Directors Board Meeting No: 22 10th March 2020 5:00 – 7:45pm
VENUE The Bio-Escalator The Old Road Campus, Roosevelt Drive, Oxford, OX3 7FZ
AGENDA
1. 17.00 Welcome, Apologies and Declarations of Interest (Directors are asked to note the Declaration of Interest Register) Apologies:
2. 17.05 Minutes To approve Minutes of Board Meeting 21 (10/12/19) To note Finance and Audit Committee Final (12/11/19) 1 Nominations and Personnel Committee Final (13/11/19) 1
Items for Decision/Information – Confidential Papers for approval as detailed Committee/Sub‐Group recommendation (Exempt Information1)
3. 17.10 Operational Finance Report1 In‐Year Budget Monitoring (LD) Medium Term Financial Strategy (NT/LD)
4. 17.50 City Deal Review and Change Requests1
5. 18.05 Ox‐Cam Arc Update (NT/AG) Productivity Work Stream Programme1 Public Invited to Join the Meeting – 18:20
Board Meeting ‐ Items for Decision/Information
6. 18.25 Questions from the public arising from the Agenda (Max 3 mins per question – notified in advance in writing)
7. 18:40 Board Succession Planning (NT/AL)
8. 18.55 Programme Sub‐Group – (PR‐S)
9. 19.05 Chief Executives Report (NT)
1. Exempt Information -Under Schedule 12A of the Local Government Act 1972 as amended Page 1
Annex 1 Communications Update
10. 19.20 Oxfordshire LIS – Delivery Programme and Investment Plan Update (AG)
11. 19.45 Meeting Closes
Dates of future meetings:
June 2020 ‐ Venue TBC September 2020 – Venue TBC December 2020 – Venue TBC
1. Exempt Information -Under Schedule 12A of the Local Government Act 1972 as amended Page 2
OxLEP Board Meeting 10th December 2019 5:00 – 7:45pm
VENUE John Paull II Centre, Bicester
MINUTES Board Directors Jeremy Long (Chair), Adrian Lockwood (AL – Deputy Chair), Alistair Fitt (AF), Cllr Ian Present: Hudspeth (IH), Nigel Tipple(NT), Penny Rinta‐Suksi (PRS), Cllr James Mills (JM), Phil Southall (PSo), Miranda Markham (MM), Peter Nolan (PN), Angus Horner (AH), Cllr Susan Brown (SB), Di Batchelor (DB), Cllr Barry Wood (BW), Patrick Grant (PG),Cllr Sue Roberts (SR), Jayne Norris (JN), Wendy Hart (WH) Board Directors Cllr Emily Smith (ES) Bindu Varkey (BV) Apologies: Minutes: Sadie Patamia (SP) In attendance: Ahmed Goga (AG), Josh Fedder (JF), Richard Byard (RB), Sebastian Johnson (SJ), Rob Panting (RP), Sarah Watson (SW) Sue Cooper (SC), Lorna Baxter (LB), Lyn Davies (LD), Simon Pringle (SP) and Jody Tableporter (JT) Item Action/Responsible Item 1 ‐ Welcome, Apologies and Declarations of Interest Apologies were accepted from Emily Smith (ES) New Board members Wendy Hart and Jayne Norris introduced themselves at the end of the meeting. Item 2 – Minutes Minutes To approve Minutes of AGM (10/09/19) Approved Minutes of Board Meeting 20 (10/09/19) Approved, with the note that Item 4.5 was approved not noted To note Finance and Audit Committee (20/8/19) 1 Noted Nominations and Personnel Committee (12/6/19) 1 Noted
Items 4 & 5 are confidential items and are exempt Information ‐Under Schedule 12A of the Local Government Act 1972 as amended
Public Invited to Join the Meeting Board Meeting Part Two – Items for Decision/Information
Item 6 ‐ Questions from the public arising from the Agenda (Max 3 mins per question – notified in advance in writing)
There were no questions received from the public.
Item 7 ‐ Programme Sub Group Chair Report PRS presented the paper.
She advised that there were currently 15 projects with minor issues or delays and that these were subject to regular review and had been presented previously to the Board. As before, completed projects were highlighted in blue and noted in the paper.
SR asked for clarification regarding progress with the Oxford Flood Alleviation Scheme. PRS confirmed it had been subject to a capital swap as approved at the last Board meeting and that we continued to monitor progress as this remained a priority. NT further explained the context of the Capital swap and the flexibility this provided given the complexity of the project and its interdependence with the Hinksey Bridge replacement/improvement programme.
AF asked if there were any Amber projects, as currently assessed which may to go red in the short term. PRS replied there were none we were aware of at this stage. We continued to monitor progress but that we could not rule out changes outside our control.
Recommendations from Programme Sub Group
That the Board: Notes the report. Noted
Item 8 ‐ Chief Executive’s Report (NT) Annex 1 Communications Update APR Guidance 2019/20
NT presented the report. He drew the Boards attention to the forthcoming Annual Performance Review scheduled for the 13th February. Whilst we have continued to make good progress and that broadly speaking the process was similar to last year’s review, the information required, and preparation should not be underestimated particularly given the very tight turnaround time for initial submissions of the 16th December.
JL noted the importance of the process, not just as a performance monitoring exercise, but its relationship with demonstrating good governance, transparency and performance. All factors which will influence future funding allocations.
AH asked if there was an opportunity in the process to point out to Government that performance could be improved if there was more certainty about core funding. NT agreed with the points being made and advised that we had raised the same points in each of the last 3 reviews.
NT further reminded the Board of the positive progress we had made over the last 6 years and particularly in meeting the revised APR Guidance over the last 24 months where increased scrutiny and challenge had been evident.
Recommendation
That the Board: Notes the report and activity supported to date, Communications Activity Tracker at Annex 1 Noted
Papers annotated with an * are supported by a Board Committee or Sub-Group recommendation. Page 2
APR Guidance at Annex 2 And Approves Approved Delegation of the APR submission to the Chief Executive in consultation with the Chair/ Deputy Chair and Chair of the Programme Sub-group
Item 9 ‐ 3rd Thames Bridge Meeting Update (IH) Update paper1 IH stated that the proposals associated with the 3rd Thames Bridge had been around for some time. He stated that the project was been driven by Local Authorities in Berkshire, particularly Reading, and was a project supported strongly by Thames Valley LEP. He reflected on the proposed alignment and its impact on the South Oxfordshire side.
He noted that both SODC and OCC have been involved in discussions for some time and whilst no firm proposals have been prepared, both Authorities wish to ensure that should it progress in some way, then it should be focused upon supporting sustainable modes of transport, not predominantly car‐based traffic movement.
IH asked whether our collective position had changed from previous discussions, which was to note the proposal and to recognise its impact but to reserve our position until such time as both SODC and Oxfordshire County Council promote this as a priority in their statutory plans, both Planning and Highways. He noted that “partners” had been asked to contribute £25k towards the costs of further development work and that the County had now agreed to do so. IH enquired as to whether the LEP would support the scheme and consequently put money into it.
NT noted that neither SODC or County had prioritised investment in this project through either their local plans or the Oxfordshire infrastructure strategy, therefore it was not identified in our programmes or prioritised for support. Furthermore, we had made that position clear on several occasions, noting that any proposal coming forward would be subject to the same rigorous assessment process through both Programme sub‐Group and Board before we could consider support.
