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WORCESTERSHIRE LOCAL ENTERPRISE PARTNERSHIP BOARD MEETINGThursday 21st May 2015 3.00 pm- 5.00 pm

Coomber Electronics, Brindley Road, Worcester WR4 9FB

AGENDA

1. Welcome and Apologies

2. Minutes of WLEP Board Meeting on 2 April 2015 (5 mins)

3. Matters Arising (5 mins)- Action List- Correspondence

4. World Class Worcestershire – Kirsten Dally (40 mins)

5. Board Objectives and Operating Model – Mark Stansfeld (10 Mins)

6. Business Plan for 2015/2016 – Gary Woodman (20 mins)

7. Growth Deal Update – Ian Edwards (10 mins)

8. EU Structural Investment Fund Strategy Update – Claire Bridges (10 mins)

9. Destination Worcestershire – Marketing Plan (5 mins)

10. Sub Group Reports – Gary Woodman (5 mins)

11. Any Other Business

12. Dates of Meetings in 2015:

- 23rd July 2015- 24th September 2015- 19th November 2015

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1.0 WELCOME & APOLOGIES

PRESENT:Mark Stansfeld (MS) Non-Executive Chair

Carl Arntzen (KA) Managing Director, Worcester Bosch Group

Chris Walklett (CW) Partner, Bishop Fleming

Cllr Margaret Sherrey (MS) Leader, Bromsgrove DC (rep Northern DCs)

Roy Irish (RI) Director, Financial Partnership & Support Limited (attending in place of Cllr Simon Murphy)

Cllr Simon Geraghty (SG) Deputy Leader, Worcestershire County Council

Dr Chris O’Malley (DG) Pro Vice Chancellor, University of Worcester

Nick Baldwin (NB) Chairman, Office for Nuclear Regulation

Stuart Laverick (SL) Principal & Chief Executive, Worcester College of Technology

Rowena Innocent (RoI) Engineering Director, Malvern Instruments (attending in place of Mark Martin)

IN ATTENDANCE:Gary Woodman (GW) Worcestershire LEP

Ian Edwards (IE) Worcestershire LEP

Claire Bridges (CB) Worcestershire LEP

Kirsten Dally (KD) Worcestershire LEP

Diane Dwyers (WS) Worcestershire LEP (Note Taker)

David Blake (DB) Acting Corporate Director for Place, Worcester City Council

Graham Pendlebury (GP) DFT, LEP Senior Sponsor

Sander Kristel (SC) Director of Commercial & Change, WCC

Graham Biggs (GB) Client Services Director, The Naked Creative

APOLOGIES:Dr Simon Murphy (SM) CEO, Worcester Community Trust

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

Mark Martin (MM) Chair of WLEP Business Board

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2.0 MINUTES OF WLEP BOARD MEETING ON 2ND APRIL 2015

Thursday, 2nd April 2015 3.00pm – 5.00pmCoomber Electronics, Worcester

PRESENT:Peter Pawsey (Chair) (PP) Retiring Executive ChairMark Stansfeld (MS) Non-Executive ChairCarl Arntzen (KA) Managing Director, Worcester Bosch GroupChris Walklett (CW) Partner, Bishop FlemingCllr Margaret Sherrey (MS) Leader, Bromsgrove DC (rep Northern DCs)Cllr. David Hughes (DH) Leader, Malvern Hills DC (rep Southern DCs)Cllr Simon Geraghty (SG) Deputy Leader, Worcestershire County CouncilDr Simon Murphy (SM) CEO, Worcester Community TrustDavid Green (DG) Vice Chancellor, University of WorcesterRoy Irish (RI) Director, Financial Partnership and Support Ltd -

Representing Francis ChristieIN ATTENDANCE:Gary Woodman (GW) Executive Director, WLEPIan Edwards (IE) Growth Plan Project Manager, WLEPClaire Bridges (CB) Strategy & Partnership Executive, WLEPDavid Irish (DI) Research Executive, WLEPDiane Dwyers (WS) Executive Assistant, WLEP (Note Taker)Mike Ashton (MA) CEO, H&W Chamber of CommerceJack Hegarty (JH) Managing Director, Wychavon District CouncilGraham Pendlebury (GP) DFT, LEP Senior Sponsor

APOLOGIES:Francis Christie (FC) Managing Director, Francis Christie LtdNick Baldwin (NB) Chairman, Office for Nuclear RegulationStuart Laverick (SL) Principal & Chief Executive, Worcester College of

Technology

1 Welcome and Apologies

Peter Pawsey/Mark Stansfeld (Chair) welcomed the Board and he noted that there were apologies from Francis Christie, Nick Baldwin and Stuart Laverick.

PP welcomed Jack Hegarty, Managing Director as observer.

ACTION

2 Minutes from the Board Meeting 22 nd January 2015

The Minutes of the previous meeting were signed off as a true record by the Board. With the agreed change under item 14 - Combined Authorities, the WLEP Board had no position at this stage related to any potential boundary and/or structure related to a combined authority for Worcestershire or larger area.

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3 Matters Arising

The action points from the January Board Meeting were reviewed and noted.

The actions that were not on the Meeting’s Agenda were:

3.1 PP confirmed that he had spoken to Andy Street and a positive approach was agreed to investing in North Worcestershire projects.

3.4 The promotion of 50 days of sport was noted and DG asked that WLEP recognised the European Blind Football Championship which was taking place in Hereford the week before the European Wheelchair basketball championships in Worcester.

3.5 GW outlined the process was near a conclusion of recruitment of a Business Board Chair. This would be concluded in April.

3.6 GW would circulate the national LEP network think piece. Graham Pendlebury commented that this was helpful although a little defensive in places with a new ministerial team in place highly likely to make changes to LEPs policy.

Correspondence:

Correspondence was noted and the significant points would be discussed in agenda items of Growth Deals and EU Programme.

ACTION

G Woodman

G Woodman

4 Worcester Business Central

4.1 Mike Ashton presented an outlined model for an improved service for the Worcestershire Growth Hub, known as ‘Worcestershire Business Central’. The key points being:

Building on the successful existing WBC service.

Being pro-active in its approach to supporting Worcestershire Businesses.

Drawing on private sector specialist support.

Other partners’ being engaged in a co-ordinated way i.e. UKTI, Growth Accelerator, Small Business Service and Local Government.

4.2 The WLEP Board agreed that Business Central is better located close to the promoters of business (the Chamber) as WCC is not a natural draw for businesses and there are more natural synergies between established promoters of business and businesses themselves.

4.3 The LEP proposed that the new model should be resourced by the existing contributors/partners (cash/resource/people) as a partnership.

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4.4 The WLEP Board agreed the proposal put forward to host that partnership under the name and style of the existing brand ‘Worcestershire Business Central’ which will be fully resourced/funded by the partnership with a management/hosting fee. Further discussion and detail needed to be worked up by WLEP/Business Board/WCC/HWCC.

4.5 The WLEP approved further development of the model, with particular view that this focused on becoming sustainable over an agreed period with the partners. WLEP to ask WCC to define the legal position of the partnership and transfer to the delivery body and corral the partnership resources to enable the new model to proceed as soon as reasonably practicable in the 2015/16 financial year.

4.6 The Board Members asked the following questions:

CW wanted to know what mechanisms would be put in place for Herefordshire as the Chamber covers two Counties?

MA replied that all resource and delivery would be focussed on solely Worcestershire.

SG asked how would the model become self-sustaining.

MA answered – example over the last 2 or 3 years would be the delivery of Destination Worcestershire.

SM asked how would we know if the model has been successful.

MA answered – reporting and answering to the WLEP, Board and Business Board with targeted KPIs.

4.7 GW to bring progress reports to future Board meetings.

G Woodman

5 Growth Deal Update

Ian Edwards gave the board a progress report on implementation of the projects supported on Growth Deal rounds 1 and 2.

This included a number of risks that were currently being managed by the Executive Team and projects sponsors.

Also the development of a project pipeline which could be used to allocate towards future funding provisions under future Growth Deals. IE whet on to explain the Assurance Framework and Monitoring & Evaluation Framework.

SG questioned the assumption on Phase 4 of the MHSP, however, agreed that Phase 5 needed to be worked up and be prepared for delivery this financial year.

IE reminded the Board members that £1M of funding for this financial year and £3M next financial year.

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DG commented that if there is an underspend on the programme this year, a more balanced approach to Skills Funding away from Transport infrastructure should be considered.

It was agreed that a Pipeline focussed across the next 4/5 years would be presented back to the Board at regular periods.

SM asked if the Assurance Framework could be circulated to the Board for approval.

GW commented that this had already been approved and we would arrange for circulation to the Board.

Finally a RAG type balanced scorecard to be developed for each project to be reported to future Board meetings.

I Edwards

6 Dashboard of Performance Metrics

David Irish presented the Performance Tracker for the County which is a living document based on research and taken from other LEPs.

It was agreed that this was an excellent piece of work and would be published electronically to allow the Board Members and key partners to access.

D Irish

7 WLEP Business Plan 2015-2018

Gary Woodman presented the Business Plan framework, highlighting the consultation exercise that had been used to involve partners to sharpen the key outputs and measurables over the next 3 to 5 years. The Board members made the following comments:

SG asked the WLEP Executive to check the Housing figures relating to local plans.

