we are a partnership for growth - amazon s3 us...we are a partnership for growth outline business...

WE ARE A PARTNERSHIP FOR GROWTH

Outline business cases fOr the lOcal GrOwth fund current 2 year PrOGramme

strateGic ecOnOmic Plan

Projects

A - Bristol Robotics Laboratory (Institute of Technology)

B - WOE Centre of Power & Energy

C - Terabit West - Broadband

D - Bristol & Bath Science Park Grow On Centre II (GO 2)

E - Quantum Technologies

F - Junction 21 Food & Drink Enterprise Centre

G - Solar Region

H - Innovation in Composites for Marine Energy

I - Retrofitting existing housing and businesses

J - Payment for Ecosystem Services Support (Facilitating Natural Capital Markets)

K - WOE Circular Economy Business Support Services

L - Increasing Business Resource Efficiency across WoE

M - Bristol Channel Tidal Energy Test Bed (feasibility study)

N - Advanced Technology Centre (GKN Aerospace – Filton)

O - Virtual Growth Hub

P - Composite Bridge Construction

Q - National Composites Centre

R - Engine Shed Phase 2

S - Bristol’s CreaTech City

T - WOE Cultural Infrastructure Programme

U - Craneworks

V - Bath Innovation

W - WOE Growth Fund (Rounds 3,4 & 5)

X - iNet innovation Network

Y - Package of Minor Transport Schemes

Z - Local Pinch Points

AA - Sustainable Transport Package

AB - MetroWest Phase 1

AC - MetroWest Phase 2

AD - Superfast Broadband

AE - Infrastructure Design and Realisation Fund

AF - FE Skills Capital

AG - Skills & Social Inclusion

AH - WoE Inward Investment Programme

Strategic Economic Plan – Outline Business Case

Project A: Bristol Robotics Laboratory (Institute of Technology)

Owner: Professor Martin Boddy

Promoter and partners: University of Bristol (UoB) and University of the West of England (UWE) Sector(s): Robotics; High Tech; Bio Tech & Biomedical Industries. Lever of Growth: Business Support

Market Failure: Fragmentation and lack of Specialist Facilities & support

Rationale: Support business growth with expanded central facility and access to specialists & support

Intervention:

Start-up and grow on space adjacent to Bristol Robotics Lab plus technology & business support

Outcomes:

500 jobs; £29m GVA

Entire Ask

Proposed Fit

A


Project A: Bristol Robotics Laboratory (Institute of Technology)

Market Failure (including why the private sector cannot resolve): Robotics and Autonomous Systems, Bio-sensing, Biotechnology, Biomedical and related activities are emerging sectors which require long term strategic initiative to overcome fragmentation & the lack of specialist facilities and support. There is a market gap in private sector provision of start-up and grow-on space and associated technological and business support for these sectors. Co-location with leading edge university research and R&D facilities will stimulate university/business interaction and innovation. Creating an innovation and business support ecosystem will support a world-class technology cluster in the West of England together with cost effective provision of technology & innovation facilities and services, co-creation of IP, collaborative development, open innovation and skills development, stimulation of start-ups and SME growth, jobs and GVA. Rationale including alignment with strategic aims: Developed in partnership by the University of the West of England and the University of Bristol, the project will support business start-up and grow-on in key sectors aligned with LEP priorities, building on the strengths of the HE sector as identified in the SEP. It cross-cuts a range of knowledge-based sectors and core themes of business growth. It is aligned, strategically, with Enterprise Areas including the Filton High Technology Cluster and Emersons Green/Bristol and Bath Science Park but will provide a unique environment for innovation and university/industry interaction. Incubation facilities to include 3000m2 of office space and 1000m2 of laboratory space. Additional 100m2 business support hub to encourage MAS, UKTI, iNets, Growth Accelerator delivery from the Institute. Description of Intervention: Refurbishment, conversion and fitting out of approximately 4000m2 of former Hewlett Packard R&D/light industrial premises, alongside that part currently occupied by the Bristol Robotics Laboratory to provide start-up and grow-on space for technology/knowledge-based businesses in robotics and autonomous systems, bio-sensing and biotechnology, biomedical and other related fields. The intervention will include capital costs of converting and equipping this space and initial set up and operating costs, technological support drawn from the University of Bristol and University of the West of England, and business support services and external providers. The two Universities are also applying to the HE Funding Council ‘Catalyst Fund’ to co-locate Biosensing, Bio-technology, Biomedical and related research facilities in the remainder of these premises in order to maximise integration and interaction with these activities.

Market Failure: Fragmentation and lack of specialist facilities & support for key technology sectors, lack of private sector investment

Rationale: Support business growth with expanded central facility and access to specialists & support

Intervention: Conversion and fitting out of former Hewlett Packard premises on the UWE campus, part occupied by the Bristol Robotics Laboratory


Synergies with Other Interventions/Clusters: This Project will have strong links with the three Enterprise Areas in north Bristol, including Aerospace/Advanced Engineering at Filton and Bristol and Bath Science Park/National Composites Centre at Emersons Green which would provide complementary grow-on space. It will also complement existing WoE economic development initiatives within the Temple Quarter Enterprise Zone in Bristol, with Engine Shed and Bath Innovation Centre. It also links to a wide range of sectors and cross-cutting themes including Business Support, Skills, and Inward investment. Uniquely it will co-locate leading edge university research, high value facilities and technical support in robotics, lab-based biosensing biotechnology, 3D manufacture and related areas alongside early stage start-up and grow-on space and business support. Outcomes including wider socio-economic benefits: The proposed development will support up to 140 start-ups and early-stage SMEs and a conservative 500 new jobs in robotics and autonomous systems, bio-sensing and biotechnology and related areas. Wider social benefits will include impacts in terms of independent and assisted living, diagnostics, health and wellbeing, environmental sensing and quality

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 750 750 500 0 0 0 2,000 Revenue 750 750 1,000 0 0 0 2,500 Total 1,500 1,500 1,500 0 0 0 4,500 Public LEP 0 0 0 0 0 0 0 Private Match 4,300 1,500 0 0 0 0 5,800 Overall Total 5,800 3,000 1,500 0 0 0 10,300 Source and Commitment of Match Funding: Private £4.3m match funding in 15/16 is from the University of the West of England. Revenue costs of £2.3 over the first 4 years will take the Institute to a sustainable position of income generation. The first full year of trading will be 16/17 following initial launch in 15/16. Delivery Issues, Key Milestones and State of Readiness: Subject to confirmation of planning status, refurbishment and conversion work could commence Spring 2015 for completion by end of calendar year 2015 and occupation from start of 2016.

Outcomes: 500 jobs; £29m GVA


Dependencies, Key Risks and Viability: • Subject to confirmation of planning status and any necessary change of use. • Exact costs of refurbishment work required and costs of conversion to be

established. • Initial market research and experience of nearest comparator facilities indicates

strong potential demand but under-occupation remains a potential risk in the initial years

• Critical mass of leading edge biosensing, biotechnology and biomedical research and facilities at the two universities provides a strong basis for interaction and innovation. Full realisation would benefit from investment in facilities and co-location supported by the parallel application by the Universities for HE funding council Catalyst funding, supported by the LEP

• The outline business plan provides for a viable development, sustainable in the longer term based on continuing income streams

What Success will look like:

Increased jobs and GVA Increased productivity per capita Distribution of jobs by sector Share of employment in the knowledge economy Reduced unemployment Inward foreign investment Direct private investment in the area Business Start Ups Number of SMEs Enterprise survival rate Patents per capita R&D university investment

2 2 3

2 1 - 1 - - - 1 1

Population with HE qualifications Population with level 2 or above IMD score Annual supply of new homes Accessibility by public transport Road traffic speeds Broadband coverage Environmental resilience Reduced CO2 emissions Environmental and community improvement

- - - - - - - - - -

- = No relationship, 1 = some relationship, 2 = moderate relationship, 3 = strong relationship


Project B: WOE Centre of Power & Energy

Owner: Professor Gary Hawley

Promoter and partners: University of Bath

Sector(s): High Tech; Low Carbon; Advanced Engineering/Aerospace; Construction. Levers of Growth: Business Support; Inward Investment and Skills

Outcomes: 650 jobs;

£340m GVA

Entire Ask

Proposed Fit to Programme

Intervention: Applied research facility & research capability, incubation for businesses, and graduate training

Rationale: Support business growth & develop new solutions, etc. suitable for adoption in ultra-low carbon economy

Market Failure: Need to adopt ultra-low carbon economy, business not carrying out sufficient R&D & lack of skilled workforce

B


Project B: WoE Centre of Power & Energy Market Failure (including why the private sector cannot resolve): Initial opportunity is for commercialisation of research in automotive powertrain technologies as part of the BIS initiative for a National Advance Propulsion Centre with major Primes and growth of a major UK supply chain. Research and development is not being carried out or adequately adopted by business due to a lack of investment, specialist equipment and skills in advanced areas of technology on for example:

• Future electrical power grid; • Integration of low carbon technologies; • Improvements in gas turbine efficiency; • Move to naturally derived or electrical alternatives for power; • Ultra low carbon built environment and • Training of graduates to address the major skill shortage in this field.

Rationale including alignment with strategic aims: This initial part of the project comprises of: an applied R&D facility expected to be based in an Enterprise Area such as the Bristol & Bath Science Park (BBSP) in Emersons Green, where large businesses and SME’s can undertake programmes to realise the benefits of the ultra-low carbon translational research and technology; strategic fit as a spoke of a BIS led national initiative over 10 years for new products and supply chain through a new Advanced Propulsion Centre; a WoE graduate training programme in low carbon technologies and work with business to develop the skills they need; underpinning collaborative research programmes with businesses. The project has strong links to key market growth sectors and clusters such as high tech, low carbon, aerospace and advanced engineering, construction and meets the needs of the future low carbon environments and cross cutting themes of skills, business support and inward investment.

Market Failure: Need to adopt a ultra-low carbon economy, business not carrying out sufficient R&D & lack of skilled workforce

Rationale: Support business growth & develop new solutions, etc. suitable for adoption in ultra-low carbon economy


Description of Intervention: Interventions will deliver a new applied research facility including the hub/spoke for Advance Propulsion Centre £18m and an enhanced research and business incubation facility £12m. Total £30m capital plus associated revenue support for staff, skills development and running and maintenance costs.

Synergies with Other Interventions/Clusters: This Project has strong links to the work at the NCC, Enterprise Area development such as potentially BBSP in the Emersons Green EA and strongly supports the LEP target growth sectors and clusters and cross cutting key themes such as Business Support, Skills and Inward Investment.

Outcomes including wider socio-economic benefits: 650 high value technology jobs based on: 200 in the new facility; 150 in new businesses (5 with 30 staff each); 150 in existing businesses by adoption of new technology, 50 relocations and 100 new graduates. GVA is based on £68m pa based on LEP evidenced sector values over 5 years. The new jobs will be working on research and product development and adoption. The project will also support new business growth, skills and inward investment.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 2,000 3,500 12,500 0 0 0 18,000 Revenue 0 2,400 2,400 2,400 2,400 2,400 12,000 Total 2,000 5,900 14,900 2,400 2,400 2,400 30,000 Public Match 300 1,000 £1,500 400 400 1,400 5,000 Private Match 1,150 3,300 5,000 1,300 1,300 4,700 16,750 Overall Total 3,450 10,200 21,400 4,100 4,100 8,500 51,750 Source and Commitment of Match Funding: Initial estimate is of £12m from Universities (Bristol/Bath) and £9.75m from BIS/Industry.

Intervention: Applied research facility & research capability; Incubation for business and graduate training

Outcome: 650 jobs; £340m GVA


Delivery Issues, Key Milestones and State of Readiness: Proposed site at an Enterprise Area at Bath or BBSP in Emersons Green EA to be identified and secured. Design of new facility/planning/construction/fit out etc required. Design and development are expected to be completed by 2017/18 which will allow 18 months + for land acquisition/design/planning/procurement etc prior to construction start late 16/17. The full business case will detail the programme for delivery and detailed design/cost/procurement information. Capital delivery start 15/16 Dependencies, Key Risks and Viability: Dependent on funding being secured from the Universities/BIS and Industry. Land & Building costs are budgets at this time and all risks and costs will need to be managed competently to ensure they remain within budget. The assurance framework and on-going programme management will mitigate the risks. Securing land on a WoE Enterprise Area for development. Revenue funding is a potential risk if not available – the full business case will explore how to capitalise these costs.



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Project C: Terabit West - Broadband

Owner: James Lancaster, University of Bristol

Promoter and partners: Bristol City Council with University of Bristol Sector(s): High Tech Industries Aerospace & Advanced Engineering; Creative Industry; Financial, Professional & Business Services, etc. Levers of Growth: Skills; Inward Investment; Business Support and Place & Infrastructure

Market Failure: No current commercial offer for R&D; speeds not fast enough

Rationale: Support business growth, inward investment and clustering of priority growth sectors

Intervention: Installation of new infrastructure to new key strategic locations and extension of existing BCC test bed

Outcomes:

250 jobs; £165m GVA

Entire Ask


C


Project C: Terabit West - Broadband Market Failure (including why the private sector cannot resolve): Current Gigabit test bed does not currently cover the entire WoE and is therefore limited and does not link the key growth areas in the EA’s. Existing test bed infrastructure complete in 14/15 so ready for next phase to start and give Bristol a global lead with this capability. There is no current commercial provision of advanced software defined networks for R&D, therefore commercial solutions are not providing fast enough or large enough capacity suited to R&D use. Gigabit Bristol is a globally unique infrastructure that will enable R&D to be conducted allied fully with Bristol’s Future City Demonstrator and ‘real data / users’ through our cohort of empowered citizens. Rationale including alignment with strategic aims: The provision of this new open access connectivity will lead to business creation start-ups & Spin outs, inward investment, growth & development of existing research led and innovative businesses and lead to strengthened clustering of businesses in the high tech & other LEP priority growth sectors industries. There is no similar city wide test bed on offer internationally. Commercial proprietary systems would restrict the number and type of users. Extensive engagement with a range of corporate R&D institutions have highlighted demand for and informed development of Gigabit Bristol. Description of Intervention: Interventions will include the extension of Bristol’s Gigabit R&D broadband infrastructure/test bed across the WoE area. Offering near unlimited speeds & connecting key strategic locations, the 5 EA’s, Bristol & Bath Science park, National Composites Centre, Robotics Lab and Universities and will also connect other research institutions locally, nationally and potentially internationally. The work will include identifying the key connecting locations, analysis and surveys of the current equipment & street furniture, procuring and installing new infrastructure and fittings, etc. adding into the existing testbed programme plan, etc. agreements/contracts for use.

Market Failure: Current commercial offer expensive, shared, not fast enough & not suited to R&D

Rationale: Support business growth inward investment and clustering of priority growth sectors and R&D

Intervention: Installation of new broadband infrastructure to new key strategic locations and connection into existing BCC testbed


Synergies with Other Interventions/Clusters: This project supports all the priority growth sectors targeted in the WoE area and will enable further growth and clustering of these businesses as the ability to use unlimited speeds and size will attract more companies to the area. This projects also enhances delivery across skills, inward investment, place and infrastructure and business support. Outcomes including wider socio-economic benefits: Based on 5% net additional growth being directly attributable as a result of the investment, this would equate to £165m GVA and 250 jobs. 5 FTE jobs will be also be created to manage the on-going project.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 6,750 6,750 0 0 0 0 13,500 Revenue 0 500 500 500 0 0 1,500 Total 6,750 7,250 500 500 0 0 15,000

Public Match 0 0 0 0 0 0 0

Private Match 0 0 0 0 0 0 0

Overall Total 6,750 7,250 500 500 0 0 15,000 Source and Commitment of Match Funding: No match funding is currently identified but would be sought from the investment at Full Business Case stage. It is assumed revenue will be required from 16/17. Existing investment of £8 (£5m SCC & £3m TSB), plus partner contributions (EG university design of Software Defined Network, links to Blue Crystal 2 Super-computer) levered. Will also lever additional UK & global R&D investments, developing new products, technologies, services and applications in Bristol & WoE.

Delivery Issues, Key Milestones and State of Readiness: The project is ready to start (building on the roll out of Gigabit Bristol) straight away and could complete by 2015/16. Extending the existing test bed system now brings cost efficiency and savings and reduces risks leading to better value for money if this project is progressed and completed as a follow on project. There is also a track record of delivery which will enable delivery to be achieved as planned. The Full Business Case will detail the programme for delivery and detailed design / cost / procurement information. Capital delivery start 15/16.



Dependencies, Key Risks and Viability: Dependent as a follow on to the Gigabit Bristol project that will be delivered in 2014, to provide efficiency on cost/design/technical specification and possible potential for extending the contract reducing the risks and costs. Risks will be higher if not progressed as a continuation/expansion of the Gigabit Bristol project and the wider and key strategic locations in the WoE area will not benefit from this business advantage. The assurance framework and on-going programme management will mitigate the risks.



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Project D: Bristol & Bath Science Park Grow On Centre II (GO 2)

Owner: Bonnie Dean, Bristol & Bath Science Park Promoter and partners: Bristol & Bath Science Park, South Gloucestershire Council, BIS Sector(s): High Tech Industries, Aerospace and Advanced Engineering Levers of Growth: Inward investment; place & infrastructure and business support

Outcomes: 240 jobs; £9.4m GVA

Entire Ask


Market Failure: no development during recession, too high risk to private sector in current market and not viable

Rationale: Supports business growth, inward investment and priority growth sectors

Intervention: new 55,000 sq ft building

D

£0£1,000,000£2,000,000£3,000,000£4,000,000£5,000,000£6,000,000£7,000,000£8,000,000

15/16 16/17 17/18 18/19 19/20 20/21

Bristol & Bath Science Park Grow on Centre

SEP fund

Match funding


Project D: Bristol & Bath Science Park Grow On Centre II (GO 2) Market Failure (including why the private sector cannot resolve): No development has progressed during the recession and a viability review has concluded that it is not viable for the private sector to build due to the level of risk in the property market, the covenant only allowing certain types of tenants at the Science Park, and the need for short term leases from the type of occupiers. Rationale including alignment with strategic aims: This project comprises the development of a new office and hybrid lab/workshop facility for the expansion of existing tenants and new demand at the Science Park which has now run out on space. The new building will enable business growth in science and research in the LEP’s priority sectors of high tech industries, Aerospace and Advanced Engineering, Creative industries, low carbon and professional services sectors. This will continue the growth of these important clusters and hub of innovation and collaboration. Companies need Grow On space after early stage development and market demand for this in appropriate developments i.e. Wet/Dry laboratories. The rapid take up of space within the first phase development at the science park demonstrates the success of business clustering around collaboration space. Description of Intervention: Interventions will be for the land acquisition and design and build of new 55,000 sq ft facility split between 27,000 sq ft office space, 27,000 sq ft hybrid workshop/lab space (clean rooms/wet and dry labs & workshops) and 1,000 sq ft of reception and collaboration space. Let on short term basis.

Market Failure: No development during recession, too high a risk to private sector in current market and not viable

Rationale: Supports business growth, inward investment and priority growth sectors

Intervention: new 55,000 sq ft building


Synergies with Other Interventions/Clusters: This project supports all the priority growth sectors targeted in the West of England LEP area and will enable further growth and clustering of these businesses. The project is based in a priority employment area in the Emersons Green Enterprise Area. Cross cutting themes cover inward investment, place and infrastructure and business support. Outcomes including wider socio-economic benefits: Capacity for 485 jobs in the new facility of which 240 are estimated as new jobs with £9.4m GVA.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 3,000 4,500 7,500 0 0 0 15,000 Revenue 0 0 0 0 0 0 0 Total 3,000 4,500 7,500 0 0 0 15,000 Public Match 0 0 0 0 0 0 0

Private Match 1,700 0 0 0 0 0 1,700

Overall Total 4,700 4,500 7,500 0 0 0 16,700 Source and Commitment of Match Funding: No match funding identified at this time, but in kind contribution will be the land at nil value. 2.25 acres are required for the building which equates to a market value of £1.7M. However revenue will be generated from the new facility and developer contribution is noted as ‘subject’ to on-going negotiations with Government which will be clarified prior to the project being progressed through the full business case process. Delivery Issues, Key Milestones and State of Readiness: Cost per m2 of the new building is considered to be on the high side and this will be monitored as project design development progresses. Cost per square foot was provided by developer’s QS (Gardiner & Theobald). A value engineering exercise will be undertaken to minimise costs where feasible. Preliminary designs/ internal layouts and costs have been produced by consultants. Project design development, planning, procurement and construction is required to deliver new facility to meet demand in 2015. This is considered a challenging programme target. The full business case will detail the programme for delivery and detailed design/cost/procurement information Capital delivery starts 15/16 and can be delivered within two years (23 months).

