1

Developing a Strategic Economic Plan

Astrid FlowersStrategic Advisor - Skills

Coast to Capital LEP

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LOCAL GROWTH

DEAL

£SINGLE

GROWTH FUND

STRATEGY FOR LOCAL GROWTHHeseltine

ReportLEPs to create

EU Investment Strategy

Skills Strategy

Brighton City Deal

POWERS

INFLUENCE

Local Plans

Area Partnershi

p Plans

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EU Investment

Strategy

Reform of EU Structural Funds including ESF, ERDF

The priorities will be:•innovation, research and technological development•support for small businesses•the low carbon economy•skills•employment•social inclusion

There are 11 themes

To be agreed with all parties by end September

Funding from mid 2014 onwards

For the Programme Period 2014 to 2020

67.3m Euros for C2C

= £57.5m

= £8.2m per year

MATCHED

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£SINGLE

GROWTH FUND

Nationally will be £2bn in 2015/15Unencumbered circa £1.1bn

Commitment through the next Parliament at same level MINIMUM

- Includes some existing commitments- Includes transport, skills and housing- It is hypothecated (in part)

Transport:•Local transport projects•Priority transport investments

Skills:•ESF Skills match funding•FE Capital funding

Housing:•An element of the New Homes Bonus POOLED between councils

What will C2C get?

-Divided partly on population, partly on competition-If wholly on population = £71m)-But some of it is encumbered(£39m unencumbered)

-The strength of the Strategy will determine the size of the Fund

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Timescales– April to September – gathering and prioritising– End September –first outline to Government– End September - First Draft EU Investment

Strategy to Government– September to December – formal consultation of the

proposed priorities and investments– January – Second draft to Government– January – Final EU Investment Strategy to

Government– January to March – endorsement and sign-off– March – Final Strategy to Government– April – June 2014 – Local Growth Deal

negotiations– Single Growth Fund in operation from April 2015

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LOCAL GROWTH DEAL

RESOURCES,

POWERS, INFLUENCE

RESOURCES•SLGF, RGF

•LTB•EU

•Existing resources•Pooling

•Investment •New instruments•Governance

POWERS•Their powers - local control of

national programmes•Skills and employment; Business

support•Others?

•Our powers - GovernanceINFLUENCE•Governance

•Will to make it happen

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So what?• Give businesses a reason

to form, grow, stay and move here

• Give entrepreneurs a reason come here

• Give young people and highly skilled people a reason to stay, move and work here

• Give them the means to move around

• Give them somewhere to live

• Let them talk to the world

• New innovative ways to attract working age population – housing

• Create attractive and exciting business locations

• World’s best BB now!• Join it up – City Deal• Address under-

employment• Use the public assets we

have • Crack some transport

problems• Take it to the world

WE HAVE TO STOP BEING AVERAGE

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PLACE BUSINESS PEOPLE

•Priority business locations•Opportunity locations•Right business environment•Transport•Housing•Assets•Investment•Flood defences•Other infrastructure•Sustainability•Reputation

•High growth and innovation•Sector/markets•Technology trajectory•Core role of HE•Digital infrastructure•Enterprise and competitiveness•International•Premises•Finance for growth•Green

•Skills for high growth•Under-employment•Leadership and management•IAG•Entrepreneurship and enterprise•Community

RESOURCES, POWERS, INFLUENCE

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Business: Enterprise Committee1. Supporting high growth

2. Address the specific barriers to growth:– Digital infrastructure – Business areas and premises – Finance for growth – Housing

3. Places for business – space and place– Poor quality business premises not enough industrial, premises in the

wrong locations e– Be clear about the growth opportunities in each of our locations,

4.  Skills

5. Underlying Enterprise competitiveness– High formation rates– Hunger and aspiration for success– The right culture for enterprise and aspiration– Young people remain a key priority group

6. Under-performing Areas and People– If we do not address the under-performing areas they will always be a

drag on the rest, Wealth and success should be shared (see Croydon, August 2011).

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Business: Role of HE

• Wilson report – “We are just scratching the surface”

• We have four Universities, and a good and improving relationship and engagement

• Can we make a reputation and a growth bonus out of being among the first areas to “get beneath the surface”

• It’s a challenge that HE has to pick up and lead.

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What does a good strategy look like?

• A simple, strong narrative and will be: • ambitious• focused – not a “plan of plans”• edgy and be differentiated from other LEP areas• differentiated internally between our five areas• mutually consistent with other plans and

supporting further alignment• a strong and evidenced case for investment• action oriented, costed and time-bound• agreed and enjoying wide consent and ownership• linked to neighbouring LEPs• well written

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Governance?

13

Developing a Skills Strategy

Astrid FlowersStrategic Advisor - Skills

Coast to Capital LEP

July 2013

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Skills Strategy: Context• Requested by government• Informed by Coast to Capital Forum (March 2013)• Informed by Strategic Skills Seminar (April 2013)• Informed by Business Roundtable sessions (May to

August 2013)• Draft version in September 2013• Final version in December 2013

1515

Skills Strategy: Purpose• Inform negotiations with government to secure support

for the area• A point of reference for organisations offering

education and training• Inform the work of strategic partners in developing

plans• Complement local growth strategy and European

Structural Investment Strategy

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Skills Strategy: Scope• Focus on meeting business skills needs and generating

sustainable employment • Highlight skills issues which inhibit sustainable

economic growth• Make recommendations to address these barriers

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Skills Strategy: Approach• Groundwork: neighbouring LEPs, establishing Task &

Finish group, initial discussions with key partners• Engagement: businesses, local partnerships, funding

influencers, Sector Skills Councils, skills providers• Development of draft strategy: Secondary research to

inform development (local and national research & strategies)

• Consultation & finalisation: Focus group testing of issues and propositions, potential quantitative survey questions

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Emerging Priorities• Skills for productivity and growth• Skills for employment and progression

• Creating demand for higher level skills, including leadership & management

• Developing intermediate and higher level skills for our key sectors

• Access to high quality provision and progression, particularly for young people entering the workforce

• Addressing geographical areas, sectors and segments of the workforce where there is evidence of low skills and low demand from employers operating in low value markets