Business Plan: April 2018-March 2022 Plan... · determining the future economic development...

Business Plan: April 2018-March 2022

Page | 2

Foreword:

This is the joint 2018-22 Business Plan for the Cornwall and Isles of Scilly Local Enterprise Partnership and Cornwall Council

Economic Growth Service. It should be read in conjunction with the Strategic Economic Plan for Cornwall and the Isles of Scilly –

Vision 2030 and the recently released 10 Opportunities, key sectors proposal and will also work to support other documents such

as the devolution focused New Frontiers presentation to Government. It is a four year business plan with, in this release, an

annual implementation plan for both the Economic Growth Service and the LEP for 2018/19. This will be an important year in

determining the future economic development landscape; with our revised capacity arrangements in place, engaging with

Government on developing economic development policy, through the Industrial Strategy and continuing detailed negotiations on

the post-Brexit environment. Amongst all this change, it is our imperative to drive forward with implementation and achieve our

focus on productivity-led growth - and this is detailed in this plan. Of particular priority is taking forward the Cornwall and Isles of

Scilly Investment Fund; delivering and supporting impact in the 10 Opportunities sectors, in particular in Space, Energy and

Creative; developing our evidence and thinking around Shared Prosperity Fund, delivering our Employment and Skills Plan; and

continuing to support the delivery of the European Structural and Investment Fund programmes, three Growth Deal Programmes

worth over £300m; and taking forward a new approach alongside our local authorities to place-based economic growth and

inclusive growth.

We have spent much time in ensuring our strategic focus is right – now is our time to deliver on those ambitions.

Mark Duddridge

LEP Chair

Cllr Bob Egerton CC

Cabinet Member Economy and Planning

https://www.cioslep.com/strategy/strategic-economic-plan

Page | 3

What We Do

Page | 4

The overriding ambition for the Cornwall and Isles of the Scilly (CIoS) Local Enterprise Partnership (LEP) is to use our natural and

human resources to create a thriving and vibrant economy. We aim to achieve sustained growth through long term, joined up

investment in innovation, productivity and infrastructure. We are the natural place to grow great business.

The CIoS LEP was launched in May 2011. Private sector-led, it is a partnership between the private and public sectors. Both of

our Local Authorities are members of the Partnership – and collectively we are driving the economic strategy for the area,

determining local priorities and undertaking activities to drive growth and the creation of local jobs.

Our LEP is one of 38 LEPs across England set up following the Coalition Government's new approach to economic development.

This approach puts businesses in the driving seat and empowers the private sector to determine their own priorities, in

collaboration with the public sector.

We work alongside Cornwall Council to maximise the sustainable economic development of Cornwall and the Isles of Scilly. Our

Chief Executive is also the Service Director for Economic Growth at Cornwall Council. We work collectively to support and

implement the Cornwall and Isles of Scilly Strategic Economic Plan – Vision 2030. The plan encompasses a culture strategy to

inform planning and development decisions for Cornwall and the Isles of Scilly, alongside a Council investment programme worth

some £1bn to contribute towards overall growth and employment.

The LEP will focus its activity on implementing the priorities of Vision 2030: The CIoS Strategic Economic Plan where it can add

value to other partners and stakeholders.

Page | 5

Our 2030 VISION: By 2030, Cornwall and Isles of Scilly will be the place where businesses thrive and people enjoy an

outstanding quality of life.

Across all our interventions, three STRATEGIC OBJECTIVES will guide our priorities and frame activity:

Business – to achieve thriving businesses which excel at what they do

Economic growth will be delivered by businesses. It is therefore crucial that we focus on enabling business to thrive among our

new starts, established businesses and our inward investors. “Excellence” will be measured by our levels of innovation,

productivity and market reach. Excellent businesses support brilliant places providing an outstanding quality of life for all.

People – to achieve inclusive growth and improve the skills of our workforce

People are at the heart of our economy. How the distribution of economic growth impacts upon us is of fundamental importance

and concern. Inequality not only has a social cost, but it also hampers long-term economic performance and the productive

potential of people and places. Inclusive growth will be the heartbeat that drives our ambition. Supporting people with the right

skills and opportunity to benefit from the opportunities of economic activity will be crucial.

Place – to improve infrastructure and economic distinctiveness

Cornwall and Isles of Scilly is made up of amazing places and is unparalleled in its natural beauty and rich cultural heritage. As

well as a strong emphasis on promoting the excellence of Cornwall and Isles of Scilly to the rest of the world and our connectivity

to it, we will also focus on advancing the economic distinctiveness of our places within, enabling places to ‘work better’.

Page | 6

Economic Environment 2018-301:

Vision 2030 sets out a joint vision between local authorities and the private sector for economic development in the region. To

enable the significant ambitions contained within the plan to be achieved, we aim to secure and deliver investments and

interventions that treat the economy and its’ constitute parts as a whole. Key to this ‘whole patient’ approach will be ensuring the

future competitiveness and prosperity investments run as parallel and interlinked agendas. We will ensure clear and visual

communication of how key programmes and areas of work such as the Shared Prosperity Fund, future devolution and the

investment programme support and link to Vision 2030, not just conceptually, but though actual changes in the economy as

captured through data.

Vision

2030

strategic

driver Indicator

How is it

measured?

2018 2019 2020 2021 2022

Progress

to 2030

2030

target

Innovation &

Creativity

Employment in knowledge-intensive sectors or high-

tech manufacturing

% of all

employment 12.5 12.7 13.0 13.3 13.7

…. 15.0

R&D expenditure per person in work (employed and

self-employed)

Euros per

person in work 250.5 257.5 264.5 271.5 278.5

…. 380.0

Employment in science, research, engineering and

technology

% of all

employment 4.0 4.2 4.5 4.8 5.1

…. 6.2

Productivity

Led Growth

Productivity (Gross Value Added per hour worked) £ 26.5 26.8 27.1 27.4 27.7 …. 32.2

Average annual pay for full-time workers (median

workplace-based) £ 23,797 24,197 24,598 25,198 25,998

…. 31,000

Business formation rate % of all

enterprises 10.7 10.8 10.9 11.0 11.1

…. 12.5

New business survival rate (for 3 years after start-up) % of all new

enterprises 63.2 63.4 63.5 63.7 63.8

…. 65.0

1 Since 2011, the LEP has developed a growing evidence base, stored for public use in the LEP library.

https://www.cioslep.com/vision/archive-research-library

Page | 7

Vision

2030

strategic

driver Indicator

How is it

measured?

2018 2019 2020 2021 2022

Progress

to 2030

2030

target

Business scale-up measure - to be developed

Inclusive

Growth

Unemployment rate (actively seeking and ready for

work)

% of working

age population 3.8 3.8 3.7 3.7 3.7

…. 3.5

Workless households (no one in household in work) % of all

households 14.3 14.0 13.6 13.2 12.9

…. 7.5

In work poverty (families in receipt of working and/or

child tax credits)

% of all

working

households

20.7 20.3 19.9 19.4 18.6

….

14.0

Low earnings levels (annual full-time earnings of

lowest 20% workers) £ 17,596 17,857 18,118 18,510 19,033

…. 22,300

Building

Great

Careers

Intermediate and high level skills (people qualified to

NVQ2 and above)

% of working

age people 77.9 78.3 78.7 79.1 79.6

…. 83.0

Young people not in employment, education or

training (NEETs)

% of all 16 and

17 year olds

known to the

authority

6.5 6.3 6.2 5.9 5.5

….

3.0

Knowledge workers (managerial, professional and

technical occupations)

% of all

employment 43.3 43.7 44.1 44.4 44.8

…. 50.0

Career progression measure - to be developed

Vibrant

Communities

Life satisfaction score (survey based) Average rating

(0-10) 7.84 7.87 7.90 7.93 7.96

…. 8.20

Environmental indicator - to be developed

Employment growth (net increase since 2010) Percentage

growth 23,940 24,700 25,460 26,220 26,980

…. 38,000

Global

Presence

Employment in export intensive industries % of all

employment 11.6 11.8 11.9 12.1 12.3

…. 15.0

Additional global presence indicator - to be developed

Page | 8

In 2018/19 we will be working to show progress against these indicators using an ‘easy to access’

dashboard.

