MINUTES OF THE 19th BOARD MEETING 19th February 2001, 
Wessex Water, Bath  
 
 
 
Present:

• Sir Michael Lickiss Chairman
• Doris Ansari (DA)
• Cairns Boston
• Peter Chalke
• Nigel Costley
• Helen Holland
• Michael Leece
• Alf Morris
• Stella Pirie
• Jeremy Pope Deputy Chairman
• Jonathon Porritt
• Jill Barrow Chief Executive
• Suzanne Bond Director of Strategy and Performance
• Caroline Bull Director Enterpirse and Innovation
• Nick Lewis Director of Corporate Services
• Colin Molton Director of Development
• Michael Roberts Director of Marketing
• Simon Hodgson Head of Corporate Affairs
• Caroline Bloodworth Board Administrator
• Simon Hooton Head of Policy
• Ian Price Head of Regeneration
• Bill Price Head of Business Development

Apologies Received: 
Tudor Evans 
Tim Parker

NEW FUTURES 
 
The Board received a presentation on possible future priorities for the Agency during which Members were invited to comment and debate the ideas and initial proposals for the future of the RDA. The presentation was made in five sections after each there was a discussion on the issues raised.  
 
POINTS RAISED IN DISCUSSION  
 
Regional Strategy

• Addressing the 'Drivers' should be the priority.
• The 'Drivers' are not being emphasised enough in our work and decisions.
• We have probably been unrealistic about the timeline for implementation of our objectives.
• The RDAs objectives and activities are complicated and we need to better understand how things happen in the Region and the time-scale for change.

Funding and Effectiveness of the RDA

• RDA is being effective where funds are available and much less so where they are not.
• Recipients of grants are not really engaged in delivering the Strategy and are just interested in securing the funds. Grant recipients are not clear on the wider role of the RDA and do not act as strong enough advocates for the Regional Strategy.
• The focus for the RDA must always be on adding value, this might mean we do not focus on the all the Regional priorities but on those on which we can make most difference.
• Other agencies may be ahead of us in terms of implementing a more integrated approach to regeneration. We need to recognise this and learn from it.
• We have come a long way but we must encourage key partners to do "missionary" work on our behalf.
• Expectations are too high on the RDA and we have to expect that we will fail in some areas.

Communication and Promotion

• RDA's promotion of the SW has not been a success and we need to focus on the economic strategic lead.
• Communication of what the RDA is doing has not been good enough and we do not seem to be getting through to key audiences such as the business community and our key sectors.
• The RDA needs to be sure that it is adding value in the sectors work and support for business.
• RDA needs to clearly champion the needs of the SouthWest and be more strategic about how it does it.
• RDA is trying to do too much across to broad a range of issues.
• We need to use the Board and their respective networks much better than we do now, it is important that Board members are able to appropriately represent the RDA at local level.
• The RDA needs to develop a higher profile for its short term wins and publicise success - such as Dursley and Royal William Yard much more effectively so as to flag up the role and achievements of the RDA with its partners.
• Barriers exist because we have not yet communicated what we do and don't do.
• The RDA needs to develop really close relationships with key regional organisations.
• RDA is not big enough to carry the Regional 'mantle' alone we need to work with the Regional Assembly.
• The impending General Election will challenge the coherence of the Board.

Skills

• The RDA is meeting some expectations of partners in the skills area but we still have a long way to go.
• Ensuring that RDA Board Members are represented on LSC Boards was a major achievement.
• Both LSC and SBS will need 18 months to "bed in" - and the RDA must not lose momentum in its involvement.
• Skills is viewed as the most frustrating area of work because of the scale of the task against the funding and resources available to the RDA. The RDA is regarded as a minor player by the HE institutions.
• Technology transfer is key to getting the business/HE links right.

Rural Issues  

• The RDA's response to rural issues is not well developed although implementation of rural programmes is good.
• The RDA needs to develop a long term vision for rural areas in the SW.
• Rural issues are a problem for the RDA, we are not seen to be active enough on the issues that seem to matter to those with an interest in rural areas e.g. transport and regeneration
• Need to consider whether the areas that we have chosen to prioritise are those where we can be most effective e.g. could be more effective in supporting land based industries?

