I was at a meeting last week with some senior BIS personnel talking about various post election scenarios for the business support programme. The consensus was that where possible we MUST try to avoid politicians wishing to overload us with initiatives, constantly change programmes after a short period and discarding good programmes for the sake of change.
When looking at what has worked well and what has not there are obviously areas where people will disagree but the general consensus was:
- A scheme which incorporates the best of the Enterprise Allowance Scheme and start up training is effective and can be a no cost option with benefit savings
- The brokerage element of Business Link is variable and not proven to be effective and could be dropped
- The Business Link website is a good resource and should be maintained but it is not for all and a 1-1 advice service is required
- The New Deal for the Self Employed was good and should be brought back - not incorporated into a single New Deal pot. It was shown that it has a 400% pay back in benefits saved.
So any incoming minister has the chance to put his or her stamp on the enterprise agenda but would be wise to look at the past for guidance for the future. He/she would be a hero to the industry if they also pledged that any changes were for the term of a parliament and would be given the chance to succeed!
Wishful thinking perhaps?
Thursday, May 6, 2010
Wednesday, May 5, 2010
So where next for the NFEA?
On the eve of polling day the enterprise agency movement has a great deal of thinking to do about its own future with a new political landscape. The movement has been adept at surviving all manner of changes both political and social over the years, but, with spending cuts of a magnitude never before seen looming over us like a sword of Damocles we need to start considering our own future.
I would guess that we have c130 agencies left around the country and there is a definite split growing between the "Premier League" and the rest. This is not meant in a derogatory way but is an observation based on size and sustainability. The NFEA has been like our industry FA safeguarding the movement but has the time come for major changes?
I wish to see the movement flourish but believe that this will be in a different way to that seen before. There will be more consolidation, mergers, joint working and, unfortunately, some failures in the months and years to come. If we are to remain as an industry then it is important that the NFEA responds to these changes and reflects the new network.
My personal vision is for a lean executive charged with lobbying and influencing in the corridors of power. This should be backed up with a small but effective Board who use their skills to support the executive and drive forward an unashamedly start up orientated business support structure. We need to be seen, heard and respected and with a new government we have a brief opportunity to shape the industry future.
I have no complaints with the current Board and executive but would like to see a clear strategy communicated to the membership of exactly what we are doing to safeguard the start up agenda in the corridors of power.
I also believe that it is important that the larger agencies should help fund this activity in return for a greater say in direction. The regional structure is now outdated and with some notable exceptions does not work effectively. We need the best, motivated and enthusiastic people to relentlessly push forward change and guide new ministers in their early days.
Perhaps once again I am at the sharp edge of reform and my ideas will not necessarily be met with agreement by all but inaction or wrong action now will condemn the NFEA to the dustbin of history as its relevance declines. Conversely there is a gap for a true leader in the enterprise field and the NFEA has the potential to claim this crown. Which direction will the NFEA take?
I would guess that we have c130 agencies left around the country and there is a definite split growing between the "Premier League" and the rest. This is not meant in a derogatory way but is an observation based on size and sustainability. The NFEA has been like our industry FA safeguarding the movement but has the time come for major changes?
I wish to see the movement flourish but believe that this will be in a different way to that seen before. There will be more consolidation, mergers, joint working and, unfortunately, some failures in the months and years to come. If we are to remain as an industry then it is important that the NFEA responds to these changes and reflects the new network.
My personal vision is for a lean executive charged with lobbying and influencing in the corridors of power. This should be backed up with a small but effective Board who use their skills to support the executive and drive forward an unashamedly start up orientated business support structure. We need to be seen, heard and respected and with a new government we have a brief opportunity to shape the industry future.
I have no complaints with the current Board and executive but would like to see a clear strategy communicated to the membership of exactly what we are doing to safeguard the start up agenda in the corridors of power.
I also believe that it is important that the larger agencies should help fund this activity in return for a greater say in direction. The regional structure is now outdated and with some notable exceptions does not work effectively. We need the best, motivated and enthusiastic people to relentlessly push forward change and guide new ministers in their early days.
Perhaps once again I am at the sharp edge of reform and my ideas will not necessarily be met with agreement by all but inaction or wrong action now will condemn the NFEA to the dustbin of history as its relevance declines. Conversely there is a gap for a true leader in the enterprise field and the NFEA has the potential to claim this crown. Which direction will the NFEA take?
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