Outcome: 240 jobs; £9.4m GVA


Dependencies, Key Risks and Viability: The key risk is the cost of the overall development which includes for specialist laboratory space and fit out and establishing the costs represent value for money for the type of development envisaged. This will be explored at the full business case stage. Current strategy is to provide a building with the mechanical and engineering services for wet and dry lab fit out but to leave the specialist fit-out to each tenant company. Viability is an issue but there is demand at the Science Park particularly for Wet Laboratory space. Existing Innovation Centre tenants need to move into the Grow On Centre II as soon as it becomes available and will reduce the risk of providing the hybrid wing for lab space. Note: the majority of the staff employed by our current tenant companies have HE qualifications and this is the expected population of the new building too. We have two pipes of virtually unlimited dark fibre coming to the edge of the Science Park and an open access agreement in place with Geo ready for the first tenant to utilise who requires access to high speed broadband. This is effectively a ‘point of presence’ for the Science Park. What Success will look like: Increased jobs and GVA Increased productivity per capita Distribution of jobs by sector Share of employment in the knowledge economy Reduced unemployment Inward foreign investment Direct private investment in the area Business Start Ups Number of SMEs Enterprise survival rate Patents per capita R&D university investment

1 1 1

2 1 1 2 2 2 2 2 2


- - 1 - 1 - - - - -



Project E: Quantum Technologies

Owner: Mustafa Rampuri, University of Bristol

Promoter and partners: University of Bristol

Sector(s): High Tech Industries Levers of Growth: Business Support; Inward Investment

Market Failure: high barriers to entry, lack of technology to build devices, lack of skill

Rationale: Supports business growth, skills development and targets specialism in high tech industries and links strongly to retail & professional and legal services

Intervention: Research and build of ultra-secure quantum internet in Bristol and secure test bed for Quantum Key Distribution

Outcomes:

100 jobs; £4.37m GVA

Entire Ask


E


Project E: Quantum Technologies Market Failure (including why the private sector cannot resolve): Market failure exists due to the high barriers to entry into this market, non-classical physics operating at the smallest conceivable scale are very difficult to engineer. Lack of technological capability to build such devices and few skilled to be capable of building them. Only 1 commercial quantum computer manufacturer Dwave in USA/Canada who currently have a monopoly of market share. Rationale including alignment with strategic aims: This project comprises of the development of a secure quantum internet for use by West of England companies and technology to be commercialised by these companies. It fits with the LEP’s priority growth sectors and strategic aims by supporting development of High Tech Industries and cross cuts a number of other sectors and themes such as skills development, business growth, retail and professional and legal services and as such is at the centre of the LEPs strategy.

Description of Intervention: The vision is for the creation of a unique national capability for Quantum Technologies – The Quantum Technologies Hub (QT Hub) - building upon the world leading and pioneering research at the University of Bristol (UoB) and with a mission to become the internationally recognised centre of expertise in quantum engineering, quantum technologies and quantum entrepreneurship. This will enable Bristol to become the epicentre of a quantum technologies revolution and of a new disruptive industry, building upon our successful semiconductor companies and people. Significant human talent and resources will be attracted to the QT Hub and such a fertile environment will yield new technologies and businesses in areas such as Quantum Computers, Quantum Simulators, Quantum Sensors and Quantum Communication. Within the larger strategic quantum technologies research, development and enterprise programme are projects that take advantage of quantum physics for development of new disruptive technologies. For instance, an ultra-secure ‘quantum internet’ in Bristol and a secure test bed for QKD (Quantum Key Distribution) for the security (unbreakable) of data/encryption with a trial of QKD enabled mobile phones. A central QKD server and secure node network will be built (also using the Bristol

Market Failure: high barriers to entry, lack of technology to build devices, lack of skill

Rationale: Supports business growth, skills development and targets specialism in high tech industries and links strongly to retail & professional and legal services

Intervention: Research and build of ultra-secure quantum internet in Bristol and secure test bed for Quantum Key Distribution


Broadband test bed). Its use is seen in any internet based commerce, such as online banking, pay per view, online credit card transactions and other confidential business information. 10 engineers, 1 technician and a Project Manager will work on the project for 3 to 5 years with facilities provided at the UOB for designing, developing and constructing the QKD server and BAE Systems will provide access to their MEMS fabrication facility to enable the fabrication of the photonic QKD chips. Other projects within the quantum technologies programme include quantum enhanced precision measurement to provide enhanced navigation, timing and precision manufacturing; the development of ultra-fast quantum computers that will be able to solve many of humanity’s “big data” driven problems, quantum simulators that will enable the discovery and design of new materials and pharmaceuticals – saving time, money and potentially lives. Synergies with Other Interventions/Clusters: The QKD project is at the forefront of research for the future route of security of IT uses in particular for mobile devices and provides growth in this high technology sector whilst its outcome would supports all other sectors and themes in the LEPs strategy. This is also true for other technologies currently under development Outcomes including wider socio-economic benefits: Within 3 to 5 years it is expected that the project will deliver a demonstrable use of quantum technologies such as the QKD server and QKD enabled mobile devices that will make mobile connectivity more secure and safe from fraud etc, or a Quantum Metrology system that will enable low cost no-invasive glucose measurement for monitoring diabetes. GVA is based on evidenced sector average per job for 5 years. Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 500 500 500 500 500 0 2,500 Revenue 500 500 500 500 500 0 2,500 Total 1,000 1,000 1,000 1,000 1,000 0 5,000 Public Match 500 500 500 500 500 0 2,500 Private Match 500 500 500 500 500 0 2,500 Overall Total 2,000 2,000 2,000 2,000 2,000 0 10,000 Source and Commitment of Match Funding: Contributions agreed from: BAE Systems fabrication facility £1m National Physical Laboratory £1.5m University of Bristol infrastructure £2m DSTL £2m Bristol City Council Broadband Testbed facility £2m

Outcome: 100 Jobs £4.37m GVA


Delivery Issues, Key Milestones and State of Readiness: Demonstrable in less than 3 years. Commercially viable thereafter. The full business case will detail clear deliverables and milestones for delivery based around designing and constructing a demonstrator server at University of Bristol and fabrication of the microchips. The full business case will also detail the programme for delivery and detailed design/cost/procurement information Capital delivery start 15/16

Dependencies, Key Risks and Viability: -Reliant on the successful delivery of the Bristol Broadband Test-bed Project currently being implemented. -Benefit from the recently announced EPSRC programme for Quantum Technologies Hubs, in which the University of Bristol is applying for a £20m Hub for Quantum Computing. It is also a partner in other Hub proposals. -Capacity provided by a new £80m Quantum Technologies Building. (Proposal to HEFCE in preparation) -A key risk is the availability of sufficiently skilled engineers in Quantum Engineering to work on the project as identified and to take forward commercial exploitation of the technology – UOB is seeking to address this through a Centre for Doctoral Training in Quantum Engineering ( a proposal to EPSRC has been successful). -Dependent on UOB Engineers available and with appropriate skill sets to work on this project. What Success will look like:


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Project F: Junction 21 Food & Drink Enterprise Centre

Owner: Karuna Tharmananthar, North Somerset Council

Promoter and partners: North Somerset Council

Sector(s): High Tech Industries; Advanced Engineering; Low carbon; Rural Economy Levers of Growth: Skills; Business Support

Market Failure: Gap in UK Market/Businesses leaving area/No high tech facilities currently in the region

Rationale: food and drink sector strongly linked with advanced engineering, low carbon rural economy, skills & business support in priority growth area

Intervention: Centre of Excellence

Outcomes: 694 jobs, £29.1m GVA

Entire Ask


F


Project F: Junction 21 Food & Drink Centre of Excellence Market Failure (including why the private sector cannot resolve): Market failure is considered to be for a number of reasons: ▪ a gap in the UK market – nearest centres for food development and technology support in Chester and Essex, ▪ dominated by small businesses wanting to expand, but little support in the area to enable this, ▪ Businesses in this sector leaving the WOE area, not a sector supported as not seen as innovative or technologically driven. Rationale including alignment with strategic aims: This project is part of the food and drink sector but with substantive links to the following priority sectors; Advanced engineering for food and drink processing, High tech in terms of the systems used in developing products, low carbon to bring about efficiencies in production and distribution and the rural economy. It also cross cuts with the skills, inward investment, place and infrastructure and business support themes and is in a LEP priority growth location at the J21 Enterprise Area.

Description of Intervention: Interventions will create a Centre of Excellence for Food and Drink facility at the J21 Enterprise Area, Weston-super-Mare in North Somerset. A hub of interactions bringing together science expertise, bio technology, engineering, chemistry design for food research production manufacture and resource efficiency. Approximate building size 6000m2 including 1000m2 for laboratories and product development facilities.

Market Failure: Gap in UK Market/Businesses leaving area/No high tech facilities currently in the region

Rationale: food and drink sector strongly linked with advanced engineering, high tech, low carbon, rural economy, skills & business support in priority growth area

Intervention: Centre of Excellence for food & drink industries at J21 Enterprise Area in North Somerset


Synergies with Other Interventions/Clusters: Links with the North Somerset Enterprise & Technology College (NSETC) to support skills development. UWE biosciences integrated into facility.

Outcomes including wider socio-economic benefits: 463 direct jobs and £20.5m GVA plus 231 indirect jobs and £8.6m, giving a total of 694 jobs and £29.1m GVA estimated for this project. Total Project Costings (Capital) Feasibility, design, project development & land 1.5 Hectares £3.0m Construction of innovation and growth centre £13.0m Sub-Total (capital) £16.0m Support Package (Revenue) Incentives package (business rates/business support/broadband) £3.0m Gap funding (revenue) £3.0m Sub-Total (revenue) £6.0m Project Total £22.0m

Our ask of the SEP programme is for capital fund of £6.9m and revenue support over 5 years totalling £6.0m.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 3,000 3,000 2,900 0 0 0 6,900

Revenue 0 1,000 750 750 750 750 6,000 Total 3,000 4,000 3,650 750 750 750 12,900


Private Match 100 4,000 4,850 50 50 50 9,100

Overall Total 5,200 6,800 6,250 1250 1250 1250 22,000

Source and Commitment of Match Funding: Match funding would be sought and details provided for the full business case. Funding from NSCTC identified as possible and possibly from an unidentified private sector ‘Anchor’ tenant. Building of 6000m2 estimated to cost £13m to develop excluding fees/ land acquisition etc. Land acquisition of approx. £2m included as capital.

Outcome: 694 jobs, £29.1m GVA


Delivery Issues, Key Milestones and State of Readiness: Currently at concept stage for building design. Sites available at J21 with outline planning approval and primary infrastructure/serviced plots. Size of building approx. 6,000m2 suggested for this proposal. The land acquisition sum allowed of £2m would not cover the 17.5 Ha suggested as the overall area for the development. We have refined our approach and have allowed for 1.5 ha is for the workspace set out (6,000m2) and the remainder for expansion / grow-on of businesses spun out from the Centre of Excellence. The full business case will detail the programme for delivery and detailed design/cost/ procurement information Capital delivery start 15/16 Dependencies, Key Risks and Viability: Securing support from the Food & Drink Sector companies and Anchor tenant. Building costs proposed and viability of overall budget to be checked The assurance framework and on-going project management will be used to mitigate risks



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Project G: Solar Region

Owner: James Lancaster, Director, WOE Solar City Region Ltd Promoter and partners: WoE Solar City region Ltd. South Gloucestershire Council, Taylor Wimpey Ltd, Western Power Distribution Sector(s): Low Carbon Levers of Growth: Business Support, Place & Infrastructure

Market Failure: Low uptake of solar photovoltaics onto new build homes and not offered as an optional extra

Rationale: Establish an example project & model to showcase how Building Integrated Photovoltaic can work & lead to reduction in carbon and business growth

Intervention: Installation of BIPV’s on 50 new homes, management of project, model and partnership

Outcomes: 6 jobs; £600k GVA

Entire Ask


G


Project G: Solar Region Market Failure (including why the private sector cannot resolve): Unless there is a clear commercial rationale, residential developers will seek least cost interventions for legislative and planning compliance. Demand is low for traditional solar PV solutions, being most suitable for the retrofit market, consequently developers are only installing such PV as needed to comply with planning and other requirements and are not considering newer more attractive technologies such as BIPV (Building Integrated Photovoltaic) on new build homes. The need to adapt build standard to incorporate new technology increases reluctance, meaning that BIPV is not even offered as an optional extra. BIPV is incorporated into the roof of buildings, so is more aesthetically acceptable whilst delivering the same benefits to home owners. BIPV is less than £5k per home (2.5KWA System) but cost effective solutions are relatively new to the market and are seen as a risk to developers. Rationale including alignment with strategic aims: This project will deliver a scheme to showcase the use of BIPV solar system in new homes and demonstrate the commercial model and rationale, generating interest from residential developers to adopt this technology on future house build schemes. The project will also demonstrate scalable roll out of the scheme. The project is promoting the Low Carbon sector and is cross cutting with Business Growth and Place and Infrastructure so links into the LEPs priority sectors and key clusters.

Description of Intervention: Interventions will cover the incremental installation cost of BIPV solar system on the roofs of 50 new homes in South Gloucestershire, the project management costs of Bristol Solar City and one of the local Energy Co-operatives to deliver the programme, development of the partnership and sustainable funding model for use on future residential and other developments. The plan is also to establish the energy management company model and meet any additional costs that may be associated with the upgrade of the power grid to enable the connection of the anticipated generating potential as a single source (in excess of 125kW peak).

Market Failure: Lack of installation of solar PVs onto new build homes and not offered as an optional extra

Rationale: Establish an example project & model to showcase how BIPV can work & lead to reduction in carbon and business growth

Intervention: Installation of BIPV’s on 50 new homes, management of project, model and partnership


Synergies with Other Interventions/Clusters: This project complements without replicating the other Low Carbon projects in this cluster and overlaps with the Place and Infrastructure and Business Growth themes of the LEP priorities

Outcomes including wider socio-economic benefits: This project will deliver 50 new homes with BIPV solar systems, an Energy Company and partnership to manage the energy return of these 50 homes and also a model that will be used to showcase the scheme to other house builders to encourage the use of BIPV on future schemes. It is anticipated based on 6000 homes developed per annum in the WoE region that over 5 years 50% of the total 30,000 homes could have BIPV installed equating to 15,000. Annual GVA of £600k is based on evidence of value in electricity reduction per panel.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 320 0 0 0 0 0 320 Revenue 80 0 0 0 0 0 80 Total 400 0 0 0 0 0 400 Public Match 0 0 0 0 0 0 0 Private Match 400 0 0 0 0 0 400 Overall Total 800 0 0 0 0 0 800 Source and Commitment of Match Funding: Public funding is only covering the incremental costs associated with this project, max 50%. Private match funding is from the Housing Developers – meeting the cost of BIPV roofs up to the value of the equivalent traditional build standard, the solar installers providing services at cost, and the Distribution Network Operator (DNO) funding the network upgrade.

Outcome: 6 Jobs; £600k GVA


Delivery Issues, Key Milestones and State of Readiness: It is estimated that the BIPV’s on 50 homes can be delivered within 1 year including the Energy Company and model also created in this time period so that it can be used to promote BIPV on future schemes. This programme is considered achievable but will be dependent on a housing scheme that is under construction to be used as the example project and the BIPV to be used. Site(s) will be identified in the Full Business Case to ensure readiness. The energy company is based upon work carried out by Bristol Solar City project and is a well-developed concept. The Full Business Case will detail the programme for delivery and detailed design/cost/procurement information. Capital delivery start 15/16.

Dependencies, Key Risks and Viability: Possible risk of additional costs that may be associated with the upgrade of the power grid to enable the connection of the anticipated generating potential as a single source (in excess of 125kW peak) being required. This risk will be mitigated by the choice of scheme for the pilot. 80% is identified as capital (£640k) and some reliance on revenue. This is a risk if revenue is not available. Dependent on a suitable housing scheme. The assurance framework and on-going programme management will mitigate the risks.



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Project H: Innovation in Composites for Marine Energy

Owner: Johnny Gowdy, Regen SW

Promoter and partners: National Composites Centre Sector(s): Low Carbon, Renewables, Construction & Development, Business Growth and Inward Investment Levers of Growth: Place & Infrastructure, Advanced Manufacturing/Engineering High Tech Industries

Market Failure: No current blade test facility & scale of industry not large enough for each manufacturer to have facility

Rationale: Supports low carbon and renewables at NCC Emersons Green EA

Intervention: Tidal Blade test facility at NCC BBSP Emersons Green

Outcomes:


Entire Ask


H


Project H: Innovation in Composites for Marine Energy Market Failure (including why the private sector cannot resolve): There is no current tidal blade test facility and the scale of the industry is insufficient for each manufacturer to have their own test facility. There are also benefits to be gained by using a common platform/facility and to have consistency of testing in order to collaborate and share research and development.

Rationale including alignment with strategic aims: This project comprises of a new tidal blade test facility proposed to be located at the NCC (National Composites Centre phase 2 building) at the BBSP (Bristol and Bath Science Park) at Emersons Green EA Bristol. The project is therefore part of the LEPs Low Carbon priority growth sector and also supports the renewables, construction and development, inward investment and business growth sectors. This project also supports growth in the LEP target EA business growth area. Links with the Marine renewables interventions and the strategic aim of generating energy from the Severn.

Description of Intervention: Interventions will cover the provision of a test rig including the core rig, hydraulic systems and control and power systems and conditioning monitoring at the NCC, operation of the test rig, a tidal blade development programme including R&D. The test facility is required to provide certification and performance warranties for the blades which will lead to the company’s being able to raise finance, get project investments and insurance.

Market Failure: No current tidal blade test facility & scale of industry not large enough for each manufacturer to have facility

Rationale: Supports Low carbon and renewables at NCC Emersons Green EA

Intervention: Tidal Blade test facility at NCC BBSP Emersons Green EA


Synergies with Other Interventions/Clusters: This project is part the low carbon growth sector and cluster linking to other projects in this sector and growth area at the Emersons Green EA and Avonmouth/Severnside EA. It links into both research and development and to many of the companies involved in the high tech industries and research/skills/training in the area.

Outcomes including wider socio-economic benefits: 10 jobs with GVA of £13.5m. GVA is based on 225 blades at a value of £100k per blade over 6 years. The new jobs will be working on research and product development and the project will also support business growth, skills and inward investment.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 2,000 0 0 0 0 2,000 Revenue 0 0 0 0 0 0 0 Total 2,000 0 0 0 0 0 2,000 Public Match 0 0 0 0 0 0 0 Private Match 200 0 0 0 0 0 200 Overall Total 2,200 0 0 0 0 0 2,200 Source and Commitment of Match Funding: Private match required will be linked to the payment for the lease of space expected to be required at the NCC and payment for the tests. As the test rig cost is £1.2m and £500k – £1m is requested from the SEP for this and £1m for R&D, etc. then £0.2m is required from the private sector. The costs for the operation and test programme are also to be funded through the private sector.

Outcome: 10 Jobs; £13.5m GVA


Delivery Issues, Key Milestones and State of Readiness: Dependent on agreement to have space at the new phase 2 NCC required. (NCC phase 2 building expected to be complete Summer 2014). Terms of this will need to be reviewed. The full business case will detail the programme for delivery and detailed design/cost/procurement information Capital delivery start 15/16

Dependencies, Key Risks and Viability: Use of the facility at the levels proposed. Dependency on NCC phase 2



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Project I: Retrofitting existing housing and businesses

Owner: David Trethewey, Divisional Director: Strategy & Performance, Bath & North East Somerset Council Promoter and partners: The West of England Unitary Authorities on behalf of the Low Carbon Sector Industry Sector Group Sector(s): Low Carbon, Construction & Development, Professional Services, rural economy, Business Support/Growth social enterprise Levers of Growth: Place and Infrastructure and skills

Market Failure: Whole house retrofitting not being taken up & need for cheap & easy finance

Rationale: Retrofitting is vital to develop low carbon sector and supports many cross cutting sectors/themes

Intervention: Revolving fund to provide cheap & easy finance for retrofit of buildings

Outcomes:

1,775 jobs, £87.5m GVA

Entire Ask


I


Project I: Retrofitting Market Failure (including why the private sector cannot resolve): The take up of the Green Deal and Eco has been very slow to date and the existence of Government schemes alone has not been enough to cause households to carry out whole house retrofitting. Cheap and easy finance has also not been available to enable households to cover the costs of the works not covered by the Government schemes. There is no current supply chain for mass retrofitting.

Rationale including alignment with strategic aims: Retrofitting is vital to develop the low carbon sector as it is a huge growth opportunity for energy efficiency and renewable energy. This project supports many sectors including construction and development, high tech industries for the development of products, professional services and finance, social enterprise and skills.

Description of Intervention: Revolving fund for cheap and easy finance to incentivise retrofit of homes and businesses linked, but not limited to the Green Deal and Eco Finance including micro renewable installation, plus community marketing to stimulate demand & support for social enterprise to deliver on the ground energy efficiency and community renewable energy projects within neighbourhoods. Develop the supply chain through a West of England Retrofitting Installer Network through, funding to provide business support, free professional services (where applicable), training, and accreditation and quality standards. Training for social housing partners labour and bulk purchasing model to reduce costs.