SM was encouraged by the inclusion of disadvantaged groups and a focus with the Employment and Skills theme, although asked how monitoring would take place.

GW commented that if the Board agreed the recommendation a 2015/2016 plan would be created and a dashboard of performance reporting would be created.

DG would like the inclusion of work/job placements within objective 2 of Employment and Skills.

The Board agreed the recommendation of a prioritised business plan for 2015/2016 with budget resources allocated and the creation of a risk register to come to the next Board Meeting in May.

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8 EU Structural Investment Fund Strategy Update

Claire Bridges provided an update on ESIF progress, particularly in terms of the UK Government adjustments to the Local ESIF Committee roles and its continuing negotiations with the European Commission which are now scheduled to conclude in June/July 2015.

The Worcestershire ESIF Committee had met a second time and confirmed selective areas of the Worcestershire ESIF programmes which would be the subject of Calls in March 2015. These have been chosen to continue the successful initiatives being delivered under the existing EU Programme period and to avoid losing crucial momentum.

The selected Calls include Low Carbon (Resource Efficiency Programme), Innovation (Proof of Concept), SME Competitiveness (UKTI and Growth Accelerator), EAFRD (Horticulture Expansion) and Technical Assistance (National Call). The next first round Calls are currently scheduled by Government for June 2015 and October 2015.

In terms of Opt Ins, Claire confirmed that negotiations with the Skills Funding Agency (SFA) and Big Lottery Fund (BLF) had completed successfully and that the WLEP is working with both on future Call Project Outlines.

Simon Murphy asked about the intended timescale for SFA Calls. Claire confirmed that SFA submits its project applications to the Managing Authority (DWP) of the European Social Fund Programme in April 2015 and Calls are expected to be published in June 2015 alongside other EU programme Calls.

In terms of DWP, negotiations had proceeded constructively but at the final stage had stalled as it became apparent that DWP will not be providing any actual match funding but “in-kind” match funding. This position would result in prohibitive costs per output for Worcestershire. It was agreed that the WLEP Executive would explore other potential options which would secure complementary match funding to the ESIF allocation which would benefit Worcestershire. Alternate options will be presented to the next meeting of the WLEP Board for consideration and final decision.

The WLEP Board noted the national EU Structural Investment Fund update and the continuing respective Government, Worcestershire LEP, Worcestershire EUSIF Committee responsibilities. It noted the WLEP’s successful progress with BLF and SFA Opt Ins and authorised further development work relating to the DWP Opt In before making a final decision.

For the next meeting WLEP to have a table of current programme and timetable of new project calls.

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9 Finance, Audit & Risk Committee

CW outlined the Board paper with the following key actions:

Satisfactory outcome regarding the Audit requirements of the accountable body.

Agreement of the proposed 2015/2016 Budget with note of carry forwards.

The creation of a risk register for the WLEP.

The board noted and agreed the above.

10 Budget

Note the position of spend on the LEP Budget to February 2015 within the financial year 2014/15.

Note the key highlights in the budget dashboard

Approve the 15/16 budget

The Board agreed the recommendations.

11 Growing Places

Note the current financial statements supporting the continued activity under the Growing Places Fund.

Approve the 2% revenue from the fund into the WLEP account.

Approve the Worcestershire Cricket Club payment holiday for 12 months to develop phase 3 of the site.

Recommend an approach with the remaining unallocated funds of either, open another round of funding or utilise the fund to create the pipeline of projects with a return through section 106 or other mechanism.

The Board agreed the recommendations.

12 Potential Impact of the General Election outcome on WLEP

Graham Pendlebury made some comments on this:

Whitehall are preparing different scenarios

Factual briefings

Heading for an overall majority

Minority rather than coalition – a minority would mean less legislation.

Future of LEPs – all governments feel a mandate for change so be prepared for some degree of change.

Maximum decentralisation – where do the LEPs sit in that framework?

Feed any information into Tom Walker.

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There are different scenarios being looked at

Gary Woodman commented:

WM Chairs LEPs met this morning – they will not be talking about geography and boundaries.

A weak Government will not want to make any big changes to the way the LEPs are run.

LEPs need to provide evidence to prove that they are working well and are as effective as possible.

SG said letter received back from the Minister was very lukewarm on combined authorities and more encouraging on joint working between local government and LEP.

JH said that Worcestershire Local Authorities had undertaken early preparation work to investigate geographical alignments and the case for Worcestershire remaining standalone. This work would allow for quick consideration of any proposal that came out of the new central government administration.

SM said that the view from Coventry and Warwickshire is that they would combine. Ed Balls is impressed and is making a case for the smaller LEPs.

13 Sub Group Reports

Noted.

14 How does the Board want to work and be effective

Mark Stansfeld has set some objectives for 2015/16 for your comment. It would be helpful to receive comments/suggestions for improvement/ amendment by Friday 24 April. We can then share and conclude by the end of April.

Understand how a sustainable and productive relationship with Government officials is developed and understand how we maximise this relationship.

Understand stakeholder attitudes and agree a policy of stakeholder interaction.

Understand the Worcestershire business sectors and their needs in order to be successful.

Understand what best practice is being developed in other LEP's and how we can use.

Understand how 'great' businesses execute transformational change.

ALL

15. Any Other Business

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SM raised the Midlands Connect initiative on transportation across the East and West Midlands. The initiative is designed to counter the Northern way project and requested funds at the WM LEP Chairs meeting from each LEP. It was agreed that a presentation would be made at the next Board Meeting. G Woodman

16. Dates of Meetings in 2015

LEP BOARD:

23rd July - Worcester Bosch24th Sept - Worcester Bosch19th Nov - Worcester Bosch

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3.0 MATTERS ARISING (ACTION LIST & CORRESPONDENCE)

3.1 ACTION LIST

3.1.1 Worcester Business Central

GW to bring progress reports to future Board meetings. Action: GW

3.1.2 Growth Deal Update

A RAG type balanced scorecard to be developed for each project to be reported to future Board meetings. Action: IE

3.1.3 Dashboard of Performance Metrics

David Irish presented to the Board and was asked for it to be published electronically to allow the Board Members and key partners to access. Action: DI

3.1.4 How does the Board want to work and be effective?

Mark Stansfeld set some objectives for 2015/16 for comment. The Board were asked for their comments/suggestions for improvement/amendment by Friday 24 April to share and conclude by the end of April. Action: ALL

3.1.5 Midlands Connect Initiative on Transportation across the East and West Midlands

The initiative is designed to counter the Northern way project and requested funds at the WM LEP Chairs meeting from each LEP. It was agreed that a presentation would be made at the next Board Meeting. Action: GW

3.2 CORRESPONDENCE

3.2.1 Grant Determination by the Parliamentary Under Secretary of State for Communities and Local Government.

3.2.2 Letter from Caroline Williams, Cities and Local Growth Unit sent to LEP lead contacts re. Local Enterprise Partnerships Funding 2015-16.

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4.0 WORLD CLASS WORCESTERSHIRE

WLEP BOARD RECOMMENDATIONThe Board is asked to note the development of the ‘World Class Worcestershire’ identity and participate in an interactive session during the Board to help develop this into an overarching brand for the County as a place to live, visit, work, invest and do business.

It is recommended that the feedback is then developed into a brand proposition to include how we are positioning Worcestershire, brand values and the proof points/evidence to back up our claims. This would also include key messages and elevator pitches for the three audiences (live, visit, work/invest/do business) with consultation with key partners, so amendments can be made, prior to sign off.

The Board is asked to agree, due to the potential opportunities that could be missed if this is not developed and rolled-out at pace, on a smaller group to sign off the brand. Details are included in section 4.3.3.

4.1 Context

4.1.1 The identity of ‘World Class Worcestershire’ was developed by WLEP in 2014, with involvement of businesses and partner organisations. Its purpose was to raise the profile of the County regionally, nationally and internally as a place to invest, work and do businesses whilst creating ambition and pride for businesses to expand, invest and grow in the County.

4.1.2 The identity was, therefore, developed for inward investment purposes in 2014. It was profiled firstly at MIPIM UK in October 2014, rather than profiling individual brands of organisations, and subsequently at other inward investment events. Through work with East West Locations and Breeze, and feedback from investors and developers, key messages and a sales pitch has started to be developed. The identity has been successful and materials developed for this audience including a www.investinworcestershire.com website.

4.1.3 The ‘World Class Worcestershire’ identity has been trialled with residents, and has gained traction within social media platforms such as twitter using the identity #WorldClassWorcs.

4.1.4 There is now an appetite to develop this into an overarching identity for Worcestershire as a whole and therefore, raise the profile as a place to live and visit, as well as invest, work and do business. There are a number of high profiling sporting activities this year, together with other attractions, which also back up this ambitious claim.

4.1.5 Due to the journey of development, and the proposed creation of World Class Worcestershire as an umbrella brand for the County, some fundamental work needs to take place to define how we are positioning Worcestershire, what the brand values are (which need to be backed up by behaviours) and what are the evidence or ‘proof points’ that back up our claims and reposition Worcestershire. Key messages and the elevator pitches for Worcestershire as a place to live, visit, work, invest and do business can then be defined and finalised as well as the visual identities.

4.1.6 This work is now viewed as critical as marketing spend is taking place across a number of organisations to profile the County. Agreement on a brand and how we are positioning Worcestershire as a place would ensure there are not brand contradictions and strengthen the County’s profile through reinforcement of these guiding principles and not used in a contradicting way.

