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Strategic direction to the Enterprise Networks and an enterprise strategy for Scotland
the approach: the Executive and the Enterprise Networks
Direction and strategy
Economic growth is the top priority of Scottish Ministers. This shared objective requires action by all Ministers, Departments and agencies. Ministers have set the broad strategic direction in FEDS and their spatial development strategy in the National Planning Framework.
The Enterprise Networks have a specific contribution to make. To identify and ensure achievement of this, the Executive will:
- set the overall direction in SSS and the lifelong learning strategy
- discuss and agree Corporate Plans drawn up by the Networks
- work with the Enterprise Networks to measure progress towards desired outcomes
- work with the Enterprise Networks to evaluate the contribution of Network outputs to outcomes
- work with the Enterprise Networks on specific policy developments
Implementation and delivery
It is for the Networks to develop and deliver projects and programmes which:
- reflect the strategic direction set for them by Scottish Ministers
- take into account the results of progress measurement and evaluation
- take into account the roles of, and discussion with, national delivery partners
- take into account Community Planning and the need to address local circumstances
- are presented in Corporate Plans, which include budgetary allocations and key output targets
- achieve outputs that contribute to desired outcomes and economic growth
This is underlined by around 600 million of spending by the Enterprise Networks in 2004/05.
Focus and quality
Ministers expect the Networks to focus on the overarching objective of sustainable economic growth at all times. In doing so, however, the Networks should seek to close the gap in opportunities.
The Networks must continue their drive for consistent and high quality business support within their areas. They must also continue to allow for discretion in addressing local opportunities and needs.
The Networks' people
The Networks must continue to secure the expertise that will produce benefits for their customers. Their Boards are drawn from a cross-section of the best talents in business, education, public and voluntary sectors. They will continue to have a vital role in ensuring that this strategic direction guides implementation in an effective and efficient way. Staff must bring specialist expertise and detailed understanding of business but they must also recognise the context in which they work and the rationale for public sector intervention in the economy.
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