Business Support Simplification

1
Business Support Simplification

• 27Th March 2007
• North West Stakeholder Event
• Mark Gibson - Director General Enterprise and
  Business Group

2
The Problem (illustrated by rural business
support)

• (Map of support for rural businesses produced
  post Foot-and-Mouth Disease)

3
Who funds business support

• National, regional and local bodies are involved
• Variety of policy objectives
• Customers dont generally care about funder or
  policy they just see help for business
  (business support)

2.5 Billion p.a.
4
The Budget 2006 challenge..

• Streamline publicly funded business supportfrom
  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 Governments objectives
• The Business Support Simplification Programme
  (BSSP) has been established to respond to this
  challenge

5
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,
thats why we have to do it together, but
achieving it will make a huge
difference to business
6
Ensuring business can get the support it needs
Future
Now

• 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

• Bespoke solutions to every business or policy
  need
• Many decision structures for business support
• New schemes, little reference to whats there
• Decision/ evaluation criteria differ widely
• Little awareness of what else is offered to
  business

7
How will we achieve it?

• Rationalise existing business support products
  and services against a common set of criteria
  take the best of whats 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

8
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

9
Developing the new Business Support portfolio

• Teams have been set up develop the products and
  services of the future in each area
• Policy leads chosen to build on natural areas of
  expertise

Economic Inclusion CLG/(DWP)
Finance DTI/SBS/HMT
Innovation DTI/OSI/SEEDA
Environment DEFRA
Skills DfES/NWDA/LSC
Enterprise DTI/SBS/SEEDA
Business Collaboration AWM
Globalisation DTI/UKTI
Regulation DTI/BR/SBS
10
TIMELINE
2006
2007
OGC Gateway
Budget
PBR
CSR
SNR
Jan
Dec
Dec
Jun
Apr
Mar
Feb
Sept
st
nd
1
round
2
round rationalisation
P
3
rd
round Cross
-
government
o
rationalisation existing
existing portfolio including
Planning for exit or
shared view of new portfolio
Integration of
r
portfolio
RDAs
OGDs
and LA pilots
transition for each
rationalisation
t
legacy product , and
Detailed
and new
f
set
-
up for new
specifications,
new
o
portfolio
Design teams
products
including
kpi
s
portfolio
Transition to
l
dev new
measurement,
first
new portfolio
i
portfolio
version
o
Delivery arrangements
Transition to
C
Delivery arrangements
h
terms of reference
Delivery arrangements
Delivery arrangements
new access and
procurement and contractual
a
agreed
design
procurement and contractual
delivery
changes implementation
n
arrangements
changes planning
Access
n
Marketing and branding
Channels
e
networks set up
Marketing and branding solutions agreed
Marketing and branding solutions
policy dev
l
implemented
s
Convene new
Development of, and buy
-
in to, new management
Measurement arrangements for
Strat
strategic
egic
structures
portfolio management
management body
mgt
On
-
going communication with, and engagement of, key
stakeholders
Businesses, business representatives,
OGDs
, local and regional government
Cult
ural
Publish
cha
introductory
nge
Publish Consultation document
document
11
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

12

• 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.

13
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