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greater nottingham partnership


  • pg 1



        SEPTEMBER 2008
                        BIG SAT: STRATEGIC PRIORITIES 2009-12


Section                                                                      Page No.

1. Introduction                                                                    3

i. Background                                                                      3
ii. Geographical Area                                                              3
iii. Strategy Action Teams                                                         3

2. Current Position                                                                4

i. Business                                                                        4
ii. Innovation                                                                     5
iii. Resource Efficiency                                                           6

3. Strategic Context                                                               7

i.     A Flourishing Region: Regional Economic Strategy for the East               7
       Midlands 2006-2020
ii.    Business Support Simplification Process                                     11
iii.   Innovation Strategy and Action Plan for the East Midlands 2007-2010         13
iv.    East Midlands Technology Framework 2008-10                                  14
v.     Regional Energy Strategy                                                    16
vi.    Regional Waste Strategy                                                     17

4. Strategic Priorities                                                            19

i. RES Strategic Priority 2 (Enterprise and Business Support)                      19
ii. RES Strategic Priority 3 (Innovation)                                          19
iii. RES Strategic Priority 5 (Energy and Resources)                               20

5. Funding                                                                         20

i.     Single Programme Allocation                                                 20
ii.    2009-10 Project Commitments                                                 20
iii.   Proposed Budget Breakdown                                                   21
iv.    Invitation to Apply for Grant Funding Round                                 21

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

1. Introduction

i. Background

The Greater Nottingham Partnership (GNP) was formed in 1994 by Nottingham City
and Nottinghamshire County Councils with the aim of improving partnership working
across the Nottingham conurbation and attracting more government regeneration
funding into the area. Due to its inclusive approach, the East Midlands Development
Agency (emda) contacted the GNP to discuss the delivery of the government’s
regeneration agenda and in April 2002 the GNP also became the Sub-regional
Strategic Partnership (SSP) for Greater Nottingham, responsible for delivering the
aims and objectives of the Regional Economic Strategy at a local level through its
devolved Single Programme funding allocation.

The GNP’s overarching ambition for the Greater Nottingham sub-region is that
Nottingham will become a leading UK and international city, driving the
competitiveness of the East Midlands. The city’s wealth will grow faster than the UK
average, and more of this will be retained and invested in our communities and

In order to assist the delivery of economic regeneration across the region, emda
devolves over £50 million per annum to the seven East Midlands SSPs to invest
within each of their respective areas. During the 2009-12 financial period, it is
anticipated the GNP will receive approximately £8 million of Single Programme
funding each year to support economic development within Greater Nottingham.

Further information on the background and work of the GNP can be viewed at

ii. Geographical Area

The Greater Nottingham sub-region encompasses the City of Nottingham plus the
surrounding administrative districts of Broxtowe, Gedling and Rushcliffe. The
Hucknall electoral wards of the district of Ashfield are also included within Greater
Nottingham, while the remaining Nottinghamshire districts of Bassetlaw, Mansfield
and Newark and Sherwood, plus the non-Hucknall wards of Ashfield, all lie within the
Alliance SSP sub-region to the north.

Maps highlighting the boundaries of the Greater Nottingham sub-region can be
downloaded from www.gnpartnership.org.uk/about-us/maps.

iii Strategy Action Teams

In moving away from an open-bidding to an action-planning based approach, the
GNP has established six thematic Strategy Action Teams (SATs) to help develop its
strategies and target the allocation of its Single Programme funding. The current
GNP SATs are as follows:

   Business, Innovation & Growth
   ICT (Accelerate Nottingham)
   Learning, Skills & Employability
   Physical Regeneration
   Tourism, Leisure & Culture
   Transport

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

Each SAT is composed of members drawn from public, private, local authority and
voluntary and community sector organisations working within relevant fields across
the sub-region.

The primary role of each GNP SAT is to:

   Act as a point of information exchange for partners and stakeholders within each
   Form the basis of GNP strategy development within each theme.
   Review the GNP Sub-regional Investment Plan on an annual basis and confirm
    the strategic priorities for each theme.
   Develop an annual action plan, based on the agreed strategic priorities for each
    theme, and propose short, medium and long-term strategic interventions.
   Review and endorse project outline proposals within each theme and make
    recommendations for improvement.
   Ensure that all projects have been properly proofed for sustainability and equality
   Provide expertise and advice to other SATs as appropriate.
   Monitor performance under each theme and make recommendations to the GNP

As part of their strategic action planning role, each SAT determines a series of
annual strategic priorities within each theme, on the basis of which it will either look
to invite applications for grant funding or commission individual projects.

