ANNUAL REPORT 2018/19

GREATER AND SOLIHULL LOCAL ENTERPRISE PARTNERSHIP CONTENTS

04 FOREWORD

06 STRATEGY

08 ECONOMIC PERFORMANCE

10 OUR ACHIEVEMENTS

12 BOARD DIRECTORS

14 DELIVERY

ANNUAL 16 OUR PROGRAMME

REPORT 22 DELIVERY MAP

2018/19 24 KEY SECTORS

29 BUSINESS SUPPORT AND ACCESS TO FINANCE

30 INNOVATION

31 SKILLS

32 PLACEMAKING

33 OUR GROWTH HUB

35 LEP EXECUTIVE

36 GOVERNANCE AND ACCOUNTABILITY

NATIONAL MEMORIAL ARBORETUM, EAST STAFFORDSHIRE

2 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 3 TIM PILE KATIE TROUT

FOREWORD

THE GREATER BIRMINGHAM AND SOLIHULL LOCAL ENTERPRISE THE PAST YEAR HAS SEEN THE GBSLEP MAKE SIGNIFICANT PARTNERSHIP (GBSLEP) HAS A SINGLE-MINDED PURPOSE; TO DRIVE PROGRESS ACROSS ALL ITS AREAS OF ACTIVITY. OUR ECONOMIC GROWTH, CREATE JOBS AND INCREASE THE QUALITY ACHIEVEMENTS ARE THE PRODUCT OF STRONG COLLABORATION OF LIFE IN OUR AREA. THIS YEAR HAS WITNESSED A GROWING ACROSS THE PUBLIC, PRIVATE AND ACADEMIC SECTORS. CONFIDENCE AND MOMENTUM IN THE REGION, A SENSE OF PROGRESS THAT IS BORNE OUT BY OUR KPIS.

Our Growth Programme has gone from strength to strength with investments in a diverse portfolio of capital projects ranging from the Prince’s Trust to the National Our region is experiencing a vibrant renaissance, since 2010 the Greater Memorial Arboretum; from Tyseley Energy Park to Kidderminster Railway Station. Birmingham and Solihull LEP area has grown twice as quickly compared to the Interventions to support our key sectors have been borne out of strong engagement with Core City LEP average. Over the last 12 months, the region has created 29,452 industry. Initiatives to increase film and TV production spend, to support the emerging private sector jobs and has attracted significant investment from overseas. The FinTech sector, to target suppliers interested in diversifying into high speed rail and to Local Industrial Strategy for the identifies major new market encourage businesses to enter the life science sector are all having a real impact. opportunities based on the region’s sector strengths, to grow the economy and As well as sector-specific activity we have worked hard to improve our business support I BELIEVE WE create new jobs across the West Midlands, and provides a framework for future OUR FOCUS and access to finance offers including running scale-up workshops and seeking to HAVE THE investment. Whilst much has been achieved, what is truly exciting is all that is still ON TOWNS increase Angel investment. Our innovative pilot with the Intellectual Property Office has FOUNDATIONS, to come. AND LOCAL been so successful that it will be rolled out to other LEPs. We have also worked hard AFTER SEVERAL As a partnership of the private, public and education sectors we are uniquely placed to CENTRES AND with partners to increase high level skills, apprenticeships and engagement between YEARS OF take a long-term, balanced approach to economic development. I have been proud to visit THE IMPORTANCE employers and those in education. STRONG GROWTH most of the LEP-funded projects, it has been an incredibly rewarding experience to see OF CULTURE IN AND INVESTMENT, these valuable projects come to life and to witness the real difference they are already PLACE-MAKING Our focus on towns and local centres and the importance of culture in place-making TO BUILD A making to our economy and the residents who live and work across our geography. STANDS US stands us apart from many other LEPs. We will look to build on our work in this area PROSPEROUS, APART FROM over the year ahead, working with partners across the geography to create vibrant and I want to thank my fellow Board Directors who give up their time freely and enthusiastically, inclusive places. GLOBALLY- with an unwavering dedication to build the economy of our region. I feel greatly privileged to MANY OTHER CONNECTED AND be working with such a committed group of people. I also want to thank the LEP Executive – LEPS.” 2018/19 also saw significant work on activity that will enable us to make an even greater THRIVING CITY- a team with diverse talents who work hard to carry out the LEP’s activity. impact. We have now become a fully active and independent company which means that REGION.” we can respond with greater agility to opportunities. We have also submitted a bid for I believe we have the foundations, after several years of strong growth and investment, to European funding to increase our Growth Hub offer and to bring its delivery ‘in house’. Close build a prosperous, globally-connected and thriving city-region. Our region is well prepared working with the West Midlands Combined Authority and the Black Country and Coventry & to weather the storms that might follow Brexit and there are enormous opportunities before LEPs resulted in agreement of the trailblazing West Midlands Local Industrial us: The Commonwealth Games, the West Midlands 5G testbed, the advances in automation Strategy with Government. This will help us to realise the region’s full potential. and industry 4.0 technologies to name a few. We must continue to work together, with bold ambition and resolve, to enable our region to deliver its full potential. I am extremely proud of all our successes over the past year, made possible by the enthusiasm and hard work of our Board, the talent of our Executive and the commitment of our partners. I look forward to achieving even more for our local businesses and communities in the year ahead.

4 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 5

STRATEGY

WHO WE ARE

The Greater Birmingham and Solihull Local Enterprise Partnership Limited (GBSLEP) was established in 2010 as a partnership of business, public sector and further and higher education leaders. Our geography spans nine local authority boundaries: Birmingham, Solihull, East Staffordshire, , Lichfield, Tamworth, We have a Redditch, Bromsgrove and Wyre Forest. We have a population of just over 2 million population people, an estimated 1,038,000 jobs, and an economy worth £46.8bn. Greater Birmingham and Solihull is home to one of the largest professional and financial of just over 2 OUR CONTRIBUTION TO million people, centres outside of London, with a world leading advanced manufacturing base, LOCAL INDUSTRIAL STRATEGY an estimated burgeoning creative and cultural industries and emerging strengths in life sciences. FOR THE WEST MIDLANDS ADVANCED MANUFACTURING HUB, BIRMINGHAM 1,038,000 As a business-led partnership, working closely alongside public sector and educational jobs, and an partners, we have distinct advantages. We are able to take a private sector view of the supply WEST MIDLANDS LOCAL INDUSTRIAL STRATEGY economy worth side constraints on growth and provide a forum for demand and supply sides to come together In 2018/19 the GBSLEP worked closely £46.8bn.” to agree action. As a collaborative partnership, we work for the benefit of everyone who lives with the West Midlands Combined Major new market opportunities Authority (WMCA), Black Country LEP Data driven Creative content, and works in the GBSLEP area. This collaborative and business focused approach enables us Future o Modern and Coventry and Warwickshire LEP, health and techniques and to target interventions for maximum benefit to the local economy. mobility services to develop a Local Industrial Strategy lie sciences technologies OUR MISSION for the West Midlands. This Strategy builds on our Strategic Economic A distinctive economy – Creative and innovative, with global supply chain strengths GBSLEP’s mission is to drive the economic growth of the Greater Birmingham and Plan (SEP), along with those of the a diverse and young population, well connected, trading and entrepreneurial. Unique opportunities ahead in the Commonwealth Games and City of Culture. Solihull area, creating jobs and increasing the quality of life for all our residents. Black Country and Coventry and Warwickshire LEPs, prioritising Sector strengths OUR ROLE economic development activity right Low carbon Aerospace Logistics / Metals & across the three LEP geography. Our To achieve our mission of growing the economy, GBSLEP has three main roles to play: technology Precision transport materials SEP remains current and highlights Energy and component technology Innovative priorities specifically in the Greater clean growth manufacturing Future mobility supply chains Birmingham and Solihull geography AGITATOR Lie sciences Proessional Rail Construction as well as directly informing the Devices skills Digital rail Offsite modern Local Industrial Strategy for the West Diagnostics, Skills and a full High Speed 2 manufacturing services sector Acting as a voice for the GBSLEP area, we use our Midlands. real life testing Land remediation influence to secure greater funding and powers from the Creative Food & drink Tourism government and to leverage more investment from the GBSLEP is leading work on five of Automotive the sector action plans; Creative, Life Games, Next Gen Machinery, Battery Shakespeare’s private sector, both at home and overseas. content, process development sciences, Low carbon technology, Food food & fluid and product control tech, Drive train Commonwealth design and & drink and Professional skills, and two Photonics R&D CAV Games designer maker ENABLER of the new major market opportunities; Business Data driven health and life sciences and City of Culture Bringing together existing partners and organisations within Modern services. This is activity that we the area, we support and guide activity and resources to anticipate will be accelerated in 2019/20 Actions to unblock barriers to productivity and growth, meet shared priorities. as we continue to work with partners to integrated in places and communities to drive inclusion implement the Local Industrial Strategy COMMISSIONER and continue discussions with our Foundations o productivity – drivers and enablers o growth neighbouring LEPs on alignment of future People, skills Infrastructure Ideas / Business funding. Place Using resources directly aligned to the LEP, we invest in & employment & environment Innovation environment priorities that support our mission.