SR stated that SODC did not support the project as proposed and that it would generate too much local traffic, impacting on the south Oxfordshire communities. Should the project progress, then it should focus upon public transport access primarily not commuter movements.
AL noted the potential benefit of the proposed bridge for residents, though he recognised the project was not currently included in our programmes or prioritised.
JL reiterated that we had not prioritised this project or agreed to provide any funding for development costs. However, it was noted that continued oversight would be helpful to understand the progress being made and impact on Oxfordshire of the proposals. Item 10 Oxfordshire LIS – Delivery Programme and Investment Prospectus Development (AG) Presentation by Steer Economics AG presented the paper. He confirmed that the LIS had been well received and that Steer Consulting had now been commissioned to support the development of Papers annotated with an * are supported by a Board Committee or Sub-Group recommendation. Page 3
Business Cases to form a future programme bid into government or to respond to future funding rounds such as UKSPF should that be progressed. He then introduced JT and SP who gave a presentation to the Board setting out how they would work with partners to develop the respective business cases.
They emphasised the importance of Oxfordshire being seen as a place where problems come to be solved, where innovation is encouraged and where ambition is translated into sustainable delivery.
JL noted that the ambition of the LIS was clearly articulated but that we must strive to turn that ambition into deliverable solutions, the “what” we want to do into “how” we intend to deliver this with partners.
SB stated that sustainability and inclusivity were very important when considering economic growth and its impact on the prosperity of communities. She felt that promoting a Single Oxfordshire Voice at this time would be challenging, but there was no reason why we could not seek to harmonise our approach. Furthermore, SB noted that whilst we are not seeking to adopt a “one size fits all” approach, there was real value in a single shared vision.
BW supported the need for sustainable and inclusive development across the County. He reflected on the perception that for some, growth is bad, but that is not the key message underpinning the Oxfordshire LIS. He noted the need to be careful to ensure the intent and output from the LIS is understood and championed by partners.
The Investment prospectus and/or delivery plan needs to identify and articulate the propositions, why we should invest in them and who we might want to be targeted to secure further investment from. The importance of ensuring the ambition of the Local Plans is appropriately reflected in the prospectus, ensuring we strike a balance between communities, business and the environment.
SR stated that Oxfordshire is predominantly a rural county and questioned why farming specifically is not mentioned in the LIS. She suggested that that growth as defined should not be GVA growth, it should rather focus on the prosperity of existing residents, and a zero‐carbon future.
AH sought clarity as to the role of the company in promoting the LIS ambition and in ensuring that the tremendous assets which existing are used to improve the quality of life for our residents at the same time as looking to global markets; the positive impact on the prosperity of residents. That said, the scale of ambition will require us to continue to prioritise, to manage expectation and deliver tangible outcomes.
PRS asked whether we should just be focusing purely on the prosperity of Oxfordshire residents when our impact has a much greater reach. The point being that the strategy was looking at the potential of our future generations and existing residents, leaving the environment and its economy in a better position than we inherited.
DB expressed the view that the document could be seen to be focused just on and exclusive set of technologies or outcomes, perhaps reflecting the rich diversity of our communities not just our high technology potential.
Papers annotated with an * are supported by a Board Committee or Sub-Group recommendation. Page 4
MM reflected upon the importance of being able to tell a story, linking the potential of our science and technology capability with place, communities and diversity or our business community all of which had the potential to support improved connectivity and to celebrate our environment for both residents and tourists alike.
JL asked how the Board could actively contribute to this next stage of development. In response. AG confirmed there would an opportunity to engage via an OXLEP “family workshop session”, noting we had just started the journey and not yet reached an end point, further engagement was essential in shaping a future programme of intervention.
SR restated her concerns about the lack of “public consultation” in the process though recognised that all LEPs were responding directly to government. Given the process AG set out the extent of partner and wider organisational engagement that had taken place noting the active engagement of Local Authority partners in its development.
NT reminded the Board of the extent of the engagement process, the breadth of our programmes and the impact we have had on securing investment, supporting delivery and economic growth over the last 6 years. That experience has built upon solid partnership arrangements and we would hope to continue to build upon these as we move forward.
JM asked when we would be communicating the dates for the future sessions, AG confirmed the dates were now being finalised and that the Boards active and early engagement was encouraged, indeed input would be welcomed immediately.
MM asked what happens about investment projects that fall outside of the prospectus. AG reminded the Board that this was not a call for projects as experienced under the LGF Programmes but seeks to translate the ambition into programmes through which we can work with partners to develop project‐based responses.
IH highlighted the importance of tracking performance and impact, AG confirmed the intention to develop a Monitoring & Evaluation plan.
Recommendation
That the Board: notes the progress made since the launch of the Oxfordshire Local Industrial Strategy in September and the proposed programme of work planned; and Noted notes and comments on the emerging thinking for the delivery programme, set out by Steer ED at the Board meeting on 10th December Noted
Item 11 ‐ Ox‐Cam Arc Update (NT/AG) Productivity Work Stream Programme Presentation AG took the Board through the presentation. He stated that the areas of work identified at an Arc level were consistent with our emerging priorities and that we continued to work closely with partners through the Arc Productivity Group to develop coherent proposals.
Papers annotated with an * are supported by a Board Committee or Sub-Group recommendation. Page 5
BW commended the work the LEPs across the Arc were leading and the fact that we were able to influence and shape that approach.
JL reflected upon the challenge of Chairing the OX‐Cam Leadership group and that BW and Bev Hindle were doing a good job. He stated that although OxLEP remained focused on delivering for Oxfordshire residents and businesses, we were committed to supporting joint working for mutual benefit.
AF noted the alignment of this work with the Arc Universities Group and that this aligned well with the respective LIS documents, they were focused on driving the potential of the HE sector.
Item 12
The meeting closed at 19.45.
Papers annotated with an * are supported by a Board Committee or Sub-Group recommendation. Page 6
Subject: Board Succession Planning
Author: Chief Executive/Director of Corporate Board Meeting No.22 Services 10th March 2020
Tel: 01865 896216 Agenda Item no: 07
Email: [email protected] Oxfordshire Local Enterprise Partnership Ltd: Business Centre, Jericho Building, City of Oxford College Campus, Oxpens Road, OX1 1SA
1) Summary
1.1. This paper provides a progress update on key HR matters. Additional information is included in the following Annexes:
Annex 1 – latest Board (NED) Term status
2) Recommendation
That Nominations and Personnel Committee:
Recommends to Board that, upon the retirement of Di Batchelor, the newly appointed Principal at Abingdon and Witney College is nominated as the FE Representative on our Board; Approves the proposed approach and timetable for 2020 Board recruitment.
3) Term Status for Board Members
3.1. Annex 1 lists our current Board Non‐Executive Directors together with their relevant term dates, Board representation and other governance roles. The Board will recall that we extended our maximum term of office for appointed Board members to 6 years (3 years + 3 years) at our AGM in September 2019 and that several private sector Board Directors moved to their second “term” in 2019.
3.2. The Board will also recall that nominated Directors do not have a formally specified term of office. However, our FE representative, Di Batchelor, is due to retire this Summer. Di is retiring after just over 2 years on our Board. She was preceded for ~ 7 years in this Board nomination by Sally Dicketts, Principal of Activate Learning, who now sits on our Skills Sub Group (Skills Advisory Panel). We are anticipating that Di’s replacement as Principal at Abingdon and Witney College will be available to replace her on our Board and we consider this is would be an appropriate approach. Consequently, the Committee recommends this nomination approach.
