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CONFERENCE REPORT

1st EDAS Economic Development Conference

The New Millennium – the First 5 Years: Setting the Agenda

6 and 7 June 2000

Edinburgh Conference Centre, Heriot-Watt University

CONTENT Section Page Preface (i) Who Attended 2 Key Challenges and Priorities for Scotland

3

- John Swinney, MP, MSP, Enterprise & Lifelong Learning Committee

- Robert Crawford, Scottish Enterprise - Iain Robertson, Highlands and Islands Enterprise - Oonagh Aitken, Convention of Scottish Local Authorities - Robin Miller, Business Enterprise Scotland Henry McLeish

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The Scottish Economy: Performances and Challenges

7

Digital Economy: Implications for Economic Development

10

Workshops

1 Property and Infrastructure 12 2 Partnership Development and Community Planning 13 3 New Starts 15 4 Tourism 16 5 Rural Development 17 6 Community Economic Development 18 7 Innovation and Commercialisation 19 8 Workplace Skills 20 9 Inward Investment 21 10 Social Inclusion of People 22 11 Transport 23 12 Europe 24 13 Sustainable Development 25 14 Area Development/Regeneration 26 15 International Trade 27 16 Small Business 28

Question Time of Key Practitioners/Experts 29 Next Steps for EDAS

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List of Delegates A Final Programme

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PREFACE The Economic Development Association (Scotland) – EDAS, was formed in September 1999 to provide a mechanism for those involved directly in economic development. The June 2000 Conference, represented the first major initiative of EDAS. With 240 attendees, over 70 speakers and 22 separate sessions, it is thought to be the largest and most comprehensive event of its type. The conference covered a range of policy issues, dissemination of information and good practice, raising understanding of emerging issues and supporting partnership building and cross-organisational networking. This report seeks to provide a brief report on the outcomes of the conference. The breadth of the conference means that this report has had to provide only a summary of the issues raised, however it is hoped that the key issues raised have been included. The evaluation of the conference has been largely positive with most falling around the good level on average. Using a scale of 1 = very poor, 2 = poor, 3 = OK, 4 = good, 5 = very good. The conference overall scored 3.8, with the optionfinder polling technology 4.5 and the administration/organisation scored 4.1. The speakers (3.7), networking/discussions (3.5), venue (3.8) and cost (2.9). 82% of participants stated that they would attend a similar conference at a future date. Areas for improvement identified, which will be taken forward in future conferences include: • consider fewer breakout sessions with fewer competing • improved briefing for speakers • greater opportunities for discussion and debate including question and answer

sessions • shorter event, perhaps finishing at lunch on the second day • consider a venue which is more accessible More detailed evaluations of each session will be used in the design of future events and the 2001 conference. Many thanks are given to all those who participated and attended the event, those who assisted in pulling together this report and the organising committee of Sarah Deas of SE, Archie Prentice of HIE, Euan Dobson then of CoSLA and Robin Miller of Business Enterprise Scotland. Given the success of this first event, it is hoped that EDAS will hold its second conference in 2001, and I look forward to seeing you and your colleagues there. Jean E Hamilton Director, EDAS July 2000

(i) WHO ATTENDED

In all there were 240 attendees at part of the whole of the conference. Using the option finder technology at the first session, it is possible to provide a picture of the attendees: A full list of delegates in provided at Annex A. By Organisation

39% were from the Scottish Enterprise Network 21% were from Local Authorities 11% were from Enterprise Trusts 9% were from the Highlands and Islands Enterprise Network 9% were consultants 8% were from the voluntary sector; and 20% were from other organisations

By Level

14% were at Chief Executive/Head of Economic Development level 13% were at Director level 43% were manager or senior managers 21% were executives/senior executives 4% were junior or trainee executives; and 4% were at another level

By Functional Area

35% worked in Business Development 28% worked principally in Strategy and Research 15% in Community economic development 10% in property and environment 4% in Social Inclusion 4% in Skills or training 3% in sector or cluster development; and 11% in other areas of economic development

KEY CHALLENGES AND PRIORITIES FOR SCOTLAND

This opening session comprised inputs from each of the Chief Executives of Scottish Enterprise (SE), Highlands and Islands Enterprise (HIE), Convention of Scottish Local Authorities (CoSLA) and Business Enterprise Scotland (BES). The session was opened by John Swinney MP MSP, Chair of the Enterprise and Lifelong Learning Committee of the Scottish Parliament. (ELLC) John Swinney MP, MSP, Chair ELLC John Swinney outlined the key findings from the ELLC’s review of economic development services. He emphasised the importance of value for money, the level of confusion in the ‘market place’ for economic development services, the importance of partnership and learning from experience. The challenges he saw for economic development were for organisations to listen more to their customers and for the profession to become more ambitious, creative, and farsighted and to seek to stretch boundaries in economic development. During his speech, John Swinney sought the views of the audience on two key questions: Do you believe there is congestion and overlap in the provision of business development services in Scotland? Almost 90% of participants agreed with this statement: 35% strongly agreed 54% tended to agree 10% tended to disagree 1% strongly disagreed Those that were most likely to agree were: - employed by the SE Network (94%), the HIE Network (100%), universities or

Scottish Executive (100%) - employed at the lower levels of Executive/ Senior Executive (95%), Junior

executive/trainee executive (100%) or at other levels (100%) - employed in strategy/research (92%), social inclusion (100%), skills (100%) Those more likely to disagree were: - employed by Enterprise trusts (30%), local authorities (26%), or voluntary

organisations (17%) - those at the more senior levels – those at Chief Executive or head of Economic

Development level (20%), Director (23%) and senior managers (11%) - employed in sector/cluster development (33%) or in business development

(16%)

Should the Tourism function be integrated into the enterprise network and Area Tourist Board abolished? 68% agreed 32% disagreed Those most likely to agree were those: - employed by Enterprise Trusts (100%), HIE network (86%), SE network

(78%), Voluntary organisations (75%) - principally working in Skills (100%), property/environment (80%), social

inclusion (75%) and business development (74%) Those who were more likely to disagree were those: - employed by universities (75%), consultancies (57%), Local Authorities

(56%), Scottish Executive (50%) - those principally working in sector/cluster development (67%) The level of the respondent made no substantial differences in their responses. Robert Crawford, Chief Executive, Scottish Enterprise Robert Crawford outlined the five key challenges which he saw for the new economy: 1 The Knowledge Economy 2 E-economy and the need to adapt and to exploit this 3 Changing nature of work needing creativity, adaptability and flexibility 4 ageing and declining population in Scotland; and 5 the need to close the knowledge gap between Scotland and our international

competitors. He then set out the five key priorities for the SE network, which ranked by participants of the conference were: • Greater Customer Focus • Introducing e-business to organisations across Scotland • Greater participation by Scottish firms in global markets • Commercialisation of research • More partnering with the public/private sector

Iain Robertson, Chief Executive, Highlands and Islands Enterprise Iain Robertson outlined the top three challenges which he saw for the economy: 1 diversifying rural economies through business development, foreign direct

investment and new starts 2 decentralisation of opportunity, both within the Highlands and Islands and to

encourage decentralisation from the main cities to help them to avoid over heating

3 making a return – ensuring that the Highlands and Islands area contributes to the wider economy.

He then set out his priorities for the HIE network, which ranked by the participants of the conference were • Diversifying the economy and reducing over dependency • Area targeting – spending money in areas of greatest need • Decentralisation of opportunity to improve the distribution of benefits to

individuals and communities. Oonagh Aitken, Chief Executive, Convention of Scottish Local Authorities Oonagh Aitken outlined the challenges she saw for the economy, focusing on the importance of joining up economic development to wider policy areas such as transport, education and health, outlining the important role that local authorities had in this. She then set out here priorities for CoSLA, which ranked by participants of the conference were: • Evolving Education • Simplifying and Integrating Delivery • Tackling Transport • Promoting Sustainable Development • Increasing Inclusion. Robin Miller, Chief Executive, Business Enterprise Scotland Robin outlined the importance of two particular areas – Firstly the continuing challenge of increasing the number of new start businesses and secondly, the importance of supporting the growth of SMEs. He outlined priorities for BES and the Enterprise Trusts, which ranked in the order of priority provided by the participants of the conference were: • Development of the small business delivery process • Efficiency and increased output • Quality and consistency of process • Strategic Alliances with organisations such as Banks • Retention of the strength of the trusts.

