THE GOVERNMENT'S CASE
11. The current rationale for a regional approach
was outlined for us in the Government's memorandum, which stated
that:
"[…] a regional approach is necessary to
create the optimal conditions in which policy decisions and the
delivery of those policies can effect positive change to people
and places…the underpinning rationale for a regional approach
can be broken down broadly into:
The economic case - there
are demonstrable differences in regions' economic performance,
for different reasons, and a greater understanding of these and
their underlying causes would allow regions, and therefore UK
plc, to realise their economic potential.
The strategic case - regions
bring a unique strategic perspective to policy development and
spatial decision making; they bring together a range of expertise
drawn from all levels and sectors within their region to better
plan and integrate investment decisions. The regional level focuses
on a strategic role rather than service delivery.
The pragmatic case - there
are issues which cross local authority boundaries and taking a
view across a wider area ensures that resources are being invested
effectively".[10]
The nine administrative regions are indicated on
the map below:
Source: Map redrawn from the Government Offices
for the English Regions website - http://www.gos.gov.uk/
12. The Government Offices represent central government
in each region and their purpose (which will be discussed in further
detail later) is both to join up the work of individual departments
within the regions and to use their local knowledge of the region
concerned to influence the development and implementation of Government
policy as it affects the area.[11]
The regional Government Offices have been enhanced considerably
since 1994 and since 2000 have included staff from ten Whitehall
departments: DCLG itself, and its predecessors; the Department
for Trade and Industry (DTI); the Department for Transport (DfT);
the Department for Environment, Food and Rural Affairs (DEFRA);
the Home Office; the Department for Education and Skills (DfES);
the Department for Culture, Media and Sport (DCMS); the Department
for Work and Pensions (DWP); the Department of Health (DoH) and
the Cabinet Office.[12]
13. The development of regional governance in the
current phase can be described as incremental. Following the establishment
of the Government Offices (GOs) the Government perceived other
institutions to be necessary in the regions "to exploit indigenous
strengths and to address weaknesses".[13]
Regional assemblies—which were at their inception intended
by the Government to become elected bodies—were created
in 1998-99 as "inclusive strategic bodies 'of the region'
[bringing] together representatives from key sectors across the
region […] in an ideal position to contribute to and ensure
consistency across regional strategies".[14]
The assemblies are closely involved, as consultees, in the work
of the Regional Development Agencies, which were established in
1999 to develop and co-ordinate regional economic development
and regeneration.[15]
While the Government maintains that " the entirety of what
the RDAs do is subject to the scrutiny of the Regional Assemblies",
however, it remains the case that the assemblies are restricted
in their ability to look beyond what the Regional Development
Agencies do to the resources at their disposal and the
organisation of their budgets. The distinction between the RDAs'
'regional' accountability and their 'democratic' accountability
to Ministers is discussed later in this report (see paragraphs
82-90 below).[16]
14. Since 2004 the assemblies have also had responsibility
for preparing a regional spatial strategy, and in 2006 they took
over the work of the regional housing boards (themselves established
in 2003 to prepare regional housing strategies).[17]
We believe that the purpose of regional government should be to
see the transfer of powers downwards from central government,
not upwards from local authorities. Regional skills partnerships
were created between 2003 and 2005.[18]
15. As in earlier times, and for pragmatic reasons,
the regions have been given certain responsibilities for resilience,
planning the response to "wide area high impact events"
such as 'flu pandemics or problems with fuel supply.[19]
In addition, as we shall discuss later in our report, there are
significant numbers of Government agencies and quangos operational
in the regions.
16. Although there was disagreement, many felt it
was sensible to have arrangements in place which enable the development
and co-ordination of economic and certain other strategies at
a level which may both tailor national requirements to local needs,
and take a perspective on matters of interest beyond the purely
local area (such as the development of major roads and other strategic
infrastructure). It is noticeable in our evidence that the clearest
expressions of support for a regional stratum of governance came
from non-governmental organisations in the environmental, social
and transport sectors, suggesting perhaps that such cross-cutting
(but frequently lower profile) issues have benefited particularly
from the new institutions.[20]