Market Failure: Whole house retrofitting not being taken up & need for cheap & easy finance

Rationale: Retrofitting is vital to develop low carbon sector and supports many cross cutting sectors/themes

Intervention: Revolving Fund to provide cheap and easy finance for retrofit of buildings


Synergies with Other Interventions/Clusters: This project targets a potential major growth area that will support the low carbon agenda and other projects in this cluster and overlaps with other key sectors such as place & infrastructure, high tech industries and business support

Outcomes including wider socio-economic benefits: The retrofit market could be worth £600m in the West of England over a 10 year period creating 800 -1600 jobs based on the uptake needed per annum to meet the national carbon reduction targets. Regen SW calculates in the South West based on £1.7bn sales and more than 10,000 jobs by the end of 2020 of which 1,775 jobs in the West of England area. £87.5m GVA is derived from evidenced sector averages per job. Full poverty alleviation through increased thermal efficiency.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 1,200 1,200 1,300 1,300 1,300 1,200 7,500 Revenue 200 200 300 300 300 300 1,600 Total 1,400 1,400 1,600 1,600 1,600 1,500 9,100 Public Match 400 400 400 400 400 400 2,400 Private Match 0 0 0 0 0 0 0 Overall Total 1,800 1,800 2,000 2,000 2,000 1,900 11,500 Source and Commitment of Match Funding: All four unitary authorities contribute to the existing small-scale Wessex Loan Fund, which provides cheap loans for those in fuel poverty – this will continue. Bristol and B&NES have DECC Green Deal Communities Fund bids pending – if successful this would provide further public sector match for measures, targeted community marketing and supply chain development support. Hence approximate figures for public match at this stage.

Outcome: 1,775 jobs; £87.5m GVA


Delivery Issues, Key Milestones and State of Readiness: Delivery over 6 years. It may take time to generate demand and supply chain – the small pilot projects currently being worked on will help mitigate these issues. The full business case will detail the programme for delivery and detailed design/cost/procurement information. Capital delivery start 15/16

Dependencies, Key Risks and Viability: Local marketing and stimulating both demand and the supply chain required A revolving fund already exists – operated by the Wessex Loan Fund – providing eligible applicants with cheap loans for energy efficiency as part of fuel poverty action in the West of England. The proposal is to expand this existing facility to administer loans and grants to all householders and local businesses, subject to appropriate criteria, across a much wider range of energy efficiency measures to incentivise creation of a mass market. This loan facility removes any State Aid issues. The Full Business Case will detail the approach further. The assurance framework and on-going programme management will mitigate any risks.



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Project J: Payment for Ecosystem Services Support (Facilitating Natural Capital Markets)

Owner: Dr Bevis Watts, West of England Nature Partnership (WENP )

Promoter and partners: WENP

Sector(s): Low carbon, construction and development rural economy and social and environmental sectors Levers of Growth: Business Support, Place & Infrastructure

Market Failure: New market, payback periods & benefits not yet recognised

Rationale: A new market supports strategies for sustainable development & growth which covers many priority sectors

Intervention: Create not for profit trust to facilitate the strategic development of trading for natural capital investment

Outcomes:

20 jobs; £660k GVA

Entire Ask


J


Project J: Payments for Ecosystem Services Support Market Failure (including why the private sector cannot resolve): As this market does not yet exist market failure can only be described in that it is a new market and there is no adequate approach to mitigating/managing the environment as an asset driver of growth using investment in ecosystems services ie water quality and flood risk management. It can be seen that a number of issues also exist that are market failures that support the need for this, including:

• Negative externalities like pollution and flooding are not accounted for now; • SME’s do not recognise the benefits of environmental protection resource

efficiency; • Payment mechanisms for ecosystem services do not exist; • Payback periods for investment are too long/difficult; • Currently no quantification of the value of our natural capital yet.

Rationale including alignment with strategic aims: This project is to create a new ‘Trust’ to promote and deliver sustainable solutions to the problems effecting the natural environment and all developments such as housing and mixed used developments. By trying to find alternatives to issues such as water treatment/flooding on sites by using natural alternatives it supports the vision of the LEP of the natural environment as a major driver for growth and the key priorities of low carbon, construction and development, business growth and social and environmental sectors. It also cross cuts many other themes and builds on the resilience theme in the low carbon agenda.

Description of Intervention: Interventions will create a not for profit entity/trust to facilitate the strategic development of trading markets for natural capital investment in WoE area, Payment for Ecosystem Services (PES) will create economic growth in new markets for trading externalities not currently accounted for in such areas as flood water capacity, biodiversity, energy or carbon offsetting. Work will focus on:

1. WENP Natural Capital Trust initially working on water catchment management and biodiversity off setting.

2. Advocacy and Engagement by the Trust for example engaging developers to

Market Failure: new market, payback periods on investment & benefits not yet recognised

Rationale: A new market with large growth potential that strongly supports the LEPs strategies for sustainable development and growth which covers many priority sectors

and clusters

Intervention: Create not for profit trust to facilitate the strategic development of trading for natural capital investment


look at ecological restoration and investment alongside new developments. 3. Market facilitation.

Synergies with Other Interventions/Clusters: The first PES housing development was in the WoE, at Portbury Wharf near Portishead.

Outcomes including wider socio-economic benefits: 20 jobs will be created for the market facilitation programme & on-going post funding. The GVA is based on the 2 years spend. This project will create a Trust and covers its formation and administration for 2 years. This will broker PES schemes covering the advocacy and engagement programme with workshops and advisory support services over 2 years and market facilitation of PES buyer/seller relationships ND PILOT transactions and Biodiversity off setting (including creating land reserves). This project has a wide socio-economic benefit that is difficult to measure at this time but can be seen to support the wider aims and priorities of the LEPs strategies and sectors.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 0 0 0 0 0 0 0 Revenue 165 165 0 0 0 0 330 Total 165 165 0 0 0 0 330 Public Match 82,5 82,5 0 0 0 0 165 Private Match 82,5 82,5 0 0 0 0 165 Overall Total 330 330 0 0 0 0 660 Source and Commitment of Match Funding: Match funding is identified as: £40k from Wessex Water, Avon Wildlife trust and the 4 UAs for the formation and administration of the Trust. £120k from ‘partners’ benefitting from pilots private sector £150k from within the West of England Nature Partnership (WENP) partners or other external funding £20k from sponsorship – private sector

Outcome: 20 jobs £660k GVA


Delivery Issues, Key Milestones and State of Readiness: Project is testing a new model and 2 years is the anticipated timeframe for delivery. Exploratory work has been undertaken including exploring potential through WENP, Wessex Water, Defra. There is appetite from Defra for these pilot models

Dependencies, Key Risks and Viability: Getting buy in from land owners and developers is a key risk and being able to influence sufficient projects to deliver the impacts within the timeframe. The full business case will detail the programme for delivery and detailed breakdown of the cost/procurement information. Capital delivery start 15/16. The assurance framework and on-going programme management will mitigate the risks.



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Project K: WOE Circular Economy Business Support Services

Owner: Jane Stephenson, Resource Futures

Promoter and partners: Resource Futures

Sector(s): Low Carbon Levers of Growth: Business Support

Market Failure: Failure to price environmental costs of resources /future pricing and no service based business models

Rationale: Research/business support into the circular economy (low carbon/sustainable) to provide suppliers with knowledge to be able to move into this area

Intervention: Revenue support for 2 years to research what is needed for business support in the circular economy

Outcomes:

10 jobs; £385k GVA

Entire Ask


K


Project K: WOE Circular Economy Business Support Services Market Failure (including why the private sector cannot resolve): There are two key market failures in the form of externalities associated with the project - waste and primary resource extraction. Development of the circular economy in the West of England (WoE) would help to mitigate both externalities by:

1. Reducing the degree of waste (through recycling and reuse) and, 2. Reducing the amount of primary material extracted (by utilising reprocessed

resources in new production). DEFRA has documented the market failure associated with the production of waste in their report ‘The Economics of Waste and Waste Policy’. In particular, the report states that failing to price in the environmental cost/benefit of generating waste leads to economically inefficient production and consumption patterns, and excess waste being produced. Likewise, resource extraction has been proven to contribute to carbon emissions (an environmental externality) and loss of biodiversity, both of which are not internalised in the pricing of material resources.

Rationale including alignment with strategic aims: This project comprises of revenue support to carry out mostly research into the Circular economy. The principles of the circular economy covers product leasing, re-use, remanufacture/refurbishment and product take-back and closed-loop recycling with the aim of reducing emissions and sustainable use of resources for suppliers. This work is aim at disseminating this information to businesses across all the LEP priority sectors in the WoE.

Market Failure: Failure to price environmental costs of resources /future pricing and no service based business models

Rationale: Research/business support into the circular economy (low carbon/sustainable) to provide suppliers with knowledge to be able to move into this area


Description of Intervention: Resource Futures has recently successfully trialled applying circular economic principles to an SME in the WoE area which led to the company concerned restoring it’s manufacturing base and adopting reuse and recycling principles into their business model. This Intervention for revenue funding would allow further research into what is needed for business support services in circular economy decision-making, targeted at Tier 1 and 2 supplier businesses based in the WoE area. The aim is to help them mitigate supply chain risks for key resources and reduce the environmental impact of their products. It will also disseminate best practice support from the national level to the WoE region. The funding is to conduct baseline research into what advice currently exists on the circular economy for businesses in the WoE now, identifying the required business support services, identifying existing and potential new businesses engaged in circular economy activities, sources of information, producing case studies for 3 businesses and then disseminating findings. Synergies with Other Interventions/Clusters: Avonmouth/Severnside Enterprise Area. Low carbon priority sector which will link into all other sectors

Outcomes including wider socio-economic benefits: The outcomes and benefits of the project are based on 2 years of the projects life. The wider benefits are the potential to lead businesses in the future to adopt this circular economy approach and reduce the use of primary resources, recycle, reduce waste etc which would have long term benefits for the environment and community.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 0 0 0 0 0 0 0

Revenue 60 60 0 0 0 0 120 Total 60 60 0 0 0 0 120



Overall Total 0 0 0 0 0 0 120

Intervention: Revenue support for 2 years to research what is needed for business support in circular economy

Outcome: 10 jobs £385k GVA


Source and Commitment of Match Funding: No match funding identified.

Delivery Issues, Key Milestones and State of Readiness: Most of the project is research into what business support services are required in this area over a relatively short timeframe – 2 years. The full business case will detail the programme for delivery and all detailed information on the project

Dependencies, Key Risks and Viability: During the funding period it is expected that businesses would get benefit from the research re production of case studies and the identification of support services available. The service after the funding timeframe would be dependent on the outcomes from the research regarding provision of appropriate advice. It is expected that going forward this service would be chargeable based on economic advantage to companies moving to a circular economy business model.



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Project L: Increasing Business Resource Efficiency across WoE

Owner: Rob Emony, GWE Business West Limited Promoter and partners: South Gloucestershire Council on behalf of WoE Unitary Authorities, GWE Business West Ltd Sector(s):Low Carbon Levers of Growth: Business Support

Market Failure: Organisations do not recognise the benefits of resource efficiency advice and support

Rationale: Resource efficiency advice and support reduces overhead costs and gains access to new markets

Intervention: Funding to cover environmental business support to SMEs

Outcomes:

17 jobs;

£1.7m GVA

Entire Ask


L


Project L: Increasing Business Resource Efficiency across WOE

Market Failure(including why the private sector cannot resolve): Organisations fail to act where the benefit of acting is not understood or cannot be recognised, typically through the lack of relevant information. Organisations often see ‘greening’ the business as a ‘nice to have’ or as an expensive alternative to business as usual. This results in a failure to act due to a lack of relevant information which is further exacerbated by an unwillingness to pay commercial rates for that information. By providing resource efficiency information through grant assisted projects aimed at helping organisations to go green but with a strong message focussing on the financial benefits, it provides the stimulus for action and investment thereby enabling organisations to benefit and grow.

Rationale including alignment with strategic aims: This project will develop the low carbon sector but will support the priority sectors of High tech, Aerospace and Advanced Engineering etc. Resource efficiency advice helps reduce overhead costs through reducing demand for electricity, gas and water and reducing volumes of waste. Reduction in utility demand or diversion of waste from landfill has a corresponding drop in CO2 output. The business saves money and also reduces its environmental impact. One to one advice can be tailored to need and has a greater impact than generic advice provided via the internet or in workshops. Improved resource efficiency and introduction of Environmental Management Systems helps the organisation enter new market sectors where ‘green’ credentials are a prerequisite. This project aligns with the following Thematic Objectives of the EU Structural Investment Fund (SIF): TO3: SME Competitiveness, specifically A6 Increasing growth capability TO4: Supporting the Low Carbon Economy, specifically A10 Adoption of technology TO6: Promoting resource efficiency, specifically A12 Environment as an enabler Description of Intervention: Interventions will cover funding for business support to SME’s to increase business process and management resource efficiency. Interventions will be on a one to one basis, held at an organisations premises and will typically focus on three areas:

Market Failure: Imperfect information - organisations fail to understand the full benefit of obtaining resource efficiency advice and are therefore reluctant to pay commercial

rates for the service.

Rationale: Resource efficiency advice and support reduces overhead costs and gains access to new markets

Intervention: Funding to cover environmental business support to SMEs


1. Capital Expenditure plans – to ensure that the organisation have taken whole life costs into account for any planned capital expenditure and haven’t simply chosen a product based on purchase price alone but have also taken into account running costs, disposal costs, hazardous product usage, waste etc. 2. Source of independent & trusted advice – organisations are often barraged with offers of help from suppliers and installers recommending their products and services. As a truly independent adviser, this project can offer trusted advice including payback periods and cost benefit analysis to organisations. Thereby helping organisations to prioritise actions. 3. Site walk around – an opportunity for the adviser to spot opportunities for resource efficiency that the organisation may have missed. The walk around also doubles as a environmental legislation compliance review, ensuring that the immediate environment is not unduly at risk, or that the organisation is not exposing itself to risk of prosecution.

Synergies with Other Interventions/Clusters: This project will support and enhance other funded projects such as Filwood Green Business Park by generating demand for organisations working in the Environmental Goods and Services sector. Existing networking and membership groups such as Low Carbon South West and SevernNet will be approached for assistance in promoting to their members and ensuring that the offer remains up to date with current technology and is appropriate for local organisations. Finally, it will feed in to Bristol Green Capital, ensuring that good news stories and case studies are available to promote the West of England area. Outcomes including wider socio-economic benefits:

Impact evidence collected from the Regional IYRE and Bristol Go Green projects, both of which successfully completed in early 2014, has provided us with an insight into the opportunities that can be realised from a Resource Efficiency project. Bristol Go Green delivered 30 gross jobs created and approximately £3m gross GVA increase from an investment of £360,000. The Regional IYRE project provided approximately 350 gross jobs created and £16m GVA increase from an investment of £7m. There is currently an external, independent verification of the actual impacts from the Regional IYRE project being undertaken. Therefore, we are able to predict with reasonable confidence that an investment of £480,000 will generate 40 gross new jobs and £4m gross GVA increase. Project will generate 17 net jobs and £1.7m net GVA equivalent. This project will also strengthen the South West commitment to becoming a low carbon economy, increase demand for the Low Carbon supply chain and promote Bristol Green Capital. Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 0 0 0 0 0 0 0 Revenue 40 40 40 40 40 40 240 Total 40 40 40 40 40 40 240

Public Match 40 40 40 40 40 40 240


Overall Total 80 80 80 80 80 80 480



Source and Commitment of Match Funding: No match funding has been secured to date, however, Business West have significant experience in funding models and would like to offer the most practicable solution depending on timing of the project start date. For example, a small grant offer to organisations could be included within the project bringing in a modest amount of private match. In addition, we could work alongside organisations applying for Regional Growth Fund ‘Going For Growth’ funding, a match model that has been accepted for similar projects in the past. Finally, central Government funding is expected to be available and there are links to EU SIF. Please note that no potential sources of match funding have yet been approached.

Delivery Issues, Key Milestones and State of Readiness: Due to the nature of a Resource Efficiency project, it can be as flexible in terms of start and completion dates as the funding stream requires. For example, the expenditure plan outlined above demonstrates a six year project delivered by a single advisor. In this scenario, GVA increase and job creation would be spread evenly across the full term. If it would be advantageous to achieve the outputs in a shorter timescale, the number of advisers could be doubled and the delivery period halved. The IYRE projects have demonstrated that the demand for Resource Efficiency advice exists within the West of England LEP area; it is the funding for these projects that is the limiting factor.

Dependencies, Key Risks and Viability: The IYRE projects have demonstrated that resource efficiency projects are able to deliver significant GVA growth, new jobs and carbon savings. This is a viable project proposal. A key risk to the project is timing and availability of suitable match at the time when the project is required to run. In addition, without match confirmed, this project may be unviable if an open tender process is followed. In which case, a commissioned approach would allow for match to be recognised and imposed upon the project. What Success will look like:


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Project M: Bristol Channel Tidal Energy Test Bed (feasibility study)

Owner: Bill Eldrich, Bristol City Council

Promoter and partners: Severn Energy

Sector(s): Low Carbon, High tech Industries, Renewable Energy, Construction & Development

Market Failure: Capital intensive

/significant planning, development &

operating costs, high risks long timescale

projects

Rationale: Supports priority

sectors of Low Carbon and High Tech Industries

Intervention: Governance &

feasibility/Scoping study into Lagoon

sites

Outcomes: Feasibility Study 1st

Stage

Entire Ask


M


Project: Bristol Channel Tidal Energy Test Bed (feasibility study) Market Failure (including why the private sector cannot resolve): Market failure is due to the capital intensity of Offshore Renewable projects that also require significant planning and development and operating costs and are also high risk projects (mainly due to the location issues -near-shore environment) and take a long time to deliver. The Governments policy on Energy projects is for the private sector to bring forward proposals under the new Electricity Market Reform. However issues with this particular part of the sector are well recognised including Tidal range, and where developers have done studies they have been inadequate and have caused potential blight to development such as Hafren Power proposal.

Rationale including alignment with strategic aims: This project comprises of a smaller scale approach to tidal energy provision and a phase approach to feasibility to test options. Strong links to other projects in this cluster, testing outcomes and potential, and supports the key priority sectors of Low Carbon and High Tech industries.

Description of Intervention: Interventions will cover the governance & Feasibility stage to scope possible tidal lagoon site. This would be followed by a 1st energy project development – a small scale demo/testing at Bristol Port, 1st Energy project (DBFP) of 250-300 MW lagoon and 500-750 MW lagoon and a Multi Project Roll Out. DBFP is the private sector Design, Build, Finance and Operate process.

Market Failure: Capital intensive /significant planning, development & operating costs, high risks long timescale projects

Rationale: Supports priority sectors of Low Carbon and High tech Industries

Intervention: Governance & Feasibility/Scoping study into lagoon sites


Synergies with Other Interventions/Clusters: Links well with the other tidal energy projects in this Low Carbon cluster and with the growth/support strategies for the high tech industries in the WOE.

Outcomes including wider socio-economic benefits: A feasibility/scoping study identifying options for potential further investment with a phased approach to gain buy in to the process/preferred option(s).


Revenue 300 0 0 0 0 0 300

Total 300 0 0 0 0 0 300

Public Match 50 0 0 0 0 0 50


Overall Total 300 0 0 0 0 0 350

Source and Commitment of Match Funding: £50-80k from Bristol City Council for the scoping study and demonstration tidal range scheme at Bristol Port. Potential future funding from Bristol Port and Cardiff City Council.

Outcome: Study


Delivery Issues, Key Milestones and State of Readiness: Funding for scoping study and setting up governance arrangements, based on outcomes there would need to be more funding allocated for the shortlisted options from this initial work (to be assessed in more detail) (£3-6m). Procurement/agreements for delivery by the private sector on any options for implementation will be required. Feasibility/Scoping Study in 2014/15. 1st Energy Demo project 2015/16. 1st Energy Project (DBFO build 2016-20 and 2020-2050 operating 2018-2025 Multi project rollout. The programme for the study and demo project is challenging but would be accelerated with LEP support.

Dependencies, Key Risks and Viability: Linkages to Welsh scheme, i.e. Swansea Bay Tidal Lagoon. Specialist expertise and Severn estuary are unique opportunities in WOE £300k is a conservative allowance for 1st stage. Optioneering is required as a deliverable from the Study. The feasibility study may not guarantee a suitable option or fundable option.



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Project N: Advanced Technology Centre (GKN Aerospace – Filton)

Owner: John Pritchard, GKN

Promoter and partners: GKN

Sector(s): Aerospace & Advanced Engineering Levers of Growth: Skills

Market Failure: Magnitude/long duration of investment required to develop & deliver new technologies & requires collaboration /projects diversity/increasing competition

Rationale: A LEP Aerospace & Advanced Engineering priority sector project cross cutting many other sectors and themes and in a target growth area at Filton EA

Intervention: Advance Technology Centre

Outcomes:

900 jobs; £39m GVA

Entire Ask


N


Project N: Advance Technology Centre

Market Failure (including why the private sector cannot resolve): The magnitude and long duration of investment required to develop and deliver new technologies in this sector are considered too substantial for the industry to take on alone. This projects scope and diversity supporting industry, skills and the supply chain would benefit from government involvement to deliver successfully. Increasing competition for existing and emerging markets often government supported is also increasing pressure to develop competitive advantage

Rationale including alignment with strategic aims: This project is in the Aerospace and Advanced Engineering sector, a priority sector of the LEP and it also clusters with the Low Carbon and high technology sectors. It will also support the cross cutting themes of Skills, Place and Infrastructure and Business Support and is in a LEP targeted growth area in the Filton Enterprise Area. The project will target all the key issues facing this industry such as the stringent environmental targets and reduced fuel consumption of aircraft.