HENRY McLEISH, MP MSP, Minister for Enterprise & Lifelong Learning Henry McLeish speaking to the whole conference. He outlined a current position where the Scottish economy was performing very well, however there was much more that could be done. This would be achieved through a team approach within economic development, with an honesty which avoids the traps of vested interests of individual organisations. He set out three main areas for action to improve economic development activity: (1) Greater Strategic Clarity

The publication of the Framework for Economic Development for Scotland as the first step in this process. It provides a national statement, based on research and an examination of issues at a global level. Most importantly it provides a framework for all economic development activity in Scotland.

(2) Clarity in Roles and Responsibilities

There is an urgent need to ensure better clarity in roles and responsibilities in economic development. No single agency will be responsible for economic development and there will need to be joint working and effective partnership however there was a need to eradicate wasteful duplication. Key element of this process was the ongoing review of the Enterprise Network and the response to the ELLC review of economic development services.

(3) Establishment of Local Economic Fora

Scottish Executive support the recommendation of the ELLC to establish Local Economic Fora (LEF), however it is recognised that this is not a simple matter and that care will be needed to ensure that they do not become only a talking shop, ensure that the structure does not stifle new ideas and approaches and they need to be able to engage the private sector effectively.

Key areas which he felt required greater attention included: - literacy and numeracy - full employment opportunities - widen access to further and higher education and increasing the staying on

rates at schools - coping with the e-revolution - women in the workplace. These issues were seen to be too wide for any one agency to address and they needed effective joint working. In all areas he highlighted the need for the profession to be revolutionary with a sharper edge required to all activities and all economic development organisations.

THE SCOTTISH ECONOMY – PERFORMANCE AND CHALLENGES Chaired by Jeremy Peat of the Royal Bank of Scotland, this session, covering 3 hours, provided a range of perspectives on the performance of the Scottish Economy and its challenges in the future. Professor David Bell, University of Stirling There is a mountain to climb to get Scottish per capita incomes to OECD average, however its performance compared to the rest of the UK is not particularly bad. (Same GDP Growth 1995 – 1999). There are major similarities between the Scottish and UK economies including GDP growth rates, employment by firm size. Unemployment levels have fallen substantially between 1996 and 1998 with Scotland and the UK performing better than European competitors. Over the last 5 years, production in Scotland has grown more than services, largely because of the contribution of electronics. Other comparative strengths include financial services. Scottish employment 1987 – 1998 has remained static at around 2m (1.5m – Services, 0.5m – Agriculture and Production). However Scotland’s performance is worse than the UK in other areas: - substantially fewer women in self-employment than men - average gross weekly earnings less than GB – Scotland manual employees

96% of GB earnings and non-manuals 90% of GB earnings - Indices of satisfaction – 1972 – 1992 as Euro barometer series of

questionnaires – asking whether people are happy that Scotland is the third least satisfied region in the UK.

Scotland performs better than the UK in terms of higher levels of qualifications in the workforce… although lower than international competitors. Jeremy Peat, Chief Group Economist, Royal Bank of Scotland Jeremy highlighted the importance of being efficient in both micro and macro terms in order to cope with increasing global efficiency – with the emergence of the Eastern European countries as the next round of competitors. It is therefore imperative that we develop policies which do not hamper efficiencies at company or sector levels. This must be the overarching policy of any economic agency. Outlining two key statements by Scottish Enterprise and Henry McLeish he highlighted that neither provided any prioritisation or focus for activities:

‘We exist to promote economically, environmentally and socially – sustainable development in Scotland …(resulting)… in more jobs, greater prosperity and a higher quality of life for all’ Scottish Enterprise – 1999 Strategy Document.

‘Our Priorities as set out in Making it Work Together – A Programme for Government include creating a culture of enterprise; providing training for skills that match jobs for the future; widening access to further and higher education; and creating a culture of lifelong learning, increasing adult participation in education and training. To help build a successful and prosperous Scotland, we are also committed to tackling poverty and to supporting sustainable development.’ Henry McLeish MSP, Minister for Enterprise and Lifelong Learning.

There is a need for clarity of objectives for economic growth and development. Currently macro stability seems likely so that micro efficiency is the key. Efficient, productive and dynamic to increase growth rate even if it is just by small levels over a number of years. Level of R & D in Scotland – disappoints. Important that we work with the grain of the market: - we must at all times push for competitiveness in companies and resist desire to always intervene during period of change. Allow natural death and other sectors to come through. Finally, it is as important to do the small things as the large things – working at the margins - understand what is stopping us making changes. Don’t always go for big changes. Steve Inch – Glasgow City Council Challenges for Scotland – Tackling Exclusion There is a new policy context in inclusion. New powerful groups talking and getting involved in exclusion agenda – where previously was not even discussed. The Glasgow Paradox: The City is doing as well as it has been in the last 40 years but benefits are bypassing areas of needs and people in need. Propose a 12 point agenda for action, highlighting practical examples to tackle exclusion: - maximising the economic value of public assets and expenditure - developing modern employment infrastructure - developing new ways of financing business enterprise - attracting private finance into disadvantaged areas - attracting real employer involvement in exclusion - developing more relevant education and learning systems - improve information support and access issues - developing the potential of the social economy - developing new forms of IT based home working - develop mechanisms to resolve the ‘benefit trap’ - develop meaningful forms of community involvement and new forms of

service provision - develop local delivery mechanisms. In implementing this we need to measure our progress and in doing this it is important to go further than traditional tracking measures. Need to mix hard facts with opinion based on what people actually think is working.

Chris van der Kuyl, Chief Executive, VIS Interactive plc Chris firstly introduced his games company – VIS. It is 4 years old, now with over 100 staff in 5 studios, last valuation at £32m. Plans to expand to over 400 staff with 6 - 8 studios, value of over £500m, presence internationally in US and Japan, head quartered in Scotland. Forecast major changes in the economy and VIS: - major technology changes. New technologies in ‘on line’ handheld wireless,

convergence between technologies will be major drivers. The dominance of Microsoft will also lead to major shifts in technology

- emergence of ‘7th continent’ where there are ‘no time zones, no borders. It’s a place where business can be transacted 24 hours a day, seven days a week’, Craig Barrett CEO, Intel Corporation

- New economic and business models, where the owners of the intellectual property will be key and its design and creation is paramount.

Being based in Scotland provides a marketing ‘edge’ but the rest of the entertainment industry is missing as well as the dynamism of other areas such as Silicon Valley. Key drivers in growth should be: – access to talent - all else ranks behind this. Education is fundamental. – need to be connected globally – use the global expertise of our inward investors – use the financial ‘savvy’ of the Scottish financial sector – instill entrepreneurship at an earlier stage. Scotland shouldn’t be parochial; don’t use price as differentiator or feel second class. Scotland should strive to and believe we are the best in the class, differentiate itself, go up against the big boys and break all the rules.

DIGITAL ECONOMY: Implications for Economic Development Sponsored by Microsoft and ICL Four presentations were given providing different perspectives on the role that the digital economy and Information Communications Technologies (ICT) can play in economic development. ICT and Business Martin Dalgleish, Managing Director, Linn Products Limited Linn Products makes extensive use of ICT, especially the likes of CAD and WWW. As a result extensive savings have been made and wider development of the company. Use of Computer Aided Design is reducing the cost and time involved in the design and production of prototypes with associated business benefits. Internet capability has been extensively developed to be multi-functional, so providing benefits to a range of clients – customers, suppliers and agents. Use of ICT is already extensive within the organisation however the company forecasts that the utilisation of ICT will continue to grow. ICT in Inclusion Ann Park and Robin Lee, Newell and Budge Newell and Budge are involved in the development of intermediate labour market programmes which provide ICT training and work opportunities to disadvantaged communities. One of their most established projects is the Electronic Village in Castlemilk. Such programmes are very often front loaded with public funding so schemes have to look at ways to generate income in later years. Due to the low numbers on programmes and the long timescale involved, short term, measurable impacts can be low. Care in projects needs to be taken to ensure that there is minimal displacement of private sector activity. As a result, the successful projects are designed to interact with local businesses in undertaking activity on behalf of these businesses.

