Agenda. Local Industrial Strategy Update on progress and discussion on how the LEP Board want to be involved

Transcription

1 West of England Local Enterprise Partnership Board Meeting Thursday 10 May 2018, 10am-12pm West of England Combined Authority Offices 3 Rivergate, Temple Way, Bristol, BS1 6ER LEP Board: Prof Steve West, University of the West of England (Chair) Cllr Tim Warren, Bath & NE Somerset Council Mayor Marvin Rees, Bristol City Council Cllr Nigel Ashton, North Somerset Council Cllr Matthew Riddle, South Gloucestershire Council Mayor Tim Bowles, West of England Combined Authority Christopher Grier, Airbus Neil Douglas, Viper Innovations Dick Penny, Watershed David Brown, The Bristol Port Company Jon Reynolds, BT Andrew Hodgson, KPMG David Pester, TLT Solicitors Katharine Finn, PwC Martino Burgess, Gregg Latchams Mohammed Saddiq, Wessex Water Prof Hugh Brady, University of Bristol James Durie, Business West Agenda Subject Presenting 1. Welcome and apologies Apologies from Cllr Matthew Riddle, Denise Murray, Andrew Hodgson, Christopher Grier, David Pester Steve West 2. Minutes of the meeting of 19 th March 2018 To approve minutes from the previous meeting. Steve West 3. Declaration of Interest All Board members have a responsibility to treat all proposals/projects equally and impartially and must therefore declare whether they or their organisation has either a direct or indirect interest in any of the projects to be considered by the Board. Steve West 4. Local Industrial Strategy Update on progress and discussion on how the LEP Board want to be involved Jess Lee 5. Digital Strategy Presentation of headlines from digital study (5mins) Overview of current opportunities (5G city, LFFN, 5G tourism) Digital Health Academic Science Discussion about the areas we should focus on in the development of the digital strategy Regeneris Chris Jennings Steve West Jess Lee

2 6. Creative Sector Creative Industries Local Industrial Strategy Creative Industries Sector Deal and current opportunities o Arts & Humanities Research Council (AHRC) o Channel 4 relocation Dick Penny Mark Lever 7. National Composite Centre Update on the NCC expansion plans Graham Harrison 8. Wrap up Other things the LEP Board would like to consider for set up phase of the Local Industrial Strategy project? All 9. AOB Brand - Bristol & Bath Global Gateway All Appendix A Operating Framework Attached for your information is the draft business plan for the year A high-level framework based on the three pillars of skills, business support and infrastructure. Next meeting: Wednesday 11 July, 9:30am-11:30am West of England Combined Authority Offices 3 Rivergate, Temple Way, Bristol, BS1 6ER

3 West of England Local Enterprise Partnership Board meeting Monday 19 March, 3.00pm pm 3 Rivergate, Temple Quay BS1 6ER Present: Prof Steve West, University of the West of England (Chair) Mayor Tim Bowles, West of England Combined Authority Mayor Marvin Rees, Bristol City Council Cllr Tim Warren, Bath & NE Somerset Council Cllr Matthew Riddle, South Gloucestershire Council Patricia Greer, West of England Combined Authority Amanda Deeks, South Gloucestershire Council Ashley Ayre, Bath & NE Somerset Council Christopher Grier, Airbus In Attendance Helen Edelstyn, West of England Combined Authority Chris Hackett, Bristol City Council Ben Mosely, Bristol City Council James Cooke, South Gloucestershire Council John McCormack, South Gloucestershire Council Gill Sinclair, South Gloucestershire Council Apologies: Cllr Nigel Ashton Mike Jackson, North Somerset Council Denise Murray, Bristol City Council Jon Reynolds, BT Martino Burgess, Gregg Latchams David Brown, The Bristol Port Company Dick Penny, Watershed James Durie, Business West Katharine Finn, PwC Neil Douglas, Viper Innovations Andrew Hodgson, KPMG Janine Michael, Centre for Sustainable Energy Chris Jennings, West of England Combined Authority Sam Bell, West of England Combined Authority Pete Davis, West of England Combined Authority Melissa Houston, West of England Combined Authority Jessica Johns, West of England Combined Authority David Pester, TLT Solicitors Prof Hugh Brady, University of Bristol Mohammed Saddiq, Wessex Water Draft Minutes 1. Welcome and Apologies Action Steve West welcomed attendees. Apologies were noted. 2. Minutes of the meeting of 24 th January 2018 The minutes were approved as a true record. 3. Declaration of Interest All Board members have a responsibility to treat all proposals/projects equally and impartially and must therefore declare whether they or their organisation has either a direct or indirect interest in any of the projects to be considered by the Board. Steve West emphasised it was important to keep this up to date. 1

