targets - worcestershire lep · web view2016/06/19 · 2016, 2.00 pm - 5.00 pm worcester bosch,...

WORCESTERSHIRE LEP BOARD MEETING

Monday 19th September 2016, 2.00 pm - 5.00 pm

Worcester Bosch, Cotswold Way, Worcester WR4 9SW

AGENDA

1. Welcome and Apologies

2. Minutes of WLEP Board Meeting on 18 July 2016 (5 mins)

3. Matters Arising (5 mins)- Action List

- Correspondence

4. Inward Investment Strategy – Update – Sharon Rai/Kirsten Dally (40 mins)

5. Employment and Skills Board Strategy – Update - Gary Woodman/Carl Arntzen (30 mins)

6. Worcestershire Business Central – Performance Update – Mike Ashton / Phoebe Dawson (20 mins)

7. Business Board Update – Mark Martin (verbal update) (15 mins)

8. Growth Deal 2016/2017 Performance – Ian Edwards (10 mins)

9. ESIF Update – Claire Bridges (10 mins)

10. WLEP 2016 Annual Conference – Kirsten Dally (10 mins)

11. VCS Impact and Value for Inclusive Growth – Simon Murphy (10 mins)

12. Worcestershire County Council Corporate Plan and relationship with the WLEP Vision – Simon Geraghty (presentation) (15 mins)

13. Any Other Business (10 mins)

14. Board Meetings for 2016 will be held on a Mondays, 2pm – 5pm on the following dates:21st November 2016

1.0 WELCOME & APOLOGIES

PRESENT:Mark Stansfeld (MS) Non-Executive Chair

Carl Arntzen (KA) Managing Director, Worcester Bosch Group

Cllr Linda Robinson (LR) Leader, Wychavon District Council (rep Southern DCs)

Cllr Simon Geraghty (SG) Leader, Worcestershire County Council

Cllr Karen May (KM) Bromsgrove District Council (rep Northern DCs)

Chris Walklett (CW) Partner, Bishop Fleming

Dr Simon Murphy (SM) Non-Executive Chair, Sandwell Local Improvement Finance Trust

Mark Martin (MM) Chair of WLEP Business Board

Nick Baldwin (NB) Chairman, Office for Nuclear Regulation

Prof Sarah Greer (SG) Deputy Vice Chancellor, University of Worcester (representing David Green)

Stuart Laverick (SL) Principal & Chief Executive, Heart of Worcestershire College

IN ATTENDANCE:Gary Woodman (GW) Chief Executive, Worcestershire LEP

Ian Edwards (IE) Deputy Chief Executive, Worcestershire LEP

Claire Bridges (CB) Strategy & Partnership Executive, Worcestershire LEP

Kirsten Dally (KD) PR & Communications Executive, Worcestershire LEP

Sharon Rai (SR) Inward Investment Manager, Worcestershire LEP

Jack Barnett (JB) Worcestershire LEP (Note Taker)

Mike Ashton (MA) Chief Executive, H&W Chamber of Commerce

Phoebe Dawson (PD) Business Engagement Manager, Worcestershire Business Central

Ian Miller (IM) Chief Executive, Wyre Forest District Council

Graham Pendlebury (GP) DFT, LEP Senior Sponsor

APOLOGIES:Prof David Green (DG) CEO & Vice Chancellor of the University of Worcester

2.0 MINUTES OF WLEP BOARD MEETING

Monday 18th July 2016, 2.00 pm - 5.00 pm

Hogarths Stone Manor Hotel, Stone, Nr Kidderminster DY10 4PJ

PRESENT:Mark Stansfeld (MS) Non-Executive ChairCarl Arntzen (KA) Managing Director, Worcester Bosch GroupCllr Ian Hardiman (IH) Deputy Leader, Wyre Forest DC (rep Northern DCs)Cllr Linda Robinson (LR) Leader, Wychavon District Council (rep Southern DCs)Cllr Simon Geraghty (SG) Leader, Worcestershire County CouncilChris Walklett (CW) Partner, Bishop FlemingDr Simon Murphy (SM) Non-Executive Chair, Sandwell Local Improvement

Finance TrustMark Martin (MM) Chair of WLEP Business BoardNick Baldwin (NB) Chairman, Office for Nuclear RegulationProf David Green (DG) CEO & Vice Chancellor of the University of WorcesterStuart Laverick (SL) Principal & Chief Executive, Heart of Worcestershire

College

IN ATTENDANCE:Gary Woodman (GW) Chief Executive, Worcestershire LEPIan Edwards (IE) Deputy Chief Executive, Worcestershire LEPClaire Bridges (CB) Strategy & Partnership Executive, Worcestershire LEPKirsten Dally (KD) PR & Communications Executive, Worcestershire LEPDiane Dwyers (DD) Executive Assistant, Worcestershire LEP (Note Taker)Claire Marchant (CM) Chief Executive, Worcestershire County CouncilPhoebe Dawson (PD) Growth Hub Manager, Worcestershire Business CentralCassie Bray (CB) Director of Business Engagement, H&W Chamber of

Commerce

APOLOGIES:Margaret Sherrey (resigned as Leader of Bromsgrove District Council on 29/06/16)Graham Pendlebury (GP) DFT, LEP Senior Sponsor

1.

1.1

1.2

Welcome and Apologies

Mark Stansfeld (Chair) welcomed the Board, Ian Hardiman (who was standing in to represent the Northern Districts) and Clare Marchant, apologies noted from Graham Pendlebury.

Thanks was extended to Margaret Sherrey for her contribution, who resigned as Leader of Bromsgrove DC and, therefore, from the Board on the 29th June.

ACTION

2.

2.1

Minutes from WLEP Board Meeting on 16 th May 2016

The minutes were approved and signed off as a true record by the Board.

3.

3.1

3.1.1

3.1.2

3.1.3

3.2

3.2.1

Matters Arising

Action List

Mark Stansfeld promised to re-send the Board Objectives for feedback from the Board as he didn’t action it from the last meeting.

CM queried if letters had gone out to local MPs congratulating them on their new ministerial positions. These will be sent this coming week.

All other identified actions were completed.

Correspondence

No correspondence was received.

MSt/ALL

GW

4.

4.1

4.2.

4.3

4.4

4.5

4.6

4.7

4.8

Growth Deal Round 3

GW outlined the bid which was due to be submitted on the 28th July for Local Growth Fund 3. A package of projects across the themes of the Strategic Economic Plan included skills, universities, transport, housing and business capital grants was presented.

MSt highlighted the need to define each project and define a stakeholder plan around the project to build relationships and influence decision makers. SG agreed that recent events had led to a significant reshuffle and ministers/civil servants who were previously aware of key projects like Carrington Bridge, now moved on.

DG commented that we have good plans in place and we should reflect on early statements from Theresa May PM focussed on inclusivity and creating opportunities within our bid.

SG stated his nervousness in putting the Sensors Catapult at the front of the bid for one of our key gamechanger sites in Worcestershire. He said it was better to present the project as an expansion of Malvern Hills Science Park including a Sensors Catapult.

MSt commented that good work had been done to engage Innovate UK in this project and we were building on success. The Board agreed to change the narrative of this project in line with SG’s suggestion.

SG continued that when looking at the values of the projects that we were bidding for, the A38 figure of £5m appeared too low. The Board discussed this in terms of trying to find the right balance between a sensible pitch vs a realistic ask. It was agreed we would increase the value to £7.5m.

GW gave assurances that the WLEP were working with the Greater Birmingham LEP to coordinate projects in the North of the County.

A glossy brochure was presented to the Board ‘hot off the press’ and positive comments were received. Some concerns were highlighted around the figure of 1,000 new homes seemed low also we were not specific about our improved performance and increased likelihood of exceeding our GVA figure.

4.9

4.10

4.11

4.12

IE commented that for Growth Deal 1 and 2 and the £54.2m investment we only committed 1,200 homes and 4,000 jobs. Our bid this time is for £33m for 1,300 additional jobs and 1,000 additional new homes. These outputs are related directly to the projects that we identified.

MSt reflected that in pitching the bid we would need to set these direct outputs against our performance and the wider context for example; the Strategic Economic Plan highlights the delivery of 21,000 new homes by 2025 in line with local plans, not all of this delivery is related to the investment that the LEP makes.

The Board agreed the bid with the changes to the values. Further changes to the final bid, after the ministerial challenge session, were possible and added detail for the economic analysts would be included.

GW to send a short note to the Board on the outcome of the Ministerial Challenge session.

IE

GW

5.

5.1

5.1.1

5.1.2

5.1.3

5.1.4

5.1.5

5.1.6

Worcestershire Business Central

Cassie Bray and Phoebe Dawson gave a presentation on the progress WBC has made since responsibility was transferred to the Chamber. A discussion took place covering the following points:

The Business Board are working with WBC to refine, improve and give feedback on the level of service and customer journey.

WBC needs to remove and avoid duplication, with particular reference to Advised in Worcestershire – this relationship was currently being re-defined.

The need to ensure performance and business intelligence comes back to the WLEP from WBC to inform initiatives and projects.

The level of clarity between the WLEP and the Chamber on role of WBC and what it was to deliver regarding its purpose, terms of reference and making its KPI’s more specific is required.

The development of WBC as a credible brand and whether the business community at large understands what WBC can do for them remains unanswered.

It was agreed that further clarity on these points would be presented at the Board meeting in September.

6

6.1

Growth Deal 2016/2017 Performance

IE presented the report, highlighting where the risks of delivering spend were greatest, these were particularly on Kidderminster Station, Parkway and the Skills Capital Fund. A discussion took place about where project costs had increased and what would be the attitude of the Board to flexing its contribution. The Board were agreeable to this, however, IE highlighted that if you flex the budget in one scheme you lose the budget in others.

6.2

6.3

MSt suggested that at this Board meeting no changes to the allocations were made, however, the Executive bring forward options to the September Board for the management of any risks.

DG suggested the principal of moving the money around should only apply in each theme i.e. transport allocations can only be reallocated within transport. It was agreed that these would be reflected in the options in the September Board.

IE

7.

7.1

7.2

7.3

Expansion of the Centre of Vocational Excellence for Engineering Training

MM and CW declared a conflict of interest regarding the project.