Use of ICT in Learning Chris Yapp, ICL Fellow There have been major changes in interactive multi-media, computer hardware and systems. Coupled with globalisation and wider technology developments this is leading to a reduced demand for low skilled workers and a rapid obsolescence of skills. Key skills which are now needed are creativity, innovation, design and personal skills. There is a need to ‘re-engineer’ the educational infrastructure, curriculum and learning professions. Need for continuous and lifelong learning, not undertaken on a linear basis. It is foreseen that the infrastructure will include new players such as community organisations, BBC, BT etc. There will be an emergence of learning on demand – personalised, user-driven quality, teamwork orientated teaching and learning. There will be a change in the roles of teachers – who will have a range of roles including Master Teachers, coaches, advice and guidance professionals, curriculum managers. This new approach will need more languages, cultural sensitivities, creativity/innovation and be able to teach a ‘learning to learn’ skill. Continued need for generic skills and great potential for special educational needs. This will lead to a knowledge-led economy with a blurring of arts, humanities, science and technology where there is substantial risk and uncertainty and where people are more important than technology. Content and the Digital Economy Kevin Kane, Head of Creative Industries, Scottish Enterprise Digital economy is made up of Hardware (eg PCs, WAPs, games consoles), Infrastructure/cabling, the web, and the actual content (software, design, system operation etc) Increasingly the value added will sit with the content. At the same time there is an increasing level of demand for content. There is a changing business model where those who are developing the content are more in control – with them owning the intellectual property. The public sector is recognising these trends and is becoming more content orientated – embracing new industries such as film and music, establishment of the Creative Industries Task Force. Increasingly it is recognised that enterprise and creativity are closely linked Major issues for Scotland to address include an inadequate level of international participation, lack of appropriate commercial and management skills, weak links between industry and university research, lack of communication between different sectors and weak specialist business support infrastructure.

1: PROPERTY AND INFRASTRUCTURE Chaired: Mark Robertson, Rydens Ltd Speakers: John Shaw, Head of Joint Ventures, Stirling Council Allan Paul, Competitive Locations, Scottish Enterprise Two distinct inputs were provided on the role of property in economic development. Firstly through the presentation by John Shaw on three main private/public sector projects undertaken in Stirling Area – Central Scotland Business Park which has already established 15,000 sq m of business space and 10,000 sq m industrial area, with the same again planned; Stirling Thistle Marches - a retail development of 18,000 retail space and Forthside - an extension to the town centre including an hotel, cinema, specialist retail outlets and civic space. Points of interest were, the joint venture company structure used in these projects which was formed with part of the council to develop small single bespoke projects. The aim is to secure sustainable development by taking profits and realising value (developer not land value) to finance further projects. Banks are used for financing land acquisition (through agreement, not CPO) and site assembly. Secondly, Allan Paul provided a national perspective on property and infrastructure and its role in economic development. Scottish Enterprise spends around £100m per annum on property and infrastructure, with only 17% through SE led projects. This £100m levers in a further £500m of funding. Trends in property and infrastructure projects include: - classical industrial estates are now business and technology parks - new town/greenfield to brownfield/regeneration - design as a luxury to design as a core attribute - physical to connectivity for example in IT.

SWOT of the Scottish Property Market Strengths Innovative partnerships Long term projects

Weaknesses Lack of national focus Too short term Lack of integration

Opportunities Parliament Educational resource Strong economic base

Threats International competition Entrepreneurial skills Connectivity/services

Discussions surrounded the issues of congestion and whether there was a role for SE, particularly in relation to the M8/M74 extension. It was felt that SE’s role was to articulate the case for building the extension and ensuring the case is heard. It was also acknowledged that an integrated transport policy is required and that in the short-medium term, agencies need to make the most of what they have got and can do.

2: PARTNERSHIP DEVELOPMENT AND COMMUNITY PLANNING Chaired: Allan Watt, Convention of Scottish Local Authorities Speakers: Eric Byiers- Fife Council Paul Vaughan - Scottish Enterprise Fife. The chair set down the parameters for the session and its objectives: What will be the role of the Economic Fora within the Community Planning (CP)

framework? Is the Economic Fora model as previously described just another initiative - will

current organisations and staff start to suffer from initiative fatigue? Partnership is required in CP and Economic Fora. Will partnership fatigue result -

is it becoming a tired word? CP does provide a local strategic framework, it will take time to be accepted as a

valid mechanism and it should be given this time Can CP deliver on Economic Development? Can CP link Economic Development to Social Issues Honesty is required in joint working but who does what, who gets what? Local discretion is required to meet local needs CP is neither a top down nor a bottom up approach - but a middle way.

Following the Speakers presentations on the CP Process in Fife and the joint working of the Council and the Enterprise Company, several questions and points were discussed: • Reservations were expressed as to the extent of involvement by the

community in the setting of the outcomes and indicators, through which the Community Plan will be monitored and evaluated. Outcomes such as prosperity and success are used as indicators but were these developed or owned by the community?

• It was recognised that some meetings were poorly attended. Single focus sessions attracted most people. Community ownership of the Plan is there and part of the Community Plan process is there to facilitate this.

• The time scale to complete the Plan was too short, the expectations of the Scottish Executive in respect of this, too optimistic.

• Even in an apparently homogenous area, parochialism will still be evident. There was and is a fear of change, culture will have to change so that a view of what is best for me and my backyard/organisation is replaced with a view of what is the best way to meet a challenge, how do we change, (if we have too) to get the best solution (even if it means a change of job, job loss or an alternative service provider).

• The potential for conflict between economic development and the environment is ever-present. This was resolved by involving sustainablity/green issues groups in the plan-making process.

• In terms of housing regeneration, the question of stock transfer outwith the Council was raised as an issue as was the potential it had to offer in terms of subsequent investment and jobs spin-off. This is a highly political issue and it emerged that not all tenants were seeking or wanted to leave the public sector.

• It emerged that the CP process was all about improving service delivery and in

economic development terms, joint working and joint events with the Council, including sharing staff/costs. Legal and financial barriers need to be removed to facilitate this more effectively and SEN needs to enable the Network to deliver more flexible and local programmes/projects.

3: NEW STARTS Chaired: Professor Richard Harrison, Centre for Entrepreneurship, University of

Aberdeen Speakers: Brian McVey, Head of New Ventures Scottish Enterprise Nelson Gray, Strathclyde Investment Fund, East of Scotland

Investments The key issues raised through the presentations and discussions were: Attitude/Culture. Do we have an appropriate culture and attitude within Scotland towards entrepreneurs and their support? Start ups - survival vs. growth. As a key issue on public policy, should we support everybody who wishes to start a business or should we be selective and support the winners? Brian McVey explained that his experience is that we should support everyone and in so doing we will naturally create more growth businesses. It was not clear why different LEC areas adopt a different approach on this subject. Are there different types of benefits which can be achieved via a wide approach? Are there ways that different levels of support could be provided to tailor the need to the client and ensure additionality and value. Equity Investment. There is insufficient usage of business angels and venture capital to support business growth. Delivery of business support. How should business advice be delivered ie via technology or face-to-face. It was concluded that there was a need for a balance. Create awareness of self-employment/entrepreneurship as an option. How does the network promote business starts more effectively – Personal Enterprise Shows. This creates the awareness but how do we capitalise on this effectively? Other points raised: - What type of support is valued by clients ie grants, etc - Entrepreneurs require a better understanding of how to present their business

plan - What will the impacts of small business gateway be - good/bad?

4: TOURISM Chaired: Kenneth Wardrop, Strategy & Projects Manager, City of Edinburgh

Council Speakers: Ivan Broussine, Scottish Tourist Forum

Riddell Graham, Scottish Borders Tourist Board Key issues or questions raised: (1) Conflict between tourism pressure and environment (2) Changing world economy, leading to changing customer focus and

demand (3) At local level, has to be far more intelligence in market segmentation

and targeting (4) Forums are a possible way forward but there can be problems with

multiple boundaries (5) If target markets are not identified and do not exist, it is natural then to

completely withdraw from the market (6) Forum will need to generate evidence of value for money (7) Over-capacity in Scotland, responses to changes in local and global

markets and defining tourism markets.

5: RURAL DEVELOPMENT Chaired: Dr Stuart Black, Head of Economics, Highlands & Islands Enterprise Speakers: Professor Mark Shucksmith, Co-Director, Arkleton Centre for Rural

Development Research Douglas Greig, Head of Land Use and Rural Policy Division, Scottish Executive

Key Issues or questions raised: • Devolution has created new opportunities for rural Scotland – higher

proportion of MSPs with a rural interest – Rural Affairs Minister and renewed activities

• More research needed into rural poverty, inclusion, transport, indicators and ideas for action

• What is the balance of inward investment vs support to indigenous businesses in rural areas?

