Worcestershire 2040 Vision: Building a Connected, Creative, and Dynamic Economy

1. “To build a connected, creative, dynamic economy that delivers increased prosperity for all those who choose to live, work, visit and invest in Worcestershire.”

2. Worcestershire 2040 Vision: ’

3. 2040 - Desired Outcome Overall: A vision of what Worcestershire should ‘look like by 2040’. Like the picture on the box of a jigsaw, it will help us piece together the plans already underway and inspire people to see and add the pieces that are currently missing. A simple story for people to align around which will help us decide what to focus on with clear points of differentiation – not being the same as all the other LEP strategies. Address specific questions: What can/should Worcestershire be known for? How will the world change over the next 20 years? Who are our customers and what will they need in the future? Achieve outcome by: Facilitating the WLEP executive team Consulting with key stakeholders Researching wider context Ensuring the process is ‘outside in’ Do it now because: • Many of the schemes included in the SEP are now in delivery / completed – we need to plan the next horizon • Build on improving profile and positive momentum e.g. 5G • Local Industrial Strategy needs to be developed in early 2019

4. Our approach is to think, outside-in, about ‘what the world needs’ from Worcestershire in 2040 and then what is distinct about what we offer OUR CUSTOMERS • Government agenda • Existing and potential businesses • Cyber • Agritech • Advanced manufacturing • Health • Residents FUTURE TRENDS • E.g. Grand Challenges Our vision and story should sit at the intersection WLEP ASSETS & PIPELINE • Transport and physical connectivity • Energy, Utilities & Digital Connectivity • Economy • Population & Place

5. Future Trends

6. These trends are reflected in the Government’s ‘Grand Challenges’ Ageing Society AI and Data Mission: Use data, AI and innovation to transform the prevention, early diagnosis and treatment of chronic diseases by 2030 Mission: Ensure that people can enjoy at least 5 extra healthy, independent years of life by 2035, while narrowing the gap between the experience of the richest and poorest Clean Growth Future of Mobility Mission: At least half the energy use of new buildings by 2030 Mission: Put the UK at the forefront of the design and manufacturing of zero emission vehicles, with all new cars and vans effectively zero emission by 2040

7. Our Customers

8. Stakeholder Landscape

9. WLEP Assets / Pipeline

10. Worcestershire is a beautiful place to live in the heart of the country, a rural ‘shire’ yet closely connected to major centres of population, culture and strategic importance

11. Worcestershire 2040 By 2040 the physical infrastructure will have been built to deliver fast links to all corners of the country Redditch Town Centre Masterplan North Worcestershire infrastructure package to improve connectivity Redditch Industrial Estate Review North Worcestershire infrastructure package to improve connectivity HS2 Infrastructure package to support growth east of Kidderminster Western Access Growth Corridor – M42 circular Western Access Growth Corridor – M42 circular M42 corridor and A435 link HS2 M42 corridor and A435 link Infrastructure package to support growth east of Kidderminster A38 alignment Redditch Town Centre Masterplan A38 alignment Redditch Industrial Estate Review A46 corridor upgrade Worcester Western Link Road Honeybourne to Stratford Rail line Worcester Western Link Road Worcester City Centre Masterplan incl. Shrub Hill Worcester City Centre Masterplan incl. Shrub Hill Worcester Parkway Develeopment ‘Oxford Techlink’ – improved rail line to Oxford Worcester Parkway Development Worcester to London train time: 1hr 45min Worcester to London train time: 1hr 45min A46 corridor upgrade New Motorway junction – M5 7a / M50 1a North Cotswold line dualling to increase frequency and speed to London North Cotswold line dualling to increase frequency and speed to London Honeybourne to Stratford Rail line New Motorway junction – M5 7a / M50 1a ‘Oxford Techlink’ – improved rail line to Oxford

