders from around the world to celebrate the development of Intelligent Communities.

Digital Challenge Awards Co-Founder, David Brunnen, also thanked the 2017 Judging Panel for their great work in assessing more than 30 shortlisted finalists each with their diverse Challenges, Solutions and Achievements.

2017 WINNERS

Public Service Transformation Award

Winner: NHS Education for Scotland @NHS_Education

2nd Place: Council for Curriculum, Examinations and Assessment @CCEA_info

Digital Skills Award

Winner: Armagh Banbridge Craigavon Borough Council @abcb_council

Joint 2nd Place: Arch Commercial Enterprises Ltd and Young Enterprise East Belfast @YE_NI

Innovative Projects Award

Winner: People Plus with Mendix @peopleplusuk @Mendix

2nd Place: CAST Fuse Digital Accelerator @TechforgoodCAST

Place-Making Award

Winner: Broadband for the Rural North (B4RN) @dig2agig #yorkshiredales

2nd Place: Good Things Foundation @goodthingsfdn

Digital Health Award

Winner: Driver & Vehicle Licensing Agency (DVLA) @DVLAgovuk

Joint 2nd Place: AHP Suffolk @AHPSuffolk and NHS Education for Scotland @NHS_Education

Networking Innovations Award

Winner: HATDeX — The Hub of all Things @TheHATDex

2nd Place: JT (Jersey Telecom) @JTsocial

Connected Britain Award

Winner: Diva Telecom @DivaTelecom

2nd Place: Tiree Community Development Trust @HIEScotland

[THIS RELEASE WAS UPDATED 25/10/2017]

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Notes for editors:

Further information and photographs available via davidb@nextgenevents.co.uk — +44 (0)7714 325 657

About NextGen

NextGen (NG Events Ltd) has supported digital innovation and sustainability projects for over a decade with a series of conferences, workshops and exhibitions to give voice to innovators, new network designers, applications developers and community builders. http://www.nextgenevents.co.uk/awards

About ICF

The Intelligent Community Forum is a US-based Research Think Tank with an international network of 159 cities and communities. Their research has tracked the evolution of inspired local leadership and the economic and societal impacts that flow from investments in digital infrastructures and their application to community needs. http://www.intelligentcommunity.org 

The NEW New Localism

19 Sep

According to Bruce Katz and Jeremy Nowak (Brookings Institute) “Power is shifting in the world: downward from national governments and states to cities and metropolitan communities; horizontally from the public sector to networks of public, private and civic actors; and globally along circuits of capital, trade, and innovation.”

It’s not surprising that much of their evidence for this stems from the USA. More recently they have written (p22, Prospect, October 2017) “The emergence of ‘New Localism’ is partly due to the abdication of higher levels of government“.

Search on Google, however, for ‘New Localism’ and the top hit (Wikipedia) roots the term in the early part of the UK’s Blair government and the realisation of an increasing understanding of the limitations of centrally-driven policy implementation’.

Cautious devolution and local empowerment has since featured Gordon Brown’s ‘Sub-National Economic Growth’ plans, Regional Development Agencies replaced by Lord Heseltine’s Local Enterprise Partnerships, George Osborne’s Northern Powerhouse, the RSA’s City Growth Commission, a variety of City Deals, half dozen new Metro Mayors and a new national industrial strategy that has space for Place-Making.

And yet, the UK remains one of the most centralised of all developed nations.

Even now, with a hint that Local Governments might once again be allowed to retain revenues from business property taxation (‘Business Rates’), there’s debate over the potential for relative inequities of city honey-pots and their less well-endowed commuter hinterlands – not to mention the latent heat of ‘post-code lottery’ outrage if any place dares to fare better than any another.

But we know that there is no national economy – only the aggregation of many local economies each with different demographics, different cultures, different business interests, different leaderships and different needs calling out for different priorities.  More significantly, as the UK tumbles towards Brexit, cities and their communities have diverse cultural and commercial international linkages that impact on future prosperity here at home.  Should we need to ask why some local economies and their communities prosper whilst others seem to wither? How can we have more prospering and less withering?

Central policy makers may desire national economic growth but that can only happen with the success of diverse local economies. So it’s not surprising that the Department for Business (BEIS) has strategically enshrined Place-Making, but as yet there’s very little flesh on those bones.

With the benefit of an 18-year world-wide study of what makes communities prosper, there are, it seems, some fundamental indicators but even these are evolving as we adapt to a more digitally-enabled era. Just as in business, enterprises that have not adapted find themselves in treacherous trading waters: communities, their citizens, employers and local leaders need to adapt. Sometimes it takes a crisis to spur action. Perhaps a more-mature approach lies in planning futures than reach beyond short-term electoral cycles.

To find the new New Localism – to flesh out the bones of Place Making and local economic/community development – Leaders, civic and commercial, should study the outcomes of on-going research.

