Business support simplification
Business Support Simplification 27Th March 2007 North West Stakeholder Event
Mark Gibson - Director General Enterprise and Business Group
GENERAL BSSP Presentation ver 06.ppt
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Business support simplification
The Problem (illustrated by rural business support) CAP
EU BRTF DEFRA
DTI TPUK
Regional
Forestry Commission
Affairs
England
Fora
FCA
SBS
SWA
Inst. Chart. For.
FIDC
RFS
UK Organic Foods Regulator
F TA
Countryside Agency
UKFPA
Rural Devlopmen t Service
AC AS SBS Regions
RDAs
Soil Assoc'n
Business & Enterprise s-c
English
OCIS Organic Farm Schem e
Eat the Vi ew
Ma r k e t Town s
Rural D. P.
Bus. Buddies
SMART
Bus. Advice
ViRSA Acc'tant s
SFLGS
Business Links
Banks FBAS/ FBAS+
B V MA
ANPA Food from Britain
ECB Plunkett F'dation
CPRE
Farm W'land Prem. Scheme C'side Alliance
Co-op Group
CLA
Busines s Bridge
NFEA
Jobcentre s
ES
Enterprise Agencies
PT LEAF
FWAG
LWDS Nat. Assoc. Farmers Markets
Local Offices
DWP
W'land Grant Scheme
TF A
RSPB
Connect Inland Revenue
Red. Build. Grant Scheme
National Parks
ADS
Nat. Trust
Other Profs.
Energy Crops Scheme Rural Ent. Scheme
Farm Retail As s .
Solicitor s
Fore sight
Local Offices
Food Standards Agency
Brit. Waterway s
Leader+
Plan' Consult' Advice Scheme
RRF Phoenix Fund
Hill Farm Allow. Scheme
Environment Agency
Nature
Steward ship
ESAs
TCS
HM Customs & Excise
Affairs
ERDP Rural Com. Councils
UKBI
Rural Forum
SRB
Govt. Offices SBC
Rural
BHS NFU
BIAC
Farmer s' Fund
RASE
DfES
LSC(S)
Broad band
ADAS
New Deal for S/E
BiTC
Post Office
NISA
PITC
RBN
Marketing Farmstay Consortia UK
Ruralne t UK
Food Com'
CobWeb CRE CITB
LANTRA
TENTO
Other NTOs
Brit. CoC
HTF
Colleges
Co-op
Universities
Fed. Small Bus.
SPAR
As s . Conv. Stores
LGA
District
Parish
RSIN
CBI
RC
Add'ton Fund
Other
English
Heritage
Trade Assoc's
Bus' Rate Relief
BALPPA Beer & Pub Brit. Association Hol. & Eng. Home Assoc. of Hisoric Parks S/C Houses Assoc. Operators Assoc. Camp' & OIA Carav' AL V A Club YH A
S'itans Methodis t
UK Tourist Authority
Brit. Hosp' Assoc.
Local Government
DCMS Unitary
•
WFFU
WI WI Market s
Business Clubs C of E
WiRE Inst. Bus. Advisers
County
Dev. Trust As s .
IGD
Economic Developmen t Officers
TICs CEDOS
(Map of support for rural businesses produced post Foot-and-Mouth Disease)
Regional Tourist Boards
Visit
Britain
Version 22 10/04/03 - SBS
2
Business support simplification
Who funds business support • •
National, regional and local bodies are involved Variety of policy objectives
DTI/UKTI, DWP, DfES,
National
DCLG, DEFRA, DCMS
9xEnglish RDAs
Regional
Local & sub-regional •
& others
~400 Local Authorities
Customers don’t generally care about funder or policy – they just see “help for business” (business support) 3
£2.5 Billion p.a.
Business support simplification
The Budget 2006 challenge.. •
Streamline publicly funded business support from around 3000 products and services to no more than 100 by 2010 in order to: -
•
Give right support to right businesses Improve efficiency and access Maximise contribution to Government’s objectives
The Business Support Simplification Programme (BSSP) has been established to respond to this challenge
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Business support simplification
The vision for business support Easy-to-access Government support for business which is: • Targeted - where it will have greatest impact; • Efficient - delivered to get best value for money; • Fit for purpose - meets local, regional and national challenges in a changing global economy.
