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Companies must play a bigger role in the economic renewal of deprived areas, says Sir Stuart Hampson
It wasn’t so long ago that I viewed LSPs as just one more part of the great public sector alphabet soup. Take them or leave them? I’d rather pass on to the next course, please. But Local Strategic Partnerships seem to be here to stay. They’re the mechanism by which all local stakeholders are brought together to agree public spending priorities, and in the 88 most deprived areas in England that means priorities in a massive spending pot – £1.875billion ($3.22bn) over the past five years. This is a table that business needs to be sitting at with voluntary sector and public sector representatives.
But the fact is, I’m afraid, that currently the private sector punches way below its weight on LSPs. Those of us who are active members of Business in the Community recognize that business is the engine room of healthy and prosperous communities. Too often in the past, local public sector plans for regeneration have ignored the business community, thereby creating unsustainable business deserts in their wake. LSPs provide the framework to avoid that happening in the future, but only if we’re prepared to get involved.
There’s ample evidence of the difference that business can make. Just to give you a flavour, in 2005 Business in the Community companies contributed £2million through pro bono support to community groups in the UK. They mentored 381 headteachers and provided 23,348 employee volunteers.
We’re very good at practical engagement, and there’s no lack of volunteers to make a personal contribution. Where business is less good is in the very area we ought to be willing to use our skills – taking a lead in creating economic renewal.
As the new chairman of the Regeneration Leadership Team at Business in the Community, I’m pleased to report that the team takes this responsibility seriously. Renaming the team ‘Business Action on Economic Renewal’ signals our strong focus. Our agreed vision is to encourage business to invest in deprived areas, develop enterprise skills and tackle other factors that contribute to the poor economy of such regions. However, we recognize that only by combining public and private sector efforts can we really make a positive difference.
So I appeal to you today. If you’ve not done it already, find out where your Local Strategic Partnership is and ask how you can get involved. By taking this step you’re going to be a pioneer, and like all pioneers you’re going to have to be ready to move forward without a clear road or even a map. It’ll probably be an easier journey if you don’t try to go it alone, so rope in another business person to work alongside you.
LSPs are keen to involve business, but they don’t always know how to. You’ll need patience and persistence, but this is too important to stand aside from. LSPs all round, please.
Sir Stuart Hampson is chairman of John Lewis Partnership
It wasn’t so long ago that I viewed LSPs as just one more part of the great public sector alphabet soup. Take them or leave them? I’d rather pass on to the next course, please. But Local Strategic Partnerships seem to be here to stay. They’re the mechanism by which all local stakeholders are brought together to agree public spending priorities, and in the 88 most deprived areas in England that means priorities in a massive spending pot – £1.875billion ($3.22bn) over the past five years. This is a table that business needs to be sitting at with voluntary sector and public sector representatives.
But the fact is, I’m afraid, that currently the private sector punches way below its weight on LSPs. Those of us who are active members of Business in the Community recognize that business is the engine room of healthy and prosperous communities. Too often in the past, local public sector plans for regeneration have ignored the business community, thereby creating unsustainable business deserts in their wake. LSPs provide the framework to avoid that happening in the future, but only if we’re prepared to get involved.
There’s ample evidence of the difference that business can make. Just to give you a flavour, in 2005 Business in the Community companies contributed £2million through pro bono support to community groups in the UK. They mentored 381 headteachers and provided 23,348 employee volunteers.
We’re very good at practical engagement, and there’s no lack of volunteers to make a personal contribution. Where business is less good is in the very area we ought to be willing to use our skills – taking a lead in creating economic renewal.
As the new chairman of the Regeneration Leadership Team at Business in the Community, I’m pleased to report that the team takes this responsibility seriously. Renaming the team ‘Business Action on Economic Renewal’ signals our strong focus. Our agreed vision is to encourage business to invest in deprived areas, develop enterprise skills and tackle other factors that contribute to the poor economy of such regions. However, we recognize that only by combining public and private sector efforts can we really make a positive difference.
So I appeal to you today. If you’ve not done it already, find out where your Local Strategic Partnership is and ask how you can get involved. By taking this step you’re going to be a pioneer, and like all pioneers you’re going to have to be ready to move forward without a clear road or even a map. It’ll probably be an easier journey if you don’t try to go it alone, so rope in another business person to work alongside you.
LSPs are keen to involve business, but they don’t always know how to. You’ll need patience and persistence, but this is too important to stand aside from. LSPs all round, please.
Sir Stuart Hampson is chairman of John Lewis Partnership
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