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Tyne Wear Small Business Grant - summary

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					              One North East Evaluation Summary Sheet

Title of
Evaluation          Tyne & Wear Small Business Start up Support
Report              (Small Business Grant) Evaluation


Author name
and contact         Ark 19
details             10 Thornhill Crescent, Sunderland, SR2 7AD.
                    Tel: 0191 5141835 e-mail: ark19anita@aol.com


Web link to
Evaluation
Report

Evaluation Scope
and Purpose         The aims of the evaluation were to: undertake an
                    evaluation of the impact of the current Scheme;
                    evaluate current delivery arrangements and review
                    overall project performance; undertake a review of
                    the current policy framework relating to the Tyne
                    & Wear Small Business Grant Project, in order to
                    explore the strategic fit for the initiative; prepare a
                    detailed report on the outcomes of the research.




Project Title and   Tyne & Wear Business Start Up Support (Small
Contact Details     Business Grant)
                    TyneWear Partnership and Tyne and Wear Small
                    Business Service

Geographical        Durham   Northumberlan   Tyne &       Tees       Other
Coverage of                  d               Wear         Valley
Project                                          
(tick all that
apply)
Specify “Other”
Area
Outcomes and
Benefits            Gross outputs:
Recorded by the   117 core business start ups
Evaluation        498 jobs created/safeguarded
                  142 additional business assists




Summary of
Evaluation        The Project appears to be lacking in strategic and
Findings          management direction and it has also suffered
                  from a number of setbacks during its lifetime. Low
                  output achievement against set targets,
                  insufficient project monitoring and little follow-up
                  of potential impacts has occurred as a
                  consequence.

                  The nature of the Project’s outputs should be far
                  more widely explored in the future. Assistance
                  needs to be targeted towards those who require it
                  most. It is recommended that the Project be
                  managed and co-ordinated more closely and
                  strategically. Project performance, activity and
                  impact should be more thoroughly monitored,
                  analysed and disseminated.

                  It is recommended that the Project be managed
                  and co-ordinated more strategically and Project
                  performance, activity and impact should be more
                  thoroughly monitored, analysed and disseminated.
                  The current aims, objectives and delivery model of
                  the Project should be reviewed and a clear focus
                  developed on new target beneficiaries.
                  These changes should occur in consultation with all
                  stakeholders and be transparent to them
                  The existing expertise and knowledge of all those
                  involved in the provision of business support
                  [across all agencies and sectors] in Tyne & Wear,
                  should be drawn upon.
                  It is recommended that roles and responsibilities
                  of all partners relating to strategic management,
                  project management, project delivery and
                  monitoring for any future initiative must be
                  identified, designated and agreed. All roles and
                  responsibilities should be defined and made
               explicit to all management and delivery
               stakeholders.

               A mapping exercise of business and enterprise
               support agencies in Tyne & Wear should formally
               take place in order to identify the widest range of
               potential partners for the Project.
               Periodic Single Programme training for Co-
               ordinating and Delivery Agents of the Project
               should be made mandatory. This could be
               introduced by the TyneWear Partnership as a
               prerequisite of funding, as a matter of good
               practice.


Transferable
Learning       It is recommended that where a new scheme
               targets specific groups (i.e. the unemployed,
               women etc), appropriate existing and new partners
               must be identified i.e. those who have a track
               record of successfully engaging such groups.

				
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