The Business, Innovation and Growth Strategy Action Team (BIG SAT) is currently
chaired by Peter Wheeldon of the Nottingham Business Alliance and contains
representatives from the following organisations:

   Accelerate Nottingham
   Broxtowe Borough Council
   Business Link East Midlands
   DS Associates
   Groundwork Greater Nottingham
   Nottingham City Council
   Nottingham Energy Partnership
   Nottingham Trent University
   Nottinghamshire Council for Voluntary Service
   Nottinghamshire Chamber of Commerce and Industry
   One Nottingham
   University of Nottingham

2. Current Position

i. Enterprise and Business Support

Following a period of rapid economic growth in the early 1990s, the Greater
Nottingham economy has continued to expand steadily during the first decade of the
21st Century. Productivity in Greater Nottingham, measured by Gross Value Added
per capita, has now reached almost £17,800, higher than both the English average of
£17,500 and the regional average of £15,900, while the sub-regional economy is now
worth in excess of £10.7 billion per annum. Figures for the latest available five years

                         BIG SAT: STRATEGIC PRIORITIES 2009-12

show that economic growth in Nottingham has increased by more than 37% over this
period, which is higher than both the regional (33%) and English (30%) averages.1

Historically, the Greater Nottingham economy has relied heavily on the
manufacturing sector and large employers. However, structural shifts experienced in
the early 1990s have continued into the 21st Century. There are now more than
300,000 employee jobs in Greater Nottingham, which equates to around 16.2% of all
jobs in the East Midlands. Manufacturing in the sub-region has continued to decline
over the 2000-05 period, while the service sector has expanded to fill this gap within
the labour market. As of the end of 2005, 52.2% of all jobs in Greater Nottingham
were in knowledge intensive industries, higher than both the national and regional

When compared to other parts of the region, Greater Nottingham has traditionally
suffered from below average business birth and survival rates. During 2005 there
were only 30 VAT registrations per 10,000 adults within Greater Nottingham, the
lowest rate of any East Midlands sub-region, and well below the regional average of
34. However, statistics show that there was considerable variation between the sub-
region’s districts, with business start-up rates in Rushcliffe being one of the highest
within the region at 47 VAT registrations per 10,000 adults. Overall, business start-up
rates in Greater Nottingham have remained roughly the same over the 1994 to 2005
period. 3

A number of key economic growth sectors have been indentified within the sub-
region where past performance has been strong and is expected to continue in future
years. These include:

   Science and technology
   Business and professional services
   Public sector and related services
   Retail and leisure
   Creative industries

ii. Innovation

Capitalising on the sub-region’s innovative strengths, in March 2005 Nottingham was
one of six UK cities to be awarded ‘Science City’ status. This designation recognised

   World-class research facilities
   Innovative businesses with associated support services
   Pool of highly-skilled labour
   Good infrastructure and communication links
   High quality of life
   Capacity for further growth

One of the sub-region’s key innovative strengths are the two Nottingham-based
universities. The University of Nottingham is ranked by the Times Higher Education
Supplement as being within top 100 world universities and is also one of the top four

  Nottingham City Council, The Greater Nottingham Economic Review (2007), p.3.
  Ibid., p.4.
  East Midlands Development Agency, Greater Nottingham Partnership Sub-regional Profile 2007
(2007), p. 22.

                       BIG SAT: STRATEGIC PRIORITIES 2009-12

research universities within the UK, having a strong reputation for biomedicine and
research funding over £100 million. Recent expansion has seen the opening of a new
£27 million campus in Ningbo in China, the first foreign university to be allowed on
Chinese soil, while the university also possesses a campus in Malaysia. Nottingham
Trent University is also one of the leading ‘new’ universities, being consistently within
the UK top ten for graduate employability.

Located on the edge of the city centre, one the sub-region’s main innovative assets is
BioCity Nottingham, a groundbreaking healthcare and bioscience innovation and
incubation centre providing high-quality accommodation and tailored business
support for these sectors. Phases one and two of BioCity are now operating at full
capacity, housing a total of 54 biotechnology companies employing around 450
people, while phase three is also nearing completion. This will offer an additional
48,000 sq ft of space for businesses, allowing existing companies to move into larger
premises while freeing up smaller units for new business start-ups.

In addition to ongoing development of BioCity, the expansion of Nottingham Science
and Technology Park and the University of Nottingham’s Innovation Park is also
helping to foster innovation within the science and technology sectors.

iii. Resource Efficiency

Due to high natural concentrations of coal and water, the Trent Valley has seen the
development of three of the UK’s major coal fired power stations – Cottam, West
Burton and Ratcliffe-on-Soar – the latter of which is located within the south of the
sub-region. One negative by-product of this trend is the resulting high level of carbon
dioxide emissions that are released within Greater Nottingham, with Ratcliffe alone
being responsible for the release of over 13 kilotonnes of CO2 per year into the local
environment. However, with the increasing global demand for energy, which is
predicted to increase by 50% by the year 2030 and is largely expected to be met by
the further exploitation of fossil fuels, the sub-region is potentially well-placed to help
meet these growing requirements through the exploitation of new clean coal

Despite the previous collapse of the coal mining industry within the East Midlands
and the large-scale closure of collieries across the sub-region, such as Cotgrave,
Babbington, Newstead, Gelding and Calverton, Greater Nottingham still possess
major reserves of surface and high-level coal. In addition to this, the sub-region also
has significant deposits of sand and gravel, as well as unexploited gypsum and
brickclay resources.