External Drivers

2017 saw the launch of the Government’s Industrial Strategy and commencement of Brexit negotiations. From 2018 the CIoS

LEP and Cornwall Council will work alongside business and our public partners to respond to and address a number of external

factors and drivers which will impact of implementation of the Vision 2030. This may present both opportunities as well as risk.

Key opportunities will include:

Development of the LEP area Local Industrial Strategy and continuing to respond to the national Industrial Strategy.

Direct participation in Sector Deals.

Influencing the development of the Shared Prosperity Fund

Government and private investment, including the launch of the CIoS Investment Fund in partnership with the British

Business Bank; the anticipated announcement of the UK Spaceport; supporting implementation of Cornwall Council’s multi-

million pound Investment Programme.

Influencing current and future Devolution, particularly in employment and skills.

Participation as beacon or pilot initiatives such as the Skills Advisory Panel;

We will also prioritise opportunities realised through cross LEP collaboration, both at a South West and national level. In

particular, we are working with South West LEPs on the ‘Great SW’ initiative to give economy of scale to key issues such as

connectivity.

New markets and trade deals

Page | 9

In the next four years we also anticipate the following high level strategic risks to implementation of Vision 2030:

TIME The Board of the LEP will continue to monitor and assess these risks as part of its strategic discussions and in consultation with its

key strategic delivery partners and with Government.

Page | 10

Our values and personality – Our Vision

Our brand is like our DNA: it shapes our everyday behaviour and influences everything we do. We’ve distilled our offering,

audiences and points of difference down to ten core values. Individually they describe how and why we do what we do; taken

together they form our unique identity.

Page | 11

How we will deliver our Vision

Page | 12

How we operate

We act in the following ways:

Influencing/Challenging - The LEP and Economic Growth Service will influence decision-making (at central government/EU

levels as well as within Cornwall and the Isles of Scilly), representing a range of business-led views from across Cornwall and

the Isles of Scilly. We are independent, with our own resources. We can be disruptive in our approach and thinking in order to

make a positive difference. We must be enquiring and inquisitive – challenging ourselves and seeking challenge from others.

We will take risks if we need to in order to achieve the best results.

Informing – from the business perspective – key statutory plans and policies, notably the Local Plans and linked issues such

as health and education. We act in an open-minded and inquisitive way. Our role is to lead and facilitate new thinking and

innovation in implementing economic growth. We are ambassadors and advocates of and for business in Cornwall and the

Isles of Scilly.

Investing funds which we have secured through National Government (such as EU programmes and Growth Deal) to deliver

the objectives of the Strategic Economic Plan. Where we can, we will prioritise alternative financing rather than always using

grants. We will maximise opportunities for public and private leverage alongside our investments. We will focus investments

for strategic impact aligning with our Strategic Economic Plan.

In partnership and collaboration with a range of key partners and wider stakeholders, including the two Unitary Local

Authorities, those from the private sector and from voluntary and community groups, to continue to make real headway in

relation to the agreed priorities for Cornwall and the Isles of Scilly. Where a joint approach is most effective we will also work

closely with others.

The LEP and two unitary Councils are not the only organisations supporting economic growth for Cornwall and the Isles of Scilly.

Private sector businesses have the most important role overall. In addition, the colleges/institutes of higher education all have

resources, influence and priorities (and imperatives) of their own. Sometimes the strategic emphasis of these different bodies will

differ from those of the LEP – but overall, this ought to be a source of resilience and constructive debate. The LEP will therefore

sustain a close dialogue with these and other organisations, effectively providing a local economic leadership team for

Cornwall and the Isles of Scilly.

Page | 13

Engagement and communication

The refreshed communications strategy (January 2018) has a particular focus on ‘how the LEP does business with business’ and

explains how we will deliver against our ambition to become the ‘listening LEP’. All of our communication and engagement

activities will be transparent, clear and concise. We will aim to be proactive and flexible and will consult widely where appropriate.

We want businesses to actively engage in the communication of the Ten Opportunities and our strategic economic and business

plans. To do this, and successfully achieve our role in influencing, challenging and informing decisions and actions to drive

inclusive growth for CIoS we will engage with a wider range of businesses across more specific opportunities.

Our objectives include:

Increase engagement by businesses, both within and outside of CIoS, with the LEP.

Increased awareness of CIoS LEP and our purpose and activities.

Influence stakeholders locally, nationally and internationally by building strong relationships.

Promotion of the Ten Opportunities, underpinned by Visions 2030: The CIoS Strategic Economic Plan.

Tangible and clear KPIs to enable the LEP Board to track progress and successes will be monitored throughout the year to enable

improvements and learning to be made.

As part of a clear alignment of messages we are working closely with Cornwall Council to ensure duplication is avoided and

messages are consistent (examples include our Emergency Management Plan between CC, LEP, & CDC to ensure business

messaging is timely, informative and through a single source).

The strategy will be reviewed annually, as part of the business planning process, to determine the activities and budget for the

following year. This work will be led by the board sponsor with support from the executive team.

Page | 14

How we work

LEP Groups/ Boards

Government

Local Authorities

Public & Voluntary Sectors

Business Groups

People

Place

Business

INFORM INFLUENCE IN PARTNERSHIP INVEST

VISION

2030

(STRATEGIC

ECONOMIC PLAN)

Page | 15

Track Record 2017/18

The LEP has continued to make good progress on implementation.

Direct results achieved2 by the LEP by end of 2017/18:

New jobs created to date: 5692

Business supported to date: 1823; 10064

New homes built to date: 44

Infrastructure investment to date: £100m

Public/Private leverage to date: £135,785,000

Learners Trained or supported : 8,310

Highlights from the year included:

People and Prosperity: Skills Hub launch, Careers Show (Bloodhound event) and Careers Plan. SAP, EA growth, Beacon,

inclusive growth co-design.

Place: Growth Deal (new contracts announced), Broadband, Jubilee Pool winner of the national Institution of Civil Engineers

(ICE) 2017 People’s Choice Awards.

Business: Growth Hub numbers, Enterprise Zone, CIoS IF, 10 Opportunities, UKSPF principles,

2 These are accumulative figures

3 Overall Programme

4 CIoS Growth Hub

Page | 16

FINANCE AND ASSURANCE

Governance

All direct Council activity is operated through the Local Government Act 2016 and Cornwall Council Constitution. The Leader of the

Council, Portfolio Holder for Economy and Planning and Leader of the Opposition Group are all Directors of the LEP. The Cornwall

Council Economic Growth and Development Overview and Scrutiny Committee acts of the arching oversight and scrutiny

mechanism for both Council activity – and is also able to scrutinise the work of the LEP where appropriate.

To fulfil our roles and responsibilities across our activities the LEP is administered via an unincorporated partnership, with the

partnership consisting of Cornwall Council (CC), Council of the Isles of Scilly (CIoS) and the not-for–profit CIoS LEP Co.

The LEP Co is constituted by a board of private sector and individual representatives. Profiles of Board Directors can be

found here. Local Authority Members also hold a seat on the board to provide public sector input. They are all directors of the

LEP Co. Every three years, the Nominations Committee will conduct an evaluation of Board competencies. This was last

conducted in 2016.

The LEP Co Board has strategy and decision making responsibilities of the unincorporated partnership. Local Authority partners

can perform the accountable body function, administration function and act as employer for the unincorporated partnership. This

will be fulfilled by CC.

The LEP Co Board is supported in its role through a wider structure involving a larger number of stakeholders.

