Agenda item

To consider a presentation on the developing BCP Growth Plan.

The Portfolio Holder for Destination, Leisure and Commercial Operations

 Introduced the item, and the Board considered a presentation, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'A’ to these Minutes in the Minute Book. The Chair of the Growth Board also attended the meeting to provide their perspective to the Board. An early draft Growth Plan was presented.  It was noted that the Plan sets out a 10-year vision to 2036, with the aim of supporting a connected, sustainable, and inclusive economy. Four core themes underpin this vision: Thriving People, a Strong Economy, Vibrant Places, and Connected Places. Key performance measures identified within the Plan include job creation, Gross Value Added (GVA), and levels of inward investment.

It was reported that the Plan was developed through a series of sector workshops and wider engagement activity, with strategic leadership and sector representation provided by a Business Growth Board. The document is intended to be iterative in nature, with ongoing refinement expected as it evolves. Key interventions were highlighted, including the development of strategic regeneration frameworks for major sites, the strengthening of talent pipelines and skills development programmes, and the establishment of a proposed inward investment agency. Additional priorities include infrastructure improvements, particularly in transport and energy capacity, alongside a focused agenda on green skills and sustainability. A number of issues were raised in discussion of this item including:

·     Delivery and Leadership - It was emphasised that effective delivery of the Growth Plan would rely on strong and coordinated leadership. The need for partnership working between the Council, private sector organisations, and key stakeholders was highlighted. It was further noted that clear accountability for delivery would be required to ensure that progress is maintained and that responsibilities are clearly defined.

·     Integration with Other Strategies - The need to ensure that the Growth Plan is aligned with other key strategic documents was highlighted. In particular, it was noted that integration with the Local Plan and the Local Transport Plan would be essential to ensure a coordinated approach. It was observed that alignment between these strategies would support more effective delivery and avoid conflicting priorities.

·     Evidence Base - It was suggested that the assumptions underpinning the proposals within the Plan should be supported by a strengthened evidence base. Members indicated that further data and analysis may be required to test the feasibility of proposed interventions. The importance of clear performance measures and evidence to support decision-making was emphasised.

·     Skills and Workforce - A need to strengthen the focus on skills and workforce development was identified. It was suggested that greater emphasis should be placed on apprenticeships, vocational training, and trade-based skills. The importance of developing a local workforce capable of meeting future economic demands was highlighted, alongside the need to ensure opportunities are accessible to local residents.

·     Community and Social Enterprise - Greater recognition of the role of community-led initiatives and social enterprises was suggested. It was noted that such organisations can contribute to inclusive growth and support local economic resilience. It was considered that the Growth Plan could be strengthened by more explicitly acknowledging these sectors and their contribution.

·     Public Accountability - Concerns were raised regarding the absence of a formal public consultation process. It was suggested that this could limit opportunities for residents and stakeholders to engage with the Plan. The importance of transparency and public involvement in shaping strategic priorities was highlighted.

·     Governance and Accountability - It was confirmed that the Growth Plan would be subject to Cabinet approval. It was also noted that the Overview and Scrutiny Board could play an ongoing role in monitoring progress. However, it was acknowledged that governance arrangements required further development, and greater clarity would be needed to ensure effective oversight and accountability.

·     Resourcing and Delivery Risks - It was highlighted that delivery would require significant resourcing and external funding. The Plan would need to move beyond high-level aspirations to clearly prioritised, deliverable actions.

·     Future Scrutiny - It was confirmed that the O&S Board would identify areas within the Growth Plan for future in-depth scrutiny. The Growth Plan would be treated as a live document, with ongoing Member input encouraged. Members were asked to provide feedback on the clusters and comments on the plan.

The Overview and Scrutiny Board RECOMMENDED to the Growth Board:

a)    That it engage with the National Emergency Briefing, and consider showing the briefing to Board members and the wider business community to help inform the future development of the growth plan. 

Voting: 7 in favour 0 against 2 abstentions

b)    That it undertake more extensive process of public consultation to enable a greater degree of public oversight and transparency. 

Voting: Unanimous

The meeting was adjourned at 7.30pm and resumed at 7.40pm.