4 Members interests are recorded in the published Registers of Interests: Dick Penny declared that he is currently in receipt of funding for the new VR Lab. This project includes UWE (Steve West) and University of Bristol (Hugh Brady). 4. Register of Interest Steve West introduced the item and invited John McCormack (Interim Monitoring Officer for the West of England Combined Authority) to update the Board on new conflicts of interest requirements. Following a LEP review, a Best Practice document on transparency and governance has been released and going forward it is vital that all members of the LEP Board follow the Nolan Principles and update their Register of Interest form as and when necessary. Unless dispensation has been granted, board members may not participate in any discussion of, vote on, or discharge any function related to any matter in which you have a pecuniary interest. If anything is unclear, please contact John McCormack directly. 5. Appointment of Business Deputy Chair Steve West introduced the item and outlined the need to identify and elect a Deputy Chair from the business membership. Katharine Finn expressed an interest in the role. This was endorsed by James Durie and seconded by Andrew Hodgson. The Board agreed Katharine s appointment. 6. Regional Strategy Steve West introduced the item and highlighted the importance of the business voice being involved in the development of the strategy. Helen Edelstyn informed members that Government has now announced the need for a Local Industrial Strategy. This is to be a new document and co-produced with Government Output by April A lot of work has already gone into producing a Regional Strategy, this will now feed into developing a Strategic Framework and Business Plan - a short, visual document to set out the region s vision and objectives. This will go to April s WECA and Joint Committee for sign off. Cllr Matthew Riddle emphasised the need to clearly articulate why there has been a switch from producing a Regional Strategy to a Local Industrial Strategy. An open discussion developed around parameters how do we balance the longterm and short-term needs of the region? Future opportunities to unlock investment, clarity on the relationship between our 3 Pillars and the 4 Grand Challenges and how the narrative will continue to be key. 2

5 7. Energy Strategy Helen Edelstyn introduced the item and explained that the West of England LEP had been allocated funding from BEIS to develop an energy strategy for the West of England region. The project is overseen by a steering group made up of Energy, Sustainability and Economic Officers from the five West of England Authorities, chaired by WECA as Accountable Body for the LEP. Centre for Sustainable Energy (CSE) were commissioned in Dec 2017 to compile the evidence base for the strategy. Janine Michael, Head of Development gave a short presentation on the actions needed to meet national, regional and local energy-related goals, the current energy context in the West of England and next steps. An open discussed developed around opportunities, links between smart energy and our high tech and digital sectors and a shared approach to energy efficiency. Andrew Hodgson voiced that the West of England should be the centre for renewable energy in the UK - we have made great progress in the past but are currently drifting. 8. Growth Hub Steve West declared an interest, as did James Durie, Katherine Finn & Andrew Hodgson. Mayor Tim Bowles introduced the item and invited Chris Jennings and Sam Bell to update members on the West of England Growth Hub. Chris Jennings explained that the Board s views were sought on the focus of activity for the Growth Hub over the next two years, adding that the LEP had a key role to play in shaping this agenda. Chris introduced the proposal explaining that the proposal was to: improve the website; increase marketing and promotion of the Hub and how it can support business; and to provide direct business support, which was an addition to how the Hub had operated previously in the West of England. The Board was asked to nominate a champion from the business membership of the Board to work with the team to help shape future priorities. Both Neil Douglas and Martino Burgess agreed to volunteer as champions. Mayor Tim Bowles urged members to visit the Growth Hub website to get a better sense of how it currently works. The Board discussed the importance to ensure that support was provided for micro and SME s to grow and develop and to understand what the barriers for growth and startups are. Members felt there is a need to be ambitious and to develop a coherent process and infrastructure that supports the range of business needs - What are other Growth Hubs around the country doing? Mayor Marvin Rees suggested a look at the demographics and diversity of businesses and to reach out to those that might not already be embedded in existing support networks and ensure that we provide support to SME s to take advantage of local opportunities. 3

6 9. Investment Programme Steve West introduced the item and invited Pete Davis to provide members with an overview of the LEP funding programme and projects seeking funding. Pete Davis gave a summary and reiterated that all business cases have gone through an independent review and the purpose of this report was to seek any comments prior to April s Joint Committee meeting. The Board supported the recommendations for the following business cases: A39 Bence Garage Junction Improvement Scheme Grow-On2 Temporary Building Clevedon Cultural Quarter Bath Riverside Enterprise Zone Team The Board did not support NUCLEATE due to the bid exceeding the funding available and asked for it to be referred back to the University of Bristol. An open discussion developed around the purpose of the LEP Board reviewing the recommendations. Pete Davis acknowledged the difficult position the Board is in due to the projects up for discussion already being identified through the Strategic Economic Plan (SEP) which, as new board members, they have not been involved in. Members questioned how the proposals fit the economic needs of the region and how they are monitored to justify investment. The Board requested that in the future, further information be included on how each proposal was identified and included in the programme, demonstrates value for money, matched funding and impact. 10. Institute of Technology (IoT) Bid Steve West introduced the item and gave a summary of the IoT bid. A consortium including Bristol College, Bath College, Yeovil, Gloucester and UWE have submitted a joint project which will be led by Weston College. Funding will be capital, not revenue and it must be for a new scheme. They hope to find out in May and if successful, circa 15m will be shared between the providers. Steve West confirmed that once round one was complete, further details will follow. 11. AOB Mayor Marvin Rees gave feedback on the recent trip to MIPIM. There was a lot of interest in the West of England region and he emphasised the need to start planning early ready for next year. Mayor Marvin Rees also gave a brief update on Channel 4 s plans to relocate outside of London. It is believed that we are in a positive position with a strong sector voice. Further details will follow as it progresses. Next meeting: Wednesday 10 May, 10-12pm WECA Offices 4