Our operating structure and all specific details on how we manage our programmes can be found in our Assurance Framework.

https://www.cioslep.com/about/lep-board

https://www.cioslep.com/governance/assurance-framework

Page | 17

Assurance Framework

As part of the increasing responsibilities being given to LEPs, articulated via the Growth Deal negotiations, the CIoS LEP works

with Government through a single assurance framework covering all Government funding flowing through the LEP to ensure we

have robust and transparent value for money processes in place. This assurance framework supports the developing confidence in

delegating funding from central budgets and programmes via a single pot mechanism. It links to the Accountability System

Statements for both Local Government and the Local Growth Fund which provide assurance to the Department Accounting Officer

and to Parliament for how Local Growth Funds and wider funding routed through Local Government and Local Enterprise

Partnerships are allocated, and that there are robust local systems in place which ensure resources are spent with regularity,

propriety and value for money.

The need for such a Framework is welcomed by the Cornwall and Isles of Scilly LEP as a means to encapsulate and properly

monitor the far reaching impact of its roles and responsibilities. The Framework is an essential tool to maintain proper

accountability and decision making for all LEP activity.

LEP Performance reporting

All detailed reporting processes are outlined within the LEP Assurance Framework – terms of reference across all LEP groups are

also contained there. LEP business is conducted via the main Board and two delegated Committees populated by Board Non-

Executive Directors: Nominations Committee and Audit and Assurance Committee, both of whom are delegated to oversee

detailed issues on Board appointments and budget respectively.

The LEP Board operates under an Articles of Association and all business is conducted by standard reporting templates. The Board

meets bi-monthly. Cornwall Council has four seats and the LEP has two seats on the ITI Board of the Cornwall and Isles of Scilly

2014-2020 EU Programmes, the LEP has seats on Growth Deal delivery boards. These meet on a regular (monthly/bimonthly)

Page | 18

basis to discuss progress, monitoring and evaluation and spend across the National Growth Deal and EU programmes. The LEP

Board, because of its specific responsibility for delivery of the Growth Deal, receives performance reports from the Growth Deal

delivery boards for review by the LEP Board members. These performance reports are placed onto the LEP website along with any

associated press releases and ministerial visit programmes applicable to the Growth Deal. The LEP also delegates specific delivery

oversight to its Enterprise Zone Board to oversee delivery of the Zone and oversee reinvestment of the business rates retention

associated with the Zone. The LEP also has an Employment and Skills Board which is responsible for driving the Employment and

Skills Strategy and to provide strategic leadership that synchronises supply and demand for employment and skills, resulting in

transformational change for current and future generations. Both Enterprise Zone and Employment and Skills Boards report to the

main LEP Board on progress on a bi-monthly basis.

Cornwall Council Performance Reporting

The Council performance reporting framework sets out the Council’s key performance measures and associated targets along with

responsibilities for managing performance. Strategic and critical performance information is presented in the Council Performance

Report which is made up of the following components:

Page | 19

The Council Performance Report (CPR) demonstrates how the Council is progressing and how it is performing against its

objectives, as detailed in the Council Business Plan. The CPR is reviewed by the Council Leadership Team and Cabinet every

quarter.

The Council’s Business Plan and Medium Term Financial Plan outlines a four year ‘rolling’ period, and the Corporate Performance

Report is used to manage performance against those plans.

Risk

As part of the LEP Assurance Framework we are ensuring we take appropriate steps to manage and mitigate risk. Different

programmes sometimes demand a different means of reporting risk and assessing other issues such as value for money.

However, as a principle across all of our activity we will ensure:

We have a full understanding of our obligations.

We have sufficient processes and internal systems of control (via our Accountable Body) to meet our obligations.

We have appropriate systems and process in place to allow us to identify, manage and review our risks.

The LEP has a corporate risk register which is reviewed monthly by the LEP Executive Team, quarterly by the LEP Audit &

Assurance committee and is presented at LEP Board meetings on a quarterly basis. Risk headline themes are:

Governance

Resourcing

Financial compliance

Programme management

Implementation

Reputation

http://www.cornwall.gov.uk/media/31517040/cc-business-plan-final.pdf

Page | 20

The Council’s strategic risks are reviewed quarterly and monitored via Audit Committee and performance information is presented

in the Council Performance Report. See annex 6.

All risks have control measures in place with associated mitigation actions.

Resourcing

In addition to the amounts in the table below, it should be noted that we have secured a commitment from private sector Board

members and other named private sector individuals to provide a significant amount of ‘in kind’ contribution in time in addition to

time spent on main Board business. We calculate 250 hours in total, per quarter at £150 per hour (average rate calculation).

This equates to a minimum of £37,500 per quarter of a total contribution of £150,000 worth of time, annually. In addition to the

formal paid for arrangements by Cornwall Council acting as the LEP accountable body, it is also anticipated that an annual value of

£150,000 worth of public sector in-kind time will also be provided to support direct LEP activity. All time is recorded.

As well as the funding over which it has control, the LEP will work to influence the use of other resources within Cornwall and the

Isles of Scilly – not least the EU Programme to the end of 2020. Delivering the SEP for Cornwall and the Isles of Scilly needs to be

a shared endeavour and all of these different resources will need to contribute. The LEP budget is managed and reported

separately from the Economic Growth budget of Cornwall Council. However, where there are opportunities to align funding for

shared priorities, this will be considered. Both four year budgets are summarised below.

The Audit and Assurance Committee will oversee an annual external audit of the accounts if it deems that necessary, in addition to

the internal audit by the Accountable Body. The LEP accounts were last externally audited in 2016/17.

Page | 21

The headline four year budget shows a decreasing LEP Revenue budget, reflecting the allocation and use of funds towards the

projected availability only of core funding in 2021 / 22. At the outset of this business plan however core funding is only confirmed

of 2019/20. The LEP Capital funds reflect the receipt and use of Local Growth Fund monies.

Budget Budget Budget Budget

2018/19 2019/20 2020/21 2021/22

£ £ £ £

Cornwall Council Economic Growth Service

(revenue, including culture and heritage)

4,125,000 4,074,000 3,774,000 3,074,000

Cornwall & Isles of Scilly LEP (Revenue) 1,559,000 1,079,000 912,840 650,000

Ringfenced Revenue 1,296,031 1,418,172 1,599,740 1,891,350

Total LEP Budget 2,855,031 2,497,172 2,512,580 2,541,350

Consolidated Revenue budget Position 6,980,031 6,571,172 6,286,580 5,615,350

Capital Programme 2018/19 2019/20 2020/21 2021/22

£m £m £m £m

Culture & Eco Dev Capital Programme Board 31.905 11.262 2.381 -

LEP 10.674 9.773 11.718

Total 42.579 21.035 14.099 -

Page | 22

Staff

Posts across the teams are funded through a mix of LEP, Council and external funding. The entire team comprises 49 posts.

23 in Economy, Skills and Culture; 15 in Investment and Growth; and, 11 in the LEP Operations Team. All staff work

towards the implementation of Vision 2030 (which incorporates the Employment & Skills Strategy and Culture White

Paper).

The team under the Head of LEP Governance and Operations:

LEAD ON BUSINESS: Innovation and creativity/Productivity-led Growth/Global Presence

Delivers Board and governance management, ensuring rigorous governance standards and compliance

Builds strong and productive relationships with the Cornwall and Isles of Scilly business and academic community,

particularly in support of our 10 Opportunities approach – and uses these relationships to engage with government,

particularly responding to the developing opportunities of the Industrial Strategy

Is developing an approach to communications that has a distinctive LEP / business voice, reaching out to businesses of all

sizes and types and across the 10 Opportunities sectors and other businesses – and uses this engagement to talk to

proactively and positively to government and other audiences in and outside of Cornwall and Scilly

Page | 23

The team under the Head of Investment and Growth:

LEAD ON PLACE: Vibrant Communities

Delivers the programme management of the Growth Deal and Enterprise Zones investments, working with the projects,

with government and reporting to the Investment Panel, The Enterprise Zone Board and the main LEP Board

Supports the core team on reporting, particularly on items such as risk and the maintenance of the Assurance Framework

The team under the Head of Economy, Skills and Culture:

LEAD ON PEOPLE: Inclusive Growth/Building Great Careers

Leads on the Council and LEP’s approach to employment and skills, working closely with the Employment and Skills Board

and with the business community, building an industry needs led approach, influenced by Vision 2030 and 10

Opportunities.

