Annual Equality & Diversity Report

Transcription

1 Annual Equality & Diversity Report April 2016

2 Foreword The West of England Strategic Economic Plan (SEP) was submitted to Government in March The plan was accompanied by a detailed analysis of the role equality and diversity plays in meeting the West of England 2030 Vision. The analysis set out our strategic objectives for equality and diversity across all aspects of Local Enterprise Partnership activity. This is the first review of our progress against these strategic objectives. Since our inception, we have worked hard to develop a culture that is positive about finding out what the needs of the people within our changing population and economy are, and then finding ways of meeting those needs. This will ensure that the myriad opportunities which equality and diversity bring to the West of England are central to us becoming one of the fastest growing and most prosperous areas in Europe. In the future, we will continue to actively progress our work by striving towards the achievement of our strategic objectives for equality and diversity. We will monitor and review our progress on a regular basis to maximise the impact of our approaches to equality and diversity on our growth and how we achieve our West of England 2030 Vision. The publication of this document is not the end of a process but the beginning. This publication will ensure equality and diversity best practices are and remain central to all our work. Barbara Davies Chief Executive, West of England Local Enterprise Partnership Through our knowledge of the value that diversity brings and its abundance within the dynamic culture of the West of England, this conscious planning from the outset of the SEP development, has ensured that the principles behind excellence in equality and diversity have been woven into the fabric of our Drivers of Growth. 2

3 Contents Introduction 4 The purpose of this Report 5 Drivers of Growth - Review of progress 7-22 People Knowledge Economy, Skills and Social Inclusion 7-14 Place and Infrastructure Investment and Promotion SME Business Support Conclusions and next steps Appendix 1 Refreshed Equality and Diversity objectives 27 3

4 Introduction The West of England is an economic power house. Our 30.8 billion a year economy means we are the only Core City Local Enterprise Partnership area that is a net contributor to the Treasury. The West of England Strategic Economic Plan (SEP) sets out how we will develop our economy by stimulating sustainable economic growth and creating additional jobs. Our SEP was developed in collaboration with over 800 businesses, the four West of England unitary authorities, five further education colleges and four universities. In March 2014 we submitted the SEP to Government. We also included with it a detailed analysis of the role which equality and diversity plays in meeting the West of England 2030 Vision. The West of England Vision is explicit that by 2030 we will have: closed the gap between disadvantaged and other communities [and ensured] all our communities share in the prosperity, health and well-being and reduce the inequality gap. Our role, as the West of England Local Enterprise Partnership, is to provide the framework for economic growth - both for those businesses already here and those looking to move to the area. Our role is to also to make sure that the wider issues of housing and infrastructure development as well as skills provision keep pace with demand. We do this in a number of ways, by: supporting the growth of key industry sectors; driving innovation and the development of new technologies; working with our local universities, colleges and schools to ensure our region has the skills we need for the future; supporting Small and Medium-sized Enterprises (SME) business growth; and making our region attractive to investors and existing businesses. Through our knowledge of the value that diversity brings and its abundance within the West of England area, our approaches are intended to ensure that the opportunities which equality and diversity bring are maximised to support economic growth and increase prosperity for all. This conscious planning from the outset of the development of our SEP ensures that the principles of excellence in equality and diversity are woven into the fabric of the four Drivers of Growth Place and Infrastructure, Business Support, People and Skills, and Inward Investment. 4

5 The purpose of this report The detailed analysis of the role which equality and diversity plays in meeting the West of England 2030 Vision sets out the key principles which guide our approach, and in doing so, identifies a number of strategic objectives in relation to each driver of growth. The key principles seek to maximise the contribution that each driver of growth makes to the achievement of the West of England Vision and are intended to ensure that equality and diversity considerations are central to our work. The purpose of this first annual report is to review the progress we ve made towards achieving our strategic objectives for equality and diversity. This report 1. provides a review of the activities delivered and progress to date in relation to each of our four drivers of growth; 2. sets out future actions which will progress equality and diversity across the West of England; 3. provides conclusions and details of our next steps. This report also details how we will ensure continuous development and momentum in driving excellence. In doing this, this report also emphasises the relationship between equality and diversity and our economic strategy. 5

