DELIVERY PLAN 2020-2021 GLOUCESTERSHIRE: FUTURE-PROOFED Partners: SECTION 1 Executive Summary GFirst LEP is a successful LEP, delivering for the The extraordinary challenges experienced We will take a leadership role locally and Gloucestershire economy, operating in an open nationally and locally as a result of the Covid-19 nationally as recovery strategies are developed and transparent manner and maintaining an crisis will be the main driver for all our activities, and implemented. At the same time, we will ambitious, entrepreneurial approach to as we seek to support Gloucestershire’s ensure that we maintain momentum on our all opportunities. economy, businesses and people. ongoing work, to develop economic growth strategies, investments and initiatives. GFIRST LEP | DELIVERY PLAN 2020-2021 GFIRSTLEP.COM | 2 SECTION 2 Introduction This Delivery Plan sets out what GFirst LEP intends to deliver in the coming financial year. It is a dynamic document and thus may be subject to change, as the LEP seizes significant opportunities or responds to key challenges that might impact on the national and local economy. Where that is the case and it results in a material change to any of the data, timelines or objectives shown in the Delivery Plan, this will be reflected in an updated version posted on the LEP’s website and shared with government as soon as is practicable. GFIRST LEP | DELIVERY PLAN 2020-2021 GFIRSTLEP.COM | 3 SECTION 3 3.1 Summary Governance 3.2.1 Key Actions 20/21 3.1 Summary The governance of the LEP was judged as ‘Good’ in 3.2.1 Key Actions 20/21 our 2019 performance review, and continues to ensure • The LEP Articles of Association confirm the defined • Risk – The Risk Champion will lead on the liaison that the LEP operates in a transparent and compliant term of office for both the Chair and Deputy Chair between the Board and Staff regarding risks at manner. Modest changes to the way we operate have is 3 years with an option to extend for 3 years, organisation and programme level, to ensure that been introduced to follow guidance issued by MHCLG, there is an option to extend for a further 3 years all risks are noted and well understood. She will most notably in the National Assurance Framework (NAF). in exceptional circumstances if approved by the provide advice and guidance to both, to ensure Female representation on the Board is at 40%. The Board Board, and the option to co-opt an additional five robust and effective risk management. has nominated Lorrin White as the Diversity Champion, Board members with specialist knowledge on a and Ruth Dooley as Risk Champion. There is independent • Employment and Skills Board – The Gloucestershire one-year basis. The Board Membership is currently scrutiny by GEGJC (Gloucestershire Economic Growth Employment and Skills Board (GESB) is now officially 15 members. Plans were in place with regards to Joint Committee) Scrutiny Committee on a regular basis to a Skills Advisory Panel and funding for 2020-21 has succession planning for a new Chair and Vice Chair provide democratic scrutiny of LEP decision making. This been confirmed by DfE. The priorities in 2020 for from Summer 2020. However, due to the exceptional committee has recently undergone a review in its own right, the Skills Advisory Panel include: development of circumstances presented by the Covid-19 crisis, it and is now more effective in this role than previously. Our the skills-related implementation plan for the LIS; has been agreed that the tenure of the current Chair refreshed Assurance Framework (March 2019) provides full development of a wider skills strategy and working and Vice Chair will be extended to March 2021. This details, and is published on our website: towards the implementation of these priorities with will be reviewed as the situation develops. businesses, partners and key stakeholders. All of https://www.gfirstlep.com/downloads/2019/ • Diversity – The Diversity Champion will lead on a this planning will now need to reflect the impact of assurance-framework---v6-26.03.19.pdf review of the LEP’s approach to diversity within its Covid 19 on employment and skills and preparations own Governance as well as its operations during for emergence from this economic shock. https://www.gfirstlep.com/downloads/2019/ 2020/2021. annexes-a---i-2019.pdf GFIRST LEP | DELIVERY PLAN 2020-2021 GFIRSTLEP.COM | 4 4.1 Summary SECTION 4 4.2.1 Local Industry Strategy 4.2.2 Key Indicators Strategy 4.2.3 Key actions for 19/20 4.1 Summary 4.2.1 Local Industrial Strategy Our refreshed Strategic Economic Plan (SEP), published in Our Local Industrial Strategy (LIS) was a matter of days/ November 2018, confirmed our strategic focus on ‘Business weeks away from being finally signed off by central Environment’, ‘Skills’ and ‘Connectivity’, with a specific Government. The draft had successfully passed through ambition to maintain the improvements in Gloucestershire’s the Local Industrial Strategy Analysts Panel (LISA), the productivity that have been realized since 