TONY BLAIR

September 3rd, 2010 by Frank McKenna

I will be paying a visit to Waterstones tomorrow to buy Tony Blair’s new book ‘A Journey’.

From the newspaper reports and media reviews it is an autobiography that is well worth a read, and apparently it is the fastest selling political autobiography ever. (This may just be good spin from the Blair camp, but it’s what a Waterstones spokesman was saying on the radio this morning!)

Political pundits, commentators and those we describe as opinion formers would have us believe that the former Prime Minister is loathed by the majority in the country. They paint a picture of a guy who has to jet off around the globe to simply escape from a baying UK public.

In fact, I think that analysis is wide of the mark. Indeed, as he ended his self imposed exile from substantive media appearances this week with an hour long interview with Andrew Marr, most people I have spoken to have acknowledged that Blair was, mostly, a force for good, and that he remains the most charismatic and persuasive politician of his generation.

His critics have suggested that the book reveals someone who was weak and perhaps even cowardly. His admission that he knew Gordon Brown would not be up to the job as Prime Minister has had many pointing an accusing finger and asking ‘why didn’t you stop him getting the job then?’ The simple answer to that is, it was not in Tony Blair’s gift to stop him getting the job. The Labour Party had to elect Blair’s successor, and despite the misgivings of many in the Parliamentary party, several union leaders and party members too, no alternative candidate emerged. The ‘coward’ tag may be appropriate for some leading cabinet figures of the time, but not Blair.

The issue of Iraq has sadly come to dominate the Blair legacy. I opposed the war at the time, and I am still to be convinced that it was the right thing to do. However, it is clear even now that Blair was not acting as a ‘poodle’ to George Bush and the U.S. He avidly believes that Saddam had to be removed, and that the terrorist threat would have been greater had he not taken the action he had. He went further in his interview with Marr, suggesting that the west is going too soft on Iran.

His intervention in Kosovo was seen as a much more successful and popular mission; his role in the Northern Ireland peace process another huge achievement. On social policy, the minimum wage, child care provision, civil partnerships and the biggest ever investment in health, education and other public services that, quite frankly were on their knees in 1997, Blair and New Labour deserve great credit.

For me Blair’s greatest achievement though was his transformation of the Labour Party. Again, his critics will suggest he got lucky and was elected as leader just at the right time. But though John Smith was a well respected and very able politician, there is no way he would have achieved the landslide victory that Blair enjoyed in 1997. He certainly wouldn’t have taken on the Labour left and ditched the monolithic Clause 4; and only Blair could reach out to individuals with ambition and aspiration, ‘middle England’, and convince them that Labour was worth supporting.

Those who see the Labour Party as some sort of academic ‘think tank’ and who find opposition a much more comfortable place than government will cry ‘sell out’. But Blair delivered three consecutive Labour election victories – and Labour was set up to win elections, not to be a debating school for the middle class with a conscience.

Blair’s success forced the Conservative Party to re-consider where it had gone politically. Its euro sceptic, Thatcherite right wing had dominated the Tory party for years. Cameron has taken his party back to the centre ground, and our politics now is far more about ‘right and wrong’ than ‘left or right’. Some people will regret that fact. It’s certainly not as exciting a political environment. But it’s a healthier place for the UK to be.

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NWDA CUTS HIT MANCHESTER REGENERATION PLANS

July 30th, 2010 by Frank McKenna

The impact of the £52 million cuts the Northwest Development Agency have been ordered to come up with by the Coalition Government has been revealed with Manchester, inevitably, losing a significant chunk of cash for important regeneration schemes.

New East Manchester will have to deal with an £11.4 million black hole in its budget and Central Salford URC will lose £8 Million.

Though this can only be seen as a blow in the short term, the fact is that Manchester is better placed than most to identify alternative sources of funding to replace the NWDA shortfall, and ensure that these projects do go ahead sooner rather than later.

Manchester has proved adept at marketing and promotion, and attracting inward investment from the private sector. It will have to step up to the plate once again to deliver redevelopment schemes that will transform parts of Manchester that have not thus far been reached.

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LEADERSHIP

July 16th, 2010 by Frank McKenna

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.