In an attempt to develop and exploit local sources of ‘green’ energy, the sub-region
has already seen the creation of a number of new renewable energy companies. One
example of this is ReNU, a wood heat social enterprise that has been developed out
of the Nottinghamshire Wood Heat Project. Established in 2003, ReNU specialises in
the production and delivery of biomass and already supplies a number of schools
within Greater Nottingham that have converted to wood heat powered boilers. The
sub-region also has the potential to further develop the production of renewable
energy from wind power and ground source heat pumps, while changes in the
farming sector and the ongoing need for agricultural diversification offer further
opportunities for the growing of new energy crops within the rural parts of the sub-
region, such as short coppice willow for wood heat and oilseed rape and sugar beet
for conversion into bio-diesel.

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

3. Strategic Context

The following section summarises some of the main regional strategies relating to
business, innovation and growth.

i. A Flourishing Region: Regional Economic Strategy for the East Midlands

Within A Flourishing Region the importance of business, innovation and growth to the
region’s economy is highlighted within Strategic Priorities 2 (Enterprise and Business
Support), 3 (Innovation) and 5 (Energy and Resources) of the RES. These strategic
priorities emphasise the importance of:

   Increasing enterprise to improve competition and stimulate the development of
    new products of processes.
   Increasing the number of new business start-ups to improve overall economic
   Developing a culture of enterprise to improve the recognition of entrepreneurship
    as an option and an opportunity for individuals to realise personal ambitions and
   Creating an innovation culture and community across the East Midlands to
    accelerate and drive productivity.
   Exploiting Nottingham’s status as a ‘Science City’.
   Exploiting the strength and knowledge of the region’s universities and
    encouraging greater engagement with businesses to exploit research excellence
    and build a knowledge-based economy.
   Improving the way that businesses use natural resources.
   Moving towards a resource efficient and low carbon economy.
   Encouraging the development of cleaner, more efficient production processes
    which strengthen competitiveness.

Within each of these strategic priorities, SSPs are highlighted as key partners in
addressing the following priority actions:

2. Enterprise and Business Support

2a. Building an Enterprise Culture

Harness a culture of enterprise

   Create a continuous path of enterprise education and awareness available to all
    in the region, linked to the provision of start-up assistance for those who wish to
    access it.

2b. Creating a Dynamic SME Base

Targeted provision to improve business creation

   Create a coordinated long-term campaign to develop enterprise skills, raise the
    profile of enterprise and help people identify opportunities; focussing on people
    aged 35-55, particularly women. The 35-55 age group is proven to have the
    capital competence and ideas to successfully start a new business.

                       BIG SAT: STRATEGIC PRIORITIES 2009-12

Increase business survival

   Provide best practice support, linked to the enterprise campaign, to ensure that
    all people are offered:

    o   Consistent high quality advice prior to setting up their businesses, irrespective
        of where they are based in the region, that is tailored to their individual needs.
    o   Ongoing business support as their business grows that is targeted at
        increasing survival rates amongst businesses that are 12 to 36 months old.

2c. Supporting Innovation and Diversification in Manufacturing

Supporting innovation and diversification in manufacturing

   Through the national Manufacturing Advisory Service, target support to firms that
    are ready and willing to innovate and assist their investment in diversifying their
    products, processes or markets and link these firms to wider Business Link
    support for growth and skill development.

2d. Overcoming Barriers to SME Growth

Provide high quality business support

   Develop an integrated regional business support network that:

    o   Helps SMEs to overcome the knowledge based barriers that can prevent
        them from maximising growth opportunities.
    o   Provides access to relevant advice and guidance to businesses as they grow
        and is easy for businesses to understand and access.

Improving access to finance

   Create a regional ‘escalator’ of funding sources from both the public and private
    sectors, so that businesses have access to appropriate finance as they grow,
    delivered through:

    o   Programmes which ensure they are ‘investment ready’ to maximise available
    o   Targeted financial support packages for specific business groups.

2e. Supporting Firms to Become Internationally Competitive and Attracting Inward

Targeting foreign direct investment

   Target FDI activity on those market sectors that are likely to contain knowledge
    driven R&D intensive investments and back this up with:

    o   Specialist support to the investing companies to their local needs, including
        aftercare support.
    o   Specialist support that meets the needs of those larger companies that fall
        outside mainstream business support mechanisms.