6 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 7 ECONOMIC

PERFORMANCE

£800M Our Key Performance Indicators (KPIs) measure the extent to which GBSLEP, together with partners, is achieving its mission of growing the economy, creating QUALITY OF LIFE Our region has grown by £800 jobs and improving the quality of life in the area. Our KPIs measure the health of the IS ON THE RISE: million over the last year and has Greater Birmingham and Solihull economy as a whole, rather than the impact of LEP GBSLEP has moved up to third been the fastest growing Core interventions, and so meeting them relies on partners coming together to create the place among Core City LEPs City LEP since 2010 conditions for businesses to grow. GBSLEP has been the fastest growing Core City LEP since 2010, growing by 20% compared GBSLEP has to the Core City LEP average of 11%. Our city-region continues to make substantial progress £32.25 been the having generated economic growth worth £800 million GVA over the last year, alongside the fastest growing creation of 29,452 private sector jobs. In terms of quality of life, we have moved up to third Labour productivity has increased from £30.57 Core City LEP place among Core City LEPs in PwC’s Good Growth Index; moving up one place since last per hour worked to £32.25 per hour worked since 2010, year, suggesting that there is sustained momentum in the region across a broad range of growing by 20% indicators compared to There remain, however, significant challenges to overcome in order to meet our KPI targets for the Core City unemployment and qualifications. For unemployment, GBSLEP is behind target in meeting its LEP average KPI target of reducing unemployment to the national average by 2020, and low qualification of 11%.” attainment remains a challenge for our city-region’s economy compared to other parts of the country. Addressing these issues remains a priority. £41.70 1,200 SMES Solihull’s labour productivity was the GBSLEP Growth Progress Progress highest outside of London Hub has provided GBSLEP KPI Baseline Current to date since last year and the South East. diagnostics for 1,200 Create 250,000 Private Sector Jobs by 2030 SMEs over the last year to be the Leading Core City LEP for Private 800,686 167,086 633,600 (2017) 67% Delivered p29,452 Sector Job Creation

Increase GVA by £29bn by 2030 £50.3bn £8.3bn £42bn (2017) 20% Delivered p£0.8bn

Decrease Unemployment to the National 1.7% 2.7% Point Gap with UK -1.0% p0.1% Average by 2020 Point Gap with UK Points 37% Delivered points = 500 businesses (March 2019)

new businesses started 2.4% in our area during 2018 To Have the Lowest Unemployment 5.1% Point Gap with q 11,192 Point Gap with Leading CC (West -2.7% 0.1% Points 53% Delivered points Amongst the LEP Core Cities by 2030 Leading CC of England, March 2019)

GBSLEP to be the Leading Core City LEP -£2,141 £6,300 £4,159 Per Head gap 34% q£262 Per Head Gap Per Head Gap (2017) Per Head Gap 29,452 by 2030 for GVA per Head Delivered private sector jobs have been Increase the % of Working Age Population 3.9% 5.6% Point Gap with UK -1.7% q-0.8% = 1000 jobs Point Gap with UK Point gap with UK Point gap with UK created over the last year with NVQ3+ to the National Average by 2025 (December 2018)

DATA AS OF SEPTEMBER 2019

8 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 9 OCTOBER 18 • Birmingham’s new £50 million WHAT WE’VE ACHIEVED Wholesale Market hosted its official launch. GBSLEP’s £3 million contribution to the project will help NOVEMBER 18 MARCH 19 to protect the future of one of the TIMELINE • More than 800 • GBSLEP unveiled a new Framework to regenerate town centres and largest, most historic markets of its entrepreneurs were high streets across the region. The Towns and Local Centres (TLC) kind in Europe. supported by Enterprise Framework identifies the ways in which GBSLEP and its partners can work • ’s Enterprise for Success in Greater together more closely to develop a localised and coordinated approach to Zone (EZ) was recognised as Birmingham and Solihull. regeneration. the top global free zone for its • National Memorial • GBSLEP supported a landmark, joint, India and UK Healthcare Conference support for the business, financial JULY 18 Arboretum opened bringing together 120 healthcare experts from India and the UK. and professional services (BPFS) Aspects, its new £8.1million • The Prince’s Trust Skills and sector by fDi magazine. events building. The facility, officially Enterprise Centre • The Rail Alliance and GBSLEP which received £500,000 opened its doors in Birmingham, APRIL 18 launched the GBSLEP Rail Mentor from GBSLEP, will help SINCE THE END OF supported by LGF. The new programme, to reach out to local boost the visitor economy in THE FINANCIAL YEAR: • GBSLEP lead on developing centre will provide a skills and SMEs and provide a gateway to East Staffordshire. action plans for five key sectors enterprise hub for the region’s business opportunities in rail. • GBSLEP held its first gathering of economic strength, including young people. of its industry forum members life sciences and the creative • 1001 Trades Report was launched. • Aspirations for all. Her Royal to enhance its dialogue with the industries in the context of the The report was produced through Highness the Princess Royal local business community. Local Industrial Strategy for the consultation with young people, visited Selly Oak to open the West Midlands. employers and GBSLEP to • West Midlands Local Industrial new £14 million TouchBase understand the barriers for young Strategy Published in May - the Pears centre. Supported by people accessing jobs in the tech first in the country. GBSLEP investment from GBSLEP, it will sector. contributed to the formation provide specialist provision for of the strategy and is now people with complex disabilities. developing action plans to drive growth in key, transformational, sectors.

MAY 18 • In July the new look Centenary Square opened to the public. • GBSLEP launched a Business The public realm redevelopment Support Forum to support was funded with £10.55 million entrepreneurs in the most from GBSLEP’s Enterprise Zone deprived parts of the city-region. fund. • The Making an Entrance project, a major transformation of Symphony Hall’s public AUGUST 18 foyer areas, officially launched. Utilising up to £6 million of LGF • Engineering Centre for Manufacturing funding, the £13.2 million project Support. Bournville College based in DECEMBER 18 will improve experiences and Longbridge Town Centre which is part access to the arts for a more of South & City College Birmingham • GBSLEP, along with partners, help diverse group of artists, and JUNE 18 announced a £545k state-of-the-art to secure a £1.2m boost for the West visitors. engineering centre. £230,000 funding for Midlands creative industries from the • Supported by £1 million of LGF, the new site was provided by LGF. Department for Digital, Culture, Media • Construction of the Dance STEAMhouse phase 2 was announced and Sport (DCMS). Hub is completed. The rooftop to transform a historic Birmingham factory extension of the Birmingham into a £60 million innovation centre for SEPTEMBER 18 Royal Ballet, which received businesses, artists and academics to £1.48 million funding from collaborate. • In collaboration with partners across the region, GBSLEP JANUARY 19 GBSLEP, will establish the contributed to the region being awarded the UK’s first multi-city city-region’s reputation as an 5G testbed. Being at the forefront of this new technology will • The Midlands Engine Investment Fund (MEIF) reached its international centre for dancing help to attract investment, stimulate R&D, improve productivity first milestone after supporting investment of £25million in the excellence, enhancing our and create jobs in our region. region’s businesses across the Midlands. cultural and visitor economy.