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FIVE MINUTES WITH FRANK MCKENNA

July 7th, 2010 by Frank McKenna

Frank McKenna has never exactly been shy about being the public face of the Downtown in Business brand, which he founded in Liverpool in 2004 and now boasts operations in Preston and Manchester (the latter launched earlier this year). His weekly, “Thank Frank it’s Friday” email missives, “Frankie Says” blog and Tarantino-inspired advertisements are cases in point.

But no-one who has met him could believe he takes it all seriously. Not too seriously, anyway.

His father was a Bootle bus driver and trade unionist who moved his family out to Skelmersdale when Frank was seven years old. And McKenna says it was his father who nurtured his interested in politics from an early age – an interest that saw him become a career politician in the Labour party.

“But I was never, even at an early age, what you might consider to be radical politically,” he tells EN. “I was always fairly centrist and bought right into the New Labour project.”

Having started out as a welfare rights advisor in the mid-1980s, later becoming a community development officer, McKenna was elected to Lancashire County Council in 1989 at the age of 26.

In 1992 he became agent, then parliamentary assistant, for Colin Pickthall, MP for West Lancashire from 1992-2005. And in 1997 he became deputy leader of Lancashire County Council. Then, in 2000, it all came crashing down.

“Myself and a colleague were accused of overspending on an election campaign,” he explains. “There was never a suggestion that any financial gain had been made. However, the charge was ‘electoral fraud’.

“It boiled down to the fact that we were accused of producing too many leaflets in the 1997 election campaign.”

McKenna blames the affair on the old Labour guard trying to undermine his position and points out that when the case went to court following a threeyear investigation the judge threw it out on day one.

During the three-year period between accusation and trial, McKenna says he was unable to continue with any political activity – so he set up as a public affairs consultant.

He says Downtown Liverpool in Business grew out of a service he offered to help businesses connect with Merseyside’s cat’s cradle of agencies and quangos.

It was, he says, seen at that stage as purely a lobbying organisation: “It was never my intention to have a business networking club. It was only through people approaching me and saying, ‘Why don’t you do an event?’ ‘Why don’t you arrange business-to-business introductions?’ And that side of the business evolved, and is now probably 70 per cent of the business.”

From its foundation in 2004 the Downtown brand now has offshoots in Preston and Manchester – and a small presence in Lancaster. McKenna says he has ambitions to move into other northern cities, and that Leeds would be an obvious next step.

But, as the organisation has grown and become dominated by events that rely on sponsorship from the likes of the North West Regional Development Agency, has the “Business Club With Attitude” lost its anti-establishment edge and just become about the cocktails and “Sexy Networking”? How can McKenna successfully lobby his sponsors?

“It’s important to recognise that you don’t do a deal with the devil in that respect,” he replies. “We have never had Steve Broomhead (NWDA chief executive) try to influence any of the policy initiatives or issues that we articulate.

“And if he tried he knows we wouldn’t take any notice. They sponsor us because they can reach businesses they wouldn’t otherwise be able to reach [that’s your one plug –ed].

“As far as lobbying is concerned, you mature and hone your skills. In the first couple of years, and particularly given that we were in a city that was always quite politically fraught, we had to shout quite loudly just to be heard.”

He says Liverpool city council, under Mike Storey, wasn’t exactly supportive at first but that when Warren Bradley took the helm in 2005 relations became much more cordial.

“Warren Bradley approached us and said, ‘Can we have a conversation?’ and from that moment on it’s been a much more mature relationship. But we’re still robust. We probably say the harsher things about council policy and decisions to them directly now, because we can. We don’t have to use the pages of the Echo anymore because we’re part of the inner sanctum, if you like.

“But I hope people don’t have the impression that we’ve gone soft, because we haven’t.”

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THE COALITIONS FIRST BIG MISTAKE

July 2nd, 2010 by Frank McKenna

Less than two months in and the new coalition government has made its first major mistake in the area of economic development, strategic planning and business support.

The announcement that Regional Development Agencies (RDA’s) are to be abolished and replaced by Local Enterprise Partnerships (LEP’s) has largely been lost in the noise around the VAT hike, 25% cuts to public expenditure and impending tax increases. However, the collateral damage of the decision on RDA’s, motivated more by political dogma than political pragmatism, will be enormous.