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

3. Innovation

3a. Increasing Investment in R&D

Increasing research and development

   Provide targeted support to foster innovation within businesses and encourage
    them to undertake more research and development with the aim of:

    o   Creating new market opportunities.
    o   Developing innovative new products, processes and services.
    o   Maximising the opportunities offered by existing support mechanisms (such
        as R&D tax credits) and improving access to finance for R&D.

Developing research excellence

   Develop research excellence so the region can compete for and benefit from a
    larger share of public and privately funded R&D.

   Enhance the growth and investment in the region’s research and science base,
    including the universities.

3c. Research Efficiency Through Effective Use of Technology and Management

Providing business support on resource efficiency

   Introduce a range of resource efficiency business support measures that enable
    regional businesses to adopt leading best practice related to:

    o   Avoidance, reduction and improved management of waste.
    o   Creation of new markets for innovative products and services derived from
    o   More productive and efficient use of energy, water and materials.
    o   Promotion and implementation of environmental and sustainable benefits to

3d. Translating Scientific Excellence into Business Success

Maximising the impact of Science City Nottingham

   Maximise the impact of Nottingham’s Science City designation to the benefit of
    the wider region particularly in science and technology focussed infrastructure
    development and regeneration by:

    o   Encouraging greater and more effective collaborative working between the
        Nottingham universities, other research establishments and businesses to
        build the infrastructure, expertise and knowledge needed to attract and retain
        high value science and technology based businesses.
    o   Extending outwards from Nottingham to develop regional research

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

3e. Growing the Region’s Key Sectors

Growing the region’s key sectors

   Ensure that the priority sectors (transport equipment, construction, food and
    drink, and healthcare) are considered in the implementation of other actions in
    the RES to support growth, address skills needs and focus on efficiency and
    excellence. For example:

    o   By ensuring skills and training providers are matching their provision to the
        needs of these sectors.
    o   By encouraging business support organisations to consider these sectors in
        the setting of their priorities and delivery of their services.

5. Energy and Resources

5b. Exploitation of New and Growing Low Carbon Markets

Utilising renewable energy technologies

   Maximising the economic and environmental benefits of renewable energy
    technologies by promoting their development and deployment through:

    o   The creation of a regional renewables investment plan.
    o   Promote demand for and showcase renewable technologies.
    o   Support supply chain development to ensure regional economic benefit from
        renewables investments.

Exploiting low carbon technologies

   Ensure that businesses are well placed to exploit the opportunities presented by
    the growing global marketplace for low carbon products/services through:

    o   Regional awareness raising and communications campaigns.
    o   The provision of dedicated low carbon business support.
    o   Creating stronger linkages between the private sector and Higher Education
        Institutions active in low carbon research and development.

5c. Ensuring an Infrastructure for a Low Carbon Economy

Energy and waste capacity

   Promote the development of a more secure, diverse and sustainable energy and
    waste infrastructure and innovative approaches to providing energy and waste
    services within our economy by:

    o   Promoting and investing in renewable and low carbon energy generation.
    o   Promoting and investing in diverse and localised energy supply.
    o   Promoting and investing in diverse and localised waste management.
    o   Influencing private sector utilities and regulators concerning the capacity and
        longevity of existing supply and distribution of waste management

                     BIG SAT: STRATEGIC PRIORITIES 2009-12

Further information on A Flourishing Region and the copy of the RES evidence base
can be found at www.emda.org.uk/res.

ii. Business Support Simplification Process

National Overview

During the 2006 Budget, the then Chancellor of the Exchequer, Gordon Brown,
announced the Government’s intention to reduce the number of publicly funded
business support schemes from 3,000 to less than 100 by 2010. The following year
the 2007 Pre-Budget Report then also announced that Business Link would become
the primary access route for individuals and businesses seeking support.

The aim of the Business Support Simplification Programme (BSSP) is to make it
easier for companies and entrepreneurs to understand and access government
funded grants, subsidies and advice with which to start and grow their businesses. It
is intended that BSSP will reduce customer confusion and make the delivery of
publicly funded business support more efficient and effective.

To take forwards BSSP, the Department for Business Enterprise and Regulatory
Reform (BERR) is in the process of developing a national Product Portfolio, outlining
a set of common publicly funded business support products. This will total no more
than 100 products on offer from a range of respected providers by 2010.

Although the new Product Portfolio is currently under development, BERR has
already identified a total of 18 broad business themes under which the products will
sit. These are as follows:

   Business collaboration networks
   Business creation
   Business expertise for growth
   Capital investment grants
   Debt finance
   Export credit guarantee
   Financial awareness and capability
   Getting the most from foreign direct investment
   Innovation collaborations
   Innovation finance
   Investigating new overseas markets
   Local community business coaching
   Preparing to export
   Promoting resource efficiency and sustainable waste management
   Risk capital
   Shared business support environments
   Skills solutions for business
   Protecting the natural environment

The first products under the new Product Portfolio are already online, with further
products being introduced up until 2010, when the full Portfolio will be in place.