Leads on Shared Prosperity Fund negotiations

Within the wider skills activity develops initiatives to support inclusive growth.

Maximises the opportunities presented by Cornwall’s culture and distinctiveness

Supports the development of economic development policy

Supports the strategic approach of the LEP Board and the work of the other teams with economic intelligence and research.

The Cornwall Council approach to economic growth is led by the Economic Growth and Development Directorate, bringing together

Planning, Transport, Housing and Economic Growth functions to deliver a large part of the Cornwall Council Business Plan 2018-

2022. Directorate activity is framed by the Cornwall and Isles of Scilly Strategic Economic Plan (Vision 2030) and Cornwall Local

Plan and is delivered through a variety of internal and external strategies such as Connecting Cornwall, Cornwall Housing Strategy,

and the Culture White Paper.

The Cornwall Local Plan highlights an imperative to better align and deliver place-based economic development in order to achieve

our overarching growth ambitions. It is this place based agenda which forms the main, but not exclusive, focus for Cornwall

Council within the ‘Place’ agenda in Vision 2030. This needs to be actioned in a way that maximises incentives for government to

Page | 24

co-invest with the public and private sector locally – and within the parameters of the Industrial Strategy’s priorities for the UK as

well as the future Shared Prosperity Fund.

WORK PROGRAMME 2018-22

Page | 25

We will target our interventions to realise #Ten Opportunities across our

advanced engineering and digital innovation clusters…

Page | 26

We will also target our interventions to realise the Cornwall Council 2018-22 Business

Plan priorities, focusing on realising a, “GREEN AND PROSPEROUS CORNWALL” but

influencing across all priorities…

Page | 27

CIoS will be widely recognised for excellence in respect of innovation and creativity, and by then, networks of relevant businesses/institutions will have scale, visibility and profile nationally and internationally.

Page | 28

LEP Board Strategic Champions

Professor Mark Goodwin/Emmie Kell

Issues Priority Interventions Impact / KPIs

The economy of CIoS is

dominated by small and

micro businesses which

are scattered across a

predominantly rural area.

This business structure

and the overall lack of

critical mass helps to

explain why the wider

innovation ecosystem is

relatively thinly

developed.

As a result, CIoS fares

poorly on conventional

innovation indicators.

For example, it has very

low levels of business

investment in research

and innovation.

The results are low levels

of competitiveness and

productivity.

Inform

Work with partners across the South West to take forward elements

of the Science and Innovation Audit and South West Innovate UK

Memorandum of Understanding.

Inform the development of the innovation priorities across the 10

Opportunities.

Influence

Develop a Local Industrial Strategy with a clear innovation focus

Ensure future ERDF/ESF calls align with a business-led approach to

commercialisation of innovation.

In Partnership

Build on the existing MoU with Combined Universities Cornwall and

business networks to develop a CIoS Innovation Eco-

System/Innovation Hub; align this with SW activity where

appropriate.

Form new relationships to develop activity across UK knowledge

transfer partnerships and catapults to support strategic clusters

around advanced engineering and digital innovation. On-going

throughout year.

Implement the CIoS STEAM plan.

Invest

Implement the CIoS Investment Fund and prioritise innovation and

new tech opportunities.

Support private sector bids for the Industrial Strategy Challenge

Fund.

Prioritise an innovation focus for a new Shared Prosperity Fund.

More firms discovering new knowledge

and the application of that knowledge to

create new or improved products,

processes and services that address a

market need.

Enhancing productivity through

increasing levels of research,

development and innovation.

Doing this in a creative way – looking at

attitude and the application of more

creative solutions that are suitable for

CIoS and market demand.

KPIs

1. Employees in knowledge-intensive

services or high-tech manufacturing

2. R&D expenditure per person in work

(employed and self-employed)

3. Employment in science, research,

engineering and technology

Page | 29

Overall productivity levels will be at least 80% of the English average. This represents a step change in relation to current performance and takes into account the limiting factor of sector structures in CIoS.

Council Commissioning

Page | 30

LEP Board Strategic Champion

Sarah Trethowan

Enterprise Zone Champion

Gavin Poole


The performance of CIoS

across all measures of

productivity is weak. ONS

data suggest that in 2016,

GVA per head was 64.8% of

the England-wide average.

This was amongst the lowest

of any LEP area.

Whilst productivity is

increasing, it is not

increasing at the same rate

as the rest of England –

indeed the gap was greater

in 2017 than in 2004.

CIoS will struggle to compete

on productivity metrics

because of its rurality and

sectoral structure, but even

so, improving current

performance is an absolute

priority.

Inform

Underpin 10 opportunities with product focus – link to scale up

South West Rural Productivity Commission: taking forward

recommendations.

Ensure productivity at the heart of a future Local Industrial Strategy.

Influence

Support long term financial sustainability of Growth and Skills Hub.

Continue to work with CIoS partners to review ERDF/ESF calls under SME

Competitiveness to ensure a focused approach to productivity and

business led investment.

In Partnership

Ensure all activity of business support aligns with the activity of the

Growth Hub.

Continue to chair and lead the Aerohub+ Enterprise Zone.

Prioritise the development of the emerging space cluster at Aerohub+.

Invest

Influence a future Shared Prosperity Fund focus on investment in

Productivity.

Prioritise investment in Enterprise Zone activity

Work with Growth Hub to identify future sustainable funding sources.

Prioritise support to delivery of sector-led activity which drives

productivity-led growth.

Invest through Cornwall Council Investment Programme in a Commercial

Development Programme.

High levels of productivity

underpin competitiveness,

material wellbeing and

sustainable economic growth.

KPIs

4. GVA per hour worked

5. Median gross annual pay for

full-time workers

6. Business formation rate

7. Business survival rate

8. SCALE UP (tbc)

Page | 31

CIoS will be a place where every household both contributes to and benefits from our growing economy – and where households are better off.

Page | 32


Lucy Edge/Emmie Kell


Low pay is

associated with in-

work poverty, and

it is increasingly

replacing

unemployment as

a major driver of

poverty. Low pay

can be associated

with ‘churning’

between work and

benefits, resulting

in financial

hardship. It is

also a

consequence of a

sectoral structure

with a high

incidence of low

paid, part

time/casual

employment.

Inform

Lead the Beacon work with DWP on the approach to health and

productivity with real results in the SME business community.

Take forward an Inclusive Growth Strategy/Implementation Plan

alongside CIOS partners – aligning with issues such as welfare reform.

Influence

Be the leading Council/LEP for our approach to inclusive growth.

In Partnership

Work alongside the developing Community Led Local Development

partnership to support targeted activity in the most deprived

communities.

Work alongside the LEADER Local Action Groups to support targeted

activity in the most deprived rural communities.

Develop further opportunities for co-design and co-creation

Invest

Develop a clear narrative on ‘Prosperous Cornwall’ to prioritise

investment in the Shared Prosperity Fund.

Undertake research in partnership with Growth Hub and other partners

to investigate the impact of an ageing workforce on SMEs in CIoS.

Economic growth can impact

positively across the whole

community, with the dividends of

prosperity impacting on better

public services, wellbeing, health

and overall quality of life.

KPIs

9. Unemployment rate

10.Workless households

11.In-work tax credits

12.20th percentile of annual full-

time earnings

Page | 33

Cornwall and the Isles of Scilly has a healthy, skilled and productive workforce with access to rewarding jobs, clear progression pathways and opportunities for all.

Page | 34

LEP Board Strategic Champion

Paul Massey (Chair ESB)

This section should be read in conjunction with the CIoS Employment and Skills Strategy, which is overseen by the Employment

and Skills Board (ESB).