IE presented the project in terms of background, outputs, appraisal findings and financial contribution. The Board welcomed the project as this was increasing the capacity of skills provision from the County.

It was agreed that, provided the conditions highlighted in the paper were satisfied, the Board delegated authorisation to the Chief Executive for approval.

GW

8.

8.1

8.2

8.3

Business Board Update

MSt introduced this new and regular agenda item after discussions with MM and attendance at the Business Board meeting, as he wants to raise the profile of the Business Board.

MM gave some examples of the issues that the Business Board have discussed such as Incubator space, WM Supply Chain and the Sensors Catapult. Although the Business Board has 21 members they have the ability to breakdown into smaller working groups on specific issues.

The Business Board can be a vital part of the WLEP infrastructure and engaging with the local business community. MM to consult with the Business Board about how to structure this feedback in a constructive way.

MM

9.

9.1

WLEP Annual Conference

KD presented the report focusing on the key headlines of the proposed conference for 2016 building on the success of previous years. These themes included:

Changing the structure of the conference from information download from the WLEP to the audience, to a one off panel sessions and discussion.

Celebrating the successes and the businesses that have benefited from WLEP support.

Keynote speakers of Sajid Javid and Guy Browning. Raising £12,000 worth of income.

9.2

9.3

The Board commented on the draft agenda, that the WLEP Board members need to be more visible and the focus needs to be on showcasing and not celebration. Consideration should be given to swapping Sajid Javid with Greg Clark due to change in ministerial responsibilities.

GW asked for 1 or 2 Board members to support the Executive team to deliver a more improved programme. It was agreed that an Annual Conference Working Group meeting be arranged.

KD

10.

10.1

10.2

10.3

10.4

10.5

ESIF Delivery Update and EU Referendum Impact

CB gave a presentation on the paper relating to the current situation on the European Programme following the Referendum. Currently government departments/managing authorities are not signing any contracts, however, the WLEP and the ESIF Committee are preparing to accelerate calls for projects/programmes when greater clarity is known.

CB confirmed that she had spoken to DEFRA and are likely to see a September call window go ahead. However, there is a significant risk to the programme and the Strategic Economic Plan if this does not go ahead or is time curtailed – the pressure to spend will become quite important.

SM stated that there was a lot of money at stake and although we won’t get everything we expected it is important that LEP chairs and ESIF Committee chairs come together to lobby government.

A discussion took place about the BREXIT situation and its impact on the economy plus the need for a new government to continue investment. The Board concluded that they would maintain a watching brief with the ability to act/lobby at short notice.

It was agreed, in the short term, that a strong project pipeline be developed that could spend money quickly across the timescale of 18 months to 3 years. The WLEP Executive agreed to keep Board Members up to date.

CB

11.

11.1

FE Update

GW presented the paper which gave headline conclusions of the Worcestershire FE Review, key areas for change and the recommendations. These were noted by the Board and agreed the next steps to be taken by the Employment and Skills Board whose strategy will be the topic at the September Board meeting.

GW

12.

12.1

12.2

Midlands Engine Update

GW gave an overview of the paper highlighting key areas of work and the recent Midlands Engine Conference on the 4th July. A number of partners attending the event and hard copy of the feedback was distributed at the meeting. The Board agreed that further engagement with the Midlands Engine was important and SG and MSt role on the Senior Board was crucial to getting key outcomes.

MSt, SG and GW are due to meet Sir John Peace, Chair of the Midlands Engine on the 19th July to discuss how Worcestershire can play a greater role.

13. Any Other Business

None

11. Dates of WLEP Board Meetings in 2016

21st November 2016

3.0 MATTERS ARISING (ACTION LIST & CORRESPONDENCE)

3.1 ACTION LIST

3.1.1 Mark Stansfeld promised to re-send the Board Objectives for feedback from the Board as he didn’t action it from the last meeting.

Action: Mark Stansfeld/Board

3.1.2 CM queried if letters had gone out to local MPs congratulating them on their new ministerial positions. These will be sent this coming week.

Action: GW

3.1.3 Growth Deal Round 3

The Board agreed the bid with the changes to the values. Further changes to the final bid, after the ministerial challenge session, were possible and added detail for the economic analysts would be included.

Action: Ian Edwards

3.1.4 GW to send a short note to the Board on the outcome of the Ministerial Challenge session.

Action: Gary Woodman

3.1.5 Growth Deal 2016/2017 Performance

MSt suggested that at this Board meeting no changes to the allocations were made, however, the Executive bring forward options to the September Board for the management of any risks.

Action Ian Edwards

3.1.6 Expansion of the Centre of Vocational Excellence for Engineering Training

It was agreed that, provided the conditions highlighted in the paper were satisfied, the Board delegated authorisation to the Chief Executive for approval.


3.1.7 Business Board Update

The Business Board can be a vital part of the WLEP infrastructure and engaging with the local business community. MM to consult with the Business Board about how to structure this feedback in a constructive way.Action: Mark Martin

3.1.8 WLEP Annual Conference

GW asked for 1 or 2 Board members to support the Executive team to deliver a more improved programme. It was agreed that an Annual Conference Working Group meeting be arranged.

Action: Kirsten Dally

3.1.9 ESIF Delivery Update and EU Referendum Impact

It was agreed, in the short term, that a strong project pipeline be developed that could spend money quickly across the timescale of 18 months to 3 years. The WLEP Executive agreed to keep Board Members up to date.

Action Claire Bridges

3.1.10 FE Update

GW presented the paper which gave headline conclusions of the Worcestershire FE Review, key areas for change and the recommendations. These were noted by the Board and agreed the next steps to be taken by the Employment and Skills Board whose strategy will be the topic at the September Board meeting.


3.2 CORRESPONDENCE

3.2.1 Letter dated 18th July 2016 from Worcestershire County Council re Heathrow Expansion.

3.2.2 Letter dated 21st July 2016 from the Department for Transport re Heathrow Expansion.

3.2.3 Letter dated 5th August 2016 from the Department for Transport re A440 Worcester Southern Link Road Phase 4 (Carrington Bridge).

3.2.4 Letter dated 12th August 2016 from HM Treasury re EU Funding.

3.2.5 Letter dated 15th August 2016 from the Department for Communities and Local Government re. European Structural and Investment Funds Growth Programme.

3.2.6 Letter dated 15th August 2016 from WLEP to Department for Education re Worcestershire University Technical College.

3.2.7 UTC Placemat.

3.2.8 Letter dated 31st August 2016 from Department for International Trade re DIT (FDI) Results for 2015/16.

4.0 INWARD INVESTMENT STRATEGY - UPDATE

WLEP BOARD RECOMMENDATION The Board is asked to review progress made around inward investment

since the report that was received in March 2016. In particular, around implementing the ‘red carpet’ customer journey and the areas which were highlighted that should be focused on and prioritised

The Board is also asked to note the challenges to land investors and discuss potential solutions to address these.

WLEP requests that the board allocates up to £50,000 to support this type of role, which then monitored by the newly established inward investment sub group.

It is proposed that the WLEP will establish an inward investment task force to bring all this information together work through the 'target list' of prospects and plan the events and marketing campaign on a quarterly basis.

4.1 Background

4.1.1 A review of Worcestershire’s Inward Investment Strategy was identified as a priority by the WLEP Board with the Business Plan having a target of creating 1,500 Foreign Direct Investment (FDI) jobs by 2018.

4.1.2 The latest figures from the Department for International Trade (previously known as UKTI), showed that 516 new jobs were created and 662 safeguarded as a result of Foreign Direct Investment in the County last year. The previous year (14/15) saw 1062 jobs created and 30 safeguarded bringing the total to 1578 jobs created and 692 safeguarded to date.

4.1.3 The Board received an initial report in January 2016, and a further report in March 2016 which outlined a 10 point Customer Journey which recognised that a number of places could be the first port of call for enquiries. The process was designed to capture enquiries, ensure a consistent and co-ordinated ‘red carpet’ experience for potential investors.

4.1.4 The report highlighted a number of actions with areas prioritised for an initial focus to ensure a proactive approach:

CRM: Implement a Worcestershire-wide CRM to provide a system to help co-ordinate and manage enquiries linking all the districts, WLEP (Inward Investment Manager), Worcestershire County Council, Worcestershire Business Central

Marketing: To create and implement a plan for PR opportunities, media and social media and calendar of events to raise the profile of the County for investment. Also to create a central library of marketing propositions/materials that can be used by all stakeholders

Engagement: Regular meetings of partners to create a network for enquiries, training on the CRM and a unified approach.

Executive Resource: The recruitment of an Inward Investment Manager, following the funding coming to an end of the previous post, the use of interim consultancy support to design and implement a process to enable a proactive approach.

4.2 The Current Position

4.2.1 Progress has been made around all of the areas which were highlighted as priorities in the previous Board paper.

4.2.2 CRM and Customer Journey: A database (Tractivity) has now been developed into a Customer Relationship Management System (CRM) which all districts, the County Council and Worcestershire LEP all have access to. All current live enquiries have been loaded into the CRM and training has been put in place for all users.

4.2.3 The clear customer journey that was outlined at the previous Board has been implemented to ensure all enquiries are captured, account management assigned with district representative/inward investment manager and updates recorded to ensure the best possible customer journey for potential investors. This journey has a clear point where introductions are made to Worcestershire Business Central and other key organisations.

4.2.4 Marketing: The marketing propositions and ‘Worcestershire’s sell’ have been reviewed and updated with key statistics and will now populate the CRM to ensure all partners utilise the most up to date intelligence and provide consistency for enquiries.

4.2.5 A marketing and PR plan is also in place to help raise the profile of opportunities in the County. WLEP continues to work alongside partner organisations and the PR agencies who look after key employment sites of Worcester Six and Malvern Hills Science Park. Targeted advertising opportunities are being utilised to profile the County and a double page advert is secured in ‘Your Business with James Caan’, a publication with a six month shelf life which is sent to the fastest growing SMEs in the UK, every applicant of a Government grant as well as other avenues.

4.2.6 Cyber security has provided an opportunity to get regional/national interest from a PR perspective and both editors of Midlands Insider and Business Desk have been hosted in July 2016 with interest around this sector and at Malvern Hills Science Park.

