Foreword To borrow (and tweak) a phrase from Albert Einstein, ‘we cannot solve today’s economic development problems with the same thinking that has got us here in the past’. These words have proved something of a mantra for the Greater Birmingham and Solihull Local Enterprise
The ‘Place Pillar’ describes and supports the elements of our Strategy concerning the spatial framework and infrastructure that underpin our ambitions. Local Authority led from the Board, together with Private Sector leadership underpinning several key themes, the Place pillar deals with critical issues such as: the spatial plan for the LEP; digital and physical connectivity; the creation and management of the UK’s most ambitious Enterprise Zone and Enterprise Belt; and the supply and management of housing and employment land. Although activity is already taking place in many areas similar to these, as a ‘new’ spatial partnership built around a functioning economic geography and travel-to-work area, there is an additional level of significance and potential benefit to be realised from our refreshed approach. As with all our themes these outcomes interact and rely upon outcomes across the other two pillars. However, we believe they provide the clear foundations to transform the fundamental environment of the GBS LEP. Our ambitions for growth and development – both housing and employment – are achievable and can be delivered via existing and emerging development plans across the LEP in at least the short to medium term. ‘Place’ Priority Plan The first of our two key priority outcomes within the Place Pillar is to create: PL1. Stronger connectivity; both within the GBS LEP, and between national and international markets To achieve this, we envisage needing to focus on four related sub-outcomes, and have identified a range of activity and steps which will start to deliver them: Immediate actions to deliver the vision Priority (PL1.1) A stronger international gateway for the LEP, particularly via the expansion of Birmingham Airport as one of the UK’s leading airports, with direct flights to key growth areas Support for the expansion (runway extension and route development) of Birmingham Airport, and its greater role in the future of UK aviation provision Work with partners including Birmingham Airport to align investment in skills, infrastructure and business to route development work for Birmingham Airport – e.g. through M42 Economic Gateway Investment and Implementation Plan and Inward Investment programme Support for HS2 as direct connectivity between GBS LEP and the European Continent H M H (PL1.2) Improved connectivity within the GBS LEP: between businesses, labour pools and to key economic sits, and with reduced uncertainty and faster journey times Work with Government and partners to develop a Transport City Deal ensuring alignment with M42 Economic Gateway and wider Place priorities H
EZ to be fully operational including the commencement of retention of all additional businesses rates generated from businesses within the EZ by April 2013 Transportation links into the EZ from the rest of the GBS LEP reviewed and priorities for investment identified H H (PL2.9) Established and successfully delivering the Enterprise Belt (EB), with the M42 Economic Gateway at its heart. The Belt comprises a ring of opportunity around the fringe of the conurbation comprising Southern Staffordshire (the M6/A5, A38 and A550 corridors) and the M42 Corridor ( and the North Worcestershire Districts) Develop the EB as a corridor of existing economic growth with huge potential for further growth, complementing economic growth in the core; and spreading the wealth creating potential of the LEP to the rim of the LEP area. Identify EB development projects required to deliver growth over the next [10/15] years and the barriers to their delivery Complete an EB Investment Plan setting out development project priorities for financial, technical, and regulatory support in the first [3/5] years Prepare and support the delivery of an implementation and investment plan for the M42 Economic Gateway and include as part of Phase 2 City Deal Put in place a governance structure capable of providing the resources to overcome barriers to delivery H H M H M Supporting Foundations All of the elements of our strategy are by their very nature cross-cutting and interdependent; for example global leadership in the ICT sector will not be possible without a locally skilled workforce, or the physical connections required between businesses and markets. However, beyond simply being ‘cross-cutting’ there are several strands of key activity which underpin the very deliverability and success of all of the pillars of the GBS LEP. For the purposes of our Strategy, we have defined these activities as the ‘supporting foundations’ to the GBS LEP, and they are predominantly focussed on ensuring that: The GBS LEP is based upon, and leading, strong partnerships across the region and with Government The GBS LEP is actively developing and seeking out new funding and support mechanisms The GBS LEP maintains a sustainable approach to economic growth The detail of the actions which sit behind these two key objectives is explained in the below table, along with our indicative thoughts on the appropriate prioritisation of each sub-outcome: Interdependent Enabler Immediate actions to deliver the vision Priority
financial instruments, instead of offering grants. (S2.2) A LEP-wide investment plan, with clear priorities for investment linked to strategic priorities Establish through three central pillars the investment priorities in the short, medium and long term, and develop an investment plan from this basis H (S2.3) Ongoing development of new forms of resource to support delivery of LEP priorities Investigate the potential benefits of LEP-wide business rate localisation, and submit proposals as appropriate to the Government. Discuss with Government options and opportunities for new means of funding economic development Develop initial proposals, via the City Deal, for delivery of European structural funds which give city regions the appropriate levels of delegated flexibility, accountabilities and funding to deliver growth H H M (S2.4) Uplift in business rates from Enterprise Zone(s) acting as a source of investment to underpin LEP-wide priorities Deliver Investment Plan and refine as projects progress - setting out priorities for investment Develop GBS Finance as a mechanism of managing EZ funds and maximising their potential H H Interdependent Enabler Immediate actions to deliver the vision Role S3. The GBS LEP supports a sustainable approach to economic growth (S3.1) Sustainable approach to growth, which provide the best outcomes for the human and natural environments, both now and into the future Deliver LEP planning charter which encourages sustainable and quality development Prioritise, through Business, People & Place pillars, sustainable solutions H H (S3.2) A programme of green and sustainable activity, showcasing the LEP as a leading figure in the sustainability agenda Work with Sustainability West Midlands to pilot sustainability reviews on growth strategies, starting with the GBS LEP strategy Through the City Deal support the delivery of the UK’s first Local Authority Green Deal Encourage green technologies and sustainable development (across businesses and public sector in the LEP) M H L (S3.3) A vibrant “green economy” across the GBS LEP As part of the City Deal Skills Ask work with Sustainability West Midlands to help develop a new Green Jobs Technical Evidence Base and Green Jobs Prospectus Support associated infrastructure investments of research institutions and universities, aligned to City Deal Skills ask M M