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3.3. Annex 1 also highlights that the terms of office for several NED’s including both our Deputy Chair and Chair are due to end in 2021 and 2022. The most pressing of which is the deputy Chair and we consider it is important to allow time for a new Deputy Chair to shadow our current one. Therefore, we have commenced planning for recruitment into this role with a view to co‐opting a new Board member in 2020, ideally at our September AGM. This would allow the new Deputy Chair to shadow for 7‐8 months and to attend the September 2020, December 2020 and March 2021 Board meetings in their co‐opted, shadow capacity. This timing also allows us some contingency for potential delays in the recruitment and selection process. We will then timetable the Chair recruitment process to run in 2021 along with those NED’s whose term also comes to an end in 2022.
3.4. We are therefore proposing the following outline timetable for the Deputy Chair recruitment:
Timing Activity April‐ May Advertise and promote vacancy May ‐ June Selection process June Board Report progress July Offer candidate September AGM Formal appointment
2 | Page Item 03 Annex 1: Latest Board (NED) Term status (February 2020) 3 Year Service Name Start of tenure End of tenure Board Representation Other OxLEP Governance roles Date Appointed Directors Nominations & Personnel Committee Chair; Adrian Lockwood 12/05/2015 11/05/2018 11/05/2021 Deputy Chair; Private Sector Skills Sub Group Chair; Programme Sub Group member Jeremy Long 08/03/2016 07/03/2019 07/03/2022 Chair; Private Sector Chair, Finance & Audit Committee
Phil Southall 05/09/2016 04/09/2019 04/09/2022 Private Sector Finance & Audit Committee member Chair, Programme Sub Group; Penny Rinta-Suksi 05/09/2016 04/09/2019 04/09/2022 Private Sector Chair, EZ Sub Group Miranda Markham 01/04/2018 31/03/2021 31/03/2024 Private sector; Bicester; Diversity Champion Culture & Visitor Economy Sub Group member Peter Nolan 01/04/2018 31/03/2021 31/03/2024 Private sector; Oxford City Finance & Audit Committee member Angus Horner 12/06/2018 11/06/2021 11/06/2024 Private sector EZ Sub Group member Bindu Varkey 10/09/2019 09/09/2022 09/09/2025 Private sector Nominations & Personnel Committee member Jayne Norris 10/09/2019 09/09/2022 09/09/2025 Private sector; Clean Growth Champion Clean Growth Sub-Group member Wendy Hart 10/09/2019 09/09/2022 09/09/2025 Private sector; Co-opted Nominations & Personnel Committee member
3 Yr Service 6 Yr Service Name Start of tenure Board Representation Other OxLEP Governance roles Date Date Nominated Directors Di Batchelor 01/04/2018 31/03/2021 Retiring FE representative (June 2020) Nominations & Personnel Committee member;
Ian Hudspeth 31/03/2015 30/03/2018 30/03/2021 OCC Leader Alistair Fitt 31/03/2015 30/03/2018 30/03/2021 HE representative (Brookes University) Finance & Audit Committee Member Barry Wood 12/05/2015 11/05/2018 11/05/2021 Cherwell DC Leader Finance & Audit Committee member Programme Sub Group member; James Mills 10/06/2016 09/06/2019 09/06/2022 W Oxon DC Leader Chair, Clean Growth Sub Group Susan Brown 01/04/2018 31/03/2021 31/03/2024 Oxford CC Leader Nominations & Personnel Committee member Emily Smith 20/05/2019 19/05/2022 19/05/2025 Vale of White Horse Council Leader EZ Sub Group member Sue Roberts 20/05/2019 19/05/2022 19/05/2025 South Oxon Council Representative Clean Growth Sub Group member Patrick Grant 01/10/2018 30/09/2021 30/09/2024 HE representative (University of Oxford)
Subject: Programme Sub Group Chair Report Author: Penny Rinta-Suksi Board Meeting No.22 10th March 2020 Tel: 01865 897191 Agenda Item no: 08 Email: [email protected] Oxfordshire Local Enterprise Partnership Ltd: OxLEP Ltd, First Floor, Jericho Building, Activate Learning – City of Oxford College, Oxpens Road, Oxford, OX1 1SA
Summary
The report provides an operational programme update as at the 31st December 2019.
Recommendations from Programme Sub Group
That the Board: Notes the report.
1. Annual Performance Review (APR)
• Our APR meeting was held on 13/2/20 • Overall the meeting went very well • Progress on our Delivery & LGF Spend Improvement Plan was well received including • The capital swap for the OFAS scheme • The contracted percent – now 95% • LGF live projects RAG summary showing the active management of the programme • LGF Gantt Chart showing a summary of timescales on remaining projects
2. LGF Monitoring and Evaluation Framework
Our LGF Monitoring and Evaluation Framework was reviewed and approved. This is an LGF programme requirement. It can be found on our website here.
3. LGF Change Request – Science Vale Cycle Network
A change request to allocate £105,460 remaining funds of the Growing Places Fund Enterprise Zone (EZ) Sustainable Transport Project Cycleways Scheme to the Local Growth Fund Science Vale Cycle Network (SVCN) Scheme was reviewed and approved. This allows the Wantage Road, Didcot route to be taken from the SVCN
pipeline and added to the schedule to be delivered this summer. This allows the GPF money to be used in line with its original ambitions within the EZ.
4. LGF reporting spreadsheet
The Q3 2019/20 LGF reporting spreadsheet was reviewed and approved for submission. It has since been signed off by the S151 officer and was submitted to government by the deadline of 21st February 2020.
5. Operating Plan Update
The Q3 2019/20 operating plan was reviewed in the Programme Sub Group meeting on 18th February 2020.
The projects are RAG status coded using the following key:
Projects with significant issues and/or delays – see below
Projects with minor issues and/or delays – see below
Projects on track
Projects physically complete with outcomes still being monitored
Projects totally complete
OxLEP project status
OxLEP project status ‐ December 2019 Major issues/delays, 0 Minor issues/delays, 13
Total completion, 34
On track, 28
Physical completion, 9
Operating Programme Progress updates 2018/19 Outturn
Note: Capital projects only
Projects that have completed between October and December 2019
Disruptive Innovation for Space Centre - DISC (LGF3) To set up and equip phase 2 of the Disruptive Innovation for Space Centre on Harwell campus for Oxfordshire businesses to use for product prototyping and testing to create innovative products.
Didcot Station Car Park (LGF1) Delivery of a new Multi Storey Car Park (MSCP) at Didcot Parkway Station, including improved links between the Foxhall Road site and the station entrance. The main MSCP was operational from August 2018 which delivered a significant increase in car parking spaces. The final works to complete the surface car park on the approach to the MSCP was completed in November 2019.
Milton Park Employment Access Link (GPF) To carry out improvements to Backhill Tunnel and build a new crossing serving employment land to the south of the A4130 to improve accessibility for pedestrians and cyclists. Will lead to improvement in jobs by making the area more attractive to investors. The tunnel was opened in November 2017 and the crossing was switched on in November 2019.