4.2.7 WLEP is hosting a Cyber breakfast with Business Desk (27 October 2016) which will be promoted across the Midlands. WLEP is also leading, along with Marches LEP, Department for International Trade and Herefordshire and Worcestershire Chamber of Commerce, a Midlands Engine mission to Baltimore, Maryland (18-22 October 2016). Maryland is internationally recognised as a cyber-security leader with the world’s largest concentration of cyber security companies and the mission, which is well represented with Worcestershire companies, includes the prestigious and well-established CyberMaryland Conference 2016.

4.2.8 The marketing plan includes sector specific events, which has been shared with Worcestershire Business Central to encourage businesses in that sector to attend for their own opportunities and to showcase Worcestershire. Attendance at other key events include: MIPIM UK (October), Advanced Engineering Show (November) and as part of the Midlands Engine, MIPIM Cannes (March 2017) with a Midlands Pavilion. The plan for the coming months and calendar of events are included as Appendix A.

4.2.9 Engagement: Social media channels of Twitter and LinkedIn have also been set up and work is taking place to extend messages across the network of partners, for example, through ambassadors to take the message further. Regular meetings are also taking place with the district council colleagues to fully implement the customer journey, work through live enquiries and identify new opportunities with regular liaison also with the Department for International Trade and Worcestershire Business Central.

4.2.10 Executive Resource: Sharon Rai has provided interim consultancy support whilst the inward investment post has been vacant and this contract will now run until the end of March 2017 to provide continuity. Recruitment has also taken place for a full time Inward Investment Manager that will sit within Worcestershire LEP. Steve Butterworth will be fully in post from 1 October 2016.

4.2.11 It is proposed that the WLEP will establish an inward investment task force to bring all this information together work through the 'target list' of prospects and plan the events and marketing campaign on a quarterly basis. It is proposed that Chris Walklett represents the board on this task force.

4.3 Challenges to implementing the plan

4.3.1 The Board is asked to note the progress to date and discuss the potential way forward to address some of the major challenges now being encountered.

4.3.2 Any CRM system has similar challenges and the inward investment manager’s role will be to ensure that as the system becomes a formal part of the working routine of all partners. This means that constant maintenance will have to be in place to ensure that partners are able to access the system, they are recording the correct information and trust is established between the partners regarding how enquiries are dealt with.

4.3.3 A sensible and realistic budget needs to be monitored, as other locations appear to spend significant sums of money on stands, exhibits and foreign locations. For our approach so far we have learnt that we need to be creative and innovative about our approach. Have a target market and be present where end users or potential locators are. Many inward investment events are attended by intermediaries or developers, which have a role to play, but we need to focus the process on end users or creating the messages that are going to be read by end users.

4.3.4 Department of International Trade (formally known as UKTI) do provide us with an opportunity to pitch through them to end users. However, we often do not get feedback or to speak to the client that DIT are handling. These requests for site details and financial support are sporadic and we have no local control over these enquires.

4.3.5 The mismatch of product and demand, for example, the lack of smaller 10,000 and 20,000 units and clarity around any incentives on offer, for example (but not only) financial breaks around business rates so that when we have interest and enquiries, we have absolute clarity about what can be offered as part of that investor support pack.

4.4 Proactive approach

4.4.1 The WLEP Board placed inward investment as its top priority at the strategy review meeting in December. Since this period WLEP has invested in creating the ‘red carpet’ service, expansion of the executive resource, bring partners together to implement the customer journey, review marketing materials and creating an events planner that targets end users.

4.4.2 WLEP recognises that a further gap in its implementation of a inward investment service is to have an outward facing resource which is able to take the market intelligence and growth sector and based on size, potential, reputation and relationships use this information to meet senior executives, investors and business owners to engage them into Worcestershire with the ‘offer’.

4.4.3 This externally facing service will require a 'go and find' type mentality and have the credibility with senior business decision makers. This ambassadorial type figure would take the prospects list and follow up with these companies aiming to get the Worcestershire offer in front of these key people.

4.4.4 This external role would look to build relationships with key decisions makers, investors and intermediaries both in the region, nationally and internationally, with the aim of bring them to the County to experience and understand the business environment. Effectively, sell them the county as a location that will support them to grow and expand their business.

4.4.5 WLEP executive has started to identify the type of individual who could act in the outward ambassadorial capacity. These are likely to need to have Worcestershire connections and understand the business environment and ability to bring his or her contacts to the role and exploit them to identify further target companies.

4.4.6 WLEP requests that the board allocates up to £50,000 to support this type of role, which then monitored by the newly established inward investment sub group.

Kirsten Dally Sharon RaiPR and Communications Executive Interim Inward Investment Manager

Appendix A: Calendar of Marketing Activity and Key Events

Inward Investment Campaign Planner with relevant National Campaigns e.g. around skills

June Automechanika/Subcon, Birmingham and included SMMT Open Forum events – with Drive West Midlands (7 – 9 June, Birmingham)

July Hosted editor of Business Desk

Hosted editor of Midlands Insider -working on invest in West Midlands feature and Malvern Hills Science Park.

August Exporting is GREAT campaign around the Olympics - 5-21 August

National Apprenticeship campaign around: A-Level results – 18 August and GCSE Results – 25 August.

September Low Carbon Vehicle event (14 – 15 September, Millbrook, Bedford)

Your Business with James Caan (feature published) and distributed to the fastest growing UK companies and those who apply for a Government grant – also on sale). Six month shelf life.

InvestinWorcestershire website to be redeveloped and SEO enabled.

October Malvern Festival of Innovation (3 – 8 October, Malvern)

Engineering Design Show (19 – 20

October, Ricoh Arena, Coventry)

MIPIM UK – (19 October – 21 October, Olympia, London)

Cyber Mission to Baltimore, Maryland to include CyberMaryland Conference 2016 (18-22 October, Baltimore, Maryland, USA)

November Advanced Engineering Show (2-3 November, Birmingham)

Cyber Security Challenge (2 – 4 November, London)

Future Food-Tech Summit (3 – 4 November, London)

Worcestershire LEP Annual Conference 2016 – 4 November

Agri-Tech week(7-11 November, National)

September continued

October continued

BusinessDesk Cyber Breakfast event hosted in Worcester (27 October, Worcester)

Cyber Security Expo, London (27

October, London)

November continued

Sustainable Innovation 2016: Circular Economy Innovation & Design (7 – 8 November, Surrey)

Event Tech Live (9 November, London)

Agri-Tech East REAP Conference (9 November, Cambridge)

Three Counties Annual Farming Conference – (17 November, Malvern)

Skills Show NEC (17-19 November, Birmingham)

December Small Business Saturday (3 December, National)

January National Apprenticeship Awards ceremony (January 2017)

February

March MIPIM Cannes (14-17 March 2017, Cannes)

April Aero Engine Forum, Birmingham (18th April 2017, Birmingham)

May

June Automechanika, NEC Birmingham (6 – 8 June 2017, Birmingham)

July Midlands Engine Built Environment (BE) Networking Event, Birmingham (10-11 July 2017, Birmingham)

August

http://www.agritech-east.co.uk/agri-tech-week-2016/

http://www.foodtechlondon.com/

http://www.foodtechlondon.com/

https://cybersecuritychallenge.org.uk/event/cyber-security-challenge-uk-2016-masterclass/

http://www.easyfairs.com/events_216/advanced-engineering-2016_83352/advanced-engineering-2016_84103/

http://www.easyfairs.com/events_216/advanced-engineering-2016_83352/advanced-engineering-2016_84103/

http://www.wlep.co.uk/join-cyber-mission-baltimore-maryland-usa/



http://www.mipimuk.co.uk/

http://www.engineering-design-show.co.uk/

http://www.engineering-design-show.co.uk/

http://www.festival-innovation.com/

http://www.festival-innovation.com/

http://www.cenex-lcv.co.uk/2016/

https://www.exportingisgreat.gov.uk/

http://www.automechanika-birmingham.com/


5.0 EMPLOYMENT AND SKILLS BOARD STRATEGY - UPDATE

WLEP BOARD RECOMMENDATION

a) The Board notes the report and strategic approach to skills and makes comment on the direction of the strategy.

b) The Board acknowledges the challenges and discusses potential solutions

5.1 Background5.1.1 The Employment and Skills Board (ESB) has been the longest established WLEP sub

group, created in 2011, it has had a strategy which has guided the work of the group.5.1.2 The Strategy has been built on three priority areas:

Skills and Workforce Planning – increasing apprenticeships and graduate opportunities and increasing skills investment by the private sector.Strengthen the relationship between Schools and Businesses – building a clearer picture of the skills required.Increasing Employability - focus on youth unemployment and providing people from the deprived groups into work.

5.1.3 The work of the ESB has, therefore, been about enabling engagement, influencing the delivery of the projects, negotiating with and facilitating partners to develop the ideas that create the projects to deliver the vision within the 10 year plan.

5.1.4 The County Council have provided the manpower and resources to ensure delivery takes place, either directly or through management of a third party contractor.

