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1 Developing a Strategic Economic Plan Astrid Flowers Strategic Advisor - Skills Coast to Capital LEP
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2 LOCAL GROWTH DEAL £ SINGLE GROWTH FUND STRATEGY FOR LOCAL GROWTH Heseltine Report LEPs to create EU Investment Strategy Skills Strategy Brighton City Deal POWERS INFLUENCE Local Plans Area Partnership Plans
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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
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4 £ SINGLE GROWTH FUND 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 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
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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
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6 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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7 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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8 PLACEBUSINESSPEOPLE 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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9 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).
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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.
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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
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12 Governance?
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13 Developing a Skills Strategy Astrid Flowers Strategic Advisor - Skills Coast to Capital LEP July 2013
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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
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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
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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
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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
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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
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