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MIDLANDS ENGINE BUSINESS PLAN 2020/21MAY 2020

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CONTENTS

1. Foreword

2. Our Vision

3. Our Midlands Engine Partnership

4. Our Achievements - 2019/20

5. Our Priorities - 2020/21

6. Midlands Engine Voice

7. Regionally Signifi cant Projects

8. Strategic Planning & Ongoing Delivery

9. Managing our Resources

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SIR JOHN PEACE, CHAIRMAN, MIDLANDS ENGINE

With a new Government in place, together with confi rmed investment from Government for the year ahead, we are well positioned to build on the partnership foundations which together, we have invested in, over the last 3 years.In this business plan, we set out the areas in which we intend to focus in the coming 12 months and beyond - as part of a progression by our organisation from nascent to maturity. I recognise, as you will, the rapid and wholesale impact on our economy from Covid-19 and with that, the need for the Midlands Engine to stay fl eet of foot; ready to respond. Priority areas set out here will likely therefore change in the current, exceptional circumstances.Notwithstanding the scale of challenges we face, I remain hopeful that this year will bring not only achievements and success against the work programmes identifi ed herein, but that we will build a longer term horizon for recovery, with support from Government, so that we can tackle the new and long-standing complex challenges in our economy. Such an approach will be transformative and will underpin our shared ambition to secure recovery and in doing so, secure and grow prosperity across our region, for all our communities.In preparing this business plan, we have focused on delivery against the mandate we have been given as a regional body, from Government; specifi cally for our partnership to:Operate at scale across the Midlands geography to level up the Midlands Engine economy with the UK, adding strategic value. The partnership will work across the region on cross-cutting themes and projects which will improve economic growth and opportunityIdentify, prioritise and capitalise on major economic opportunities enabling stakeholders, infrastructure and business assets to work more effectively for the benefi t of the regional and the UK economyGrow the global footprint of the Midlands, representing the region internationally, attracting foreign investment and increasing trade to enable ideas, people and enterprise to prosper and compete globallyI look forward to working ever-closer with you in the coming year, tackling challenges together as we must, as the extraordinary scale of impact of Covid-19 on our economy and communities becomes clearer.

1. FOREWORD

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OUR PARTNERSHIPAs Chairman of the Midlands Engine Partnership, I continue to be immensely impressed by the vision, determination and absolute commitment of all our partners and Government to respond to the economic and social crisis which today we face. The Covid-19 pandemic demands a collective response - working together we can tackle challenges in the year ahead, challengeswhich we know are already of extraordinary scale. By collaborating, we can work to rebuild our economy andsupport our communities. It is our shared aim to build a more prosperous and fair society for all 11 millionpeople in our great and historic region; unlocking the latent potential of our region and our communities -working at pace, at scale and in partnership to make a real difference. Our partnership response - our jointwork and our commitment to collaborate has never been more important than it is now.

OUR PRIORITIESIn 2017 we published the Midlands Engine Vision for Growth - a pivotal milestone in our development as a partnership, responding to the government’s strategy for the Midlands Engine. Vision for Growth set out fi ve priorities for investment, priorities to enable economic growth and bring prosperity for our region. Invited by government in 2018 to jointly author the Midlands Engine strategy refresh, we have worked together to reaffi rm and focus our priorities across our partnership. Before the impact of the pandemic, the Midlands was a region of continued high economic growth. The economic shock of Covid-19 is extreme. The fi nal scale and period over which the economic stress will impact our region is currently unknown. What we do know ifs that the fundamental priorities of our partnership remain - to drive and accelerate growth in the Midlands Engine - to grow the prosperity of our communities. It is our shared aim for the Midlands to be a place which is truly digitally enabled, an ultra-connected region. With targeted investment, we want the Midlands to be a region of excellence in connectivity - regionally, nationally and internationally; one where earnings and employment levels are rapidly rising and our communities enjoy opportunities in diverse, well paid and highly skilled jobs as part of a sought after quality of life in the Midlands. This quality of life is underpinned by the clear and specifi c commitments we make and the actions we take to achieve zero carbon, for the careful use of our regions precious resources and the environmentally led approach to truly green growth across Midlands Engine.

Sir John Peace, Chairman, Midlands Engine

2. OUR VISION

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At a time of signifi cant economic and social change, these ambitions hold true. Our approach will change. Our reinforced partnership will play an even stronger role. And our work together will ensure the challenges ahead are met with renewed commitment, determination and innovation.