7 West of England Local Enterprise Partnership Board meeting 10 th May 2018 Agenda Item 4 Local Industrial Strategy: Update on progress Purpose of the report 1. To keep the LEP Board informed of progress on work to develop the Local Industrial Strategy and to take views on the proposed governance structure, early thoughts on focus and approach. 2. This discussion of the overarching Industrial Strategy is followed by agenda items on digital and creative in which the LEP Board will have an opportunity to consider the future direction of work. Following those discussions, the LEP Board may want to consider what other sectors or themes would benefit from further work. Background 3. At a meeting between Mayor Tim Bowles and the Secretary of State for Business Enterprise and Industrial Strategy the Minister agreed that work could start on coproduction of the West of England Industrial Strategy. No formal announcement has yet been made as a result of the local election purdah period but following conversation with officials we are confident that the Secretary of State will make this work public ahead of the summer recess. 4. We are now working to set up the project at the regional level. We are beginning to define the workstreams, processes and requirements of the team that will be necessary to deliver a strategy that has the support of stakeholders across the region. 5. We have developed a straw man proposal for the governance arrangements as set out below. We would be grateful for views from the LEP Board on this proposed structure and suggestions for membership of the academic challenge panel. 1

8 WECA Committee Strategy Steering Group Academic Challenge Panel Stakeholder Engagement Group (as engagement event held in April) Membership Chair: Mayor Tim Bowles Mayor and Leaders Chair: Steve West? Mayor Tim Bowles 2/3 LEP Board members? 1/2 councillor reps from each advisory board? Representative from Academic Advisory Panel Chair: Patricia Greer Academic economists tbc Mayors and leaders CEOs Advisory Board councillor members Scrutiny chair and vice chair LEP Board? 3 rd Sector representatives? Role Oversight and final sign off Provide direction for development of strategy Sounding board for development of proposals Guide development of evidence base Provide academic rigour Ensure buy in from authority representatives Provide opportunity to explore views and ideas of wider range of stakeholders 6. We will be looking for business representatives from the LEP Board to be on the Strategy Steering Group, we are happy to discuss what this is likely to involve with interested members. 7. An early product we expect to take to the Steering Group will be the draft terms of reference for the Strategy. This would set out our ambition to develop a Local Industrial Strategy that supports the region s ambition to be a driving force for clean and inclusive economic growth. 8. One of the early decisions that will need to be made is how best to frame the strategy. We understand that West Midlands are taking a purely sectoral approach whereas Greater Manchester are focusing solely on the Grand Challenges. The message from Whitehall is that it is up to regions to decide how they want to approach this. 9. Our early view is that the diverse and innovative nature of the West of England economy may lend itself better to a blended approach. Our early thinking is that the strategy could focus on three pillars: Building on the powerful combination of innovation and collaboration that makes the region unique; Capitalising on our significant sector strengths, for example in aerospace, creative and digital; and Realising the opportunities presented by the Grand Challenges. 2

9 10. Developing the evidence base to guide decision making on the best way of focusing the work, and to underpin potential policy proposals will be key. We have begun work to map the available sources of data and evidence and will use that to identify the gaps we need to fill. We propose to undertake deep dives to understand the region s position against each of the grand challenges as well as to develop a detailed understanding of the region s important sectors. 11. We propose to include a report on the Strategy on each LEP Board agenda and suggest that the LEP Board members who are on the Steering Strategy Group lead that feedback. Author: Jessica Lee 3

10 West of England Local Enterprise Partnership Board meeting 10 th May 2018 Agenda Item 5 Digital Paper Purpose of the report 1. We would welcome the LEP Board s input to shape the development of the next phase of the digital strategy. To support the discussion this agenda item is in four parts: short presentation of the conclusions of the Digital Study which has been commissioned to develop a consistent evidence base for the region across the themes of infrastructure, business/competitiveness and skills. briefing on the current projects and upcoming bidding opportunities including 5G and Local Full Fibre Network briefing from Steve West on digital health discussion to help shape the next phase of work to develop a digital strategy, building on the evidence base and the summary of work already underway. Recommendation That the LEP Board consider the areas of focus for the development of the digital strategy. Questions for consideration: Are there gaps in the analysis? What are the needs of the business community, beyond connectivity? What is the opportunity for business? Where will the productivity gains come from? Where should we focus to ensure the business community can realise the productivity gains possible from improved digital connection? How does this apply to SMEs? Are there initiatives underway already in the region or elsewhere that address some of the challenges highlighted by the evidence? Any examples of best practice? What are the biggest risks to the region s continued strength in the digital space? Anything else we should consider? Background 1