Description of Intervention: The establishment of an Advanced Technology Centre at Filton, through the refurbishment of an existing building to be used to develop and industrialise different technologies, for collaborating and partnership creation, skills and education, supply chain development etc. Programmes and projects will involve more than 1 partner organisation and will involve IP sharing and aim to satisfy emerging client needs through creating innovative value added technology in collaboration with partner organisations. The ATC outline business case would need to be re-shaped in support of the i-Aero (Innovation Aerospace campus) in the Cribbs Patchway neighbourhood should this lift off. As part of i-Aero, it is envisaged GKN would wish to continue to rejuvenate the existing building to support technology development but also complement this with a new technology facility on the old airfield. The rejuvenated facility would then become

Market Failure: Magnitude/long duration of investment required to develop & deliver new technologies & requires collaboration/projects diversity & increasing competition

Rationale: A LEP Aerospace & Advanced Engineering priority sector project cross cutting many other sectors and themes and in a target growth area at Filton EA

Intervention: Advanced Technology Centre


focussed purely on Additive Manufacture. The new facility would become the hub for all other ATC activities. This would be considered via the Full Business Case.

Synergies with Other Interventions/Clusters: This project has strong synergies with other projects and clusters in the LEPs priority sectors and areas such as the High Tech and Low Carbon sectors and clusters and the National Composite Centre work at Emersons Green.

Outcomes including wider socio-economic benefits: Equipment £11m over 5 years, facility Refurbishment budget £6.8-10m, programme costs £4.3m over 5 years and skills and supply chain development £1.4m over 5 years. 900 jobs will be created over 7 years. £39m GVA is based on the evidenced sector average per job. Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 7,200 7,200 2,200 2,200 2,200 0 21,000

Revenue 1,000 1,100 1,200 1,200 1,200 0 5,700

Total 8,200 8,300 3,400 3,400 3,400 0 26,700


Private Match 2,825 2,860 1,171 1,171 1,171 0 9,200

Overall Total 11,025 11,160 4,571 4,571 4,571 0 35,900

Source and Commitment of Match Funding: GKN are identified as a potential match funder – to be further determined in Full Business Case.



Delivery Issues, Key Milestones and State of Readiness: The provision of the existing site and facility does mean potentially better value for money for this than a new build project on a site outside of GKN ownership. 18 months to design procure and refurbish the building is considered optimistic. The Full Business Case will detail the programme for delivery and detailed design/cost/procurement information as well as value for money (VFM) calculation Capital delivery start 15/16 Dependencies, Key Risks and Viability: State of the existing building to be refurbished needs to be considered to ensure viable solution to delivery of the Centre. Alternatives such as lease or new build to be considered. Delivery of the scheme is dependant on the delivery of the ‘building’ facility. State aid compliance Dependent on GKN building Confirmation that this proposal builds on/complements the National Composites Centre (NCC). What Success will look like:


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Project O: Virtual Growth Hub

Owner: Simon Young, WEAF Promoter and partners: WEAF, Micro-electronics iNet, Environmental iNet, Creative iNet, EEF,SEMTA, ADS, SWMAS Sector(s): Aerospace & Advanced Engineering, High Tech Industries, Low Carbon Creative & Digital Sectors Levers of Growth: Skills, Business Support

Outcomes: 120 jobs;

£10.5m GVA

Entire Ask


O

Market Failure: Unlock competitive or productive potential, SMEs access to cutting edge knowledge exchange & weakness in supply chain

Rationale: Business Support and skills development across Aerospace & Advanced Engineering, High Tech Industries, Creative and Low Carbon priority sectors

Intervention: A virtual hub for business support


Project O: Virtual Growth Hub Market Failure (including why the private sector cannot resolve): This project will unlock the competitive or productive potential that would not be achieved by the market alone. It is difficult for the SMEs in this sector to access cutting edge knowledge exchange that drives competitive advantage. There is also a weakness in the supply chain in this sector.

Rationale including alignment with strategic aims: A virtual hub to support business in particular SMEs and skills development across the Aerospace and Advanced Engineering, High Tech Industries, Creative and Low Carbon priority sectors

Description of Intervention: A virtual hub to deliver a project geared to supporting SMEs in the supply chains in the Aerospace and Advanced Engineering, High Tech Industries, Low Carbon and Creative & Digital Sectors, focusing on technology development through innovation vouchers and practical in company direct action support. Also up-skilling the workforce. The project geographically covers the whole South West of England (except Cornwall), collaboration cross LEPs to maintain supply chain & competitive advantage of South West Aerospace. Costs relate to activities for the West of England area.

Market Failure: Unlock competitive or productive potential, SMEs access to cutting edge knowledge exchange & weakness in the supply chain

Rationale: Business Support and skills development across Aerospace & Advanced Engineering, High Tech Industries, Creative and Low Carbon priority sectors

Intervention: A virtual hub for business support


Synergies with Other Interventions/Clusters: This project has synergies with many of the projects in the high tech industries and Aerospace and Advanced engineering business support sectors, such as the iNets project.

Outcomes including wider socio-economic benefits: Based on a target 450 businesses assisted the job growth is predicted at 120 and £10.5m GVA


Revenue 0 2,000 2,000 2,000 0 0 6,000 Total 0 2,000 2,000 2,000 0 0 6,000


Private Match 0 2,000 2,000 2,000 0 0 6,000

Overall Total 0 4,000 4,000 4,000 0 0 12,000 Source and Commitment of Match Funding: £1m for business Development and £1m for skills per year over 3 years for West of England area only. 50% private sector match funding required and will be tested at full business case stage.

Outcome: 120 jobs £10.5m GVA


Delivery Issues, Key Milestones and State of Readiness: 3 years of revenue funding sought from 16/17. Key milestones: subject to confirmation of LGF; agreement of LEP’s; Business Support Voucher scheme; direct business support; no building required; existing capacity so able to progress with no delay.

Dependencies, Key Risks and Viability: Value for money by combining business support with skills provision – dependant on partnership/cross LEP project. Strong project management through the assurance framework will be required to mitigate the complexity.



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Project P : Composite Bridge Construction

Owner: Kathryn Vowles – Balfour Beatty Promoter and partners: South Gloucestershire Council, Balfour Beatty, Parsons Brinckerhoff, University of Bath, University of Bristol, National Composites Centre Sector(s): Aerospace & Advanced Engineering, Construction & Development, Low Carbon Levers of growth: Skills, Inward Investment and Place & Infrastructure

Market Failure: Lack of design standard, unable to prove economic benefits due to lack of projects & procurement issues

Rationale: LEP priority sectors such as Aerospace & Advanced Engineering, High Tech industries, Low Carbon and Construction & Development as well as linking priority growth areas

Intervention: Development of a standard for composites structures and bridge demonstration project

Outcomes:

100 jobs; £6m GVA

Entire Ask


P


Project P: Advanced Composites for Transport Infrastructure Bridge Construction Market Failure (including why the private sector cannot resolve): Market failure is seen as being from:

- A lack of current design standards for structural design in advanced composites. Some work at European level is progressing but slowly and with no outcomes to date. This causes clients issues with technical approval and confidence.

- Economics – the whole life cost of composites once replicated due to economies of scale and not just based on lowest capital costs and one off structures are expected to deliver value for money but until projects are delivered this is unproven

- Procurement – advanced composites are not to date a traditional building method so a contractor looking to cost a project will want to deliver the most cost effective solution within the parameters specified by the client. Unless specified by the client and incorporated in early design, composites are unlikely to be used. Using advanced materials in new bridge construction or replacement sections over existing transport infrastructure could limit whole project costs due to minimising disruption to traffic flows through off site component part manufacture. However, lack of industry awareness may limit the use of composites in construction. An exemplar project will help promote the lightweight, high strength, low corrosion benefits of advanced composites.

Rationale including alignment with strategic aims: This project is part of a number of LEP priority sectors such as Aerospace and Advanced Engineering, High Tech Industries, Low Carbon as well as Construction and Development, and cross cuts with a number of levers of growth such as Skills, Inward Investment and Place and Infrastructure. It is also a project that helps link priority growth areas Filton and Emersons Green Enterprise Areas. It will secure green travel along this route reducing emissions and congestion, improving the environment and potentially making this area more attractive to new businesses. It could also minimise disruption to existing transport networks due to the ability for off-site manufacture of structures.

Market Failure: Lack of design standard, unable to prove economic benefits due to lack of projects & procurement issues

Rationale: Project part of a number of LEP priority sectors such as Aerospace & Advanced Engineering, high Tech industries, Low Carbon and Construction &

Development as well as linking priority growth areas


Description of Intervention: Intervention is for the development of a practical standard for composite structures, construction of a ‘composite’ bridge structure on the A4174 ring road pinch point at Bromley Heath, part of South Gloucestershire’s cycle routes linking the Filton and Emersons Green EA’s and Bristol Parkway Station and research into the scalability and replicability within other WoE locations. The existing bridge can’t be widened so a new lightweight cantilevered section of the bridge would be built in composites and then the design used for other future projects. The aim is also to get composites more widely used in the construction sector and bring cost benefits to projects and potential roll out of the use of composite materials. Other similar sites are being considered and will be fully evaluated within the Full Business Case. This will provide the opportunity to both showcase the technology and techniques and provide an important connection within a growth area. In order to develop viable composite bridge structures, there will be a need to develop appropriate design, manufacturing and assembly techniques, accompanied by the entire assurance framework to underpin design certification/regulatory approvals Synergies with Other Interventions/Clusters: Links with work being carried out in many other sector clusters including the National Composites Centre work and that of the Advanced Manufacturing Sector Group. It has potential to roll out this use of composite materials. Understanding lower cost rapid prototyping, opportunities for automated manufacture and construction of large-scale advanced composites parts is a challenge that all sectors including aerospace and renewables face. The project would also provide a link as a low carbon output for the area, both in physical form and intellectual capital, as a follow up from Bristol Green Capital. Outcomes including wider socio-economic benefits: 100 jobs and £6m GVA are estimated for this project, considering the opportunity for research, the development of technical skills and services, specialist construction skills and manufacturing. This project will benefit the community and commuters by linking Filton and Emersons Green EA’s. It will support cycling provision and help reduce congestion and carbon emissions.


Revenue 250 250 0 0 0 0 500 Total 500 500 0 0 0 0 1,000



Overall Total 500 500 0 0 0 0 1,000

Intervention: Development of a standard for composites structures and bridge demo project



Source and Commitment of Match Funding: Match funding options for the demonstration project element of work at the Bromley Heath Bridge are being reviewed. The total Cycle Ambition scheme has an indicative cost of £1.9m, with funding sources in the process of being identified and confirmed. We propose reviewing the options to use this, in conjunction with other transport related funding pots, to provide match funding for this project. Other sites are also being considered, where match funding would be in place (identified for a traditional bridge). Once the potential sites have been fully considered, the match funding can be confirmed. Delivery Issues, Key Milestones and State of Readiness: The project is expected to be developed and delivered within 2 years 2015-2017 and for the level of investment seems to deliver the potential for significant growth in this area and to provide good value for money. Readiness is demonstrated through the preparatory work carried out to date, and ongoing workshops with the team members. The Full Business Case will detail the programme for delivery and detailed design/cost/procurement information. Capital delivery start 15/16

Dependencies, Key Risks and Viability: Planning process and consents. Procurement of Contractors to deliver demonstration scheme. Manufacturing facility to build demonstration bridge to be confirmed at Full Business Case. One of the first stages of Full Business Case development will be establishing links with local manufacturing contractors who could manufacture the bridge or elements, some have already been identified.



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Project Q: National Composites Centre

Owner: Graham Harrison, National Composites Centre Promoter and partners: National Composites Centre Sector(s): Aerospace & Advanced Engineering, High Tech Industries, Low Carbon Levers of Growth: Skills, Business Support

Market Failure: Lack of R&D investment & failure to exploit emerging markets

Rationale: part of the LEPs priority sectors /cluster of Aerospace & Advanced Engineering /high tech and low carbon industries & in the EA priority growth area

Intervention: Suggested new Thermo-plastic and Resin Transfer moulding capability, New Building, Simulation Suite and skills programme

Outcomes:


Entire Ask


Q


Project Q: National Composites Centre

Market Failure (including why the private sector cannot resolve): UK spends approximately 50% less on R&D than it competitors and this has led to a failure to exploit emerging markets - identified as the main reason for market failure As the UK Government has already supported these ‘Catapult’ centres this suggests that this failure has already been identified and that centres like the National Composites Centre (NCC) recognised as requiring public funding support. The areas of the work identified for this intervention is also in the areas where the use of composites has been limited to date. Further investment in the NCC will serve to reinforce the already proven model, providing for adaptations to suit specific local needs, and therefore enhancing the strength of the region’s Composite manufacturing capability. This will generate further organic growth and attract inward investment to the region.

Rationale including alignment with strategic aims: This project will focus on high volume technologies, advanced simulation and design, skills and training in the advanced engineering sector of composites which supports the LEPs priority sectors and will be based at Emersons Green Enterprise Area a priority growth area.

A number of significant Catapult-related potential developments have been proposed since the NCC first responded to the ESIF and SEP consultations. If these materialise, they could attract significant additional funds into the West of England. What is clear is that the NCC has a need for West of England LEP support albeit the final shape will only be fully apparent in the late summer of 2014 (see below). Description of Intervention:

NCC Funding Areas: 1. Complete building adaptations of Phase 1 & 2 to suit specialist training purposes, including facilitation of open-access learning = £500k (15/16).

2. Enhance equipment and capability of hydraulic Press ‘Village’, resin transfer and liquid resin processing facilities= £3,000k (15/16).

3. Simulation opportunities = £750k (15/16). Please note, NCC is engaged with the BIS e-Infrastructure review which will report back later this year and may. supplement investments and capability in this area. It is difficult to describe NCC’s business plan before this is published.

Market Failure: Lack of R&D investment & Failure to exploit emerging markets

Rationale: A project that is part of the LEPs priority sectors /cluster of Aerospace & Advanced Engineering /high tech and low carbon industries & in the EA priority growth

area

Intervention: Suggested New Thermo-plastic and Resin Transfer moulding capability, New Building, Simulation Suite and skills programme

Strategic Economic Plan – Outline Business Case 4. Employ and Train 24 adult apprentices = £750k (15/16), £750k (16/17). The LEP funding requested would work by providing the opportunity to take on two intakes of 12 adults on the new HVMC Trailblazer Apprenticeship. This is likely to be a 3 year programme using a common HVMC core with a specialist Composites Pathway. Costs include initial employment of trainees and course fees ahead of their subsequent recruitment by regional SME and Supply Chain companies; this is based on a recognised ‘over-training’ model carried out elsewhere in the HVM Catapult.

Please note, there is likely to be an imminent announcement of the UKCES’ Employer Ownership of Skills Round 2 Pilot competition. NCC has bid with HVM Catapult partners to establish a skills delivery programme to support the growth of High Value Manufacturing Technologies. This focuses on re-skilling and up-skilling of adults to reflect the shortage of skilled personnel in the composites industry and would provide complimentary training.

5. Knowledge Exchange building = £5,000k (16/17) to provide space for: • Collaborative Innovation and Knowledge Capture involving partnerships of

academia and industry working rapidly through TRL stages. • Composite Manufacturing Incubation providing expert business mentoring and

support to secure jobs locally; it would seek to utilise SETsquared’s expertise in this area (In 2016, the NCC - as part of the HVM Catapult - will bid to establish a north west European hub in the EU’s flagship Knowledge Innovation Community in High Value Added Manufacturing (worth 50m euros pa).

Please note, the High Value Manufacturing Catapult is currently looking at wider skills and training issues. Again, details of what this might mean will be known later in the year.

6. Time-limited revenue for business development costs which would bring additional investment and international links into the WoE from EU research programmes and companies across the UK and Europe. Synergies with Other Interventions/Clusters: Links with many other projects in the High Tech, Low Carbon and Aerospace & Advanced Engineering Sectors such as the Composites Bridge project, tidal energy test bed, and innovation in composites for marine energy.

Outcomes including wider socio-economic benefits:

150 jobs and £10.5m GVA are outcomes expected from this project. Probably realistic but need to consider this is light of the NCC’s role within the rapidly evolving Catapult technology, skills and e-infrastructure plans. Long term benefits can be seen to be from reduced use of resources for manufacturing products and reduced fuel consumption and emissions.

Based on existing evidence. The NCC has created 140 FTEs and expects to be circa. 200 at the end of 2014. Member companies have also created or safeguarded around 100 FTEs. The expenditure with businesses in the wider South West region has indirectly supported an estimated 70 FTEs and, at the end of December 2013, the NCC had generated £31.2m of gross value added and, subject to meeting their business plan, this will rise to £51.6m by the end 2014.

Outcome: 150 jobs £10.2m GVA

Strategic Economic Plan – Outline Business Case Cost (£000s): 15/16 16/17 17/18 18/1 19/20 20/21 Total Capital 2,200 2,100 2,100 0 0 0 6,400

Revenue 500 550 550 0 0 0 1,600 Total 2,700 2,650 2,650 0 0 0 8,000

Public Match 2,700 2,650 2,650 0 0 0 8000


Overall Total 5,400 5,300 5,300 0 0 0 16,000

Source and Commitment of Match Funding: £8m LEP funding which will be matched with a similar amount of Catapult public sector match. The costs of £16m total include capital spend of £6.4m. Delivery Issues, Key Milestones and State of Readiness: 3 year project starting in 2015.

£3m Equipment and £0.5m of enhancement to the current building for skills purposes is being sought. A new building is likely to be required in 2016-17. Size and design for the building to be detailed in Full Business Case.

In addition, NCC’s business plan includes a NCC Training and Skills prospectus. Preparing expansion by doubling size of facilities as a reaction to the increased demand of the region’s industrial base and to enable wider sector take up, i.e. automotive, renewables, construction, oil and gas, rail, etc.

The Full Business Case will detail the programme for delivery and detailed design/cost/procurement information. Capital delivery starts 15/16. Dependencies, Key Risks and Viability: This project does not overlap or duplicate with some of the other interventions. The impending Catapult skills funding could build on current provision and establish the WoE as a spoke in a major national initiative. Any requirements for land acquisition/land agreements will be detailed in the Full Business Case.

The assurance framework and on-going programme management will mitigate the risks. What Success will look like:


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Project R: Engine Shed Phase 2

Owner: Neil Bradshaw, University of Bristol

Promoter and partners: University of Bristol

Sector(s): Creative & Digital Sector cross cutting High Tech Industries Levers of growth: skills, business support and located in Temple Quarter Enterprise Zone

Outcomes: 1,000 jobs, £59m GVA

Entire Ask


Intervention: Incubation & Grow on space, demonstration space for broadband test bed platform and education space

Rationale: Targets business support /growth and skills & training in LEP priority sectors in a priority growth area

Market Failure: No private sector provision for this in West of England (WOE)

R


Project R: Engine Shed Phase 2 Market Failure (including why the private sector cannot resolve): No private sector provision of these types of services and facilities exist in the WE area with the specialist support offered. The University of Bristol have already invested into the phase 1 project and these costs cannot be recovered through normal operational revenues. The University will continue to invest £200k per annum in services and specialist staff focused on business acceleration.

Rationale including alignment with strategic aims: This project comprises the provision of more incubation and grow-on space to deliver business support growth and skills & training in the LEP’s priority sectors of Creative & Digital and High Tech industries and in the priority location of the Temple Quarter Enterprise Zone.

Description of Intervention: Interventions will be for more incubation and grow on space for High Tech companies under the SETsquared model, demonstration/project development space and equipment as a node on the citywide broadband testbed platform, collaborative project space and education space 16-30 age group for Design/innovation and creative technologies within the existing Engine Shed Building within Temple Quarter Enterprise Zone. The Engine Shed phase 2 will operate on a not for profit basis.

Market Failure: No private sector provision for this in WE

Rationale: Targets business support/growth and skills & training in LEP priority sectors in a priority growth area

Intervention: Incubation & Grow on space, demonstration space for broadband testbed platform and education space


Synergies with Other Interventions/Clusters: Broadband testbed project, CreaTech – Creative Industries & High Tech Industries

Outcomes including wider socio-economic benefits: 1000 jobs and £59m GVA estimated outcomes based on existing business model evidence.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 600 700 700 800 900 1,300 5,000

Revenue 0 0 0 0 0 0 0 Total 600 700 700 800 900 1,300 5,000

Public Match 200 200 200 200 200 200 1,200 Private Match 640 780 780 920 1,060 1,620 5,800

Overall Total 1,440 1,680 1,680 1,920 2,160 3,120 12,000

Source and Commitment of Match Funding: Match funding from University of Bristol and private sector development partners.

Outcome: 1,000 jobs; £59m GVA


Delivery Issues, Key Milestones and State of Readiness: The full business case will detail the programme for delivery and detailed design/cost/procurement information. Capital delivery start 15/16.

Dependencies, Key Risks and Viability: This project is dependent on the new build element for viability. Risks associated with this are developing on a site next to Temple Meads Station (listed building) although phase 1 completed successfully and structuring an appropriate Partnership agreement with private sector development partners.