2014. Logic Chains had been approved and the Commitments spreadsheet completed. Sadly then, we were all hit by the Covid-19 pandemic. Understandably, they are currently on https://www.gfirstlep.com/about-us/our-vision the back burner awaiting further guidance from BEIS on /strategic-economic-plan/ next steps. As we progress towards the completion of our programme Our view would be that a Covid-19 Recovery Plan/ of Growth Fund capital investments, we are seeing the Addendum should be included as part of our final LIS. impact on these strategic priorities. Our LIS was evidenced based and the key priorities were widely supported by the private, public and voluntary Please see links below to read the draft Local Industrial The SEP identifies our strategies to ensure Gloucestershire sectors and we are comfortable that the priority sectors Strategy, the Gloucestershire Five Foundations of continues to realise its potential by playing to our strengths, highlighted in the draft LIS would sit comfortably for Productivity Evidence Report and our Youth Survey; addressing our weaknesses, grasping the opportunities Gloucestershire in a post Covid-19 world. and mitigating the threats we face. https://www.gfirstlep.com/downloads/2019/ gloucestershire_draft_local-industrial-strategy_2019.pdf https://www.gfirstlep.com/downloads/2019/ gloucestershire_five-foundations-of-productivity_ evidence-report_2019.pdf https://www.gfirstlep.com/downloads/2019/ gfirst-lep-youth-survey-2019v2.pdf GFIRST LEP | DELIVERY PLAN 2020-2021 GFIRSTLEP.COM | 5 SECTION 4 Strategy 4.2.2 Key Indicators Our Local Industrial Strategy will provide key indicators for 4.2.3 Key actions for 20/21 future evaluation. These will be agreed with Government Work with Government, as advised, on a final version Focus is on delivering support for medium and long and included in the final published strategy. As well as of the Local Industrial Strategy to include Recovery term recovery planning and is very much demand led. measures for productivity improvements, we would expect plans. The LIS Evidence base has been developed and Alongside this we will continue to develop our Growth to select measures that indicate general growth in our published. It is a shared resource providing a ‘library’ Hub capabilities through our Local Industrial Strategy, economy and the wider impact on all communities. The key of data. The senior research manager will maintain this with reflection on the impact of Covid 19 and EU Exit. sectors/priorities identified in our Local Industrial Strategy resource and make it available to key partners as the Skills: Employment and Skills Board –The were; Cyber-tech, Agri-tech and Green/Sustainability. LIRS is developed. Gloucestershire Employment and Skills Board Business Environment: Director of Strategic Growth to (GESB) is now officially a Skills Advisory Panel and deliver strategy for the future of business support. funding for 2020-21 has been confirmed by DfE. The priorities in 2020 for the Skills Advisory Panel include: Since 2014 we have continued to develop the development of the skills-related implementation plan capacity and capability of our Growth Hub delivery for the LIS; development of a wider skills strategy and model, investing £9.4 million in physical and digital working towards the implementation of these priorities infrastructure, and £3.4 million of ERDF funding to with businesses, partners and key stakeholders. facilitate business engagement activity and growth All of this planning will now need to reflect the impact across the county. As a result of Covid 19 Growth Hub of Covid 19 on employment and skills and preparations delivery is now virtual with a full service still offered. for emergence from this economic shock. GFIRST LEP | DELIVERY PLAN 2020-2021 GFIRSTLEP.COM | 6 SECTION 4 Strategy Infrastructure: Our draft LIS sets out the key strategic GFirst LEP are playing a leading role in the Western priorities for infrastructure that will support future Gateway initiative. The Chief Executive led the sustainability and growth of our economy. We will development of the procurement for services to continue to engage actively with local authority design the governance structure and GFirst LEP is partners, the City Region Board that came out of the leading one of the three strategic priorities for the Vision 2050 initiative and local plan review processes partnership on Innovation. to highlight the infrastructure needs of our economy. An independent Rail Strategy for the county has been In the March 2020 Budget there was very good commissioned with the LEP a key partner and funder, news with the green light for funding for key future which outlines the means to ensure Gloucestershire Gloucestershire infrastructure projects. These were becomes better connected, delivering improved links the A417 missing link, M5 Junction 10 and M5 Junction to major employment cities with increased timetabled 9 which links to the A46 and cross LEP initiatives on capacity as a focus for enhanced modal shift.