Posts Tagged ‘Sir Howard Bernstein’

LEADERSHIP

Friday, July 16th, 2010

Is leadership important to a city? Apparently very much so, if recent consultations carried out by both Preston Vision and Downtown Preston in Business are anything to go by.

There were strong indications from people across the Lancashire city’s community that the key to winning investment, creating opportunity and regenerating a city came from strong leadership.

Evidence elsewhere in the North West would back this assumption. Liverpool enjoyed its springboard to transformation during the heady days of the Mike Storey/David Henshaw axis, when the then council leader and Chief Executive were getting on. The Liverpool One project was born, the European capital of culture bid successfully negotiated, and the city council suitably modernised. Unfortunately, the ‘dynamic duo’ fell out; and things haven’t been quite the same since. New Labour leader Joe Anderson seems determined to re-introduce ambition and purpose to the city, and his appointment of a new Chief Executive, expected in the Autumn, will be key.

Manchester, of course, can boast not only the best civic leadership in the region, but arguably the country. Consistency in personalities and policies have made Manchester the UK’s second city, with strong political leadership from Sir Richard Leese supported by the impressive management and strategic skills of his Chief Executive Sir Howard Bernstein. Less celebrated, but equally effective, is the partnership of council leader John Merry and head honcho Barbara Spicer at Salford City Council, home to ‘Media City’.

Poor old Preston, meanwhile, demonstrated once again this week the damage weak leadership can do to a city. Just as the business sector were warming to the ‘new’ Preston Vision and genuinely getting behind a partnership arrangement with Eliot Ward (Vision Chief Executive) and his team, the city council have decided to ‘postpone’ the appointment of a Chairman to the Vision board. The Coalition government’s scrapping of the Northwest Development Agency has been blamed for this decision, but given the small amount of cash that the city and county council would have to find to secure the future of Vision, it is an excuse few are buying.

This short sighted and knee jerk reaction sends exactly the wrong signal to Preston’s private sector at exactly the wrong time. Leadership, indeed, is very important for a city. Preston is demonstrating very little of it at the moment.

FRANK MCKENNA’S SPEECH TO THE DMIB LAUNCH EVENT

Friday, March 12th, 2010

Well, at last downtown comes to Manchester. After establishing our brand in Liverpool six years ago, and Preston three years back, I’m absolutely delighted that we have been able to bring downtown to the premier city in the north.

It was, I suppose, almost inevitable that we would end up here one day, because the very idea of downtown was, at least in part, born out of a conversation that I had with Tony Wilson in 1999.

Tony told me about a pressure group he had been involved in following the IRA bombing of the city in 1996. Other members of the organisation included Tom Bloxham, Peter Saville and Colin Sinclair. They called themselves the ‘McEnroe group’ – as a ‘you cannot be serious’ commentary on Manchester’s agencies response to the incident. He told me that the group came up with some alternative proposals and suggestions, some of which were subsequently taken on board, and that a good deal of the private/public sector partnership that we take for granted in this great city now, had started with that initiative.

There were a lot of ‘you cannot be serious’ moments in and around Liverpool’s regeneration in 2004 and in the run up to the capital of culture year in 2008, and downtown, in a way, became the city’s ‘McEnroe group’.

That we started out very much as a property dominated lobby group, that has developed into a cross sector business club that influences every level of government, whilst also offering what we consider to be the very best business networking environments, both through the events that we organise, the business to business introductions we facilitate and our exceptionally strong on line presence  is testament to the 400 plus companies that have supported us since our inception, and the great team that we have built in that time.

So what is Downtown?

We work with the key decision makers from fast growing businesses; we work with them collectively and individually to make sure that they get the very best profile and marketing opportunities; quality and diverse networking environments and business support that means they can grow their companies more efficiently and effectively.

Our networking offer is second to none, and we do breakfast events, lunchtime gigs, more intimate chairman’s dinners and ‘sexy’ networking’. In other words, we cater for everyone’s needs.

It is estimated that in the other cities where downtown operates, we have facilitated business deals worth literally hundreds of thousands of pounds since 2004.

On the political side, we have a dialogue with politicians at a national, local and regional level. Over the past twelve months our members have met with the prime minister, the shadow chancellor, the shadow home secretary and the minister for schools and education.

We hope we positively influence some of their policy thinking, and we hope we help them to understand issues that face the private sector on a day to day basis.

Of course we know that in this city the public sector, particularly its local authority is one of, if not the, best at forging strong, genuine relationships with the private sector that often go on to deliver change and success.

We also know that people like Tom Bloxham, Peter Saville and Colin Sinclair, once the great agitators, have become part and parcel of the Manchester establishment, which ensures that those partnerships remain and progress.

You only have to look at media city, and the planned regeneration of east Manchester and oxford road to see that Manchester is continuing to modernise, renew and regenerate.