12. Emerging Vision

13. Connecting our insights: identifying the intersections OUR CUSTOMERS FUTURE TRENDS • ‘Government’ • Economic growth to drive living standards • ‘Good growth’ – ‘for the many’ • Productivity • Digital connectivity • Innovation • Local Government • Able to finance good local services through business rates and council tax • Demand management • Business • Sustainable growth • Productivity • Innovation • Connectivity • Skills • Premises • Residents • Environment and community • Good jobs • Affordable housing • Services • 'Grand Challenges’ • AI & Data • Ageing Society • Clean growth/sustainable living (IPCC report) • Future of mobility • Bots becoming common place • Internet of Things/Industry 4.0 • Block chain • 5G • Platforms = business model of fastest growth • Global competition Our vision and story must sit at the intersection WLEP ASSETS & PIPELINE • Accessibility and relative low costs of living • Highly qualified and loyal workforce • Strength in advanced manufacturing, logistics, healthcare, cyber security • Fastest growth in productivity • Process innovation (advanced manufacturing) • Information & Communication sector (cyber) • 5G Test Bed • Smaller region – should be able to be more agile • Microcosm of UK

14. Distilling the really big drivers FUTURE TRENDS • A world where everything is becoming digitised – we are only just at the beginning • A world where how we live and work has to transform in the next 20 years (IPCC) • Human life has to overcome its biggest ever challenge and transform in the next 20 years (IPCC) • A world where everything is becoming digitised – we are only just at the beginning OUR CUSTOMERS • Increasing productivity & living standards through an era of digital transition whilst combating possible climate change “Europe is in the midst of a digital transition driven by consumers, thriving technology hubs, and some world-renowned companies. But digitization is also about the extent to which firms and industries invest in and use digital. In these respects, Europe is much less advanced. Yet if its laggards double their digital intensity, Europe can add €2.5 trillion to GDP in 2025, boosting GDP growth by 1 percent a year over the next decade.” https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/digital-europe-realizing-the-continents-potential

15. 2040 Guiding Principles • Ambitious vision – Worcestershire aspires to achieve ongoing rapid GVA growth moving forward • Future employment and housing growth options to facilitate economic growth should maximise utilisation of existing corridors and infrastructure assets • Recognition of diverse nature of Worcestershire’s economy, consideration to be given to broader economic ‘clusters’ e.g. Manufacturing, IT and Cyber, Agri Tech with the further inclusion of Med-Tech as a key sector – also consider digital and marketing media, professional services and construction. • Partners to collaborate and support digital aspirations around rolling out 5G and improving digital connectivity across the county • Need to rebalance age demographic in county – links to housing agenda • Respect existing urban hierarchy of city/towns centres with focus on urban renewal • Worcestershire to become more self-sufficient as an energy consumer • Local control of any future ‘game-changer’ sites is key to ensure that Worcestershire is able to maximise the opportunities associated with future inward investment as a real value-add to the local economy

16. Our vision is to build on these foundations, transforming the county into ‘The Smartshire’ “The Smartshire” Quality of life Affordable Beautiful Rural Sustainable Inclusion Connected Skilled Dynamic Creative Secure Productive Innovative What we will be able to promise all those who live and work here: “The UK’s exemplar for inclusive growth, a super connected idyll.” 16

17. Others are focusing on a digital agenda, what can be distinct about Worcestershire? Bristol wins global Smart City Award

18. Pittsburgh

19. Making it happen

20. Part of a Broader Framework

21. We will refresh our strategic plan in 2019 through LIS development to focus on the new priorities which align with our vision “ The Smartshire Betaden Digital connectivity Decentralised energy network The Grand Challenges Training for older generations

22. Worcestershire Growth • ForeastEmployment Land Growth to 2040 • 400 – 428 hectares • Forecast Housing Growth • 46,000 dwellings to 2036 – based on adopted Local Plans • Additional circa 15,000 dwellings by 2040 subject to government targets – ESTIMATED TOTAL: 61,000 • External Influences / Considerations • Local Industrial Strategy • Housing and Growth Plans • Midland Connect / Out-of-County Infrastructure Schemes • NPPF Duty to Cooperate Statements • Unmet Housing Growth from Neighbouring Areas • Does this match Districts Council views?