Despite very significant

headway in HE provision

over the last decade, the

incidence of younger

adults in the population

of CIoS is still relatively

low. More young people

need to be persuaded

that CIoS is, genuinely, a

great place to be.

Retaining/attracting more

young people is

important in relation to

all aspects of the CIoS’s

economic growth

ambitions.

Inform

Support the development of a STEAM based skills plan for the two

CIoS Enterprise Zones and appropriate business led support

alongside schools, colleges and universities.

Influence

Continue to expand the Enterprise Advisors programme.

In Partnership

Working alongside Cornwall Council, take forward the current

and future devolution of employment and skills.

Highlights to add from children and young people SLA.

Invest

Support the long term sustainability of the Skills Hub alongside

the Growth Hub.

Top performing LEP areas in

terms of productivity have the

highest levels of those with Level

4+ qualifications.

KPIs

13.NVQ2+

14.Young people not in

employment, education or

training

15.Knowledge workers

Page | 35

CIoS will be a place in which people from every community are able to contribute fully – and in rewarding ways – to economic life

Vibrant

Communities

Page | 36


Andrew Williams/CC Member (tbc)/IoS Member (tbc)


“Places” across CIoS vary greatly

in their local character but all of

them need to be home to vibrant

and thriving communities. This

means that economies need to

work well at a local level (with,

for example, provision for small

businesses); town centres need

to be a hub for local people; and

there must be good local access

to key services.

These outcomes need to be

achieved whilst recognising that

both Local Authorities are

planning for growth through their

Local Plans. Some 38,000 full

time jobs and 704,000 sq. m of

employment space will need to

be delivered supporting a

minimum of 52,500 homes by

2030 in Cornwall alone.

Private sector investment will be

needed to achieve these

ambitions across all places.

Inform

Working across Cornwall Council to align economic priorities with a

bottom-up approach to place.

Influence

Support the development of two new place based economic plans:

South East Cornwall and St Austell Bay.

Support the implementation of the Environmental Growth Strategy,

working alongside the Local Nature Partnership.

In Partnership

Work in partnership with the Culture Leaders Board to prioritise a

distinctive approach to place shaping across CIoS and develop an MOU

with key funders.

Support the implementation of LEADER Local Action Groups across the

rural areas of CIoS.

Develop new relationships across Business Improvement Districts, with

a focus on town centre workspace.

Supporting the Growth Hub to build on the success of town takeovers

to ensure a bespoke approach to business support in places.

Invest

Continue to manage performance of some £48,000,000 place based

investments as part of the live Growth Deal 1, 2 and 3 Programme.

Evaluate and take forward further activity on work space growth in

town centres (GD3).

A clear, place based economic

vision, locally owned and

market-facing will encourage

business confidence to invest

in growth.

KPIs

Life satisfaction score

Area of land managed for

environmental growth)

Job numbers (TBC)

Page | 37

CIoS will be firmly “on the map” as the home for outstanding businesses that compete within a range of sectors in UK and world markets.

Page | 38


Sarah Trethowan/CC Portfolio Holder (tbc)


The last 10-15 years has seen

the globalisation of more

product and service markets.

This has opened up new market

opportunities, but also increased

competition. In CIoS, local

markets are generally strong –

which is helpful in relation to

local supply chains, but can be

challenging when CIoS

businesses seek to compete

globally (as they may have been

sheltered from competitive

forces).

There is a need to encourage

more businesses to engage in

exporting, and to attract inward

investment, in order to grow the

economy and provide more

opportunities for people across

CIoS.

Inform

Linking to the productivity interventions, develop a ‘business

leaders’ programme to support productivity and new

markets in business. Link to potential EU Calls and existing

provision such as the Eden ‘Hot House’. Q3.

Influence

Work with the newly created Department for International

Trade (DIT) to develop a clear CIoS global

‘brand’/marketing strategy with a focus on post-2020 trade.

By Q4.

In Partnership

Work alongside Invest in Cornwall to support any gaps in

provision and identify future funding sources. By Q4.

Ensure all activity in relation to ‘global presence’ aligns with

IiC activity. On-going.

Invest

Prioritise investments which support access to markets

through improved connectivity. On-going.

A clear CIoS market platform

– profiling what is available

and supporting

national/global marketing of

products, services and place.

Attracting inward investment

and developing new

international markets.

KPIs

16.Employment in export

intensive industries

Page | 39

LEP Board Directors including Cornwall Councillor leads

Mark Duddridge (Chair) Andrew Williams

Sarah Trethowan Lucy Edge

Roland Tiplady Emmie Kell

Paul Massey Louise Rowe

Professor Mark Goodwin Gavin Poole

John Acornley Gordon Seabright

David Walrond Simon Caklais

Frances Brennan Steve Jermy

Adam Paynter (CC Leader) Bob Egerton (CC Portfolio Holder)

Phil Seeva Fran Grottick (Vice Chair Council of IoS)

ECONOMIC GROWTH SERVICE/LEP EXECUTIVE

SENIOR LEADERSHIP TEAM

Adam Wilkinson

Interim LEP CEO / Service

Director for Economic

Growth

Emily Kent

Head of Economy, Skills

and Culture

Greg Slater

Head of Investment &

Growth

Tim Bagshaw

Head of LEP Governance &

Operations

Page | 40

ANNEX 1: 2018/19 OPERATIONAL PLAN (NB: Specific measures and prioritisation will remain

under review as the year progresses).

BUSINESS: EXEC LEAD – Tim Bagshaw

Focus on Innovation & Creativity/Productivity-Led Growth/Global Presence

Aligned to Ten Opportunities

Activity Implementation Measures Lead

BRAND

1. Support CIoS Place Board

2. Promotion of Ten Opportunities

(media) beyond C&IoS…

3. Support Ten Opportunities

Ambassadors Programme

4. Align Invest in Cornwall branding

approach and link to cultural

distinctiveness.

1. Place Board meeting bi monthly with

clear actions agreed (in place by Q1).

2. Ten Opportunities London event by end

of Q4 aligned with Invest in Cornwall and

the Place Board

3. Sector groups across ten areas in place

by Q3 – if not covered by partnership

initiatives such as the ambitions of the

Place Board .

4. IiC aligned and influencing the gaps in

the future ERDF project by end of Q3.

Matt Silver ( Communications

& Engagement Manager)

TRADE &

INVESTMENT

1. Support realignment of Invest in

Cornwall to wider trade

opportunities (post Brexit

preparation).

2. Work to develop targeted country

approach to external markets

underpinning Ten Opportunities

(e.g. translation, supply chain

knowledge).

1. Submission of IiC bid for ERDF aligned to

CC/LEP priorities. Q3.

2. Complete country review for space,

creative and energy by end of Q4.

Nathan Cudmore (Business &

Innovation Manager)

BUSINESS

SUPPORT

1. Lead the management board of

Growth Hub and Skills Hub.

1. Ensure support to LEP Director of GH

Board. Ongoing.


Innovation Manager)

Page | 41


2. Align business support activity to

Ten Opportunities through GH/SH,

future EU calls, Shared Prosperity

Fund negotiation and future BEIS

funding.

3. Focus on new activity to “scale-up”

linked to 2017/18 research.

4. Target activity to support ‘business

leadership’ and productivity.

2. Lead contract management of CDC

projects and influence Business Support

Delivery Board to align with 2018/19

priorities.

3. Secure BEIS funding and develop and

implement a strengthened Growth Hub

approach to Scale Up businesses

4. Align with ESB. Identify future

investment to support. E.g. DWP

Innovation Fund (Q1)

SECTORS

1. Build and demonstrate an industry

led approach to the 10

Opportunities Sectors – by end of

year show priority sector groups in

place and good interaction with and

support for at least three sectors.

2. Establish new sector groups across

the Ten Opportunities as required,

and increase support to existing

ones.

3. Ensure ‘foundation economy’

themes such as manufacturing and

construction are supported through

industry groups.

4. Targeted support to Aerohub and

MarineHub development.