5.2 Current Position5.2.1 The Strategy has a delivery plan which provides the framework for the work of the

Worcestershire Apprenticeship Group and the County Council Employment & Skills Team to address the three strategic themes. Part of the remit of ESB, WAG and Employment & Skills Team is to:a) Maximise the contribution of key partner organisations to address both

Worklessness and workforce/skills development across Worcestershire;b) Help ensure the delivery of effective programmes; andc) Provide an integrated approach with agreed targets and priorities that involves all

relevant agencies and bodies from the private, public voluntary and community sectors.



http://www.ati.org.uk/event/aero-engine-forum-birmingham/

http://www.ati.org.uk/event/aero-engine-forum-birmingham/

http://www.mipim.com/

https://www.apprenticeawards.co.uk/



https://www.smallbusinesssaturdayuk.com/

https://www.worldskillsuk.org/the-skills-show

http://www.threecounties.co.uk/farmingconference/

http://www.threecounties.co.uk/farmingconference/

http://www.agritech-east.co.uk/category/reap-2016/

http://www.agritech-east.co.uk/category/reap-2016/

http://www.eventtechlive.com/

https://connect.innovateuk.org/web/sustainabilityktn/events-view/-/events/33005699?utm_campaign=422036_SRE%20Events%20July%202016&utm_medium=email&utm_source=dotmailer&dm_i=2VFU,91N8,2PX0KP,U2WH,1



http://www.cybersecurityexpo.co.uk/next-expo

http://www.cybersecurityexpo.co.uk/next-expo

5.2.2 The delivery plan provides a framework on the areas of work, targets, lead partner, timescale actions and performance. The framework cover the following headings and can be found in Appendix A: Priority 1 – Skills & Workforce PlanningIncreasing ApprenticeshipsCreating Graduate Level OpportunitiesIncreasing Private Sector Investment in SkillsPriority 2 – Strengthening Relationship between schools and businessesBuilding a clearer picture of Skills required – Connecting Schools & Business ProgrammeTo promote Careers Planning in School and Support Careers and Enterprise Company Initiatives in WorcestershireIncreased opportunities created under Academy StatusPriority 3 – Increasing EmployabilityAddressing Youth UnemploymentAddressing Worklessness / Economic Inactivity

5.2.3 There are three priority projects which have dominated the ESB agenda and resources.a) Apprenticeship Clearing House

The Worcestershire Apprenticeship Clearing House will match prospective apprentices to employers, providing for aspiring apprentices what UCAS clearing system provides for aspiring students in higher education. The facility will provide both physical and on-line support to potential apprentices and Worcestershire businesses (www.worcsapprenticeship.org.uk).The primary objective of Apprenticeship Clearing House (ACH) will be to increase the uptake of apprenticeships and raise the profile of local employers' vacancies. It will:i) Increase demand for apprenticeship places from young people;ii) Recycle unsuccessful candidates by helping them to secure employment in

their chosen sector.iii) Improve success rates by offering support to young people who are about to

drop-out and/or have already dropped out preventing them to become NEETsiv) Increase the numbers of employers offering apprenticeships in the County.

b) Connecting Schools and Business Portal The Connecting Schools and Business programme will:i) Continue to develop, maintain and update our series of online career tools to

support the promotion of careers within Worcestershire's "Key Growth Sectors". www.worcestershireskillscentral.org.uk

ii) Facilitate a number of specific careers related events to support the continued interaction between students and employers across Worcestershire

iii) Support schools to achieve their statutory responsibility to deliver quality careers advice and guidance and deliver activities which meet the "Gatsby Benchmarks" to pupils across years 7 to 13 following the introduction of the NEW Careers and Enterprise Company.

iv) Create Worcestershire's "Enterprise Adviser" network, in order to support schools with the development of their "Careers, Enterprise and Employer Engagement Strategy" as part of the Careers and Enterprise Company contract.

v) Increase employer engagement activity to ensure students across Worcestershire have long term interaction with employers and multiple opportunities to experience the workplace

vi) Increase engagement and programme awareness with parents of young people in order to effectively promote the aims and resources of the Connecting Schools and Business programme.

c) Development of a University Technical CollegeUniversity Technical Colleges (UTCs) are schools for 14–19 year olds. They deliver an innovative, high-quality education that combines technical, practical and academic learning. In doing so, they offer students more than the traditional GCSE and A Level curriculum.Key facts about UTCsi) UTCs are smaller than traditional secondary schools. They are not academically

selective and charge no fees.ii) A UTC curriculum includes one or two technical specialisms, which are linked to

the skills gaps in its region. As well as their core academic subjects, students can study GCSEs, A Levels and other relevant qualifications matched to these specialisms.

iii) Each UTC is backed by employers and a local university who work with staff to develop a curriculum that gives students first-hand experience of what life is like after school.

iv) UTCs have a special focus on science, technology, engineering and maths subjects, and all their technical, academic and practical learning is designed to be applied in the workplace.

v) UTCs operate a longer school day. Days typically start at 8:30am and end at 5:00pm. This provides the time students need to delve more deeply into their technical area of interest and to complete practical tasks.

The steering group have submitted a bid to the Department of Education and are awaiting the outcome.

5.3 Next Steps / Challenges5.3.1 Challenges for the ESB in terms of capacity, communication and the inability to direct

those staff responsible for delivery in other organisations. 5.3.2 The strategy can only be implemented through other bodies and organisations put this

against a back drop of government policy changes means that Universities, Further Education, training providers and schools are operating under different and varying priorities. These can be curriculum, quality (OFSTED) or funding.

5.3.3 The projects and initiatives in this area are funded either through European Social Fund, particularly in the priorities within the Employability theme. To date we have not contracted any projects and therefore no funding has been spent in this area.

5.3.4 The funding of enterprise education activity, gets funded by initiatives, these are often short term ( 2/3 years), have limited sustainability and create an environment where education is ‘bombarded’ by the latest initiative, only for it to stop or change its name.

This does not create a lasting environment for a relationship between education and businesses.

5.3.5 Often businesses are willing to participate in initiatives or work with schools, but without a clear route or a clear understanding of that relationship, this work can be viewed as a cost of SME’s which have limited capacity.

5.3.6 The reduction in executive resources has led to ESB seeing a level of reduction of activity and capacity, which has then manifested itself in poor partnership behaviours between various partners.

Gary WoodmanExecutive Director

http://www.worcestershireskillscentral.org.uk/

Appendix A

Worcestershire Employment & Skills Delivery Plan

Priority 1: Skills & Workforce Planning – Increasing Apprenticeships; developing graduate level opportunities and increasing private sector investment in skills

Work Areas Targets Lead Partner (s) Time Scale Actions Performance (RAG)Increasing Apprenticeships

820 Engineering Apprenticeships Starts

Worcestershire Apprenticeship Group / Training Providers Association/Skills & Investment Team

2015/16 Delivery through Worcestershire Apprenticeship Hub & Clearing House

Apprenticeship Skills Show – 20/10/16

Worcestershire Apprenticeships Awards 17/11/16

8x district employer events and Pop up stands

DWP monthly drop in sessions

School Workshops Potential to look at

employer consortiums to deliver STEM, awaiting outcome of UTC before this is developed further

810 (May 2016)

Increased number of 18-24 year olds undertaking apprenticeships by 5% (Baseline 2968)

Worcestershire Apprenticeship Group / Training Provider Association / Skills & Investment Team

2015/16 Q3 2016 figures show an increase of 73.3% from 14/15 (2380) Starts)

Increasing the numbers of businesses offering apprenticeships from 2770 to 3000


July 2016 Awaiting latest figures from David Irish- Ongoing discussions with SFA re the Data

Increasing the numbers of Apprenticeships in Agri-tech aligned subjects by 25% (Baseline 98 – 13/14 data)


2015/ 2016 Q2 2016 Figures show an increase of 84.3% from 14/15 figures (70 Starts)


Work Areas Targets Lead Partner (s) Time Scale Actions Performance (RAG)Increasing the numbers of Apprenticeships in Cyber / IT related subjects by 25% (Baseline 120 – 13/14 data)


2015/2016 Q2 2016 figures show an increase of 73.3% from 14/15 figures (116 Starts)

Developing Graduate Level Opportunities

Engineering Degrees to be launched

Worcester University Sept 2017 Lobby to coordinate the approach to Graduate grants across the Worcestershire District Councils

Exploring opportunities to develop graduate placements schemes with the University of Worcester and our local strategic businesses

Explore opportunities for funding through European Structural and Investment Funds (ESIF)

Assess demand of Worcestershire employers versus the supply of graduates from our HE offer and how LEP can influence the agenda

Progress update required

Cyber HE Pathways to be launched

Worcestershire LEP / Worcester University

Sept 2017 Progress update required

Agritech HE pathway to be launched

Worcestershire LEP / Warwickshire College – Pershore Site

Sept 2017 No progress

Construction HE pathway to be launched

Worcestershire LEP / FE Colleges

Sept 2017 No progress

Graduate Placement Scheme District Councils / University of Worcester

July 2017 Meeting arranged with Worcester Uni to disucss further


Work Areas Targets Lead Partner (s) Time Scale Actions Performance (RAG)Increasing Private Sector Investment in Skills

Support Worcestershire SMEs to upskill their existing Workforce. Targets: SMEs Engaged: 2130 Learners Supported: 2710 Progression within Work:

600 Progression Education:

420 Progression

Apprenticeship: 650

Successful Bidder / Employment & Skills Team

Sept 16 – Dec 18 No of SMEs Engaged.

No of Learners Supported

Progression Targets:

In Work: Education: Apprenticeships:

Delivery of £2.8 Million ESIF programme, Envisaged delivery to commence in September 2016. Awaiting announcement of successful tenderer by SFA.

Raise cyber awareness amongst SMEs. Target 400 Businesses

National Cyber Skills Centre / ED Team at WCC

15/16 Work with the National Cyber Skills Centre

Number of Businesses Trained in Cyber Security – 335

Created 81 jobs through centre support.

Develop and Implement a Leadership & Management Course for SMEs

WLEP / ESB / Employment & Skills Team

Sept 16 Working with WLEP / ESB to develop an ESIF Programme to support Level 2 and Level 3 Skills for SMEs

Tender is with the ESIF Committee pending decision

Development of Sector Skills Strategy: Cyber Skills Agritech

WLEP / Employment & Skills Team

Sept 16 Sector Plans are being developed as follows:1. Construction/E gineering –

research done , plan to be developed

2. IT/Cyber – research in progress

3. Agritech – discussions underway


Work Areas Targets Lead Partner (s) Time Scale Actions Performance (RAG)Assessment of Funding Cuts on Skills Provision

WLEP Ongoing Working with HE colleges and Training Providers Association

On-Going

Priority 2: Strengthening the Relationship between Schools and Businesses - Building a clearer picture of Skills required and increasing opportunities under Academy Status

Work Areas Targets Lead Partner (s) Time Scale Actions Performance (RAG)Building a clearer picture of Skills required – Connecting Schools & Business Programme

No of New Businesses Engaged in Connecting Schools & Business Programme – 125

Employment & Skills Team

July 16 Worcestershire Annual Skills Show

Implementing a clear communication Strategy to parents, careers advisors, schools and young people

Engage partners – Chambers, LEP Boards, Worcestershire Business Central and District Council

Continue signing up more businesses both strategic and SMEs to the programme

Engagement of more schools in to programme

No of Businesses Engaged: 163

Programme currently under review by independent provider. Targets and Programme re-focus expected as a result of the review.

Creation of new Work Experience Placements in 2015/16: 500


July 16 No of Work Experience created: 1156Programme currently under review by independent provider. Targets and Programme re-focus expected as a result of the review.

