Developing a Strategic Economic Plan

1. Developing a Strategic Economic Plan • Astrid Flowers • Strategic Advisor - Skills • Coast to Capital LEP 1

2. Brighton City Deal Area Partnership Plans Local Plans STRATEGY FOR LOCAL GROWTH Heseltine Report LEPs to create LOCAL GROWTH DEAL £ SINGLE GROWTH FUND POWERS EU Investment Strategy Skills Strategy INFLUENCE 2

3. EU Investment Strategy • Reform of EU Structural Funds including ESF, ERDF • 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 For the Programme Period 2014 to 2020 67.3m Euros for C2C = £57.5m = £8.2m per year MATCHED 3

4. Nationally will be £2bn in 2015/15 • Unencumbered circa £1.1bn • 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 £ 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 4

5. 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 5

6. RESOURCES • SLGF, RGF • LTB • EU • Existing resources • Pooling • Investment • New instruments • Governance LOCAL GROWTH DEAL • POWERS • Their powers - local control of national programmes • Skills and employment; Business support • Others? • Our powers - Governance RESOURCES, POWERS, INFLUENCE • INFLUENCE • Governance • Will to make it happen 6

7. So what? • 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 • 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 WE HAVE TO STOP BEING AVERAGE 7

8. RESOURCES, POWERS, INFLUENCE 8

9. Business: Enterprise Committee • Supporting high growth • Address the specific barriers to growth: • Digital infrastructure • Business areas and premises • Finance for growth • Housing • 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, •  Skills • 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 • 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

10. 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

11. What does a good strategy look like? • 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

12. Governance? 12

13. Developing a Skills Strategy • Astrid Flowers • Strategic Advisor - Skills • Coast to Capital LEP July 2013 13

14. 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 14

15. 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

16. 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 16

17. 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 17

18. 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 18