• Once we attract ICT industries to the rural economy how do we support and sustain them?

• Are there special problems in rural areas for business networking? – Different attitudes in rural areas? Is delivery getting through?

• Rural Scotland needs to be competitive and innovate too. How do we develop process innovation? Need to build capacity of people, networks, institutional structures through animation, training and empowerment. How can people meet in rural areas?

• Partnerships are potentially more important in rural areas due to dispersement. How much is funding a driver to effective partnership development? What should the lifecycle be?

• LED partnerships need longer lead-in time and time to build trust – also stable programmes/adequate duration to deliver and measure impact

• Could the community planning process help rationalise the plethora of partnerships and cut out the deadwood?

• We need to look at new ways of involving people – innovatory approaches to community empowerment but who has benefited to date? Is social inclusion better or worse as a result of area-based partnerships?

6: COMMUNITY ECONOMIC DEVELOPMENT Chaired: Candy Munro, Chief Executive, Gorbals Initiative Speakers: Jim Garrity, Pollock Credit Union and Social Inclusion Partnership

Alastair MacGregor, Director, Queens Cross Housing Association Key Issues or questions raised: • How to ensure the long term sustainability of these projects – the plans that both

organisations had in this area – usually revolved around plans for diversification eg Queens Cross moving into community banking, hiring out use of facilities to a credit union out of hours which suits accessibility anyway, developing managed workspace; Pollock Credit Union – extending coverage, increasing personal development opportunities for members, closer working with the SIPs

• Role of projects like these and their significance in achieving community empowerment

• Community based projects giving employment opportunities, personal development opportunities, community ownership of activities – community enabling

• Capacity building was a key activity and result of both projects • Both were recognised to have taken relatively innovative approaches to their

separate activities, have built up support in the community, encouraged community involvement, and expanded into other areas identified by a bottom-up approach within the community

• Success of both projects also linked to their willingness and ability to engage in partnership(s) with key agencies, eg local authorities, other local initiatives, Scottish Homes, the Scottish Executive, Scottish Enterprise, and the LECs, local SIP partnerships

• The fundamental importance of financial advice was highlighted as key to getting people back into work and achieving sustainable employment opportunities for these individuals

• Issue of accreditation or recognition of importance of volunteer work in terms of moving on into sustainable employment.

Questions raised: • How the housing association purchased its initial stock and discussion around

housing stock issues in Glasgow and pros and cons • Issues around financial advice. These questions gave rise to the discussions which identified the key issues as above and the key barriers to community development and empowerment below. • Barriers were identified by both projects as departmentalism within key agencies

(need to look at current well-integrated local models) • Need to look at the wider regeneration possibilities of partnership across projects

such as these linked into the larger well-resources agencies – facilitates community involvement in shaping key policy agendas

• Issues such as status for VAT and charitable status re drawing down and applying for resources was also identified as a barrier to expansion in terms of finance.

7: INNOVATION AND COMMERCIALISATION Chaired: Ian MacDonald, Director CONNECT Speakers: John McClelland, Chairman, Technology Ventures Scotland

Bob Gunning, The Royal Bank of Scotland Richard Hancock, Head of Research Funding & Policy Branch, SHEFC

Key Issues or questions raised: (1) Key is funding research that is internationally competitive (2) Need to stimulate both supply from research institutes and demand from

private sector (3) Complex set of factors restrain commercialisation of developments from

Scotland’s R&D Institutes (4) Optimum process of commercialising not fully defined or understood (5) Issues of risk as lack of assets, trading record, lack of management experience

and loss making in early years (6) Current balance of debt/equity critical to business survival and growth. This

package changes with business growth which owners/managers need to accept.

8: WORKPLACE SKILLS Chaired: Sue Pinder, Director of Learning, Scottish University for Industry Speakers: Isobel Brown, Head of Division, Skills & Inclusion, Scottish

Enterprise Thomas Lange, Director, CILMS, Robert Gordon University

Key Issues or questions raised: • Need to marry up aspirations of employers with those of employees • Attitudes to skills/learning a problem, especially among small employers • Why are majority of SMEs not interested in current training schemes? Barriers

include – financial, access, awareness, cultural • It is vital for employees to retain attractiveness to future employers by keeping

skills up to date • Additionality issue in training eg government is keen to promote consistency of

access but also wants to promote good value for money (which usually means targeting those who are not currently ‘learners’.

Actions to be taken forward • Need practical case studies to measure and demonstrate bottom line benefits of

training to employers • Huge challenge of developing core skills amongst potential workforce including

basic literacy/numeracy • Need to connect unemployed – via core skills training – with growth areas of

economy that are experiencing recruitment difficulties.

9: INWARD INVESTMENT Chaired: Professor Stephen Young, University of Strathclyde Speakers: David Macdonald, Director, Locate in Scotland Jim Cunningham, Head of Renfrewshire Economic Development Key Issues or questions raised: • Around a half of new investment is from existing companies • LIS operate a rural team • LIS operate in non-assisted areas as well, where customers’ interest and locational

merit applied. • The type of companies changing – less manufacturing • The importance of additional funds to RSA including LA and LEC funds • Virtual teams with LEC/Local authorities and others would be idea across

Scotland • The driver in location has to be the choices and preferences of the company, not

the individual agendas of public agencies or a ‘grand plan’ • Advanced offices would be valuable, particularly in high unemployment areas • Importance of partnerships being more about working together to meet customer

needs and less about ensuring an inward investment share • Increasing competition on inward investment requires closer collaboration on

customer requirements • Lack of multi-lingual skills a weakness.

10: SOCIAL INCLUSION OF PEOPLE Chaired: Angela O’Hagan, Scottish Social Inclusion Network and Equal

Opportunities Commission Scotland Speakers: Meg Rodger, National Co-ordinator, Initiative at the Edge

Isabelle Gray & John Wilson, The Poverty Alliance Key Issues or questions raised: • There appears to be links between exclusion, poverty, inequality and

discrimination • Rural communities may have a lack of jobs, rather than high unemployment • Community development should be done from within and with the community,

not to it and not with a blueprint • The basic model appears to include capacity building, stimulate activity, audit or

appraisal and action planning • Poverty is not just a factor of no money but also no job, little opportunity, little

activities and restricted access to networks • Transport is a problem in all areas of Scotland including cities • Representatives may not always be representing the people they purport to

represent • New Deal is an example of a project that was imposed on communities, rather

than built within • Need to provide local solutions for local problems • Link job growth opportunity to need for employment by better targeted initiatives. Communities should be given space to progress at their own pace, and agencies role is to build capacity and empower.

11: TRANSPORT Chaired: Tom Hart, Chair, Scottish Transport Studies Group Speakers: Mary McLaughlin, Head of Transport and ICT Telecoms, SE

Andrew Holmes, Director, Development Department, Edinburgh City Council

Key Issues or questions raised: External Transport • The vitality of transport for economic success. - transport very important in making Scotland a competitive place - vital for business competitiveness, particularly in relation to exports • Currently most of our external links to Europe are via South East England.

Because of major stress in road network in SE this could create barriers for the Scottish economy

• SE focussing on a number of issues - lack of direct air scheduled services to Europe - Transatlantic flights - Air cargo liberalisation - Low useage of Rail Freight - Direct Ferry service to Benelux countries from Rosyth. There is no quick fix – there is also a need for an integrated transport strategy. Internal Transport Presentation on the case study of Edinburgh, coping with forecast continuing growth in jobs. • No sustainable budget for transport – investment is inconsistent, unpredictable,

making it difficult to plan • Public consultation demonstrated need for a ‘high investment’ option – therefore

needing charges to support this • Edinburgh supportive of Borders railway to reduce pressure on City. Overall conclusions: • government must introduce a national transport strategy as a matter of urgency,

both at UK and Scottish level • Transport must become more of a priority in relation for funding to help

implement the strategy • growth of ecommerce will make need for planning of transport issues more of a

priority because of increased traffic caused by ecommerce business (transport of goods).