In late October, the world’s Top 21 in the 2017/18 research cycle led by the Intelligent Community Forum (ICF) will be announced. By early next year those 21 communities will have been whittled down to just the Top 7. Then it will take a few more months of patient investigation and assessment to declare a worthy successor to Melbourne – the current holder of the title ‘Intelligent Community of the Year’. That announcement will take place next June in London in the company of mayors, CIOs, enterprise and civic leaders from communities around the world.

Between now and next June all the participating cities/communities will learn much about themselves and be readied to share their successes, to network their ideas, to inspire others, to find new opportunities, but also to learn how they might further adapt in this fast-moving world.

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See also http://www.gs-sg18.co.uk/about/www.gs-sg18.co.uk/about/smart-smarter-smartest and associated links.

 

 

 

 

 

 

Smart, Smarter, Smartest – Cities Seeking Superlatives

9 Aug

We all know – or think we know – that Smart Cities are driven by Smart Technologies, but what about the people?

In much the same way as industries hype their products (Broadband, Superfast Broadband, Ultrafast . . .) so it is with entire cities.

Beyond Smart Cities we have Social Smart Cities (tackling poverty), Green Cities (very Circular), Resilient Cities (prepared for the unexpected) and even Compassionate Cities – caring about digital inequity and boosting Inclusion. And whilst the ‘smart tech’ systems and infrastructures are key to enabling all these variants there is still the human element – the citizens and their business that must live work and play in these communities.

All the place-based systems in the world still need to serve the citizen – not the other way around.

So enter, stage left, the ‘Intelligent Community’ with its fabric woven from all the usual economic sector metrics and demographics plus the threads of social wellbeing policies.

The question is: Is your city ready? You may be contemplating an impressive array of investment proposals to deal with Transport, Air Quality, Housing, Social Care – the list goes on – but will all those plans knit together to match your citizens’ and community needs?

One way of finding out – free of charge – is to nominate your community for assessment by the Intelligent Community Forum.  Who knows, you may even be selected as one of the world’s Top 21 or Top 7 Intelligent Communities.  Melbourne, Australia, went on this year to be acclaimed as the Intelligent City of the Year.

That achievement was announced in New York at the ICF Global Summit last June. Next year’s great event (with mayors, civic leaders and community developers from across the world) will be in June, in London – the first time in two decades that this very special occasion will be held outside of North America.

You could be there – and your community could find its place on the global stage.

Nominations before 13th 21st September via http://www.intelligentcommunity.org/nominations

 

DEADLINE FOR NOMINATION EXTENDED – now 21st September

For more information please contact David Brunnen or call 07714 325 657

Common Ground: the strength of local leadership.

24 Jul

What do Belfast, Bristol, Glasgow, Manchester and London have in common?

They may have very different needs and priorities but they share a common interest in resilience – a determination to be prepared for whatever.  They are all members of the Rockefeller Foundation’s 100 Resilient Cities Network – 100RC.

Today marks the start of the 2017 Urban Resilience Summit – a major gathering of Urban Resilience experts in New York.   Local leaders in the UK – even if not attending in New York – will listen to the proceedings with keen interest.

We didn’t need this year’s terrorist incidents, floods and a tower fire to highlight the need for enhanced response-abilities but local Chief Resilience Officers know that proficient planning pays dividends.

100RC is just 4 years old but in that short time the network has made great strides – fuelled by Judith Rodin’s ‘Resilience Dividend’ and financed in large part by 100 ‘Platform Partners’.

Resilience is a hugely important theme for local leaders and sits alongside a series of programmes that have a huge influence on local economic growth and community wellbeing. With cities growing fast the challenges of local management demand ever-greater empowerment to develop local responses to local priorities.

Some put their faith in technology – enhancing the scope for knowing what is going on across all aspects of urban life – traffic, weather, crime, health, air quality, river levels and a host of environmental factors.

Conventional sector-based economic analysis in this context provides few useful clues. Far more importantly, the themes that cut across sector silos provide a rich agenda for Urban Resilience Officers.

  • Business start-ups and many established ventures need knowledge workers and a host of new skills.
  • Hospitals need citizens who can engage with remote diagnosis. Commuters need better information on public transport.
  • Whole cities need skilled advocates to attract inward investment.

These are just a few of the themes that mark out the differences between ‘smart cities’ and those who could claim to be developing intelligent communities.

Investing in resilience is far more than assurance against unexpected disasters – for some shifts might be better-described as lost opportunities. The key lies with mayors and local leaders who are enabled to develop a holistic view of local needs – not just for economic growth but for wider societal wellbeing.

That is why, in June 2018, the Global Summit for the Intelligent Community Forum will be hosted in London to bring together mayors and civic leaders from around the world. Resilient Place-Making – a local priority – has become central to survival.