OUR COMMITMENTWith world leading universities enabling an exceptional innovation ecosystem, world class businesses large and small, responsive, high calibre further education infrastructure and globally renowned cultural, landscape and heritage assets, we will continue to attract, educate and retain the young, the ambitious, the successful and the entrepreneurial from around the world who in turn will help power our economic transformation. With our focus on clean growth and sustainable communities, we seek to remain a preferred location in which to live, work, invest and learn. Driving innovative solutions to current challenges and with transformed connectivity, we are committed to ensuring a positive legacy for future generations.

OUR DELIVERYOur world is rapidly changing and the Midlands Engine partnership, with the capacity and capability brought through our committed partners, is poised to harness opportunities ahead. Today, we are a globally connected, globally trading region and we plan to enhance and strengthen our international links, bringing about continued evolution in levels of international investment, underpinning dynamic fast paced growth in global markets. Together, in powerful partnership, we aim to deliver investment in transformational, clean technologies, in digitisation, strategic infrastructure and sustainable transportation, and bring about a measurable positive change in our carbon footprint, respecting future generations of Midlanders. In partnership, we will achieve our shared aims of enabling business growth across every regionally signifi cant sector, powering our globally connected economy and delivering a wealth of opportunities for Midlands residents - today and for tomorrow. This is the Midlands Engine vision.

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We are a regional partnership of infl uential and committed public sector organisations, businesses and many other stakeholders; a partnership which was established to capitalise on the measurable value of working collaboratively across our polycentric region. In partnership, we are committed to growing the economy of our region, connecting the east and west, working with Government to close the productivity gap and levelling up the Midlands with the rest of the UK. Today, Midlands Engine contributes £234bn to the UK economy; 13% of total UK economic output. Midlands Engine had the fastest growing regional economy outside of London for 2015-2018 and we have evidenced the scope for even greater growth. (Source: Midlands Engine Economic Observatory 2019.)

The Midlands Engine partnership brings voice and vision to the Midlands. We act as a focal point and a unifying force to accelerate growth by operating at scale, enabling economic transformation and promoting our region at home and abroad. In partnership, we amplify our capacity, enhance our capabilities and create huge added-value for our region - our businesses and our communities. Together, we are stronger.A DIVERSE REGION OF BUSINESS AND OPPORTUNITYThe Midlands led Britain’s manufacturing revolution, a legacy still evident today. Without manufacturing growth in the Midlands, new jobs in this sector would have fallen by over 40,000 nationwide over the last decade. The Midlands is home to the largest volume of med tech employment outside of the South East and has the largest number of med tech companies in the UK. Agriculture, food processing and agri-tech remain important across many parts of our vast geography - and GVA generated by farms in the Midlands was approximately £1.8bn in 2017. The visitor economy of the Midlands was worth £35.9bn in GVA in 2017. Over the previous fi ve years, this grew by on average over £1bn a year. The Midlands is also home to some of the biggest, best known and most productive businesses in the UK, including Jaguar Land Rover, Siemens, Worcester-Bosch, Boots, 3M, Capgemini UK, Rolls Royce, Toyota, Morgan Motor Company, JCB, Young’s Seafood, Everards and Bombardier to highlight a few. These major fi rms are in addition to a vast and diverse community of SME businesses and micro enterprises, which also comprise integral contributors to regional, UK and international supply chains.Geographically, our region is at the heart of our national transport network and 92% of the UK’s population is less than 4 hours from the Midlands. Four of the UK’s fi ve primary rail freight routes run through the Midlands and 80% of all UK freight passes through our region. Nottingham East Midlands, Birmingham and Humberside airports are located in our region and combined, make sure the world is within reach for passengers and visitors, whilst driving the Midlands as a centre for international trade and logistics. This international connectivity is complemented by east coasts ports including Grimsby, Boston and Immingham, the latter being UK’s largest port by tonnage, handling 46 million tonnes of cargo every year.Our growth business assets are diverse, with strengths in many sectors including agri-tech, logistics, med-tech and advanced manufacturing. This mix of assets right across our multi-centred economy brings measurable value - our region has demonstrated strong economic resilience through periods of recession, outperforming geographies with reliance on a narrower range of sectors. Our contribution to the UK economy is material and measurable. However, the challenges of our region cannot be overlooked. Our communities can be stronger, but today have fewer opportunities than those south of our region. There are too few people with high level qualifi cations and too many with no/low level qualifi cations. School performance is very variable, with very low early years outcomes in some parts of the region. These are just some of the challenges we must overcome.