Local Strategic Partnerships (LSP) and Sub Regional Partnerships (SRP) 

• There is a concern that the development of SRPs and LSPs shows an unhelpful polarisation between the social and economic agenda.
• There were also uncertainties expressed as to whether LSP's might become more significant in the longer run than SRPs.
• RDA/GO need to show leadership to influence LSP development in region and perhaps develop a vision for LSP in the SW.
• Concern was expressed at the potential number of LSPs in the Region, could be upwards of 100. Government Office expressed the view that 100 LSPs would be too many.
• The example of Wiltshire was raised where the Community Planning Areas (19) are expected to form the basis for the LSPs.

Enterprise and Growth

• Nigel Costley expressed a concern that Issues Paper on employment stated that a flexible workforce was shown as a strength - when in another context it is in fact a weakness.
• Although there is a lot of concentration on quality in the tourism sector, it was felt that quality and wages are all imporving.
• SW tourism market set up for Midlands, Scotland etc - that market has gone - need to be able to predict market intelligence and RDA funds should follow those leads and not be used to chase old markets.
• It was commented that good as the information papers were, they lacked a 'market' perspective and this was important.
• It was noted that the RDA is very definitely not managing the regional economy and must assess better those areas and sectors that are sensitive to intervention.
• Competitiveness may be about managing change not necessarily improvement.

Concluding Comments from the Chairman

• The 'market' perspective needs to be given more attention in the issues papers.
• The Executive will be reviewing the RDA's operating structure to ensure that it meets our future requirements and Board Members were invited to feed in views on structure.
• The 2001/2002 Business Plan is a transitional document. The 3 year Corporate Plan setting out future priorities will be submitted to DETR in November.
• The Board needs to focus the RDA's message.
• There needs to be more accurate targeting of organisations that the RDA can work with and a greater awareness of links that already exist
• The Board will need to consider the future for Sub Regional Partnerships against background of the emergence of Local Strategic Partnerships.

March 2001 
 
 
PRESENTATIONS 
 
 
MARKETING FUTURES - MICHAEL ROBERTS 
 
Jill Barrow noted that Tim Parker had wanted to lead the discussion but was unavailable for this meeting. Michael Roberts would be focussing on immediate actions and Tim would cover the regional image debate at a later Board meeting. 
 
Points Raised

• There was concern from Board Members that the proposals were not consistent with the previous discussions on new priorities and that there might not be the resources to see new initiatives through in the longer term.
• The funding might be better used to demonstrate and promote partnership such as that between Higher Education, the RDA and business.
• The proposal for an awards schemes needs careful thought and might not be the best way to promote the work of the RDA.
• It was clarified that these were short term initiatives taking advantage of some additional one off funding.

ACTION -  
It was agreed that Mike Leece and Alfred Morris would work with Michael Roberts on the proposals. 
 
THE BUSINESS CASE FOR SUSTAINABILITY 
 
Introduction by Jonathon Porritt with a presentation by Colin Skellett Chief Executive of Wessex Water 
 
Jonathon Porritt introduced the item emphasising the importance of using best practice examples from companies that others recognise and respect.  
 
Colin Skellet described the process and reasoning that Wessex Water had applied to their own business, noting that the biggest driver for change is the Regulator (OFWAT) and competition regulation. 
 
Points Raised by Board Members

• It was important to build in 'whole life' costing on projects which reduced the impact of up-front costs in lower longer term running costs. The RDA should use the principles applied by Wessex Water in the development of its own projects.
• The RDA should look for developers who were interested in making green investments - for example ethical investment funds.
• Both the Regional Assembly and the local authority planning system can be influential in promoting sustainable development.
• Board Members noted that used carefully, business regulation can assist in achieving positive change in business practice.
• The Chairman noted the importance of trying to influence government thinking in this area and encouraging more 'up front' funding for sustainable development that could lead to lower long-term costs.

The Board thanked Colin Skellet and Jonathon Porritt for a stimulating presentation that had added to their understanding of the business case for sustainability 
 
 
March 2001