East Midlands Overview

Within the East Midlands, emda has been leading on the simplification of business
support within region since the national BSSP programme began in 2006. This

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

started with the development of a regional Business Link model and the positioning
of the Business Link brand as the primary gateway to business support within the
East Midlands. Emda has also mapped existing business support within the region,
developed a set of simplification principles and has also begun work on streamlining
services to businesses under 15 business support headings.

To date, BSSP activity within the region has included:

   Completing the move to single regional Business Link information, diagnostic and
    brokerage (IDB) service.
   Launching an enhanced Manufacturing Advisory Service (MAS), which has
    brought together other forms of manufacturing support.
   Developing a model to top-up Business Link branded activity for resource
    efficiency, land based business and social enterprises.
   Developing a regional start-up offer delivered under the Business Link brand and
    piloting models to top up support for hard to reach groups.
   Piloting High Growth coaching and rolling out an expanded holistic, flexible
    programme including coaching for growth companies.
   Developing Innovation Networks (iNets) – sector specific networking and
    brokerage services which will be aligned with the Business Link brand.

Early in 2007, the Employment and Skills Partnership (ESP) set up a Task and Finish
Group to progress BSSP within the region. The group is chaired by emda and
includes representation from the Learning and Skills Council, JobCentre Plus, the
local authorities, HE bodies, SSPs and business representative groups.

The Task and Finish Group has mapped business support across regional partners,
developed emda’s approach into agreed regional principles and a framework for
business support, and embedded simplification principles into the development of
spending plans for the European Social Fund (ESF) and European Regional
Development Fund (ERDF). Significant progress has also been made with individual
local authorities in joining up with Business Link branded IDB and start-up activity in
the region.

At the time of writing, emda has developed the following regional business support

   Business information, diagnosis and brokerage service – Business Link East
   Business start-up – Business Link Start-Up Offer
   Mentoring – Mentoring for All
   Placements and graduate recruitment – Gradtobusiness and Hotprospects
   Training – Train to Gain
   Improving business competitiveness – Manufacturing Advisory Service and
    Business Transformation Grants
   New technology – East Midlands New Technology Initiative
   Innovation – Innovation Networks (iNets): Healthcare, Transport Equipment,
    Construction, Food and Drink
   Access to finance
   Leading business improvement
   High growth – High Growth and Route to Market
   International investment
   Tourism – East Midlands Tourism’s Quality Improvement Programme

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

More information on the BSSP can be found on the BERR website at
www.berr.gov.uk and also the ESP website at www.esppartnership.org.uk.

iii. Innovation Strategy and Action Plan for the East Midlands 2007-2010

The Regional Innovation Strategy (RIS) sets out a comprehensive framework and
action plan for future investment and support of innovation across the East Midlands.

In order to deliver the RIS and coordinate the actions of the four themes, a number of
business-led Innovation Networks (iNets) will be established, focussed on the
region’s industry and research strengths. These will initially be developed within the
following four areas:

   Healthcare
   Transport
   Environmental markets (including sustainable construction)
   Food and drink

An iNet is a concentration of businesses, universities, public sector organisations and
individuals (innovation stakeholders) that are brought together around a shared
interest in a market sector or the technologies that underpin it. Each iNet will be
supported by a dedicated iNet Team, who will deliver the actions outlined within the
Regional Innovation Strategy. iNet Teams will act as market makers and will drive
interactions to raise the level of knowledge exchange and innovation within their
area. iNets will also be supported to develop a physical presence, an Innovation Hub
(iHub), possibly within an innovation or research centre and involving both academic
and business partners. Each iHub will establish and maintain close links with activity
centres, such as region-based centres of innovation and technology activity that are
complementary to the focus of the iNet.

The RIS is based around four interlinked themes, which are as follows:

   Building innovation networks for knowledge exchange
   Delivering high quality innovation support for businesses
   Creating an effective environment for innovation
   Fostering enabling and emerging technologies

To implement the RIS, a series of actions have been developed under each of the
four strategic themes with a number of key having also been identified to help take
forward each action. These are as follows:

1. Establish business focussed iNets to drive and increase knowledge exchange
   (East Midlands Innovation, emda, innovation stakeholders).

2. Establish iHubs (East Midlands Innovation, emda, iNet partners).

3. Establish iNet Teams in each iHub to coordinate the activities of the iNets (East
   Midlands Innovation, emda, iNet partners).