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http://www.investinworcestershire.com/

4.1.7 In terms of lead organisations; the Worcestershire LEP are the lead for work, invest and do business, the County Council and District Councils lead on communications for Worcestershire as a place to live and the Herefordshire and Worcestershire Chamber of Commerce manage the tourism brand for the county, Destination Worcestershire, so partnership working is critical.

4.2 Proposal and Delivery/Actions

4.2.1 Due to the crossover of audience, i.e. someone who works in the County may also live in Worcestershire, quality of life is a selling point for people looking for a place to work or invest and potential investors may visit the county prior to a decision, it is suggested that an overarching brand is developed, rather than separate identities to strengthen the profile.

4.2.2 It is proposed that the only part of the identity which is retained for all audiences is: ‘World Class Worcestershire’ (not the additional tag line – A World of Opportunity as this would only appeal to an inward investment audience). Other than that name and font used on the investment brochure and elsewhere, there is freedom to develop the visual identity for the rest of the brand.

4.2.3 An interactive session at the Board with Graham Biggs, from Naked Creative will allow the Board to contribute their thoughts on how the County should be positioned, feedback and their thoughts on where Worcestershire is truly World Class.

4.2.4 When the brand has been finalised, the Worcestershire LEP will work with partner organisations to ensure effective roll-out and participation to grow pride of place that can be built on regionally, nationally and internationally. This is envisaged to lead to activities such as business testimonials on why it is a world class place to do business, projects with schools and local people sharing why it is ‘world class’ on social media platforms.

4.3 Partners and Engagement

4.3.1 Consultation has taken place with the Youth Cabinet on what they believe is world class about the County and with the Business Board on how they can be involved in the roll-out.

4.3.2 Using the feedback from above and the Board, it is proposed that Graham Biggs will further develop the brand to include the brand positioning/proposition, brand values, evidence/ proof points, key messages and elevator pitch for the County as a place to live, visit, work, invest and do business. It is proposed that these will be tested with key partners and amendments made before being finalised. These partners include: Worcestershire County Council, District Councils, Chamber of Commerce, University of Worcester and other key partners.

4.3.3 Due to the high profile events that are taking place over the coming months and to maintain pace, it is proposed that the brand is signed off by a small group to include: Chair of Worcestershire LEP (Mark Stansfeld), Executive Director (Gary Woodman), Board Member for Profiling and Promotion (Chris Walklett) and PR and Communications Executive (Kirsten Dally) on June 15 at the WLEP offices. If any members of the Board would like to attend this meeting, which will take place between 10 am and 12 noon at County Hall, please confirm with Diane Dwyers ([email protected] or 01905 672700).

4.3.4 The guidelines will then be rolled out that week, for example, there is an opportunity to meet with the County and District Council communications colleagues on 18 June.

Kirsten DallyPR and Communications Executive

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mailto:[email protected]

5.0 BOARD OBJECTIVES

5.1 Understand stakeholder attitudes and agree a policy of stakeholder interaction with particular emphasis on working in partnership to maximise the impact on the Worcestershire economy.

5.2 Understand the Worcestershire business sectors and their needs in order to be successful.

5.3 Identify ‘what’ best practice is being developed in other LEPs and how it can be used.

5.4 Understand how ‘great’ businesses execute transformational change.

5.5 Define a clear vision for the WLEP that resonates through all our activities.

Mark StansfeldChair

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6.0 WLEP DELIVERY PLAN 2015-2016

WLEP BOARD RECOMMENDATIONTo endorse the 2015-2016 Delivery Plan and associated Risk Register.

6.1 CONTEXT

6.1.1 The development of the Strategic Economic Plan (SEP) provided the strategic direction for the County to create economic growth and jobs for a 10 year period. All partners signed up to the SEP and the Growth Deal has now part funded a number of priority projects. Other revenue based projects such as business finance have been developed in readiness for the new EU programme.

6.1.2 At the April 2015 meeting, the Board approved the Business Plan for 2015-2018, included as Appendix 1 for information, and requested that a Delivery Plan for 2015/2016 be developed to include operational and project budget resources and the creation of a risk register.

6.2 PROPOSAL

6.2.1 Where time has allowed, the Board Sub Groups (Employment and Skills; Business Growth; Planning, Infrastructure and Development; Profile and Promotion) have been invited to reflect on the 2015 – 2018 Business Plan and identify the relevant actions required during 2015/2016 to achieve the Business Plan Measures. The 2015 – 2018 Business Plan has been updated from these consultations and the previous WLEP Board feedback. The WLEP Board should note in some cases metrics are still to be developed to ensure viable measures of economic performance and a consideration is being made to commission primary research.

6.2.2 This has resulted in the formation of the 2015/2016 Delivery Plan (Appendix 2) which brings together the financial resources from the European programme, Growth Deal and the LEP Core Funding to create a programme of deliverable projects thus creating a framework for reporting progress to the Board.

6.2.3 In terms of risk management, WLEP has risk registers relating to the delivery of the EU programme and individual Growth Deal projects but to date, nothing relating to the organisation as a whole. Therefore, such a register has now been developed (Appendix 3) to complement the Delivery Plan for 2015/2016 and is attached for information.

Gary WoodmanExecutive Director

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Appendix 1 2015 – 2018 Business Plan – Top Level

Objectives Goals Strategic Priorities Measures

To build an internationally recognised,

highly competitive, innovative business

location with better

productivity and sustainable economic growth.

25k extra jobs by 2025

£2.9 bn increase in GVA by 2025

21.5k extra homes by 2025

People: Employment & skills

1.Improve skill levels with focus on STEM, Cyber and Agri-tech skills

Increase average salary levels by 3% by 2018No. of residents with NVQ4+ increased by 4.5% by 2018

2. Provide businesses with the skills they need through better connections with education

500 businesses offering work placements by March 17To ensure that the number of individuals participating in an apprenticeship remains at, or as close to, 10,000 each year.

3.Increase the number of opportunities with focus on disadvantaged groups

Increase the proportion of economically active individuals by 2% by 2018

Business growth

1.Help businesses to grow through providing the right support, access to finance and reducing regulatory burden

Proportion of surviving start-ups that reach £1m (metric growth TBC)Proportion of “high growth” businesses (metric growth TBC)Levels of exports increased from 17%, to 25% by 2025

2.Develop an environment where innovation can flourish with a focus on agri-tech, cyber and STEM

% employees in knowledge-driven industries (metric growth TBC)

Place: Planning, infrastructure & development

1. Increase the quantity and quality of commercial floor space across the County

£750m private sector investment secured in commercial development by 2017550,000 sqft of new or improved commercial floorspace (over 2013 benchmark)

2.Develop transport infrastructure to allow business to grow and accelerate housing development

Reduce congestion and travel time on key routes over 2014 baseline.

3. Improve non-transport infrastructure to allow businesses to grow

Increase take up and use of superfast broadband by 20% of SMEs by 2017/18Increase the options for renewable heat and energy supply for x % businesses by 2020 (metric growth TBC)

4. Increase the housing stock to support business growth

Profiling and promotionPromote Worcestershire to encourage inward investment, retain businesses & raise the profile as a business location & tourist destination

To create 1500 FDI jobs by 2018Increase the economic impact of tourism expenditure (figure TBC)

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2015 – 2018 Business Plan for Employment And Skills

Overall objective: To build an internationally recognised, highly competitive, innovative business location with better productivity and sustainable economic growth Overall goals: 25k extra jobs, 2.9bn increase in GVA, 21.5k extra homes, by 2025, from 2013 baseline

Objectives Goals Strategic priorities Measures

1 Improve skill levels with focus on STEM, Cyber and Agri-tech skills

Increase average salary levels by 3% by 2018

No. of residents with NVQ4+ increased by 4.5% by 2018

Increase the levels of competence in STEM skills

Feasibility study for UTC with a potential for a Oct 15 bid.HWGTA open Sept’ 2015Have 800 Engineering Apprenticeships filled from training providers by 2015/16

Increase the levels of competence in Agri-tech skills

Develop a skills strategy for the Agritech Sector by June 2015

2. Provide businesses with the skills they need through better connections with education

750 businesses offering work placements by 2016/17

To ensure that the number of individuals participating in an apprenticeship remains at, or as close to, 10,000 each year.

Provide young people with careers guidance for getting a job within Worcs.

Careers progression guide – launched by July 2015Portal roll-out – 150 businesses on portal by Autumn 2016Skills competency tool – registration levels 2500 by September 2015

Increase the number of apprenticeship opportunities and the uptake level from young people

Apprenticeship clearing house in place by Sept 2015

Increase the number of graduate opportunities

Support for graduate recruitment in place by March 2016

3. Increase the number of opportunities with focus on disadvantaged groups

Increase the proportion of economically active individuals

by 2% by 2018

To support the most disadvantaged individuals and those furthest from the labour market to overcome barriers to participation

To provide support for 10,200 inactive individuals through the European Social Fund by 2021.

To promote inclusive labour markets by providing jobseekers, inactive people and NEETs with intensive tailored support, skills and training.

Reduce the number of NEET individuals in Worcestershire by 10% by 2018. (?)To ensure the claimant count, and youth (18-24) claimant count proportions continue to decrease or maintain the current low level.