Realising this vision will be challenging, that’s why we have to do it together, but… …achieving it will make a huge difference to business 5
Business support simplification
Ensuring business can get the support it needs:
Future
Now • Bespoke solutions to
every business or policy need -
-
Many decision structures for business support
• Ready-made solutions to
business or policy needs -
Government pro-actively working together on business support
-
Decisions made in context of business support “big picture”
-
Customers needs & preferences understood and acted on consistently and effectively
-
Best practice monitoring to ensure value for taxpayers’ money
New schemes, little reference to what’s there
-
Decision/ evaluation criteria differ widely
-
Little awareness of what else is offered to business 6
Business support simplification
How will we achieve it? •Rationalise existing business support products and services
against a common set of criteria – take the best of what’s there now •Develop a business support portfolio appropriate for the
future
•Simplify access & delivery channels •Agree principles for future strategic management of
business support across Government, including structures •Manage marketing & communications (including branding)
across the portfolio
GENERAL BSSP Presentation ver 06.ppt
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Business support simplification
Aims of rationalising existing Business Support: •
Early reduction in number of products and services
•
Share knowledge of what already exists and why -
Between departments and with various tiers of government
•
Achieve involvement and participation of interested parties
•
To keep the best of what is there already, if deemed appropriate for the future: -
Screening framework: common guidance for decisions Being done in parallel with new portfolio development Screening framework will be piloted with Local Authorities 8
Business support simplification
Developing the new Business Support portfolio •
Teams have been set up develop the products and services of the future in each area: Innovation Environment
DTI/OSI/SEEDA
DEFRA
Enterprise DTI/SBS/SEEDA
Business Collaboration AWM
•
Economic Inclusion
Finance
CLG/(DWP)
DTI/SBS/HMT
Skills DfES/NWDA/LSC
Regulation
Globalisation
DTI/BR/SBS
DTI/UKTI
Policy leads chosen to build on natural areas of expertise9
Business support simplification
TIMELINE 2006
2007
Dec
Jan
1st round rationalisation existing portfolio RDAs Design teams dev new portfolio Delivery arrangements terms of reference agreed Access Channels policy dev
OGC Gateway
Budget
Feb
Mar
Apr
Jun
2nd round rationalisation existing portfolio including Integration of OGDs and LA pilots rationalisation and new new portfolio portfolio first version Delivery arrangements design Marketing and branding networks set up
Development of, and buy-in to, new management structures
CSR
SNR
PBR
Sept
3rd round Cross-government shared view of new portfolio Detailed specifications, including kpi s measurement,
Delivery arrangements procurement and contractual changes planning
Dec
Planning for exit or transition for each legacy product , and set-up for new products Transition to new portfolio
Transition to Delivery arrangements new access and procurement and contractual delivery changes implementation arrangements
Marketing and branding solutions agreed
Marketing and branding solutions implemented Convene new Measurement arrangements for strategic portfolio management management body
On-going communication with, and engagement of, key stakeholders : Businesses, business representatives, OGDs, local and regional government Publish introductory document
Publish Consultation document
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P o r t f o l i o
C h a n n e l s Strat egic mgt Cult ural cha nge
Business support simplification
Progress •
First rationalisation by RDAs in Nov 06 - early mergers/ closures
•
Second round by March/April 07
•
Local Government strategy being pursued
•
80% view of the new draft portfolio by end Feb 07
• •
Discussion on future strategic management structure begun
•
Participation and involvement of Business at all levels 11
Business support simplification
By July, BSSP will have: • • • • • • •
Completed second rationalisation of current schemes Integrated schemes that must definitely be kept as part of the future portfolio Begun finalising the new portfolio with all participants Agreed EU funding arrangements so they are spent on products in the new portfolio Influenced the Sub National Review (SNR) - future management of business support Broadened communication & awareness via consultation document Used the Comprehensive Spending Review (CSR) to influence submissions by Central Govt Depts. 12
Business support simplification
By December, BSSP will have: • • • • • •
Exit/merger plans for all scheme closures & route map to future portfolio Lifetime plans and performance measurement for everything in future portfolio A strategic management structure up and running Portfolio management arrangements agreed and in place Agreed, and be implementing, single marketing and branding strategy An implementation plan for access and delivery channel strategy
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