Oxford Flood Alleviation Scheme Work remains ongoing with Oxfordshire County Council to find a joint solution for the work needed to the A423 highways bridge. As the County Council develop the timetable for the asset replacement, the EA are working to understand how this impacts the Oxford Flood Alleviation Scheme.
Access to Enterprise Zone – Relief to Rowstock (previously called Featherbed Lane) Land acquisition remains the significant obstacle to delivery of this project, and a strategic review had identified that this scheme would no longer be progressed in its current form. OCC are in the final stages of appointing a consultant to complete an Options Apprialsal review.
Improvements to Northern Gateway – Loop Farm Link Road Following a review of the A40-A44 Link Road project, Oxfordshire County Council and OxLEP have concluded that the scheme requires a review against wider measures to improve transport connectivity across north Oxford. The decision has therefore been taken to pause development of the link road project. The project's City Deal funding has therefore been reviewed in light of this context.
Hinksey Hill – Phase 2 Site investigation works and modelling work to inform possible options undertaken. Co- ordination with internal and external delivery partners and colleagues delivering other significant infrastructure projects in the area, including the proposed Kennington Bridge maintenance improvements and the Oxford Flood Alleviation Scheme, to explore what mutual benefits and efficiency savings could be achieved across schemes.
Headington Phase 1 The final phases have been delayed, work is ongoing to resolve the issues, the final phases are now due to complete later in 2020. This scheme remains on our Operating Programme as Amber because it is due to complete close to the March 2021 cut-off. We need to ensure it is completed and delivers it’s outputs in a timely manner.
Science Vale Cycle Route Work is ongoing and progressing well but the majority of routes will be constructed in 2020/21, the last year of the LGF programme. This scheme remains on our Operating Programme as Amber because it is due to complete close to the March 2021 cut-off and so we need to ensure it completes at end of 2020 or if not move funds to a project that will deliver in that timescale.
Science Transit A40 The planning application was submitted at the end of May. OBC has been submitted to DfT. This scheme remains on our Operating Programme as Amber because the project is significantly delayed against spend and output timescales and requires close monitoring.
Oxford North (OCC improvement works to A40 between Wolvercote roundabout and Dukes Cut) Work is ongoing and progressing well but the construction will be in 2020/21, the last year of the LGF programme. This scheme remains on our Operating Programme as Amber because it is due to complete close to the March 2021 cut-off and so we need to ensure it completes in a timely manner.
Lodge Hill To date, all sections of Plot 2 have been purchased, and the vendors solicitors are close to completing on the remaining plots. The relevant solicitors have agreed access for all survey works in March/April 2020. This scheme remains on our Operating Programme as Amber because it is delayed against spend and output timescales and requires close monitoring.
Wantage Eastern Link Road Work is ongoing in the area but this project which is part of wider works is delayed. This scheme remains on our Operating Programme as Amber because it is delayed against spend and output timescales and requires close monitoring.
Subject: Chief Executive’s Report
Author: Nigel Tipple Board Meeting No.22 10th March 2020 Tel: 0345 241 1196 Agenda Item no: 09 Email: [email protected] Oxfordshire Local Enterprise Partnership Ltd: OxLEP Ltd, First Floor, Jericho Building, Activate Learning – City of Oxford College, Oxpens Road, Oxford, OX1 1SA
Summary
The report provides an update on operational activity supported by the team over the Q4 reporting period. The work or our Skills, Business and Strategy Teams is covered within the report and we have specific updates on the LIS and Ox‐Cam Arc later on the agenda. The Communications updated is supported as usual by a Communications Activity Tracker attached at Annex 1.
Recommendation
That the Board: Notes the report and activity supported to date, And approves: The allocation of £50k from GPF Capital funds to support the office refurbishment
1.) Communications
A detailed update on the marketing and communications activity undertaken is attached at Annex 1 to this report. This identifies in tabular form the key events, media coverage and programmes of activity undertaken or proposed, with a focus on enhancing our business messaging and improving general communications across the County and Ox‐Cam arc.
2.) Business Team Update
From April 2020 we will have two live business support programmes, namely Innovation Support for Business (ISfB) and eScalate.
Elevate
Support activity on the Elevate project finished in December. We are currently winding the programme down with financial closure due on the 31 March. A full update will be shared with the Board and Sub Groups once all outputs are finalised.
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Innovation Support for Business (ISfB)
We have now completed 5 grant rounds, to date we have invested in excess of £470,337 against project costs of £1,045,137. We have delivered 38 workshops across a variety of specialisms and provided in excess of 2085 hour of support. The Project Change Request signed last means that the programme will now continue through to 2022. This extension provides not only additional time to deliver the programme but also provides additional grant funding and the opportunity to deliver further workshops and 1:2:1 support. eScalate eScalate is a three year project which officially launched on the 18 November at Oxford University Museum of Natural History. The programme targets SMEs, including scale‐ups & those with scale up potential, access to finance needs and social enterprise SMEs. We have secured 70 signed applications and provided support through one to ones and grant workshops. The Social Enterprise element is being delivered on our behalf by OSEP. Part of the Social Enterprise offer will be the development of six regional Hub’s. The six hubs have all now launched and will start to deliver one to one support and workshops across a number of specialisms including Leadership and Management from this month.
IPO shared role (co funded role)
Since May 2017, the IPO has taken a ‘place‐based’ policy approach, locating advisors in the West Midlands and North‐West. In December 2019, the IPO placed an IPO policy advisor at the Oxfordshire Local Enterprise Partnership (LEP) to provide IPO exposure to local strategies/initiatives and unprecedented visibility with local partners. The IP Pilot is a key project within the LIS, jointly developed between OxLEP and the IPO, which takes forward the ambitions to position Oxfordshire as a top three global innovation ecosystem. The role in Oxfordshire will involve working with local policymakers to ensure intellectual property (IP) is included in the development of strategies for local growth, as well as integrating IP within business support programmes (in a one‐to‐one client facing capacity). In addition, the role will also focus on upskilling advisors within the Growth Hub and its partners in respect of IP, undertaking analysis of the Growth Hub’s clients and developing tools to support them while engaging with the LIS.
Business Resilience
OxLEP Growth Hub was awarded an additional £60k to provide support in Brexit Readiness support. Post October the support shifted to providing Business Resilience support. We continue to offer this support through both one to ones delivered by The Export Department and a host of workshops. The key challenges reported through the one to ones are:
Lack of any business continuity planning Technological threats Lack of any coherent growth strategy Financial vulnerability and cash flow issues Brexit related impacts, both direct and indirect
The support ceases in March 2020 when the funding ends.
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Scaleup Research
Brooks have finished the Scaleup research mentioned at the previous board meeting. The final report has now been agreed and will be circulated. This report will help inform the Oxfordshire Scaleup Strategy and Oxfordshire World Class Scaleup programme as detailed in the LIS.
3.) Inward Investment Team
Inward investment successes and enquiries: Our Inward Investment team has been active in account management with businesses and working with our wider partners in the county and with the Department for International Trade (DIT) on inward investment opportunities. Key achievements to date include:
As of January 2020, we have a pipeline of 110 live active project enquiries of which 94 are potential FDI. A total of 98 account management engagements have been recorded by OxLEP and partners for year 2019/20 so far As of January, we have reported 22 inward investment successes including 13 foreign direct investments supporting at least 245 jobs.
