documents?), the structure of funding beyond the current EU programme, the impact of Brexit and the balance between a leading strategic role of the partnership and the need to deliver or even become operational in specific areas of the strategy. Current Governance The previous governance review conducted in 2015 define the role of the Worcestershire LEP is to: Provide strategic leadership and develop a long term vision related to Worcestershire’s economy, providing strategic insight on the challenges and opportunities facing the county. Champion Worcestershire’s economic vision and promote bold solutions. Secure finance, attract investors and encourage local-to-national bodies to match resources to achieve Worcestershire’s ambitions. Lead and co-ordinate Worcestershire interests from business, public and third sector networks and organisations to drive forward economic growth. knowledge, practice and intelligence in Worcestershire as well as across the national LEP Network to support best practice and have Worcestershire recognised as a high priority area. Success of the structure The success of the structure of the LEP has been that it has bought all partners behind a strategy, which then has focused on delivery and also stood the test of time. The partnership has achieved a significant amount of infrastructure investment over a 5 year period, which has generally been seen by the local business population as positive. The lifting’ of the local government partners in delivering those schemes has ‘heavy- been vital to their success. In addition, we have developed a executive team that is well respected by partners and seen a punching above its weight in terms of impact. This has meant that organisations such as skills providers, Worcestershire Training providers and the Chamber of Commerce have been tasked with delivery and seen as potentially sustainable beyond the funding. Worcestershire LEP has been recognised nationally as achieving high level of productivity, prosperity and skills growth in the local economy, although difficult to assess impact of the investment made on the national performance indicators, these have created a track record of improved performance. Disadvantages of the Structure The disadvantages of this model is the LEP can be seen as an arms-length department of the County Council, therefore removing duplication of roles could be advantageous.
documents?), the structure of funding beyond the current EU programme, the impact of Brexit and the balance between a leading strategic role of the partnership and the need to deliver or even become operational in specific areas of the strategy. Current Governance The previous governance review conducted in 2015 define the role of the Worcestershire LEP is to: Provide strategic leadership and develop a long term vision related to Worcestershire’s economy, providing strategic insight on the challenges and opportunities facing the county. Champion Worcestershire’s economic vision and promote bold solutions. Secure finance, attract investors and encourage local-to-national bodies to match resources to achieve Worcestershire’s ambitions. Lead and co-ordinate Worcestershire interests from business, public and third sector networks and organisations to drive forward economic growth. knowledge, practice and intelligence in Worcestershire as well as across the national LEP Network to support best practice and have Worcestershire recognised as a high priority area. Success of the structure The success of the structure of the LEP has been that it has bought all partners behind a strategy, which then has focused on delivery and also stood the test of time. The partnership has achieved a significant amount of infrastructure investment over a 5 year period, which has generally been seen by the local business population as positive. The ‘heavy- lifting’ of the local government partners in delivering those schemes has been vital to their success. In addition, we have developed a executive team that is well respected by partners and seen a punching above its weight in terms of impact. This has meant that organisations such as skills providers, Worcestershire Training providers and the Chamber of Commerce have been tasked with delivery and seen as potentially sustainable beyond the funding. Worcestershire LEP has been recognised nationally as achieving high level of productivity, prosperity and skills growth in the local economy, although difficult to assess impact of the investment made on the national performance indicators, these have created a track record of improved performance. Disadvantages of the Structure The disadvantages of this model is the LEP can be seen as an arms-length department of the County Council, therefore removing duplication of roles could be advantageous.
Board-Papers-18.09.17.docx