Note:- initial Social Economic Inclusion model developed by July 2015 which will impact all three objectives

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2015 – 2018 Business Plan for Business Growth



1. Help businesses to grow through providing the right support, access to finance and reducing regulatory burden

Proportion of surviving start-ups that reach £1m (metric growth TBC)

Proportion of “high growth” businesses (metric growth TBC)

Levels of exports increased from 17%, to 25% by 2025

Providing businesses access to finance to help them grow

200 businesses supported by March 2016

Reducing regulatory burdens for businesses, focusing on priority growth sectors

Agri-tech framework commences in April 2015 and completed by March 2017

Create a 1-stop shop for public and private sector advice and support

5,000 businesses engaged on growth hub by March 2016

Engage and support businesses that are in the priority growth sectors and / or experiencing significant growth

75 business supported by March 2016

2. Develop an environment where innovation can flourish with a focus on agri-tech, cyber and STEM

% employees in knowledge-driven industries (metric growth TBC)

Linking up businesses to share ideas and encourage innovation

Innovation network fully established after current Innovation Wednesday network

Helping businesses to get a new ideas off the ground

Innovation incubator feasibility study completed by June 2015Proof of concept fund – 80 businesses supported and 52 jobs created by 2018 (from 2015 base)

Connecting universities & businesses to access the innovation happening within academia

# businesses supported (metric growth TBC)

Notes:

Access to finance – includes monitor progress of West Midlands fund of funds and overseeing Worcestershire Expansion Programme grant scheme, acting as a broker and creator of funds

Reducing regulatory burden – pioneering a UK pilot for simplified regulatory compliance to help SMEs expand (unique across all LEPs). Starting with agri-tech and then developing similar frameworks for other priority growth sectors

Supporting growth businesses – additional tailored support for growing companies and those in growth sectors, assumes the use of brokers; includes supporting development of “Advised in Worcestershire” and golden envelope concept (from away day) and localised advice clinics

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2015 – 2018 Business Plan for Planning, Development & Infrastructure



1. Increase the quantity and quality of commercial floorspace across the County

£750m private sector investment secured in commercial development by 2017550,000 sqft of new or improved commercial floorspace (over 2013 baseline)

Implement Game Changer site development programme

Commence construction of the Worcester Technology Park by Summer 2015Commence construction of Phase 4 of the Malvern Hills Science Park by April 2015

Develop prioritised locations for future Growth Deal investments Potential sites identified by July 2015

Establish a consistent and focused planning and development management process across Worcestershire that supports development

Option for Local Development Order analysed by August 2015

Review the Planning and development Charter and Action Plan by July 2015

4. Develop transport infrastructure to allow business to grow and accelerate housing development

Reduce congestion and travel time on key routes over 2014 baseline.

Key roads:-Southern Link Road-M5- A38- A46Key rail:-Worcestershire Parkway-Kidderminster Station

Commence construction of Hoobrook Link Road in June 2015Commence construction of Phase 3 of Southern Link Road in September 2015Commence construction of Pershore Lane improvement scheme by June 2015Secure property agreements in advance of construction of Worcestershire Parkway by December 2015Secure match funding for Kidderminster Station improvement scheme by June 2015

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5. Improve non-transport infrastructure to allow businesses to grow

Increase take up and use of broadband by SMEs

Increase the options for renewable heat and energy supply

Increasing broadband availabilityPublicising benefits of broadband to SMEs

Make broadband available to 95% of businesses and homes by 2017

Energy Security

Complete Heat Mapping for potential Heat Networks by end of October 2015Complete desktop assessment of geothermal potential for renewable heat by September 2015

Flood Resilience

Develop economic model to assess impact of flooding on County economy by August 2015Commence construction on New Road scheme by December 2015

8. Increase the housing stock to support business growth

Facilitate the construction of 21.5k homes as a direct result of WLEP investment in site assembly and infrastructure

Remove infrastructure barriers to private sector investment in the development of new homes

Develop County wide Housing Implementation Plan by April 2015

NotesObjective 1: Increase the quantity and quality of commercial floorspace across the County- JPV – should it be included as a strategic priority, - The Local Development Order (listed as a measure) supports the food and drink supply chain in Wychavon, and is a DEFRA sponsored initiative- Should the planning & development process be a separate objective or kept as a strategic priority under this first objective?- The Planning & development charter prioritises the delivery of the SEP Spatial plan, Game changer programme and Growth deal.

Need to ensure that Environmental sustainability is incorporated across the measures; includes joint working with WLNP (Worcester Local Nature Partnership)

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2015 – 2018 Business Plan for Profile & Promotion



Promote Worcestershire to encourage inward investment, retain businesses & raise the profile as a business location & tourist destination

To create 1500 FDI jobs by 2018

Increase the economic impact of tourism expenditure (figure TBC)

Further develop and maximise the use of the “World Class Worcestershire” brand

Number of stakeholders signed up & actively promoting World Class Worcestershire, number of events World Class Worcestershire is profiled at, media coverage via Twitter #WorldClassWorcs.

Profile Worcestershire and it’s key achievements through a communications campaign covering media, events, publications, web & social media

An agreed marketing and communications plan to be in place at the beginning of every financial year.

The agreed marketing and communications to include a number of measures, for example: media coverage, number of events and attendance, distributions of publications, web hits, use of campaign hashtags, connections via social media and enquiries from investors.

Develop partnerships with key stakeholders An agreed stakeholder plan in place at the beginning of every financial year so stakeholders are kept informed and involved as appropriate.

Notes:

Brand development activities will include:

- identity guidelines for World Class Worcestershire collateral

- key messages to profile the county as a place to live, work, visit and invest

- tier two World Class Worcestershire document profiling key Game changer investment sites

Communications campaign: Measures within the comms plan will include: Media coverage; number & attendance at events; distribution of publications; web hits; # enquiries from investors e.g. to [email protected]

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Appendix 2 2015 – 2016 Delivery Plan

Employment and Skills

MeasuresAvailable Resources

Financial HumanFeasibility study for UTC with a potential for a Oct 15 bid. Budget identified Input from existing staff from WLEP and WCC

Business Case approved for new CoVE facility in Worcester

£880,000 LGF capital£880,000 WGTA match

Project development being led by WGTA will input from WLEP. Assessment of Business Case by SFA.

800 Engineering Apprenticeships with training providers by September 2015 Existing SFA contracts ESB STEM Sub Group and Training Providers supported by existing

WLEP and WCC Skills and Investment Manager

Develop a skills strategy for the Agritech Sector by June 2015 No specific budget identified WCC Skills and Investment Manager supported by Agritech Sector

Group

Career progression guide – launched by July 2015. No specific budget identified WCC Skills and Investment Manager supported by other WCC and

WLEP staff

150 businesses registered on Worcestershire Skills Central portal by Autumn 2016

Connecting Schools to Business Initiative – WCC Budgets assigned till August 2016 plus LEP investment

Business Account Manager ( Education) WCC supported by other WCC and WLEP staff

2500 individuals registered on Skills competency tool by September 2015 WCC Budget assigned till August 2016 Business Account Manager ( Education) WCC supported by other

WCC and WLEP staff

Apprenticeship clearing house in place by Sept 2015 No specific budget identified WCC Skills and Investment Manager

Support for graduate recruitment in place by March 2016

No specific budget identified but will use ESIF funds in due course

WLEP lead with support from WCC, district Councils and University of Worcester

Reduce the number of NEET individuals in Worcestershire by 5% by March 2016.

No specific budget identified to date but will use ESIF funds in due course WCC NEET Strategy Group and WLEP

To ensure the claimant count, and youth (18-24) claimant count proportions continue to decrease or maintain the current low level.

No specific budget assigned but ESF assigned in due course

WCC Skills and Investment Manager working with WLEP, DWP Local offices and other members of WCC team

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Business Growth


Financial Human

New model for Worcestershire Business Central fully operational and staffed by September 2015

£250,000 from WLEPc £TBC from WCC and other partners

Existing posts within WBC plus new posts to be appointed by HWCC. Project Board comprising WLEP, HWCC and WCC and other partners.

5,000 businesses engaged by Worcestershire Business Central by March 2016

WBC core fundingESIF – yet to be determined

WBC core staff

Access to Finance support for 200 business by March 2016

WBC core fundingWLEP Business Growth FundESIF Fund of FundsProof of Concept FundRedundant Buildings Grant

WBC core staffFund of Funds core staff

Commence development of framework to reduce regulatory burden within the Agri-tech sector in April 2015

No specific budget identified WLEP, Worcestershire Regulatory Services, Agritech Sector Group, Local Nature Partnership – DEFRA family and BDRO

Engage and support businesses 75 business that are in the priority growth sectors and / or experiencing significant growth during 2015/2016

WBC core fundingESIF – yet to be determined

WBC core staffSmall Business Service

Innovation network established by December 2015

Budget agreed to engage QinetiQ in supporting the development of an Innovation Strategy and Network

WCC Project Manager supported by supported by other WCC and WLEP and staff

Innovation Incubator Feasibility Study completed by June 2015 Budget agreed

SQW appointed as consultantsProject Board comprising WLEP, WCC and University in place.