It is fair to say that RDA’s across the country have had mixed reviews. But the performance of the Northwest Development Agency (NWDA), and its reputation among the regions business community, is excellent. Indeed, this was confirmed by an independent report carried out by Ekosgen and Lambert Smith Hampton, published this week, that found that the NWDA’S return on overseas investment is on target to be £30 for every £1 spent by 2013. Between April 2006 and March 2009, the NWDA invested £3.5 million in overseas projects that have so far generated more than £56 million in GVA. The report goes on to suggest that the figure will be £104 million in three years when all the foreign direct investment activity has fully matured.

In the run up to the election, Conservative spokesmen consistently promised that there would be wide scale consultation before any decision was taken on the future of the NWDA. I’m afraid that is one pledge that has been broken.

The claim that this new arrangement will mean more decisions being taken at a local level does not bear much scrutiny. Many of the powers and responsibilities currently held by the NWDA; business support, Inward investment, Innovation and managing Venture Capital funds; will not be devolved to Liverpool, Manchester and Preston but, rather, centralised in the corridors of Whitehall, administered by faceless civil servants many of whom think that people up north wear cloth caps and keep whippets!

And even where responsibilities are to be transferred to LEPs, who within the business community can honestly say that we have confidence in the capacity of local authorities to think strategically, agree on policy and deliver initiatives that will help drive our economy forward?

Manchester can take great comfort in the governance structure that is the Association of Greater Manchester Authorities (AGMA). It is a model that is rightly held up as a blueprint of good practice, and here we have a group of local councils and private sector partners that are comfortable in co-operating and expert in co-ordinating. Even here though, the political leadership cautioned against the abolition of the NWDA.

It is elsewhere in the region, however, that is of major concern. One would hope that the new leader of Liverpool City Council Joe Anderson, in his additional role as Leader of the Liverpool City Region Partnership, will be able to quickly pull together a strategy and framework among a group of local authorities who have found it difficult in the past to agree what day it is. The Mersey Tram scheme and the proposed Everton FC move to Kirkby are high profile projects that fell by the wayside and head a long list of public spats among the Merseyside political fraternity.

And what of Preston? At loggerheads over the Tithebarn project with neighbouring authorities; operating within a two-tier government structure and in a county that boasts more local councils than most of us care to remember . The idea that this bunch will be responsible for economic development in the future is, frankly, a frightening prospect. One can only hope that the districts will let Lancashire County Council simply get on with it, but I already hear rumours of not two but THREE LEP’s in the red rose county.

Of course we have to deal with the cards we are dealt; but this is a poor hand and one that may yet come back to bite the coalition government on the proverbial.

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DOWNTOWN BUDGET COMMENT

June 23rd, 2010 by Frank McKenna

When you heard the statistic quoted at the Downtown Liverpool Business Week event on Tuesday morning – public sector productivity has dropped 30% during the past decade, compared to productivity growth in the private sector of 10%, it is easy to understand why the government are targeting public expenditure as they prioritise the reduction of the UK budget deficit.

Nevertheless, whilst nobody has been as vocal as me in suggesting that the huge increase in public expenditure had not been matched by the necessary reform, I firmly believe that we need to be careful about some of the cavalier language that is being used about the public sector and those who work in it. Of course, there is waste; and efficiency savings can and will be made without impacting on essential services.

However, we should take no pleasure in telling hard working nurses, fire fighters and police that they face a pay freeze for two years. And, we should also remind ourselves that the economic crash that we have just suffered came about not because of public sector waste, but private sector greed, in the form of gung-ho bankers.

Chancellor Osborne has made some positive changes from a private sector perspective. Exemptions in National Insurance for new start ups in the regions is the most eye catching; whilst his approach on Capital Gains Tax and Corporation Tax are to be welcomed.

The big picture of the pain to be faced by the public sector will only become truly apparent once the Comprehensive Spending Review is completed in the Autumn. Let us hope that the recovery we have started to witness in recent months is sustained, and a more buoyant private  sector will exist to assist in helping some of those who lose their public sector jobs back into employment.