3. OUR MIDLANDS ENGINE PARTNERSHIP

Midlands Engine is a signifi cant geography, from Shropshire in the west to Lincolnshire in the east - reaching north to Derbyshire and south to Herefordshire. We are an economic geography of scale - home to a sixth of the UK population living in 4.4 million dwellings, over 810,000 businesses and 20 major universities.

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We are an informally constituted partnership, governed by two Boards which in turn are supported by an agile Executive Team.

EXECUTIVE BOARDChaired by Sir John Peace, full membership of the Executive Board is set out below:

Rt. Hon Robert Jenrick SoS for MHCLG, Midlands Engine Ministerial ChampionSir John Peace Midlands Engine Independent Chairman and Chairman, Midlands ConnectProf. Edward Peck Vice Chancellor, Nottingham Trent University for Midlands Enterprise UniversitiesProf. Alec Cameron Vice Chancellor, Aston University for Midlands Innovation UniversitiesMark Stansfeld Chair, Worcestershire LEP for West Midlands LEPsKevin Harris Chair, Leicestershire and Leicester LEP for East Midlands LEPsAndy Street Mayor, West Midlands Combined Authority for West Midlands CouncilsCllr. Philip Atkins Leader, Staffordshire County Council for West Midlands CouncilsCllr. Simon Geraghty Leader, Worcestershire County Council for West Midlands CouncilsCllr. Ian Ward Leader, Birmingham City Council for West Midlands CouncilsCllr. Chris Poulter Leader, Derby City Council for East Midlands CouncilsCllr Martin Hill Leader, Lincolnshire County Council for East Midlands CouncilsCllr Barry Lewis Leader, Derbyshire County Council for East Midlands CouncilsCllr David Mellen Leader, Nottingham City Council for East Midlands Councils

OPERATING BOARDChaired by Anthony May, full membership of the Operating Board is set out below.

Anthony May (Chair) Chief Executive, Nottinghamshire County Council for East Midlands CouncilsRachael Greenwood Director, Midlands EngineDeborah Cadman Chief Executive, WMCA for West Midlands CouncilsJohn Henderson Chief Executive, Staffordshire County Council for West Midlands CouncilsJohn Sinnott Chief Executive, Leicestershire County Council for East Midlands CouncilsRuth Carver Chief Executive, Lincolnshire LEP for East Midlands LEPSGary Woodman Director, Worcestershire LEP for West Midlands LEPSMaria Machancoses Director, Midlands ConnectNicki Jenkins Director, Nottingham City Council for the Accountable BodyJo Dilley Director, Marketing Peak District and Derbyshire for Shaping Great Places Group (Chair)Iain Gillespie Pro-Vice-Chancellor, Research & Enterprise for Innovation and Enterprise Group (Chair)Angela Joyce Chief Executive, Warwickshire College Group for Skills Group (Chair)

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Neil Rami Chief Executive, WMGC, for Trade and Investment Group (Chair)Richard Blackmore Regional Director, East Midlands CBI for Midlands Engine Business Forum (Chair)Grant Peggie Director, Regional Funding, British Business Bank for Midlands Engine Investment FundJenny Kenning Director, for Midlands Enterprise UniversitiesHelen Turner Director, for Midlands Innovation UniversitiesSimon Hall Director, HMG Department of International TradeRowena Limb Area Director, HMG Cities and Local Growth

STRATEGIC PROGRAMME GROUPS A number of programme groups operate in thematic areas and periodically bring reports on activity to the Operating Board, and in course to the Executive Board. As noted above, these groups are represented on the Operating Board via the Chair from each group. Groups were established to respond to the 2017 Vision for Growth and the priorities established at that time. During 2020/21, with a reframed focus each Group Chair has expressed the desire to look again at the shape, focus and priorities of the groups and how the activity of the Midlands Engine partnership can be best enabled. This re-visit of groups and their governance arrangements will be undertaken in the fi rst half of 2020/21.

EXECUTIVE TEAMThe staff team supporting the partnership and Boards is shown below including staff in post, active service commissions and intended staff to be recruited/commissions tendered forthwith to enable delivery of this Business Plan during 2020/21. Secondments will be advanced in view of the changing (Covid-19) situation.