1. Sector focus:

o Complete CIoS Space Prospectus

and implementation plan. Q3

o Complete LEP Energy Strategy

and implementation plan. Q4

o Complete Creative Industry

Prospectus and implementation

plan. Q3

2. Set up 3 sector groups by Q2.

3. Support Construction Strategy targets

for 2018/19.

4. Support EZ Implementation plans for

2018/19 through sector engagement.


Innovation Manager)

Caroline Carroll

(Innovation Lead)

COMPETITIVE

C&IoS

1. Complete a Local Industrial

Strategy (LIS) for C&IoS.

2. Use the LIS as the basis for the

1. Pitch for a position within the second

wave of Local Industrial Strategy

Development – begin the development of


Innovation Manager)

Page | 42


Competitive C&IoS element of the

Shared Prosperity Fund.

3. Work across South West

Universities to underpin

competitiveness priorities with

strong innovation eco-system,

linked to Innovate UK MoU and

Science and Innovation Audit.

the strategy before end of Q3 building on

the 10 Opportunities Approach.

2. Complete work to identify ‘competitive’

content for future SPF b Q4.

ACCESS TO

FINANCE

1. Support the British Business Bank

to set up all local governance and

promotion arrangements for the

C&IoS Investment Fund.

2. Take forward Commercial

Development Programme as part of

Cornwall Council Investment

Programme.

3. Secure additional investment

through national funding.

1. Work with BBB to support the Cornwall

Investment Fund. Support the BBB Local

Advisory Board. From Q1.

2. Ensure Economic Growth projects include

key workspace sites aligned to SEP

priorities: Agri-Food Hub, Innovation

Centre grow on, Renewables and

Creative Industries.

3. Target one successful application for

Industrial Strategy Challenge Fund by

Q4.

Nathan Cudmore (Business

& Innovation Manager)

Page | 43

PEOPLE: Exec Lead – Emily Kent

Focus on Inclusive Growth/Building Great Careers

Aligned to C&IoS Employment and Skills Strategy


SUPPLY SIDE

1. Review current devolution deal and

outline new requirements.

2. Support delivery of the Area Based

Review recommendations

3. Support development of a South

West Institute of Technology.

4. Work with Enterprise Advisors to

priorities Ten Opportunities

businesses into schools.

1. Move current E&S devolution deal rating

from amber to green. Q1.

2. Complete all recommendations in ABR.

Q3

3. Minimum delivery through one college in

CIoS. Q3

4. Delivery of all targets within LEP/CC SLA

for delivery of pathways activity. Q4

Stacey Sleeman (People &

Prosperity Manager)

DEMAND-LED

1. Support the interaction between the

Employment and Skills Board and

the Ten Opportunities industry-led

groups to commission targeted

learning and skills activity.

2. Work with the Skills Advisory Panel

to undertake a ‘deep dive’ skills

needs analysis to support targeted

interventions.

3. Create a clear evidence base to

monitor barriers to inclusive growth

(as part of Inclusive Growth

review).

1. Develop clear skills actions and targets to

underpin work on space, creative and

energy. Q2.

2. Complete pathfinder activity for SAP by

end of Q2.

3. Complete evidence base review by Q3.


Prosperity Manager)

PROSPEROUS

C&IoS

1. Undertake a full review of inclusive

growth across Cornwall Council and

associated partnerships.

2. Use the review to influence a

1. Complete review in Q2.

2. Commence ‘Prosperous Cornwall

Programme’ development and SPF

content Q1.


Prosperity Manager)

Page | 44


‘Prosperous C&IoS’ Programme to

complement the Local Industrial

Strategy and influence a future

Shared Prosperity Fund.

3. Deliver the DWP Health/Productivity

Beacon.

4. Increase alignment to the health

agenda and ‘Shaping our Future’.

3. Seek to secure Innovation Fund

investment. Q1. Meet Beacon and

Innovation Fund (tbc) targets by Q4.

4. Integrate health within measures 1, 2 and

3 above.

PATHWAYS

1. Performance manage Service Level

Agreement with Education and

Early Years.

2. Develop a targeted apprenticeships

programme for C&IoS linked to

vibrant communities priorities.

1. Monitor targets across year. Achieve

minimum 90% in year targets by end of

Q4.

2. Complete development of programme by

Q3.


Prosperity Manager)

Page | 45

PLACE: EXEC LEAD – Greg Slater

Focus on Vibrant Communities/link to Global Presence

Aligned to Culture White Paper and Local Plan (C&IoS)


PLACE SHAPING

1. Work with local communities and

key stakeholders to agree local

growth priorities

1. Encourage the development and adoption

of Neighbourhood Plans (or similar) which

help identify and facilitate the delivery of

local investment and growth

2. Produce quarterly status reports across all

towns, ensuring all individual agreed

priorities are on track. This measure to

be overseen by the Growth and

Development Board, Cornwall Council.

Rob Andrew (Regeneration

Manager)

ECONOMIC ASSETS

1. Develop active links to

infrastructure and growth delivery

bodies/boards. Including Growth

and Development Board,

Developers Forum and Strategic

Infrastructure Forum to improve

place based implementation.

2. Align economy place investment to

people/communities, housing,

environment and transport

investment programmes.

1. Support the development of appropriate

governance structures by Q4.

2. Ensure all Investment Programme

projects have a strategic fit and meet

cross-cutting criteria Q1 - 4.


Manager)

RURAL 1. Take forward South West Rural

Productivity recommendations.

1. Set up rural productivity task force Q1. David Rodda (Economic

Growth Manager - interim)

CULTURAL

DISTINCTIVE-NESS

1. Complete and deliver culture and

heritage review: external

investment approach and internal

1. Complete review by Q2.

2. Agree MoU by end of Q1 and ensure

alignment to New Frontiers.

Tamsin Daniel (Culture and

Place Shaping Manager –

interim)

Page | 46


structures.

2. Take forward MoU with ACE and

HLF.

3. Work toward successful completion

of Kresen Kernow.

4. Continue to support European

collaboration with Finistere.

5. Deliver across Culture White

Paper.

3. Ensure compliance, build and spend

profile on target Q1 – 4.

4. One business and one education project

complete with identified outcomes Q4.

5. White paper targets quarterly monitoring

to culture board, 80% to be on target. Q1

– 4.

PLACE BASED

PROGRAMMES

1. Support successful delivery of

place based programmes and align

to wider business and people

priorities: E.g. Commercial

Development Programme and

Enterprise Zones.

2. Maximise opportunities through

culture and heritage to increase

community participation.

1. Quarterly reporting against all place

programmes, Overseen by appropriate

Boards (e.g. Enterprise Zone Board).

2. Target two town projects to use culture as

a participation opportunity: Truro and

Liskeard. Q1 – 4.


Manager) and

for 2. Tamsin Daniel

(Culture and Place Shaping

Manager – interim)

Page | 47

CROSS CUTTING


ECONOMIC INTEL/

MARKET ANALYSIS

1. Underpin all activity with smart

targets and clear analysis.

2. Support better visualisation,

regular communications and

reporting on progress.

1. Monthly economic report communicated -

based on digital dashboard. Biannual state

of the economy report produced.

2. Review website (CC and LEP) to support

comms. Quarterly update on delivery

against business plan. Annual meeting for

the LEP (Q3).

David Rodda (Economic


Matt Silver (Communications


GOVERNANCE

(Organisation

governance)

1. Adhere to LEP Governance

Review.

2. Ensure, through liaison with the

Cities and Local Growth Unit a

minimum ‘good’ overall rating at

the LEP Annual Conversation.

3. Support LEP Board and all

associated groups.

4. Support all appropriate Cornwall

Council decision making and

reporting processes.

1. Maintain all objectives within the

Governance approach and the LEP

Assurance Framework. Quarterly report to

LEP Board as part of governance report.

2. Ensure minimum “good” overall rating at

LEP Annual Conversation Q3 through

liaison with the Cities and Local Growth

Unit on what ‘good’ looks like and the

criteria required to achieve that rating.