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SIR HOWARD SHARES HIS WISDOM AS DMIB HITS 100 MARK

June 18th, 2010 by Frank McKenna

Sir Howard Bernstein, Chief Executive of Manchester City Council, has said he is looking forward to the opportunity for public sector services to be revolutionised on a community level once the emergency budget is announced on Wednesday.
Speaking at the Downtown Manchester in Business ‘What’s Next for Manchester’ breakfast earlier this week, he discussed the impending spending cuts, the importance of learning to work with a new government and working to attract inward investment into the city.

Howard said: “While my opinion is that any public spending cuts announced in tomorrow’s emergency budget shouldn’t be too savage, whatever happens, it’s likely to provide an opportunity to re-fresh and re-structure public sector services particularly on a neighbourhood level. We’ll need to look at policing, housing, healthcare and education as well as the ways in which we interact with our communities.

“The public sector is vital in a mixed economy and for the future growth of Manchester. We put the place first – what are the needs of the community, what do we need to do to improve employment opportunities and inward investment? In some respects it doesn’t matter what colour the government is, we will continue to do the best by our communities. Where our priorities match that of the government we will work with them to ensure progress is made and where the priorities don’t match, we will look to persuade and influence.

“To ensure Manchester is positioned as a world-class destination we cannot be seen to stand still. We cannot eradicate poverty and depravation without wealth creation and for that we need a constant stream of investment into the city. As a council we are hugely aware of this responsibility and as such, try to make the process as easy as possible for businesses looking to relocate.

On future development in Manchester, Howard added: “Piccadilly and Back Piccadilly seem to an area of interest to developers and investors at the moment and the new Co-op HQ is set to extend the northern boundary of the city centre offering new opportunities. However, we need to stimulate the market place as a whole to continue creating the quality office accommodation that there is a real demand for in the city, product like Spinningfields. Designs for the regeneration of St Peter’s Square have been shortlisted and a public consultation is imminent so that too will boost activity and pave the way for the Oxford Road Corridor regeneration plans.”

It was a really good Downtown event, held at the Town Hall, and attended by around 50 of Manchester’s top businessmen and women from financial and professional services to marketing agencies and property companies.

It was a good way to celebrate signing up our 100th member company in the city, RSM Tenon. We set a target for 100 for month eight, so to have hit that milestone within four months is a tremendous achievement, and proof positive that there is a place for the Downtown brand in the Manchester market place.

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THE JAGUAR XF

May 28th, 2010 by Roger Jonas

I test drove the brand new Jaguar XF last weekend as one does! Now, I might not be quite as tall as Jeremy Clarkson and definitely not as ugly and I certainly don’t have his vehicular experience, but I do know when I have had a good ride or not!

I can’t get all technical with you about the car, as my knowledge of what lies under the bonnet couldn’t do it justice. I am also not going to quote the cars online technical specification provided on the Jaguar website, because I don’t understand any of it. What I will do is review what I thought and what my driving experience was.

Firstly, the Jaguar XF turns you into a liar. You simply can’t tell the truth when you mates ask “is it yours”? I now have to lie again and say I didn’t like it so it had to go back.

The truth is the Jaguar XF is bloody fantastic to drive. Its classic style turns heads, and, they seem to have shaken off the “old man” image that Jaguar, in my opinion, has battled with for years.

Keyless access means no messing, stand near the vehicle with your fob in your pocket and it opens. Sit in the vehicle with your fob in your pocket and it starts. (I’ll refrain from “is that a fob in your pocket, or are you just pleased….)And, when it starts, the gutsy turnover gives you confidence that this is a solid motor. Out of respect, I only over-revved once, and boy did it rip.

“You’re having a laugh” and “Shut up”…(which apparently is street talk for “this is totally amazing”) were vocalised on more than one occasion as the air con ducts rose majestically from the dash as the “Start” button is depressed. As the dash illuminates, so too does the viewing panel, which multi-tasks as a touch screen central ops system and a television.

My one and only dislike was the oppressiveness of the dark interior, but that is my personal preference, I lead a beige existence. I seriously don’t want to fault the Jaguar XF, so I won’t. I will just look with envy as they cruise past me in the future.