Registration on Worcestershire Skills Competency Tool: 1000


July 16 Registration on Skills Competency Tool: 3441Programme currently under review by independent provider. Targets and Programme re-focus expected as a result of the review.

No of Unique visitors to Worcestershire Careers Central: 5000


August 16 No Of Unique Visitors: 14,398. Programme currently under review by independent provider. Targets and Programme re-focus expected as a result of the review.

Priority 2: Strengthening the Relationship between Schools and Businesses - Building a clearer picture of Skills required and increasing opportunities under Academy Status

Work Areas Targets Lead Partner (s) Time Scale Actions Performance (RAG)To promote Careers Planning in School and Support Careers and Enterprise Company Initiatives in Worcestershire

Creation of Careers and Enterprise Company Advisors Network.Targets: Recruitment of 32

Advisors Engagement of 32

Schools into Programme


August 17 Continue Schools Engagement

Continue recruitment of CEC Advisors

Recruited Enterprise Advisors: 20

No of Schools Engaged: 25

Increased opportunities created under Academy Status

Establishment of University Technical College

WLEP / Employment & Skills Team

Sept 2018 Application Submitted Awaiting Outcome of DfE Panel

Priority 3: Increasing Employability – Addressing Youth Unemployment, building better mechanisms to identify job opportunities and support local recruitment and helping small businesses recruit.

Work Areas Targets Lead Partner (s) Time Scale Actions Performance (RAG)Addressing Youth Unemployment

Reduction in level of 18-24 olds claiming JSA by 10% (baseline – 3.3 April 2015)


July 16 Identification of pockets of 18-24 year olds requiring support.

Working with DWP to support the target group

Provision of support through Apprenticeship Hub and Clearing House

Provision of IAG via Employment Hubs in Kidderminster & Redditch

Reduction in level of 18-24 olds claiming JSA by 10% (baseline – 3.3 April 2015)

Reduction in numbers of NEETs by 10% (baseline)

Employment & Skills Team / WCC NEET Team

September 2018 Working with Shaw Trust to deliver Big Lottery Talent Match programme

Working with WCC NEET Team to deliver ESIF NEET Support Programme

Provision of support through Worcestershire Apprenticeship Hub & Clearing House

Reduction in numbers of NEETs by 10% (baseline)

Priority 3: Increasing Employability – Addressing Youth Unemployment, building better mechanisms to identify job opportunities and support local recruitment and helping small businesses recruit.

Work Areas Targets Lead Partner (s) Time Scale Actions Performance (RAG)Addressing Worklessness/ Economic Inactivity

Reduction in the level of ESA claimants by 10% (baseline – 16450 claimants in 2014)

Employment & Skills Team / Successful bidder of ESIF Employment Support Programme

September 18 Develop programme of support to help those farthest away from job market.

Awaiting results and announcement of Successful tenderer from SFA

August 16 Figures:

Decrease the numbers of Economically Inactive residents by 5%

Employment & Skills Team / Successful bidder of ESIF Employment Support Programme

September 18 Develop programme of support to help those farthest away from job market.

Awaiting results and announcement of Successful tenderer from SFA

August 16 Figures

6.0 WORCESTERSHIRE BUSINESS CENTRAL – PERFORMANCE UPDATE

WLEP BOARD RECOMMENDATION

That the Board:

1. Notes the progress made in delivering the Worcestershire Business Central service, and;

2. Approves the Reporting Framework at Table 1.

6.1 Background

6.1.1 At its meeting on 18th July 2016, the Board received an update on the delivery of Worcestershire Business Central (WBC) since its transfer to Herefordshire and Worcestershire Chamber of Commerce in September 2015.

6.1.2 Following the discussion, the Board requested that a further update be given at the next meeting which addressed the following points:

i) The development of WBC as a credible brand,

ii) The relationship between WBC and Advised in Worcestershire with the aim of removing any potential confusion of offer;

iii) Clarity on WBC Key Performance Indicators (KPIs),

iv) How WBC would ensure that performance criteria and business intelligence is reported to WLEP and partners to inform future initiatives and projects.

6.1.3 A presentation will be given at the meeting by Mike Ashton, Chief Executive of Herefordshire and Worcestershire Chamber of Commerce and Phoebe Dawson, Worcestershire Business Central Manager to expand on the points below.

6.2 WBC Brand

6.2.1 The point was made at the previous Board meeting that WBC as a brand exists alongside a number of other brands relating to business advice services including Department for International Trade (formerly UKTI), Chamber of Commerce, FSB, etc as well as a number of potential business products funded by the public and private sector including the EU. The point being that WBC needed to establish credibility amongst the business community.

6.2.2 Key to achieving this credibility is building and maintaining a robust relationship with partners and stakeholders to ensure that WBC is seen as the recognised and endorsed route to market for them while simplifying a confusing landscape for businesses.

6.2.3 To help address this, WBC host quarterly partnership meetings, bringing all stakeholders together, providing a platform for everyone to be updated on changes to service and encourages cross network referrals.

6.2.4 Attendees at the most recent partnership meeting workshop was attended by the Department for International Trade, Lloyds Bank, FSB, Chamber of Commerce, AiW, University of Worcester and independent business advisors. A monthly e-shot to all partners supports this activity as well.

6.2.5 To further re-enforce the role of WBC, a presentation was recently made to the ESIF committee alongside WLEP and WCC on the European business support programme communication and marketing plan which was adopted by all parties.

6.2.6 In effect, this means that any EU funded business support activity will be required to use WBC as the route to market for any offer.

6.3 Advised in Worcestershire

6.3.1 Subsequent to the Board meeting, several meetings have been held with representatives of the Chamber of Commerce, Advised in Worcestershire (AiW) and WBC.

6.3.2 As a result of these meetings, a model has been discussed which would maintain the AiW brand but with the service operated by the Growth Hub with referrals to AiW made through WBC.

6.4 WBC Key Performance Indicators (KPIs)

6.4.1 The KPIs adopted by WBC largely relate to the requirements of each of the funders namely BEIS/WLEP and Worcestershire County Council (WCC). Should WBC be successful with its application for ESIF funds, additional KPIs will be required.

6.4.2 In respect of the £205,000 received from BEIS to support WBC in 2016/2017, the KPIs are established within the Monitoring and Evaluation Framework for Growth Hubs. In addition, the WCC investment relates to the delivery of a Strategic Business Engagement contract with WBC and this establishes a further set of KPIs.

6.4.3 A consolidated list of KPIs will be discussed at the Worcestershire Business Central Board on 14th September 2016. As far as the business engagement element of the service, the current performance for April 2016 to August 2016 is shown below.

2016/2017Target

Actual to date

Total no. proactive calls 3750 794

Unique Manufacturing target company visits 35 17

Unique Defence and security target company (inc. cyber and IT) visits 70 28

Unique Agri-Tech Target company visits 70 22

Unique High Growth/Scale up target business visits 35 4

Other unique visits (non LEP priority sector target list) 51

Total Unique Visits 122

Total Referrals 282

6.5 Performance Criteria and Business Intelligence Reporting

6.5.1 WBC as a service is accountable to the WBC Board which comprises representatives from funders, partners and business facing organisations.

6.5.2 Chaired by the WLEP Chief Executive, the WBC Board meets on a quarterly basis to review performance and reflect on changes in local, regional and national policy and programmes for business support.

6.5.3 However, it is vital that outside of this meeting cycle, partner organisations are kept informed of the performance of the service. Therefore, a Reporting Framework has been established to ensure that the appropriate organisations have access to the latest performance figures as well as market intelligence.

6.5.4 The Framework is included in Table 1 below.

Mike Ashton Phoebe DawsonH&W Chamber of Commerce Worcestershire Business Central

Table 1 – WBC Reporting Framework

Timeline Reporting Method and Audience

Fortnightly Reports listing company visits sent to County and District partners (locality specific)

Email to Economic Development Teams

Monthly Consolidated report identifying Key Performance Indicators circulated to all members of WBC Board, WLEP Board and WLEP Business Board

Posting to WLEP Secure Portal

Quarterly A summary report for each LEP priority sector circulated to all members of WBC Board, WLEP Board and WLEP Business Board to include the following information:

Number of businesses engaged with

Type of engagement (face to face, email, telephone)

Key barriers to growth or business issues identified

Themes and sector specific information - sourced from visits, events, partner surveys, anecdotal feedback from businesses, etc.

Presentation at WBC Board and posting to WLEP Secure Portal.

Half-yearly Return to BEIS in accordance with Growth Hub Monitoring and Evaluation Framework to include:Number of businesses and individuals interacted with – split by triage/diagnostic and signposting support (including. all company data)Number of outward referrals made and take up rateCustomer satisfaction question response rate 100% for med/high intensity referrals

Reported submitted to BEIS and posted to WLEP Secure Portal

7.0 MATTERS ARISING (ACTION LIST & CORRESPONDENCE)

Verbal update by Mark Martin.

8.2 Recommendations8.2.1 In the absence of a view from the LTB on the Kidderminster Station project, it is

suggested that the Board is not in a position to confirm retention, or otherwise, of the project in the Growth Deal programme at this meeting. However, should the scheme ultimately be retained, it is highly unlikely that a significant element of any approved LEP contribution will be defrayed in 2016/2017.

8.2.2 In respect of the acquisition of QinetiQ land at Malvern, the Board will be aware that the eventual acquisition cost may well exceed the LEP budget available and additional investment may be required from third party organisations. To reduce the risk of programme underspend in 2016/2017, the Board may wish to consider reducing the £1.6m LEP contribution to, say, £1,000,000 and make the balance of funds available in 2016/2017 to other capital schemes. Should the Board wish to examine this option, discussions will be held with public sector partners to test the desire for investment in the project. Potential investments could include further skills capital projects or contributions to the creation of incubator space.

8.2.3 As with previous years, discussions will continue with project delivery partners to maximise the call on Growth Deal funds in 2016/2017.

Ian EdwardsDeputy Chief Executive

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Project Project Lead Project Phase 2016/2017 Forecast 2016/2017 Actual 2016/2017 Defrayed 2017/2018 – 2020/2021 Forecast Total Budget RAG Comment

Pershore Lane Improvements (Worcester Six)

Claire Brown (CH2MHill) Approved £950,000 £253,000 £253,000 £467,000 £5,000,000 Project complete with road fully opened in June

2016.