National feedback from across the FDI network suggests that enquiries and successes for 2019/20 across the country are lower than previous years at this stage. The Board has agreed the Oxfordshire Internationalisation Delivery Plan and we are working with our partners locally, across the Arc and nationally on actions and projects to proactively support inward investment and international trade. This proactive approach has resulted in an increase in international investment and trade missions coming into Oxfordshire including the Eastern Europe and Central Asian Network roadshow coming to Oxfordshire resulting in over 200 trade discussion with businesses. We have also met with and hosted visits from delegations representing Australia, Ireland and Canada. The UK Australia Space Bridge announced by HMG has been developed as a direct result of work OxLEP led in developing relationships between Austrade and the Space cluster at Harwell. We are in discussions with DIT about a targeted approach to identifying international companies for investment into Oxfordshire with the support of our key partners locally. Oxfordshire has been ranked highly in the FT’s FDiIntelligence rankings. The rankings are published every two years. In 2018 Oxfordshire ranked outside the top ten for LEPs/regions. This year we have been ranked third. More details can be found in this article ‐ “fDi’s European Cities and Regions of the Future 2020/21 ‐ London leads LEP ranking while Oxfordshire makes rapid rise”. This rise in our ranking is credit to collective work and a team Oxfordshire approach to inward investment. Following challenges to recruit an Internationalisation Executive we have contracted external resource to support the delivery of key projects and tasks within the Internationalisation Delivery Plan and this includes supporting Oxfordshire bids into DIT’s High Potential Opportunities programme. We are reviewing internal staff resource and working up a Job Description for a Trade and Investment Projects Executive to support the wider ambitions of the Internationalisation Delivery Plan. Working with colleagues across the Ox Cam Arc, OxLEP has led the development of an Arc and DIT Investment and Trade Group that is looking at investment and trade promotional opportunities.
4.) Strategy Team Update
Creative Industries, Visitor Economy (CVESG)
The second Oxfordshire Creative Industries Showcase event will take place on Wednesday 10th June 2020 (afternoon through to early evening). Oxford Brookes University have confirmed they will host
3 | Page the event and the aim will again be to engage as many areas of the creative industries sector in Oxfordshire as possible. The event will pose to highlight the breadth of creativity and innovation that exists, where the sector can capitalise on future opportunities, and how Oxfordshire can lead they way globally. The format will be updated to have three or four panel discussions (themed), a showcase of Oxfordshire companies and creative groups, as well as timed demos in the showcase space. We are also exploring collaborations with networking groups to host a dedicated and themed drinks reception.
An expression of interest was submitted by a Oxfordshire creative company on behalf of Oxfordshire to host the 2021 Creative Cities Convention in Oxford. The Convention is supported by all the broadcasters as well as the industry association PACT and was created to provide a meeting place for media people – they describe it as ‘a place to inspire and excite debate about key issues facing the broadcast industry with a list of speakers who offer their own unique insights’. It was an extremely tight turnaround for the bid document, and on this occasion, Oxford did not make it into the final three. However, we are looking to bid again for the 2022 event. An Arts and Cultural Framework has been prepared and agreed by the CVESG which will help drive activity within this element of the wider creative industry sector. With regards the visitor economy and the aim to grow Business Visits and Events, the CVESG are progressing discussions with two key partners with regards a multi‐purpose conference facility for Oxfordshire. Due to commercial sensitivities, we are still unable to share more but discussions are positive. There have been various meetings of the Tourism Zone working group in readiness for when new guidance is issued with regards Tourism Zones. Nationally there is possibly some guidance due in approximately two‐three months. Until then the group will work on gaining baseline data and identifying the ‘market failure’ which will be central to the bid. It is recognised that wider engagement will be the next step locally with the hope to convene a roundtable to engage political support from all local authorities.
5.) Skills Team Update
We have received an indication from the Careers and Enterprise, that funding will continue for a further 2020/21 academic year on current levels, with a grant offer letter to be received in May. The first results for the Careers Hub from the Autumn term are incredibly encouraging – with the average number of Gatsby Benchmarks rising from 3 to 3.6 (against a national average of 3.2). The Gatsby Benchmarks are a framework of 8 guidelines that define the best careers provision in secondary schools which has been adopted by Government. For the Enterprise Advisor network contract, which focuses on Benchmarks 5 and 6: ‘Encounters with Employers’ and ‘Experiences of Workplaces’ we are exceeding the national average, with 75% (national average 54%) for Benchmark 5, and 67% (against a national average of 50%) for Benchmark 6.
Entries for the Oxfordshire Apprenticeship Awards have risen this year by 51% from 50 to 98, with many new employers taking part. We also have two new award categories: Micro Employer and Work Experience Employer. The latter award is being sponsored by OxLEP Skills, which received 12 entries from large and small employers. All employer sponsorship categories for the Awards have been filled, which is crucial due to our running the awards on a not‐for‐profit basis.
The Skills for Business programme is now fully staffed and has engaged 115 SME’s, providing 21 Skills Needs Analysis (SNA’s). We have received positive feedback by employers on the programme, through our identifying and making recommendations which they had not considered exploring previously. The programme is now successfully linking all of the skills engagement together: CEC, Work Experience and promoting Apprenticeships.
To ensure compatibility, when migrating from one system to another, we have temporarily delayed the launch of the Work Experience Connect CRM system until the summer.
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Due to local plans now starting to be agreed, there is a growing pipeline of potentially 27 Community Employment Plans (CEP’s) in scope. There are seven of which are at inception or drafting stage, three are in progress. This delivery is increasingly taking more staff resource, due to our not receiving any local authority S106 planning funds, we are exploring options on how this expertise could be funded.
We have received feedback from the DfE regarding our Skills Advisory Panel Analysis (SAP) work, which was submitted the end of October. The DfE said that we had fully addressed all the feedback points raised and had therefore met all the standards set out in the SAP’s guidance. They were pleased that we had clearly drawn links between the work of the SAP and the development of our LIS, and that we had planned to engage with a range of stakeholders. Funding grant has been confirmed for 2020/21, MOU to be agreed and the grant to be received in May. The requirements are to create and publish as Local Skills Report by March 2021 and to ensure sustainability of data analytics going forward.
The Oxfordshire Employer Skills Survey analytical work is complete and being utilised to support discussion with local employers to inform qualitative evidence for the local Skills report through six employer focus groups on the following sectors: Bicester area, Advanced Technology, Oxfordshire Industry 4.0, Digital Skills, Health and Social Care and Visitor Economy.
6.) Annual Performance Review 2019/20 (APR)
The Annual Performance Review is the formal way by which Government and each LEP meet to discuss the contribution the LEP has made towards driving forward local economic growth; to review LEP governance and assurance processes; to look at progress on delivery of key local growth programmes; and to discuss the LEP’s strategic impact, priorities and challenges for the year ahead.
As in previous years, the 2019‐20 Annual Performance Review focused on three themes of Governance, Delivery and Strategic Impact. Annual Performance Review meetings will take place between 6 January and 14 February 2020. December therefore sees us preparing for our APR; though this year MHCLG introduced a “mid‐term”review which it was anticipated would help preperations and sense check progress in advance of the APR. This was seen as a positive intervention and allowed us to clarify several delivery challenges along with Capital programme review.
The Guidance was published on the 26th November this year with a requirement to meet specific timetabled deadlines as detailed below, these requirements have all been met in full and are detailed in the table at Fig 1. We also received written confirmation of our Core funding ( £500k) in February subject to meeting the usual match funding requirements. We anticipate that we will be able to demonstrate the required level of match funding from a combination of In‐Kind, Income and Business Rate contributions.