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Project S: Bristol’s CreaTech City

Owner: Paul Appleby, Bristol Media CIC

Promoter and partners: Bristol Media CIC

Sector(s): Creative & Digital Levers of growth: Business Support, Inward Investment

Rationale: LEP priority sector Creative & Digital Industry & based at the Temple Quarter Enterprise Zone

Market Failure: The market is not able to produce an effective centre, diverse workforce, pathways to sustainable careers & fast increase in digital content with a centralist approach owned by a single company

Intervention: A virtual collaboration centre and expert supporting body to develop collaborative working and skills

Outcomes: 230 jobs, £4.5m GVA

Entire Ask


S


Project S: Bristol’s CreaTech City Market Failure (including why the private sector cannot resolve): The Bristol Temple Quarter Enterprise Zone (TQEZ) is 1 of only 4 with a Creative Industry remit. Its success is dependent on the surrounding Creative & Technological (CreaTech) ecology, which is extraordinarily strong in central Bristol within an area termed “The Unsquare Mile” which includes, BBC, IBM, Watershed, Aardman, both universities and a myriad of creative companies. The market failure is in the limited ability of these individual entities to form innovative collaborations that drive progress in the CreaTech space, and thus creates a requirement for a facilitative project to align strategies and company investment, design projects, skills development and workforce diversity and deliver the growth rates pioneered through the fusion of creative and technology in Brighton. The CreaTech sector has an ongoing failure in developing diversity in the workforce, shortages of talent in specific, key technologies, and the development of effective learning pathways through HE, FE and apprenticeship programmes. Educational systems are unable to keep pace with the speed of change in digital industries, and require a new, combined approach to learning and talent development. The booming market for digital content globally creates an opportunity cost for UK companies in not being able to form CreaTech teams, form R&D collaborations with other partners across the cultural and technology economies, or test proof-of-concept models ahead of the market. These will all be enabled by CreaTech City and other projects within the SEP such as Terabit West, which will develop the ecology around the Enterprise Zone. Rationale including alignment with strategic aims: This project extends the existing business development activity of Bristol Media CIC, one of the country’s foremost place-based industry organisations, and will link with other public-sector and LEP activities, including the LEP Skills Team, through the Creative Skills Hub, the SME group, the Cultural Strategy and the Inward Investment service. The LEP has identified Creative & Digital as a priority sector, and its alignment with the others – primarily high-tech and low-carbon – fosters the development of expert collaborations. In the ecology stimulated by CreaTech City, SME growth and skills development form a virtuous circle, with the Enterprise Zone the place for developing new working practices within both existing tenants and newcomers, placed at the heart of the Unsquare Mile.

Market Failure: The market is not able to produce an effective centre, diverse workforce, pathways to sustainable careers & fast increase to digital content with a

centralist approach owned by a single company

Rationale: LEP priority sector Creative & Digital Industry & based at the Temple Quarter Enterprise Zone


Description of Intervention: Developing new projects, capturing and disseminating the learning, and forming a globally-attractive proposition requires expert facilitation, supported by an intervention fund. Such is the established strength of the companies, venues, universities and public-sector bodies within the Unsquare Mile that no capital investment is required – this is ready to go, and start creating jobs and growth. The costs are for 1 expert industry broker, a project Manager, admin support and operating costs of the co-ordinating hub of £150k per annum, plus an operating production budget of £750k per annum to co-finance projects, estimated as 5 at £100k each and 10 at £25k each. Financial support would be delivered within the ground-rules established for current projects such as the West of England Growth Fund, but would also look to develop new models more sensitive to the requirements of CreaTech microbusinesses, most of which operate in a freelance economy with a staff of less than 10. Synergies with Other Interventions/Clusters: CreaTech City sits at the heart of a set of creative & technology interventions across the LEP area, which will interlink, and produces increased impact through synergy. Whilst there is no requirement for a new building to deliver the project, it will benefit from the expansion of The Engine Shed within the Enterprise Zone. Both will tap into the Terabit West project, providing a superfact R&D network for innovative projects ahead of the commercial technology curve. The 2 projects within the Bath City Riverside Enterprise area – Craneworks and Innovation Quay both require the construction of new CreaTech facilities, in order to reach the same status as exists in Bristol, and the working practices developed within CreaTech City will be applicable within those projects once they are in delivery phase. NESTA has identified Bristol & Bath as 2 of the UKs top 10 creative cities – these new centres as just 12 minutes apart by train. Underpinning the development of Creative Industries is the Cultural Infrastructure programme, which draws match-funding from Arts Council of England. The project also aligns with the support for SMEs in the SME growth Fund, iNet development, and the overall Skills programme. It is central to developing TQEZ as a national centre for the creative/digital industries. Outcomes including wider socio-economic benefits:

The 5 year project is targeted at delivering 230 jobs and £4.5m GVA increase. These figures are based on a 2% uplift in overall sector activity, and provide an investment of £3,750,000 at a rate of £16,300 per job created. A key activity will be working with the Creative Skills Hub to develop diverse pathways into the creative industries, and thus increase the diversity of employees in the sector overall. Despite the efforts of national agencies such as Skillset, the diversity within the industry has actually fallen in recent years. The RED model from Plymouth University shows investment in the Creative Sector creates multiplier of 1.35-2.07 in FTE and 1.47-1.71 in GVA.

Intervention: A virtual collaboration centre and expert supporting body to develop collaborative working and skills


The development of models for increased digital literacy will be a defined outcome of the project, as will a greater understanding of the balance between the employed and freelance economies, and the definition of work through Annual Work Units (AWU), rather than Full Time Equivalent (FTE) which is more appropriate for the SME and microbusiness economy. Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 0 0 0 0 0 0 0 Revenue 900 900 900 900 900 0 4,500 Total 900 900 900 900 900 0 4,500 Public Match 250 250 500 500 500 0 2,000 Private Match 0 0 0 0 0 0 0 Overall Total 1,150 1,150 1,400 1,400 900 0 6,500 Source and Commitment of Match Funding: Match funding would be sought from each investment made, using the ground-rules established for the RGF-funded West of England Growth Fund, developed to produce a more attractive package for CreaTech microbusinesses, and covering SME support, Training and R&D. Delivery Issues, Key Milestones and State of Readiness: Delivery is based on 5 years of revenue funding of £150k per annum for staff and £750k for projects with 15 projects supported per annum. Projects would need to be identified to support and the broker expert sourced and appointed. The full business case will detail the programme for delivery and detail all staffing/cost information. Given the lack of a need for capital and construction, the project can start delivery in15/16. The expectation will be for a return on a “S-shaped” development curve, returning greatest value towards the end of the project. The project would be run in accordance with the Growth Fund arrangements

Dependencies, Key Risks and Viability: Quality of broker expert to be sourced and appointed and number of projects to be identified for support in accordance with the assurance framework, and this and the on-going programme management will mitigate the risks. What Success will look like: Increased jobs and GVA Increased productivity per capita Distribution of jobs by sector Share of employment in the knowledge economy Reduced unemployment Inward foreign investment Direct private investment in the area Business Start Ups Number of SMEs Enterprise survival rate Patents per capita R&D university investment

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Population with HE qualifications Population with level 2 or above IMD score Annual supply of new homes Accessibility by public transport Road traffic speeds Broadband coverage/usage Environmental resilience Reduced CO2 emissions Environmental and community improvement

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Project T: WOE Cultural Infrastructure Programme

Owner: Dick Penny, Managing Director, Watershed

Promoter and partners: Watershed, Arts Council

Sector(s): Creative & Digital industries

Outcomes:

625 jobs, £30m GVA

Entire Ask


Intervention: Buildings and Equipment to improve cultural offer in Bristol

Rationale: LEP priority sector Creative & Digital Media Industry and cross cutting Place & infrastructure, Inward investment and Tourism

Market Failure: : Old Buildings with high heritage value requiring regular investment and urgent retrofitting

T


Project T: WOE Cultural Infrastructure Programme Market Failure (including why the private sector cannot resolve): The market failure is seen to be in the under investment historically in the WE cultural offer which has left some high heritage value buildings needing urgent retrofitting and investment to bring them up to date and fit for purpose and capable of delivering a world class offer. Regular investment is also required to sustain an attractive infrastructure for cultural facilities. Retrofitting is also required to bring the buildings up to 21st Century digital and low carbon standards and make the buildings, equipment and operations more sustainable.

Rationale including alignment with strategic aims: This project comprises of a Not For Profit project to deliver buildings and equipment in the WE region which has historically been under invested compared to other English core city regions. It will support the development of the cultural centre in this LEP priority sector and priority growth area. It will also link with low carbon and green technologies by supporting the inclusion of elements from these growth sectors into the high profile public buildings created by the investment. A world class cultural offer is seen as essential to underpin a strong creative business economy and to enhance the quality of life capital that is a unique selling point of the WE.

Description of Intervention: Interventions are for buildings and equipment investment to support the development of the cultural centres to attract talent and focus cluster development, develop efficiency and sustainability of the cultural organisations and make the cultural attractions in WoE fit for purpose. One possible project, The Bristol Old Vic (BOV), is the oldest working theatre in the country. The investment will complete its full redevelopment programme to include the historic Coopers Hall, Front of House & Studio. The Cultural Infrastructure Programme is part of a wider suite of interventions funded by others which includes the Cultural Destinations Bristol Bath Consortium Project.

Market Failure: Old Buildings with high heritage value requiring regular investment and urgent retrofitting

Rationale: LEP priority sector Creative & Digital Media Industry and cross cutting Place & infrastructure, Inward investment and Tourism

Intervention: Buildings and equipment to improve cultural offer in Bristol


Synergies with Other Interventions/Clusters: Creative and digital media and place & infrastructure.

Outcomes including wider socio-economic benefits: £30m GVA is based on the sector average of £48k per job. Investment in this sector is proven to bring growth in other areas and supports both business and a strong creative business economy, tourism bringing in additional visitors and talent retention and development etc.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 4,000 4,000 4,000 4,000 4,000 0 20,000 Revenue 0 0 0 0 0 0 0 Total 4,000 4,000 4,000 4,000 4,000 0 20,000 Public Match 4,000 4,000 4,000 4,000 4,000 0 20,000 Private Match 1,800 1,800 1,800 1,800 1,800 0 9,000 Overall Total 9,800 9,800 9,800 9,800 9,800 0 49,000 Source and Commitment of Match Funding: £29m match funding identified. ACE (Arts Council England) match funding is assumed to cover most of the public match. Bristol Old Vic Phase 2 total cost £12m has confirmed ACE funding of £5m + £1m Local Authority funding.

Outcome: 625 jobs £30m GVA


Delivery Issues, Key Milestones and State of Readiness: Several projects ready to start – details of all the projects to be detailed in Full Business Case. BOV Phase 2 of 2 is expected to be in a position to start on site in 2015. Planning permission and Listed Buildings consent was granted in February 2014. Capacity track record of delivering BOV Phase 1 Main Theatre and Technical Areas March 2011 to August 2012 total value £11.3m on schedule and on budget. The Full Business Case will detail the programme for delivery and detailed design/cost/procurement information. Capital delivery start 15/16.

Dependencies, Key Risks and Viability: Partnership with the Arts Council England (ACE). Details of the projects ready to start required and actual programme status. Risks associated with each project will need to be reviewed in accordance with risk register. The assurance framework and on-going programme management will mitigate the risks.



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Project U: Craneworks

Owner: Doug Lauglen, Craneworks (part of Craneworks Development Team) Promoter and partners: Craneworks CIC, Bath Bridge CIC, Creative Bath, Bath Spa University, City of Bath College, Don Foster MP, Stuart MacDonald OBE Sector(s): Creative & Digital Media, Advanced Engineering/High Tech Industries, Business Support, Skills

Market Failure: Fragmented nature of the creative & high tech industries, shortage of skills, high cost of land & difficulty retaining skilled workforce

Rationale: Project that supports LEP priority sectors in a priority growth area and cross cuts the key themes in particular business support and skills

Intervention: 5500m2 space in converted crane sheds on South Quays site with open access advanced manufacturing/prototyping facility, a creative workspace, a film and digital media centre including 3 multi-use cinemas and an Art Space

Outcomes:


Entire Ask


U


Project U: Craneworks Market Failure (including why the private sector cannot resolve): Image size & lack of space for companies in Bath has led to talent leaving the area. The high cost of land and lack of space has led to companies having to leave to grow and the fragmented nature of the creative and high technology industries has meant there is nothing to meet their business needs cohesively. The private sector does not have the capital or resources to produce a project such as the Craneworks which addresses this fragmentation and brings together an umbrella facility for all the priority sectors Rationale including alignment with strategic aims: This project supports many of the LEPs priority sectors and themes and will be based in the Bath City Riverside Enterprise Area, a priority growth area. It directly supports the Creative and Digital Media/Arts sector as well as Advanced Engineering, High Tech industries and cross cuts with all the priority themes of Skills, Inward Investment, Place & Infrastructure and Business Support. It aims to engage the entire community, all ages and backgrounds and prioritise re-skilling and up-skilling the workforce, it will address the fragmented high tech and creative & digital sectors

Description of Intervention: Interventions will be for the conversion of the former crane sheds at South Quays into 5500 m2 of creative, inter-disciplinary multi-functional space to promote, support connect and grow business with the rest of the space on the 13,000m2 site used for office and residential. The Craneworks will be made up of an open access advanced manufacturing and prototyping facility, a creative workspace, a film and digital media centre including 3 multi-use cinemas and an Art Space for design exhibition and learning supported by office space, meeting rooms café/bar, IT lab etc open to the public. Synergies with Other Interventions/Clusters: This projects links with many of the other projects and clusters but in particular with the Bath Innovation project. It will develop and strengthen the cluster of priority sectors in this area in Bath. Meetings with senior council officials and relevant cabinet minister have been positive and encouraging. Proposed site is a top delivery priority as council wishes to bring

Market Failure: Fragmented nature of the creative & high tech industries, shortage of skills, high cost of land & difficulty retaining skilled people

Rationale: Project that supports LEP priority sectors in a priority growth area and cross cuts the key themes in particular business support and skills

Intervention: 5,500m2 space in converted crane sheds on South Quays site with open access advanced manufacturing/prototyping facility, a creative workspace, a film and digital media

centre including 3 multi-use cinemas and an Art Space


forward the development to retain high value firm (who are also supportive of the project on the site)

Outcomes including wider socio-economic benefits: This project addresses a number of key issues and links well with the ambition of regenerating this area in the Enterprise Area. As such it would bring about many wider socio-economic benefits for Bath and the surrounding area, reducing unemployment, but also addressing skills issues and the wider image of the city. The project teaches and supports hybrid skills and thinking vital to a future economy, fusing the creative, technical and manual. The fusion of creative and technical is the foundation of most of the worlds most successful companies. Making this a public function is ahead of the curve and crucial to future economic success. This project is also unique in acting as a unifying factor for the two universities (University of Bath via collaboration with the Innovation Centre), the local college, schools (via Dyson Foundation) and the community at large. The extended team brought together to work on this brings world class talent (based in Bath but working internationally) onto one large project for common good and builds substantial bridges across sectors and individuals providing a stronger community. Many local people do not know of the world class talent on their doorstep. This not only showcases it, but makes it tangible and approachable (being a world leading architect, engineer, designer, entrepreneur or artist will seem an attainable goal to the youth of Bath). Importantly, the skills, training, business and community aspects of the project are very important for the deprived areas of Bath. It is not common knowledge that Whiteway (Southdown Ward) is in the most deprived 1% in the country for Education, Skills and Training and West Twerton (Twerton ward) is in the most deprived 5% for Employment Deprivation. Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 1,800 2,250 4,450 0 0 0 8,500 Revenue 200 285 660 285 285 285 2,000 Total 2,000 2,535 5,110 285 285 285 10,500 Public Match 393 498 1,003 56 56 56 2,062 Private Match 1,179 1,494 3,011 168 168 168 6,188 Overall Total 3,572 4,527 9,124 509 509 509 18,750

Outcome: 287 jobs, £16.9m GVA


Source and Commitment of Match Funding: Other funders identified as NESTA, TSB, Nominet Trust, Dyson Foundation, Buro Happold Trust, Local Businesses etc. The Royal Society of Arts has provided seed funding for the Art Space. Match funding will be detailed in the Full Business Case Professional fundraiser on board with the team.

Delivery Issues, Key Milestones and State of Readiness: Business Plan April 2014 (key development team established and working groups creating plans for each component area with pro bono experts on board) Design proposals to be completed for full business case stage. Design and planning consent in Q1 2015 and completion in 2016 ambitious. Procurement of design team and contractors are likely to require OJEU procurement Procurement/state aid would need to be addressed to ensure European funding requirements are met. The full business case will detail the programme for delivery and detailed design/ cost/procurement information. Dependencies, Key Risks and Viability: Existing Crane sheds to be converted. Refurbishment higher risk generally than new build given issues with listed status of buildings and possible restrictions on design solutions. Construction costs £13.75m approx. £2,500/M2 - high and based on new build includes for design and other professional fees, planning and CIL fees, land acquisition costs. It should be noted that refurbishment is generally higher cost than new build. Existing buildings need to be surveyed. Need to clarify whether the site requires flood protection measures. Dependent on securing match funding of £8.25m The assurance framework and on-going project management will mitigate these risks. Experienced and committed developer in place who is supportive of Craneworks and in a position to deliver the project as part of the redevelopment of Bath Quays. What Success will look like:


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Project V: Bath Innovation

Owner: John Wilkinson, B&NES Council & Simon Bond, University of Bath Promoter and partners: University of Bath, B&NES Council Sector(s): Creative & Digital Media Industries, ICT, Finance & Professional Services Levers of Growth: Business support, skills, inward investment, place and infrastructure

Market Failure: No new offices in Bath in last 20 years, incubation facilities not assets, site not viable

Rationale: Need for more innovation space, modern business space and business support and catalyst for redevelopment of Bath’s Enterprise Area

Intervention: Mixed Use redevelopment of the Bath Quays Site and larger innovation centre for Bath

Outcomes:

7,000 jobs; £400m GVA

Entire Ask


V


Project V: Bath Innovation Market Failure (including why the private sector cannot resolve): No new Grade A offices have been provided by the private sector in Bath during the last 20 years, despite demand as evidenced in LSH office supply report in 2013. Incubation facilities are not assets and have substantial costs to deliver (Current Innovation Centre is heavily subsidised so not attractive to private sector). The North Quays site is not viable with this type of use, and the private sector if left to deliver would provide the more commercially attractive residential. Even with discounted land values the development still has a negative value and therefore needs public sector intervention.

Rationale including alignment with strategic aims: The existing Innovation Centre in Bath is at capacity and getting constant requests from new start-up companies for entry/space. Companies graduating from the Innovation Centre have to leave the area as there is insufficient grow on space. This project will expand the offer to an Innovation Campus with more space and business support programmes. The sectors to be supported are: Creative and Digital Media, Finance & Professional Services sector - a key sector requiring grade-A office space to grow, Low Carbon and High Tech sectors. Levers of Growth such as skills, inward investment, place & infrastructure and business support will also be supported and aligned with the priority growth area in the Bath City Riverside Enterprise Area.

Description of Intervention: Intervention covers the mixed use redevelopment of the Bath Innovation Quarter in the Enterprise Area and specifically the Bath Quays site to deliver a new Central Business District for the city with associated retail, residential, and in particular a new and larger Innovation Centre for Bath. Overall 300,000sq ft of incubation and modern business space to be delivered with soft landing accommodation for inbound investors to provide a focus for economic and employment growth in the city utilising the areas strong H.E. base and reputation as a centre for international entrepreneurship.

Market Failure: No new offices in Bath in last 20 years, incubation facilities not assets, site not viable

Rationale: Need for more innovation space, modern business space and business support and catalyst for redevelopment of Baths Enterprise Area

Intervention: Mixed Use redevelopment of the Bath Quays Site and larger Innovation Centre for Bath


Synergies with Other Interventions/Clusters: Strong links with Innovation Campus and Craneworks projects, Engine Shed with Bristol Temple Quarter Enterprise Zone connected via a 10 minute train ride and Creative & High Tech Sectors

Outcomes including wider socio-economic benefits: The expanded Innovation centre will deliver 2,500 jobs over the next six years generating approximately £147m GVA. Overall Innovation Quay will deliver 7,000 jobs : based on an average £55 – £57,000 annual output per job results in an total uplift of £400m GVA The Innovation Centre will provide a much needed additional space for business start-ups and business support activity whilst also providing the catalyst for regeneration and confidence in the delivery of a new Central Business District for the city and the development of the wider office market in the Enterprise Area.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 8,404 8,404 8,406 6,000 0 0 31,214 Revenue 600 580 580 580 580 580 3,500 Total 9,004 8,984 8,986 6,580 580 580 34,714 Public Match 8,715 8,696 8,698 6,369 561 561 33,600 Private Match 6,883 6,868 6,869 5,030 443 443 26,537 Overall Total 24,602 24,548 24,553 17,979 1,584 1,584 94,851 Source and Commitment of Match Funding: Match Funding from public and private sector identified but not confirmed. £25m identified from the EDF City Deal Business rates growth fund.