10 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 11 PRIVATE SECTOR DIRECTORS 01 Anita Bhalla Creative Industries Chair, Performances Birmingham Ltd. BOARD 02 Matthew Rhodes Stimulating Innovation Chair Energy Capital DIRECTORS 03 Mike Lyons Improving Connectivity Programme AS AT 1ST SEPTEMBER 2019 Director for West Midlands at High 01 02 03 Speed 2 (HS2) Ltd. 04 Pat Hanlon Access to Finance Chair, Finance Birmingham Investment Committee 05 Saqib Bhatti* Growing Businesses and representing SMEs Associate, Younis Bhatti & Co Ltd. *Resigned 6th November 2019 04 05 06 06 Simon Marks Optimising Assets Partner, Arcadis TIM PILE 07 Sophie Drake Young People’s Representative CHAIR Account Manager, Story Comms Tim holds a number of non-executive LOCAL AUTHORITY responsibilities, following on from REPRESENTATIVES his executive career in retail, banking, professional services 08 Cllr Leader, and marketing. 09 Cllr Karen May 07 08 09 In addition to his role as Chair of Leader, Bromsgrove District GBSLEP, Tim is a Non-Executive Council, representing North Director of Marshalls Plc and Deputy CHRIS LOUGHRAN Worcestershire DEPUTY CHAIR Chairman of The Royal Orthopaedic FOR DELIVERY 10 Cllr George Adamson Hospital. He also serves on the Leader, Cannock Chase District Board (and is a past president) of Chris has recently completed a Council the Greater Birmingham Chambers 30-year career with Deloitte, the 11 Cllr George Allen of Commerce and is on the CBSO international professional services Deputy Leader (Enterprise), East development Board. firm. Joining the embryonic Staffordshire Borough Council management consulting division His most recent executive role was of Deloitte (then Touche Ross and 12 Cllr Doug Pullen CEO and Executive Chairman of Leader, Lichfield District Council 10 11 12 Co.) in Birmingham in 1987, he Cogent Elliott, the leading Midlands has worked both nationally and 13 Cllr Ian Courts based Marketing Agency, supporting internationally with the firm. Leader, Solihull Metropolitan a large number of iconic brands Borough Council and businesses. He was admitted to partnership in 14 Cllr Jeremy Oates 1993, led the Technology Consulting Between 2001 and 2006, Tim was CEO Portfolio Holder for Heritage practice from 2002-2010 and returned and Growth, Tamworth Borough of Sainsbury’s Bank and a member of to Birmingham in 2010 to assume the Council Sainsbury’s Operating Board. role of Senior Partner for the Midlands EDUCATION Prior to Sainsbury’s, Tim led the Retail Region from 2010-2015. He served REPRESENTATIVES Function of the Alliance and Leicester as an elected member of the Board of Group as Marketing, Strategy and Sales Partners from 2010-2016. 15 Professor Alec Cameron 13 14 15 Higher Education Representative Director from 1996 to 2001. Before As well as Deputy Chair of GBSLEP, Vice Chancellor and Chief this he served at LloydsTSB as Executive of he is a non-executive director of the Marketing Director. West Midlands Growth Company, a 16 John Callaghan He has held a number of non- Trustee of the CBSO and Chair of the Further Education representative executive roles including being a CBSO Development Trust, a Trustee Principal, Solihull College & University Centre trustee of the , of the Roman Catholic Archdiocese a governor at Bromsgrove of Birmingham and Chairman of COMPANY SECRETARY School, Honorary Senior Fellow at Birmingham & Solihull Rugby Club. 17 Clive Heaphy Birmingham Business School and on Chris served as High Sheriff of the West Chief Executive (Acting) the Board of Cancer Research UK. Midlands 2018-19. Birmingham City Council 16 17

12 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 13 DELIVERY 14 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL focus on specific focus onspecific or opportunities or opportunities where industry where industry constraints on, constraints on, Delivery Plans Plans Delivery GBSLEP’s 10 GBSLEP’s 10 interventions interventions for, growth.” identifies identifies transport links, create houses and upskill our people. transport links,createhousesandupskillourpeople. Birmingham &Solihullthatgeneratejobs,improve - apipelineofcapitalinvestmentsacrossGreater Our DeliveryPlansinformourGrowthProgramme West MidlandsLocalIndustrialStrategy. SEP andnowsupporttheimplementationof have beendevelopedtomeettheprioritiesin constraints on,oropportunitiesfor, growth.They on specificinterventionswhereindustryidentifies other partners,GBSLEP’s 10DeliveryPlans focus Developed inconsultationwithlocalindustryand

BUSINESS, FINANCIAL AND PROFESSIONAL SERVICES

CREATIVE INDUSTRIES

LIFE SCIENCES DISRUPTIVE &EMERGINGTECHNOLOGIES

ADVANCED MANUFACTURING

ENERGY

AND ACCESSTOFINANCE TECHNOLOGIES BUSINESS SUPPORT DIGITAL SKILLS PLACE creating a £433m LGF capital programme of which £186m creating a£433mLGFcapital programmeofwhich£186m GBSLEP has agreedthreeGrowthDealswithgovernment, Local GrowthFund(LGF) support growthofourkeysectorsandcrosscuttingthemes. outlined inourDeliveryPlansandotherinterventionsthat development. Itfacilitatestheimplementationofactivities Business RatesPoolallocatedtoGBSLEP foreconomic retained elementoftheGreaterBirminghamandSolihull The SEP EnablingFundisarevenuefundmadeupof Strategic EconomicPlan(SEP)EnablingFund AND REVENUEFUNDINGSOURCES: UTILISING A NUMBEROFBOTHCAPITAL OUR INTERVENTIONS ARE DELIVERED ENTERPRISE ZONE,CENTENARY SQUARE,BIRMINGHAM

provided toSMEs. Programme (West Midlands-wide) throughwhichloansare for completioninDecember2020-andtheMezzanineFund the refurbishmentof The GrandHotel(Birmingham) –due complete withonlytwoprojectsstillinthedeliveryphase; and loanfundingsupport. The programmeisnowlargely priming’ activities,suchasfeasibilitystudies,through grant supported thedeliveryofalmost30projectsand‘pump Launched in2012,the£22.49mGrowingPlacesFundhas Growing PlacesFund success. priority schemes,theEZisauniquetooltodriveeconomic business ratesgeneratedbydevelopmentandinvestingitin area aroundHS2’s CurzonStation.Byutilisingtheupliftin significant growthopportunitiesinthecityincluding covers 39sitesandspans113ha representingthemost Established in2011, theBirminghamCityCentreEZnow Birmingham EnterpriseZone(EZ) 50% withotherfundingtocovertheperiod2014-20. European SocialFund(ESF)moniestobematchfunded of EuropeanRegionalDevelopmentFund(ERDF)and The LEP hasnominallybeenallocated€255.8million and enablessomeofthebenefitsLGFtoberealised. providing amixofrevenueandcapitalfundingitcomplements businesses andsupportingthelow-carboneconomy. By with particularfocusonareassuchasinnovation,small a sustainableandhealthyeconomyenvironment, The focusoftheESIFistoinvestinjobcreationand European StructuralandInvestmentFunds(ESIF) programme isduetobecompletedattheendofMarch2021. is allocatedtofivesignificanttransportschemes). The has beenavailabletosupportstrategicpriorities(therest the most significant growth the most significant growth EZ now covers 39 sites and EZ nowcovers39sitesand spans 113ha representing spans 113harepresenting including the area around around including thearea Established in 2011, the Established in2011,the Birmingham City Centre Centre Birmingham City opportunities in the city inthecity opportunities HS2’s CurzonStation.”

15 REPORT 2018/1915 GBSLEP ANNUAL £ REACHED £ OVER £ £120M UPSKILLED OVERALL PROGRAMME £60M SPEND MATCH FUNDING 1,840 LEVERAGED LEARNERS

LOCAL GROWTH FUND £ KEY ACHIEVEMENTS £

CREATEDLichfield SouthernENABLED By Pass Phase 4 IN 2018/19 WE HAVE INVESTED £24.24M OF LOCAL GROWTH FUND, 2,062 WORKING WITH PARTNERS TO DELIVER HIGH IMPACT PROJECTS. Ballast JOBS walls 407 NEW HOMES

KEY PROJECT HIGHLIGHTS Solihull College and University Centre with new vehicles PLACE-MAKING and appropriate tooling, as well as a new lab dedicated to Some examples of projects started or completed in autonomous vehicle operation and control. Longbridge Connectivity Scheme Phase 1 (Delivery) LGF 2018/19 which support the delivery of our SEP are: investment £4.8m (Total project cost £8.9m) INNOVATION AND EMERGING TECHNOLOGIES CREATIVE INDUSTRIES The scheme aims to enhance the overall transport offer in Tyseley Energy Park Access Road (TEP) (Delivery) LGF Longbridge, Birmingham, the former Rover site and one of Birmingham Dance Hub (Completed September 2019) investment £1.58m (Total project cost £3.21m) the largest regeneration locations in the West Midlands. It LGF investment £1.47m (Total project cost £4.47m) includes the following elements: upgrade of the Longbridge A low- and zero-emission refuelling hub is Phase 2 railway station; transformation of the existing bus interchange; GBSLEP has contributed nearly £1.5m from a total cost of development within the Tyseley Energy Park (TEP). TEP improved wayfinding in the area; and highway enhancements £4.5m to support the Birmingham Dance Hub. The project will serves as one of West Midlands’ key Energy Innovation to improve connectivity to the M42 and M5. create a 675sqm extension of the Birmingham Royal Ballet Zones (EIZs) supporting the region’s ambition towards CO2 building to host the Hub. This will help create new jobs and reduction and low carbon initiatives. The contribution from Birmingham Cycle Revolution Phase 2 (Delivery) LGF apprenticeships, and will enable an increase in productions, GBSLEP supported the construction of an access road off the investment £6m (Total project cost £8m) performances, community programmes and high-level A45 leading to the low and zero emission refuelling hub. learning opportunities. As part of the 20-year Birmingham Cycle Revolution strategy, LICHFIELD SOUTHERN BYPASS, LICHFIELD SKILLS Phase 2 will support cycle access to major employment ADVANCED MANUFACTURING sites and the Enterprise Zone. This will be accomplished AND ENGINEERING Motor Vehicle Training Centre (Completed) LGF through better integration of cycling as part of a longer Lichfield Southern Bypass (Delivery) LGF investment investment £242,000 (Total project cost £632,000) journey by public transport, improving and providing access. £2.3m (Total project cost £17.3m) Hybrid Vehicle Technology Training Centre (Completed) to opportunity, reducing congestion at key pinch points and Safeguarding 50 jobs, creating 50 new jobs and 50 new Helping development sites come forward for housing and LGF investment £246,000 (Total project cost £561,000) supporting improved health and wellbeing apprenticeships, this project has created state of the art jobs and allowing local highway and transport improvements Supporting 132 people in to training and creating a further facilities for automotive maintenance and repair at South and to be delivered along the A5127 Birmingham Road Corridor, 25 apprenticeships, this project safeguarded jobs as well as City College Birmingham. It will build skills in the local supply the construction of the final 0.67km of a 2.3km bypass creating 25 new jobs related to the development and take chain to meet the needs of the growing automotive service Unlocking 12ha linking two A-roads via a rail underbridge will also provide up of low carbon technologies. The scheme equipped the sector in the area. The Centre has already engaged almost 100 employment site.” congestion relief. The project is expected to unlock the 385sqm Hybrid Vehicle Technology Training Centre at the SMEs in the motor vehicle and advanced automotive sector. development of 450 homes.