23. WLEP Emerging Pipeline • 5G – Digital connectivity/Made Smarter programme with SME focus • MHSP expansion employment land / infrastructure / build Phase 6 • Redditch Town Centre Improvements – Railway Quarter / Kingfisher Centre / Enterprise and Education Quarter • Worcester City Masterplan– Shrub Hill redevelopment and rail station • North Cotswold Line Taskforce – improving rail journey times / frequency • University of Worcester – Medical School • BetaDen Technology Accelerator expansion – Redditch / Kidderminster / Worcester / Pershore • Evesham Town Centre development • Energy Strategy – targeted grid capacity improvements / EV infrastructure / hydro scheme • 5G Skills Academy • Worcestershire Cyber Skills Centre • Capital grant pot to encourage SME manufacturing to adopt AI, Robotics and Automation – (with a view to improve productivity)  • Construction Skills Academy – Kidderminster • This list needs to be added to and is not exhaustive

24. So where next? • Development of Local Industrial Strategy to improve productivity and deliver inclusive growth / prosperity • Extend Worcestershire 5G Test-bed programme • Collaboration • Evidence Base: Jan-Apr 2019 • Ideas / Interventions: Apr-Jun • Engagement: Jun-Jul • Drafting: Aug-Sep • Socialisation: Oct-Nov • Submission: Dec • Publish/Implement: March 2020

25. Worcestershire 2040 • Our purpose is “To build a connected, creative, dynamic economy that delivers increased prosperity for all those who choose to live, work, visit and invest in Worcestershire” and in service of this we have been making good progress in achieving the goals set out in our SEP which covers the period to 2025. • Despite these successes there are still plenty of challenges to overcome and we are now focused on the next time horizon – what do we need to do to deliver the conditions necessary for increased prosperity through to 2040? • Like any other organisation, we are most successful when we build plans in service of our ‘customers’. When we look at what Worcestershire is today through their eyes and compare that to what is needed in the context of the pace of change in the world around us, we can see that change isn’t discretionary its essential. • Our ‘customers’ (Central & Local Government; business; residents) are united by the need for ‘good growth’ which improves living standards through increases in productivity, in turn an outcome of drivers such as skills, innovation and having the right premises in ‘connected’ and attractive locations. Whilst these are enduring needs, our customers are increasingly aware that much of what they have come to know as the formula for delivering growth will have to change significantly over the next 12 years e.g. decarbonisation targets highlighted by the IPCC dictate that we need to consume less natural resources; to travel less; and, change diet (with its implications for the agricultural sector). • At the same time the ‘digital era’ is unfolding and we are still in its relative infancy. This represents a pivotal window for Worcestershire: digitalisation* will create opportunites to drive ‘inclusive growth’ whilst also reducing carbon emissions. It offers a way in which the strengths of a beautiful and affordable location with highly skilled people can be leveraged whilst also overcoming historic challenges such as distance from London. Alternatively, given the way in which other regions aim to exploit the opportunities, there is a danger of being too conservative and pedestrian, resulting in losses to the economy as people and businesses relocate out of the necessity to be better connected. • Hence we are setting our mission for the next period “To unlock the transformation and subsequent ‘inclusive growth’ in Worcestershire which is the opportunity of the super connected ‘digital era’”. • We recognise that in itself this doesn’t differentiate us given many other cities and urban areas lay claim to being on track to be the ‘Smartest’. However, none of those are encompassing the digitalisation of a more rural environment. What is distinct about our vision is that we will combine the opportunities of digitalisation with the unique characteristics and benefits of being a ‘shire’. • Through delivering proof points for our vision we will become known as ‘The Smartshire’ and our promise to all our customers will be: the UK’s exemplar for good growth, a super connected idyll.