12: EUROPE Chaired: Adrian Colwell, European & International Affairs Officer, COSLA Speakers: Sally Watson, Stornoway College, Isle of Lewis

Gordon McLaren, Chief Executive, East of Scotland European Partnership

Key Issues or questions raised: (1) The changing landscape and the implications of EU enlargement, EMU,

reform of CAP, reducing structural funds for UK (2) Why do structural funds have policy impacts which are greater than their

financial value? (3) How do we leverage more private sector involvement? – target funds at areas

where we believe the private sector can contribute and decide on what is acceptable rate of return

(4) Are softer indicators compatible with accountability/compliance? These

should be identified and agreed. (5) How is the objective of greater policy coherence compatible with the

subdivision of Objective 5b into three separate programmes? (6) How do we connect EU Agenda 2000 down to the level of community

involvement? (7) How do we promote social entrepreneurship? There is a need to import new

skills to raise awareness and raise aspirations to do something different in their communities. Need to respect existing skills and simply promote more of a can-do attitude and accept risk and failure.

(8) Ensure effective coordination between all EU programmes operating within

the regions of Scotland eg LEADER, Objective 2, 3, Rural Development Programme.

13: SUSTAINABLE DEVELOPMENT Chaired: Bob Christie, Sustainability Adviser, COSLA Speakers: Raymond Young, Forward Scotland

Geoff Pearson, Scottish Executive Key Issues or questions raised: (1) Implications for development agencies with regard to changing emphasis on

sustainable development – consider ways of changing current emphasis given SP and ministerial efforts to ‘mainstream’ sustainable development

(2) Raising/altering the civic participation and perception of sustainable

development (3) Varied and wide-ranging general discussion around raising profile and levels

of interest amongst ‘mid scale’ businesses. Actions identified include: • Gathering base line information to ascertain best practise on national level • Agree range of actions (no specific size) with timescales and expected impact.

Unable to determine exactly whose responsibility but probably led by Scottish Executive.

14: AREA DEVELOPMENT/REGENERATION Chaired: Keith Winter, Policy & Regeneration Manager, Dundee City Council Speakers: Andrew Fyfe, Executive Director, Glasgow Alliance

Mike O’Donnell, West Dunbartonshire Social Inclusion Partnership Key Issues or questions raised: • Area regeneration is difficult to tackle in isolation and instead of housing estates

the area should be city or district wide • Partnership is difficult, and is unlikely to be perfect. Recognising this we should

consider if it still meets aims and objectives and if it does we should keep going • Community development needs to be done with, not for, or at, the community,

and is top down and bottom up • Thematic SIPs appear to have greater impact than area based SIPs, possibly due to

mobility of population • Training shouldn’t just be for the community, but also for agencies and public

servants • Do we also have an issue of contradictory strategies and policies eg Scottish

Homes don’t allow ICT and cabling infrastructural costs as an allowable expense in new house building, while SE/LEC network now have ICT at the heart of policymaking

• Does the stated SE/LEC strategic framework, which aims to increase prosperity and GDP complement or contradict the inclusion strategy?

Actions to be taken forward: • We now have a unique opportunity to link Scottish area and neighbourhood based

strategies and actions in respect of social and economic inclusion • We have to identify the best way to link need and opportunity, such as using

intermediate labour market projects and new housing partnerships • Can we identify champions to harness and promote key issues, possibly private

sector off the wall people?

15: INTERNATIONAL TRADE Chaired: Irene Mitton, Chief Executive, Glasgow Exports Ltd Speakers: Les Brown, Director, Scottish Trade International David Ogilvie, Chief Executive, Lochcarron of Scotland Key Issues or questions raised: • Importance of consistent branding of export support and clear point of access • Importance of professional support – practitioners must understand companies and

industries • Economic development practitioners and companies don’t really understand

ecommerce • Need to encourage companies to develop their international trade skills. Also a

skills development issue within the export support network • Need to raise awareness of export support that is available. These issues and others should be taken forward through the development of new International Business Strategy for Scotland which will be led by STI but with strong involvement from all export agencies and companies.

16: SMALL BUSINESS Chaired: Linda McDowall, Chief Executive, East Kilbride Business Centre Speaker: Terry Currie, Director, Scottish Enterprise Lanarkshire Key Issues or questions raised: The bulk of the discussion was around the new Small Business Gateway, which Terry Currie (LDA) had played a part in drafting following discussions with the Scottish Executive and the Scottish Enterprise Network. A number of issues were raised: 1 This seemed to be very much a Scottish Enterprise approach. There were

issues surrounding the need for the Scottish Enterprise logo or whether it should just be Small Business Gateway.

2. Were Highlands and Islands adopting the Small Business Gateway? From the representation in the group it was felt that they did not have the same extreme problems and it might be sensible to just watch and learn.

3. In terms of quality assurance, were the local discretionary services subjected to the same levels of scrutiny as the national programmes? It was hoped that the Economic Forums would help to monitor this.

4. Partnerships were discussed, in particular learning from best practice. There needed to be a willingness to work together and to deliver, not just a talking shop.

5. Does the market have sufficient internet access to be ready for services delivered on line?

6. The start up allowances were questioned. Terry responded that all allowances were to be scrapped and replaced by an award up to £500 to support the purchase of ICT. There was some discussion as to whether or not this would affect the market seeking support from the enterprise network.

7. The question was raised as to why SEN had not just expanded the Business Shop brand. It was felt that the Business Shop brand was already part of the problem and added to the confusion. Needed a clean slate and a big leap.

8. What were the assessment criteria likely to be for advisers? It was felt that a competency test was likely as opposed to a series of training programmes and organisations would become licensed to operate Small Business Gateway. The role out of this was likely in Oct/Nov 2000.

9. Would the fact that the Small Business Gateway was a national programme affect any awards of funding through Europe which previously needed to be matched against local programmes?

10. Would the Small Business Gateway encourage more start ups? 11. What services would the Business Growth element of the Small Business

Gateway offer? Concern was raised as to how volumes were to be dealt with and what was the exit strategy for existing businesses. Terry explained that there would be a series of roadshows run by Scottish Enterprise, which would outline the key services on offer under each heading.

12. Will larger businesses feel left out? Are they any clearer in understanding what is on offer by Local Authorities, LECS, etc? Are the LEC’s using visible criteria?

Final message given before the session was wound up. From a client perspective the Small Business Gateway was a good thing however we should be careful not to fix things which weren’t broken but to build and share best practice across the network.

QUESTION TIME PANEL OF KEY PRACTITIONERS/EXPERTS Ray Perman, Scottish Financial Enterprise (Panel chair) invited each member of the panel to highlight their highest priority for economic development: Kevin Dunion Making a reality of environmentally sustainable economic

development. This is becoming less seen in recent strategies yet businesses and the economy continue to perform very badly in terms of pollution and recycling and other measures.

Tracey White: Jobs. Also lifelong learning and the establishment of

meaningful partnerships and local economic fora. Duncan McLennan: Developing a single economic development strategy; sustain a

competitive economy including social cohesion and a sustainable environment; effective delivery of community economic development at the local level.

Amanda Harvie: Need to look elsewhere to learn good practice in transport,

education and other infrastructure. Need a national strategy. Overall need to make sure the focus is on external rather than internal issues.

Need to change our perspectives on economic growth – if this is to be sustainable, this should be balanced with social and environmental concerns. Questions Discussed included is there an overlap in delivery? - Direct overlap should be removed, and have better partnership through the

provision of financial incentives OR establish multi-agency/funded bodies. (DMcL)

- Should be clear distinction between roles. Local Authorities – infrastructure, LECs – business and economic regeneration. (AH)

- Should be more resources at SE rather than LEC level. (AH) - Decisions on overlap in delivery should be made the context of the new

framework for economic development. Strongly welcomes the local economic fora. (TW)

- Importance of working across boundaries of authorities especially in issues of TTWA and transport.

- Although partnership working is valuable, some organisations should sit outwith any partnerships to be able to criticise them.

Areas of weakness highlighted: - inter-regional transport - transport strategies - services from government which are inefficient - higher education lacking focus and purpose.

NEXT STEPS FOR EDAS At the end of the conference, the opportunity was taken to get participants views on the priorities for EDAS. The results of this are given below. How important is it that EDAS undertakes: Very

Imp Imp Neutral Unimp Very

Unimp Initiatives to improve practice 41% 48% 4% 0% 7% Identification of Policy Issues

27%

46%

19%

4%

4%

Influence of policy/lobbying /advocacy

15%

46%

27%

4%

8%

Seminars and Workshops

30%

56%

4%

11%

0%

Training Courses

20%

24%

24%

20%

12%

Exchange of Information and Best Practice

48%

33%

15%

4%

0%

Something Else

5%

16%

83%

11%

5%

These results as well as the wider evaluations of the conference will be used in the EDAS event ‘Taking the Profession Forward’ to be held on 5th September 2000.

