Strategy for Growth Action Plan

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1 Strategy for Growth Action Plan These action plans are currently under development and we wish to test out these proposed approaches with partners over the coming months. If you would like to comment on the Action Plan, or get involved in the delivery of any the actions, contact us on

2 Strategic Action Short Term Projects ( ) Medium Term Projects ( ) Outputs Targets Responsibility Enterprise 1 Establish business support portal and signpost businesses to national and local sources of information and support Establish and maintain a business support portal Audit local authority business support available to identify gaps Awareness campaign for business support portal Run a series of events such as access to finance events Focus on complementing local authority offer and identifying what else businesses need Provide specialist help to support growth and address gaps in business support offer Explore publicising local procurement opportunities Establish High Growth Task Force that ensures that support to high growth companies is coordinated and is targeted at those businesses that need help to grow Launch Website: Q Workshops per year Baseline set for Web Portal Q businesses attending workshops per annum Customer satisfaction survey for users of portal Enterprise M3, Basingstoke and Deane BC (for portal support) Enterprise Support Action Group supported by business representative organisations, business, Growth accelerator team, BIS and local authorities Identify how enterprise support activities are targeted at rural areas

3 2 Undertake key account management Map and analyse key companies (growth sectors and large employers) Agree top 100 companies list and agree intervention to engage/support Evaluate different approaches and look to extend across whole area such as Surrey Business Leaders Network established and working with 250 companies Local account management team delivering bespoke solutions to business needs and providing business intelligence (informing other projects) Involve key businesses in specific projects/lobbying Grow Key Account Management programme to support 200 companies Mapping and analysis: Q Delivery: Q & onwards 100 businesses supported Hampshire/Surrey County Councils and Surrey Connects, supported by District Councils and UKTI Three sector-based account managers, working with key businesses in marine, aerospace & defence and business, finance & professional services sectors

4 3 Provide export support to SMEs Signpost available assistance to SMEs to win and expand markets through exports and trade Run educational campaign with supporting events with relevant service providers Strategic guidance on export support to UKTI regional office 4 workshops per year (with UKTI) Ongoing dialogue with UKTI Double value of exports by 2018 and 100 more companies exporting UKTI, Chambers of Commerce, Surrey Connects and other business organisations, supported by Enterprise Support Action Group Establish rolling programme of workshops for businesses to demystify the process and connect to UKTI 4 Promote inward investment especially in key sectors Develop clear sector propositions and a support offer. Create business development strategy and inward investment model for the Enterprise M3 area Develop co-ordinated inward investment enquiry handling approach with UKTI. Develop effective economic narrative and place marketing strategy for the Enterprise M3 area Development of sector propositions: Q followed by delivery 2500 jobs via inward investment focused on the key clusters and sectors UKTI, Hampshire and Surrey County Councils, Surrey Connects, Chambers of Commerce and other business organisations, including property sector Work with property industry and local authorities to promote availability of industrial and commercial space

5 5 Develop visitor economy, with a focus on business tourism Publish overarching visitor economy strategy and action plan Determine what is needed for a comprehensive quality business tourism infrastructure Generate a stronger recognition or the area s destinations and promote a better understanding of the opportunities for visitors to stay longer Work with partners to ensure that they further develop the unique tourist offer that will set us apart from other UK locations, and how it can be sustainable Identify locations/partner organisations to attract international conference venue. Explore opportunities to further develop rural tourism, ecotourism and cultural tourism. Identification of gaps in supportive infrastructure Development of new product areas Increase visitor expenditure and the number of businesses providing tourism related goods and services (baseline to be set Q4 2013) International conference centre attracted to area. Visitor economy/business tourism working group Supported by Hampshire/Surrey County Councils, district councils, Visit England, rural partners, industry representatives

6 Innovation 6 Drive innovation in all that we do, fostering a culture of entrepreneurship combined with driving business growth in niche sectors such as aerospace/space, cyber security, digital economy and pharmaceuticals Develop a local research and innovation strategy that builds on our strengths, competitive advantages and potential for excellence Create a rich and active network of researchers, students, entrepreneurs, research institutions and companies to develop new ideas and successful initiatives Roll out existing good practice around incubation with a view to expanding capability around nurturing talented businesses Stimulate and support active angel and venture capital networks such as the Surrey 100 Club Expand existing innovation centre capacity, potentially through the use of empty workspace Source additional funding: Q Planning stage: Roll out of additional networks: Q Strengthen the innovation brand and develop an average of 30 new businesses involved in knowledge networks per year Innovation Working Group (to be established) supported by HEIs from within area and on borders plus private sector R&D centres and key businesses involved in high/potential growth sectors to scope out activity and drive actions Establish sector specific incubation hubs for key growth sectors Skills and Employment 7 Increase supply of labour, especially high level skills capacity Formulate a strong evidence base to identify skills required by business, especially in key sectors Develop skills strategy 1 to identify skills priorities and ensure employers have access to relevant skills Establish Employment and Skills Board to oversee strategy and funding Collate labour market data and business intelligence on ongoing basis Undertake detailed research to identify the skills needs of key sectors and clusters Implement skills strategy to establish skills priorities across Enterprise M3 area Monitor and respond to changing skills requirements as industry sectors develop Influential Employment and Skills Board formed: Q Skills Strategy launch: Q Ongoing research and dialogue with business Work with Higher Education/Further Education and other educational establishments to meet business needs and deliver coordinated education and training Skills Action Group to drive strategy forward working in partnership with Businesses, Skills Funding Agency, Further and Higher Education, JobCentre Plus, local authorities private sector training providers, not for profit sector 1 This action will be further developed as work on the skills strategy nears completion in September 2013.