Existing Team (at April 2020) Recruitment additionally plannedDirector, Midlands Engine** Lead offi cer - supporting the Director**Senior executive offi cer** Executive assistant, expanding exec capacity**Private secretary to the Chairman Lead - international, enabling delivery**Programme manager^ T&I Project offi cer - specialist technical supportExecutive support (to Chairman) Senior Economist - Observatory leadChina programmes lead - Ningbo based^ Observatory team (distributed model)Communications Manager^ Project and partnership offi cer - tech support role^^Events manager, leads on major regional events Public Affairs ManagerPolitical advisory lead^Communications - Digital^Economic analyst^Total capacity (current) 9.6fte Planned capacity (2020/21) 16.6fte ex Observatory

KEY^ Part time and/or fi xed term roles ^^ Replacement resource for current role concluding* Posts in grey as conclude before 1 April 2020 ** Roles offered on 2 year contracts supported by

partner contributions

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Red Arrows Fly-over,Lincoln Cathedral

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A SUCCESSFUL, PRODUCTIVE YEARDuring 2019/20 our shared achievements are a result of the joint investment made by our partners – building on the fi rm principles of distributed leadership and additionality. Below are noted just some of the signifi cant advances which have been made together and the return on investment from our programmes that is now being realised, bringing benefi ts to all Midlands Engine partners.Growing the Midlands Engine Economic Observatory – investing over £250,000, enhanced by £305,000 from our university partners to generate high value research insights, including the Midlands Engine Independent Economic Review and LEP level economic profi les.Our most successful MIPIM event to date in 2019 – showcasing Midlands Engine investment opportunities on the global stage, underpinned by Midlands Engine and DIT Midlands Engine investment. Our reframed investment (post coronavirus) in this area in 2020 will build on this success.Although now postponed, securing the prestigious UK-China Regional Leaders Summit, fostering current connections with China and building new ones: enabled by Midlands Engine funding.Securing £6.8 million for the Midlands Engine partner-led Mental Health and Productivity pilot – investment brought directly to our region by Midlands Engine to deliver interventional programmes.Over £50 million invested (inc SEM) in the year to date in our regions’ businesses through the Midlands Engine Investment Fund, supporting high growth businesses to scale and accelerate.Completing and launching the Midlands Engine Internationalisation Strategy – now being used to directly underpin Department of International Trade Budget bids; and commissioning a refreshed China Strategy to benefi t partners as they grow international links.Accelerating the concept of the Midlands Engine Development Corporation - affi rmed by Government as a trailblazer through which we can capitalise on a once-in-a-generation economic and social regeneration opportunity for the East Midlands.Raising the profi le of the Midlands – supporting activity such as sponsoring the Transatlantic Conference led by Birmingham Chambers, success at each of the main party conferences, receiving international delegations, over 300 Midlands Engine engagements by Chairman. Enhanced communications through the year have underpinned this success. Midlands Engine Rail launch – Midlands Connect worked to successfully secure the support of Government for the launch of a plan for an ambitious £3.5 billion scheme which could result in up to 60 locations benefi ting from improved rail services.Work in concert with partners across the Midlands Engine and Midlands Connect to secure HS2 – which will bring transformation in transport and drive regional economic growth.Partnership working by Midlands Connect to prioritise £600 million of improvements to the Midlands Major Road network – driving out the strategic priorities for investment in our road network.Advancing our regional climate change conversation – with partners including the National Trust, RSPB, Woodland Trust and Wildlife Trusts, bringing expertise, capacity and investment.Other signifi cant activity areas over the year have included extensive and valuable work to refresh our partnership strategy, completing year two of the skills scheme to enhance English for Speakers of Other Languages by10 FE colleges across our region; continuing to highlight the importance of the National Rehabilitation Centre to our region and the UK, at Leicester Space Park investing in supporting Phase 2 developments, which secured £100 million of investment following seed-corn investment by Midlands Engine; unlocking data for partners on key issues and sectors such as MedTech and Brexit impact.OUR IMPACTThe impact and value secured through our regional partnership to date is signifi cant and measurable, but there is a great deal more potential – potential we can realise together in partnership.

4. OUR ACHIEVEMENTS 2019/20

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Birmingham city skyline

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AMBITIOUS FOR OUR REGIONWe are determined together to close the productivity gap with the rest of the UK. Recent analysis by the Midlands Engine Economic Observatory shows this as £75bn. This presents a clear challenge but also an opportunity, highlighting the need for action through partnership and evidencing the opportunity for investment at scale to realise a transformation in economic growth and regional prosperity.