Fig 1.
Documentation Deadline Annual Performance Review Preparation Part A 16 December 2019 ‐ Completed (Annex A) Section 151/73 Assurance Statement (Annex B) 16 December 2019 ‐ Completed Governance Assurance Statement (Annex C) 16 December 2019 ‐ Completed Letter to the Accounting Section 151/73 28 February 2020 – Completed Assurance Officer (Annex E) – details in paragraph 23 of Guidance Annual Performance Review Preparation Part 1 March 2020 ‐ Completed B (Annex A)
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We anticipate a positive outcome following the APR meeting held on the 13th Feb 2020, formal feedback is not expected before the Board though any updates will be communicated as soon as they are received. It is likely that we will receive feedback before the 31st March 2020 linked to the release of core funding for the 2020/21 financial year.
7.) Growing Places Fund – Capital works contribution
The Board will recall that we included a drawdown of £50k from GPF Capital funds to support the refurbishment of our Offices in the Jericho Building including provision of a new reception area, increase in office capacity and improved working conditions at the November Finance and Audit committee and subsequent Board on the 10th December. These works were negotiated as part of the lease renewal and required activate to invest in improvements to the facilities. It is this contribution we have reviewed at Committee and now seek to formal approval from the Board.
Detailed below is the breakdown of the costs incurred along with details of the increased operational capacity arising from these works. Whilst our contribution is modest at £50K (inclusive of £10k capital works), it leveraged capital investment from Activate Learning of some £80k and in so doing provides increased operational capacity.
The Table below details the total costs associated with the refurbishment works, investment leverage and increased capacity provided as a result of this investment.
OxLEP Cost £ Activate Match Totals Capital Works £ £
New Reception/Access/Parking 10,000 70,000 80,000 Arrangements Internal refurbishment – Furniture/equipment/cabling/IT 40,000 10,000 50,000 Total Investment 50,000 80,000 130,000
Our application is made on the basis that any residual value realised from the potential future sale/transfer of the assets concerned would be returned to the GPF fund, in line with the recycling principles. It should be noted that a proportion of the GPF Programme fund has already been recycled, maximising its impact.
8.) Enterprise Zones We have strengthened the EZ sub group recently to ensure the group has both the technical, professional and stakeholder expertise and capacity to oversee delivery across our two Enterprise Zones. The group has a new chair in Penny Rinta‐Suksi to strengthen line of sight between the EZ and Programme sub‐groups given the interdependencies between the two sub groups, Leader level political representation, revised terms of reference and enhanced private sector membership. Ahead of our June meeting when we intend to dedicate agenda time for the board to review EZ activity and performance the table below sets out the shared action plan and priorities across the EZ delivery team (OxLEP, South & Vale and County senior staff).
EZs Action plan – Finance, Governance & Delivery
By end March 2020 • Complete MOU revisions to include EZ2 and latest governance arrangements • Complete Funding Agreement for each approved drawdown project/programme • Implement tracking and reporting EZ2 retained business rates growth performance
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• Quarterly reporting of performance to EZ Sub Group for inclusion in MHCLG returns
By end June 2020 Secure formal Board approval for; • MOU commitment to reimburse incurred and ongoing EZ team revenue costs from EZ2 retained rates, currently funded by South and Vale councils • Revised marketing and communications plan By end April 2021 Prepare and secure Board approval for capital/revenue project proposals to be funded by EZ2 retained rates, including; • Revised project scope, costings and evaluation • Forecast capital cost profiling • Borrowing proposals to support project cashflow requirements Ongoing Monitoring and reporting of; • Retained business rates performance and drawdown status • Progress of capital projects funded from retained business rates • Jobs, economic growth and impact
7 | Page Annex 1 - Communications update March 2020
Activity during the past quarter has included:
Transformative On 26 February, we engaged 25 students from across seven schools in Technologies Oxfordshire through a transformative technologies ‘tour’, aimed at Tour inspiring the next generation to understand the opportunities that exist in the county.
The tour covered four sectors identified in the county’s 2017 Science and Innovation Audit, areas that collectively have the potential to generate an additional £180bn GVA to the UK economy by 2030. These sectors being; digital health, space and satellites, connected and autonomous vehicles and technologies underpinning quantum computing.
The tour visited; Harwell Science and Innovation Campus (Oxford Space Systems, RAL Space, Spottitt), Culham Science Centre, Oxford Science Park (Intuitive Surgical) and Oxford University (NQIT).
The tour achieved the following media coverage: ITV Meridian Jack FM Oxford Mail Business and Innovation Magazine Q&A event We held the latest in our series of Q&As on 28 January: ‘Connectivity in Oxfordshire – what does the future hold?’
In total, 50 people (from 85 sign-ups) attended the Q&A event which took place at London Oxford Airport. We reverted back to a breakfast event.
Given that it is two years since our first Q&A event, we are currently reviewing its effectiveness and ongoing purpose and will be producing an evaluation report.
Our next Q&A will take place on: 7 May – Productivity-focussed (Howbery Park, Wallingford)
The event achieved the following media coverage: Tech Tribe Oxford Oxford- Working with the Arc Lead Director, we – alongside the Communications Cambridge Arc teams at SEMLEP, Bucks LEP and the MCA – have played a key role in communications ensuring an appointed PR agency are well-briefed on the project, to take forward a new remit developing narrative and key messages to be implemented across all partners’ communications work.
This has supported aligned narrative with the following Government departments:
DIT BEIS MHCLG
We have also established a direct contact with a PR-lead at MHCLG (Jodie Bernard), specifically-tasked with developing a strategy for the Arc and have held regular update meetings. Quarterly House Planning is underway ahead of our sixth House of Commons economic of Commons briefing, to be held on 24 March – this time, to be focussed on life economic sciences, hosted by new Wantage MP, David Johnston. briefings – Life Sciences The event will again be focussed on attracting international investors, foreign embassy representatives and private sector representatives.
In total, 375 individuals have engaged with us through economic briefings to-date. Local Growth Working with key partners, we have aimed to maximise exposure of Fund and City Local Growth Fund and City Deal projects that have officially opened Deal promotion: during the last quarter.
Projects include:
LGF: - Earth Trust; Earth Lab and Innovation Hub funding announcement:
Coverage achieved on: Jack FM BBC Radio Oxford Oxfordshire We are providing PR and digital media support for this year’s Business Oxfordshire Business Awards – this included leading on the launch Awards 2020 event which took place on 9 January at Oxford Science Park. Creative Working with Oxford Brookes University, we will be holding the second Industries annual Creative Industries Showcase event on 10 June at Brookes. Showcase 2020 The event will aim to engage as many areas of the creative industries sector in Oxfordshire as possible to highlight:
The breadth of creativity and innovation that exists in the sector Where the sector can capitalise on the many future opportunities How we can play a leading role globally in the sector
We aim to attract at least 300 attendees to this event, as well as gaining significant regional and sector media coverage. PR agency We have developed a PR and public affairs tender opportunity. A retainer summary of this opportunity is as follows:
A two-year opportunity for a retained PR and public affairs agency, to be reviewed after year one. The first year will run from April 2020 to March 2021 (inclusive)
Build high-profile, high-quality and measurable campaigns that make significant impacts at an international, national and local level
Make a significant impact, promoting the global opportunities that can be capitalised via the Oxfordshire economy – one of the best-performing economies in the UK
The tender will be focussed upon the Oxfordshire Local Industrial Strategy, the Oxfordshire Energy Strategy, Oxfordshire MP/relevant secretaries of state relationship development, inward investment opportunities and promote to Oxfordshire communities how they can benefit from the county’s globally-significant technologies.
