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What are the barriers to justifying decisions? Integrated Settlements will offer new use their funds. Freed from Whitehall ringfencing, local leaders will make tough calls about where to invest. But greater autonomy raises new challenges. Will they be choosing between a new train station and a youth skills initiative? A city centre employment hub or an outer-area health programme? If doing everything isn’t possible,
how might trade-offs be made? Doing everything isn’t realistic.
Strong visions and clear objectives, underpinned by a sense of what success looks like, are vital. These aren’t binary choices, but they will require trade-offs about how resources are used. Look at the evidence Research, empirical data and an understanding of trends are also crucial here. It does not provide the answer about what to invest in. That’s a leadership call. But it does help in weighing up multiple, and sometimes competing, priorities. Hatch works with clients on investment
step, with improvements to transport infrastructure, and investment in public health service integration examples of larger-than-local priorities around which stakeholders can, and have, coalesced. Questions of ‘fair shares’
geographically in the distribution of funding are inevitable. Governance structures must allow for the pressures this brings to ensure transparency and accountability. Economic activity doesn’t respect administrative boundaries, so collaboration across authority lines – especially where areas relate to more than one city or region – will be essential.
strategies and business cases, developing evidence about the potential economic, social and environmental project. This evidence is one part of the process of determining which projects become priorities. Ensuring there is a consistent approach to identifying the need for action, and describing key to being able to compare different proposals.
Where political instincts diverge from the data, good evidence will provide a constructive challenge. It enables decision makers to scrutinise plans more deeply and learn from what’s gone before . There are plenty of positive examples
already. Liverpool City Region’s investment in Merseyrail trains and network expansion, and Greater Manchester’s decision to bring buses under its control via the Bee Network are amongst the most prominent. As devolution moves forward, evidence about what has worked should help shape how new powers and resources are applied. More than a map exercise Devolution opens doors – but success won’t come just from new powers. It will depend on how effectively strategic authorities use them. vision and priorities, making the best use of evidence, and working with the grain of local politics. Leaders need to evidence, and navigate local politics foundations: • Where do communities naturally align? • What economic strengths can be built on? • What needs to change – and how can you bring people with you?
place, not just policy. Those that get this right will be best placed to make the most of their new freedoms.
WA200
Discussions taking place on why devolution is helpful in the development of great places
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