1. Economic Outcomes Programme Local Authority Briefing Summer 2016
Andrew Noble
Improvement Service

2. Structure What is the Economic Outcomes Programme? Key Messages
Context
Working with you
Programme Outputs and potential Outcomes
Discussion

3. What is the EOP?
EOP1- Review of original programme indicated real demand from stakeholders for a further programme
Programme endorsed by SOLACE and the Public Service Reform Board
Broad based Programme Board, key stakeholders represented- SOLACE, SLAED, Scottish Government, Scottish Enterprise, FSB, Skills Development Scotland, academia.
Focus is on the Corporate, Leadership role- CMTs and CPP Boards.
Placing Economic Development centrally as a key corporate function of local authorities.
All 32 Councils signed up- match funded by Scottish Government

4. Key Messages
Economic Outcomes are central to achieving a wide range of other outcomes.
Improving economic outcomes is a key element of the prevention agenda and will play a major role in managing down long-term demand for a wide range of public services.
Councils and CPPs control and influence a range of levers that impact on Economic Outcomes. This includes their role as:-
major employers,
procurers of goods and services,
asset owners; and
deliverers of a wide range of services and policies that impact on the local economy.
 The EOP will work with Councils( and CPPs) to consider their current ‘economic footprint’ and identify potential areas for further enhancing their economic impact.
In doing so, the EOP focuses on activities that complement and add value to the mainstream economic development activities of Councils and CPPs.

5. Context Public sector austerity Increasing levels of inequality
Changing labour market
Welfare Reform
In work poverty
Low productivity

6. Policy Context Scottish Government Economic Strategy
Further devolution
Increased priority at a local authority level on economic growth, employment and inequality
Community Empowerment Act
City Deal
Procurement Act 2014
Developing the Young Workforce Employment Strategy
European Funding
Scotland’s Future Employability Service

7. Working with you Construct an “Economic Footprint ” for the Council
So what are we going to do
Construct an “Economic Footprint ” for the Council
Review key documents- SOA, Economic Strategy, local economic context, Council’s priorities and so on.
Identify a lead officer and Reference group within the Council
Interviews/ focus groups with Reference group
Payroll, Procurement, Capital/ Assets data capture and analysis
CMT workshop
Agree implementation/ improvement plan
Widen approach with key CPP partners

8. Timescales “End to end” the work should take approximately 12 weeks.
Programme work can be split into sections to meet Council needs/ priorities.
For example, data analysis can be done now, work with the reference group can be done at a later stage.

9. What we need from you Lead Officer- linked into CMT
Project Reference group- Officers from a range of services- HR, procurement, economic development, education, etc.
Access to key strategic an operational documents
Access to payroll, procurement and assets data
Access to CMT and Community Planning Partnership Board

10. “Footprint” coverage Key economic challenges in the Council area
Organisational structure of the Council approach
Direct Council employment
Council procurement
Business facing services
Education, employability, training and skills
Regeneration/ business infrastructure
Linking opportunity and need
Future support needs, gaps and wider barriers

11. Programme Outputs “Economic Footprint” report.
Facilitated session with CMT/ CPP board.
Implementation plan for taking forward recommendations on increasing economic impact- complementary to existing economic strategies.
Sessions on the role of Elected members in maximising economic outcomes.
Conduit for highlighting good practice
“Bespoke” support if required- for example support to review/ develop an economic development strategy

12. Potential Outcomes
Better utilising the employer role to significantly increase employment opportunities for disadvantaged citizens;
Optimising the economic potential of procurement
through more active usage of Community Benefit Clauses, etc;
Improving the joining-up and co-ordination of business-facing public services;
Streamlining the operation and focus of economic partnerships;
Exploiting fully the economic opportunities arising from the forecast growth of , for example, the care sector.

13. Contacts-further information
Economic Outcomes Programme Improvement Service