CreatingtheXFactor

Devolution, new powers and a new remit to take forward the transformation of our economy – with greater flexibility and fleetness of foot.

All these have been put to good use since 1999 in developing the ‘Team Wales’ partnership approach to development.

Prior to 1999, the old Welsh Office, as an executive arm of Whitehall, had a limited role in framing policy for Wales. Today - all that has changed – with the Assembly Government developing policies directly relevant to Wales and delivering real improvements for the people of Wales.

However, if we are to build on the remarkable transformation of the Welsh economy since 1999, and if we are to be truly successful at a global level, we must ensure that our public services adapt and innovate and continue to deliver for the people they represent.
In the week of publication of a review of local service delivery by Sir Jeremy Beecham, I am committed to ensuring that my new Department for Enterprise, Innovation and Networks will stand as a model for the public sector in Wales.

I believe passionately that transparent and accountable decision-making produces better decisions and better public services. Just as companies are accountable to shareholders and consumers, so should public bodies be accountable through scrutiny and through challenge.

That is why we are leading a radical reform agenda for the public sector in Wales – removing the old ‘arms-length’ system of governance and replacing it with a new form of government. A government in Wales and a government for Wales that is ground breaking, more accessible, transparent and also, just as importantly, more reflective of the communities we represent.

The merger of the quangos has seen the biggest change in the public sector since devolution. This process of reform is a vital component in building a better Wales. Success in delivering on a challenging set of ambitions to improve the lives of the people of Wales depends very much on a strong economy – and on the contribution of individual businesses. In a world as uncertain as ours, we can be certain of just one thing – the certainty of continuous change.

We know that our customers, especially our business customers, operate in a dynamic and increasingly competitive and global environment. We face increased competition from the new EU accession states, and from India and China. At the same time, these countries also offer new opportunities for exports and trade links.
Innovation is changing the face of industry world-wide, and it’s doing so at an ever-increasing pace. Convergence of different technologies is leading to the creation of new markets. So in response to these challenges, our customers, large and small, from both the manufacturing and the service sectors, are becoming more and more sophisticated.

I am glad to say that many Welsh companies, with our support, have taken a lead in responding to the challenges of the modern world. They are finding new niche markets for new products and new services. But their success also means that government has to change as well. We cannot be immune from this need to evolve - and that means it’s incumbent on us to develop equally sophisticated responses to changing business needs.

Gone are the days of jumping on a plane to Japan, waving the Welsh flag, and attracting inward investors to shiny new factories, with a ready pool of available labour standing at the door. Today’s world is very different, and our people and our policies have to reflect that change.
In the same way, it’s no longer possible to pursue a ‘one size fits all’ approach to businesses, shoe-horning in the latest initiative with scant regard for their own particular needs. Companies nowadays demand a greater understanding of their business needs, and that in turn demands a tailored response from the public service.

No surprise then that there’s been a clarion call from our customers for a simpler, clearer service. For a single point of contact, with a credible account manager who’s got first-class listening and diagnostic skills – and can put together the right package at the right time. All this puts a premium on seamless access to support from the public service. And that is why I was determined that any reform of the Welsh public service should ensure the provision of bespoke, joined-up business support from the wider Assembly Government.

Tailored support, delivered through empowered staff who understand local needs, opportunities, and distinctiveness – not second guessing the private sector. For me, that was the acid test. I was concerned that Wales should possess a new Department for Enterprise, Innovation and Networks – a name that reflects the activities, aspirations and values of a 21st century ‘can-do’ country.

A department that’s not about Big Government, far from it – but one that sets new standards for an enterprising public service. In fact, a department that serves as a model for accountable, citizen-focused government. A department with its sights and its people firmly set on outcomes rather than process, and whose ambitions are reflected in a culture of performance.

It’s an organisation that can build on the wealth of talent that exists among its new members. One that brings together the best of all worlds – with a customer-led, enterprising approach, evident in all merger bodies; together with direct accountability, bringing together policy making and delivery. And one where we willingly and openly benchmark our performance against the best with published key performance indicators. We’ve also appointed the very best of the talent available to take charge of delivering our agenda – and have attracted the brightest and the best people from outside the civil service and where necessary outside Wales.

Equally, we’ve had the confidence to appoint from within, with candidates who’ve shown proven ability – with my new Director Gareth Hall bringing both energy and experience to drive on the process of change.

I recognise that government doesn’t have all the answers and I was also determined to create a culture of challenge in my department. My approach will be based on solid evidence and guided by business people with a track record of success, with advisory panels providing independent and expert advice. Attracting people of the calibre of Richard Parry Jones and Keith Brookes to chair my advisory panels is a sign of my intent.

I believe that a more enterprising and innovative Wales will also be a country of greater social justice. It’s my job as a Minister to relate to people’s needs, and stand alongside those who’ve gone through the trauma of losing their job. That’s what an ‘enabling state’ is all about – being a part of the process of change – not apart from it.

My colleagues in the new Department for Enterprise, Innovation and Networks share a profound passion for Wales and share my vision to drive the new public service in Wales – joined-up, people focused, responsive, empowered, not risk averse, yet accountable.

A public service that makes a real, sustainable difference for all our communities.
Wales expects no less.