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HANDY ANDY

May 21st, 2010 by Frank McKenna

One of the unforeseen consequences of the 2010 election result was that the Labour Party may be back in power much sooner than many people thought. The fact is, despite an unpopular Prime Minister, the biggest economic downturn since the war, the parliamentary expenses scandal and having had a thirteen year period in office, Labour was not, as many commentators had predicted, ‘wiped out’; and the coalition arrangement gives them even more reason for optimism long term.

The contest for the Labour leadership therefore, is of significance, not just to the party, but to the country – and Labour now knows it has a responsibility to conduct that contest in a mature and serious fashion, without the wild self indulgence that we may have been subjected to from certain sections of the party had the election result gone as badly as some thought it would.

The field of challengers looks interesting, with the Miliband brothers joined by Ed Balls, Diane Abbott and John McDonnell, the electorate.

The other contender is Leigh MP, Liverpool born and – very important this – Evertonian – Andy Burnham.

Burnham is seen at this moment as the outsider, with most bookies making David Miliband the favourite. However, I think that in terms of his ministerial experience in a diverse range of roles, including Chief Secretary to the Treasury, and his ability to connect to people in a very human and ‘ordinary’ way, will see him emerge as the candidate to beat.

Burnham always strikes me as a guy who, no matter how high he climbs the ladder of power, will never forget his roots, where he came from and the journey he has been on. It was telling that he launched his leadership bid at the People’s History Museum here in Manchester, and immediately spoke of re-connecting Labour with the electorate. He wants Labour to become the ‘people’s party’. If he wins, we may see one of our regions own in Downing Street sooner than we could ever have expected.

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SHORT TERM GAIN, LONG TERM PAIN?

May 14th, 2010 by Frank McKenna

The Liberal Democrat leadership will be feeling pretty pleased with itself this week. A formal coalition with the Tories, which includes five cabinet posts and a commitment to a referendum on voting reform, appears, on the face of it, a decent deal.

However, on managing the budget deficit, Trident and immigration, three major Lib Dem policy planks during the election campaign, Nick Clegg has given the Tories a pass, whilst an open letter from Liverpool Lib Dem leader Warren Bradley articulated the thoughts of many grass roots activists when he basically stated that Nick had ‘sold out’.

The whiff of power, access to the red ministerial boxes and the opportunity to play a role in government decisions has been enough to seduce Clegg and his parliamentary colleagues, but it is hard to see how this brokered alliance can last beyond eighteen months – whatever ‘contracts’ have been signed.

The Lib Dem leadership may argue that, without a genuine offer from Labour, they had no other choice. This, however, is not the case. Their other option, and a better one in the longer term in my view, would have been for them to establish a much looser agreement with the Tories, allowing them to get through a Queen’s Speech and first budget, and then dealing with a minority Conservative government on a policy by policy basis.

Our new Prime Minister David Cameron has been accused by a fair number from his own ranks of giving too much away in the coalition deal, which has been described by some as the ConDem alliance! On the contrary, the deal enables him to accelerate his modernisation of the Tory party, cementing its position as a centre ground, consensus political organisation, and marginalising his right wing rump even further. Although the new partnership with Clegg may fall apart in the medium term, it is hard to imagine longer term damage to his party, however this coalition performs. The Conservatives were the clear winners of the election, comfortably winning the largest number of seats, and were duty bound to form a government. They can claim that they did the deal in the ‘national interest’.

Ironically, Labour have come out of all this in better shape than they had dared hope for six weeks ago. They were not wiped out, have a healthy number of seats in the new parliament, and have got rid of Gordon Brown without an ounce of bloodletting. They can claim that they are now the only genuine opposition party in the country, and they have an impressive line up of leadership candidates to choose from; David Milliband, Ed Milliband, Ed Balls and, perhaps, Andy Burnham. Personally, I would like to see Yvette Cooper throw her hat in the ring, but doubt it will happen.

Putting together a rainbow alliance of ‘progressive’ parties would have been a disaster for Labour. They had lost any legitimate right to govern, and the Brown government looked tired, out of ideas, and frankly, had run out of people too. Under a new leader, they can renew their offer; have great fun in the commons chamber baiting the new unholy alliance, knowing that they have a genuine chance of being back in office at the next General Election. They were expecting a long period in the wilderness. Nick Clegg may well have saved them from that.

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