11 2. Consultants Regeneris in consortium with Farrpoint and Cube have been undertaking a Digital Study for the region. This builds upon the work carried out by the UAs and other bodies to develop a consistent evidence base for the region around the three themes of infrastructure, business/competitiveness and skills. In parallel to the development of the study a number of funding opportunities have been announced by Department for Digital, Culture, Media and Sport (DCMS) in order to support digital infrastructure and innovation. 3. The West of England has already been successful in securing 5 million from DCMS to trial a superfast 5G network at tourist destinations in Bristol and Bath (5G Smart Tourism). WECA is acting as project lead and working closely alongside 25 strategic and technical partners to deliver within a challenging, DCMS set timescale, of 12 months. 4. Further bidding opportunities are expected over summer 2018, including Wave 3 of the Local Full Fibre Network (LFFN) and phase 2 of the 5G testbed and trials programme. Guidelines indicate that bids are more likely to be successful in areas with existing digital strategies or where these are in clear development. 5. The LFFN Wave 3 Challenge Fund is a grant programme to help deliver the fastest and most reliable digital communications network available. The fund will be awarded for projects that can create the conditions for successful achievement of the strategic objective i.e. to stimulate more commercial investment to deliver more Gigabit capable connectivity and both Programme s delivery objectives: Directly maximising the availability and benefit of gigabit capable broadband services to public sector, business and residential users. Improving commercial investment conditions in local areas e.g. improve the business case for the market to provide more gigabit capable broadband 6. The 5G testbed and trials phase 2 programme (Urban Connected Communities) will be a large-scale trial focused on an area with a population of 500,000 plus. The bid needs to focus on innovation linking to the industrial strategy grand challenges (Artificial Intelligence/Data driven economy; Clean Growth; Future of Mobility; Ageing Society) as well as demonstrating how the proposed trials will increase UK productivity and address city challenges. 7. WECA will be leading on the bids for both the LFFN Wave 3 and the 5G testbed and trials phase 2 programme so that the bids are not fragmented. DCMS have indicated that they favour regional bids; with the most successful recipient of LFFN Wave 2 funding being the Greater Manchester Combined Authority. Funding has been identified to support the development of both bids; with up to 50,000 to support the LFFN bid and up to 150,000 to support the 5G connected communities bid. 2

12 8. We are taking the opportunities as they arise from Government to bid for funding to support fibre and 5G connectivity. In parallel to this we now need to consider how to frame the digital strategy for the region. The LEP Board s views are sought on areas of focus. Author: Charlotte Hopley 3

13 West of England Local Enterprise Partnership Board meeting 10 th May 2018 Agenda Item 6 Creative Industries Local Industrial Strategy Purpose of the report 1. To seek the views of the LEP Board on the Creative Industries Local Industrial Strategy Background Dick Penny has been asked to update members on the Creative Industries Sector. This discussion will focus on the Creative Industries Sector Deal and local opportunities including current bids into the Audiences of the Future Challenge and Channel 4. Dick will be giving a short presentation on the day Comments below and documents attached are for background information. In the foreword to the Sector Deal Ministers Greg Clark and Matt Hancock say: The creative industries - including film, TV, music, fashion and design, arts, architecture, publishing, advertising, video games and crafts - are an undoubted strength of our economy; indeed, they are at the heart of the nation s competitive advantage. In the foreword to Culture is Digital Matt Hancock says: "The UK s future will be built at the nexus of our artistic and cultural creativity and our technical brilliance. The Centre for Economics and Business Research 2018 World Economic League Tables identify this particular blend of creativity and technology skills as the driving force behind the UK s strong economic prospects over the long term; a powerful combination of talents to project to the world as we prepare to leave the EU. The full Industrial Strategy Creative Industries Sector Deal can be found at ta/file/695097/creative-industries-sector-deal-print.pdf 1

14 Strategy Creative Industries Sector Deal Industrial Strategy at a glance We will create an economy that boosts productivity and earning power throughout the UK Industrial Strategy is built on 5 foundations Ideas the world s most innovative economy People good jobs and greater earning power for all 5 foundations of productivity Infrastructure a major upgrade to the UK s infrastructure Business environment the best place to start and grow a business Places prosperous communities across the UK We will set Grand Challenges to put the United Kingdom at the forefront of the industries of the future: AI & Data Economy We will put the UK at the forefront of the artificial intelligence and data revolution Clean Growth We will maximise the advantages for UK industry from the global shift to clean growth 4 Future of Mobility We will become a world leader in the way people, goods and services move Ageing Society We will harness the power of innovation to help meet the needs of an ageing society

