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Good Growth, LEPs and the VCS

Good Growth, LEPs and the VCS. New Economy. Simon Nokes. Background: What are LEPs. Local Enterprise Partnerships – key part of coalition policy for business engagement Central to localism agenda Tasked to make the ‘ right choices ’ for local economies 39 across the country

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Good Growth, LEPs and the VCS

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  1. Good Growth, LEPs and the VCS • New Economy • Simon Nokes

  2. Background: What are LEPs • Local Enterprise Partnerships – key part of coalition policy for business engagement • Central to localism agenda • Tasked to make the ‘right choices’ for local economies • 39 across the country • GM’s LEP was in the first wave of LEPs given the go-ahead – first meeting in April 2011

  3. Background: GM LEP • 12 members • Strategic leadership • Oversight of key funding streams • Alongside GMCA the LEP provides a statutory foundation for collaboration for the ten districts of GM on economic regeneration, transport, skills, environment & visitor economy • GMCA & GM LEP: same geographic footprint • Work also undertaken through thematic areas • GMLMC • Skills and Employment Partnership

  4. The Greater Manchester Strategy GM – currently a cost centre for UK - £22bn public spending vs £17bn tax generated – ambition to close then reverse gap. Long-term economic growth and ensuring residents able to contribute to and benefit from growth are critical. “By 2020, the Manchester city region will have pioneered a new model for sustainable economic growth based around a more connected, talented and greener city region where all our residents are able to contribute to and benefit from sustained prosperity”

  5. GM Challenges • Worklessness – 350,000 residents economically inactive (around 13% of the GM population) • Skills – skills identified as a large part of explanation for productivity gap between GM and other regions, 12.6% have no qualifications and over 400,000 residents have poor literacy or numeracy skills • Health – The healthy life expectancy of males in Manchester is the lowest in the country at 55 years (in England as a whole this is 63.2) • Poverty – Manchester fourth most deprived local authority district in the country, Salford and Rochdale are also in the bottom 10%. All GM LADs in bottom 50%

  6. Greater Manchester Strategy:Reform and Growth • Growth – addressing worklessness and skills goes hand-in-hand with stimulating growth – creating and safeguarding jobs for people at all levels. Better understand market requirements to ensure we are keeping pace with rapidly changing business models to provide appropriate support, including for social entrepreneurs, to support growth of our business base. • Reform – The public service reform agenda seeking to transform the way public services operate through evidence based, integrated approach – moving away from reactionary towards preventative spending. Supporting and encouraging self-reliance and empowering individuals, families and communities to lead more productive and fulfilling lives

  7. Role of VCS in GM economy • Facts • 14,592 VCSE in GM • £1bn income (2011/12) • 3.5% GVA annual contribution • 1.1m hours volunteering = £947m economic value of volunteers • Reaching heart of communities • Focus on disadvantage • Responsive to need • Innovative • Established networks • Value driven • Mobilising social action/responsibility Value of the VCS • Visible economic contribution • Social contribution • Wider benefits

  8. VCS delivering good growth: the opportunity • Reform of Public Services • Building independence • European programmes delivery and governance • Real opportunity to bring innovation, creativity, entrepreneurship and holistic personalised support

  9. VCS delivering good growth GM: challenges • Organisational strength • Engaging VCS in supply chains • Building capacity • Demonstrating economic and social impact

  10. Reality Perspective

  11. LEP delivering good growth: challenges • Widening engagement with all local stakeholders • Working across flexible boundaries • Development of multi-year strategic economic plans • Technical implementation of the structural funds with limited capacity • Short and competing timescales • Delivering against social inclusion

  12. Achieving good growth: working together • Recessionary pressures on finances require stronger fiscal responsibility • Public service demand has grown, putting pressure on services to deliver • Governments growing incapacity to progress within traditional frameworks of market or direct government intervention • Clear need for innovative approaches, combining market, state and voluntary resources to respond to needs of communities

  13. Thank you! www.neweconomymanchester.com @neweconomymcr

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