16 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 17

ENTERPRISE ZONE PROGRAMME ACTIVITY IN 2018/19 SUPPORTED: CASE STUDIES

544 4 HA NATIONAL MEMORIAL ARBORETUM PRINCE’S TRUST OF LAND MADE READY NEW JOBS FOR DEVELOPMENT (4,265 TO DATE) (16HA TO DATE)

PROGRAMME HIGHLIGHTS 22,748 SQM In 2018/19 we have invested £15.3m of funding to support OF NEWLY CREATED FLOORSPACE development across the Enterprise Zone (EZ), working (208,055 SQM TO DATE) with partners, in particular Birmingham City Council to realise the area’s growth potential. This investment has In June 2019, GBSLEP agreed the Enterprise Zone leveraged £87m of private investment. Investment Plan (EZIP), a £1billion plan outlining THE PRINCE’S TRUST, BIRMINGHAM Since the formation of the EZ £129m has been invested, investment over a ten-year period to accelerate major leveraging £598m from the private sector. development schemes and infrastructure works that will unlock growth and maximise the potential of HS2. IMPACT KEY PROJECT HIGHLIGHTS • 225 young people starting up businesses over 3 years Some examples of EZ projects that have been taken Square, Paradise and Arena Central developments. The forward in 2018/19 are: Metro will be operational in December 2019 and will be • 700 young people in jobs over 3 years

the first tramway in the UK to operate on battery power NATIONAL MEMORIAL ARBORETUM, EAST STAFFORDSHIRE Paradise (Delivery) • 2,250 learners per year supported to learn new throughout, removing the need to fix electric wires to the EZ investment £139m (Total project cost £500m) skills relevant to gaining employment by 2021 listed building along the route, reducing the aesthetic and Significant progress has been made on Phase 1 of the environmental footprint of the project. IMPACT Paradise development which will deliver 335,000sqft of • 3,000 learners supported to learn new skills prime office space. PriceWaterhouseCoopers will occupy Curzon Station (Delivery) relevant to gaining employment by 2025 the first building, One Chamberlain Square 150,000sqft. Two EZ investment £2m (Total project cost £5m) • Increase in remembrance event bookings to • 2,362 young people have been supported and Chamberlain Square is also about to be completed releasing 221 per annum by 2026 34 young people have been helped to start up a further 185,000sqft of commercial space. Work is underway Located next to the new HS2 Curzon Station building, the business since the Centre opened to deliver the first building of Phase 2, One Centenary Grade 1 listed former Curzon Station building is an important • Increase in corporate hires to 124 per annum (as of May 2019) Way, which is being speculatively built to deliver another heritage asset that was once the world’s first mainline by 2026 135,000sqft of office space. In total the Paradise scheme will passenger terminus. HS2 and the EZ are jointly funding the deliver 10,000 jobs and 1.5m sqft of new floorspace. redevelopment of the building to bring it back into use as a • Increase in visitor numbers to 480,000 per visitor and information centre for the whole HS2 project, along annum by 2026 Summary Centenary Square (Completed) with office and educational space for other occupiers. This project aided the Prince’s Trust creation of a ground- EZ investment £10.5m (Total project cost £63m) breaking Young People’s Skills & Enterprise Hub in the The redeveloped Centenary Square was opened in July Smithfield (Development work commenced) Summary centre of Birmingham by refurbishing the Cold Store building 2019; providing a high-quality public realm and a world class EZ investment TBC The NMA New Events Building is a purpose-built 1,308sqm in the Beorma Quarter. This was transformed into a state- setting to those landmark buildings and developments around The vision, as set out in the Smithfield Masterplan, is to create permanent event space which has the potential to attract of-the-art building with the aim of up-skilling and supporting it, such as the new Library of Birmingham, ICC, Arena Central a landmark, sustainable, mixed use development including a major national events. Through this NMA will build a long- unemployed young people by helping them into jobs directly and Paradise. The design, by Edinburgh based firm Graeme family leisure hub, supported by retailers, restaurants, hotels, term sustainable business model for the charity. or through start-up businesses. Massie Architects, was chosen from 185 entries from 30 SME office space, new retail markets and a public space as countries. What was our investment? What was our investment? well as a residential neighbourhood and integrated transport £500,000 (Total project cost £8.1m) £629,000 (Total project cost £2.4m) Metro Extension (Delivery) facilities. The scheme will be the largest single city centre EZ Investment of £20.4m (Total project cost £64m) redevelopment site in the UK. EZ investment of £10m has Completion Date Completion Date This project brings forward the Westside extension of the helped unlock the site through the relocation of the Wholesale November 2018 May 2018 Midland Metro from New Street Station, serving Victoria Markets.

18 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 19 A38 BROMSGROVE, BARLEY MOW

Summary The A38 Major Scheme will support the sustainable growth REDDITCH GATEWAY KIDDERMINSTER RAIL STATION of Bromsgrove, Redditch and South Birmingham by enhancing the existing A38 Bromsgrove Eastern Bypass and targeting locations where delay and congestion are currently experienced and where conditions are predicted A38 BARLEY MOW JUNCTION, BROMSGROVE to deteriorate further without intervention. The project is led by Worcestershire County Council, in partnership Highways IMPACT England, Bromsgrove District Council, Worcestershire LEP and GBSLEP.

What was our investment? • 830sqm commercial floorspace created £115,000 (Total project cost £480,000)

• 36 jobs created Completion Date Expected December 2019 • 22 homes created

UNLOCKING STALLED HOUSING

Summary The Unlocking Stalled Housing Sites Programme, funded by Local Growth Fund, was launched in 2016 by GBSLEP. KIDDERMINSTER RAIL STATION, KIDDERMINSTER It is designed to remove barriers to development and bring forward the construction of new homes across the region. Available to residential developers within the GBSLEP area, IMPACT ORBIT ‘SAXON GATE’ HOUSING DEVELOPMENT, LICHFIELD the fund, managed by Finance Birmingham, is targeted at REDDITCH GATEWAY, REDDITCH schemes with the potential to provide between 10 and 100 mixed tenure homes, and has been designed to provide • £196,039 GVA per annum by 2035 IMPACT support to the development of brownfield sites which are IMPACT difficult to develop. • Passenger numbers: 136,000 journeys by 2035 What was our investment? • Aims to bring forward at least 500 new homes • 90,000 sqm of new commercial space £8,998,000 • Improved levels of passenger by 2021 • Creation of around 2,060 jobs satisfaction by 2024 Completion Date • To date 273 new homes have been enabled Expected March 2021 • £90 million of additional GVA Summary Co-funding between GBSLEP and Worcestershire LEP will HYBRID VEHICLE TECHNOLOGY TRAINING CENTRE Summary provide a fit for purpose regional gateway to Wyre Forest Redditch Gateway is a 25.5ha commercial development which aims to support future growth in employment, housing site located on the eastern side of Redditch. Co-funding and tourism, the scheme comprises a package of works that Summary between GBSLEP and Worcestershire LEP will provide will replace Kidderminster’s inadequate railway interchange, The scheme equipped the 385sqm Hybrid Vehicle Technology access to the site. This is a key employment site for the including construction of a new 250sqm station building, Training Centre at the Solihull College and University Centre Greater Birmingham & Solihull area with up to 90,000sqm of redesigned forecourt, enhanced bus interchanges and with new vehicles and appropriate tooling, as well as a new lab dedicated to autonomous vehicle operation and control. commercial floorspace. pedestrian access routes. HYBRID VEHICLE TRAINING CENTRE, SOLIHULL What was our investment? What was our investment? What was our investment? £1,840,000 (Total project cost £3.66m) £2,407,000 (Total project cost £5.2m) IMPACT £247,000 (Total project cost £594,000) Completion Date Completion Date Completion Date In contracting stage Expected March 2020 March 2019 • Supporting 132 people in to training