3. Ensure all LEP and Council Groups are

effectively supported:

100% of reports published by deadline for

compliance.

Carol Bransgrove (Executive

and Governance Manager)

Jordan Whaley

(Programmes Lead) re

delivery section of annual

conversation.

Becki Richards (Economic

Growth Business Specialist)

ADVOCACY

1. Ensure general CC and LEP

engagement in London through

regular briefings of MPs and

Peers.

2. Support Council overall

communications linked to

economic growth agenda.

Prioritise Post Brexit issues, inc.

1. Maintain strong LEP engagement with the

MPs / Peers through bimonthly meetings.

2. Utilise CC Strategy and Communications

Team to support advocacy. Agree SLA and

targets by Q2.

3. Comms plan targets (Annex 3)

Tim Bagshaw

Matt Silver (Communications




Page | 48


SPF.

3. Prioritise specific business and

government advocacy of Ten

Opportunities.

DEVOLUTION

1. Prioritise delivery of existing

Employment and Skills,

Business Support and Energy

devolution activity.

2. Align future devolution (New

Frontiers) delivery to unlocking

Ten Opportunities.

3. Development of new devolution

asks (Economic growth to 2030,

VAT escalator, Defra relocation)

1. To complete measures once NF final. Q1.

2. New Frontiers initial submission May 2018


Prosperity Manager)

Nathan Cudmore (Business

& Innovation Manager)

Caroline Carroll (Innovation

Lead)


Growth Manager)

CROSS-LEP/

AUTHORITY

WORKING

1. Prioritise commercial

opportunities linked to Ten

Opportunities under Great

South West links and wider LEP

collaboration.

2. Support sub-national

infrastructure opportunities.

1. Demonstrate at least three cross regional /

10 Opportunities collaborations in year. Q1

– 4.

2. Create Sub National Transport Board and

agree strategic priorities by Q3.

1. Tim Bagshaw

2. Nathan Cudmore

(Business & Innovation

Manager)

EXTERNAL FUNDING

MANAGEMENT,

COMPLIANCE AND

CONTRACTING

1. Growth Deal 1, 2 and 3

Programme Management.

2. Oversee Enterprise Zone

Management and delivery of

implementation plan.

3. Oversee programme

management across all Council

EU funded projects.

4. Support Coastal Communities

1. Ensure Growth Deal Programme meeting

all output and spend targets Q1 – 4.

2. Ensure EZ implementation plan targets on

profile. Q1 – 4.

3. Ensure all ERDF projects on spend and

compliant. Q1 – 4.

4. To be confirmed when projects agreed.

5. Ensure all Investment Programme projects

on spend and investment return profile.

Iain Mackelworth

(Investment & Growth Client

Manager)

4. & 5. With Rob Andrew

(Regeneration & Development

Client Manager)

7. Tamsin Daniel

Page | 49


Fund Programme.

5. Support Economic Growth

Investment Programme

projects.

6. Support LEP Investment Panel,

CC Capital Programme Board

and Capital Oversight Group.

7. World Heritage Programme

management and governance;

Cornish Language management

and governance.

Q1 – 4.

6. Ensure effective programme reporting to

all Boards.

7. Deliver WHS and Language Partnership

Management Plan targets. Q1 – 4.

CONTRACT

MANAGEMENT

1. CC Accountable Body contract

management.

2. CC Support Services

commission:

a. Legal

b. Finance

c. Strategy and Comms

d. Internal Audit

e. Property

f. Capital Programmes

3. Cornwall Development Company

contract management.

4. Wave Hub Limited contract

management.

5. Early Years and Education SLA

6. Museum and Culture Grants

programme management

7. Innovation Centres RD&I

contracts

1. Complete Accountable Body review and

agree all reporting measures Q1.

2. All SLAs in place by end of Q2.

3. Ensure all targets on profile Q1 – 2,

reporting through Group of Companies

Board.

4. Confirm future funding profile and

commercial targets by end of Q2.

5. Monitor all SLA targets. Ensure 90% on

target by end of Q4.

6. Meet spend and target profile by Q4 –

ensuring cuts can be actioned from Q1

19/20.

7. Ensure all contracts on target. Q1 – 4.

1 - Tim Bagshaw (Head of

LEP Operations and

Governance).

2.

3. Iain Mackelworth

4.

6. Tamsin Daniel

7. Iain Mackelworth

Page | 50


ASSET MANAGEMENT

1. Three Innovation Centres.

2. ESAM.

3. HMRBP.

4. Aerohub Business Park (incl.

Phase 1)

5. Kresen Kernow

6. Geevor

7. King Edward Mine

8. Helston

9. Penlee

1. Ensure minimum health and safety

requirements met across all buildings

(construction client and landlord duties).

2. Maximise occupancy rates and minimise

voids.

Iain Mackelworth

(Programmes and

Commissioning Manager)

6, 8 & 9 Tamsin Daniel

Page | 51

Customer Promise

The Customer Service Promise is our commitment to customers and applies to all of

us at Cornwall Council. To meet the needs of the customer promise we will:

Ensure publications are accurate and up to date Support business through the Growth Hub and Skills Hub, Ten Opportunities Review of inclusive growth and how we can engage with the public

Public engagement i.e. Kresen Kernow, World Heritage Site, Cornish Language Respond to customer feedback and requests for information within timescales

Representation on the Employee Voice Group

Digital Improvement

In line with the Council’s Digital Improvement Plan the Service supports the need to

improve the digital experience for our staff and customer. This provides a platform to better engage internally and externally and supports the development of the local digital economy. This is underpinned by the savings already identified in the MTFP.

Initiatives include:

Solutions for Effective Smarter Working Office 365 – using Skype to save time and money Windows 10 and Office 2016

Flexible IT access Smarter Meetings and Collaboration Spaces

Modernising our technical infrastructure EDRMS Solution – using EDRMS to manage LEP Board reports

Mobile Device Management Replacement Refreshed end user devices e.g. laptops

Mobile devise management replacement Research and Development

Cloud Strategy ERP Enhancements

http://www.cornwall.gov.uk/council-and-democracy/listening-and-learning-compliments-comments-and-complaints/customer-service-promise/

Page | 52

ANNEX 2: 2018/19 BUDGET

CIoS LEP Budget 2018/19

CORE EXPENDITURE Budget 2018/19

£

NON-RINGFENCED INCOME

Public sector funding 150,000

Core Funding (HMG) 250,000

Strategy Funding (BIS) 250,000

Capital Interest Accrued 2018-19 estimate on capital

funds 222,000

Estimated Balance c/f (revenue) ** TBC *** 687,000

TOTAL 1,559,000

EXPENDITURE BREAKDOWN

Administrative Costs

Total salary and employee costs

Including:

Innovation and Business Team:

People and Prosperity Team:

Communications Team:

Intelligence team:

Investment and Growth Team:

Governance Team:

472,000

Transport 18,000

Total supplies and services 50,000

Other support services 50,000

Total Administrative Costs 590,000

Grants and Future Programmes

Innovation & Creativity 0

Productivity Led Growth 40,000

Inclusive Growth 0

Building Great Careers 150,000

Vibrant Communities 20,000

Global Presence 0

Enterprise Zone 150,000

Page | 53

Comms & Engagement 60,000

Programme Management 40,000

Economic Policy & Analysis (incl SEP/GSW) 25,000

Total Grants and Future Programmes 485,000

Other Revenue

LEP Company Transfer of Funds 82,000

Total Other Revenue 82,000

Total Budget 1,559,000

Total Expenditure 1,157,000

Difference 402,000

Ringfenced Funds Balance/Grant 2018/19

£

Technical Assistance 0

Enterprise Zone Business Rate Reserve 807,770

BEIS Funding for Growth Hub 205,000

EIF - Ten Opportunities leverage 229,980

Others – LTB 53,281

Total Ringfenced Funds 1,296,031

Capital Funds Balance/Grant 2018/19

RGF 207,831

Growing Places 4,031,922

Growth Deal 6,434,534

Total Capital Funds 10,674,287

NB: Whilst the LEP does not have a specific reserve policy, an estimated cost

of £270,000 would be required to wind-up the LEP should the need arise.