Outcome: 7,000 jobs £400m GVA


Delivery Issues, Key Milestones and State of Readiness: The Full Business Case will detail the programme for delivery and detailed design/cost/procurement information Capital delivery start 15/16

Dependencies, Key Risks and Viability: Significant mixed use development that will require a long lead in for design development. Risks such as planning process in Bath as a Heritage City. Water table and historic archaeology in Bath, flood protection. Constraints on the site include the existing car park and coach park which will need to be relocated for the whole site to be brought forward, some of these are being unlocked with Revolving Infrastructure Fund funding.



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Project W: WOE Growth Fund (Rounds 3,4 & 5)

Owner: Nick Wilton, SME Group; Phil Smith, Business West Promoter and partners: SME Group, Business West

Sector(s): Business Support covering all sectors and themes

Outcomes: 1050 jobs £25m GVA

Entire Ask


Intervention: Funding for 3 years to supports SMEs for capital investment, R&D and Training

Rationale: Business support across all LEP priority sectors in order to target issues effecting growth

Market Failure: Lack of access to finance, innovation & research & development

W


Project W: WOE Growth Fund Market Failure (including why the private sector cannot resolve): Across the EU, there is recognised market failure in a number of areas of business activity. SMEs often have difficulties in obtaining capital or loans, given the risk-averse nature of certain financial markets and the limited collateral that they may be able to offer. Similarly, SMEs also face barriers to information, notably regarding new technology and potential markets. There are also recognised market failures for large companies in undertaking research and development, training and in recruiting particular disabled and disadvantaged workers. The Government introduced the Regional Growth Fund in order to address these market failures and to facilitate the flow of capital from private sources into the economy. The WoE LEP successfully secured £25m of funding from the RGF to allocate for these purposes via a West of England Growth Fund (WEGF). Rationale including alignment with strategic aims: This project comprises of funding support to SME’s and large companies targeted at addressing recognised market failures that hamper growth such as access to capital, research and development and finance and training/up-skilling the workforce. Support could be focused on the LEPs priority sectors, or could be offered universally.

Market Failure: Lack of access to finance, innovation & research & development

Rationale: Business support across all LEP priority sectors in order to target issues effecting growth


Description of Intervention: The intervention is financial support direct to business. The form of support could be grant, equity or loan depending on local priorities. All support would need to be given under the General Block Exemption Regulation or other applicable notified schemes.

Synergies with Other Interventions/Clusters: Financial support direct to business will support and enhance most other interventions and is relevant to all sectors and clusters. It is noted that other proposed interventions comprise of some funding element. The LEP will need to develop a coherent and consistent method/overarching framework to ensure that if they have more than one pot of funding available to business there is no competition, and duplication between them, and to avoid other inefficient outcomes (confusion, illegality, incoherence, double funding). One suggested way of doing this is to enable ‘small grant funds’ (less than £10,000) to operate wherever appropriate but to ensure that ‘large grant funds’ (over £50,000 or some other figure) are operated by a single accountable body. Outcomes including wider socio-economic benefits: Evidence for jobs and GVA based on existing RGF programme. The wider benefits will be to bring job security and growth to the area and this leads to the wider socio –economic benefits of better skills, health, reduced crime, innovation and more sustainable communities and diversity.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 4,700 2,700 2,200 0 0 0 9,600 Revenue 1,800 1,800 2,800 0 0 0 6,400 Total 6,500 4,500 5,000 0 0 0 16,000


Private Match 7,875 7,875 12,250 0 0 0 28,000

Overall Total 12,375 12,375 19,250 0 0 0 44,000

Intervention: £16m over 3 years to supports SME’s for capital investment, R&D and Training

Outcome: 1050 jobs £25m GVA


Source and Commitment of Match Funding: It is estimated £28m from the private sector will be levered in as match funding. Match funding will be detailed at full business case.

Delivery Issues, Key Milestones and State of Readiness: An existing team and Accountable Body is in place and able to continue with a ‘large grant fund’ without any delay. It would be possible to develop another team and an accountable body (subject to the points raised above around consistency and coherence). This team could also do ‘small grants’. Demand is evidenced in the barrier to growth surveys undertaken quarterly since 2011 by the LEP and by interest in the existing WEGF, and by Government’s introduction of the Regional Growth Fund.

Dependencies, Key Risks and Viability: Dependant on applications for support from SME’s. Split between capital and revenue. A clear and agreed definition of how to determine which companies are in key sectors. Revenue availability a risk. The assurance framework and on-going project management will mitigate the risks. What Success will look like:


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Project X: iNet innovation Network

Owner: Prof. Martin Boddy - University of the West of England Promoter and partners: University of the West of England Sector(s): Advanced Engineering, High Tech Creative & Digital industries Levers of Growth: Business Support and Skills

Market Failure: Barriers to innovation for SME’s

Rationale: Business Support to SME’s across the WoE area and targeting the LEP priority sectors

Intervention: Extension of established iNet business support model for 3 years

Outcomes:


Entire Ask


X


Project X: INet Innovation Network Market Failure (including why the private sector cannot resolve): SME’s have barriers to innovation due to difficulties accessing and/or awareness of:

• Information • Costs • Access to specialist information and services • Access to capital/finance

iNets provide a proven intervention to overcome market failure. Rationale including alignment with strategic aims: This project will provide Business Support to SMEs in LEP priority sectors with the aim of promoting innovation and growth through provision of advice and guidance, skills development and enhancement, new product and process technologies and marketing. A bespoke iNet will be targeted on each priority sector. This provides a strong fit with the LEP SEP strategy of knowledge driven innovation, and smart specialisation.

Market Failure: Barriers to innovation for SME’s

Rationale: Business Support to SME’s across the WoE area and targeting the LEP priority sectors


Description of Intervention: Interventions will cover the extension of the existing iNet model (an established model mentioned in the Witty Review as an exemplar of University/business engagement) for the promotion of innovation and growth of SMEs in the WoE area. Focused on the LEP priority sectors including access to advice and guidance, skills development and enhancement, new product and process technologies and marketing for 3 years.

Synergies with Other Interventions/Clusters: This project has synergies with other business support projects such as the WoE SME Growth Fund, Virtual Growth Hub and other sector interventions. There will be a particular focus on SMEs in or moving to the Enterprise Zone and Enterprise Areas.

Outcomes including wider socio-economic benefits: Based on evidence of existing iNets fully evidenced through European Regional Development Fund (ERDF) reporting and evaluation of achievements to date:

• £1m grant = 45 net additional jobs (direct) and £3.1m GVA • Therefore £3m grant = 135 jobs (direct) and £9.3m GVA


Revenue 1,000 1,000 1,000 0 0 0 3,000 Total 1,000 1,000 1,000 0 0 0 3,000


Private Match 1,000 1,000 1,000 0 0 0 3,000

Overall Total 2,000 2,000 2,000 0 0 0 6,000

Intervention: Extension of established iNet business support model for 3years



Source and Commitment of Match Funding: 50% Match funding is required from partners including: UWE, partner organisations and business users – current iNets have demonstrated the achievement of match on this basis.

Delivery Issues, Key Milestones and State of Readiness: Ready to be delivered quickly, infrastructure in place. Key milestones: quarterly delivery against targets of business assists, jobs, GVA, new products and processes. Dependencies, Key Risks and Viability:

• The scheme will be part of the wider business support offer for WoE • When procured through our assurance framework the needs of our priority

sectors and other business support activities will be considered to ensure additionally

• Dependent on revenue • Viable proven project



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Project Y: Package of Minor Transport Schemes

Owner: Local Authority Heads of Transport

Promoter and partners: B&NES, BCC, NSC and SGC

Priority Sector(s): Levers of growth: Place and Infrastructure

Market Failure: Congestion and other transport pressures on growth

Rationale: Support business growth through improved accessibility

Intervention: Specific transport schemes targeted at growth areas

Outcome: £61m GVA, 950 jobs, wider environmental and social benefits

Entire Ask


Y

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Project Y: Package of Minor Transport Schemes

Market Failure (including why the private sector cannot resolve): The West of England is failing to meet its economic potential, and housing and economic growth is sluggish, in part due to the need for improved transport infrastructure. Congestion is forecast to cost the West of England economy £350m per year a figure set to rise to £600m by 2016. We suffer the lowest peak period speeds on main routes of any major urban area in England (DfT, Road Congestion Statistics 2010). This delay on our road network impacts negatively on the economy both for business to business travel and for employees accessing workplaces. The required transport improvements will provide open access infrastructure, and whilst these funds will provide a lever for securing complementary developer contributions they cannot be wholly funded through these means and intervention is required.

Rationale including alignment with strategic aims: This project comprises a wide package of capital transport interventions built around the Joint Local Transport Plan (JLTP) 2011-26 goal to: • Support economic growth. Measures will also support the Plan’s other goals to: • Reduce carbon emissions. • Promote accessibility. • Contribute to better safety, security and health. • Improve quality of life and a healthy natural environment. This project comprises a range of minor transport schemes across the West of England area focussed on growth locations and economic centres where there are key transport challenges. Actions will be targeted towards measures which best support economic growth. Description of Intervention: Interventions will include new and improved highway infrastructure, more efficient network management (including schemes to reduce congestion, Urban Traffic Management & Control systems, junction improvements, car parking management and guidance), road safety schemes and measures to promote sustainable travel and improve accessibility (bus lanes and other priority measures, bus stop upgrades, interchange improvements, new cycle routes or lanes, pedestrian/cycle bridges and other walking and cycling improvements).





Synergies with Other Interventions/Clusters: Schemes will have a strong focus on key economic centres, and in particular the Enterprise Zone and Areas and the other interventions and wider proposals in these areas.

Outcomes including wider socio-economic benefits: There is clear evidence that transport infrastructure investment supports economic growth. A local study undertaken by consultants Atkins in 2012 (‘Unlocking Our Potential: The Economic Benefits of transport Investment in the West of England’) has indicated that capital investment in transport can provide a return of £3.60 in GVA for every £1 of spent, particularly when focussed on the area’s key growth locations. Similarly this type of infrastructure investment has been estimated to generate one additional (net) job per £18,000 invested in transport capital. On the basis that not all of the specific schemes within this intervention will be as directly focused on the priority growth locations as the major schemes programme it may be reasonable to assume this intervention will deliver half of this benefit per £1 of spend. On this basis the £34m intervention could be expected to unlock up to £61m in GVA and 950 jobs. These schemes will also support the wider JLTP goals and have a positive impact on reducing carbon emissions; promoting accessibility; contributing to better safety, security and health; and improving quality of life and a healthy natural environment.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 5,000 5,000 5,500 5,500 6,000 7,000 34,000 Revenue 0 0 0 0 0 0 0 Total 5,000 5,000 5,500 5,500 6,000 7,000 34,000 Public Match 12,050 12,050 13,300 13,300 14,400 16,900 82,000 Private Match 4,400 4,400 4,900 4,900 5,300 6,100 30,000 Overall Total 21,450 21,450 23,700 23,700 25,700 30,000 146,000 Source and Commitment of Match Funding: Complementary funding will be available through the DfT Integrated Transport Block (confirmed allocation), s106 contributions, the Councils’ own resources and other sources.



Delivery Issues, Key Milestones, Track Record and State of Readiness: The authorities have been delivering the type of transport schemes contained within this package through DfT funding over a number of years and are well placed in terms of capacity and capability to continue this rollout. Well established in-house and third party arrangements for the identification, design, procurement and delivery of schemes of this type are in place. Many schemes will already have been identified and form part of the Councils longer term programmes, and preparatory specification and design work will proceed in 2014/15 to enable work to start from April 2015.

Dependencies, Key Risks and Viability: The package approach, opportunities to undertake works within the existing highway boundary and the scale of the specific schemes to be included (typically in the £ hundred thousands), mitigates much of the risk associated with larger infrastructure projects and those requiring planning consent and/or land. Resources are available to develop schemes in 2014/15 and capacity and capability is already in place delivering programmes of this scale. A programme approach, and a degree of overprogramming, will be employed to allow any slippage or underspend on one scheme to be picked up by others. Similarly risks around the match funding and the timing of its availability can be managed in this way, although a core of match through the Integrated Transport Block is confirmed. New of improved infrastructure will become part of the highway network and be maintained by the local authorities alongside other assets.



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Project Z: Local Pinch Points

Owner: Peter Mann Programme SRO Bristol City Council (individual scheme SROs) Promoter and partners: B&NES, BCC, NSC and SGC


Market Failure: Congestion impacts on, and is a cost to business

Rationale: Reduced journey times & better reliability support business growth

Intervention: Specific congestion reduction schemes targeted at growth areas

Outcome: 1,600 jobs; £108m GVA, wider environmental and social benefits

Entire Ask


Z












Project Z: Local Pinch Points

Market Failure (including why the private sector cannot resolve): The West of England is failing to meet its economic potential, and housing and economic growth is sluggish, in part due to the need for improved transport infrastructure. Congestion is forecast to cost the West of England economy £350m per year a figure set to rise to £600m by 2016, and we suffer the lowest peak period speeds on main routes of any major urban area in England. This delay on our road network impacts negatively on the economy both for business to business travel and for employees accessing workplaces. The transport improvements will provide open access infrastructure, and whilst these funds will provide a lever for securing complementary developer contributions they cannot be wholly funded through these means and intervention is required.

Rationale including alignment with strategic aims: Congestion is a significant constraint to economic growth. This intervention will provide a fund for mid-sized improvements (typically £1m - £4m, being of a size beyond the reach of other Council funding streams) targeted at congestion hotspots and building on a Pinch Point Programme approach successfully tested by Government for schemes on both the local and national network. This project is built around the Joint Local Transport Plan (JLTP) 2011-26 goal to: • Support economic growth It will also support the Plan’s other goals to: • Reduce carbon emissions, • Promote accessibility • Contribute to better safety, security and health • Improve quality of life and a healthy natural environment Description of Intervention: This programme would begin in 2015/16 and run through to 2020/21. This would deliver 2-3 local pinch point schemes per year, equating to some 15 schemes by 20/21. These schemes which will address congestion hotspots and/or provide new or improved access to key economic sites through solutions that can be delivered quickly, and the process of prioritisation of schemes will consider their contribution to: • Improving access to a development site with potential to create jobs and/or housing. • Improving access to city centres and other key employment centres. • Improving access to the Enterprise Zone or Areas. Examples could include Hutton Moor roundabout, Weston-super-Mare; a package of works to support the J21 Enterprise Area/Weston villages; integrated traffic management packages to manage traffic and assist public transport on key corridors, Aztec West roundabout capacity improvement and the Hicks Gate Jcn Improvement.

Market Failure: Congestion increases journey times/causes unreliability which impacts on growth

Rationale: Reduced journey times and better reliability support business growth

Intervention: Specific congestion reduction schemes targeted at growth areas


Synergies with Other Interventions/Clusters: Schemes will have a strong focus on key economic centres and other congestion hotspots, in particular those affecting accessibility to the Enterprise Zone and Areas, and will support the other transport interventions and wider development proposals in these areas.

Outcomes including wider socio-economic benefits: There is clear evidence that transport infrastructure investment supports economic growth. A local study undertaken by consultants Atkins in 2012 (‘Unlocking Our Potential: The Economic Benefits of transport Investment in the West of England’) has indicated that capital investment in transport can provide a return of £3.60 in GVA for every £1 of spent, particularly when focussed on the areas key growth locations. Similarly this type of infrastructure investment has been estimated to generate one additional (net) job per £18,000 invested in transport capital. On this basis, and with appropriate focus on areas of growth and our economic centres, the £30m intervention could be expected to unlock £108m in GVA and 1,600 jobs. These schemes will also support the wider JLTP goals and have a positive impact on reducing carbon emissions; promoting accessibility; contributing to better safety, security and health; and improving quality of life and a healthy natural environment.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 7,000 7,000 5,000 5,000 5,000 5,000 34,000 Revenue 0 0 0 0 0 0 0 Total 7,000 7,000 5,000 5,000 5,000 5,000 34,000 Public Match 1,750 1,750 1,250 1,250 1,250 1,250 8,500 Private Match 1,750 1,750 1,250 1,250 1,250 1,250 8,500 Overall Total 10,500 10,500 7,500 7,500 7,500 7,500 51,000 Source and Commitment of Match Funding: There is the opportunity to lever in additional funds from a variety of sources including developer funding through s106 of the Town and Country Planning Act 1990, the Councils’ own resources and from other third party sources. Recent schemes of this type (M5 junction 16 and 17, M5 Junction 21, Radstock Town Centre) have levered in £1 through these sources for every £2 of Government grant spend and a similar level of match funding is assumed for this programme.

Outcome: 1600 jobs; £108m GVA, wider environmental and social benefits


Delivery Issues, Key Milestones, Track Record and State of Readiness: Schemes will be identified through evidence based processes. Design processes will include optioneering and those schemes brought forward will be supported by a value for money business case. The local authorities are experienced at delivering schemes of this type and scale and similar schemes are currently being implemented at M5 junction 21, M5 junctions 16 and 17, Radstock Town Centre and on the A370 at Yanley as part of the national Pinch Point programme running to 2014/15. The authorities are therefore well placed in terms of capacity and capability, with established in-house and third party arrangements, to continue to deliver such schemes. Schemes are generally highly deliverable with design, procurement and implementation typically taking 18-24 months. A pipeline of schemes will be developed to ensure that schemes reach a state of readiness to draw on funds as profiled. Dependencies, Key Risks and Viability: The certainty of a multi-year programme, opportunities to undertake works within the existing highway boundary and the scale of the specific schemes to be included, mitigates much of the risk associated with larger major scheme projects and those requiring planning consent and/or land. Resources are available to develop schemes in 2014/15 to utilise funding from 2015/16. A programme approach, and a degree of over-programming, will be employed to allow any slippage or underspend on one scheme to be picked up by others. Similarly risks around the match funding and the timing of its availability can be managed in this way. New or improved infrastructure will become part of the highway network and be maintained by the local authorities alongside other assets.



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Project AA: Sustainable Transport Package

Owner: Alistair Cox, LSTF SRO, Bristol City Council Promoter and partners: B&NES, BCC, NSC and SGC




Intervention: Specific sustainable transport schemes targeted at growth areas

Outcome:

1,800 jobs; £62m GVA, wider environmental, health and social benefits

Entire Ask


AA


Project AA: Sustainable Transport Package

Market Failure (including why the private sector cannot resolve): The West of England is failing to meet its economic potential, and housing and economic growth is sluggish, in part due to the need for improved transport infrastructure and services. Congestion is forecast to cost the West of England economy £350m per year a figure set to rise to £600m by 2016. We suffer the lowest peak period speeds on main routes of any major urban area (DfT, Road Congestion Statistics 2010). This delay on our road network impacts on the economy both for business to business travel and for employees accessing workplaces. The required transport improvements will provide open access infrastructure, and whilst these funds will provide a lever for complementary developer contributions they cannot be wholly funded through this means and intervention is required.

Rationale including alignment with strategic aims: Most journeys within the West of England are local, but high levels of car use for local trips are a major cause of congestion and poor journey time reliability. Over two thirds of all journeys are under five miles, and more than half (55%) of these journeys are made by car, with a quarter of car journeys being less than two miles. These journeys contribute substantially to congestion and unreliability on existing networks. The potential benefit to the economy of the West of England from transforming local travel and reducing car use are substantial. These interventions will, by promoting active and sustainable travel, put a key emphasis on the Joint Local Transport Plan (2011-26) objective of supporting economic growth including: • Focusing on improvements on the area’s primary commuter routes which carry significant volumes of trips. • Developing and extending work with employers including workplace and area travel plans. • Enabling sustainable travel to and around our key economic centres. Description of Intervention: This intervention includes a package of sustainable transport capital measurers including walking, cycling, smarter choices, public transport and local sustainable travel initiatives. This will build upon the West of England Sustainable Travel (WEST) project funded by Government through the Local Sustainable Transport Fund (LSTF) and currently being implemented for completion in 2014/15.





Synergies with Other Interventions/Clusters: Schemes will have a strong focus on key economic centres, and in particular the Enterprise Zone and Areas, and will link with other interventions and wider proposals in these areas.

Outcomes including wider socio-economic benefits: Boosting use of sustainable transport, walking, cycling and public transport would deliver a range of GVA and wider economic benefits including improved access to employment, greater workplace productivity, better quality of life, savings elsewhere in the economy (eg by reducing the health costs of obesity and pollution), and reducing social exclusion by expanding labour markets. With congestion costing the West of England economy £600m per year, if this intervention has a similar forecast impact as the DfT funded WEST project which includes similar measures and a focus on key commuter routes (12% congestion reduction delivered through £42m of initiatives) this intervention could deliver congestion cost savings alone of £62m to the economy. If it is assumed that this cost saving to the economy was all translated to additional jobs, based upon average earnings, this would equate to 1,800 additional jobs.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 3,000 3,000 3,000 3,500 3,500 4,000 20,000 Revenue 0 0 0 0 0 0 0 Total 3,000 3,000 3,000 3,500 3,500 4,000 20,000 Public Match 1,500 1,500 1,500 1,750 1,750 2,000 10,000 Private Match 900 900 900 1,050 1,050 1,200 6,000 Overall Total 5,400 5,400 5,400 6,300 6,300 7,200 36,000 Source and Commitment of Match Funding: There is the opportunity to lever in additional funds including through s106 of the Town and Country Planning Act 1990, the Councils own resources and other sources. Whilst these cannot be confirmed at this stage recent schemes of this type delivered through the West of England Sustainable Travel (WEST) project have levered in £0.65 for every £1 of Government grant spend. Specifically for 2015/16 Government have identified revenue funding nationally to provide a match funding pot to SEPs for which a bid for £4m is to be submitted. If successful this would increase resources available in 2015/16.