Hoobrook Link Road Mark Mills (WCC) Approved £495,000 £495,000 £495,000 £0 £3,600,000 Road opening due in September 2016

Malvern Hills Science Park (Phase 5) Nigel Hudson (WCC) Approved £3,556,000 £300,000 £300,000 £0 £4,000,000

Demolition of former Dytecna building complete. Contract awarded to Clugston Group with start on site in October 2016.

Centre of Vocational Excellence

Duane Sanger (HWGTA) Programme Entry £950,000 £0 £0 £0 £950,000 Contracted and work commenced on site.

Broadband Ste Ashton (WCC) Approved £608,000 £0 £0 £1,792,000 £2,400,000 Phase 1 of Contract 2 commenced in July 2016.

Flood Alleviation Matt Maginnis (WCC) Business Case £1,400,000 £0 £267,000 £2,600,000 £4,000,000Awaiting Local Transport Body approval to full programme of activity prior to incurring expenditure.

Southern Link Road Phase 3A and 3B Andy McGinnis (WCC) Approved £10,200,000 £733,000 £733,000 £1,022,000 £16,400,000 Works well underway with a forecast completion

date currently May 2017

Parkway Station Tom Delaney (WCC) Approved £3,400,000 £0 £804,000 £4,900,000 £8,300,000

Construction contract to be let during October 2016. Risk of not defraying budget in year as fees and acquisition likely to be the only costs incurred. Current forecast completion date of April 2018.

Kidd. Railway Station David Balme (WCC) Programme Entry £750,000 £0 £0 £1,750,000 £2,500,000

Project still in development and unlikely to be considered by the Local Transport Body for approval until later in 2016. Significant risk of underspend on budget should scheme remain in the programme.

Vale Park Phil Merrick (WDC) Approved £210,000 £0 £0 £0 £800,000 Access road complete to wearing course with additional services to be provided during 16/17.

META ProjectNoreen Moses (South Worcestershire College)

Approved £313,000 £0 £0 £0 £313,000Delay in signing Funding Agreement due to ongoing negotiations between Warwickshire College and Rotec.

Cathedral Square Lynsey Keir (WCC) Approved £0 £0 £0 £0 £500,000 Scheme Complete

Acquisition of QQ Land at Malvern Ian Edwards (WLEP) Programme £1,098,000 £0 £0 £500,000 £1,598,000 Funds being held for the acquisition of 4.5ha.

Park Farm, Malvern Simon Smith (MHDC) Programme Entry £102,000 £0 £0 £0 £102,000

Part of the Employment and Housing Infrastructure Fund programme resulting in the release of c. 10acres of land adjacent to Spring Lane industrial Estate for development and to facilitate business growth, investment and job creation.

Worcestershire Stephen Butterworth Approved £500,000 £60,000 £60,000 £1,500,000 £2,000,000 C £900k of grants already committed with Round 2

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Project Project Lead Project Phase 2016/2017 Forecast 2016/2017 Actual 2016/2017 Defrayed 2017/2018 – 2020/2021 Forecast Total Budget RAG Comment

Growth Fund (WCC)applications approved at Expression of interest stage. Case studies will be developed during Q3 2016/2017.

Midland Group Training Services Lee Weatherly (MGTS) Programme Entry £350,000 £0 £0 £0 £350,000

Refurbishment of facility well underway with planned completion later this year.

Pershore College - Agritech

Diane Whitehouse (Warwickshire College Group)

Programme Entry £500,000 £0 £0 £0 £500,000Project currently under development with application due for consideration during September 2016.

Heart of Worcestershire College

Kelvin Nash (Heart of Worcestershire College)

Programme Entry £787,000 £0 £0 £0 £787,000In development, approval to be considered by Board during October 2016.

Inclusive Centre for Entrepreneurship and Business Growth

David Bozward(University of Worcester)

Programme Entry £250,000 £0 £0 £0 £250,000

Part of the Skills Capital Fund approved for inclusion in the programme by WLEP Board on 16th May 2016. Project currently being developed in association with WiNN and UoW.

Total £26,419,000 £1,841,000 £2,912,000 £14,531,000 £54,350,000

Budget £24,152,509 £24,152,509 £24,152,509 £16,722,357 £54,214,866

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9.0 ESIF UPDATE

WLEP BOARD RECOMMENDATIONThe WLEP Board is recommended to note the current Government advice regarding ESIF Programmes, as a consequence of the EU Referendum, and maintain a watching brief.

9.1 Government ESIF Position

9.1.1 Since the outcome of the EU Referendum held on 24 June 2016, Government advice regarding EU Programmes has been limited.

9.1.2 The new Government Administration is examining all implications and the only written statements of advice issued to all LEPs and ESIF Sub Committees to date have been sent by two of the three Managing Authorities. A letter from DCLG provides a short statement regarding ESIF programmes generally and covers its specific ERDF Programme; an email from Defra/RPA advises on the EAFRD Programme; and DWP provides verbal updates on the ESF Programme with a letter due to be issued in October (See Appendices A and B). Any further communications received will be reported verbally to the WLEP Board meeting.

9.1.3 The WLEP Executive has maintained regular contact with Government leads as part of its ongoing ESIF stakeholder strategy. It is clear that HMT is leading the Government’s national assessment of EU Programmes, particularly the level and timing of forward financial commitments coinciding with the mechanisms leading up to exiting the European Union. There is limited involvement by other Government departments, including the Managing Authorities (DWP, DCLG, Defra). Local Managing Authority leads have little, if any, involvement and have been instructed to continue on the basis of “business as usual” and advise the ESIF Sub Committees and LEPs the same.

9.1.4 On the surface, this amounts to all respective roles and responsibilities of the Managing Authorities, LEPs and ESIF Sub-Committees and the implementation of the EU Operational Programmes (ERDF, ESF and EAFRD) proceeding as normal.

9.1.5 However, it is clear from the limited advice to date that a new distinction is being made. All existing programme/projects in the business process pipeline (from outline application to full application appraisal and approval to contracted funding agreement) signed before the Autumn 2016 Statement (23 November) will be honoured and fully funded, even when these projects continue beyond the UK’s departure from the EU. The Treasury will also put in place arrangements for assessing whether to guarantee funding for specific ESIF projects that might be signed off after the Autumn Statement, but while we remain a member of the EU.

9.1.6 In working with local leads during the Summer Recess, the WLEP area has been encouraged to finalise the Calls originally planned for Autumn 2016. However, the date and timeline for launching Calls is still unknown and latest conversations indicate that this could now happen after the Chancellor’s Autumn statement. Managing Authorities have also reviewed and shortened their internal business processes for assessing applications and early indications are that when Calls are issued, shorter deadlines will be established i.e. 5-6 weeks instead of three months.

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9.1.7 The WLEP Executive is working with the LEP Network, alongside its own Government stakeholders, to explore and influence exiting the EU and the implications post Brexit.

9.2 Worcestershire ESIF Position

9.2.1 Despite the current hiatus in Government advice regarding expectations, actions, parameters and timelines, the WLEP Executive continues to liaise through local and national stakeholder relationships with a focus on being fully prepared for any announcements. The main imperative is working with SME businesses and steering the conversion of project concepts and ideas into more robust and tangible project applications in readiness for Calls being launched with accelerated momentum.

9.2.2 The Worcestershire LEP Area ESIF Sub-Committee is continuing as usual either in commenting on outline/full applications already in the pipeline or in observing and supporting approved programmes/projects as ESIF delivery gets underway. An approved Worcestershire ESIF Marketing and Communications Plan is steering delivery through Worcestershire Business Central, local partners and project/programme providers working collaboratively and cohesively to a common set of brand guidelines.

9.2.3 To date the following programmes and projects are at various stages in the pipeline and will be promoted and channelled through Worcestershire Business Central:

Delivery Underway:ERDF:Worcestershire Proof of ConceptEnterprising Worcestershire SME Growth ProgrammeERDF and ESF Technical AssistanceESF:Big Lottery Fund’s Building Better Opportunities Project 2 Lifelong Skills and Learning

Contracts to complete/Delivery to Start Autumn 2016:EAFRD:Two Horticulture Projects; three Business Expansion Projects plus one Business ERDF:Expansion project supported by GBSLEPBusiness Energy Efficiency ProgrammeTarget 2020Enhancing International Trade (UKTI)Enterprising Worcestershire Start Up & High GrowthWorcestershire Low Carbon Business ProgrammeInvesting in GrowthWorcestershire Business Central – Growth HubWorcestershire Growing Cyber 2Manufacturing Growth ProgrammeWorcestershire Superfast BroadbandESF:Pre-NEETS & NEETS (SFA)Support for Unemployed (SFA)Big Lottery Fund’s Building Better Opportunities Project 3 Targeted Support & Inclusive Labour MarketsSME Leadership Succession Planning

Remaining Project:ERDF:Midlands Engine Investment Fund (likely to be finalised and contracted after Chancellor’s statement but Government will honour commitment)

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9.2.4 The following Open Calls are being lined up for publication as soon as Government confirms new advice and launch dates:

ERDF: PA1 (Innovation), PA4 (Low Carbon); PA6 (Green Infrastructure) ESF: BBO Project 1 Barriers to Participation (repeat Call); Access to Employment (Health into work/Over 50s); Enhancing Equal Access to Lifelong Learning (Employed into higher/transferable skills); Integration of Young People (Apprenticeships Brokerage)EAFRD: Multi-Measure Call (open for one year) for Rural Business Development, Food Processing and Tourism Co-operation/Infrastructure

9.3 Partners and Engagement

9.3.1 The WLEP has conducted comprehensive consultations and engaged partners representing public, private and third sectors across Worcestershire throughout its SEP and ESIF process. The WLEP has been able to draw representation from the segmented interests required under Government Guidance and continues its commitment to stakeholder involvement. A wide range of partners and interested parties are now converting their involvement into a delivery focus, nurturing and developing projects and pipelines which will implement the Worcestershire LEP Area ESIF Strategy through ERDF, ESF and EAFRD Operational Programmes.

