Cllr Alan Sitkin, Chair, Sustainability scrutiny panel

1. Social change and Sir Humphrey:One year into LB Enfield’s “New Directions” reindustrialisation project Cllr Alan Sitkin, Chair, Sustainability scrutiny panel (Senior Lecturer, Regents University, London) September 2013 In partnership with:

2. How this all got started Enfield Labour came to power in 2010 facing enormous challenges:* Deindustrialisation and mass unemployment * Same prescriptions as ones that had failed us for past 30 years (Einstein’s definition of insanity) * Central government slashing local funding grants I was given mission of bringing in “intellectual firepower” = CRESC Analysis led to 18 policy suggestions. Adopted and divided into low-lying fruit (quick win to encourage adherence), medium and long-term Project team lodged in Regeneration department but with ties to other departments (Housing, Schools, Environment, Finance) In partnership with:

3. “New relations w/big business” –our first target • Philosophy: neo-mercantile calculation of benefits • Tools: going head-to-head with non-Enfield corporations * Carrot and stick levers: name & shame/fame (CSR); procurement • Which sectors are least likely to bolt due to our newfound self-confidence? * Large retail * Banks * Utilities:started here (topicality of fuel poverty, Decent Homes programme, ECO/Green Deal)

4. Back of cigarette pack calculation – who was coming off best?Conversion factor: 300K inhabitants in Enfield vs. 60 mio in UK = .005

5. Called in the Big Six and read them the riot act Some pretended they didn’t understand and left Others said they didn’t control their own supply chains But 2/3 decided to play ball! Especially….British Gas Why? Possibly to expiate guilt… But do we care? No! In partnership with:

6. Some of the things we’ve learnt • Economic lessons • It’s one thing to find prime contractor to anchor local supply chain • It’s another to get local SMEs into shape to take up the offer * Need skills level to sign up w/British Gas * Hence ancillary negotiations with local FE colleagues (UTC?) * Problem timing skilling operations/job openings * Need certain size to sign up w/British Gas * Hence ancillary negotiations w/banks to increase SME funding REGENERATION OF LOCAL FUNDING CHANNELS IS NEXT UP… ISSUES RANGING FROM BUSINESS PLANS TO ANIMAL SPIRITS

7. Other things we’ve learnt b) Institutional lessons • Impossible to overstate importance of getting Sir Humphrey on-board * Empower public sector workers to redefine selves as tough entrepreneurs: - some take to this new self-definition like ducks to water - others resist at first but jump on the bandwagon later - others refuse (and sabotage?) • Same mindset applies to politicians * Defeat is orphan, victory has many parents – too many cooks spoil the broth * Many outcomes only possible if cabinet members collaborate/subsume egos

8. Onwards and upwards in the years ahead • Project team allocated extra budget, inc. for further researchers • Systematic pursuit of original strands (banks, agribusiness, social housing) • EQUITY VENTURES • Philosophy conducive to constant flow new ideas (pubs, supermarket levies) • Will New Directions subsume projects that preceded it? (causing jealousy?) • Will new paradigm gain currency beyond our local lab? Depends on: - Microphone (Guardian) - Resonance amongst opinion makers – YOU! THANKS