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Planning, Development & Infrastructure


Financial Human

Commence construction of Worcester 6 by Summer 2015

£5,000,000 WCCPrivate Sector Investment (Stoford)

WCC staffStoford (design, contractors, letting agents)

Commence construction of Pershore Lane improvement scheme by June 2015

£5,000,000 WLEPWCC staffWLEP staffAlun Griffiths (Contractor)C2HMHill (Consultants)

Commence construction of Phase 4 of the Malvern Hills Science Park by April 2015

£5,000,000 WCCWCC staffMHSP staffContractor

Develop Housing Implementation Plan by May 2015 No specific budget identified Representatives from all Local Authorities, HCA and WLEP

Develop Strategic Case for Employment and Housing Infrastructure Fund by July 2015

No specific budget identified Representatives from all Local Authorities, HCA and WLEP

In addition to Vale Park, agree employment sites for inclusion in 2016/2017 programme for the Employment and Housing Infrastructure Fund by December 2015

£3m WLEPMatched funding to be identified

Representatives from all Local Authorities and WLEP

Options for Food Enterprise Park Local Development Order analysed by August 2015

£50,000 DEFRAWychavon DC staffWLEP staffDEFRA

Review the Planning and Development Charter and Action Plan by July 2015

No specific budget identified Planning, Development & Infrastructure

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Financial Human

Commence construction of Hoobrook Link Road in June 2015 £3.6m WLEP

£3m GBSLEP£5m Pinch Point£4m WCC

WCC staffWLEP staffGBSLEP staffAlun Griffiths (Contractor)C2HMHill (Consultants)

Commence construction of Phase 3 of Southern Link Road in September 2015

£16.4m WLEP£16m s106

WCC staffWLEP staffC2HMHill (Consultants)

Secure property agreements in advance of construction of Worcestershire Parkway by December 2015

£8.3m WLEP£9m other capital (WCC, FGW, NR)

WCC staffWLEP staffSLR (Consultants)

Secure match funding for Kidderminster Station improvement scheme by June 2015

£2.5m WLEP£1.8m GBSLEP

WCC staffWLEP staff

Make broadband available to 95% of businesses and homes by 2017 £2.4m WLEP

£2.4m BDUK

WCC staffWLEP staffBT Openreach (Contractor)

Complete Heat Mapping for potential Heat Networks by end of October 2015 £50,000 HNDU (DECC)

£15,000 WLEPProject Board (Wychavon DC, WCC, Bromsgrove DC, Transition Evesham, DECC, WLEP)Complete desktop assessment of

geothermal potential for renewable heat by September 2015

Develop economic model to assess impact of flooding on County economy by August 2015

No specific budget identifiedWCC staffWLEP staff

Commence construction on New Road scheme by December 2015 £1.2m WLEP

WCC Project Manager supported by WCC staffWLEP staffRingway (Contractor)

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Profile & Promotion


Financial Human

Month on month increase in Number of stakeholders

actively promoting World Class Worcestershire,

Number of events at which World Class Worcestershire is profiled

media coverage via Twitter #WorldClassWorcs.

No specific budget identified but activity supported by revenue budgets of WLEP and partners

WLEP Communications Executive supported by other WLEP staffWorld Class Worcestershire Project BoardWLEP Business Board

The agreed marketing and communications to include a number of measures, for example: media coverage, number of events and attendance, distributions of publications, web hits, use of campaign hashtags, connections via social media and enquiries from investors.

No specific budget identified but activity supported by revenue budgets of WLEP and partners

WLEP Communications Executive supported by other WLEP staffWLEP Business BoardCounty and District Council staff

Finalise a Stakeholder Plan by the end of July 2015

No specific budget identified WLEP Communications Executive supported by other WLEP staffWLEP Business Board

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Appendix 3 2015 – 2016 Delivery Plan Risk Register

Risk Type Risk description Impact Probability

Overall score Risk management

Governance StrategicFailure to develop and implement effective governance arrangements for the WLEP.

4 2 Medium - 8

WLEP has commissioned a governance review, which is underway and is committed to ensuring appropriate arrangements are in place to oversee delivery of the SEP and ESI Funds.

Programme Integration (GBS LEP)

Strategic

Failure to manage overlap with Greater Birmingham LEP, to deliver the WLEP economic strategy for the North Worcestershire.

4 2 Medium – 8 A joint-working protocol has been established with Greater Birmingham & Solihull LEP.

Conflicts of interest Strategic Conflicts of interest arising with

strategic and project level decisions 3 2 Low – 6

WLEP will be responsible for managing any conflicts of interest that may arise with strategic and project level decisions, within the context of the guidance that Government’s 2014-2020 Design & Implementation work streams are currently drafting. Investment decisions will be published on the WLEP website and ‘conflict of interest procedures’ will be implemented.

Reputation Strategic

A risk to the reputation of the partners associated with the failure to deliver the WLEP economic strategy.

3 2 Low - 6

WLEP and its partners are collaborating closely to ensure that the SEP is deliverable and that appropriate arrangements are in place to ensure its successful implementation.

Political change in LEP remit and responsibilities.

Strategic

A political change in national LEP responsibilities results in a risk of the LEP failing to adapt to, or delivery on priorities, and potentially exacerbating pre-existing risks (e.g. the risk of limited staff resources).

4 4 High - 16

The WLEP has developed effective relationships with external stakeholders, and is closely following likely political changes in LEP responsibilities.

Staff resources OperationalInsufficient staff resources to successfully deliver the WLEP economic strategy.

3 3 Medium – 9

A highly skilled and effective team has been put in place, with clear roles and responsibilities established. External specialists will also be used as and when necessary to ensure that the appropriate skill sets are available. Available staff resources will be kept under review in order to manage this risk in the future.

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Risk Type Risk description Impact Probability

Overall score Risk management

Stakeholder engagement Operational

Insufficient engagement, resulting in lack of stakeholder or partner support for WLEP activity.

4 2 Low – 8

The WLEP will continue to develop and maintain effective engagement with stakeholders to ensure both internal partnership momentum, and effective collaboration with other organisations. Currently a stakeholder plan is being developed between the Executive Team, Business Board and Board.

Enabling new processes Operational

The risk that new arrangements, processes and procedures are not effective in delivering the WLEP economic strategy.

3 3 Medium – 9The WLEP will develop from best practice procedures and learning from government, business and other bodies.

Government support / funding

Financial/Government support

A lack of government support or funding result in a poor delivery of the WLEP economic strategy, or a failure to deliver individual priority projects.

5 3 High - 15

The LEP will work closely with its partners to maximise the availability of public and private sector match funding resources. The recent call for illustrative projects provides comfort that match funding will be available.

Operating costs Financial/Government support

Revenue funding made available is insufficient to cover operating costs.

4 3 High – 12

The WLEP has adopted financial management procedures, including a robust management review, and the monitoring of budgeted, estimated and actual operating costs. Operational budgeted costs are to be subject to review to ensure that resource requirements remain appropriate.

Effective and efficient project appraisal

Implementation

The risk that the processes are not in place to allow for the consideration of new projects, limiting the effectiveness of the WLEP economic strategy.

3 2 Low – 6The WLEP will put in place mechanisms to ensure that project applications through, for example, ‘calls for projects’ can be speedily considered.

Programme and project management

Implementation

Risks across individual projects and inherent to the overall programme (e.g. underspend) limit the effectiveness of government funding on the local economy.

4 2 Medium – 8

Clear roles will be established and individuals recruited with appropriate skills. In addition, monitoring and reporting systems will be put in place to ensure that projects are managed effectively and that any problems are identified quickly, so that corrective action can be taken.

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7.0 GROWTH DEAL UPDATE

WLEP BOARD RECOMMENDATIONThat the Board notes and discusses the RAG (Red, Amber, Green) rating assigned to each Growth Deal Project

7.1 GROWTH DEAL - RISK ASSESSMENT

7.1.1 Following the comprehensive update on project detail given at the previous meeting, this paper focuses exclusively on a risk assessment for each scheme.

7.1.2 Each project has been RAG rated against a series of specific identified risks which will be discussed by the Programme Delivery Group on 19th May 2015.

7.1.3 It is suggested that the success, or otherwise, of the delivery of the Growth Deal in 2015/2016 will largely be assessed by the level of investment defrayed on approved projects. Therefore, based on the assessment referred to above, an overall RAG rating has been assigned to each project based on the likelihood of each scheme achieving its forecast outturn in 2015/2016.