For our region, the scale and collective voice of Midlands Engine are key strengths and we have been developing regional policy, ideas and governance over the past three years. This track record, underpinned by our operating principles and a collaborative leadership model mean that we are ready now to deliver more through greater devolved arrangements. Across our partnership and working together with the Government, we have worked to identify those areas in which Midlands Engine can act and have impact at a Midlands Engine level, where we can have greater impact and drive change to benefi t our communities – working together. In dialogue with Government, a specifi c series of ‘asks’ set out within a Mission Statement for Midlands Engine is emerging,

linked to the Government investment for the fi nancial year 2020/21. Dialogue is continuing at the time of writing but the emerging headlines are described below. Given the unprecedented challenges also emerging around Covid-19, a series of short-term priorities have also been highlighted by Government where we will seek to advance particular areas within this Business Plan in early course. As the year progresses, we will keep this Business Plan under review with our partners to ensure that the resources of the Midlands Engine Partnership continue to be focused on the most pressing areas.

SHARED GOVERNMENT & PARTNERSHIP PRIORITIES 2020/21Work throughout late 2019 focused on the development of strategic priorities for our partnership. The emergence of the Conservative Party Manifesto and subsequent Queen’s Speech mapped heavily over those priorities. Work progresses to distil broad strategy ambitions into a portfolio of core delivery by the partnership, encompassed in a Mission Statement with 3 priority delivery areas for Midlands Engine:I Operate at scale across the Midlands Engine geography to level up the region with the UK

Midlands Engine Economic Observatory, strengthen and grow regional evidenceTackling strategic barriers to growthIncreasing productivity - enabling regional economic growth

II. Capitalise on major economic opportunitiesDriving economic growth through innovative modelsInvesting in transport for growthTransformational growth initiatives

III. Growing the global footprint of Midlands EngineTrading with the world to accelerate international growthInternational promotion of Midlands EngineHigh profi le regional advocacy

5. OUR PRIORITIES 2020/21

In partnership, we have worked together to defi ne ambitions for Midlands Engine – regional level interventions which will drive our region forward. These are areas where partners agree it makes sense to act at a regional level - where collective infl uence can be brought and impact secured by and for our partners, benefi ting our communities.

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Space Park, Leicester

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Enhancing regional voice remains a clear priority for our partnership, and set out below are interventions which we plan to progress during 2020/21. It’s recognised that the impact of Covid-19 will shape what is possible.REGIONAL PROMOTION Integrated fully with the priority areas noted above, during 2020/21 it will remain a priority to grow the voice of our region. Working together with the Cabinet Offi ce Communications team and colleagues in MHCLG we will deliver an integrated regional plan, funded additionally by MHCLG, to promote the potential of our region, its assets and regional opportunities, and this will include powerful communications across our partnership and work to promote the achievements of Midlands Engine partners – working directly with partners.

PUBLIC AFFAIRS & POLITICAL STAKEHOLDER ENGAGEMENTThis campaign will be backed up and supported by enhanced parliamentary activity, including the establishment of a new Midlands Engine All Party Parliamentary Group (being driven forward by a group of mobilised parliamentarians themselves), a Midlands Engine themed parliamentary reception (at the request of the Communities Secretary Rt Hon Robert Jenrick) and ongoing parliamentary and political outreach. This will include securing an increased number of regional Ministerial and MP visits.

INTERNATIONAL REACHOur role in regional international relations, supporting economic activity globally, is an area which requires ongoing investment, to maintain existing relationships with partners in key markets and as we work to broker new ones.One such key market is China and work is underway at the time of writing to translate articles and areas of our website into Chinese and work to promote partnership activity on WeChat. This work will be strengthened in 2020/21 as we align it more closely with the wider communications activity. 2020/21 will also see the re-scheduling of the UK-China Regional Leaders Summit including resuming a programme of UK and international communications /promotion linked to the event.

Working closely with colleagues in DIT we will promote a wide range of activity across all key markets including priority markets in Europe and the USA and opportunity markets in India, Sub Saharan Africa and China. Work is underway with DIT to enable the active participation, adapting to virtual as current circumstances dictate for trade events, international connections and we will continue our work to directly facilitate UK based opportunities for businesses to network with international prospective customers.

6. MIDLANDS ENGINE VOICE

The Midlands is contributing £90bn to the national economy through its international activities and is in a strong position to achieve even moreMidlands Engine Internationalisation Strategy 2019

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EXECUTIVE ENGAGEMENTIt is an ongoing priority for our partnership to take all opportunities to positively promote Midlands Engine. We achieve this best by working in concert and with a detailed understanding of local, sub-regional and regional issues. Executive Board Members and in particular the Executive Board Chairman, will therefore undertake a range of engagement events during 2020/21 to ensure active growth of the partnership, to promote the exceptional work of our partners and to highlight the many regional assets of the Midlands Engine. This will build on more than 300 Midlands Engine Chairman engagements undertaken in 2019/20.

