EZ to be fully operational including the commencement of retention of all additional businesses H 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 H investment identified (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, H 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 H barriers to their delivery Complete an EB Investment Plan setting out development project priorities for financial, M technical, and regulatory support in the first [3/5] years Prepare and support the delivery of an implementation and investment plan for the M42 H 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 M delivery Supporting Foundations All of the elements of our strategy are by their The GBS LEP is based upon, and leading, very nature cross-cutting and interdependent; strong partnerships across the region and for example global leadership in the ICT sector with Government will not be possible without a locally skilled The GBS LEP is actively developing and workforce, or the physical connections required seeking out new funding and support between businesses and markets. However, mechanisms beyond simply being ‘cross-cutting’ there are several strands of key activity which underpin The GBS LEP maintains a sustainable the very deliverability and success of all of the approach to economic growth pillars of the GBS LEP. The detail of the actions which sit behind these For the purposes of our Strategy, we have two key objectives is explained in the below defined these activities as the ‘supporting table, along with our indicative thoughts on the foundations’ to the GBS LEP, and they are appropriate prioritisation of each sub-outcome: predominantly focussed on ensuring that: Interdependent Enabler Immediate actions to deliver the vision Priority
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
GBS%20LEP%20Strategy%20for%20Growth%20White%20Paper.docx