Ian EdwardsGrowth Deal Project Manager

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Growth Deal – RAG Rating

Project Project Phase 2015/2016 Forecast

2016/2017 Forecast

2017/2018 Forecast Total Budget Key Milestones RAG

Pershore Lane Improvements (Worcester Six) Business Case £2,000,000 £3,000,000 £0 £5,000,000

Planning permission granted Achieved

Development Agreement signed Achieved

Off-Site Detailed Design complete Achieved

Target Price Agreed May-15

Off-Site Highways construction commences Jun-15

Off-Site Highways construction completes Jun-16

Malvern Hills Science Park (Phase 5)

Programme Entry £1,000,000 £3,000,000 £0 £4,000,000 Agree scope of Phase 5 Jun-15

Centre of Vocational Excellence Business Case £800,000 £0 £0 £800,000

Business Case submitted Achieved

Independent Appraisal commenced by SFA Achieved

Site location identified Oct-15

Construction works start Feb-16

New facility open Sep-16

Broadband Business Case 0 £1,200,000 £1,200,000 £2,400,000

Let Phase 2 contract Achieved

Commence programme mobilisation Jun-16

Commence programme deployment Dec-16

Infrastructure deployment completed Jun-18

End of Phase 2 contract Jun-25

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2016/2017 Forecast


Flood Alleviation Business Case £1,200,000 £2,000,000 £800,000 £4,000,000

Consultant to model Environment Agency output for flood risk assessment

Aug-15

Business Case approved (New Road) Sep-15

Start on site (New Road) Nov-15

Scheme complete (New Road) Mar-16

Hoobrook Link Road Business Case (GBSLEP) £3,600,000 £0 £0 £3,600,000

Approval/Release of DfT Pinchpoint funding Achieved

Contract award Achieved

Commence scheme Achieved

Diversion of overhead Power lines by Western Power May-15

Complete scheme Jul-16

Southern Link Road Approved £3,400,000 £4,000,000 £9,000,000 £16,400,000

Public Engagement Achieved

Commence Phase 3A Aug-15

Complete Phase 3A Nov-16

Commence Phase 3B Feb-16

Complete Phase 3B Nov-16

Commence Phase 3C Mar-17

Railway Bridge Possession Dec-17

Complete Phase 3C Aug-18

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2016/2017 Forecast


Parkway Station Business Case £0 £7,500,000 £800,000 £8,300,000

Planning submission Achieved

NR approval of GRIP3 in principle Achieved

Appointment of non-rail contractor Achieved

Timetable Industry Sign-Off Jun-15

NR approval of GRIP4 in principle Jun-15

Planning Decision by WCC Jun-15

Appointment of rail contractor Oct-15

Commence construction May-16

Opening of station May-17

Kidd. Railway Station Business Case £0 £2,500,000 £0 £2,500,000

Agree with GBSLEP to developing using WLEP Assurance Framework Mar-15

Feasibility Work complete Jun-15

Detailed Design Oct-15

Procurement Jun-16

Construction commence Jun-16

Complete Jul-17

Vale Park Programme Entry £500,000 £500,000 £0 £1,000,000

Access road design complete Aug-15

Contractor start on site Nov-15

On site works complete Jul-16

META Project Programme Entry £250,000 £0 £0 £250,000

Business Case submitted Jun-15

Independent Appraisal commenced by SFA Jul-15

Project approval Sep-15

Capital equipment purchased Jan-16

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8.0 EU STRUCTURAL INVESTMENT FUND STRATEGY UPDATE

WLEP BOARD RECOMMENDATIONThe WLEP Board is recommended to:

a) note the EU Structural Investment Fund update, nationally and locally;

b) approve the Worcestershire Option in principle and authorise detailed development work;

c) confirm to DWP that it will not align the ESIF allocation to Opt In to the DWP national programme

8.1 EUSIF Update

8.1.1 The Department for Communities and Local Government (DCLG) issued a Guidance Note (May 2015) ahead of the full Guidance anticipated in June/July, which reflects agreement so far with the European Commission in terms of EU regulations and the roles and responsibilities of the Managing Authorities and partners in the England ESIF Growth Programme

8.1.2 The Guidance Note incorporates an amended terminology for the LEP Area ESIF Sub-Committee which reinforces the status of sub-committees of the England Growth Programme Board (GPB).

8.1.3 This Guidance Notes provides clarity for partners and Managing Authorities on the immediate tasks ahead, following the launch of project calls in March, as project call deadlines are reached and applications begin to be assessed. It covers essential working arrangements for LEP area ESI Funds Sub-Committees. The approval of the formal Terms of Reference for ESI Funds Sub Committees, which are being revised to reflect agreed delivery models, will be considered by the Growth Programme Board shortly.

8.1.4 The Guidance Note also sets out working arrangements for the on-going development of project call specifications, the assessment of project applications and operating protocols for local committees, including the standards of service expected from the Managing Authority Secretariat.

8.1.5 The local-to-national working framework comprises:

a) Two routes into the Programmes:

1) Open Project Calls where the Managing Authority draws up Project Call specifications based on Operational Programmes priorities and targets with reference to the local ESIF Strategy; or

2) for European Social Fund, via a national co-financing organisation (Opt Ins)

b) Managing Authorities will receive applications (Outline or Full) and will assess them against the national Programme Management Committee’s Project Selection Criteria and produce Assessment Reports for each application.

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c) ESIF Sub Committee will consider the Assessment Reports and will advise the Managing Authorities on the proposed activities in relation to local development needs as set out in the ESIF Strategy. The advice will inform Managing Authority decisions on call specifications relating to Priority Axes, Investment Priority focus, geography, Operational Programmes, ESIF Strategy, financial resources and timing

d) Opt In organisations will submit full applications only which respond to ESIF Strategy‘s needs and opportunities. Assessment Reports will be provided by the Managing Authority and ESIF Sub Committee advice sought as described under c) above. Once an application has been approved and a Memorandum of Understanding signed, each Opt In organisation will produce more detailed specifications and appoint providers

8.1.6 The ESIF Sub Committee will meet quarterly with the DCLG Growth Development Team taking on all Secretariat functions on behalf of all Managing Authorities. DCLG will also be the Deputy Chair of the ESIF Committee. The Worcestershire LEP ESI Funds Sub-Committee (ESIF Committee) complies with evolving Government advice and continues to work closely with lead officers from the three Managing Authorities of DCLG, Defra and DWP.

8.1.7 The UK Government issued first calls on 20 March 2015 which reflected prior discussions with each LEP and ESIF Committee on local economic growth conditions. Further calls for programmes and projects will occur in either July 2015 or October 2015 and then on a quarterly basis thereafter. The Worcestershire ESIF Committee is meeting on 10 June 2015 and a 2015 Worcestershire EU Calls Forward Plan is being developed to agree and authorise the next rounds of calls. This will be brought to the next meeting of the WLEP Board. Priorities will be given to essential activities which are coming to an end in the current EU programme period, for instance Enterprise Worcestershire which includes SME start-ups and growth; Inward Investment initiatives; and EAFRD (Rural Development) programme for SME Growth, Tourism and Forestry.

8.1.8 In line with good practice, an Operational Working Group (OWG) will be established as a sub group to the WLEP Area ESIF Sub Committee and will be responsible to and report direct to the Sub Committee. The OWG membership will be as follows:

Name Organisation RepresentingGary Woodman (Chair)and Claire Bridges WLEP WLEP

Nigel Hudson and Steve Brain Worcestershire County Council WLEP Accountable Body

TBC TBC North Worcestershire District Councils

TBC TBC South Worcestershire District Councils

Nicola Kelly DCLG Growth Programme Delivery Team Managing Authority - ERDF

Roger Allonby DEFRA Growth Programme Delivery Team Managing Authority- EAFRD

Pete Long DWP Growth Programme Delivery Team Managing Authority - ESF

8.1.9 Task and Finish Group arrangements will be established involving members of the OWG together with additional specialist expertise, knowledge, intelligence and experience as needed. Subject to forthcoming UK Government Guidance, it is envisaged that detailed work on specific themes and/or operational elements will be needed for:

research and innovation

supporting small and medium enterprises

creating a low carbon economy

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increasing labour market participation

promoting social inclusion

developing people’s skills

supporting micro and small rural business

investing in small scale renewable and broadband investments

supporting tourism activities

EAFRD (Rural Development) Programme

ESF/ERDF cross-cutting themes

Opt In Programmes

ESIF Committee Communication Plan

Application/Assessment process

Audit and Accountability; Performance Management

8.1.10 The OWG role and responsibilities are outlined as follows:

interpret and circulate all relevant EU information and guidance (Sources: EU, UK Government Managing Authorities)

co-ordinate and prepare the WLEP Area ESIF Sub Committee work programme for ESIF (ERDF, ESF) and EAFRD programmes

co-ordinate and prepare contributions to agendas i.e. written reports, presentations and all other relevant material for WLEP Area ESIF Sub Committee members

co-ordinate the development and management of project pipelines for the ESIF (ERDF and ESF) and EAFRD programmes including specific elements such as Opt In programmes

fulfil joint operational working established by WLEP Protocols with neighbouring/other LEP ESIF structures on relevant matters of mutual interest

co-ordinate and develop the WLEP Area ESIF Sub Committee’s Communications Plan including WLEP website, PR, bulletin updates, social media as well as other ESIF Sub Committee members’ respective media channels

develop, establish and deliver the ESIF (ERDF and ESF) and EAFRD Programmes’ Local Implementation Plan (LIP) including setting up financial and outcome programme performance management arrangements; ensuring the timely submission of reports and information to the Managing Authorities and the UK Government’s national Programme Monitoring Committee (Growth Programme Board). NB Requirements to be clarified by publication of UK Government Guidance in June/July

if required, establish Task and Finish Groups for specific thematic and/or project development and delivery for ESIF (ERDF and ESF) and EAFRD programmes

ensure complementary actions between the Worcestershire LEP ESIF Growth Programme and other aligned UK Government National Programmes and/or European Programmes in the WLEP area i.e. EAFRD with Countryside Productivity and LEADER Programme towards the WLEP ESIF Strategy delivery

8.2 Worcestershire DWP Opt In and Worcestershire Employment Option

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8.2.1 At the April WLEP Board meeting, members were advised that despite constructive WLEP- DWP negotiations during the last year, DWP had indicated belatedly that its match funding would be in-kind only. The DWP position alters significantly which the WLEP believes is at variance with its Original Prospectus published in September 2013. The ESIF Strategy is based on calculations where the DWP co-finances the initiatives and matches equally the ESIF allocation. The expectation has been that DWP would commission, on behalf of the WLEP, a locally shaped programme that would add value to existing activity in the County (including the work programme) and DWP would provide match funding.