• Creating 25 apprenticeships

• Creating 25 new jobs

20 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 21 COMPLETIONS

Aspirations for all – SENSE 1

New Manufacturing Engineering Centre – South & City College Birmingham 2

EAST STAFFORDSHIRE Food and Drink Manufacturing Facility – Birmingham Metropolitan College 3

– South & City College Birmingham 9 Motor Vehicle Training Centre 4 DELIVERY CANNOCK National College of High Speed Rail – Birmingham City Council CHASE 5

MAP 13 Wholesale Markets – Birmingham City Council LICHFIELD 6

Prince’s Trust Youth Skills and Enterprise Hub – Prince’s Trust TAMWORTH 7

Hybrid Vehicles Technology and Training Centre – Solihull College and University Centre 8

New Event Building – National Memorial Arboretum 9 6 APPROVALS 11 5 12 3 4 14 7 8

BIRMINGHAM 10 Worcester Street Regenerations – Worcestershire County Council

1 11 Symphony Hall Extension – Performance Birmingham Ltd WYRE FOREST

2 SOLIHULL 10 15 12 Snow Hill Public Realm – Birmingham City Council

BROMSGROVE 13 Lichfield Southern Bypass – Staffordshire County Council

14 Journey Time Reliability to Growth Areas Phase 2 – Birmingham City Council REDDITCH

15 Kidderminster Railway Station – Worcestershire County Council

22 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 23 DELIVERY PLAN PROGRESS

PHOTO BY VERITY MILLIGAN, BIRMINGHAM WEEKENDER/CULTURE CENTRAL BIRMINGHAM CITY CENTRE

CREATIVE INDUSTRIES BUSINESS, FINANCIAL AND PROFESSIONAL SERVICES OUR ACTIVITIES TO SUPPORT GROWTH OF THE SECTOR DURING Greater Birmingham has a large, growing and dynamic as jewellery and designer goods. It also has emerging The Business, Financial and Professionals Services sector is by far 2018/19 INCLUDE: creative economy, employing nearly 50,000 people and potential around film, TV & content streaming. the largest priority sector in Greater Birmingham and Solihull (in terms generating £4.1 billion GVA per annum, almost 9% of of employment) accounting for around 20% of total employment, much Creative industries are also an enabler of growth across the total GVA of £46.8bn. It employs 5.6 % of the total of which is high value added. The sector also provides nearly a third of • Commissioning all sectors; for example, bringing ‘design thinking’ and new workforce across GBSLEP. The creative industries have economic output and is a key source of Foreign Direct Investment. independent consultants growth potential across advertising, marketing, design, technologies such as virtual reality and game simulations into to create an ecosystem gaming (including virtual & augmented reality); as well manufacturing and healthcare. development plan for Key market opportunities related to next generation of modern services, GBSLEP’s emerging include emerging clusters in FinTech and blockchain technology, cyber FinTech sector. The The sector has the potential to add around 4,000 more businesses and security, and data analytics, all of which have the potential to shape the OUR ACTIVITIES TO plan will identify priority 30,000 jobs across GBSLEP. It will be an important part of the Birmingham future of services in Greater Birmingham and across the UK. Our vision is SUPPORT GROWTH interventions, key and will be a key sector for leveraging new to develop a supportive ecosystem for emerging technologies and services OF THE SECTOR deliverables and a vision opportunities through the region’s 5G full-scale demonstrator. that enhance the capabilities of our business base and secure future growth & mission for Fintech in DURING 2018/19 of the sector. INCLUDE: Greater Birmingham and CASE STUDY: £1.3m Creative Scale-Up Programme WE SET OUT TO: Solihull. • Maximise opportunities for digital disruption of traditional business • Developing proposals with The 2-year creative scale-up programme is funded by central government and • Leading the development models to drive transformation through technology, and delivery of our partners to increase led by GBSLEP for the West Midlands Combined Authority. It will support up to of the West Midlands 200 creative businesses across the region who have a strong potential to grow. products and services that can be made more efficient; levels of innovation in Creative Industry Sector It will enable them to exploit their ideas, creating new products and accessing professional services, Plan and the roll-out of the • Increase awareness of the role Artificial Intelligence is likely to play in global markets. It will give them the management skills to win new funding and the adoption of artificial £1.3m ‘Creative Scale-Up the future of professional services; will connect them with business networks and mentors who can help them take intelligence in law and Programme’, funded by • Ensure the GBSLEP region is better prepared and recognised for the their businesses to the next level. The programme will also develop the region’s accountancy firms to government as part of growth of FinTech. investor network, ensuring that more business angels want to invest in creative increase productivity. Local Industrial Strategy. businesses through a better understanding of the huge potential of the sector • Supporting the expansion for growth. • Launching a pilot with Film of BPS Birmingham’s Birmingham to increase CASE STUDY: Film Birmingham Growth Pilot Professional Services Week film & TV production into Solihull, an initiative This £80k project will pilot the expansion of Film Birmingham across GBSLEP spend in the region from that brings Year 9+ students and explore options for the wider region, improving the range and quality £11m to £16.5m per year by together with firms from the of their location services to film producers. It will enable them to increase 2022. Business, Professional and promotional activities, targeting higher profile productions from the UK and Financial Services sector. internationally, including streaming services like Netflix, Amazon and Apple. • Leading work around Film Birmingham will be able to develop new business models for their long- ‘Cluster development’ term sustainability and acquire the skills to become a more effective part of the which will enable region’s creative industries ecosystem, increasing the impact of the region’s businesses to access screen sector globally. timely information and help from the organisations that support them. SNOW HILL, BIRMINGHAM

24 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 25 HYBRID VEHICLE TRAINING CENTRE, SOLIHULL THE BINDING SITE, BIRMINGHAM

LIFE SCIENCES OUR ACTIVITIES TO ADVANCED MANUFACTURING OUR ACTIVITIES TO SUPPORT GROWTH OF SUPPORT GROWTH THE SECTOR DURING OF THE SECTOR Rapid growth in the global market for data-driven health and life A notable characteristic of the GBSLEP economy is its concentration sciences innovations is a major opportunity for improving health 2018/19 INCLUDE: of advanced manufacturing and engineering activity which provides DURING 2018/19 INCLUDE: outcomes and economic growth in Greater Birmingham and the high value jobs and catalyses innovation and growth across multiple West Midlands. sectors. The area has leading industrial strengths in automotive and • Working with Birmingham aerospace and there are significant opportunities for growth in next The region’s strengths in medical technologies, clinical trials, digital Health Partners to bring • Developing, with the Rail generation rail technologies. Food manufacturing also has a strong technologies and data and genomics put it in a strong position to attract forward a regionally-scaled, Alliance, a ‘High Speed presence in the GBSLEP area. investment in a rapidly growing global market place for new applications integrated translational Mentor’, programme and systems for issues such as active ageing, personalised care and research and health data targeting local suppliers patient-centred diagnostics and monitoring. innovation hub (Precision To realise future growth opportunities arising from our manufacturing and interested in diversifying Health Technologies engineering strengths we are focused on supporting companies to increase into high speed rail. The Accelerator) as phase one their productivity by: project will work with up to Our ambition is to work with our industry, academic, NHS and other partners of the Birmingham Life 50 companies and facilitate across the region to grow the regional life sciences cluster and capture the Sciences Park development, • Developing provision to increase leadership and management capacity. mentoring from top tier opportunity in data-driven health and life sciences for economic and patient including business • Helping firms to access a skilled workforce via clear articulation of suppliers for 15 shortlisted benefit. We are focused on achieving higher levels of investment and growth incubation and grow on industry skills needs. companies. in the region’s industry cluster by: space.