Outcome: £62m GVA, 1,800 jobs, wider environmental and social benefits


Delivery Issues, Key Milestones, Track Record and State of Readiness: The authorities have been delivering the type of transport schemes contained within this package through DfT funding over a number of years and are well placed in terms of capacity and capability to continue this rollout. Well established in-house and third party arrangements for the identification, design, procurement and delivery of schemes of this type are in place. Schemes for 2015/16 will be defined and assessed as part of the bid to Government for the LSTF revenue component.

Dependencies, Key Risks and Viability: The package approach, opportunities to undertake works within the existing highway boundary and the scale of the specific schemes to be included (typically in the £ hundred thousands), mitigates much of the risk associated with larger infrastructure projects and those requiring planning consent and/or land. Schemes for 2014/15 have already been identified and capacity and capability is already in place through delivery teams implementing programmes of this type. A programme approach, and a degree of overprogramming, will be employed to allow any slippage or underspend on one scheme to be picked up by others. Similarly risks around the match funding and the timing of its availability can be managed in this way. New or improved infrastructure will become part of the highway network and be maintained by the local authorities alongside other assets.



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Project AB: MetroWest Phase 1

Owner: Colin Medus, MetroWest Phase 1 SRO North Somerset Council




Rationale: Support business growth through improved accessibility through sustainable public transport

Intervention: New stations and rail services

Outcome:

£110m GVA; 1,150 jobs, wider environmental and social benefits

Entire Ask


AB


Project AB: MetroWest Phase 1

Market Failure (including why the private sector cannot resolve): The West of England is failing to meet its economic potential, and housing and economic growth is sluggish, in part due to the need for improved transport infrastructure. Congestion is forecast to cost the West of England economy £350m per year a figure set to rise to £600m by 2016. We suffer the lowest peak period speeds on main routes of any major urban area (DfT, Road Congestion Statistics 2010). This delay on our road network impacts on the economy both for business to business travel and for employees accessing workplaces. The scheme will provide open access infrastructure and services with the capacity to reduce carbon and provide an attractive and sustainable transport choice. Rationale including alignment with strategic aims: This project is aligned with the Joint Local Transport Plan (JLTP) 2011-26 goal to: • Support economic growth. The scheme will also support the Plan’s other goals to: • Reduce carbon emissions. • Promote accessibility. • Contribute to better safety, security and health. • Improve quality of life and a healthy natural environment.

Description of Intervention: The aim of the MetroWest Phase 1 project is to: • Reopen the Portishead rail line - half hourly service to Bristol Temple Meads (BTM) (hourly off peak) with one train an hour going on to Severn Beach via BTM. • Open a new service from Bath Spa to Severn Beach - new hourly service stopping at Oldfield Park, Keynsham, BTM and stations to Severn Beach with trains turning back at Bath Spa or Bathampton Junction. • Severn Beach Line - half hourly service via new Portishead and Bath Spa services. • Bedminster/Parson Street - half hourly stopping service provided by the stopping Taunton to Cardiff trains.





Synergies with Other Interventions/Clusters: This scheme has a strong focus on key economic centres and serves the Temple Quarter Enterprise Zone and Bath City Riverside and Avonmouth/Severnside Enterprise Areas. It will be part of a sustainable transport network which will contribute to carbon reduction, air quality improvement and transport resilience.

Outcomes including wider socio-economic benefits: There is clear evidence that transport infrastructure investment supports economic growth. A local study undertaken by consultants Atkins in 2012 (‘Unlocking Our Potential: The Economic Benefits of transport Investment in the West of England’) has indicated that capital investment in rail in the West of England (MetroWest Phases 1 and 2 and the new stations package) with its focus on our priority growth locations can provide a return of £2 in GVA for every £1 of capital spend. This project will deliver transport infrastructure and the positive impact and forecast jobs unlocked will therefore be permanent. On the basis that this £8.5m MetroWest Phase 1 intervention unlocks the £55.4m scheme it could be expected to return £110m in GVA. The study estimates that the West of England rail investment programme could unlock 2,550 net additional jobs of which based upon the respective costs of the elements the Phase 1 contribution could be 1,150 jobs. A study undertaken by consultants Halcrow indicted the scheme has a Benefit Cost Ratio (BCR) of 2.5. This scheme also support the wider JLTP goals and have a positive impact on reducing carbon emissions; promoting accessibility; contributing to better safety, security and health; and improving quality of life and a healthy natural environment. Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 0 0 4,250 4,250 0 0 8,500 Revenue 0 0 0 0 0 0 0 Total 0 0 4,250 4,250 0 0 8,500 Public Match 0 0 22,450 22,450 0 0 44,900 Private Match 0 0 0 0 0 0 0 Overall Total 0 0 26,700 26,700 0 0 53,400 Source and Commitment of Match Funding: The overall capital cost of MetroWest Phase 1 is £55.4m. Of this total the early development costs are being provided jointly by the local authorities (some £2m) and £44.9m is identified through the devolved major schemes which has been topsliced nationally from the LGF.

Outcome: £110m GVA, 1,150 jobs, wider environmental and social benefits


Delivery Issues, Key Milestones, Track Record and State of Readiness: In line with Government requirements a Local Transport Body (LTB) Board has been created which is tasked with identifying a priority programme to draw on devolved major transport schemes funding available from 2015/16. Following a prioritisation process undertaken in 2012-13 MetroWest Phase 1 was identified as the priority scheme. An outline and full business case will be produced which fully conforms to DfT major schemes guidance, Network Rail’s Governance of Rail Investment Projects (GRIP) and the LTB assurance framework agreed with the DfT will be followed which includes sign off of the business cases by a specialist independent advisor, and audit of compliance with framework by a qualified auditor. The key milestones are – Outline Business Case October 2015, Full Business Case October 2017, Construction Start December 2017, and Completion April 2019. Dependencies, Key Risks and Viability: Significant technical work has already been undertaken on this scheme and Network Rail and First Great Western are supportive of this scheme and its programme. The development costs to bring forward this scheme have been identified and costs from 2015/16 can be provided form the devolved major schemes allocation. This scheme has strong stakeholder support, and communications resource to manage engagement and consultation is in place. A dedicated Project Manager is in place and the scheme is governed by a Senior Responsible Owner reporting to a Rail Programme Board involving the authorities and key stakeholders.



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Project AC: MetroWest Phase 2

Owner: Janet Kings, MetroWest Phase 2 SRO, South Gloucestershire Council


Levers of Growth: Place and Infrastructure


Rationale: Support business growth through improved accessibility through sustainable public transport


Outcome:

£85m GVA, 895 jobs, wider

environmental and social benefits

Entire Ask


AC


Project AC: MetroWest Phase 2

Market Failure (including why the private sector cannot resolve): The West of England is failing to meet its economic potential, and housing and economic growth is sluggish, in part due to the need for improved transport infrastructure. Congestion is forecast to cost the West of England economy £350m per year a figure set to rise to £600m by 2016. We suffer the lowest peak period speeds on main routes of any major urban area (DfT, Road Congestion Statistics 2010). This delay on our road network impacts on the economy both for business to business travel and for employees accessing workplaces. The scheme will provide open access infrastructure and services with the capacity to reduce carbon and provide an attractive and sustainable transport offer.

Rationale including alignment with strategic aims: This project is aligned with the Joint Local Transport Plan (JLTP) 2011-26 goal to:

• Support economic growth

The scheme will also support the Plan’s other goals to: • Reduce carbon emissions • Promote accessibility • Contribute to better safety, security and health • Improve quality of life and a healthy natural environment

Description of Intervention: MetroWest Phase 2 is the infrastructure to deliver half hourly train services to Yate and hourly services on a reopened Henbury line loop or spur (capacity for two new stations) with additional stations at Ashley Down and possibly Horfield. The project is due for implementation in 19/20 and 20/21 and this intervention is for the development costs to bring forward this scheme including progression through Network Rail’s Governance of Rail Investment Projects (GRIP) process of option refinement and design, procurement and the securing of necessary statutory processes.





Synergies with Other Interventions/Clusters: This scheme has a strong focus on key economic centres and serves the Temple Quarter Enterprise Zone, and J21 and Filton Enterprise Areas. It will be part of a sustainable transport network which will contribute to carbon reduction, air quality improvement and transport resilience.

Outcomes including wider socio-economic benefits: There is clear evidence that transport infrastructure investment supports economic growth. A local study undertaken by consultants Atkins in 2012 (‘Unlocking Our Potential: The Economic Benefits of transport Investment in the West of England’) has indicated that capital investment in rail in the West of England (MetroWest Phases 1 and 2 and the new stations package) with its focus on our priority growth locations can provide a return of £2 in GVA for every £1 of capital spend. This project will deliver transport infrastructure and the positive impact and forecast jobs unlocked will therefore be permanent. On this basis, the £3.2m MetroWest Phase 2 intervention could be expected to unlock £6.5m in GVA per year and 70 jobs. These figures relate only to the impact of the funds allocated through this intervention, and the impact of the MetroWest Phase 2 scheme including the match funded element enabled by this intervention would be much higher (£85m and 895 jobs). This scheme also support the wider JLTP goals and have a positive impact on reducing carbon emissions; promoting accessibility; contributing to better safety, security and health; and improving quality of life and a healthy natural environment.

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 1,100 900 1,000 200 0 0 3,200 Revenue 0 0 0 0 0 0 0 Total 1,100 900 1,000 200 0 0 3,200 Public Match 0 0 0 0 0 29,300 29,300 Private Match 0 0 0 0 0 0 0 Overall Total 1,100 900 1,000 200 0 29,300 32,500 Source and Commitment of Match Funding: The overall capital cost of MetroWest Phase 2 is £43.1m. Early development costs are being met by the authorities pre-15/16 and the scheme completes in 21/22 (expenditure £9.2m). In terms of the implementation costs, MetroWest Phase 2 has been awarded ‘Programme Entry’ for the Economic Development Fund.



Delivery Issues, Key Milestones, Track Record and State of Readiness: In line with Government requirements a Local Transport Body (LTB) Board has been created which is tasked with identifying a priority programme to draw on devolved major transport schemes funding available from 2015/16. Following a prioritisation process undertaken in 2012-13 MetroWest Phase 2 was identified as the second priority scheme. An outline and full business case will be produced which fully conforms to DfT major schemes guidance, Network Rail’s Governance of Rail Investment Projects (GRIP) and the LTB assurance framework agreed with the DfT will be followed which includes sign off of the business cases by a specialist independent advisor, and audit of compliance with framework by a qualified auditor. The key milestones are – Outline Business Case June 2016, Full Business Case March 2020, Construction Start July 2020 and Completion March 2021. Dependencies, Key Risks and Viability: Significant technical work has already been undertaken on this scheme and Network Rail and First Great Western are supportive of the project and its programme. The development costs to bring forward this scheme until 2014/15 have been identified and the remaining preparatory costs are sought through this intervention. This scheme has strong stakeholder support, and communications resource to manage engagement and consultation is in place. A dedicated Project Manager is in place and the scheme is governed by a Senior Responsible Owner reporting to a Rail Programme Board involving the authorities and key stakeholders.



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Project AD: Superfast Broadband

Owner: Jennifer Brake - South Gloucestershire Council Promoter and partners: South Gloucestershire Council, Bath & North East Somerset North Somerset Councils Sector(s): High Tech Industries, Aerospace & Advanced Engineering, Low Carbon Levers of growth: Business Support

Outcomes: 1,312 jobs; £42m GVA

Entire Ask


Market Failure: Broadband provision below acceptable standards, not available or too expensive in some Enterprise Areas (EA’s) and not viable in rural areas.

Rationale: Improved Internet/broadband access to priority sectors in all the LEPs priority growth EA’s and rural areas

Intervention: Voucher scheme for connection costs, open access duct provision, survey /repairs to B&NES owned existing network & match funding rural connectivity

AD


Project AD: Superfast Broadband

Market Failure(including why the private sector cannot resolve): Broadband provision in some EAs is below acceptable standard or not available except to the largest companies who can afford it. Therefore businesses are at a disadvantage in these areas as major growth hubs this is a potential disincentive to locate there. Not eligible for the national super-connected cities fund. Rural areas not commercially viable for the Telecoms companies to invest due to the extent of coverage for low population

Rationale including alignment with strategic aims: This project comprises of providing internet infrastructure and connections to support the businesses in the West of England Enterprise Areas – the LEP priority growth areas, and will support all the priority sectors covering High Tech Industries, Low Carbon & Aerospace & Advanced Engineering, Creative & Digital Media in these areas as well as Retail, Distribution, Finance Insurance & Professional Services. It will also help support the rural economy with its contribution to the rural broadband national programme Description of Intervention: Interventions will cover:

• A voucher scheme to some 400 eligible SME’s for maximum £3k (VAT and monthly rental paid by SME) towards getting new connections to premises, trenches, ducting, footway boxes etc;

• Open access duct provision where there is currently no provision, covering the civil infrastructure work to excavate and trench and install the ducting and connection boxes;

• Upgrading the B&NES owned existing fibre optic network including surveying the existing and repairs where required and upgrade to the street furniture to enable wireless deployment; and

• A contribution to the match funding gap in the rural broadband national programme

Market Failure: Broadband provision below acceptable standards, not available or too expensive in some EAs and not viable in rural areas.

Rationale: Improved Internet/broadband access to priority sectors in all the LEPs priority growth Enterprise Areas

Intervention: Voucher scheme for Connection costs, open access duct provision, survey /repairs to Banes owned existing network & upgrade street furniture for wireless

deployment & contribution to match funding rural connectivity


Synergies with Other Interventions/Clusters: Complements Bristol City Councils Gigabit project/Terabit project in the Enterprise Zone and links to industries in particular creative sector and research and design activities.

Outcomes including wider socio-economic benefits: Companies are increasingly reliant on broadband for their business functions and a DCMS report (dated Nov 13) found that a short term boost to the economy was made during the construction works, it added to long term growth and reduced CO2 through reduced commuting, lower business travel and more energy efficient cloud computing. It is predicted that this project will produce £42m GVA over 3 years and will produce 1,312 jobs

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 3,387 252 252 300 300 0 4,491 Revenue 573 40 40 40 40 0 733 Total 3,960 292 292 340 340 0 5,224 Public Match 0 0 0 0 0 0 0


Overall Total 3,960 292 292 340 340 0 5,224 Source and Commitment of Match Funding: This project is contributing to the DCMS supported broadband project in rural areas. Match funding is available for the rural broadband provision only as part of DCMS Superfast Extension Programme. Indicative funding allocations have been announced. These are: South Gloucestershire, Wiltshire and Swindon: £4.97m Devon, Somerset, Plymouth, Torbay, North Somerset and B&NES: £22.57m



Delivery Issues, Key Milestones and State of Readiness: Extending rural broadband provision is still reliant on local matching funding to match funding from DCMS. B&NES street furniture and fibre network upgrade at procurement stage for surveys and ITDB. Consultant appointed to survey Enterprise Areas and develop voucher scheme and a Project Manager recruited by SGC to progress this. Timescale for major capital infrastructure works planned in 2015/16 The full business case will detail the programme for delivery and detailed design/cost/procurement information Capital delivery start 15/16 Dependencies, Key Risks and Viability: Design & procurement of installation of ducting. Abnormal costs for each EA site. State of B&NES existing network and level of costs to repair The assurance framework and on-going programme management will mitigate the risks.



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Project AE: Infrastructure Design and Realisation Fund

Owner: Steve Evans, Director of Environment and Communities, South Gloucestershire Council Promoter and partners: Unitary Authorities and delivery agencies including (Highways Agency, Environment Agency)

Lever of Growth: Place and Infrastructure

Market Failure: Large scale (often cross boundary) infrastructure, requires significant up front funding

Rationale: Joined up approach and certainty regarding provision of essential infrastructure

Intervention: design and realisation fund for large scale cross boundary infrastructure projects

Outcomes: 2,900 jobs, £70m GVA

Entire Ask


AE


Project AE: Infrastructure Design and Realisation Fund Market Failure (including why the private sector cannot resolve): The design and realisation fund will be used to specifically progress schemes which are cross boundary and complex and therefore cannot easily be developed by one authority and that requires significant up front funding. This will require a joined up approach and the use of funds up front to design acceptable solutions to all partners that can then be implemented with secured funding from the City Deal Economic Development Fund, using pooled business rates. A specific example is flood mitigation infrastructure. Given the finite funding available for flood risk management infrastructure from central Government (Defra Grant in aid), the new partnership funding arrangements are increasingly being used as a way to deliver flood defence projects which would otherwise not be deliverable using only central Government funding. Therefore facilitating economic growth in the area.

Rationale including alignment with strategic aims: Businesses and landowners in the area need certainty regarding the future provision of essential infrastructure. Delivery agencies need to be assured of strategic solutions and that necessary infrastructure will be in place otherwise planning permission and development itself could be delayed. This project aligns with the LEP objectives: - to enable economic growth - to maximise funding mechanisms including the City Deal pooled business rates and the revolving infrastructure fund

Description of Intervention: This project comprises an infrastructure design and realisation fund for large scale cross boundary infrastructure projects, targeted at Enterprise Zone and Areas to unlock their potential. The use of the design and realisation fund will enable projects to be shovel ready and able to access other LEP funding initiatives including the LEPs Economic Development Fund which is seeking to use pooled business rates to deliver critical infrastructure to unlock the growth potential at our Enterprise Zone and Areas. This project will be focussed on growth locations and economic centres across the West of England where there are complex infrastructure challenges. Examples of types of projects that are likely to fit this investment stream are:

1. The flood and ecological mitigation at the Avonmouth/Severnside Enterprise

Market Failure: Large scale (often cross boundary) infrastructure, requires significant up front funding

Rationale: Joined up approach and certainty regarding provision of essential infrastructure

Intervention: a design and realisation fund for large scale cross boundary infrastructure projects


Area, which are necessary to ensure planned development. 2. Developing a strategic solution for mitigating flood risk in the City Centre of

Bristol and Temple Quarter Enterprise Zone (the predominant risk is from the River Avon at times of surge in the Severn Estuary, and therefore there may be implications for neighbouring authorities).

Actions will be targeted towards measures which best support economic growth. Synergies with Other Interventions/Clusters: This supports Place and Infrastructure lever of growth and ultimately the delivery of the Enterprise Zone and Areas. The project has strategic fit with a number of other LEP initiatives including the City Deal Economic Development Fund.

Outcomes including wider socio-economic benefits: The assumptions for jobs/GVA assume 10% of overall development at Avonmouth/Severnside and Bristol Temple Quarter EZ are constrained by the absence of a strategic flood solution, In Avonmouth/ Severnside this would equate to unlocking the equivalent of 1,200 jobs and £29 million in GVA (based on average assumption of GVA per capita of £24,500). In Bristol Temple Quarter Enterprise Zone this would equate to unlocking the equivalent of 1,700 jobs and £41 million in GVA (based on average assumption of GVA per capita of £24,500). For the Enterprise Zone this is particularly fundamental to our delivery agency partners including the Environment Agency and Natural England but also to our investors – a recent study undertaken by ARUP suggests that if no further action is undertaken present day costs to the economy is:

• Flood damage to existing building £154m (to 2110) • Risk to Life: £2.6m (to 2110) • Disruption to critical infrastructure • Disruption to business £6.5m (by 2038)

Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 0 0 0 0 0 0 0 Revenue 2,225 4,225 7,000 3,000 0 0 16,450 Total 2,225 4,225 7,000 3,000 0 0 16,450 Public Match 0 0 0 0 10,000 10,000 20,000 Private Match 0 0 0 0 0 0 0 Overall Total 2,245 4,225 7,000 3,000 10,000 10,000 36,450 Source and Commitment of Match Funding: No match funding can be confirmed for the Fund at this stage, although given it is anticipated that schemes unlocked through this intervention will start to come into the build phase in 2019/20 an estimated value for 19/20-20/21 of £20m is included.



Delivery Issues, Key Milestones and State of Readiness: Example projects which could fit and are ready to go are: 1. The flood and ecological mitigation at the Avonmouth/Severnside Enterprise Area, which are necessary to ensure planned development.

• Bristol and South Gloucestershire a growth board established • A flood risk optioneering study has been undertaken. • The preferred option from this study needs to be worked into a detailed design

using this SEP intervention. The full capital project will then be eligible for delivery through the City Deal Economic Development Fund.

2.Developing a strategic solution for mitigating flood risk in the City Centre of Bristol and Temple Quarter Enterprise Zone (the predominant risk is from the River Avon at times of surge in the Severn Estuary, and therefore there may be implications for neighbouring authorities)

• A feasibility study funded by Bristol Council has been completed and looks at all potential options to protect Bristol over this time period.