Claire BridgesStrategy and Partnership Executive

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Appendix A

DCLG Advice on ESIF Programmes

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Appendix B

RPA Advice on EAFRD Programme

From: Douglas, Bruce Sent: 18 August 2016 07:07To: Douglas, BruceSubject: Next Steps for EAFRD Growth Programme Calls following Government's Announcement on EU Funding

SENT ON BEHALF OF DAVID HUNTER

Dear LEP colleagues,

Following the Government’s announcement on 13 August about European Union Funding after the EU referendum, I am writing to set out the immediate arrangements for the Rural Development Programme (RDP) and attach a copy of Defra’s communication to its 2014-20 RDPE Programme Monitoring Committee members.

All RDP projects signed or agreed before the Autumn Statement will be fully funded, even when these continue beyond the UK’s departure from the EU. The Treasury will work with departments to put in place arrangements for considering those EU funded projects that might be contracted after the Autumn Statement, but while we still remain a member of the EU.

The arrangements leading up to Autumn Statement are to ensure projects in the pipeline can be processed and agreed in the short term. For LEPs and local partners, specifically, this welcome news means that we will shortly be contacting applicants who have submitted a full application for Growth Programme funding to inform them whether their application has been successful or not. It also means that rural businesses and communities should continue to apply for grants in those LEP areas where application windows are still open, namely:

• New Anglia (closes to applicants on 30th September 2016) • Hertfordshire (closes to applicants on 26th August 2016) • GCGP (closes to applicants on 26th August 2016)

In light of the announcement, we are discussing with HM Treasury the scope for issuing new RDPE Growth Programme calls in the autumn and will confirm the position in due course. In the meantime, we are continuing to develop our plans for the three new National Calls for Food Processing, Business Development and Tourism that we discussed at the meeting held on 26th July, and attach the latest versions of the Policy Advice Notes that would form the basis of these calls if and when we are able to proceed, along with a note of that meeting that Alison Webster was due to send out before this announcement.

Our Regional Teams will be in touch shortly to set up face-to-face or telephone meetings with you to discuss the development of the Strategic Targeting Statements that would form part of these calls.

We appreciate that there may be other questions and will provide more detailed information as soon as we are able to. In the meantime, any further questions that you have should be sent to [email protected] and we will respond to those. You can find the announcement, including a comment from our Secretary of State and a letter from the Chief Secretary to the Secretary of State for Exiting the European Union, on GOV.UK.

https://www.gov.uk/government/news/chancellor-philip-hammond-guarantees-eu-funding-beyond-date-uk-leaves-the-eu

We will, of course, continue to work closely with you over the next few months and be happy to provide any support you need to ensure that we can give common messages to applicants.

David Hunter | Head of Programme Development Rural Development DirectorateRural Payments Agency

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10. WLEP ANNUAL CONFERENCE 2016

WLEP BOARD RECOMMENDATIONThe WLEP Board is asked to:

Review progress for WLEP’s Annual Conference 2016 with registrations having opened on 8 September 2016

Help promote the conference with colleagues/supply chains to encourage attendance from businesses and register their own attendance

Provide any final feedback so that this can be incorporated into the preparation for the Annual Conference which takes place on 4 November 2016.

10.1 Context

10.1.1 The Worcestershire Local Enterprise Partnership has successfully held an Annual Conference for the last five years. An update was provided at the Board in July on progress to date on the Annual Conference 2016 which will be hosted by Guy Browning and once again take place at the Chateau Impney Hotel on 4 November 2016.

10.1.2 Feedback from the Board was received on the draft agenda and a working group set up which, alongside our conference organisers and the WLEP Executive Team, includes members of the WLEP Board: Mark Stansfeld, Stuart Laverick, Linda Robinson and Chris Walklett as well as Clare Marchant, Chief Executive of Worcestershire County Council who has provided feedback.

10.1.3 The purpose of the Conference was reviewed, to ensure it was the guiding light to set the agenda, and it was agreed that the purpose is:

a) To share the latest information on the progress of the LEP with a large audience and to reinforce ‘our story’ and our vision

b) To showcase the successes of the LEP in delivering the vision

c) To provide an overview of the future priorities of the partnership and how delegates can be involved

d) Provide more of a focus on priorities for the future, including priority growth sectors, and for the agenda to add value for the audience with a target of 475 attendees with a high proportion of businesses.

10.1.4 Whilst not the main reason for the conference, it is also acknowledged that the conference provides a large networking opportunity which is valued by attendees.

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10.2 Proposal and Delivery/Actions

10.2.1 The conference agenda has been agreed by considering why businesses would attend with suggested drivers being: to learn, co-create/be part of something and with the post Brexit decision, that the future economy of Worcestershire would be of interest.

10.2.2 The theme of ‘the future’ and ‘Worcestershire’s future economy’ were decided upon and that the vision of building ‘a connected, creative, dynamic economy that delivers increased prosperity for all those who choose to live, work, visit and invest in Worcestershire’ should run throughout the programme. The conference will, therefore, be called: Worcestershire Local Enterprise Partnership’s 2016 Annual Conference: Creating Our Future.

10.2.3 Once again, the Annual Report will be published to coincide with the Conference to provide further details to those heard during the conference itself and the updated agenda is included as Appendix A which incorporates the feedback received.

10.2.4 The main points to note in this revised agenda are:

An ‘invitation only’ Strategic Business Breakfast with an economist speaker will be held, in liaison with the Chamber of Commerce, to attract the larger businesses who may then stay for some/all off the conference.

The morning session now includes a mix of presentations with visual/video elements which can illustrate the work of the WLEP and keynote speakers.

The dancers have been removed and replaced with the Youth Orchestra for the second session and to get people into the room.

Keynote speakers: The Ministerial keynote is confirmed as Rt. Hon Sajid Javid MP

Rather than one other keynote speaker, we have secured Guy Browning to speak on a futurist/future business environment and will have one other futurist speaker.

The awards: will recognise achievement for those who have gone above and beyond in helping achieve the ambitions within the Strategic Economic Plan as well as a Tweet of the Day award to provide value for the Twitter sponsor and encourage maximum social media publicity on the day.

The four zones will provide impartial advice and the exhibition stands are an opportunity for companies/organisations to promote their product/service.

The afternoon panels will focus on the future priorities of the WLEP and Innovation. The second panel will include video and profile innovative companies

This year there will be more time for networking, to view exhibition stands and to visit the zones with the whole event contained within the main hall and on the balcony (not in the Reception area) and a networking lunch.

10.2.5 Confirmed sponsors include: Sanctuary Group, Hewett Recruitment and Bishop Fleming with exhibitors (in addition to the zones) including Borwell and HallmarkHulme. This represents £4,250 of £10,250 possible income to date and these opportunities are now being publicised.

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mailto:[email protected]

10.3 Partners and Engagement

10.3.1 The dedicated conference website was launched and registrations opened on 8 September following ‘Save the Date’ communications. Currently 60 people have secured a place and Board members are asked to register for the conference at the earliest opportunity to ensure their individual requirements are met.

10.3.2 All available channels, as well as those from partner organisations, will continue to be utilised to provide the invitation directly to Worcestershire’s businesses and key partners.

10.3.3 The Board is also asked to engage with their networks and supply chains to increase attendance from businesses of all sizes across the County including producing businesses, as well as highlight any opportunities to exhibit/sponsor the event.

10.3.4 The Board is also asked to provide any other feedback so that this can be incorporated into the preparation for the event.

Kirsten DallyPR and Communications Executive

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Appendix A: Agenda

Worcestershire Local Enterprise Partnership Annual Conference- Creating our Future -

4 November 2016

0730-0830 Strategic Business Breakfast Event Economics commentator (TBC)Incorporating Chamber QES results (published 7 October)

0745-0840 Registration Open - Exhibition, Networking & Refreshments

0840-0850 Surprise musical opening – WYJO [Worcestershire Youth Jazz Orchestra] Note: the delegate programme will not list this [needs a modern feel]

0850-0900 Welcome – Guy Browning, Conference Host

0900-0915 WLEP VisionMark Stansfeld

0915-0925 WLEP DeliveryGary Woodman [incorporating video maybe before GW talk]

0925-0945 Futurist Keynote

0945-1005 Future OptimismGuy Browning

1005-1045 Minister Keynote TBC (30 mins speaking + 10 mins Q&A)

1045-1055 Introducing the Zones – facilitated by Guy Browning [4 zone spokespersons roving mic]

1055-1135 Exhibition, Information Zones, Networking and Refreshments

1135-1140 Musical opening – WYJO [Worcestershire Youth Jazz Orchestra] Note: the delegate programme will not list this

1140-1210 WLEP Priorities: Looking Forward – facilitated by Guy BrowningGary Woodman, Mark Stansfeld, Simon Geraghty, Stuart Laverick, Angela Joyce and Nicky Griffiths.

1210-1250 Innovation (interview panel facilitated by Guy Browning)Chris Walklett & Business reps (Titania – Nicola Whiting TBC, PCA Predict – Guy Mucklow and Gtech – Nick Grey TBC).

Worcestershire Innovation (WINN) and the innovation ecosystem. Then case studies on those who have won Queen’s awards for Innovation in 2016 [potentially incorporating 2min innovation video]

1250-1305 Awards from the Board – Board members presenting awards (Mark Martin, Simon Murphy, Linda Robinson, Carl Arnzten, Nick Baldwin, Twitter sponsor, Mark Stansfeld then into closing remarks)

1305-1315 Closing remarks – Call to action from Mark Stansfeld

1315–1415 Exhibition, Information Zones and Networking/Lunch

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‘Clinic’ themes include:

1. Business Support Zone (Worcestershire Business Central, Chamber of Commerce, Department for International Trade, Alternative Finance, Bid Writing)

2. Promoting Worcestershire Zone (WorldClassWorcs, Queen’s Award for Enterprise and #WorcestershireHour)

3. Workforce and Skills Zone (to include Worcestershire Apprenticeships and Apprentices in Business)

4. Innovation Zone (Innovation Wednesday)

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11.0 VCS ECONOMIC IMPACT AND VALUE FOR INCLUSIVE GROWTH

WLEP BOARD RECOMMENDATIONThe WLEP Board is recommended to:

a) note the strategic findings from initial desk-top analysis into the significant economic value and impact of the Worcestershire VCS sector in the local economy

b) approve the outline methodology and next steps to establish and develop potential economic growth ambition and opportunities for the VCS sector in Worcestershire

c) use the Inclusive Growth event and WLEP Annual Conference to raise the profile

11.1 VCS and Economic Growth Assessment

11.1.1 A key challenge for all LEPs is to help increase the tax contribution whilst also reducing the amount of state benefits and public spending from their areas. This requires an inclusive approach to growth to ensure that those individuals and groups furthest from the labour market are enabled to contribute directly to increased productivity and prosperity. In many instances it is Voluntary and Community Sector organisations (VCSOs) in Worcestershire that play a central role in working with those who for a variety of reasons currently do not contribute to their full potential to growth in the county.

