Written evidence from the University of
Plymouth
EXECUTIVE SUMMARY
The University of Plymouth, the enterprise university,
strongly supports the creation of Local Enterprise Partnerships
(LEPs). We consider that the inclusion of a university within
a LEP is of key importance. A university has a clear role as an
"urban innovation engine"[113]
of the regional economy developing economically and socially vibrant
cities.[114]
Depending on location and circumstance it may also be important
for universities to be involved in more than one LEP, maximising
interaction between education, innovation and business communities
regardless of boundaries. To ensure the success of LEPs, it is
important to ensure that form follows function, with each LEP
reflecting a specific localised context. Where functions are overseen
centrally, it will be essential to ensure local assets and priorities
are arranged and utilised to achieve maximum economic benefit,
without placing too high an administrative burden on those administering
each LEP.
THE UNIVERSITY
OF PLYMOUTH
The University of Plymouth, the enterprise university,
is an ambitious, world-class institution. The University has its
roots as a College of Navigation in 1862 and actively demonstrates
how universities can play a key role in leading the development
of an economically, culturally and socially vibrant enterprise-led
region.
The University is a top 50 UK research university
with 80% of research judged in the RAE 2008 as being of international
repute, and is a partner in the Peninsula College of Medicine
and Dentistry, treating 500 people per day across the South West
region.
The University has excellent links with business
through the "Enterprise Solutions" gateway. In the last
year we have been able to assist nearly 1000 businesses and over
1600 individuals. The University is a leader in knowledge transfer
and the largest provider of KTP in the South-West region, currently
overseeing 28 projects with a value of £2.6 million.
At Plymouth, there is also a strong emphasis
on entrepreneurship, volunteering and work placements. Through
the Plymouth Graduate Internship programme nearly two thirds of
interns placed with organisations are retained in these companies
in newly created graduate level jobs.
Plymouth is home to one of the largest Marine
Institutes in Europe, and in partnership is investing £25
million in the Plymouth Science and Innovation Programme to build
a new world-class marine facility which will house state-of-the-art
research facilities, unique to the UK.
The University recently won the contract to
manage the Pool Innovation Centre, the first of its kind in the
county of Cornwall. This is a landmark £12million, purpose-built
centre that will support activities at the University-owned Tamar
Science Park and incubation centres.
RESPONSES TO
KEY POINTS
1. The functions of the new Local Enterprise
Partnerships (LEPs) and ensuring value for money
1.1 As in guidance recently provided by
Government, we consider that form should rightly follow function
with each LEP reflecting a specific localised context. In most
contexts function might include all of the following: Housing;
Business Support; Innovation; Sector Development; Transport; Employment/
Worklessness; Skills; Culture/ Tourism; Regeneration; Trade; Technology
Strands; Finance; Research & Development and Planning. However,
this will naturally vary based upon local priorities.
1.2 It has been suggested that some of these
functions might be organised on a national level, for example
Innovation, through a different mechanism outside of LEPs. If
this were the case, care would need to be taken to ensure local
priorities and assets (ie Innovation Centres in specific LEP areas)
can be arranged, utilised and maximised for economic benefit according
to the needs and demands of local partners. This should be achieved
with a minimum level of intervention and bureaucratic burden being
placed upon those running the LEP.
1.3 Returning to function however, consultation
with the business community and their representative bodies has
revealed in many cases that in their view function should be focused
upon relative contribution to economic growth, with areas such
as Worklessness sitting outside of any LEP.
1.4 It is as yet unclear what, if any, money
will flow centrally for any LEP outside of the Regional Growth
Fund. Therefore, value for money should also be determined locally.
This will inevitably be measured by the relative input of the
partners in the consortium. Poor value will lead to a lack of
buy-in and thus participation, particularly by the private sector.
For centrally allocated or contested funding, standard measures
based upon outputs and outcomes should be applied.
2. The Regional Growth Fund, and funding
arrangements under the LEP system
2.1 The Regional Growth Fund should be based
upon a contestable model, not based proportionally upon the old
boundaries of the RDAs and how they were historically funded.
Novel proposals and those which will achieve the greatest impact
should be encouraged, as locally defined and hence valued in the
local context. Other funding for LEPs should be provided from
specific streams relevant to the function of the LEPs, making
use of both public and private sector funding to support activities.