• The preferred option from this study needs to be worked into a detailed design to be funded and delivered through the City Deal Economic Development Fund.

Other proposals could access this design and realisation fund where they could demonstrate a similar strategic benefit, development complexity and absence of other funding solution, for example Combined Heat and Power at Avonmouth/Severnside or similar. Dependencies, Key Risks and Viability: A Strategic Solution Panel has been established and meets regularly to ensure close working on shared priorities with delivery agencies. A detailed set of mapped priorities have been formulated and included within the SEP. Engagement with Defra agencies to secure match funding for the project What Success will look like:


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Project AF : FE Skills Capital

Owner: Adam Powell, Director of Skills - WoE LEP Skills Team Promoter and partners: WoE Businesses and Employers, WoE LEP Sector Leads, West of England Skills Training Providers (FE and Private) Priority Sector(s): Advanced Engineering, Creative, Employability, Low Carbon and Professional Services Levers of Growth: Skills

Market Failure:

Skills provider infrastructure does not fully meet training needs of key sectors

Rationale:

Support economic growth through targeted investment in skills training infrastructure

Intervention: Programme of targeted skills capital and remediation of College estate projects

Outcome: Infrastructure in place for delivery of skills training required to meet LEP priorities

AF

Entire Ask



Project AF : Skills Capital Market Failure (including why the private sector cannot resolve):

Current skills provider capital assets are not fully fit to meet current and future needs of the West of England key sectors. Certain assets need to be upgraded to meet industry standards/business needs and cater for current demand. Some new assets also need to be put in place to cater for future demand. Without these developments being realised the WoE key sectors will not be able to access both the skills development provision they require to maintain growth and just as fundamentally an adequately skilled workforce. In order to address this finance needs to be available to enable providers to upgrade and develop their estates to meet demand. From the 2015/16 academic year there will be no other sources of Government funding available to Further Education Colleges and private sector training providers to upgrade their existing estates other than the monies the WoE LEP are applying for through the Strategic Economic Plan. In addition private sector employers are either unable or unwilling to invest in the estates of training providers to the level required to make the significant upgrades to estates which are required. Ultimately without this investment, skills training providers will not be able to adequately support key business sectors and economic growth of the sub-region will be constrained. Rationale including alignment with strategic aims:

The approach taken enables the West of England LEP to take the opportunity to strategically shape the investment of public funds into skills training provider capital assets in the sub-region. This targeted approach ensures that these assets service the skills training needs of the key sectors in the WoE where employer skills training demand is not currently being met. To achieve this we have targeted certain projects and needs for funding (as opposed to instigating a more open funding round) which have been identified through:

- Direct interactions with businesses/employers. - The WoE LEP Skills Plan. - The WoE LEP Strategic Economic Plan.

Therefore the investments we seek to make link with our strategic plans, aims/objectives and maximise the support of economic growth in the West of England. For condition of College Estate funding we are aiming to ensure that all learners regardless of their background and where they live are able to access Further Education and skills training in high quality facilities which meets national skills training priorities. This helps to ensure that the West of England has a skilled workforce. Description of Intervention: This is a multifaceted, strategic skills capital investment programme aimed at key sectors in the West of England. The programme will either put in place new facilities or upgrade existing facilities to ensure businesses and individuals can access the skills training they need to maintain and maximise economic growth in the sub-region. These facilities are, or will be, located within the existing estates of providers from the Further Education sector and Private Training Provider sector. The programme has two elements:

Market Failure: Skills provider infrastructure does not fully meet training needs of key sectors

Rationale: Support economic growth through targeted investment in skills training infrastructure

Intervention: Programme of targeted skills capital and remediation of College estate projects


- A targeted programme of Skills Capital projects to ensure that key sectors in the West of England and recognised areas of employer demand outside of these key sectors can access skills training in high quality facilities. This programme is based on the needs identified within the WE Skills Plan and the WE Strategic Economic Plan and focuses on the following sectors/cross cutting themes: Advanced Engineering, Creative, Employability, Low Carbon and Professional Services.

- Programme of investment in FE Colleges to address issues of poor buildings and inefficient estates which are classified as either category C (operational - major repair or replacement needed in the short to medium term) or category D (inoperable – space at serious risk of major failure or breakdown requiring immediate upgrade to continue service).

Through this programme providers will be able to secure 1/3 of the funding they require to deliver projects which meet the WE LEP’s stated priority areas. Applications have been sought with a requirement that providers secure 2/3 of the finance required from other sources. Synergies with Other Interventions/Clusters: This programme has synergy with other interventions within the WE LEP SEP which support skills provision for the region and overall support for the WE LEP Key Sectors.

Outcomes including wider socio-economic benefits: S

The projects through the 15/16 spend will deliver the following: (minimum through 2016-20 projects): Learners Undertaking Skills Training 1,291 (10,958), Learners with Learning Difficulties and/or Disabilities Engaged on Training 53, New Apprenticeship Opportunities Offered 236, Employer’s Accessing Bespoke Training Programmes 347, Employers engaged with providers 454 (202), SMEs supporting provider curriculum development 90, Work Experience Opportunities Generated 120, New programmes / apprenticeships offered 8 (84), Business Start Ups Supported 10, Professional Associations Engaged 4 (26), Social Enterprises/R&D projects Engaged 1 (29), Individuals in the wider community engaged 2,400 (5,600). Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 4,852 7,796 9,320 6,492 3,197 333 31,990 Revenue 0 0 0 0 0 0 0 Total 4,852 7,796 9,320 6,492 3,197 333 31,990 Public Match 3,235 5,197 6,213 4,328 2,131 222 21,326 Private Match 6,470 10,395 12,427 8,656 4,263 444 42,655 Overall Total 14,557 23,388 27,960 19,476 9,591 999 95,971

Source and Commitment of Match Funding: Skills training providers will be able to access 1/3 of the funding they require to deliver their projects from the WoE LEP Skills Capital Fund. Applications have been sought on the basis of sourcing the additional 2/3 match funding required from additional sources. These sources may be (not exclusive): Provider’s own funds, Loan Finance or Industry Sponsorship. As part of the 2nd stage of the application process and development of Full Business Cases providers will be required to demonstrate that they have identified and secured these funds to ensure that projects are fully funded.

Delivery Issues, Key Milestones, Track Record and State of Readiness: The WoE LEP has identified a number of key capital priorities which require realisation within the sub-region and these have been articulated to providers from the FE and Private sector. Projects to address these priorities have been identified through a 1st stage application process.

Outcome: Infrastructure in place for delivery of skills training required to meet LEP priorities


The three FE Colleges whose projects are being proposed for funding through the Strategic Economic Plan have a demonstrable track record of delivering capital infrastructure projects within their estates. In addition the projects which they have proposed are in a state of readiness which gives the WE LEP the confidence to apply for funding to deliver them. Key milestones for the 2015/16 Skills Capital funding round: - Establishment of WE LEP skills capital priorities – Completed - Delivery of Stage 2 of the procurement process between the WE LEP and providers on the

basis of proposed projects (supported by Skills Funding Agency) – Autumn 2014 - Contracting of Skills Capital Projects – Autumn/Winter 2014 - Start delivery of Skills Capital Projects – 2015 - Completion of 2015/16 funding round Skills Capital Projects – July 2018 Dependencies, Key Risks and Viability: Success of this programme of activities is dependent on a number of key factors which are: 1. The success of the overall West of England Strategic Economic Plan application for

funding including the requested Skills Capital funds. 2. Providers successfully passing stage 2 of the application process which will include:

demonstrating that match funding has been secured by providers. 3. Successful delivery of all the project build stages. Therefore key risks and mitigating factors will be: 1. Risk: The funding requested for the West of England SEP and specifically the Skills Capital Funding contained within is not secured. Mitigation: Little opportunity for mitigation is available. If the Skills Capital Funding is lower than the amount requested then the number and scale of projects being proposed will need to be adjusted accordingly. 2. Risk: Providers do not successfully pass stage two of the WE LEP Skills Capital application process. Mitigation: Very clear stage two guidelines will be issued to providers to ensure they understand what is required. Providers will be supported by the WE LEP through the process utilising the partnership approach already taken. The WE LEP will utilise support from the Skills Funding Agency to deliver this process. 3. Risk: The project build stages are not successfully delivered. Mitigation: All providers who have applied for funding have a demonstrable track record of successfully delivering capital projects. Projects will be carefully monitored to ensure any issues are identified at an early stage and action is taken to address these risks. The WE LEP considers that this programme is viable. The process for delivering the programme is strategic and robust and support from the Skills Funding Agency is being utilised. Projects which are being supported are being delivered by providers with a demonstrable track record of successfully delivering Capital projects and who are working in partnership with the WE LEP. What Success will look like:

Increased jobs and GVA Increased productivity per capita Distribution of jobs by sector Share of employment in the knowledge economy Reduced unemployment Inward foreign investment Direct private investment in the area Business Start Ups Number of SMEs Enterprise survival rate Patents per capita

2 2 1 - 2 1 2 1 2 2 -

R&D university investment Population with HE qualifications Population with level 2 or above IMD score Annual supply of new homes Accessibility by public transport Road traffic speeds Broadband coverage Environmental resilience Reduced CO2 emissions Environmental and community improvement

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Project AG: Skills & Social Inclusion

Owner: Adam Powell, Director of Skills - WoE LEP Skills Team Promoter and partners: WoE Businesses and Employers, Sector Leads and Education Providers Priority Sector(s): High tech, advanced engineering, creative and digital, low carbon Levers of Growth: Skills (and employability)

Market Failure:

Skills needs of business not met by current and potential local workforce

Rationale:

Current and future skills gaps and skills shortages act as barrier to economic growth

Intervention:

A ‘wrap around’ skills package for the benefit of business and people across the region

Outcome:

£73.6m, 2,500 jobs. Local workforce with the right skills at the right levels for current and future business needs

AG

Entire Ask



Project AG: Skills and Social Inclusion Market Failure (including why the private sector cannot resolve):

The skills needs of business are unmet by local skills supply. The most recent Business West Quarterly Survey (2013 Q4) states: "Lack of skills has become more of an issue as the year has progressed, with 10% of respondents reporting this as their key barrier to growth this quarter." It continues: “59% of those businesses which tried to recruit having experienced difficulties, mainly in filling skilled manual/technical and professional and managerial roles. The skills of younger people (16-24 year olds) have also affected one third of respondents."

Nationally, it is recognised that improved education and skills are required to drive economic growth with employer needs failing to be met across the country. The results of a recent major skills survey by UKCES supports indications that whilst the country is emerging from the economic downturn, the potential still exists “for skill shortages in the labour market to act as a brake on economic recovery, or at least as an impediment to some employers reaching their full growth and productivity potential”. Furthermore, it highlights a fall in the proportion of employers recruiting young people from education across the UK as a whole (UKCES, 2014).

Further market failure is imminent should the WoE not be in a state of preparedness for anticipated local economic growth – particularly across the LEP’s priority sectors – plus national forecasts of changing demand for higher level skills (by 2020 almost half of jobs will be for managerial, professional or associate professional roles).

This project will significantly reduce the risk of a skills mismatch being an inhibitor of economic growth and ensure that a local workforce with the right skills at the right levels is available for future business needs.

Additionally, whilst overall employment rates in the WoE remain above the national average, these figures disguise very significant market failure around, for example, youth unemployment, long-term unemployment and levels of employment in economically disadvantaged areas of the area. Rationale including alignment with strategic aims:

The WoE Strategic Economic Plan (SEP) has as one of its five strategic objectives to: "shape the local workforce to provide people with skills that businesses need to succeed and that will provide them with job opportunities". Through brokering partnerships between employers, education and training providers and other partners, we will directly address a number of challenges across the skills landscape, including: - Business needs being unmet by current local labour supply - Variance between the skills (or occupation) of job seekers and the vacancies of employers - A lack of employer engagement in (and ownership of) skills, in particular the transformational

impact greater collaborative working with schools could have; - Skills provider infrastructure not fully meeting the training needs of key sectors

Improved employer engagement has the potential to transform the local skills agenda and ultimately, without this investment, there will continue to be a mismatch between labour market supply and demand, with education providers not adequately supporting key business sectors and economic growth of the sub-region will be constrained. A particular focus on supporting and engaging with SMEs, directly and in partnership, will ensure that the high proportion of small and medium-sized business in the area will benefit from access to skills programmes around recruitment, training and development. The SEP also states as one of its strategic aims: “Ensure all our communities share in the prosperity, health and well-being and reduce the inequality gap.” This package includes targeted

Market Failure: Skills needs of business (demand) not met by current and potential workforce (supply)

Rationale: Current and future skills gaps and skills shortages act as barrier to economic growth


support for specific demographic/geographically-located groups, helping ensure that the WoE has a well-motivated, well-educated workforce with the aim of providing opportunities for local people.

Description of Intervention: This multifaceted programme provides a wide ranging 'wrap around' skills package that supports the economic growth of the West of England. It will ensure labour market readiness of local people and address social inclusion in areas of greatest need whilst supporting the skills needs of business, in particular SMEs.

The package will ensure improved employer engagement and understanding of current and future skills shortages and gaps. We will develop a new model for employer engagement around skills, building on our extensive past experience and leading-edge processes. In collaboration with existing skills partnerships and participating business we will develop up-skilling solutions aligned to business needs, promoting models to enhance employability, and connect local people to major investment opportunities. We will support business needs for growth through the development of appropriate recruitment and higher-level skills; provide high quality local labour market intelligence and create more opportunities for learning and progression for learners of all ages.

Specific interventions include the ‘rolling out’ of the successful Employability Chartermark, to stimulate further WE-wide engagement with employability for learning providers and employers; the continued growth of an Apprenticeship Hub to increase participation in apprenticeships at all levels and the Creative Skills Hub to promote opportunities for career pathways across the creative and digital industries.

We will work in partnership with schools, colleges, universities, community learning and other training providers to support people right across the education system: from young people to older learners and business leaders to those furthest from the labour market.

Under the theme of Employability, the SEP outlines the following non-exhaustive list of activities: a) The Employability Chartermark (ECM); b) Improving Careers Information, Advice and Guidance (IAG) for young people; c) Support for NEET /Risk of NEET Support; d)Support for Unemployed Adults Aged 19+; e) Improve Social Mobility and Social Inclusion; f) Enterprise Zone and Enterprise Areas Pre-Recruitment training (19+); and g) Supporting business growth through skills (19+).

Additionally, to support people and communities in areas of multiple deprivation, the need for socio-economic inclusiveness is key to ensure the widest possible benefits across the area. Our approach to skills and social inclusion will remove barriers to employment for those currently excluded from the workforce by supporting actions that can demonstrate additionality in driving engagement in the labour market, job creation and an increase in productivity, in targeted geographical areas. We will provide support to improve employability and employment for those not in employment, education or training (NEET) and those at risk of NEET, with additional targeted support to improve the career prospects of people aged 24 and above, including the up-skilling of the existing workforce.

We will combine national/sector-wide strategies/policy with locally-sourced data and primary research, to deliver a pro-active service for skills & employment intelligence. Such improved labour market transparency for individuals, employers and providers of training & IAG will allow individuals to make fully-informed choices on education/training/lifelong learning opportunities. Synergies with Other Interventions/Clusters: This programme has synergy with other interventions within the WE LEP SEP which support skills provision for the area and the LEP Key Sectors, including skills capital investment programme through collaborative working with the city region's FE providers. A dedicated pre-recruitment training programme for adults in relation to employment opportunities across the LEP’s EZ and EAs. Local needs of the sector groups addressed through the Skills Plan, and work collaboratively with others such as the Inward Investment/Business Support teams to maximise efficiencies and impact.

Intervention: A ‘wrap around’ skills package for the benefit of business and people across the region


Outcomes including wider socio-economic benefits: S

2,500 individuals supported in to jobs/apprenticeships. 2,700 individuals accessing training courses/gaining qualifications. 500 businesses benefitting from training activity. Estimated £73.6m GVA, equating to 1,600 jobs based on average GVA per FTE. Reduced unemployment. More sustainable communities. Raised aspirations and motivations. Cost (£000s): 15/16 16/17 17/18 18/19 19/20 20/21 Total Capital 0 0 0 0 0 0 0 Revenue 2,640 2,640 2,640 2,640 2,640 2,640 15,840 Total 2,640 2,640 2,640 2,640 2,640 2,640 15,840 Public Match 750 750 750 1,500 750 750 5,250 Private Match 0 0 0 0 0 0 0 Overall Total 3,390 3,390 3,390 4,410 3,390 3,390 21,090

Source and Commitment of Match Funding: SFA Opt-in (£5.25m over period 2015/16 – 2020.21). Big Lottery Fund. Delivery Issues, Key Milestones, Track Record and State of Readiness: Delivery issues: Building on successful programmes and interventions in 2013/14, no anticipated delivery issues exist, subject to funding being available. Track Record: Building on successful models to date through innovative development of business engagement through UKCES funding, the approach to employer engagement/partnership working with education providers has demonstrated success. This approach will be scaled and extended. State of Readiness: This project is ready to move forward with immediate effect, extending the scope and scale of current skills and employability work programmes.

Dependencies, Key Risks and Viability: Success of this programme of activities is dependent on a number of key factors: 1. The success of the overall WE SEP application for funding 2. Expansion of the LEP Skills Team to enable the successful programme of priority sector

support/partnership working with schools & other education providers to be extended. 3. The need for a clear monitoring and evaluation strategy & capture of impact/success measures Therefore key risks and mitigating factors will be: 1. Skills team capacity directly related to business need and demand, as well as funding; 2. Lack of support from the business community and education providers, mitigated by an existing

positive approach to partnership working. Process for delivering the programme is robust and support from the SFA/UKCES is being utilised. What Success will look like: Increased jobs and GVA Increased productivity per capita Distribution of jobs by sector Share of employment in the knowledge economy Reduced unemployment Inward foreign investment Direct private investment in the area Business Start Ups Number of SMEs Enterprise survival rate Patents per capita

3 2 3 2 3 1 2 1 2 2 -

R&D university investment Population with HE qualifications Population with level 2 or above IMD score Annual supply of new homes Accessibility by public transport Road traffic speeds Broadband coverage Environmental resilience Reduced CO2 emissions Environmental and community improvement

1 - 3 1 - - - 1 - - 2


Outcome: £73,6m GVA, 2,500 jobs. A well-educated, well-motivated workforce with the right skills at the right levels for current and future local business needs


Project AH: WoE Inward Investment Programme

Owner: Matt Cross, Head of Inward Investment, Invest Bristol & Bath

Promoter and partners: Invest Bristol & Bath

Levers of Growth: Inward Investment

Market Failure: WoE underperforming due to lack of promotion and high costs of gathering information for investors

Rationale: Inward investment in the LEP priority sectors

Intervention: Funding for staff for research, marketing and business development work

Outcomes:

4,500 jobs; £11m GVA

Entire Ask


AH


Project AH: WoE Inward Investment Programme Market Failure (including why the private sector cannot resolve): Recognised by BIS that the WoE was underperforming in attracting inward investment Invest Bristol and Bath (IBB) was set up and is funded until April 2015 to ensure this underperformance does not return. On-going funding is required to ensure the area is marketed and that information can be gathered and provided to companies interested in investing in the area.

Rationale including alignment with strategic aims: This project is targeting inward investment is all the LEP priority sectors in the WoE area, including High Tech, Creative Industries, Low Carbon and Aerospace and advance engineering as well as providing business support and skills support.

Description of Intervention: Interventions are to cover 3 years of funding for Invest Bristol & Bath following previous support to April 2015 by BIS and private funding. The project will actively sell Bristol and Bath to businesses to invest and create jobs, support the development and growth of the indigenous business base and support skills and physical infrastructure. The funds will cover mainly staff costs for a mix of research, marketing and business development work.

Market Failure: WoE underperforming due to lack of promotion and high costs of gathering information for investors

Rationale: Inward investment in the LEP priority sectors

Intervention: Funding for staff for research, marketing and business development work


Synergies with Other Interventions/Clusters: This work will support all sectors, areas of growth and clusters.

Outcomes including wider socio-economic benefits: This project by actively marketing Bristol and Bath as a destination to invest in and create jobs will bring wider benefits especially socio-economic benefits of jobs and wealth growth and support the LEP’s wider priorities such as skills and physical infrastructure.


Revenue 1,000 1,000 1,000 0 0 0 3,000 Total 1,000 1,000 1,000 0 0 0 3,000

Public Match 75 75 75 0 0 0 225

Private Match 290 290 290 0 0 0 870

Overall Total 75 75 75 0 0 0 4,095

Source and Commitment of Match Funding: Match funding possible from UKTI to be confirmed for Full Business Case.

Outcome: 4,500 jobs; £11m GVA


Delivery Issues, Key Milestones and State of Readiness: Team already set up and able to continue with work already underway. Team more efficient due to benefits of working on this to date and marketing material PR website, etc. soon to be in place. Detailed information of team and deliverables will be provided at Full Business Case.

Dependencies, Key Risks and Viability: Dependent on existing staff resources Revenue dependent



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full details of the we leP strategic economic Plan can be found at www.westofenglandlep.co.uk/strategicplan

#welePseP @wofenglandleP

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