REGULAR MULTI-CHANNEL COMMUNICATIONSHaving re-set our partnership communications in late 2019, starting with the development of the fi rst ever Midlands Engine End of Year Review, our revised newsletter was launched in February 2020 “Midlands Matters”. Up to eight issues are planned for 2020/21, reporting on partnership activity, regional opportunities and successes and a 2020 End of Year review which will celebrate our partnership achievements. By investing in direct, regular and multi channel communications, we will strengthen and actively promote the impact of our Midlands Engine partnership.Social media, particularly Twitter, will stay in sharp focus in 2020/21. A re-vamp in 2019 of the approach to Twitter, now being delivered through weekly and monthly planning and into which partners are contributing more, has already seen a signifi cant uplift in channel activity and social media engagements. This will mean a priority during 2020/21 and the currently dormant LinkedIn and potentially Instagram accounts will be revived with similar, branded and themed content. This will also include the development of multi-media content to support high impact messaging.With a mini-website refresh undertaken in late 2019, work is planned during 2020/21 to fully refresh the website, in tandem with the separately funded MHCLG Midlands Engine promotion campaign, ensuring co-ordinated content, clarity of messages and consistency across platforms.And as we develop a refreshed ‘narrative’ for the Midlands Engine region, work will be ongoing to highlight a range of partner stories, exemplars and successes to showcase the Midlands through the lens of local and partner achievements.

STAKEHOLDER ENGAGEMENTSupporting and sponsoring a range of events which serve to highlight the strengths of, and potential within, our region will continue where opportunities allow. Over 2020/21 work will continue and may be expanded to include high profi le visibility in main party conferences, sponsorship of key events, presence at physical/virtual exhibitions and business/partner engagement events.

MIDLANDS ENGINE SUMMIT 2020A regional summit, celebrating the strengths of our region and providing unique and high quality networking opportunities is planned for 2020/21. This will highlight the work of the partnership and the activity of partners from every area of our region, provide a forum for regional promotion, acknowledging achievements through partnership and promoting individual partner activities.

“The single biggest problem in communication is the illusion that it has taken place.”

George Bernard Shaw

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REGIONAL SIGNIFICANCE - REGIONAL IMPACT It is a central commitment of the Midlands Engine partnership that we bring added value, additionality and act to complement the work of our partners. In developing our 2019 strategy refresh, we focused strongly on these attributes, identifying areas where as a partnership, we can act collectively, regionally and infl uentially - to act and have impact which will be benefi cial to our region.The following project areas emerged from the continuation of the strategy refresh work, in concert with dialogue with partners, Government, offi cials and the Secretary of State Rt Hon Robert Jenrick. We jointly recognise that investment must enable well aligned delivery of focused work programmes. The portfolio which follows has been developed to respond to Government investment/policy needs, underpinned by the priority areas partners have identifi ed. Critically it cross refers also to the Midlands Engine Independent Economic Review which provides evidence of need as the core foundation.With a rapidly changing landscape created by the impact of Covid-19, a number of early priorities for action have been signalled by Government, where Government investment will be targeted. These areas are denoted by an asterix and whilst these shape our priorities at April 2020, this Business Plan will remain under review throughout the year, by the Midlands Engine Operating Board.

I. OPERATE AT SCALE ACROSS THE MIDLANDS ENGINE GEOGRAPHY TO LEVEL UP THE REGIONWITH THE UK ADDING STRATEGIC VALUEMidlands Engine Economic Observatory – Strengthen and grow regional evidence, analysis and intelligence* driving targeted actions and higher impact, investment here will build on the work of the Observatory to date and overcome the currently fragmented existing data/research picture, and enable a deeper understanding of the issues that are faced by the Midlands at scale. The data collection at Midlands Engine level will shape policy development and facilitate sharper, more targeted economic growth interventions which in turn will support economic resilience. It will allow the Midlands Engine Partnership to develop robust business cases and more successfully attract investment to the region. Delivery will be driven forward with universities, LEP and LA partners, private sector experts and sector leads. Tackling strategic barriers to growth* Midlands Engine Partnership will lead regional collaboration to develop ideas and interventions to fi nd solutions to regional problems which are too large or multi-faceted to resolve at the LEP, local government or company level. Based on data provided by the Observatory and predicated on partner support, the Midlands Engine Partnership will consider the interventions and investments needed to unlock transformative solutions for the Midlands’ energy, digital, innovation and med-tech/health challenges. We will work in collaboration with public sector partners, universities and the private sector, levering physical assets, R&D capability and the academic expertise of the region.Increasing productivity - enabling regional economic growth, including through access to fi nanceMidlands Engine Partnership will seek, in partnership, to secure an expanded Midlands Engine Investment Fund, further increasing access to fi nance for the regions businesses, underpinning regional economic growth, supporting fi rms to scale-up and capitalise on growth opportunities. In turn this will create new jobs and local wealth in our region. The partnership will aim to address evidenced gaps at scale (investment readiness, incubation, acceleration) and simplify current complexities in the investment landscape which present a barrier for growth, limiting regional economic potential. Delivery partners will include the British Business Bank, universities and national sector infl uencers.