We hope that we can bring some new people to the table from the business community and with them some new ideas. Certainly, if we do, we know that there will be an opportunity for those ideas to be put forward and listened to.

The principle reason for this, as I indicated earlier, is the way in which the city council operates here. I have nothing but admiration for Sir Howard Bernstein and his colleagues and the work they have done to make Manchester the great city that it is today.

I have known Howard for almost twenty years now, and I wondered how he would react when I went to see him to tell him that I was thinking of launching downtown Manchester.

I needn’t have worried. He encouraged me, introduced me to people who have become our first sponsors, and of course, has agreed to speak to us all this evening. I will be back in a bit to say a few thank you’s, but in the meantime, can I ask you to give a warm welcome to the chief executive of Manchester city council, Sir Howard Bernstein.

THE MANCHESTER WAY

Friday, July 3rd, 2009

I recently had the pleasure of participating in a debate about Manchester, its success and the impact it has on the rest of the North West region.

Hosted by the excellent Business Insider magazine and its Editor Michael Taylor the discussion is featured in this month’s edition of the mag.

Michael made it clear that I had been invited along to vent my anger on behalf of the rest of the region at Manchester’s arrogance and unfettered ambition.

He was perhaps disappointed when I articulated the view that Manchester should be admired rather than criticised; and that it was up to the rest of the Northwest to learn from and catch up with the UK’s second city.

I offer three simple reasons for Manchester’s emergence as the regions Principle City.

Leadership. Over a period of twenty years or more, the City Council has enjoyed stable and dynamic political leadership. Chief Executive Sir Howard Bernstein has worked in tandem with the authority’s political leadership (firstly Graham Stringer, and then Sir Richard Leece) to deliver Manchester’s vision and priorities. The city has never suffered from the political shenanigans that are common place in Liverpool, where we witnessed the very public fall out of a Council Leader and Chief Executive that led to both of them resigning from office; and more fall outs between senior officials in the run up to the European Capital of Culture year than I care to remember.

Co-ordination. Manchester as a city region operates effectively. I was involved too long in politics to believe that the City Council and all its metropolitan neighbours agree on everything. The political make up of Greater Manchester is very mixed and there will be inevitable differences on a range of issues within AGMA (Association of Greater Manchester Authorities). However, differences and fall outs are, largely, kept private, whilst on the big strategic areas of policy, enhancing the tram system for example; they get 100% sign up and collectively kick down the door of Government departments to get what they want. Compare this to Lancashire, where the city of Preston has to fight off opposition and objections from its county neighbours in Blackpool and Blackburn to win a £700 million investment that would transform its town centre.

Attitude. ‘Can do’ sums up the Manchester way. They set ambitious goals for themselves, and they go for it. They do not suffer the lack of confidence and timidity that leave many other Northwest authorities in a state of paralysis.

Of course, Manchester doesn’t always get it right. Its decision to bid for the super casino against Blackpool was bad form; but it gets it right most of the time. Admire and learn from Manchester. Don’t envy it.

THAT WAS THE WEEK THAT WAS…

Friday, May 22nd, 2009

The second annual Lancashire Business Week has proved a great success for Downtown Preston. We have attracted almost three hundred people to the various seminars and networking events that we hosted; organised presentations from some of the leading professionals and decision makers from across the region; and had a bloody good time doing it!

It is always good to catch up with the Chief Executive of Manchester City Council Sir Howard Bernstein. His contribution to our business lunch on Wednesday was first class, and he gave an excellent description of how he and his colleagues have transformed Manchester into a world class city – and indeed city-region.

There are many lessons to be learnt from our Mancunian neighbours, but surely the main one is their ability to come together in a spirit of co-operation on the big strategic developments across Greater Manchester. If only Lancashire could work across boundaries as effectively. Sir Howard’s three ingredients for success? Leadership, partnership and vision.

Moore & Smalley partner David Gill had kicked off the week by unveiling the results of our annual Business Survey. Among the highlights was the belief among the county’s business community that we will be out of recession within the next two years. All the results can be viewed at www.lancashirebusinesssurvey.co.uk

Business Link Managing Director Peter Watson and his colleague Gaynor Dykes offered a comprehensive guide to the business support available through their organisation, whilst the Chief Executive of Enterprise Ventures, Jonathan Diggines, reminded us of how companies can grow through equity finance during his extremely entertaining session on Thursday.

Highlight of the week for me though was the debate about the future of football and the beautiful games not so beautiful financial state. Professor Tom Cannon of Liverpool University, and Begbies Traynor Partner Dave Acland made a robust case for greater regulation of the football industry, and predicted that a Premiership club would go bust within the next eighteen months. No club was actually named, but their analysis led many to the conclusion that Newcastle United and West Ham face very challenging times.