Transcript Local Strategies for Growth and the link to the Local

Developing a Strategic
Economic Plan
Astrid Flowers
Strategic Advisor - Skills
Coast to Capital LEP
1
STRATEGY
FOR LOCAL
GROWTH
Heseltine
Report
LEPs to create
£
LOCAL
GROWTH
DEAL
SINGLE
GROWTH
FUND
POWERS
Brighton
City Deal
EU
Investment
Strategy
Local
Plans
INFLUENCE
Skills
Strategy
Area
Partnership
Plans
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Reform of EU Structural Funds
including ESF, ERDF
EU Investment
Strategy
For the Programme
Period 2014 to 2020
67.3m Euros for C2C
= £57.5m
= £8.2m per year
The priorities will be:
•innovation, research and
technological development
•support for small businesses
•the low carbon economy
•skills
•employment
•social inclusion
There are 11 themes
To be agreed with all parties by
end September
Funding from mid 2014 onwards
MATCHED
3
Nationally will be £2bn in 2015/15
Unencumbered circa £1.1bn
£
SINGLE GROWTH
FUND
What will C2C get?
-Divided partly on population,
partly on competition
-If wholly on population =
£71m)
-But some of it is encumbered
(£39m unencumbered)
-The strength of the Strategy
will determine the size of the
Fund
Commitment through the next Parliament at
same level MINIMUM
- Includes some existing commitments
- Includes transport, skills and housing
- It is hypothecated (in part)
Transport:
•Local transport projects
•Priority transport investments
Skills:
•ESF Skills match funding
•FE Capital funding
Housing:
•An element of the New Homes Bonus
POOLED between councils
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Timescales
– April to September – gathering and prioritising
– End September –first outline to Government
– End September - First Draft EU Investment Strategy
to Government
– September to December – formal consultation of the
proposed priorities and investments
– January – Second draft to Government
– January – Final EU Investment Strategy to
Government
– January to March – endorsement and sign-off
– March – Final Strategy to Government
– April – June 2014 – Local Growth Deal negotiations
– Single Growth Fund in operation from April 2015
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LOCAL
GROWTH
DEAL
RESOURCE
S, POWERS,
INFLUENCE
RESOURCES
•SLGF, RGF
•LTB
•EU
•Existing resources
•Pooling
•Investment
•New instruments
•Governance
POWERS
•Their powers - local control of national
programmes
•Skills and employment; Business support
•Others?
•Our powers - Governance
INFLUENCE
•Governance
•Will to make it happen
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So what?
• Give businesses a reason to
form, grow, stay and move
here
• Give entrepreneurs a reason
come here
• Give young people and
highly skilled people a
reason to stay, move and
work here
• Give them the means to
move around
• Give them somewhere to live
• Let them talk to the world
• New innovative ways to
attract working age
population – housing
• Create attractive and exciting
business locations
• World’s best BB now!
• Join it up – City Deal
• Address under-employment
• Use the public assets we
have
• Crack some transport
problems
• Take it to the world
WE HAVE TO STOP BEING AVERAGE
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PLACE
BUSINESS
PEOPLE
•Priority business
locations
•Opportunity locations
•Right business
environment
•Transport
•Housing
•Assets
•Investment
•Flood defences
•Other infrastructure
•Sustainability
•Reputation
•High growth and
innovation
•Sector/markets
•Technology trajectory
•Core role of HE
•Digital infrastructure
•Enterprise and
competitiveness
•International
•Premises
•Finance for growth
•Green
•Skills for high growth
•Under-employment
•Leadership and
management
•IAG
•Entrepreneurship and
enterprise
•Community
RESOURCES, POWERS,
INFLUENCE
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Business: Enterprise Committee
1.
Supporting high growth
2.
Address the specific barriers to growth:
–
Digital infrastructure
–
Business areas and premises
–
Finance for growth
–
Housing
3.
Places for business – space and place
–
Poor quality business premises not enough industrial, premises in the wrong
locations e
–
Be clear about the growth opportunities in each of our locations,
4.
Skills
5.
Underlying Enterprise competitiveness
–
High formation rates
–
Hunger and aspiration for success
–
The right culture for enterprise and aspiration
–
Young people remain a key priority group
6.
Under-performing Areas and People
–
If we do not address the under-performing areas they will always be a drag on
the rest, Wealth and success should be shared (see Croydon, August 2011).
9
Business: Role of HE
• Wilson report – “We are just scratching the
surface”
• We have four Universities, and a good and
improving relationship and engagement
• Can we make a reputation and a growth bonus
out of being among the first areas to “get beneath
the surface”
• It’s a challenge that HE has to pick up and lead.
10
What does a good strategy look like?
•
•
•
•
•
•
•
•
•
•
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A simple, strong narrative and will be:
ambitious
focused – not a “plan of plans”
edgy and be differentiated from other LEP areas
differentiated internally between our five areas
mutually consistent with other plans and supporting
further alignment
a strong and evidenced case for investment
action oriented, costed and time-bound
agreed and enjoying wide consent and ownership
linked to neighbouring LEPs
well written
11
Governance?
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Developing a Skills Strategy
Astrid Flowers
Strategic Advisor - Skills
Coast to Capital LEP
July 2013
13
Skills Strategy: Context
•
•
•
•
Requested by government
Informed by Coast to Capital Forum (March 2013)
Informed by Strategic Skills Seminar (April 2013)
Informed by Business Roundtable sessions (May to August
2013)
• Draft version in September 2013
• Final version in December 2013
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Skills Strategy: Purpose
• Inform negotiations with government to secure support for the
area
• A point of reference for organisations offering education and
training
• Inform the work of strategic partners in developing plans
• Complement local growth strategy and European Structural
Investment Strategy
15
Skills Strategy: Scope
• Focus on meeting business skills needs and generating
sustainable employment
• Highlight skills issues which inhibit sustainable economic
growth
• Make recommendations to address these barriers
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Skills Strategy: Approach
• Groundwork: neighbouring LEPs, establishing Task & Finish
group, initial discussions with key partners
• Engagement: businesses, local partnerships, funding
influencers, Sector Skills Councils, skills providers
• Development of draft strategy: Secondary research to inform
development (local and national research & strategies)
• Consultation & finalisation: Focus group testing of issues and
propositions, potential quantitative survey questions
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Emerging Priorities
• Skills for productivity and growth
• Skills for employment and progression
• Creating demand for higher level skills, including
leadership & management
• Developing intermediate and higher level skills for our
key sectors
• Access to high quality provision and progression,
particularly for young people entering the workforce
• Addressing geographical areas, sectors and segments
of the workforce where there is evidence of low skills
and low demand from employers operating in low value
markets
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