7 Infrastructure and Place 8 Lobby for sufficient aviation capacity for business travel and access to Heathrow for businesses across Enterprise M3 9 Establish an effective housing development strategy channelling investment, using a new Housing Investment Board Perform business pulse check regarding LHR remaining as business critical transport hub via One Hub (Heathrow) Seminar Set out lobby campaign/strategy for ensuring sufficient capacity for business travel and access to Heathrow Determine the economic impact of Heathrow (work by Surrey Connects) Objectively assess housing needs to support growth in the Enterprise M3 LEP area Gather information on stalled and strategic sites and those sites in public ownership which could deliver housing. Establish Housing Investment board and agree terms of reference Ensure involvement with Western Access to LHR project as this develops by engaging directly with Network Rail Consider wider access improvement to Heathrow as opportunities arise Research, dialogue with business and regular submissions to the Davies Commission Develop a Housing Delivery Strategy for the LEP area identifying objectively assessed need across the geography and a clear identification of the need for housing to support and grow the LEP s economy Identify activity that could boost delivery Input to Davies Commission interim report: Q Input to Davies Commission full report: Q Housing sub-group approve development of investment board Housing professional appointed to manage process Housing Investment Board formed: Q Ongoing meetings with local authorities and developers Maintain Heathrow s hub status and expand airport capacity to support new routes to fastgrowing emerging markets Boost level of housing completion year on year Increase affordability of housing Support housing in proximity of key economic centres/infrastructure Support conversion of unused office space to housing Transport Action Group, Surrey/Hampshire County Councils, district councils, Surrey Connects, business Housing Action Sub Group, supported by Surrey/ Hampshire County Councils, district councils, HCA, housing developers and registered providers

8 10 Address congestion, along with road, rail and air bottlenecks Agree local priorities for road, rail and air, to inform advice to government on funding; and establish a Local Transport Board that directs funding towards priority road improvements and feeds in business opinions Completed Surrey Futures rail strategy and congestion strategy to intelligence and feed into LEP wide rail strategy Advocate for interventions and additional capacity that supports business productivity and economic growth Lobby Highways Agency to address congestion on Strategic Road Network Lobby National Rail around Crossrail 2/Woking flyover and other rail priorities coming out of rail strategy Local Transport Board formed: Q Ongoing meetings with local authorities and businesses to establish air and rail priorities Prioritisation of funding and the overseeing of the delivery of major local transport schemes. Transport Action Group in partnership with Surrey County Council, Hampshire County Council, Highways Agency, Network Rail and transport operators. Passenger market studies completed 11 Explore issues around enhanced internet speeds and capacity to ensure businesses have world competitive speeds and costs Lobby for additional funding for high speed broadband infrastructure and lobby for improvements to the access arrangements to rural IT infrastructure Pilot new approaches to bring superfast broadband to rural areas not covered by existing arrangements between Surrey cc, Hampshire cc and BT Identify areas where superfast broadband would unlock strategic developments Run business workshops to highlight the opportunities, technologies and ways of working available through the digital economy (initially in rural areas) Explore opportunities presented through 5G drawing on the Centre of Excellence at Surrey University to put Enterprise M3 ahead of the game. Initial review of Broadband Pilot Areas funded: Q Ongoing strategic investments via GEF: : enable 100% of homes and businesses to have access to superfast broadband speeds Hampshire / Surrey County Councils, BDUK, DEFRA Enterprise First

9 Cross-cutting Issues 12 Advocate and promote the area and align and complement existing activities and priorities Work with partners on integrated evidence and research Advocate for the area in Whitehall and Brussels Influence key players to reflect aims of Strategy for Growth in other local strategies Develop investment fund, to align local investment from private, public sector and Not for Profit sector with Local Growth Deal and EU funding streams, in particular the new EU Growth Fund Market Enterprise M3 area. Programme targeted on investors, visitors and prospective in-movers Single investment pot priorities agreed: Q Marketing of M3 area programme targeted on investors, visitors and prospective in-movers: Ongoing Funding devolved to enable delivery of economic priorities in a way which recognises local circumstances Increasing voice in Government and alignment of strategy and programmes (where appropriate) across the area Enterprise M3, its Board, Implementation Group,Action Groups, local authorities and business representative organisations

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