4. Stimulate the demand from business for innovation support (East Midlands,
   Business, emda, Business Link, other innovation stakeholders).

5. Stimulate the demand from business for innovation finance (East Midlands
   Innovation, emda, Business Link, other finance stakeholders).

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

6. Stimulate the demand from business for innovation skills (East Midlands
   Innovation, emda, Business Link, other skills related stakeholders).

7. Ensure iNets are appropriately integrated into investment plans for innovation
   facilities (East Midlands Innovation, emda, SSPs).

8. Develop and maintain a Regional Innovation Portal (East Midlands Innovation,

9. Encourage a culture and positive attitude to innovation (East Midlands
   Innovation, emda, SSPs, local authorities, universities, FE colleges).

10. Identify emerging technologies where the region can establish a leading position
    (East Midlands Innovation, emda, universities, businesses, business

11. Provide support for R&D programmes that can deliver sustainable competitive
    advantage for the region (East Midlands Innovation, emda, universities,
    businesses, business organisations).

12. Promote the benefits of enabling technologies and processes (East Midlands
    Innovation, emda, Design Council.

A full copy of the RIS can be downloaded from the East Midlands Innovation website
at www.eminnovation.org.uk.

iv. East Midlands Technology Framework 2008-11

The Regional Technology Framework (RTF) is an integral part of the Innovation
Strategy and Action Plan for the East Midlands 2007-10 and supports the theme of
‘fostering enabling and emerging technologies’. SSPs have been highlighted as key
stakeholders within the RTF along with emda, local authorities, companies,
universities, further education colleges, the National Health Service and Nottingham
Science City.

The RTF is based on four strategic objectives, which are as follows:

   Improve the profile and influence of the East Midlands as a technological region.
   Maximise investment for technology in the East Midlands.
   Develop the supportive environment for technology development and exploitation
    in the East Midlands.
   Enhance and exploit East Midlands’ technological strengths and opportunities.

For each strategic objective a series of required actions have been formulated.
These are as follows:

1. Improve the profile and influence of the East Midlands as a technological region

   Influence European, national and regional technology policy processes, ensuring
    they reflect East Midlands’ technology priorities.
   Promote the East Midlands as a region of technology excellence.

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

2. Maximise investment for technology in the East Midlands

   Attract new inward investments from companies, government and other national
    research and technology activities.
   Encourage large companies to make strategic technology investments in the
    region by providing targeted support.
   Encourage East Midlands’ businesses and universities to participate in EU and
    national technology programmes.

3. Develop the supportive environment for technology development and exploitation
in the East Midlands

   Ensure that companies working in the technology priority areas have access to
   Improve the focus and impact of technology education and skills in the region.

4. Enhance and exploit East Midlands’ technological strengths and opportunities

   Increase R&D and technological collaboration between higher education and
    companies across the region.
   Support the concentration of R&D and the exploitation of technology around the
    priority technology areas.

To deliver these required actions the RTF will focus on five priority technology areas,
which are under-pinned by a number of sub-areas:

   Materials

    o   Lightweight and composite materials
    o   High-temperature materials
    o   Construction materials
    o   Biomaterials

   Design, engineering and manufacturing

    o   Design and rapid manufacturing
    o   Process engineering

   Energy and waste

    o   Energy efficiency
    o   Fuel combustion
    o   Energy storage, integration and distribution
    o   Renewable energies
    o   Waste minimisation, management and recycling

   Information and communication technologies (ICT)

    o   Instrumentation measurement and imaging
    o   Intelligent systems
    o   Sensors and controls
    o   Computation

   Biotechnologies and theraputics

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

    o   Microbiology and hygienic environments
    o   Tissue and cell engineering
    o   Bio-nanotechnology
    o   Drug discovery and development

A full copy of the RTF can be downloaded from the East Midlands Innovation website
at www.eminnovation.org.uk.

v. Regional Energy Strategy

The Regional Energy Strategy forms part of the Integrated Regional Strategy (IRS)
and provides a framework for a sustainable approach to energy across the East

The policies and actions outlined within the Strategy are based around the four
energy hierarchy priorities adopted by the LGA in 1998, which are as follows:

   Reducing the need for energy.
   Using energy more efficiently.
   Using energy from renewable sources.
   Making clean and efficient use of fossil fuels.

The Strategy outlines 17 main regional energy policies, which are as follows:

1. To ensure that greenhouse gas emissions are significantly reduced to protect the
   region from future impacts of climate change.

2. To encourage high standards of building design and renovation, which allow for
   good indoor environment, whilst reducing the energy demands for heating,
   lighting and cooling.

3. To ensure that planners and building professionals are aware of the opportunities
   to minimise energy use in buildings and for transport through careful siting and
   design of new developments.

4. To encourage people and communities to reduce the impact that their use of
   energy has on their local and global environment, particularly in relation to
   climate change.

