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LEPs: maximising the potential for VCS engagement Rachel Quinn, One East Midlands

LEPs: maximising the potential for VCS engagement Rachel Quinn, One East Midlands. The 39 LEPs. What have they been doing?. Stimulating Private-Sector led growth Job creation How? Growing Places Fund – delivering local infrastructure priorities

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LEPs: maximising the potential for VCS engagement Rachel Quinn, One East Midlands

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  1. LEPs:maximising the potential for VCS engagementRachel Quinn, One East Midlands

  2. The 39 LEPs

  3. What have they been doing? • Stimulating Private-Sector led growth • Job creation How? • Growing Places Fund – delivering local infrastructure priorities • Regional Growth Fund – drawing private sector leverage for job creation • Enterprise Zones – growth stimulation via simplified planning and business tax breaks • City Deals – Removing barriers to growth

  4. Lord Heseltine’s Review • ‘No Stone Unturned’ published October 2012 • Government response March 2013 – 81 out of 89 recommendations accepted, 5 rejected, 3 in SR • Increasing Whitehall asks of / offers to LEPs - and increasing focus on their performance • Single Local Growth Fund from 2015 • LEPs to develop multi year strategic plans • Funding to be allocated though Local Growth Deals • LEPs to take greater role in EU funding distribution • Support LEP capacity

  5. European Structural and Investment Funds 2014-2020 – LEP roles Lead role for LEPs – notional 7 year allocations • Develop strategy, working with wide range of partners • Select projects (commissioning, bidding and co-financing) • Identify match funding • Spend allocation (on time and in line with EU regulations) • Ensure outcomes delivered • Monitor delivery against strategy and programme priorities • Not responsible for administering the funds (remains with Managing Authorities)

  6. Structural: Employs 2.7% workforce Spends £2.1bn in NW economy Holds £3.9bn in assets Access to volunteers High level and diverse skill base Geographical reach – for delivery, intelligence and to test effectiveness of interventions Geographical flexibility - from national to local Established networks and communication systems Strategic: Access to match funding – cash, assets, volunteers Existing Co-financer working relationships (e.g. SFA, NOMS, DWP) Existing relationships with Managing Authorities Reach, data and intelligence Assessment of social inclusion, poverty and disadvantage Delivering cross-cutting themes: Planning for Equality & Diversity and Sustainable Development outcomes What have we got to offer??

  7. Operational: Delivery specialisms e.g. digital inclusion, skills & employability, micro & social enterprise growth, young people, health & wellbeing and environmental sustainability Focus on disadvantage Rural and urban coverage Scalability Use of and access to social investment products and models Proven technical expertise of: community led local development, community grants, social inclusion Experiential: ESF, ERDF and EAFRD experience (planning, management and delivery) Scrutiny of EU programmes Co-production Complex funding packages Successful anti- poverty and inclusion work Stimulating Community Led Local Development (e.g. LEADER) Experience of the development of new ideas, products and services to meet social need (social innovation) Working in partnerships and consortia What else have we got to offer??

  8. Challenges and Opportunities for Civil Society • Making the case for engagement • BLF co-financing offer • Social Inclusion • Community Led Local Development (CLLD) • Equality & Diversity • Social Innovation • Social Investment / Social Enterprise • Community grants • ‘Freedoms and Flexibilities’ • Match funding (volunteer time??)

  9. Challenges for LIOs • Local leadership and capacity building • Consortia building • Engaging small groups • Intelligence and Data • Funding advice • Demonstrating Economic Impact • Representation and accountability

  10. Your turn…… • What activities have been shown to deliver social inclusion outcomes in the NW? • What are the tangible economic outcomes derived from this approach? • Could this be measured / tracked? • Is this activity scalable – to cover whole LEP area or across multple LEPs? • If so how?

  11. If we have more time…… • How could the VCS support the LEP(s) to achieve inclusivity in the delivery of core LEP objectives? • SME growth and competitiveness • Innovation, Research & Development • Identifying and delivering against skills priorities • Job creation and reducing economic inactivity

  12. Quality of the relationship • Governance • Board • Sub groups or advisory groups • Engagement • Involvement in consultation – active input • Sector communication mechanism in place • Strategy • Role of CS clearly identified • Strategy for Social Inclusion • Take up of available ‘social’ options

  13. More Information and resources are on the Reach & Impact web page:www.oneeastmidlands.org.uk/reachandimpactor Regional Voices atwww.regionalvoices.orgor atwww.europeanfundingnetwork.eu

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