LIST OF DELEGATES ANNEX A

This list was completed at 8.00 am on 5 June 2000. Additions. substitutions or cancellations notified since then are not shown.

Cllr. Lindsay Addison Councillor South Lanarkshire Council, Hamilton Chris Aitken Director Scottish Enterprise, Glasgow Oonagh Aitken Chief Executive COSLA, Edinburgh Gillian Alexander Project Manager SEEL, Edinburgh David Anderson Chief Executive Scottish Enterprise Dunbartonshire, Clydebank Dr Elspeth Atkinson Head of Economic & Estates Development The City of Edinburgh Council Tony Baker Scottish Trade International Glasgow Helen Betts Head of Office Scottish Council for Voluntary Organisations, Inverness Dr Stuart Black Head of Economics Highlands & Islands Enterprise, Inverness Liz Bogie Strategy & Policy Development Scottish Enterprise, Glasgow Stuart Borrowman Director Blake Stevenson Ltd, Edinburgh Sue Boulton Business Development Manager Moray Badenoch & Strathspey Enterprise, Elgin Jane Broderick Manager Scottish Enterprise Dunbartonshire, Clydebank Ivan Broussine Scottish Tourism Forum Edinburgh Isobel Brown Head of Division Scottish Enterprise, Glasgow Les Brown Director Scottish Trade International, Glasgow Brendan Burns Partner Burns Burns & Burns, Aboyne Eric Byiers Corporate Manager Fife Council, Glenrothes Susan Byrne Development Executive The Wise Group, Glasgow Mhairi Cameron Economic Analyst Scottish Enterprise Dumfries & Galloway, Dumfries Bill Chalmers Head of Development Scottish Enterprise Grampian, Aberdeen Sarah Chisnall Policy Co-ordinator Association of Scottish Colleges, Stirling Bob Christie Sustainability Adviser COSLA, Edinburgh Ailsa Close Company Secretary Community Enterprise in Strathclyde, Glasgow Adrian Colwell European & International Affairs Officer COSLA, Edinburgh Shona Cormack Director Scottish Enterprise Dunbartonshire, Clydebank

David Coulter Head of Inclusion Scottish Enterprise, Glasgow Peter Craig Development Director East End Partnership Ltd, Glasgow Dr Robert Crawford Chief Executive Scottish Enterprise, Glasgow Graham Crombie Matrix Management Consultancy, Hamilton Dr Kevin Cullen Deputy Director, Operations University of Glasgow Jim Cunningham Head of Economic Development Renfrewshire Council, Paisley Terry Currie Director Scottish Enterprise Lanarkshire, Bellshill Martin Dalgleish Linn Products Ltd Glasgow Bob Darracott Head of Economic Development South Lanarkshire Council, Hamilton Gillian Davidson Blake Stevenson Ltd Edinburgh Peter Day Economic Development Service Fife Council, Glenrothes Christine de Luca Head of Assessment Research & Development Unit S.Q.A., Dalkeith Sarah Deas Strategy Manager Scottish Enterprise, Glasgow Andrew Dickson Business Development Manager South Lanarkshire Council, Hamilton Roland Diggens Policy Analyst SCDI, Edinburgh Euan Dobson Policy Officer COSLA, Edinburgh Margaret Donaldson Manager Rutherglen & Cambuslang Enterprise, Glasgow Margaret Donaldson South Lanarkshire Council Hamilton Kevin Dunion Friends of the Earth Edinburgh David Dunlop Development Executive Renfrewshire Economic Development, Paisley Bruce Durie Director of Development SES NET, Edinburgh Christine Esson General Manager, Operations Scottish Enterprise Forth Valley, Stirling John Every Head of Science & Technology SE Glasgow, Glasgow Neil Ferguson Strategy & Policy Scottish Enterprise, Glasgow Linda Fitzsimmons Manager Fife Business Shop, Kirkcaldy Helen Ford Senior Executive Scottish Enterprise Glasgow Ian Fraser Head of Skills Development Inverness & Nairn Enterprise, Inverness Ian Fraser Head of Economic Development Stirling Council, Stirling Andrew Fyfe Executive Director Glasgow Alliance

David Gardiner Business Support Manager Glasgow Opportunities Jim Garrity Pollock Credit Union & SiP Glasgow Derek Gavin Executive Director Stirling Enterprise Ayele Gelan Director Tayside Economic Research Centre, Dundee Richard Gibson Business Development Manager Renfrewshire Economic Development, Paisley Joe Glen Project Manager Horizons, Glasgow John Gordon Factoring & Service Initiatives Manager Whiteinch & Scotstoun H.A. Ltd, Glasgow Dr Andrew Goudie Chief Economic Adviser Scottish Executive, Edinburgh Ian Gracie Business Development Manager The City of Edinburgh Council Riddell Graham Chief Executive Scottish Borders Tourist Board, Selkirk David Grahame Director LINC Scotland, Glasgow Kenneth Grant Chief Executive Orkney Enterprise George Gray Manager, Area Development Team Scottish Enterprise Tayside, Dundee Isabelle Gray Economic Development Officer The Poverty Alliance, Glasgow Nelson Gray Private Investor Bonnyrigg Marilyn Gregg Projects SEEL, Edinburgh Douglas Greig Head of Land Use & Rural Policy Division SERAD, Edinburgh Bob Gunning The Royal Bank of Scotland Edinburgh Kirsty Hall Management Advisor Clackmannanshire Enterprise, Alloa Jean Hamilton Principal Jean Hamilton Associates, Glasgow Lilian Hamilton Executive Operations Scottish Enterprise Forth Valley, Stirling Richard Hancock Head of Research Funding & Policy Branch SHEFC, Edinburgh Morna Harper Business Services Manager Aberdeenshire Council, Aberdeen Professor Richard Harrison Director, Centre for Entrepreneurship University of Aberdeen Tom Hart Chair Scottish Transport Studies Group Amanda Harvie Chief Executive Aberdeen Chamber of Commerce Jackie Hill Social Economy Executive Renfrewshire Economic Development, Paisley Irving Hodgson Economic Development Manager West Dunbartonshire Council Andrew Holmes Director, Development Department The City of Edinburgh Council

Alison Hutton Manager - Finance & Administration Baillie Gifford & Co, Edinburgh Steve Inch Deputy Director, Development Services Glasgow City Council Robert Jackson Director Jacobyte Ltd, Irvine Kevin Kane Scottish Enterprise, Glasgow Jim Kavanagh Business Manager Scottish Enterprise Borders, Galashiels Paul Kelly Social Inclusion Manager Paisley Partnership James Kenny Manager - Life Sciences Locate in Scotland, Glasgow James Knowles Head of Economic Development Aberdeenshire Council Heather Koronka Chief Executive Objective 3 Partnership, Glasgow Donald Lammie Manager, Development Funding & Investment Scottish Enterprise Lanarkshire, Bellshill Professor Thomas Lange Director, CILMS The Robert Gordon University, Aberdeen Robin Lee Principal Consultant Newell & Budge Ltd, Glasgow Kate Leer Property Development Executive Scottish Enterprise Tayside, Dundee Margaret Legget SEEL Edinburgh Stephen Lewis Development Manager Scottish Enterprise Grampian, Aberdeen Fraser Livingston Chairman NAI Gooch Webster, Glasgow John Logan General Manager Developing North Ayrshire, Irvine Robin McAlpine Public Affairs Officer COSHEP, Edinburgh Donald Macaulay Chief Executive Western Isles Enterprise, Isle of Lewis Ian McCall Business Growth Unit Scottish Executive, Glasgow John McClelland Chairman Technology Ventures Scotland, Edinburgh David Macdonald Director Locate in Scotland, Glasgow Ian McDonald Director CONNECT, Edinburgh Linda McDowall Chief Executive East Kilbride Business Centre, East Kilbride Seamus Macfarlane West Dunbartonshire Council Margaret McGarry Director SE Glasgow Alastair MacGregor Director Queens Cross Housing Association, Glasgow Andrew McGuire Director of Economic Development Glasgow North Ltd Edward McHugh Business Development Manager East Kilbride Business Centre, East Kilbride