8.2.2 The DWP shift in interpretation means, in effect, that the ESIF allocation is financing and subsidising DWP and its provider(s) and that the DWP Work Programme will deliver to its national objectives and specifications regardless of the local landscape and local collaborative arrangements. It would result in a prohibitively expensive cost per output where Worcestershire secures limited material benefit or influence in steering national programmes towards locally aligned delivery. Furthermore, the absence of DWP match funding would effectively double the costs to Worcestershire. There is no incentive or benefit to Worcestershire to continue with DWP negotiations providing the ESIF allocation can still meet the same priorities and needs through alternative robust matched options.

8.2.3 The WLEP ESI Strategy requires ESF delivery in the first three year period to a total of 1440 participants at a cost of £2,603,904 as indicated in the following funding profile:

2015 2016 2017 2018-2020 TotalESIF 379,736.00 488,232.00 433,984.00 1,410,449.00 2,712,401.00Match 379,736.00 488,232.00 433,984.00 1,410,449.00 2,712,401.00Total 759,472.00 976,464.00 867,968.00 2,820,898.00 5,424,802.00

8.2.4 The WLEP Board asked the WLEP Executive Team to explore alternative options in order to feel assured that an alternate option, through a genuine partnership of local organisations, could establish the equivalent match-funding to the ESIF allocation as well as knowledge, expertise and experience in fulfilling the ESIF ambitions on employment, skills and social economic inclusion. A local alternative solution would ensure that Worcestershire secures additional benefit from locally co-ordinated and targeted employment programmes alongside DWP continuing to delivery its national Work Programmes independently.

8.3 Worcestershire Option

8.3.1 During the last eighteen months, a local consortium has emerged to tackle social economic inclusion across the County in a more co-ordinated way. The consortium is entitled Fusion and comprises all housing providers (RSLs), cross section of VCS interests together with representatives from Health, Worcestershire County Council and University of Worcester. Fusion is currently developing its business model and governance arrangements and has produced an outline of the ambition for the Worcestershire landscape (attached in Appendix A) which is endorsed by its inclusion in the WLEP’s SEP and ESIF Strategy.

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8.3.2 Fusion’s focus has been around coordinating tailored packages of support from different local-to-national sources and targets excluded individuals and groups with the right help on individual pathways of learning, training, skills development and experience into entrepreneurship and employment. Fusion will also ensure that no duplications or gaps arise between any providers, local and national, as well as ensuring that delivery does not continue in silos but joins up more effectively to provide various permutations of suitable support for any individual. The diagram below shows the simplified “route” which can be modified around each individual’s needs:

Local targeting,

outreach and engagement

Information, assessment

and diagnosis

Employability and pre-

employment support

Transition to work

Sustainability and

retention

Skill building and

progression

Information, advice and guidance

8.3.3 Two core sector interests of Fusion namely, Housing Providers and Worcestershire County Council, have responded to the current DWP Opt In position by considering a wider remit from social economic inclusion which would include employment and skills services (see extract from WLEP’s service request of DWP in Appendix B). During the last month, positive agreement has been reached in principle to embrace the whole agenda which is based on:

the Fusion consortium is already a sound and robust partnership which can widen its remit and purpose with confidence

respective headline funds can be identified, contributed and combined to more than match the baseline ESIF allocation which will be further consolidated by other partners in due course

consortium partners also bring a range of specialist local knowledge, intelligence and expertise across the employment, skills and social economic inclusion agenda

all main parties bring diverse local third sector providers and networks which would work effectively alongside other local-to-national programmes and other ESIF initiatives to avoid duplication and gaps

a strong, cohesive package would connect all beneficiaries to different combinations of co-ordinated support as individual tailored packages

8.3.4 Currently the housing partners of Fusion are investing £195,000 of their own resources in direct support to help tenants/tenants households into employment. A further £785k is invested in social and digital inclusion and £455k in money management. This includes Bromsgrove District Housing Trust (BDHT), Fortis Living, Nexus Housing, Redditch Borough Council (Housing Department), Rooftop Housing and Wyre Forest Community Housing. Worcestershire County Council currently invests equivalent programme resources helping people towards employment. The cumulative resource from these main organisations, therefore, comfortably exceeds the ESIF “match” required and does not yet include re-oriented programmes and expertise from other partners such as the Health sector, University of Worcester, VCS and District Councils.

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8.3.5 Fusion partners are committed to the integration of their current programmes to work alongside DWP, national programmes and other ESIF initiatives to avoid duplication and gaps. Fusion believes it can adapt the current Model and demonstrably connect beneficiaries to work in partnership so that different types of support can be combined into individual tailored packages. During the next two months, Fusion partners will develop the new working model for employment, skills, social and economic inclusion services alongside governance, financial and delivery arrangements. This will include a detailed delivery plan which incorporates funding and expertise provision from each Fusion Partner and their re-oriented programmes to include employment services; target groups; features of provision; a performance management baseline comprising targets, outputs and outcomes.

8.3.6 The WLEP Board is, therefore, recommended to approve the Worcestershire option in principle and authorise further detailed development work by Fusion partners. The WLEP Board is also recommended to confirm to DWP that it will not align the ESIF allocation to Opt In to the DWP national programme.

8.4 Partners and Engagement

8.4.1 The WLEP has conducted comprehensive consultations and engaged partners representing public, private and third sectors across Worcestershire throughout its SEP and ESIF process. The WLEP has been able to draw representation from the segmented interests described in Government Guidance to establish the Shadow Worcestershire LEP Area ESIF Sub Committee. A wide range of partners and interested parties are involved in the process to scope and develop the ESIF Implementation Plan and EAFRD (Rural Development) Programme Implementation Plan.

Claire BridgesStrategy and Partnership Executive

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Appendix A

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Appendix BPurpose of Employment and Skills Approach

To ensure that the ESF outcomes are maximised and there is an increase in the number of workless residents accessing skills and employability support to assist them into sustainable jobs, the following key principles will guide provision across the entire employment and skills provider network (i.e. the local landscape) within Worcestershire:

person-centred - intensive, tailored support packages for individuals with a case worker that will stay with the individual to ensure progression into employment;

targeted – focused on particular groups and areas where there are high concentrations of people out of work;

integrated delivery – into the provision of pathways of support (and particularly those delivered by local partners) which tackle key barriers to employment and focus on progression;

additional – to mainstream and other employment support programmes, to complement and add value to existing activity;

delivered at the most appropriate spatial scale – there are hot spots of need for the support outlined in this proposal at a district and ward level reflecting a need for effective engagement and tailoring to local needs (for example it will be particularly important for the provision to align with the Youth Zones in Redditch, Worcester and Kidderminster and deliver services for hard to reach groups outside these areas). In the case of employer engagement, some of this activity will need to be addressed at a countywide level to be effective; and

regular performance monitoring and review – to assess the quality and effectiveness of provision and provide greater transparency among all providers. This information will also provide benchmarking information to guide the design of provision in the future.

In addition to generic employability skills and training support delivered through mainstream/national programmes individuals will also be able to access assistance from local providers. These agencies will in particular, be able to provide individuals with the skills needed to take advantage of the ‘real’ job opportunities being generated by employers in the recognised growth sectors in the area. The ESIF has highlighted key gaps in engineering and manufacturing for example and the automotive sub-sector in particular.

Across Worcestershire, there are a range of providers already engaged in the delivery of employment support programmes, using both mainstream funding e.g. DWP prime contractors and youth contract providers, as well as other local public funding. It is expected that the successful provider will engage with these organisations to ensure that ESF is used to fill gaps and add value to this provision and meet the needs of workless residents not benefitting from current activity. The WLEP will work with partners to help deliver the vision set out in the SEP and ensure co-ordinated delivery of consistent, high quality programmes to all targeted client groups across Worcestershire. Integral to this vision, is the fundamental requirement that ESF investment across all Opt Ins (SFA and BLF) as well as other local-to-national providers creates a coherent customer-oriented support programme and delivers social and economic inclusion as a whole. Collaboration with partners delivering national and local provision will be essential (regardless of the funding source) to prevent duplication and maximise the funding available to deliver positive outcomes for the client group.

The approach will ensure that workless individuals have access to the following, regardless of where they enter the system:

a key case worker/employment advisor;

a single assessment process with the production of a personal action plan; and access to a common menu of provision designed to overcome barriers to employment which is regularly reviewed to

ensure quality and relevance.