15 Key policies include: Ideas ` `Raise total research and development (R&D) investment to 2.4 per cent of GDP by 2027 ` `Increase the rate of R&D tax credit to 12 per cent ` `Invest 725m in new Industrial Strategy Challenge Fund programmes to capture the value of innovation People ` `Establish a technical education system that rivals the best in the world to stand alongside our worldclass higher education system ` `Invest an additional 406m in maths, digital and technical education, helping to address the shortage of science, technology, engineering and maths (STEM) skills ` `Create a new National Retraining Scheme that supports people to re-skill, beginning with a 64m investment for digital and construction training Infrastructure ` `Increase the National Productivity Investment Fund to 31bn, supporting investments in transport, housing and digital infrastructure ` `Support electric vehicles through 400m charging infrastructure investment and an extra 100m to extend the plug-in car grant ` `Boost our digital infrastructure with over 1bn of public investment, including 176m for 5G and 200m for local areas to encourage roll out of full-fibre networks Business Environment ` `Launch and roll out Sector Deals partnerships between government and industry aiming to increase sector productivity. The first Sector Deals are in life sciences, construction, artificial intelligence and the automotive sector ` `Drive over 20bn of investment in innovative and high potential businesses, including through establishing a new 2.5bn Investment Fund, incubated in the British Business Bank ` `Launch a review of the actions that could be most effective in improving the productivity and growth of small and medium-sized businesses, including how to address what has been called the long tail of lower productivity firms Places ` `Agree Local Industrial Strategies that build on local strengths and deliver on economic opportunities ` `Create a new Transforming Cities fund that will provide 1.7bn for intra-city transport. This will fund projects that drive productivity by improving connections within city regions ` `Provide 42m to pilot a Teacher Development Premium. This will test the impact of a 1,000 budget for high-quality professional development for teachers working in areas that have fallen behind An independent Industrial Strategy Council will assess our progress and make recommendations to government.

16 Industrial Strategy Creative Industries Sector Deal Creative industries at a glance since 2010 UK Creative Industries Split 2016 ( m) Change in GVA ,312 Advertising 44.8% 4,203 Architecture 11,622 Publishing 3,537 Design & Fashion 15,361 Film & TV 34,704 IT, Software & Games 8,237 Music, arts & Culture 421 Crafts 22.7% UK average Creative industries * GVA = Gross Value Added Value (GVA*) The UK Creative Industries bn 6 a year 10.5m an hour 7.6% increase in value since 2015 Jobs The Creative Economy m jobs 1 in 11 UK jobs 5% year on year growth Exports (Services) UK Creative Industries Exports bn annual service exports value 9.4% of total UK services exports +44.3% growth in creative services exports since 2010

17 Employment Employment in the UK creative economy ,000 Non-creative/support jobs within the creative industries A 1,047,000 Creative occupations within the creative industries B Total 3.04m jobs in the UK creative economy Creative economy = A + B + C Creative industries = A + B C 1,076,000 Creative occupations outside the creative industries Regions % of UK creative industries jobs by region 2016 Figures rounded to total 100% 7% 2% 1% 7% 5% 5% 3% 6% 8% 16% 8% Service Exports Services exports from UK creative industries 2015 ( m) 32% Media & Arts 753 Film & TV 5,463 IT, Software & Games 9,843 Publishing 1,660 Design & Fashion 347 Advertising 2,645 Architecture 489 Source: Creative Industries Council and DCMS Sector Estimates (2017) 7

18 West of England Local Enterprise Partnership Board meeting 10 th May 2018 Information Item West of England Operational Framework and Business Plan The West of England Operational Framework was agreed by the West of England Combined Authority and West of England Joint Committee in April Alongside the West of England Business Plan, the Operational Framework will guide regional activity over the 18/19 period, and until the Local Industrial Strategy is in place. The West of England Operational Framework and Business Plan are attached for information. Author: Jessica Lee 1

19 BUSINESS PL AN

20 INTRODUCTION The West of England is one of the UK s most prosperous regions with an economy worth over 33.2 billion a year. A net contributor to the national purse, with a population of over 1 million and over 43,000 businesses, our region competes on a global scale. We will be a driving force for clean and inclusive economic growth in the West of England. We will ensure that people benefit from more job opportunities, a stronger economy and a high quality of life. In 2016, three councils in the West of England Bath and North East Somerset, Bristol and South Gloucestershire - signed a devolution deal worth 1 billion. As a result, significant powers and funding have been transferred to the region through the new West of England Combined Authority (WECA) and West of England Mayor. WECA also provides support to the activities of West of England Local Enterprise Partnership (LEP), which includes North Somerset Council. an economy worth over 33.2bn a year 2

21 OPERATING FRAMEWORK The operating framework sets out our priorities and forms the basis of WECA s annual business plan for 2018/19. It will inform our regional response to the Government s Industrial Strategy. The operating framework identifies three priority areas for this year: Infrastructure fit for the future, World class skills and Business that succeed. BUSINESS PLAN The business plan on the following pages sets out the key activities that WECA will deliver over the period. It includes plans to bring further investment into transport, homes and skills to ensure the West of England is at the forefront of growth and innovation, where economic, cultural and environmental diversity is celebrated and forms the foundations of prosperity for all. It is structured around the three strategic aims identified in the operating framework. The plan is focused on next year, however it contains some reference to activity that we are already committed to in the coming years. High-level aspirations have been identified for each of the three priority areas; more detailed metrics will be developed as part of project development. WORKING TOWARDS A LOCAL INDUSTRIAL STRATEGY2 WECA has started discussions with the Department for Business Energy and Industrial Strategy (BEIS) on developing a Local Industrial Strategy for the West of England. This is an important opportunity for the region, as the intention is that funding and further devolution discussions will follow the priorities identified in this process. WECA will work closely with BEIS and across Government to develop this Local Industrial Strategy. The business plan will be updated as the Local Industrial Strategy is developed and as policy evolves. FINANCIAL STRATEGY The medium term financial plan, available on our website, summarises the financial considerations for WECA over the next three years. It covers funding sustainability and aligns investment proposals with the operating framework and our key financial challenges and opportunities. WORKFORCE AND ORGANISATIONAL DESIGN WECA is built around the principle of operating as efficiently as possible, maximising opportunities for collaboration with our constituent councils and other partners. A workforce strategy will underpin the business plan, ensuring that WECA has the skills and resources it needs to deliver now, and into the future. Our four key areas of responsibility are: Infrastructure delivering our ambitions around housing, planning, digital infrastructure and transport. Business and skills attracting inward investment, supporting businesses and developing an ambitious skills agenda. Chief executive s office - policy and strategy, legal, democratic services and communications. Investment and corporate services finance, human resources, investment and procurement. 3