These costs include contractual commitments which are already budget for.

Page | 54

Economic Growth Budget 2018/19

CORE EXPENDITURE 18/19 £

EXPENDITURE BREAKDOWN

Total salary and employee costs

Including:

People and Prosperity Team:

Economic Growth Team:

Investment and Growth Team:

Culture and Heritage Team:

1,380,000

Transport 10,000

Total supplies and services 59,000

Total Economic Growth Core 1,449,000

Grants and Programmes

Cornwall Development Company Contract 968,000

World Heritage 209,000

Cornish Language 144,000

Arts Grants 387,000

Museum Grants 375,000

Records Office 445,000

Local Enterprise Partnership (including £250k HMG grant) 400,000

Brussels Office 70,000

EU Programme Fund 798,000

Total Grants and Future Programmes 3,796,000

Other Revenue

Project recharges -242,000

External recharges -60,000

Brussels Office (LEP and CUC contributions) -20,000

EU Programme Fund (from JB central fund) -550,000

EU Programme Fund (reserves) -248,000

Total Other Revenue -1,120,000

Total Budget 4,125,000

Total Expenditure 4,125,000

Difference 0

Reserves

EU Programme 248,000

Wave Hub 9,388,000

WHS Publication 9,000

Page | 55

Total Ring-fenced Funds 9,645,000

Capital Programme

Capital Expenditure 31,905,000

Total Capital Programme 18-19 31,905,000

Capital Financed By

Cornwall Council -15,632,000

ERDF -12,293,000

Coastal Community Fund -298,000

HLF -3,682,000

Total Capital Funds -31,905,000

Page | 56

ANNEX 3: 2018/19 COMMUNICATIONS PLAN

Page | 57

Objective Baseline 2017 Target 2018/19

Increased business engagement

Events LEP presence at 1 event per month. Specific targets for each

event are in Appendix 1 (approx. 1170 attendees/interactions)

Newsletter

Subscribers

Open rate

Click through rate (CTR)

Campaigns sent

1,626

30% (2017 average)

8.4% (2017 average)

6 (2017 total)

12 new subscribers per month

35%

12%

10

Website

Average time on site

Number of sessions (visitors)

New users

Returning users

Bounce rate

02.30minutes

2,211

1,281

1,551

53%

03.00 minutes

3,000

1,500

1,750

50%

Page | 58

Objective Baseline 2017 Target 2018/19

LinkedIn:

Number of followers

Number of impressions

CTR

146

3,666 (2017 total)

58 (2017 total)

400

5,000

150

Twitter

Followers

Impressions per day

Tweets per month

2,377

1,950 (2017 average)

57 (2017 average)

2,800

2,500

60

Promotion of the Ten Opportunities:

Views and downloads of the Ten

Opportunities prospectus

Attendance at the Ten Opportunities events

NA

NA

1,000

120

Attendance at the LEP annual event NA 140

Increased awareness of LEP purpose and activities

Engagement with the annual survey

NA

500

Influencing Stakeholders

Measured to be developed in 2018

Page | 59

ANNEX 4: 2018/19 LEP CORPORATE RISK PLAN

Page | 60

Page | 61

CORNWALL COUNCIL STRATEGIC RISKS

The Council performance reporting framework sets out the Council’s key performance measures and associated targets along with

responsibilities for managing performance. The Economic Growth strategic risks detailed below are monitored quarterly via the

Council Performance Report.

Risk

No.

Directorate

/ Theme Risk Title Risk Description

Initial Residual Risk

Impact

Lik

elihood

RAG

CRPr3 Prosperity Failure to negotiate with

Government a suitable ‘post

Brexit’ growth environment

for Cornwall.

Failure to negotiate with Government a locally

managed UK funded invest programme for Cornwall

post BREXIT that meets our level of investment

ambition within our Strategic Economic Plan and

Local Plan. Changes in the freedom of movement for

employment between the EU and Britain significantly

impact the services and industries in Cornwall,

leaving a skills and employment gap.

4 2 8

CRPr4 Prosperity Failure to offer sufficient

strategic leadership that

ensures SEP implementation

Loss of confidence that Cornwall can deliver, by HMG

and private investors. Not delivering the EU

programme and failing to meet the mid programme

bonus rate of 6% (£30m).

4 2 8

Page | 62

ANNEX 5: 2018/19 WORKFORCE DEVELOPMENT PLAN

Strategic workforce

priority

Desired Outcomes Actions Lead Milestones/

measures

Apprentices Project management

Leadership

3x per annum HR/SLT 3 in place by Q4

Development of a training

budget

With sub areas and defined

Linked to future agenda through 4 yr BP

In budget and aligned to PDS SLT In place from Q1

Matrix working

(EcG, LEP, CDC, Private

Sector

Different culture

Breaking habits

New skills / professional skills

Devolved Leadership

Disruptive Management

Behaviour analysis

Capture what stays the same and what

will change, what will we need in place

Skills analysis

Skills audit for everyone

Leadership skills for everyone

SLT

Values and Vison Are clear and understood

Confidence in how decisions are made

Trust / Empowerment

Timely Communication

Continuity

Increased rigour Using analysis and intelligence

Interpreting analysis and intelligence

Time sheets - transparency

KPI’s – SMART, simple, plain English

Performance and Budget management

Changing the way

Business is done

Use of technology

Presentation and communication

Use of different media channels

New skill sets! Data skills and analysis /

CRM

Skype

Tableau

Training & support

Extend digital media usage

Further utilise

WHS board to

engage

business

support /

further utilise

WHS status for

business

Page | 63

Strategic workforce

priority


measures

interpreting data

Smart Working

Charging mechanisms

Commercialisation how do we behave more

like a private sector business / business

modelling training / engaging businesses

Being a client

Grant culture >Investment culture

Kresen Kernow to respond to new

challenges

Awareness of ‘Other Places’ Political

Awareness

Flexible working options

Disseminate Learning across projects –

learn from our experiences

development

beyond

Cornwall

Data protection

concern

(GDPR)

Mentoring Programme Outside the service and potentially outside

the council

Work Shadowing

Coaching

Secondments – Blue Print Nottingham

/ Sky Park Exeter

LGA best practice

Restructures Inclusive Growth

Culture

Kresen Kernow

Learning lunches

Compliance

E&D, H&S

Social Values

corporate responsibility

Risk management

H&S

Mandatory Training

Rural Productivity

John Rolls Inclusive Growth Training / Co

Creation Skills

PDP’s for all staff Mandatory training

Optional training

Professional CPD

Professional Career Paths

Professional memberships

Milestones

Cross team understanding of the ways of Team building Use of Corporate

Page | 64

Strategic workforce

priority


measures

SLT development

New CEO

Leadership support

work

Increased involvement with private sector –

new ways of working

Ensure we have capacity at the right levels

in the right places

Volunteering day to build teams

Relationship building

Collaboration across teams & with

partners

Forming & Development of SLT

New skills needed

Use of Corporate leadership

development programme as rolled

down

SLT leadership

Development

Programme

Service focused on

strategic priorities in the

C&IOS strategic plan –

shift in emphasis of work

Understanding of what will what will stay in

CC & over to CDC? (and vice versa)

All of the above, PDP, utilising private

sector expertise.

Need to fill vacant posts and build

capacity quickly

Cross reference with LEP & CDC to

ensure we are not duplicating capacity

& expertise.

Skills Gap Analysis required

Mentoring with Private Sector

colleagues

SLT

Structural review

under way

Skills gap analysis to

follow implementation

of structure

Business Plan: April 2018-March 2022 Plan... · determining the future economic development...

Documents

Transcript of Business Plan: April 2018-March 2022 Plan... · determining the future economic development...