5. To equip people with the skills and knowledge to respond to the changing energy

6. To promote and support the improvement in energy efficiency as a means of
   improving the condition of homes and health.

7. To promote and support the improvement in energy efficiency as a means of
   improving the competitiveness of the region's industrial base and of protecting
   valuable natural resources.

8. To promote and support the development of energy service companies within the

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

9. To promote and support the development of markets for heat, recognising that
   heat is as an important commodity for energy services in homes and businesses.

10. To ensure that an increasing amount of the electricity used is generated from
    renewable sources.

11. To promote and support a growing market in renewable energy electricity

12. To ensure that renewable energy installations or developments are designed
    sensitively to take full account of their impact on the historic or natural

13. To encourage the uptake of domestic and small scale community owned or run
    renewable energy schemes.

14. To promote and support the use of cleaner fossil fuel technologies in buildings
    and transport.

15. To ensure that the energy infrastructure in the East Midlands is maintained and
    enhanced for a reliable and secure energy supply, that is accessible to new
    generation capacity.

16. To support the energy generation and supply industries within the East Midlands
    and promote a shift to a low carbon economy.

17. To encourage research into new and emerging technologies and support
    mechanisms for their deployment.

A full copy of the Regional Energy Strategy can be downloaded from the East
Midlands Regional Assembly’s website at www.emra.gov.uk.

vi. East Midlands Regional Waste Strategy

The Regional Waste Strategy provides a strategic framework to allow the East
Midlands to progress towards more sustainable ways of producing and consuming
goods, and then recycling and recovering as much value as possible from the waste
that is produced. It also identifies the current capacity of the region to manage its
waste and sets out the waste management infrastructure that will be developed to
meet future needs.

The Strategy focuses on ten issues which are considered to be the highest priorities
that must be addressed if the region to make a step change to a more sustainable
future. These are as follows:

1. Planning our future waste management infrastructure

The Strategy sets out the pressing need to develop waste treatment and disposal
capacity – to provide alternatives to burying waste in landfill sites, to meet legislative
requirements and to ensure that the region has sufficient infrastructure in place to
cope with future growth in the amount of waste arising. Guidance is therefore
provided to local authorities to support delivery of the strategy through their Waste
Development Frameworks and Local Development Frameworks.

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

2. Education, behavioural change and promotion of best practice

Reducing the amount of waste generated, both by householders or businesses, is
the highest priority for the Strategy. This will require that the people of the East
Midlands change the way they behave in relation to the waste materials that they
produce. This will be achieved through the development and delivery of a Regional
behavioural change plan.

3. Improving the efficiency of our resource use and reducing commercial and
   industrial wastes

Commerce and industry produce the majority of the region’s wastes, and are also
relatively inefficient in the amount of waste generated and energy used in the
production of goods and services. A suite of actions are therefore proposed ensuring
that businesses understand and therefore seek to improve their efficiency and are
aided in doing so through regionally coordinated business support infrastructure.

4. Prevention and improving management of hazardous wastes

Recent legislative changes mean that the availability of facilities in the Region to
manage hazardous wastes are now severely restricted. The Strategy therefore sets
out to facilitate the minimisation of hazardous wastes and ensure that the Region
works towards appropriate management of those hazardous wastes that do arise.

5. Prevention and improved management of Municipal Solid Wastes

Although local authorities in the region are making steady progress to recycle and
recover municipal wastes, significant work will be required in the future to ensure that
EU and UK Government targets for recycling and recovery are exceeded. The
strategy therefore proposes a suite of regional actions to support and aid municipal
waste minimisation, recycling and recovery.

6. Procurement and market development

Increasing the amount of waste that is recycled depends on demand for recycled
products. This will be addressed through a regional market development plan for
recycled materials, supported by requirements that both public and private sectors in
the region procure a proportion of recycled goods. This section also looks at the need
to develop new waste treatment facilities within the region that provide alternatives to
traditional waste management methods as well as innovation within the waste

7. Reduction and management of construction and demolition waste

The construction and demolition industry produce over 38% of the Region’s wastes
and use large quantities of virgin building materials. The Strategy therefore proposes
development of a programme to promote best practice in construction waste
management and to maximize the use of recycled building materials.

8. Managing the impacts of regional and sub-regional growth

Proposed housing developments – particularly in Northamptonshire – will have
significant impact on the Region’s waste arisings. Measures are therefore proposed
that ensure the highest standards are achieved in the development of new housing in
terms of minimal waste generation during construction, but also improved planning

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

and design to facilitate ongoing sustainable waste management in these growth
areas in the future.