The case worker will be instrumental to coordinating and joining-up support required by the individual (which will be sourced from across the local network of providers in Worcestershire) and range from mentoring and advocacy support, pre-vocational support and practical personal skills development, specialist assistance to overcome barriers, acquisition of employability support and qualifications that will enable individuals to compete for job opportunities arising, brokering work experience and work trials and post-employment support. There are a number of groups and areas where there is a higher level of unemployment:

Economically inactive residents (not claiming benefits)

Other disadvantaged residents and communities of interest with additional/multiple barriers

JSA claimants aged 18-24 – including NEETs

JSA claimants over the age of 50

JSA claimants who have been unemployed for longer than 36 months

Lone parents and other people with children – including those not on benefit

People on benefits that fall outside the mandatory work programme e.g. transitional IB/IS

Target Areas: Oldington and Foley Park, Greenlands, Broadwaters, Charford, Rainbow Hill, Abbey, Gorse Hill, Batchley, Cathedral, Winyates, Pickersleigh, Warndon.

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9.0 Destination Worcestershire International Marketing Campaign

WLEP BOARD RECOMMENDATION

The WLEP Board is asked to approve the spending of £20k on raising the profile of the visitor economy and utilising the World Class Worcestershire catchphrase.

9.1 Background

9.1.1 Destination Worcestershire is the official Destination Management Organisation for Worcestershire and works with a variety of stakeholders, with the main objective to help increase the economic prosperity of the county via visitor spend. To do this the partnership’s responsibility is to encourage national and international visitors to Worcestershire via the Visit Worcestershire brand.

9.1.2 Destination Worcestershire’s aim for this marketing campaign is to put Worcestershire on an international platform to help promote the county to potential overseas visitors. In order for Worcestershire to compete with neighbouring counties, as well as the major tourist hotspots of Stratford upon Avon, Warwick, Bath, Birmingham, Oxford, York and the Cotswolds, there needs to be investment in inspirational marketing campaigns, to capture the imagination of overseas visitors touring other parts of the UK, as well as attracting UK residents to visit Worcestershire.

9.2 Proposal

9.2.1 The delivery of promotional activity to support the promotion of the County can only be funded by national bodies such as Visit England. Local funding is limited for supporting the promotional activities of a destination. A key plank of the World Class Worcestershire promotion is to visit the County. The WLEP cannot be the sole funder of such activity, however a partnership proposal has been received by Destination Worcestershire and the WLEP Board are asked to approve £20,000 to support this marketing campaign comprising of a variety of activities.

9.2.2 The international marketing activities includes the following:

6-sheet advertising in Birmingham Airport Arrivals for 8 weeks during the 2015 Rugby World Cup (24th August – 18th September 2015).

6-sheet advertising in Birmingham Airport Arrivals for 8 weeks in spring 2016. The advert includes the #worldclassworcs hashtag.

48 sheet billboard advertising in prime UK inbound locations including London, Birmingham and Cardiff. The advert includes the #worldclassworcs hashtag.

Train station advertising in 27 poster sites at key locations for international visitors including Warwick Parkway, Stratford upon Avon, Birmingham Airport, Birmingham New Street, Birmingham Moor Street. The advert includes the #worldclassworcs hashtag.

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12 months Creative England Film and TV Liaison Service - to attract film and TV companies to use Worcestershire as a filming location. This will ensure the county is put on a key international platform for promotion as a visitor destination:http://www.visitbritain.org/aboutus/recentactivity/filmisgreatbritain.aspx

Advertising in two Mandarin group travel publications distributed to Chinese group travel operators.

Design, print and distribute an A5 Visit Worcestershire Mandarin Guide in time for the 2015 Worcestershire Ambassadors Chinese delegation visit in June 2015 including the #worldclassworcs hashtag.

International PR support for “Capability” Browns 300th anniversary.

PR with US agencies surrounding Home of Democracy and Liberty theme.

PR around other significant anniversaries taking place around county.

Sponsorship of the Annual Tourism Conference and Visit Worcestershire Awards for Excellence. The Awards feed directly into the VisitEngland Awards for Excellence with an invitation to speak as a guest speaker. Brockencote Hall Hotel has won Gold in the 2015 VisitEngland Awards for Excellence for Best Small Hotel of the Year and previous finalists include: Severn Valley Railway and Eckington Manor.

9.3 Partners and Delivery

9.3.1 Destination Worcestershire is a partnership managed by the Chamber of Commerce.

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10.0 SUB GROUP REPORTS MAY 2015

KEY ACHIEVEMENTS AND ACTIVITIES SINCE THE APRIL MEETING:

Business Growth Delivery of the last round of the Expansion Programme and giving direction to the next

steps within the Growth Deal.

The Growth Hub operating arrangements are being implemented.

Working with Regulatory Services to implement the reduction in red tape and joined in with the initiative to establish an easier route to regulation in the Agri Tech sector.

Profiling & Promotion Regen 2015 Liverpool (24 and 25 March) – a World Class Worcestershire stand was

secured with a prime location within this exhibition to profile regeneration and inward investment opportunities.

World Class Worcestershire investment visit (28 April 2015) – the visit took place which brought investors, employers and developers to the County and those travelling from London were provided with complementary first class travel from London Paddington. The event, which was hosted at Worcestershire County Cricket Club, also included a session with Worcestershire’s strategic businesses resulting in an audience of over 100. Personalised workshops and tours were provided, for example, those interested in retail opportunities had a walking tour in Worcester City centre. Lord Mervyn King provided a key note speech which demonstrated why Worcestershire was an excellent place to invest. Each delegate left with a goody bag that contained vouchers demonstrating the many aspects of Worcestershire’s leisure facilities to bring them back to the county. This was combined with the opportunity to coordinate such a visit with meetings with decision makers in Worcestershire and follow up meetings are taking place with all delegates.

Site information completed for 9 development sites – Information was competed on 9 development sites so that each delegate left with some details on tangible development opportunities within the County. All enquiries are directed to the dedicated phone line, email address and new website www.investinworcestershire.com

World Class Worcestershire guidelines – guidelines have been developed, however, the identity ‘World Class Worcestershire’ was developed for inward investment purposes and now needs further development with positioning, brand values and evidence/proof points of why Worcestershire is a World Class place to live, work, visit, invest and do business. Consultation with key audiences will take place and when finalised, a strategy for roll-out will then need further development.

Employment and Skills Board Continued operation and extension of services within the Employment Hub in Kidderminster

Development of concept of UTC in Worcestershire with external consultants appointed

Development of career progression tool in County – launch to schools PDF summer 2015 , Dynamic website Summer 2015

Workshop with manufacturing companies, stakeholder to consider the UTC, WGTA, University Academy

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http://www.investinworcestershire.com/

PLANNED WORKLOAD AND DELIVERY: (NEXT 3 MONTHS)

Business Growth Give input to fund of fund on areas of demand for financial instruments and the best spread

of the types of funds available prior to an outline application to BIS (This is a continuing commitment).

Determine what an enhanced Growth Hub should offer.

Incubator sub-group has seen the feasibility study created by the consultant.

Profiling & Promotion Positioning the brand/identity of World Class Worcestershire and roll out of the

guidelines – please see the previous Board item.

Feedback from 28 April inward investment event – is currently being gathered which will inform the strategy going forward. The plan has always been to meet with investors and developers over an approximate 6 months period and bring them back to the County and so the next 6-12 months plan needs to be finalised.

High profile sporting activities – World Class Worcestershire will be identified with a number of high profile sporting activities over the coming months including The Redditch Tour Series (May), Worcestershire County Cricket Club (in its 150th year), the European Wheelchair Basketball Championships (August/September) and the Tour Ride (October).

World Class Worcestershire website – a design company has been briefed for a website ‘portal’ www.worldclassworcestershire.com to link through to a number of different website. The portal will be applicable to all audiences and directs the website visitor to the appropriate websites and it is proposed this will include links to World Class place to visit, World Class place to do business, etc. A holding page is being put into place, as a site is needed for imminent high profile events to link to, however, this will be developed when the branding positioning has been completed.

MIPIM UK, London – a stand has been secured at MIPIM UK (21 – 23 October 2015). A promotion campaign will be developed before the event to include publicity in the Estates Gazette. A 45-minute slot has also been secured for the first day to profile World Class Worcestershire. This session will now be developed as well as the strategy at the show itself. For example, the possibility of holding an event in London during MIPIM itself as delegates stay in London.

Employment and Skills Board Demand Study for UTC

Refresh Employment and Skills Board Strategy

Apprenticeship Awards November 12th 2015

Second stage of development of Connecting Schools and Business Portal

Develop Careers Progression tool App for Summer 2015

Commission Clearing House for Apprenticeships

Agri Tech Apprenticeship Event – 4 June 2015

Planning Development and Infrastructure

Planning and development forum on the 5th June – focused on highways design codes and broadband roll out.

Working with District Councils to identify the potential delivery of the Housing Implementation Plan sites.

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http://www.worldclassworcestershire.com/

CHALLENGES AND BARRIERS:

Business Growth

Fund of Funds – challenge is central government delay currently slowing the process although there is now recognition that the West Midlands will have a fast track path.

Expansion Scheme – gap between this programme that has just closed to establish a new scheme.

Speed of implementing the Growth Hub model

Profiling & Promotion

Development of the next steps and roll out of the World Class Worcestershire brand

Employment and Skills

Getting skills data in a timely and accurate manner to inform the strategy

The requirement of Ofsted and the pressures on schools to be able to respond to the employers needs

The structure of government policy as it emerges

Planning Development and Infrastructure

Having successfully shaped the Spatial Growth Plan and established the Game Changer Programme, the Sub Committee’s focus needs to priorities initiatives and proposals for Development Management services which meet business needs;

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