II. CAPITALISE ON MAJOR ECONOMIC OPPORTUNITIESDriving economic growth through innovative models including Midlands Engine Development Corporation* - Midlands Engine Partnership will lead the process and partner engagement to reach

7. REGIONALLY SIGNIFICANT PROJECTS

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the next stages of establishing the DevCo, to enable the Midlands to capitalise on transformational economic opportunities linked to HS2 investment, and actively support other key government priorities such as net zero, innovation, research and incubation centres and housing delivery.

NB Midlands Engine Development Corporation programme of work is separately funded by MHCLG.

Investing in transport for growth – Midlands Engine Rail (MER)* - Midlands Connect is driving forward an integrated portfolio of partner-prioritised transport initiatives – as enablers for regional growth. Works include essential feasibility studies, advancing business cases and championing road, rail and HS2 delivery programmes. Focused on enhancing east-west connectivity, specifi c priority programmes in the MER portfolio include:

º Midlands Rail Hub (fl agship of MER)º Birmingham Airport connectivityº Nottingham-Newark-Lincoln OBCNB Midlands Connect is separately funded by DfT and a separate Business Plan applies.

Transformational growth opportunities - The partnership will play a supporting role to help co-ordinate collective effort to catalyse opportunities at scale, such as those presented by Freeports – with partners leading on the response to the MHCLG Freeports consultation. Co-ordination and input will support delivery led in collaboration by LEP’s, private sector stakeholders, public sector partners and universities.

III. GROWING THE GLOBAL FOOTPRINT OF MIDLANDS ENGINETrading with the world to accelerate international growth* – The Midlands Engine Partnership will focus on growing inward investment, accelerating SME exporting and strengthening international trade links by harnessing at scale the untapped potential to signifi cantly increase international trade by regional fi rms. To include sector-focused activity, extending the reach and recognition of Midlands Engine, globally. We will work in close collaboration with DIT to ensure we grow our economically benefi cial global presence. Enabling delivery in multi-sector partnership, convened by Midlands Engine.

International promotion of Midlands Engine* – The Midlands Engine Partnership will maximise the regional and international impact of major events and showcasing regional strengths in the Midlands, enabling growth, trade and investment across the Midlands Engine. To include delivery (or advancing planning for delivery) of the UK-China Regional Leaders Summit to powerfully foster existing/new connections with China.

Regional Business Infl uencers – By establishing and growing a powerful advocacy and infl uencing Board of regional business leaders. The Midlands Engine Partnership will enable high profi le, high impact regional promotion, ensuring enhanced UK and global reach of the Midlands Engine, in partnership with exemplar and sector leading private sector stakeholders and leading academics. Work will showcase the role of individual business leaders and key sectors across the Midlands Engine in delivering economic profi le and driving powerful growth.

MIDLANDS ENGINE VOICEIntegrated fully with the actions noted above, during 2020/21 it will remain a priority to grow the voice of our region. Section 6 of this Business Plan sets out the wide ranging communications activity which will underpin all aspects of our work during 2020/21.