• Creating greater awareness and take-up of digital and automation • Supporting the Midlands • Increasing awareness and accessibility of the region’s assets and • Introducing specialist, technologies and cyber security measures. Aerospace Alliance to mid- capabilities amongst investors and companies. account managed growth level aerospace industry • Supporting firms to access new market opportunities, • Developing a supportive environment in which industry can identify and support for 20 companies skills needs and gaps in including overseas. access market opportunities and realise their growth plans. operating in, or looking to, training provision. The enter the life science sector • Responding to skills and infrastructure gaps. skills framework model as part of our Growth Hub CASE STUDY Mentoring for Growth is expected to be widely offer. Over the first nine disseminated to training months of the programme In 2018, Be the Business selected GBSLEP Growth Hub along with Greater CASE STUDY providers and training 36 businesses have Manchester Growth Hub to pilot its “Mentoring for Growth” programme. The support structures. GBSLEP commissioned Medilink West Midlands, the West Midlands life been engaged with eight pilot matched 11 manufacturing SME leaders with mentors from leading science industry association, to provide specialist 1-2-1 ‘scale up’ support receiving in-depth support. companies such as GSK, BAE Systems and Siemens. Following the to life sciences companies as part of the Growth Hub offer. Companies pilot’s success, the scheme has been rolled out nationally with GBSLEP are offered in-depth diagnostic, bespoke marketplace analysis and growth • Supporting a mapping study leading on the Midlands element of the national roll-out. Aston University is support including referral to relevant partners and programmes. Fifty led by Aston University delivering the programme as part of our Growth Hub offer which will match businesses will be engaged over two years with twenty receiving in-depth to identify industry skills 40 companies across sectors to a mentor. growth support. Over the first nine months of the programme 36 businesses needs and education, have been engaged with eight receiving in-depth support. apprenticeships and training provision. The study will “The sector-specific knowledge and support provided by Medilink WM inform engagement with through the Growth & Scale Up in Life Sciences programme has opened up industry and others to opportunities for us sooner than we had anticipated, providing introductions define a way forward for to new areas of support in the next stage of our growth” Sandie Shokar, responding to future skills Director, Interactive Software Ltd. needs.

26 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 27 TYSELEY ENERGY PARK, BIRMINGHAM THE GROWTH HUB TEAM

ENERGY OUR ACTIVITIES TO BUSINESS SUPPORT AND OUR ACTIVITIES TO SUPPORT SUPPORT GROWTH ACCESS TO FINANCE GROWTH OF THE SECTOR DURING OF THE SECTOR 2018/19 INCLUDE: Decarbonising the economy is crucial to meeting the global challenges of climate change. Companies in Greater Birmingham DURING 2018/19 Effective support for businesses across the Greater INCLUDE: Birmingham and Solihull area is crucial to solving are well positioned to take advantage of this challenge and lead • Developing Scale Up Workshops in partnership the productivity challenges that our local economy the country and the world in responses to create truly sustainable with Aston Business School. The workshops growth. The LEP’s focus on energy technologies and services reflects faces. Evidence demonstrates that entrepreneurs • Continuing to invest the have now supported over 100 businesses and strengths locally in a world class concentration of both academic and business owners who receive external help and Local Growth Fund in created demand for more themed activity on and commercial expertise in the low-carbon energy sector; a large support are more likely to have better performing, more maximising the potential Digital Marketing and Finance Support. programme of public and private investment in infrastructure planned successful businesses. of Tyseley Energy Park in for the next decade; and determination to secure long-term economic • Committing over £200,000 inclusion project Birmingham, and other benefit from clean energy innovation. funding, with activities directed towards topics sites as appropriate, Our interventions in 18/19 focused on tackling: such as diverse supply chain and leadership as demonstrators for • Lack of access to mainstream business support diversity. Our focus is on three key opportunity areas: innovation in new technologies and business across all our communities, and some third • A focus on growth support for social • The shift towards a Low Carbon Economy presents significant global models. sector organisations preventing inclusive growth enterprises, with the provision of a dedicated export opportunities for the region’s businesses; opportunities for all. ‘Social Enterprise Advisor’ role within the • Working with Cannock • Maximising the substantial opportunity arising from the major capital GBSLEP Growth Hub. Chase District Council, • Lack of interventions focused on closing the infrastructure developments planned and in progress across the West Lichfield District Council regional equity investment gap for businesses • Developing the Inclusive Legacy Programme Midlands; and Engie to explore the (between £50k to £2million) and fragmentation of to help business owners from diverse • A collaborative approach between the private sector, public sector potential of the former regional angel investment offer for businesses. communities grow through internationalisation. and academia allows partners to share information, procurement Rugeley Power Station site The programme works in partnership with • Need for more tailored support to increase the opportunities and implement best practice. to create new markets for the Commonwealth Chamber of Commerce, leadership and management capability of business low carbon technologies CREME (Centre for Research in Ethnic Minority and skills as part of the owners looking to scale up their business. Entrepreneurship at Aston University) and has CASE STUDY: Tyseley Energy Park redevelopment. endorsement by the Head of the Commonwealth Games 2022 Organising Committee. As one of four Energy Innovation Zones (EIZs) in the West Midlands, we • Working closely with local CASE STUDY: Midlands Engine Investment Fund (MEIF) have provided substantial support to Tyseley Energy Park by unlocking the companies in the sector to A cyber security company, CyberOwl, whose platform could • Working with private sector partners on the site through the funding of an access road and a low and zero-emissions understand their barriers help to safeguard critical infrastructure and smart transport development of a new Angel Co-Investment refuelling hub. to growth. systems from attack, secured a £1million investment from Funding model. This model is designed to The 16-acre Tyseley Energy Park is located within the Tyseley Environment 24 Haymarket, Mercia, and the MEIF Proof of Concept& build and connect angel syndicate networks - Enterprise District in East Birmingham, and, as an EIZ, its main focus is Early Stage Fund, which is managed by Mercia. The funding combined with personalised business support to integrate low carbon technologies to develop the business models, will allow it to scale up the commercialisation of its Medulla - to high growth businesses owners seeking equity finance. innovations and infrastructure needed to support new approaches to clean platform and open an office in Birmingham, creating six jobs. energy. The new access road and creation of a low and zero carbon refuelling The MEIF is a collaboration between the British Business • Continuing our ‘Investment Readiness’ station means that the site is capable of refuelling up to 500 vehicles per Bank and ten LEPs across the Midlands. The £250m Fund partnership programme with VC firm day with hydrogen, compressed natural gas and biodiesel fuels, as well is financed by the European Regional Development Fund Midven and NatWest, has resulted in over 50 as offering rapid electric chargers. Additional funding for the Park is on our (ERDF), the British Business Bank, the European Investment businesses, across three cohorts, completing capital programme pipeline with projects to come forward in future years. Bank and the government. the course.

28 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 29 MD-TEC, BIRMINGHAM 1001 TRADES, CURIOUS ROSE PHOTOGRAPHY

INNOVATION SKILLS OUR ACTIVITIES TO SUPPORT GROWTH OF THE SECTOR DURING 2018/19 INCLUDE: The exploitation of new ideas is one of the five foundations of The long-term people ambition of GBSLEP is to accelerate productivity which the national and Local Industrial Strategies seek to OUR ACTIVITIES TO an increase in our skilled workforce ensuring that skill levels promote. Increasing the number of companies exploiting new ideas and SUPPORT GROWTH meet the increasing demand by local employers for high • Working with Ahead Partnership to create solutions to open up new and existing markets, including overseas, is OF THE SECTOR skilled labour. inspirational resources for schools, central to our strategy. Key to achieving this is our work with industry and DURING 2018/19 highlighting careers routes into digital research institutions to encourage higher levels of collaborative R&D. roles, combined with several inspiration INCLUDE: The skills plan for 2018/19 focused on tackling: events bringing together employers and • Increasing the number of young people choosing to study or schools, Further Education and Higher Our ambition is for Greater Birmingham to be a world-leader in innovation and train in our growth sectors. Education pupils. creativity, commercialising cutting-edge research and innovation, building on • Continuing to be an active and sponsoring member our sector and technology strengths. To achieve this goal, we are focused on • Addressing gaps in opportunity to progress through higher level • Part-funded the Employment Futures of the Innovation Alliance three key areas: study in subjects relevant to growth sectors. Expo in Cannock which resulted in over for the West Midlands and 1500 young residents engaging with local • Supporting the development of a strong regional “innovation ecosystem” its activities which include • Improving co-ordination between employers, supply chains and and regional employers. that stimulates and enables business innovation. working groups and events providers to nurture and source talent locally. • Supporting the development of demonstrators and facilities that encourage such as ‘Venturefest West • Sharpening the focus on broader skills development to make • Funding interventions to plug skills and support businesses to tap into the expertise of our excellent research Midlands’. people able to access higher level employment. gaps, including the development of institutions. higher-level skills pipelines through • Supporting the awarding Local Growth Funds to several • Encouraging and enabling businesses to access the resources (skills, development and CASE STUDY projects, including a New Manufacturing knowledge, finance) they need to exploit new and technologies and their funding of demonstrator & Engineering Centre at South and City own Intellectual Property assets. projects and facilities GBSLEP supported the launch and delivery of the Ladder for College Birmingham, and a Hybrid Vehicle to enable businesses to Greater Birmingham and Solihull, an apprenticeship inspiration Training Centre at Solihull College. take advantage of the and support campaign in conjunction with Birmingham Live, Vine CASE STUDY: ‘Innovation Enabler’ technology expertise in our Trust and Performance through People. Launched in September • Committing £7.6m of European Social GBSLEP has worked with the Intellectual Property Office (IPO) to pilot a universities including the 2018, the Ladder is an apprenticeship marketing and support Fund co-financed ‘Skills Support for the £100,000 ‘Innovation Enabler’ fund to provide comprehensive intellectual ’s campaign, highlighting the benefits of apprenticeships for both Workforce’ projects. property (IP) support for local innovators and creators. Digi-Rail demonstrator, employers and residents, and assisting employers through the Centre for Innovation in apprenticeship process. • Supporting the Greater Birmingham Delivered through partners in universities, science parks and industry bodies & Solihull Institute of Technology for Advanced Measurement The first Birmingham Live Apprenticeship Awards took place in the scheme has helped potential growth businesses access financial support Advanced Manufacturing for Industry 4.0 in Manufacturing and July at Cricket Ground with hundreds in attendance and advice to get the most value from their innovations, brands, designs and in its successful bid to the Department Smart Factory Hub to witness inspiring apprentices across our key economic sectors creative works. for Education (DfE) for Institute of and Aston University’s win awards. Vitabonna Development Ltd is a start-up who develop pharmaceutical personal Enabling Technologies and Technology funding and status. The IoT care products. Founder Drew Currie explains that for the company support from Innovation Competences As of October 2019, 872 people have started on apprenticeships consortium consists of seven Further the Innovation Enabler was ‘critical for taking the project forward. Without the Challenge project. through the Ladder pipeline, with 68% of those in key economic Education and five Higher Education advice the outcome of the project would not have the worldwide appeal. We sectors at Level 3+, and with black, Asian and minority ethnic partners, an employer board with seven • Commissioning are now able to consider licensing to pharma companies and we will be able to (BAME) starts currently at 32%. The project is on track to reach key employers and is supported by consultants to define, export when the product is ready. I have already recommended two companies the target of 1000 starts by the end of 2019. GBSLEP. test and recommend to the programme. It’s a sanity check, it saves time and money.’ interventions for • Funding the expansion of ‘Digital To date, 23 businesses have been identified and supported by an IP champion increasing business Innov8ors’, an innovative scheme to to receive a professionally-delivered IP audit report and a contribution towards innovation in key growth prepare college students for employment ‘IP confidence’. industries. in digital workplaces.