22 INFRASTRUCTURE FIT FOR THE FUTURE We need joined-up and reliable transport, to reduce congestion and help people move around the region. This includes suburban rail services, road schemes, improved public transport, as well as better connections for motorbikes, cyclists and pedestrians. This will support the delivery of new homes, as set out in the Joint Spatial Plan. Improved transport will also improve access to jobs, by linking new homes with employment areas. We will continue to work closely with Government to develop an ambitious Housing Deal, to secure extra investment to accelerate the delivery of new homes, including affordable homes, particularly over the early years of the Joint Spatial Plan. Activities below are aligned with five objectives: 1. Better links to reduce congestion and connect people 2. Improve national and international connections 3. More affordable homes with a range of housing types 4. Employment spaces to meet the needs of all businesses 5. World-leading digital connections across the region 4

23 INFRASTRUCTURE FIT FOR THE FUTURE OBJECTIVE 1 Better links to reduce congestion and connect people WHERE WE WANT TO BE Reduced level and cost of congestion More people travelling to work using sustainable methods (eg walking, cycling, train, bus) More reliable services TITLE Suburban rail and MetroWest Bristol Temple Meads SUMMARY Develop plan, with Department for Transport, Network Rail and Great Western Railway, to significantly increase rail usage, reducing congestion and improving air quality. Continue to work with Network Rail, Bristol City Council, Homes England and the University of Bristol to produce a master plan for the redevelopment of Bristol Temple Meads station and surrounding Temple Quarter to create a new, improved gateway to the region. Roads Identify a new Key Route Network (KRN) to improve existing transport routes to support new homes and access to employment. Complete business cases looking at: Bath & Somer Valley Enterprise Zone Hengrove Lockleaze Hicks Gate Cribbs/Patchway New Neighbourhood Cycling package Great Stoke roundabout Complete feasibility studies into: Temple Meads Masterplan Mass transit options South Bristol Orbital route East of Bath link Freezing Hill Lane Wraxall Road roundabout Bus strategy Cycling and walking routes Integrated Transport Authority functions Identify activities to increase bus usage, and reduce use of cars. To include: Interim report assessing performance of existing and potential supported services, setting out principles, objectives and funding options. Review existing network routes, frequencies, stops and interchanges, looking at potential changes and their impact. Report on future delivery options, including franchising and funding options Develop bus information strategy. Report identifying further smart and integrated ticketing opportunities. Consultation on preferred operating framework. Promote active travel, developing a cycling and walking scheme as part of new Joint Local Transport Plan (JLTP). As the responsible body, WECA will review and develop arrangements for the following: Bus information including real time information Concessionary travel Community transport Supported bus services (joint power with the constituent councils) 5

24 INFRASTRUCTURE FIT FOR THE FUTURE TITLE Transport to support Joint Spatial Plan Joint Local Transport Plan Clean Air Zones Sub National Transport Board Highways England SUMMARY Co-ordinate, commission and support business case development for transport schemes required to support the Joint Spatial Plan. This includes completing feasibility studies funded by WECA, incorporating the following: South East Bristol and Whitchurch A4-A37 orbital route (including Hicks Gate roundabout improvements) A37-Bristol Link A4 MetroBus (Bristol to Keynsham MetroBus) and Callington Road Link Orbital Metrobus Park and ride provision A4 Bristol east Keynsham Avon Mill Lane to A4 link Keynsham rail station improvements Yate strategic corridor A432 MetroBus and strategic cycle route. A432 park and ride Yate station enhancements Winterbourne / Frampton Cottrell bypass A38 (J16, Almondsbury to Falfield) MetroBus and strategic cycle route to Thornbury (and Buckover), including A38 park and ride Charfield rail station M5 J14 improvements Park and rides around Bristol M32 park and ride A4018 park and ride A38(S) park and ride Bristol urban living package Walking and cycling package including strategic cycling routes Greater Bristol Bus Network 2 City centre movement Consult on, and complete, the Joint Local Transport Plan (JLTP). Build on this to develop: New programme of transport schemes to tackle existing and future transport issues, and support the Joint Spatial Plan. Bus strategy to increase passenger numbers. Ways of improving air quality and promoting active travel. Innovative approaches and new technology, eg driverless cars. Strategic Environmental Assessment to minimise the impact of the JLTP. Continue work with Bath & North East Somerset Council and Bristol City Council on emerging Clean Air Plans. Work with partners in the south west to establish a Sub National Transport Body/Board in shadow form based around existing West of England governance. Agree a Memorandum of Understanding with Highways England to enable greater collaboration and maximise benefits to the travelling public. Network Rail Memorandum of Understanding to be signed with Network Rail to enable greater collaboration. 6