Gordon McIntosh Head of Economic Development Aberdeen City Council Euan Mackay Strategic Futures Team Scottish Enterprise, Glasgow Ross Mackenzie Economic Development Service Fife Council, Glenrothes Marie Mackintosh Head of Community Development Inverness & Nairn Enterprise, Inverness Ian McLachlan Director of Company Development Scottish Enterprise Fife, Glenrothes Brian McLaren Senior Strategy Executive Scottish Enterprise, Glasgow Gordon McLaren Chief Executive Eastern Scotland European Partnership, Dunfermline Mary McLaughlin Head of Transport & ICT Telecoms Scottish Enterprise, Glasgow Henry McLeish MP, MSP Scottish Parliament Edinburgh Professor Duncan McLennan Scottish Executive Edinburgh Catriona McLeod Scottish Enterprise Ayrshire Kilmarnock Lorne MacLeod Director Highlands & Islands Enterprise, Inverness Stanley MacLeod Manager, Personal Development Developing North Ayrshire, Irvine Campbell McLundie Partner Scott-Moncrieff, Glasgow Fergus McMillan Strategy Executive Scottish Enterprise, Glasgow Harry MacMillan Vice President, P&GA BP Amoco plc, Edinburgh Heather Macnaughton Business Manager Edinburgh Chamber of Commerce & Enterprise Alan McQuade Director Scottish Enterprise Dunbartonshire, Clydebank Dr Ronald McQuaid Senior Lecturer Napier University, Edinburgh Donald MacRae Chief Manager - Strategy & Development Lloyds TSB Scotland, Edinburgh Dr Brian McVey Head of New Ventures Scottish Enterprise, Glasgow Dennis Malone Programme Director Highlands & Islands Partnership Ltd, Inverness Carolyn Maniukiewicz Head of Special Projects Enterprise Services Scotland, Glasgow Marjorie Mantle Director, Company Growth SEEL, Edinburgh David Martin Director of Environmental Services Stirling Council Tracey Martin Promotion & Development Manager Perth & Kinross Council, Perth Jaclyn Mason Services Team Locate in Scotland, Glasgow Joyce Matthew Company Development Manager Scottish Enterprise Tayside, Dundee Ewan Mearns Scottish Foresight Co-ordinator Scottish Enterprise, Glasgow

Anne Meikle Co-ordinator Fair Play (Scotland), Glasgow Valerie Messer Events Manager ICL, Edinburgh Harry Miller Client Manager ICL, Edinburgh Robin Miller Chief Executive Business Enterprise Scotland, Edinburgh Jim Milligan Skills Executive Scottish Enterprise Glasgow Billy Mitchell Manager Small Towns Initiative/SEDG, Stranraer Ian Mitchell Scottish Executive Glasgow Irene Mitton Programme Manager Glasgow Exports David Moffat Economic Development Manager Falkirk Council Dr Ian Moir Chief Executive Enterprise North East, Peterhead Alan Morris Social Economy Executive Renfrewshire Economic Development, Paisley Alex Morton Senior Policy Adviser South Lanarkshire Council, Hamilton Candy Munro Chief Executive Gorbals Initiative, Glasgow Gregor Murray Executive Director Midlothian Enterprise Trust, Dalkeith Richard Myers Business Development Officer Inverness & Nairn Enterprise, Inverness Jim Nicol Business Development Manager Stirling Enterprise, Stirling Cllr. Colin O'Brien Councillor

Stirling Council Mike O'Donnell West Dunbartonshire Social Inclusion Partnership David Ogilvie Chief Executive Locharron of Scotland Angela O'Hagan Scottish Social Inclusion Network Equal Opportunities Commission (Scotland), Glasgow Ann Park Head of eSolutions Division Newell & Budge Ltd, Glasgow Jeremy Parsons Consultant Matrix Management Consultancy, Hamilton Stuart Patrick Director - Corporate Development Scottish Enterprise Glasgow Alan Paul Asset Manager - Property/Competitive Locations Scottish Enterprise, Glasgow Geoff Pearson Scottish Executive Edinburgh Jeremy Peat Group Chief Economist The Royal Bank of Scotland, Edinburgh Ray Perman Executive Director Scottish Financial Enterprise, Edinburgh Stephen Phillips Partner Burness, Glasgow Sue Pinder Director of Learning Scottish University for Industry, Glasgow

Judith Pollock Economic Development Manager East Dunbartonshire Council, Kirkintilloch Robert Pollock Scottish Enterprise, Glasgow Archie Prentice Senior Economic Analyst Highlands & Islands Enterprise, Inverness Bailie Steven Purcell Glasgow City Council, Glasgow Margaret-Mary Rafferty Head of Business Development Clackmannanshire Enterprise, Alloa Ewan Ramsay Business Relationship Manager Edinburgh Chamber of Commerce & Enterprise Jan Reid Senior Executive Scottish Enterprise Ayrshire, Kilmarnock Laura Reid Programme Manager Strathclyde European Partnership, Glasgow Peter Reid Director Jacobyte Ltd, Irvine David Rennie Manager Groundbase Ltd, Newton Stewart Lynn Rew Manager Scottish Enterprise Dunbartonshire, Clydebank Ian Richardson Director Eglinton Management Centre, Edinburgh Evelyn Rimmer Wellpark Enterprise Centre, Glasgow Professor Ian Ritchie Visting Professor Heriot-Watt University, Edinburgh Neil Ritchie Economic Advisor Scottish Executive, Edinburgh Iain A Robertson CBE Chief Executive Highlands & Islands Enterprise, Inverness Dr Mark Robertson Rydens, Edinburgh Meg Rodger National Co-ordinator Initiative at the Edge, Isle of Harris Mick Rodgers Glasgow City Council Glasgow Dermott Scott European Parliament Office, Edinburgh Alistair Shaw Economic Development Manager West Lothian Council, Livingston John Shaw Central Scotland Business Parks Stirling Council Professor Mark Shucksmith Professor of Land Economics University of Aberdeen Heather Sim Head of Cluster Development Team Scottish Enterprise, Glasgow Dr Caroline Sincock Business Executive Targeting Technology Ltd, Glasgow Sharon Skivington Project Manager SEEL, Edinburgh Alan Skutecki Director - Corporate Services Scottish Enterprise Borders, Galashiels Charlene Sloan Business Manager Virgin Trains, Glasgow Morgan Smith Policy Adviser Sea Fish Industry Authority, Edinburgh

Ronnie Smith Managing Director Hamilton Enterprise Development Co., Hamilton Patrick Snowdon Scottish Natural Heritage Edinburgh Douglas Somner Senior Manager Scottish Enterprise Renfrewshire, Paisley Nicol Stephen MSP Scottish Parliament Edinburgh Tim Stone Head of Policy Development COSLA, Edinburgh Neil Sutherland Strategy Manager Moray Badenoch & Strathspey Enterprise, Nethybridge John Swinney MP, MSP Chair, E&LL Committee Scottish Parliament, Edinburgh Chris Thomas Manager Scottish Enterprise Dunbartonshire, Clydebank Elaine Thomson MSP Scottish Parliament Edinburgh Jane Todd Area Policy Development Officer Federation of Small Businesses, Glasgow Lisa Trimble Economist Scottish Enterprise Tayside, Dundee Chris van der Kuyl Chief Executive Officer VIS Interactive plc, Dunfermline Seonaid Vass Research & Knowledge Manager SEEL, Edinburgh Paul Vaughan Head of Strategy Scottish Enterprise Fife, Glenrothes Simon Wakefield Senior Research Specialist Scottish Parliament, Edinburgh Hugh Walker Principal/Chief Executive Clydebank College, Clydebank Kenneth Wardrop Strategy & Projects Manager The City of Edinburgh Council Sally Watson Lews Castle College, Isle of Lewis Steven Watson Scottish Council for Voluntary Organisations, Inverness Alan Watt Policy Officer for Strategy & Rural Affairs COSLA, Edinburgh Allan Watt Director of Development The Wise Group, Glasgow Tracey White STUC Glasgow Kevin Williams Economic Development, Tourism & Leisure Manager Argyll & Bute Council, Lochgilphead John Wilson Senior Fieldwork Officer The Poverty Alliance, Glasgow Steven Wilson IT Development Adviser Inverness & Nairn Enterprise, Inverness Keith Winter Policy and Regeneration Manager Dundee City Council Lindsay Wood Hawick Initiative Manager Scottish Enterprise Borders, Hawick Pamela Woodburn Director of Strategy Scottish Enterprise Lanarkshire, Bellshill Charlie Woods Director, Knowledge Management Scottish Enterprise, Glasgow

