Skip to main content

The Best Waste of £200k of Public Money

I have been tagged by Ms Wagstaff to consider what has been the biggest waste of public money.

If I keep this to the field of economic development in Wales, we could be here all day.

However, to be really naughty over this one, you could argue that the £200k or so that WAG spent on having a full-time North Wales Director and Director of Enterprise since 2006 was a monumental waste of money as she has now been replaced by another senior colleague doing this part-time on top of another major job (Director of IBW).

The spin over the new part-time position is that 'it gives North Wales a direct voice in Cardiff" although the real reason is that that the economic development division simply do not have the money for a replacement appointment having overspent by millions on transport (BBC, there's a story for you if you bothered to do any research!)

Worryingly, this arrangement seems to be working out extremely well than the previous arrangement, which may show that we have too many civil servants in the Assembly at a senior level.

I can certainly think of one or two who certainly would not be missed as they seem to spend more time counting paperclips than worrying about the fact that unemployment has increased by its largest amount since the last recession and Wales is facing its biggest economic crisis in years.

More significantly, this behaviour by senior civil servants in DET is certainly having an effect, quite wrongly, on the reputation of the Minister within the business community. He is being seen as weak and in thrall to his civil servants which is probably unfair to an individual who brokered one of the most significant political deals ever made in Wales.

Certainly, Andrew Davies may thank his old department for providing a potential solution to balancing the books on public finances in Wales.

Comments

Anonymous said…
Very naughty....

Popular posts from this blog

THE IMPORTANCE OF FRANCHISING

When we talk about start-ups and entrepreneurship, rarely do we discuss the potential of franchising not only as a way of establishing new ventures in the economy but also as a method of growing existing businesses. According to the British Franchising Association, franchising is the granting of a licence by one person (the franchisor) to another (the franchisee), which entitles the franchisee to own and operate their own business under the brand, systems and proven business model of the franchisor. The franchisee also receives initial training and ongoing support, comprising all the elements necessary to establish a previously untrained person in the business. This enables individuals to start their own businesses without having to develop their own ideas and utilising an existing brand and established market. Of course, whilst each franchise business is owned and operated by the franchisee, the franchisor controls the quality and standards of the way in which the business is

THE MANUFACTURING STRATEGY FOR WALES

Last night, I received the following comment on the previous post relating to a piece I had written back in early 2007 about the state of the manufacturing sector in Wales. "Dylan, you seem to be ignoring the fact that manufacturers in Wales have written the manufacturing strategy. Small and large manufacturers, all represented at the Manufacturing forum, have co-written this strategy. WAG has recently supported this strategy and have funded a co-ordinator with resources. Manufactures are happy with this progress as they are following the strategy they wanted. I know that the Conservatives have attacked the strategy as they seem to think that WAG wrote the strategy. They couldn't be more wrong. The Manufacturing Strategy was written by manufacturers, for manufacturers and is supported by WAG. If you don't agree with this, then I can invite you to the next Manufacturing Forum and you can explain to the manufacturers how their strategy is wrong....I appreciate that there is

Change your business through change

All business organisations, especially entrepreneurial small firms, must cope with an ever changing business environment. However, small firms have a very limited ability in being able to control and relate to changes in the environment, although this can depend on the context of change. For example, if a major customer changes increases its order, the entrepreneur should be able to predict events and actions with regard to the timing and consequences of such a change and forecast any changes in the required resources and cashflow. Given this, the entrepreneur can undertake rational short-interval planning activity in order to underpin organisational control. However, much of the change facing business today is largely unpredictable in terms of its timing and its consequences. In other words, such change is open-ended, with it often being unclear what is changing or why it is changing. For example, the effect of the 9/11 bombing of the World Trade Centre was largely unexpected and its