25 INFRASTRUCTURE FIT FOR THE FUTURE OBJECTIVE 2 Improve national and international connections WHERE WE WANT TO BE Reduced average travel times to major UK cities More reliable services More passengers travelling to and from Bristol Airport by public transport TITLE Bristol Airport expansion Mass transit SUMMARY Complete WECA-commissioned feasibility study on mass transit links to airport. Study into mass transit routes to serve South Bristol and the airport, A4 corridor to Bath, Bristol East Fringe and Bristol North Fringe. Consider options and next steps. OBJECTIVE 3 More affordable homes with a range of housing types WHERE WE WANT TO BE 105,500 new homes by ,065 affordable homes by 2036 TITLE Delivering the Housing Package Housing Infrastructure Fund Delivery and infrastructure investment plan Development industry panel Innovation in building new homes Joint Assets Board Joint Spatial Plan Mayoral Spatial Plan SUMMARY Develop joint working programme with Homes England and registered providers on new ways of delivering affordable homes. Develop joint working with Homes England on acquiring land and infrastructure to help secure new homes. Develop business case to secure full 250m for Bristol Temple Meads to Keynsham A4 corridor and A38-M5 corridor schemes. Prepare delivery and infrastructure investment plan with partners including MHCLG, Homes England, DfT, Network Rail, Highways England, Natural England, Environment Agency. Establish project management and governance arrangements to develop the plan. Agree brief and scope and procure any necessary specialist support. Business case development to target funding streams and investors. Establish a WECA and Joint Committee Panel to look at quality and design of homes, and explore partnership approaches to delivery. Explore opportunities for innovative ways of delivering new homes, eg off-site manufacturing techniques. Form joint partnerships with new investors, registered providers and Homes England. Establish project management and governance arrangements to develop options for a Joint Assets Board. Agree the approach to implement. Submit to Secretary of State. Programme manage and support the Examination in Public. Develop a Mayoral Spatial Plan Agree scope and approach to development of Mayoral Spatial Plan. Agree approach to implementation of associated planning powers. 7

26 INFRASTRUCTURE FIT FOR THE FUTURE OBJECTIVE 4 Employment spaces to meet the needs of all businesses WHERE WE WANT TO BE More successful businesses starting up and growing in the region More businesses in our Enterprise Zones / Areas and other key employment locations TITLE Employment space SUMMARY Develop portfolio of employment space that meets business demand, supporting growth aspirations set out in JSP and JLTP. Close working with development industry and businesses to identify new opportunities for employment sites, including Enterprise Zones and Areas. To include opportunities for scale-up businesses. OBJECTIVE 5 World-leading digital connections across the region WHERE WE WANT TO BE Improved broadband coverage Improved download and upload speeds Improved mobile coverage Leaders in 5G technology TITLE Digital Strategy SUMMARY Complete evidence base to support the development of a West of England Digital Strategy. Agree ambitions for regional digital connectivity and identify priority areas for action. Lead bid for Local Full Fibre Network Challenge Fund Wave 3. Lead bid for 5G Connected Cities funding. 8

27 WORLD CLASS SKILLS We have high employment and a skilled workforce in the region, but there is more to be done. We need to continue work to better align workforce skills with the skills that business in our region need, not only now, but for the future. We have to develop an evidence base and plans that will enable us to do this effectively. We will help residents progress their careers with better access to training, practical advice and support, which will boost their career aspirations and help them fulfil their potential. Activities below are aligned with three objectives: 1.Improving skills and knowledge supply to meet existing and future demands 2.A joined-up education, employment and skills system that meets the region s business needs 3.Provide residents with support, information, advice and guidance to unlock their career potential We must also take advantage of the opportunities that joint working presents, through better planning of the education, employment and skills system - for example, developing a regional approach to the new technical reforms being implemented by Government. We will also begin to take advantage of the benefits of devolution as we move closer to taking control of the Adult Education Budget for the WECA area, enabling us to direct resources in a way that best meet the needs of learners and our economy. 9