Jackie Wright Chief Executive Lochaber Limited, Fort William Chris Yapp ICL Fellow ICL Ltd, Slough Alf Young Deputy Editor The Herald, Glasgow Ian Young Head of Economic Development Midlothian Council, Dalkeith Raymond Young Forward Scotland & Environment Task Force Professor Stephen Young University of Strathclyde Glasgow

FINAL PROGRAMME

Tuesday 6 June 2000 09.30 Registration and Coffee 10.00 Introduction and Welcome: Jean Hamilton, Director EDAS 10.10 Key Challenges and Priorities for Scotland and Economic Development

Chaired and facilitated by Alf Young, Deputy Editor, The Herald Speakers: 10.20 John Swinney MP MSP, Chair, E&LL Committee 10.40 Robert Crawford, Chief Executive, Scottish Enterprise 11.00 Iain Robertson, Chief Executive, Highlands & Islands Enterprise 11.20 Oonagh Aitken, Chief Executive, Convention of Scottish Local Authorities 11.40 Robin Miller, Chief Executive, Business Enterprise Scotland 12.00 Open Forum

12.30 Lunch (Lunchtime speaker: Henry McLeish MP MSP) 13.45 FIRST PARALLEL SESSION 13.45 The Scottish Economy – Performance and Challenges Introduced/chaired by Jeremy Peat, Group Chief Economist, The Royal Bank of

Scotland Speaker: David Bell, University of Stirling Open Forum 13.45 Breakout 1: Property and Infrastructure

Chair: Dr Mark Robertson, Rydens Consulting Speakers: John Shaw, Stirling Joint Ventures, Stirling Council Alan Paul, Asset Manager–Property/Competitive Locations, Scottish

Enterprise Breakout 2: Partnership Development and Community Planning

Chair: Alan Watt, Policy Officer for Strategy & Rural Affairs, COSLA Speakers: Eric Byiers, Corporate Manager, Fife Council Paul Vaughan, Head of Strategy, Scottish Enterprise Fife

Breakout 3: New Starts Chair: Professor Richard Harrison, Director, Centre for Entrepreneurship, University of Aberdeen Speakers: Dr Brian McVey, Head of New Ventures, Scottish Enterprise Nelson Gray, Strathclyde Investment Fund, East of Scotland Investment Fund, private investor

Breakout 4: Tourism Chair: Kenneth Wardrop, Strategy & Projects Manager, City of Edinburgh Council Speakers: Ivan Broussine, Scottish Tourism Forum Riddell Graham, Chief Executive, Scottish Borders Tourist Board

Workshop 1: Principles of Economic Development

Dr Ronald McQuaid, Senior Lecturer, Napier University 15.15 Coffee/tea

THE NEW MILLENNIUM – the first 5 years: SETTING THE AGENDA

2

FINAL PROGRAMME (continued)

Tuesday 6 June 2000 15.45 SECOND PARALLEL SESSION

15.45 The Scottish Economy – Performances and Challenges (continued) Speakers: Chaired by Alan Watt, The Wise Group

Steve Inch, Deputy Director, Development Services, Glasgow City Council Chris van der Kuyl, Chief Executive Officer, VIS Interactive plc Open Forum

15.45 Breakout 5: Rural Development Chair: Dr Stuart Black, Head of Economics, Highlands & Islands Enterprise Speakers: Professor Mark Shucksmith, Co-Director, the Arkleton Centre for Rural Development Research Douglas Greig, Head of Land Use & Rural Policy Division, Scottish

Executive Breakout 6: Community Economic Development

Chair: Candy Munro, Chief Executive, Gorbals Initiative Speakers: Jim Garrity, Pollock Credit Union and Social Inclusion

Partnership Alastair MacGregor, Director, Queens Cross Housing Association

Breakout 7: Innovation and Commercialisation Chair: Ian McDonald, Director, CONNECT Speakers: John McClelland, Chairman, Technology Ventures Scotland Bob Gunning, The Royal Bank of Scotland Richard Hancock, Head of Research Funding & Policy Branch, SHEFC

Breakout 8: Workplace Skills Chair: Sue Pinder, Director of Learning, Scottish University for Industry Speakers: Isobel Brown, Head of Division, Skills & Inclusion, Scottish Enterprise Thomas Lange, Director, CILMS, Robert Gordon University

Workshop 1: Principles of Economic Development (continued) 17.15 Refreshments and Networking 19.00 Coaches to Edinburgh 19.30 Supper (Caledonian Brewery, Slateford Road). (22.30 Coaches return to Heriot Watt)

3

FINAL PROGRAMME (continued)

Wednesday 7 June 2000 08.45 Registration and Coffee 09.00 THIRD PARALLEL SESSION 09.00 The Digital Economy: Implications for Economic Development

Sponsored by Microsoft and ICL. Chaired by Prof. Ian Ritchie, Heriot-Watt University Speakers: ICT in Business: Martin Dalgleish, Linn Products Ltd ICT in Inclusion: Ann Park and Robin Lee, Newell & Budge

Open Forum 09.00 Breakout 9: Inward Investment

Chair: Professor Stephen Young, University of Strathclyde Speakers: David Macdonald, Director, Locate in Scotland

Jim Cunningham, Head of Renfrewshire Economic Development Breakout 10: Social Inclusion of People

Chair: Angela O’Hagan, Scottish Social Inclusion Network and Equal Opportunities Commission Scotland Speakers: Meg Rodger, National Co-ordinator, Initiative at the Edge Isabelle Gray & John Wilson, The Poverty Alliance

Breakout 11: Transport Chair: Tom Hart, Chair, Scottish Transport Studies Group Speakers: Mary McLaughlin, Head of Transport and ICT Telecoms, SE Andrew Holmes, Director, Development Department, Edinburgh City

Council Breakout 12: Europe

Chair: Adrian Colwell, European & International Affairs Officer, COSLA Speakers: Sally Watson, Stornoway College, Isle of Lewis Gordon McLaren, Chief Executive, East of Scotland European Partnership

Workshop 2: Scenario Thinking

Sarah Deas, Strategy Manager, Scottish Enterprise Euan Mackay, Knowledge Management, Scottish Enterprise

10.30 Coffee/tea

4

FINAL PROGRAMME (continued)

Wednesday 7 June 2000 11.00 FOURTH PARALLEL SESSION 11.00 The Digital Economy: Implications for Economic Development (continued) Speakers:

Use of ICT in Learning: Chris Yapp, ICL Fellow, ICL Ltd Value Added in the New Digital World: Kevin Kane, Scottish Enterprise Open Forum

11.00 Breakout 13: Sustainable Development Chair: Bob Christie, Sustainability Adviser, COSLA Speakers: Raymond Young, Forward Scotland Geoff Pearson, Scottish Executive

Breakout 14: Area Development/Regeneration Chair: Keith Winter, Policy & Regeneration Manager, Dundee City Council Speakers: Andrew Fyfe, Executive Director, Glasgow Alliance Mike O’Donnell, West Dunbartonshire Social Inclusion Partnership

Breakout 15: International Trade Chair: Irene Mitton, Chief Executive, Glasgow Exports Ltd Speakers: Les Brown, Director, Scottish Trade International

David Ogilvie, Chief Executive, Lochcarron of Scotland Breakout 16: Small Business

Chair: Linda McDowall, Chief Executive, East Kilbride Business Centre Speaker: Terry Currie, Director, Scottish Enterprise Lanarkshire

Workshop 2: Scenario Thinking (continued) 12.30 Lunch 13.45 Final Plenary Session: Question Time Panel of Key Practitioners/Experts:

Chair Ray Perman, Scottish Financial Enterprise, Prof Duncan McLennan, Scottish Executive; Kevin Dunion, Friends of the Earth; Tracey White, STUC; Amanda Harvie, Aberdeen Chamber of Commerce

15.30 Review and Closing Remarks: Jean Hamilton, Director, EDAS

Coffee/tea on departure (CLOSE circa 16.00)