9. Addressing agricultural and rural waste management

The management of agricultural wastes faces more stringent controls, and the
diverse geographic nature of the East Midlands Region means that rural areas such
as the Peak District and Lincolnshire fenlands present diverse needs in terms of
waste management services and infrastructure. The Strategy seeks to address these
issues through the formation of a Regional Rural Waste Management Stakeholders
Forum to champion best practice in rural waste management and to support and
advise the agricultural industry as legislative changes are introduced.

10. Reducing fly-tipping

In the 2003, there were over 41,000 reported incidents of fly-tipping in the East
Midlands, costing over £1.1 million to clear and dispose of. As controls on waste
management become increasingly stringent and therefore waste management more
expensive, there is a defined need to coordinate and address fly-tipping through
targeted campaigns and enforcement action.

A full copy of the Regional Waste Strategy can be downloaded from the East
Midlands Regional Assembly’s website at www.emra.gov.uk.

4. Strategic Priorities

In formulating its objectives for the 2009-12 financial period, the BIG SAT has agreed
to focus its work and resources on the priority actions that SSPs have been tasked
with addressing in Strategic Priorities 2 (Enterprise and Business Support), 3
(Innovation) and 5 (Energy and Resources) of the Regional Economic Strategy.
These are as follows.

i. RES Strategic Priority 2 (Enterprise and Business Support)

   Support the development of a culture of enterprise within the sub-region.

   Increase the number of business start-ups within the sub-region and the survival
    rates of businesses that are 12 to 36 months old.

   Improve access to finance for the sub-region’s businesses.

   Support the provision of inward investment activity that encourages companies to
    locate within the sub-region as well as the provision of specialist aftercare advice.

   Support the delivery of additional sub-regional activity, based issues of need and
    demand, that adds value to the regional business support portfolio through the
    provision of top up funding to regional programmes.

ii. RES Strategic Priority 3 (Innovation)

   Support the development of the sub-region’s creative industries.

   Support the development of design excellence within the sub-region.

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

   Support the development of the Nottingham Science City agenda.

   Support the development of greater linkages and collaboration between the sub-
    region’s universities and businesses that encourage knowledge and technology

   Support the development of the region’s Innovation Networks (iNets).

   Support the development of a culture of innovation.

iii. RES Strategic Priority 5 (Energy and Resources)

   Support the development and deployment of renewable energy technologies.

   Support the development of renewable and low carbon energy generation within
    the sub-region.

   Support the sub-region’s businesses to become more resource efficient and
    reduce the amount of waste they send to landfill.

5. Funding

i. Single Programme Allocation

The BIG SAT currently possesses an annual Single Programme funding budget of
£1,000,000 revenue with which to support economic development projects.

ii. 2009-10 Project Commitments

At the time of writing, the SAT has a number of prior project commitments for the
2009-10 financial year, which are as follows:

 EMX                  Project Name                      2009-10 Funding (£s)
 No.                                                Capital  Revenue      Total
 EMX      Mentoring For All                                0    42,750     42,750
 EMX      Start-Up Programme                              0     120,000    120,000
 EMX      eBusiness Programme                             0      50,000     50,000
 EMX      Ingenuity Programme                             0     100,000    100,000
 EMX      Hive Creative Zone                              0      96,000     96,000
 EMX      Business Breaks for Young People 4              0       5,000      5,000
                     Total Funding Allocation             0 1,000,000 1,000,000
                      Total Allocated Funding             0   413,750   413,750
                    Total Unallocated Funding             0   586,250   586,250

                      BIG SAT: STRATEGIC PRIORITIES 2009-12

The BIG SAT therefore has a total of £586,250 unallocated Single Programme
revenue funding potentially available to support new projects during the 2009-10
financial year.

iii. Proposed Budget Breakdown

The following indicative budget breakdown is proposed for the 2009-10 financial

   Virements to other regional and sub-regional projects and programmes: 50%

    o   eBusiness Programme: 5% (£50,000)
    o   Ingenuity Programme: 10% (£100,000)
    o   Mentoring for All: 4.2% (£42,750)
    o   Start-up Programme: 12% (£120,000)
    o   Unallocated: 18.8% (£187,250)

   Sub-regional projects: 50% (£500,000)

    o   Enterprise and business support projects: 20% (£200,000)

           Hive Creative Zone: 9.6% (£96,000)
           Business Breaks for Young People 4 (£5,000)
           Unallocated: 10.4% (£99,000)

    o   Innovation projects 20% (£200,000)

           Unallocated: 20% (£200,000)

    o   Resource efficiency projects: 10% (£100,000)

           Unallocated: 10% (£100,000)

iv. Invitation to Apply for Grant Funding Round

In order to encourage the submission of new project proposals for the 2009-10
financial year and beyond, it is intended that the BIG SAT will conduct an Invitation
for Grant Funding (IAGF) round during the autumn of 2008, inviting the submission of
project outlines that address its agreed strategic objectives.


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