28 WORLD CLASS SKILLS OBJECTIVE 1 Improving skills and knowledge supply to meet existing and future demands WHERE WE WANT TO BE Increased educational attainment (including STEM and vocational training) across all communities. More apprenticeship starts / completions / timely completions 3,000 individuals supported through the skills innovation pilot, Future Bright TITLE Future Bright Partnerships Sector skills development Skills capital plan Skills Innovation Fund Apprenticeships and technical education SUMMARY Deliver Future Bright, a project to improve the job prospects of 3,000 people in low paid, low skilled employment. Build and maintain partnerships with national associations and Government, to attract funding Build on regional partnerships with universities, colleges, further education providers, multi-academy trusts and schools to help us better plan our education, employment and skills system to benefit residents and employers. Develop proposal to improve digital skills, working with Institute of Coding and other partners. Develop proposals for a local Digital Skills Partnership, working with Department for Digital, Culture Media and Sport. Work with Construction Industry Training Board on regional action plan to improve construction skills and availability of workforce. Allocate remaining funds for skills from the Local Growth Fund and develop a long-term skills capital investment plan (aligned with post 16 plan). Develop proposals for a Skills Innovation Fund to support innovative ways to improve skills, linked to key business need. Develop plan to increase numbers of apprentices in key sectors from all communities, particularly at higher levels (level 4 and above). Develop a regional proposal to maximise the potential of the apprenticeship levy. Develop co-ordinated approach to technical education reforms, including support for a regional Institute of Technology bid. Develop new project to support apprenticeships, working with Careers and Enterprise Company. Work with Apprenticeship Ambassador Network including youth network, and Bristol Black and Ethnic Minority Apprenticeship pilot. Complete Apprenticeship Grant for Employers project. Adult Education Budget Develop implementation plan for AEB devolution for 19/20. OBJECTIVE 2 A joined-up education, employment and skills system that meets the region s business needs WHERE WE WANT TO BE Increased proportion of students from the region studying here Higher graduate retention Improved educational attainment across all communities More apprenticeship starts / completions / timely completions More employers providing in-work skills and training TITLE West of England skills plan Graduate retention SUMMARY Develop a long-term plan for employment and skills, including a specific post 16 plan. Develop proposals to increase graduate retention, working with universities and business. 10

29 WORLD CLASS SKILLS OBJECTIVE 3 Provide residents with support, information, advice and guidance to unlock their career potential. WHERE WE WANT TO BE Improved student perception of careers guidance (HE/FE surveys) Maintain our below average unemployment rate 3,000 individuals supported through the skills innovation pilot, Future Bright TITLE Careers initiative SUMMARY Review careers advice and guidance and develop proposals to improve this in our region, working closely with partners. Labour market intelligence Careers Enterprise Company Work & Health Programme Overcoming barriers to employment Work with business and other partners to identify future workforce needs to help inform local people s learning and career choices. Host Enterprise Co-ordinators, working for Careers Enterprise Company. Develop regional proposal for a Careers Hub. Work with Department for Work and Pensions and local providers to ensure local people can access support through the Work and Health Programme. Explore opportunities to develop closer links with health and wellbeing activities, working with key partners including councils and NHS. Develop proposals to support local people facing barriers to employment. Produce proposals to support those further from the labour market, and develop further bids to European Social Fund. 11

30 BUSINESSES THAT SUCCEED We are an economically successful region and one where businesses start, grow and thrive in high numbers. We have a good business support system in place - but there is more we can do. We want to find better ways to support existing businesses to achieve their potential as well as attracting more businesses to our region. We need to build on our strengths, supporting our key sectors including aerospace, creative and digital, and professional services. We also need to build on the diversity and collaboration between sectors that makes us unique. Increasing productivity and exports are key areas of focus along with continuing to find new ways to support innovation, which is at the heart of so much of our success. Activities are aligned with four objectives: 1.Helping businesses to start-up, grow and flourish 2.Supporting businesses to make the most of export opportunities 3.Supporting an innovative economy 4.Protecting and promoting our region s culture 12

31 BUSINESSES THAT SUCCEED OBJECTIVE 1 Helping businesses to start-up, grow and flourish WHERE WE WANT TO BE More businesses starting and growing Increased productivity Increased investment into regional businesses TITLE Growth Hub Investment promotion Supporting scale-up SUMMARY Develop and implement improved ways of working for the Growth Hub. Work with current and new businesses to support job creation and economic growth in line with regional objectives. Promoting the region at a series of events, including trade fairs and expos. Promoting the region to potential investors. Commission review of Invest Bristol and Bath. Develop options to provide suitable employment space for growing businesses. Explore options for a business grant scheme to support scale-up companies, to complement ongoing Growth Hub activity. Develop and implement a business engagement programme for strategically-important businesses. OBJECTIVE 2 Supporting businesses to make the most of export opportunities WHERE WE WANT TO BE Increased exports (goods and services) More trade visits and delegations TITLE Business support Increasing export Overseas promotion SUMMARY Ensure Growth Hub supports business seeking to export and grow. Investigate options to improve export/trade support activity. Investigate opportunities to jointly promote export for business in the region. 13

32 BUSINESSES THAT SUCCEED OBJECTIVE 3 Supporting an innovative economy WHERE WE WANT TO BE Increased investment in research and development More patents registered by companies in the region TITLE Enable investment and innovation 5G Test Bed and Trial Energy strategy SUMMARY Support the expansion of facilities that enable innovation and collaboration eg, Science Park 2, National Composite Centre. Encourage research and development and innovation to industrialise here through greater partnership with the universities. Support sectors to develop proposals that will help drive growth in and into the region. To deliver the Smart Tourism 5G test bed project To develop and agree an Energy Strategy to set priorities for a resilient, low carbon and affordable local energy system. OBJECTIVE 4 Protecting and promoting our region s culture WHERE WE WANT TO BE Strong cultural offering in the region TITLE Cultural Strategy SUMMARY Agree an approach to supporting cultural development in the West of England that will support economic growth and benefit everyone in the region. 14