30 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 31 THE GUNGATE MASTERPLAN PROJECT, TAMWORTH GROWTH HUB OUR ACTIVITY IN 2018/19 FOCUSED PLACEMAKING AND CULTURAL INVESTMENT ON TACKLING KEY ISSUES: The importance of a sense of place and a quality of place is vital to a thriving and a healthy economy. Creating vibrant, exciting and inclusive places for people to live and work is key to retaining and attracting the • A lack of key talented people that our companies need to grow and thrive. employment sites A strong cultural focus within place-making is key, contributing to the • The need to maximise the overall wellbeing and happiness of our communities and supporting opportunity and potential GBSLEP in achieving its quality of life targets. impact of large-scale infrastructure investments THE GROWTH HUB TEAM IN 2018/19 WE FOCUSED ON • Constrained housing stock TWO BROAD AREAS OF INTERVENTION: The Growth Hub is part of a government funded network of 38 Hubs, with TOWNS AND LOCAL CENTRES one in each LEP area. It is a no-cost, impartial service for all businesses and • Since adopting the Towns & Local Centres Framework in March 2019, we CASE STUDY: Gungate entrepreneurs across Greater Birmingham. The Hub is equipped with a team of have been working with partners to develop a range of activity to enable regeneration, Tamworth expert advisers and with their knowledge, contacts and networks businesses and quality place-making. This includes allocating funding to projects such as town centre start-ups get the best advice, which in turn can boost their growth. master planning in Tamworth (Gungate), supporting the development of The project represents an a prospectus for investment in Cannock and a highways and connectivity exciting opportunity to shape study in the Soho Road Business Improvement District (BID) area of the future of Tamworth town Birmingham. centre with comprehensive and The Growth Hub transformative change of a key team has • Commissioning ‘Eco-system’ research focused on highlighting the six-acre site. suported over opportunities and assets across ten key locations which will identify a 89% 85% 50% 79% range of activities where investment will support good place-making. Tamworth Borough Council received £90,000 (overall of our clients say of businesses are of businesses of businesses are • Establishing a town centres network to share best practice and knowledge cost £120,000) from GBSLEP advisors listened to satisfied with the increased profitability satisfied with the ensuring we learn from each other and coordinate our approaches. 1,200 Strategic Economic Plan (SEP) my needs Growth Hub Service or productivity outcome BUSINESSES • Collaborating with our neighbouring LEPs to undertake a West Midlands Enabling Fund, which enabled wide study looking at strategic employment sites to support investment them to commission a multi- and growth. disciplinary team with the skills and expertise to help them CULTURAL INVESTMENTS produce a masterplan for the site. The Hub is at the GBSLEP Growth Hub is a partnership of key local organisations, including Greater • Working closely with government to understand new ways public bodies This masterplanning process heart of support Birmingham Chambers of Commerce, Birmingham City and Aston Universities and local should be supporting cultural investments; seizing opportunities like will provide detailed research for companies in authorities. Since its inception in October 2015, the Growth Hub has worked with over Birmingham 2022 Commonwealth Games and finding long-term solutions and an in-depth analysis of the our area and has 1,200 businesses to help them develop and grow. The Hub is at the heart of support for to counteract the reduction in public funding received by many cultural financial feasibility of various made over 3,500 companies in our area and has made over 3,500 referrals to partner organisations and organisations over recent years. options for how the site might be referrals to partner programmes, enabling client businesses to access the right growth advice and funding at the right time. • Developing a Cultural Investment Toolkit. This includes four tests that redeveloped. organisations and programmes.” support new cultural projects build on regional distinctiveness and extend Tamworth Borough Council are GBSLEP, and partners, have worked to secure around £2m additional EU funding for or create new ‘class-leading’ assets (on both a large or small scale). exploring a mix of potential uses, the Growth Hub to enable it to work with more businesses over the coming three years including housing, leisure, car and to expand both the range and depth of the support services offered. This will include • Developing the idea of ‘cultural action zones’, both within GBSLEP and specialist advice for social enterprise – a real strength within Greater Birmingham – across the West Midlands. parking, commercial, transport and retail options to determine sector-focused expertise and account management support for businesses. This will • Supporting capacity-building across cultural organisations, developing a the best possible chances of enable the kind of long-term relationships that will facilitate growth within individual firms and the wider local economy. The Growth Hub will be working with over 500 business a stronger response to heritage investment opportunities and connecting securing the long-term success year for the next three years to help them realise their growth ambitions. culture and digital with emerging opportunities. of the site.

32 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 33 GROWTH HUB LEP CASE STUDIES EXECUTIVE

MODE TRANSPORT PLANNING MENTORING FOR GROWTH LEP EXECUTIVE PROGRAMME Joel Blake OBE SKILLS Executive Officer – Growing Business Katie Trout Rehana Watkinson Maria Lopez Director Programme Management Ian Mclaughlan Employment & Skills Office Manager Growth Hub Manage Manager Kate Shaw Wendy Edwards Ben Kirsch Christian Sayer Founded in 2012, Mode Transport Planning is an LG Davis was set up in 1962 as a family business that Chief Operating Officer Project Champion IPO, West Midlands Executive Officer – Skills provides a one-stop shop for all printing needs. Liz independent transport planning consultancy based in Business Support Policy Smith, the MANAGING DIRECTOR, knew the business Paul Edwards Lada Zimina Birmingham City Centre providing advice to developers Advisor GROWTH SUPPORT for planning permissions. inside out but like most business owners she did not Head of Strategy Project Champion feel that she had sufficient time to work on developing David Frisby, Director of Mode Transport Planning found out Edward Scutt Olaitan Alabi STAKEHOLDER the business, to get outside ideas in to help her grow. Nasreen Chaudhry about the Growth Hub through the Goldman Sachs 10,000 Head of Governance Project Support Officer ENGAGEMENT & As she said, “I wanted a mentor to help me focus on the Growth Support Team Small Businesses programme, an investment to support COMMUNICATIONS business rather than be on the hamster wheel of working Leader entrepreneurs gain access to business support services and Sally Agass BUSINESS & in the business”. grow their business. Interim Programme Director INNOVATION Helen Harper Katie Fulcher Growth Support Team The main challenges for Mode Transport Planning were GBSLEP Growth Hub introduced Liz to the Mentoring for Lisa Ritchie Stakeholder Engagement Leader access to funding to grow the business, recruiting new Growth Programme and matched her with a mentor - Head of Finance Manager Katie Judge Manager employees and employee retention. Supply, Demand and Emerging Markets at GSK - to gain an Executive Manager - Philippa Whitelock Natalie Benson external view on the business to assess which changes could Business & Innovation Growth Support Officer Mode Transport Planning met with one of our Growth Hub Communications Officer be implemented to drive improvements and productivity. financial advisors and was signposted to various potential David Furmage sources of funding. As a result they successfully secured Executive Officer – Creative Liz and her mentor worked together to identify the issues support from the Business Growth Programme, and received & Culture and the solutions. They arranged a visit, for Liz and two grant funding of £10,000 from the ERDF funded Business colleagues, to GSK’s factory which described as being “a Development Programme. truly eye-opening experience”. With explanations about the production system, they were able to see first-hand I think they’ll help us realise our next 5 years goals when processes of the business. originally we only had an aspiration to think three years ahead.” More importantly Liz’s time on the Mentoring for Growth - David Frisby, Director of Mode Transport Planning. Programme had a positive impact on the business, helping it to its best year for over a decade, delivering the previous year’s turnover in 11 months and making a profit for the year.