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PLANNING FOR GROWTH

Strategy refresh dialogue and subsequent conversations have highlighted a range of strategic opportunities to tackle barriers to growth at a regional level. Areas have been selected to progress as there are currently gaps in either co-ordinated action or regional evidence bases. These projects provide a mechanism through which to deliver feasibility work to inform future delivery programmes and to ensure key short and medium term opportunities are fully maximised by the region. Key areas for progression during 2020/21 include:

1. Refreshing the Science and Innovation Audit (SIA), led by the innovation and enterprise programmegroup* and Midlands Innovation Universities - building on the BEIS sponsored 2016 Midlands EngineSIA, successfully deployed to underpin a range of programmes and advance a contemporary evidencebase for Midlands strengths and opportunities.2. Supply chain resilience - work will be undertaken involving stakeholders and partners from across thepartnership, including LEP’s and business organisations to map and track regionally signifi cant sectorsupply chains, bringing forward intervention proposals to de-risk and strengthen these.3. Adding value in the visitor economy, which combined together with creative industries and associatedemployment, accounts for up to 1 in 4 jobs across Midlands Engine. Planned approach includes theestablishment of a team linked to the Trade and Investment programme group*, focused on co-ordinatedregional, active promotion to highlight key events/assets of UK and international signifi cance. Working withLA partners, LEP’s and stakeholders.Resources including match funding and in-kind contributions from partners have been identifi ed for these areas within 2020/21 to ensure delivery of the outputs noted above, and provide capacity to support from within the Executive Team - or lead, where this is sought, to ensure work programmes advance and do so under the guidance of the Midlands Engine Operating Board. *Governance review ongoing throughout Q1-2 2020/21

ONGOING DELIVERY

Activity undertaken by the Midlands Engine will naturally not all complete within any given year. Identifi ed below are a number of priority work programmes, which have been taken forward and will be progressed during 2020/21, focused on building clear evidence bases and feasibility work to inform future delivery programmes.

1. Expediting digital connectivity and digitisation - work will progress to complete the Midlands Enginedigital strategy, working with partners during 2020/21. This will involve early commissioning of activity torapidly and inclusively conclude preparation of an action-oriented plan for the region, led by MidlandsEnterprise Universities, 5G testbed leads and Local Authorities leading on connectivity and smart places.2. Identifying opportunities to address climate change at a regional level, through the establishedworking group of enviro-NGO’s and Midlands Engine partners focused on driving sustainable regionalgrowth. Investment is being jointly made by NGO partners from the outset in time, capacity and expertise todeliver this work during 2020/21.3. Mental Health and Productivity Pilot - delivery year 2 - The Executive team will continue work toadminister and contract manage this complex consortium-led programme during 2020/21.

8. STRATEGIC PLANNING & ONGOING DELIVERY

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9. RESOURCING MIDLANDS ENGINE

INVESTING IN PARTNERSHIPThe portfolio of work set out here and the challenges we must now address, will require an upscaling of activity by the Midlands Engine partnership and specifi c investment to enable delivery of the Midlands Engine Mission Statement. We are ambitious for growth across every part of our region and committed to working with pace, at scale and in partnership. We will continue to champion the future opportunities for the Midlands, particularly those that link across the region. Together we lever the resources and capability of our partnership to secure inclusive growth and deliver benefi ts for Midlands Engine communities.This approach will require long term commitment from our partners and long-term investment in Midlands Engine. We have strong partnership governance and independent leadership, a track record of success and a robust pipeline of delivery. Recognising the need for evidence to underpin our priorities, we will advance our capability, building a Midlands Engine intelligence hub to further strengthen the evidence base and research capabilities of our partnership. This will aid targeted interventions, deliver on policy and support regional thought leadership for the Midlands Engine as a core economic geography of the UK. Midlands Engine Partnership commitmentWith many measurable benefi ts arising through the Midlands Engine partnership, our committed partners recognise value gained and contribute reciprocally. Contributions are direct and in-kind. Midlands Engine partners across the public and private sectors contribute by:º supporting the core costs of our partnership with cash contributionsº bringing leadership capacity and delivery capability to Midlands Engine initiativesº hosting major projects and servicesº aligning organisational activities to deliver the agreed priorities of Midlands Engineº providing match funding for agreed programmes of work º enabling governance and organisational activities andº promoting and championing Midlands Engine

This Business Plan sets out the key focus areas for the year ahead for our Midlands Engine partnership, which will rely on both investment from Government and from our partners. This investment is met by a powerful reciprocal offer of pan-regional convening, extensive regional engagement, evidence led delivery and capability to deliver with pace, at scale.This is an important moment in our development as a partnership, one which we are ready to seize, transforming the region for both our business and our residents. We are realistic about the challenges we face and what we need to do to address them. This will require shared commitment across our partnership and from Government. We believe this Business Plan and its implementation represents a sound investment for the region and the country, one which will reap rewards many times over in the next decade and beyond.

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The Peak District,Derbyshire

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