Interested agencies were due to submit responses no later than Friday 6 March at 5pm.
In addition to the above, we continue to drive engagement on both the Oxfordshire Local Industrial Strategy and Oxfordshire Energy Strategy through a series of digital posts (blogs and vlogs). We have also provided support to Harwell Campus during this quarter alongside their recent Space Cluster and Opportunity Zone announcements.
ITEM 10
Subject: Oxfordshire Local Industrial Strategy Delivery Programme and Investment Plan Update
Author: Ahmed Goga BOARD MEETING No:22
Tel: 07393 001076 Date of Board meeting: 10/03/20
Email: Agenda Item no: 10 [email protected]
Oxfordshire Local Enterprise Partnership: OxLEP Ltd, First Floor, Jericho Building, Activate Learning – City of Oxford College, Oxpens Road, Oxford, OX1 1SA
Summary
This paper provides the Board with an update on the progress being made since its December meeting in the development of the Local Industrial Strategy (LIS) process. It provides Directors with details on stakeholder engagement undertaken since the last Board meeting and the emerging LIS Investment Programme, translating the ambitions within the strategy into a coherent programme of delivery ahead of the expected comprehensive spending review in 2020. Recommendation
That the Board: notes the progress made since December and the emerging Oxfordshire Local Industrial Strategy Investment Programme, set out in Annex One
1. Background
Following the launch of the LIS Iast Autumn, our task now is to translate our ambitions, which were set out in the LIS and across the 25 policy areas detailed in the strategy, into a coherent programme of delivery which also attracts the necessary investment from Government (through CSR 2020) and the public and private sectors to realise our vision for Oxfordshire to be a top three global innovation ecosystem. The programme will be fully aligned with the emerging Oxfordshire Plan 2050 as well as the proposed Local Transport and Connectivity Plan (LTCP) led by the County Council and planned refresh of the Oxfordshire Infrastructure Strategy.
Following a competitive tendering exercise during October, a consortium led by Steer ED, was appointed to work with OxLEP and our partners to move this work forward. The commission will be led by the OxLEP Executive Team who will work closely with a strategy steering group comprising senior representatives from each local authority, both universities and a number of our key science parks with attendance, also, from UKRI and the Cities and Local Growth Unit. In addition to this, Bindu Varkey will be attending the group in her capacity as an OxLEP Board Director.
The commission over a six‐month period and will focus on the following areas:
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development of an investment programme and delivery plan support and advice to partners and project sponsors in the development of treasury compliant detailed business cases, which will form the basis for the delivery plan preparation of an integrated monitoring and evaluation plan which will track the impact and return on investment of the LIS programme, in line with commitments agreed in the strategy shaping of our thinking around an ‘investment prospectus’ and the development of content, messaging and material which will form the basis of how we promote, profile and position Oxfordshire to Government and key investors, nationally and internationally
The aim is to have the full programme approved by the OxLEP Board at its June meeting, which guides our discussions with Government and also provides the interface with the emerging local growth and devolution landscape including the new UK Shared Prosperity Fund and the Oxford‐ Cambridge Arc programme.
2. Emerging Investment Programme
Since the December Board Meeting, extensive work has been undertaken by the LIS Strategy Steering Group, with Steer ED, to move forward the programme of work.
Strategic Outline Business Cases are in development for each of the policy areas identified in the LIS, led by designated project teams from lead partner organisations. Steer ED has reviewed our current Local Growth Fund project development process and, in particular, the documentation which has previously been used to build business cases. This has been further refined and updated and circulated to all project leads to begin the preparation of proposals.
Coaching sessions have been held with lead partners in December and, again, in January to support the refinement of each proposition. From these initial sessions we are now beginning the development of an emerging investment programme. We anticipate between 30‐40 individual projects within the overall Investment Programme but this continues to be at a high level and further iterations will take place between now and June as we test the readiness of propositions and the potential timetable for delivery. We anticipate that this will see some projects require more development time and be pushed back, whilst others may be in a position to be accelerated and brought forward earlier in the programme. Annex One sets out the emerging programme and the key elements which each proposition entails.
The Strategy Steering Group continues to meet monthly to provide direction and challenge to the work being progressed. The March meeting will include a ‘deep dive’ session on the emerging Living Oxfordshire programme including the proposed pilot locations for the first wave of living labs. The group will continue to meet on a monthly basis up to June.
Working session are also scheduled with the Oxfordshire Plan 2050 Team and County Council Teams leading on both the refresh of the Oxfordshire Infrastructure Strategy (OxIS) and the Local Transport & Connectivity Plan (LTCP). Local authority chief officers have also been fully briefed on the timetable and process, as part of our efforts to ensure full alignment between the LIS Programme and these strategically critical initiatives.
There has also been a series of working sessions with senior colleagues from Bucks TV LEP, SEMLEP and the Cambridgeshire Mayoral Combined Authority to identify those areas of common interest within our individual LIS’s where we can collectively work across the Ox‐Cam Arc and scale up the investment proposition to Government and other parties. Three to four initial policy areas have been proposed to be explore at an Arc level and these are highlighted in Annex One.
2 | Page ITEM 10 3. Stakeholder Engagement Activity
In addition to work on the Investment Plan, a series of set piece events have been undertaken with key stakeholders and partners to build a collective understanding of the key issues which need to be built in to the overall content and messaging we will develop to position and promote Oxfordshire to key audiences and investors. These will include Government, international investors, UK business sectors and Oxfordshire’s local communities.
Working sessions and roundtables have been held with the following groups: Oxfordshire’s professional and advisory community drawing together 20 senior partners and directors from legal, planning and property, finance and business support firms actively engaged in and promoting Oxfordshire’s Innovation Ecosystem to national and international investors Board Directors and members of OxLEP’s sub groups comprising 70 senior stakeholders from across Oxfordshire’s education, business, local government, University, voluntary sectors Innovators and founders of 20 Oxfordshire spinout and scale up companies actively creating successful products and services for export and trade across key international markets C Suite business leaders from 25 science and technology companies which are active members of Advance Oxford
In addition to these sessions, the leaders of Oxfordshire’s six local authorities have held discussions on the LIS programme and content development work. Discussions are also being held with the Oxfordshire Plan 2050 Team to build the core messaging being developed into the consultation exercise with local communities being planned during 2020.
The key messages from these sessions are being reviewed by Steer ED and synthesised into a series of outputs which will include graphics, diagrams and other collateral which will provide the basis for the content used by OxLEP and partners to promote and position Oxfordshire to the key markets and audiences we have identified.
4. Next Steps
Over the next three months two further rounds of coaching sessions will be delivered with project teams leading on each of the investment plan propositions during March and April to ensure that investment cases have been developed to a robust level. These will form the core components of the overall Investment Plan. Work will also be continued to conclude the work on content and messaging over this period. We anticipate detailed working sessions during May and early June with the LIS Strategy Steering Group to finalise the final documents, together with an integrated Monitoring & Evaluation Plan and a series of outputs which capture the messaging and narrative we will deploy across a range of media platforms to position and promote Oxfordshire. These will be presented to the Board in June for its overall approval.