THE GROWTH HUB, BIRMINGHAM THE LEP EXECUTIVE TEAM

34 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 35 GOVERNANCE AND OPERATIONS AND ACCOUNTABILITY FINANCIALS

GBSLEP is in receipt of material sums of public sector funding it is therefore key that NEW OPERATING MODEL it can evidence to both local, national and wider stakeholders that it has robust and transparent processes and procedures in place to deliver it’s required aims. Key to this The GBSLEP introduced a new operating is the Local Assurance Framework, which sets out the role of the GBSLEP together model in 2019 – it is now an independent with details of our Governance and Organisational Structure, our processes and and autonomous operating company, and procedures, together with how we work with our partners, to ensure that we deliver an employing body following the transfer of value for money for the businesses and citizens of the Greater Birmingham and Solihull staff under TUPE regulations from BCC to area. Our Assurance Framework is fully compliant with the National Local Growth GBSLEP on 1 September 2019. GBSLEP now Assurance Framework set out by the Government. manages its own revenue funding, has its own bank account, accounting system, ICT, HR, governance, financial and procurement policies and procedures, as well as additional corporate services staff to manage these new HISTORIC STATUTORY ACCOUNTS responsibilities. BCC remains the Accountable As GBSLEP has not held its own funds in the past, only dormant Body for all capital funding. company accounts have previously been submitted to Companies House each year. The GBSLEP Board agreed, however, that from the year ended May 2018 it should file full statutory accounts. This was to reflect the role it now has in determining how its funding is allocated to other organisations to deliver projects that drive economic growth. These funds include several grants from government for specific activity as well as funding generated locally through the Business Rates Pool.

Revised financial statements for previous years have also been prepared CANNOCK FOREST, CANNOCK CHASE to provide clear line of sight as to how monies have flowed between the company and BCC, as the Accountable Body for the funds, as well GBSLEP operates as a private company (limited by guarantee) in accordance The LEP as the internal expenses incurred by the Company in discharging its with the provisions of the Companies Act 2006.The GBSLEP Board consists of 19 Board controls duties. They also provide the historical context for the 2017/18 statutory members, with 10 from the business community, seven from the Local Authorities, one and directly accounts filed in March 2019. oversees the representing Further Education and one representing Higher Education. You can find our most recent return on our website. expenditure The Board meets on a bi-monthly basis, with key board papers and decisions being of a number CHANGE OF FINANCIAL YEAR-END made available to the public on a timely basis to aid transparency, with only a few exceptions mainly for commercial confidentiality. The Board has responsibility for of funding The year-end of GBSLEP Ltd was changed from 31 May to 31 March strategy determination, financial approvals of a material nature and directing the streams.” as from 2019, as agreed by the LEP Board in March 2019. The 2018/19 activities of the LEP Executive who manage the activities of the GBSLEP on a day- financial accounts are therefore for the 10-months from 1 June 2018 to to day basis. Pillar and Sub-Boards to the GBSLEP Board, together with Board 31 March 2019. Committees such as Nominations, Remuneration and Audit & Risk support the Board in APPOINTMENT OF AUDITORS its activities. Dains LLP was appointed by the LEP Board to prepare and audit the The GBSLEP’s democratic accountability is increased through the Supervisory Board revised accounts for the earlier years and they were re-appointed to consisting of the nine Local Authority Leaders or their nominated representatives who prepare and audit the 2018/19 LEP accounts. review the significant financial decisions of the GBSLEP Board and supporting activities. ESTABLISHMENT OF AUDIT & RISK COMMITTEE A Joint Scrutiny Committee established by all of the Local Authorities also reviews GBSLEP activities. As part of the implementation of the new operating model, the Company established an Audit & Risk Committee to improve financial control. The Accountable Body for GBSLEP is Birmingham City Council (BCC). We maintain and One of the Committee’s roles is to consider draft statutory accounts and follow Joint Working Protocols with BCC, to support the efficient running of both our activities. recommend them for approval by the LEP Board.

36 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 37 2018/19 ACCOUNTS

The figures included here are drawn from the statutory accounts which have been considered by the Audit & Risk Committee and approved by the LEP Board, before filing with Companies House. Birmingham City Council acted as the Accountable Body for all of the funds shown in the tables below. No remuneration was paid to Non-Executive Directors in 2018/19 (2017/18 £nil).

INCOME & EXPENDITURE BALANCE SHEET

The income and expenditure for the period, both capital and revenue, is summarised as follows: The balance sheet at the end of the period, which includes both capital and revenue balances, is summarised as follows: Revenue Capital Programmes & 2018/19 2017/18 31 March 2019 £m 31 May 2018 £m Programmes Operational Activity (10 months) (12 months) £m £m £m £m Debtors 8.2 4.2 Income 5.2 8.2 13.4 34.5 Bank & Cash balances 61.0 76.6

Expenditure -24.4 -2.5 -26.9 -41.1 Creditors -1.9 -0.9

Operating (deficit)/surplus -19.2 5.7 -13.5 -6.6 Net Assets 67.3 79.9

Interest receivable 1.2 0.1 1.3 0.1 Reserves:

Taxation -0.3 -0.1 -0.4 0 Capital - LGF 43.3 62.3

(Deficit)/surplus Capital - GPF 11.0 11.0 -18.3 5.7 -12.6 -6.5 for the period 54.3 73.3

The large reduction in income compared to 2017/18 is The amount spent on Business Rates Pool (BRP) funded Revenue - GPF 1.4 1.1 mainly due to LGF grant income for 2018/19 (£14.5m) being “SEP Enabling Fund” revenue projects during the 2018/19 Revenue - BRP 11.6 5.0 received in April/May 2018 and therefore included in the period (£0.4m) has been invested in a range of activity to 2017/18 accounts. This issue will no longer occur with the support the LEP’s agenda. A further £6.4m BRP income Revenue - core funds 0.0 0.5 change of year-end to 31 March. was accounted for from the Pool at the end of the financial year 2018/19 which will support additional intervention 13.0 6.6 The large reduction in expenditure compared to 2017/18 is projects during 2019/20 and beyond. The Pool income is mainly due to a £5m payment of grant to the STEAMhouse only invested in those projects that are approved through Capital & Reserves 67.3 79.9 project in 2017/18 with no equivalent in 2018/19, and a the agreed process. The Pool is being dissolved as from 31 £7m adjustment increasing grant expenditure in 2017/18 to March 2019 and therefore the £6.4m will be the last BRP The £13m reduction in reserves is due to the LGF grant funding income for 2018/19 being accounted for in the previous year reverse a mis-posting the previous year. income from the Pool. as it was received in April/May 2018, whereas the related grant expenditure fell in 2018/19. This issue will no longer occur with the change of year-end to 31 March. The amount spent on LGF capital programmes and projects The large increase in interest income is due to accumulated during the 2018/19 period (£23.9m) is slightly down on the LGF and Growing Places Fund interest from several years being transferred by the Accountable Body to the LEP previous year’s spend (£26.5m) as there were only 10 months this year. in the period compared to 12 months for 2017/18. This leaves around £76m of the £186m original 6-year allocation for the As a result of the re-statement of the historic accounts, remaining two years of the programme. Further recruitment of corporation taxation is payable on interest received in 2018/19 Programme Management Office resources will be achieved in and in all previous years. This amount is the maximum that is 2019/20 to support an increased level of forecast spend. expected to be paid and has yet to be agreed with HMRC.

38 GBSLEP ANNUAL REPORT 2018/19 GBSLEP ANNUAL REPORT 2018/19 39 LOCAL AUTHORITY MEMBERS

BUSINESS REPRESENTATIVE MEMBERS

LEP Executive Greater Birmingham & Solihull LEP Centenary Square Broad Street Birmingham B1 2ND [email protected]

0121 758 5690

TWITTER-SQUARE @gbslep

LINKEDIN Join the Greater Birmingham & Solihull Local Enterprise Partnership group on LinkedIn

GBSLEP.CO.UK