3. Proposals for ensuring co-ordination of
roles between different LEPs
3.1 LEPs need to achieve an optimum size. Making
sure that sufficient critical mass is achieved whilst ensuring
the LEP remains locally accountable should be a key consideration
when determining the final membership structure and functions
of LEPs. Relevant central government departments will have a critical
role in ensuring co-ordination between different LEPs.
4. Arrangements for coordinating regional
economic strategy
4.1 Care needs to be taken here in order
not to recreate another regional layer or RDA equivalent. In the
new structure the question of what constitutes regional must be
clearly answered. For example, will the previous RDA boundaries
remain in place? In terms of economic boundaries, and particularly
for functions such as transport infrastructure, central government
needs to maintain a broad overview of the national situation,
with the relevant department acting as the co-ordinator and broker
to facilitate activities. For example, the Department for Transport
will need to facilitate the development of new roads which span
several LEP boundaries. Local authorities will also have a key
role to play here, and will need to work closely on such projects.
5. Structure and accountability of LEPs
5.1 Structure should be determined locally,
and solutions for neighbouring economic geographies might look
very different from one another. This is not necessarily a bad
thing, as the "one size and model fits all" approach
has failed in the past. For example, some areas might propose
an overarching LEP with a sub-LEP framework while others might
propose to place the LEP title at the sub- level and still have
an overarching framework which acts in a co-ordinating role. Others
might simply be freestanding with no sub-structures.
6. The legislative framework and timetable
for converting RDAs to LEPs, the transitional arrangements and
the arrangements for residual spending and liability of RDAs
6.1 The framework and timetable needs to
reflect the inevitably variable speed at which different LEPs
will be formed and become operational. This need not affect the
timetable for transition or abolition of bodies such as the RDAs.
Transitional arrangements should be made within each specific
LEP with a lead organisation identified early in the process.
6.2 Arrangements for residual spending and the
transfer of the assets and liabilities of RDAs should be made
based upon an assessment of the most appropriate potential partner
within an emerging LEP. In most cases this might be a local authority
or educational institution, whilst in others a business representative
organisation or a joint venture vehicle may be more appropriate.
These could be established specifically for such a purpose with
both public and private sector partners.
7. Means of procuring funding from outside
bodies (including EU funding) under the new arrangements
7.1 Given that LEPs will be formed from
both the public and private sector, it is expected that the means
of procuring funding will already exist within most LEP boundaries,
meaning new structures will not be necessary. Local Authorities
and Universities and Colleges, as well as others participating
in any LEP are usually well geared to procure funding from outside
bodies including EU funding. Therefore, partners with the expertise
and experience here should lead this aspect as part of their contribution
to their LEP. This will avoid duplication and wasted money in
setting up new administrative functions in each LEP.
8. The role of universities within LEPs
8.1 For any LEP, the role of universities
and further education colleges will be crucial in supporting economic
growth in terms of both skills and innovation, and supporting
and growing the business base. For example, the University of
Plymouth operates an Innovation, skills and enterprise platform
which includes the only functioning Science Park west of Oxford.
This in turn is linked to Innovation Centres in Cornwall. As this
platform might potentially span two or more emerging LEPs, it
will be crucial for Universities to be able to span one or more
LEPS. Equally, LEPs nationally should aim to maximise their interaction
with the education and research base regardless of boundaries.
RECOMMENDATIONS
1. That all universities are encouraged
and supported in playing an active role in the development of
LEPs and the innovation infrastructure for their local area.
2. That universities are able/encouraged
to span one or more LEPs if appropriate, reflecting their area
of influence and their contribution to economic development nationally
as well as locally.
3. That the structure of each LEP is such
that it reflects priorities locally, and that a critical mass
in terms of membership is achieved, whilst maintaining local accountability.
4. That central funding should be allocated
based on a contestable model, encouraging development of collaborative,
innovative and high impact projects.
5. That the transition framework and timetable
reflects the inevitably variable speed at which different LEPs
will become operational.
13 August 2010
113 The Work Foundation-Embedding Universities in Knowledge
Cities-December 2008. Back
114
OECD-(Re)Conceptualising the Academy: Institutional development
of and beyond the third Mission-December 2008. Tim Vorley University
of Cambridge and Jen Nelles, University of Toronto. Back
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