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Item 10 - Annex One: Emerging LIS Investment Plan - Headline Projects
Project Name Lead Partner Summary Description
Global Health & Life Sciences Quarter, University of Oxford Development of world leading facilities Headington, Oxford to expand the Headington Quarter including Bioescalator 2 and Clinical Bio Manufacturing Centre Global Business District (inc Osney, Oxford City Council New central business and innovation Oxpens, Island and Station Quarter) district focusing on A Grade office space and R&D HQ facilities for Fortune 500 and NASDAQ companies Energy Systems Accelerator, Oxford University of Oxford Pioneering hub bringing together leading academics, innovators and public service providers to develop and scale up new services across all energy vectors to deliver zero carbon outcomes across the energy system International Space Cluster, Harwell STFC Expansion of Europe’s largest space cluster to become one of the world’s leading locations for space technologies and in-orbit services including DISC 3, UK Space Gateway and AI for Space Institute Global Fusion Technology Supply UKAEA Development of cluster for fusion Chain Cluster, Culham technologies to deliver new zero carbon
Oxfordshire Local Enterprise Partnership (OxLEP) Ltd Registered Office: OxLEP Ltd, First Floor, Jericho Building, City of Oxford College Campus, Oxpens Road, Oxford, OX1 1SA Company Registered in England and Wales: 9519056 energy solutions including a new Innovation Centre and Institute for Fusion Materials UK Robotics & CAV Cluster, Culham UKAEA Expansion of pioneering autonomous systems hub at RACE creating new testing and innovation capacity connecting critical science hubs across Culham-Harwell-Milton Park Global Innovation Hub, Begbroke University of Oxford Development of the Begbroke Campus to be major innovation quarter for UK and international collaboration and commercialise R&D Living Oxfordshire (Living Labs) MoBOX / Oxfordshire County Council Application and integration of world leading innovation and technology to test and scale up products to deliver improved public services for local communities and business. Three test areas: West Oxfordshire Garden Village, East Oxford, Harwell Campus Oxfordshire Internationalisation Plan* OxLEP Integrated programme with DIT to increase international trade, export and investment into Oxfordshire and to new global markets Oxfordshire Social Contract OxLEP Integrated skills and careers programme, led by business, to connect young people and local residents to opportunities being created in the innovation ecosystem, supported by the development of new world class skills and educational facilities Global EnergyTec Cluster, Harwell STFC Providing a testbed for investors to develop pioneering services in energy consumption, storage and testing by utilising the global assets on the Harwell campus
Knowledge Centre, Milton Park MEPC Integrated campus careers hub connecting apprenticeship opportunities on site to local residents Oxford – Singapore AI Machine University of Oxford Joint UK-Singapore industry-academic Learning Institute hub to accelerate exploitation in AI and machine learning technologies Global HealthTec Cluster, Harwell STFC Development of new global health quarter including testing, innovation lab space focusing on vaccine manufacturing and related specialisms Williams Technology Campus, Grove Williams Advanced Engineering Reconfiguration of Grove site creating new technology campus for advanced engineering technologies and application of F1 innovation Creative City, Heyford Dorchester Group New Film and TV studios hub for the creative industries complementing expansion of Pinewood Studios Oxford Science Park Quarter Oxford City Council Development and expansion of Oxford Science Park building on opportunities created by reopened Cowley Branch Line Global Quantum Computing Hub, University of Oxford New world leading hub for the Harwell applications of quantum technologies which will be the UK gateway facility
Oxfordshire Local Enterprise Partnership (OxLEP) Ltd Registered Office: OxLEP Ltd, First Floor, Jericho Building, City of Oxford College Campus, Oxpens Road, Oxford, OX1 1SA Company Registered in England and Wales: 9519056 Oxfordshire Creative Industries Hub, OxLEP / Oxford City Council Purpose built creative industry hub Oxford providing critical employment space and incubator function supporting application of digital technology, design and immersive technologies Oxfordshire Entrepreneurship Hub, Oxford Brookes University Dedicated Hub to support students and Oxford young people across the county to develop business ideas, access mentors and develop connections across the innovation ecosystem. Howbery Climate Park HR Wallingford / Vale of White Horse DC Development of new science quarter within the Howbery Business Park focused on testing and developing solution to climate change including flood resilience, zero carbon technology and clean energy West Oxfordshire Science Park, West Oxfordshire District Council New science park linked to planned Eynsham garden village development RAF Brize Norton Technology Hub, West Oxfordshire District Council New technology hub to leverage the Carterton skills, assets and world leading potential at RAF Brize Norton Bicester Eco Zone & Corporate HQ Cherwell District Council Development programme to build on the Hub, Bicester zero carbon assets of the EcoTown and harness potential of Bicester as a key employment hub at the intersection of East West Rail, Oxford and London Banbury Industrial Zone, Banbury Cherwell District Council Major investment programme in support of M40 Corridor clustered around Banbury Oxfordshire Business Scale Up OxLEP Leadership and Management Programme* Development programme for high growth companies to accelerate scale up potential
Oxfordshire International Conference OxLEP New multipurpose convention and event Centre facility to drive Oxford’s international business conferencing / visitor market Oxfordshire Finance & Investment Advance Oxford An investment plan which aims to Plan diversify the range of finance options and funders accessible for high growth potential businesses including attracted to and competing within the Oxfordshire innovation ecosystem providing businesses with access to alternative sources of finance including patient capital, venture and angel funding Oxfordshire High Flyers Programme* Oxford Brookes University / University of a development programme to support Oxford post-graduates and early stage researchers to develop business, leadership and management skills to support commercialisation of ideas and innovation This will nurture the talent necessary in the ecosystem to continue to grow and develop leaders who can realise commercial impact and value from R&D activity being generated. Oxfordshire Digital Investment Plan Oxfordshire County Council An ambitious plan with HMG to scope locally led options to accelerate the roll out of full gigabit fibre to premises and public assets, 5G and next generation
Oxfordshire Local Enterprise Partnership (OxLEP) Ltd Registered Office: OxLEP Ltd, First Floor, Jericho Building, City of Oxford College Campus, Oxpens Road, Oxford, OX1 1SA Company Registered in England and Wales: 9519056 telecommunications across the innovation ecosystem to provide world leading digital coverage in urban and rural areas Oxfordshire Inclusive Growth Oxford City Council Establishment of a Commission to Commission consider how the county can ensure that the benefits of a world leading innovation ecosystem can be equitably shared and reach all communities, learning from other global ecosystems. Connecting Global Platform OxLEP Launch of a new “Connecting Globally” platform, an integrated digital platform across online and social media to showcase successes across the region; increase communication and knowledge exchange between firms; and to promote Oxfordshire as a major global hub for investors and innovators; The Oxfordshire Study OxLEP / University of Oxford / Oxford Long term study of competitor global Brookes University / Advance Oxford innovation ecosystems with Oxfordshire which identifies comparator issues, solutions and new policy thinking on investment and finance, innovation, R&D and technology transfer, transport, housing and clean growth to drive improvements and competitive advantage in Oxfordshire, the Arc and the UK
*project to be explored also on an Oxford - Cambridge Arc basis with other Arc LEPs