11.1.2 At the WLEP Board meeting in March 2016, it was recognised that there was no evidence-based understanding of the VCS sector’s contribution towards economic growth in Worcestershire. It was agreed that the WLEP Executive would conduct some initial research work to establish the existing economic value and impact of the local VCS sector in terms of productivity, business growth and jobs. This would establish whether there is potential scope and ambition to help the sector grow further. A Board report on the current position and potential next steps was requested.

11.1.3 A desk-top study has been carried out through examining published research and exploring current activities in Worcestershire as well as elsewhere in the United Kingdom. Simultaneously, strategic conversations with a range of local and national VCS organisations and representatives have been carried out to gather expertise, best practice and intelligence of this sector (See Appendix A for sources of information).

11.1.4 This initial strategic assessment of the value and impact of VCS activity towards economic growth in Worcestershire is set out in the following section.

11.2 UK Position and Benchmark

11.2.1 The VCS can be defined to include individual volunteers, company volunteering initiatives (CSR), voluntary organisations, community groups, housing associations, co-operatives, social enterprises, sport organisations, grant-making trusts and private clubs. As a result, the breadth of this sector is difficult to measure, and can take a variety of different legal forms e.g. mutual, community interest companies, charitable trusts etc. and incorporate a large volume of voluntary labour (another, difficult to measure, aspect of the sector.

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11.2.2 The VCS has a range of potential direct and indirect impacts towards the economy, for example:

Directly through the trade of social enterprises and investment from VCS organisations that contribute towards organisation growth i.e. more jobs; individual salaries i.e. individual prosperity and income, of which will be driven back into the economy; and value added towards the economy e.g. increased turn-over, and investment driven back into growing an organisation.

Indirectly, as many individuals will gain confidence and transferable skills from volunteering outside paid employment. This can result in increased productivity on an individual employee level due to increased skills and facilitate employees seeking promotion, new roles and, overall, more relevant experience as well as seeking the first steps on the employment ladder.

11.2.3 Numerous approaches have been taken to attempt to identify the direct economic value of the VCS sector across the UK in recent years. Given the VCS sector’s range of economic effects, it is advisable to consider multiple estimates together to understand its size and impact. In summary, at a national and regional level, we know the following about the economic value of the VCS from quantitative data:

At a national level, National Council for Voluntary Organisations (NCVO) estimates that the VCS sector has a total income of £43.8bn (2013/14) and net assets of £105.1bn, with an estimated contribution towards the national GVA of £12.2bn (.74% of the UK’s GVA in 2013).

Although only reflective of a part of this sector, at a national level Social Enterprise UK have found that the median annual turnover of social enterprises in 2009 was £175,000, which increased to around £240,000 by 2011.

At a West Midlands level, NCVO reports that there are 11,347 voluntary organisations, with a total income of £2.1bn and total assets of £4.1bn. No estimate of GVA is available at this level.

The Office of National Statistics (ONS) produced a national analysis estimating the value of volunteering to be £23.9bn (2012/13). Although volunteering may contribute towards the income of VCS organisations, this does suggest that the sector possesses a wider impact on the economy through the value of volunteer labour.

11.2.4 Other LEP Areas have commissioned studies which give an indication of the VCS value in their respective areas. The most comprehensive studies have been carried out in cities and their conurbations, for example:

Greater Manchester LEP’s survey-based study estimates the size of its VCS sector to be equivalent to £1.7bn Gross Value Added (3.5% of Greater Manchester’s GVA).

Liverpool City Region LEP uses a survey based research which estimates Liverpool’s VCS sector to be equivalent to £917.9m Gross Value Added (3.7% of the Liverpool’s GVA).

A Dorset LEP survey estimates that around 6,900 VCS organisations are active within Dorset, with 12,900 employees and accounting for around £300m in annual turnover per year.

West of England LEP research estimates that there were 10,000 individuals employed in 600 social enterprises in the area, generating nearly £400m in turnover.

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11.3 Worcestershire Position

11.3.1 Worcestershire Voices conducted a comprehensive survey on the size and scale of volunteering across Worcestershire (2013) which resulted in the following relevant highlights:

52% of the survey respondents completed some form of formal volunteering (of any group, club or organisation); the average amount of time spent volunteering was 14.77 hours over four weeks. This % of formal volunteers is larger than the NCVO found nationally e.g. 42% formally volunteer once per year in 2014/2015 and could be overestimating the scale of formal volunteering in Worcestershire.

The study estimates the value of formal volunteering i.e. what the labour is worth as £523.3m in Worcestershire.

Worcestershire’s Gross Value Added was £10.8bn in 2013. The value of formal volunteering alone could be considered to be equivalent 4.8% of our economy. This volunteering will not all be directly benefiting the economy, but it does highlight the overall economic value of voluntary labour.

11.3.2 In addition, the latest Charity Commission data for Worcestershire provides the following insight:

1,345 charities are registered within Worcestershire, employing 1,263 individuals and generating £121m income. The majority of these charities function in the areas of social services (254), culture and recreation (169) or as grant-making foundations (115).

Greater detail from the Charity Commission is available on organisations with a turnover over £500k. There are 42 organisations which employ the majority of employees (1,226) and account for the majority of the income (£77m) and are estimated to account for 6,722 volunteers.

11.3.3 There is no complete answer on the size and value of social enterprises within Worcestershire. The closest answer to date can be sourced from a 2010 report ‘Social Enterprise in the West Midlands Region’, produced by Advantage West Midlands:

An estimated 5,500 social enterprises are based in the West Midlands and around 700 in Worcestershire (around 12% of the regional social enterprise population). These social enterprises are expected to account for around £5.7bn turnover per year in the West Midlands.

11.3.4 In conclusion, the £121m income of charities can be considered a reliable direct value of part of the VCS, with a potential to be bringing up to £523.3m further in the value of voluntary labour. These estimates will not account for the estimated further 700 social enterprises that can be expected to contribute towards Worcestershire’s economy, particularly in direct terms, such as growing business operations and trade with supply chain businesses.

11.3.5 Strategic conversations held with representatives of VCS organisations and partnerships nationally and in Worcestershire have highlighted further indirect economic impacts, for example the impact of volunteering on skills development and labour productivity and potential routes into employment.

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11.4 Next Steps

11.4.1 The desk-top study identifies substantive contributions being made by the VCS sector to the Worcestershire economy in broad terms. Understanding and supporting the sector to develop its potential further and grow its economic value and impact requires finer grained analysis of trends and opportunities.

11.4.2 Other LEP approaches provide sufficient best practice to enable the WLEP and VCS partners to scope out and define a joint methodology which combines analysis and development of a focused ambition amongst partners over the next few years. Combining consultation with a range of key interests alongside focused survey-analysis work will provide a strong platform to develop and implement priority projects and initiatives which grow the VCS sector economically.

11.4.3 In essence, the Worcestershire methodology and its components are outlined as follows:

a) Commission Independent Survey-Analysis: combination of more in-depth quantitative analysis of focused areas i.e. social enterprises; VCS routes into skills development and employment alongside qualitative analysis derived from interactive independent consultations, individually and collectively, with a range of key interests and stakeholders and intelligence gathering. Initial stage will provide early capacity building and partnership forming around priority projects. Securing a sound evidence-base for Worcestershire is essential to justify any project development as well as type of application seeking funding.

b) Develop Collaborative Action Plan: Early engagement with core stakeholders in identifying gaps and opportunities for priority projects (in (a) above) provides the basis for wider/deeper collaborative project development work. Additional stakeholders and partners will be brought into shaping individual projects as well as the cumulative Action Plan.

c) Raise the VCS Economic Value/Impact Profile: Begin raising the profile by communicating strategic messages and findings which alerts SME businesses and partners to the work underway. Two events where this will be done are:

Inclusive Growth Charter Event, 30 September hosted by Robin Walker MP with promotion in Gary Woodman’s speech

WLEP Annual Conference 2016 on 4 November with reference in WLEP speeches and presence in Information Zone and individual stalls

11.5 Partners and Engagement Stakeholders

11.5.1 The WLEP has conducted comprehensive consultations and engaged partners representing public, private and third sectors across Worcestershire throughout its SEP and ESIF process. The WLEP has been able to draw representation from the segmented interests required under Government Guidance and continues its commitment to stakeholder involvement. A wide range of partners and interested parties are now converting their involvement into a delivery focus, nurturing and developing projects and pipelines which will implement the Worcestershire LEP Area ESIF Strategy through ERDF, ESF and EAFRD Operational Programmes.

11.5.2 Conversations have been held with a cross section of key organisations and partners to inform this initial desk top study. These stakeholders will be joined by others as more in-depth assessment and consultation gets underway.

Claire Bridges David IrishStrategy and Partnership Executive Research Executive

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Appendix A

Sources of Information

Published Research:The Civil Society Almanac (2016; NCVO) Worcestershire Voices Voluntary Research Report (2013)Social Enterprise West MidlandsOffice of National Statistics (ONS) Greater Manchester State of the Voluntary Sector (2013)Measuring the size and scope of the voluntary and community sector in Liverpool City Region (2015) Social Enterprise in the West Midlands Region (Advantage West Midlands; 2010)Valuing Dorset’s VCSE Sector (March 2014).Social Enterprise UKBristol and Bath Social Enterprise Network (a network established by the West of England LEP)

Strategic Conversations:The National Council for Voluntary OrganisationsCabinet OfficeFusion Partnership Worcestershire County CouncilWorcestershire VoicesCommunity First

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12.0 WORCESTERSHIRE COUNTY COUNCIL CORPORATE PLAN AND RELATIONSHIPWITH THE WLEP VISION

Presentation by Simon Geraghty.

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targets - worcestershire lep · web view2016/06/19 · 2016, 2.00 pm - 5.00 pm worcester bosch,...

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