6 Our strategic objectives for equality and diversity People Knowledge Economy, Skills and Social Inclusion Place and Infrastructure Investment and Promotion Business Support Proactively building on our providers experience of meeting the skills needs of the West of England through clear and well-defined engagement with all diverse groups. Celebrating and engaging all in the opportunities which emanate from our priority sectors. Ensuring the needs of all are met through our wide-ranging activity to improve employability. Ensuring flexibility and an accurate understanding of needs in our support for identified groups, including, but not limited to, Not in Education, Employment, or Training (NEET)/Risk of NEET, unemployed 19+ and within our deprivation hotspots. Removal of particular local barriers to work through our People and Skills Lever of Growth. The use of inclusive design principles to meet the key components of successful neighbourhoods which include: Resident empowerment, Access, Services and amenities, Built and natural environments, Social networks/well-being, Housing. Work with housing associations and other delivery agents to deliver affordable housing in the right locations. Deliver our Joint Local Transport Plan 3 (JLTP3) which includes the promotion of accessibility as a strategic goal. Developing the delivery of our marketing strategy through the inclusion of our diversity message as a clear driver of growth and sustainable, longterm success. Supporting, encouraging and developing women and minority ethnic led businesses, tackling barriers which can often be particular to these groups. Broadening the supply chain to make procurement processes accessible to West of England SMEs and proactively engaging women and minority ethnic led SMEs in this in order to maximise the value that supplier diversity can bring. Improve business capability across the full SME sector by delivering clearly defined guidance on the value of integrating equality and diversity practices in enhancing success and growth. Engaging employers in the value that diversity brings as part of their ownership of skills. Deliver the rollout of superfast broadband across the WE region. Support the diversity of employment opportunities which is a critical component of success in other sectors of our economy such as tourism, rural enterprise, sustainable food economy and health, whilst also driving social enterprise. The following report provides details of our key progress against the above strategic objectives and within the context of our identified drivers of growth. As would perhaps be expected, it is noted that the People Knowledge Economy, Skills and Social Inclusion contains the broadest information, demonstrating how equality and diversity focuses on the differences between people in driving excellence and creativity in performance, ultimately delivering real, long-term, performance, value and success. Nonetheless, there has been activity relating to equality and diversity across all functions of the LEP which contributes to the achievement of the SEP s vision. Given that a number of the activities and projects are yet to reach completion, we recognise that there is much progress to be made. We are committed to providing an annual update and ensuring that best practice in equality and diversity is embedded in core aspects of all our work. 6

7 People Knowledge Economy, Skills and Social Inclusion Introduction The LEP has a small, strategically focussed Skills Team, co-funded by our education partners. The team works to the LEP s key objective of developing a local workforce with the right skills, at the right levels, to meet the needs of business now and in the future. The team is also responsible for bringing business and education closer together by driving economic growth through skills. The LEP Vision to develop a knowledge-based economy in particular will require a workforce with the skills to match. Specifically, the West of England LEP will look to address the future skills needs for the area; current skills needs and gaps (particularly in the key sectors identified by the LEP); ensuring that individuals are not 'left behind' (i.e. improving the employability of local people especially young people); and better matching local skills provision in these areas. Our key tasks in the short-medium term are to: Shape and direct the college offer to employers we aim to improve the quality, relevance and impact of the most significant providers of initial training and up-skilling in our area through the four Further Education colleges. Share labour market intelligence we aim to improve the extent to which we present a single coherent and usable assessment of business demand to enable providers to respond effectively. Improve employability we aim to focus in particular on ensuring that young people aged have the best opportunity to get a job locally and are not hampered by lack of work-readiness skills. Supporting business-provider collaboration the LEP is a business-led body and our aim is to make it easier for businesses to locate, access and invest in training for their business. More specifically, our aim is to create, through the sector groups, the opportunity for business to work alongside providers in developing the provision they need. The team works in partnership with schools, colleges, universities and other training providers as well as local authorities, national government departments and other agencies to coordinate delivery at a sub-regional level, provide the latest economic intelligence and engage partners in promoting local economic growth. The team is employer-led, working with industry through LEP sector groups, industry bodies and business associations, and other key influencers to help shape skills provision locally. We have a suite of Local Sector Skills Statements, outlining priorities for action to help tackle skills gaps and future skills needs locally. Approved by LEP sector chairs and developed in partnership with sector group representatives these Sector Skills Statements are being used by colleges and universities to inform their curriculum planning and careers advice as a benchmark for what the sectors want to achieve. By linking business needs to education our aims are to improve careers information, advice and guidance and raise the quality and local responsiveness of education and training. We will work to ensure this leads to an increase in apprenticeship starts and improves access to higher and degree apprenticeships, boosting productivity, building capacity for growth and enhancing equality and diversity in the workforce. Our ultimate aim is to bring business and education closer together; the division between education and industry is one that impacts not only at the individual level, but also economic regions as a whole. 7

8 People Knowledge Economy, Skills and Social Inclusion Equality and diversity objectives Progress We ve reviewed our progress and impact against each of the strategic objectives for equality and diversity in relation to the People Knowledge Economy, Skills and Social Inclusion driver of growth: Strategic objectives 1. Proactively building on our providers experience of meeting the skills needs of the WoE through clear and well-defined engagement with all diverse groups. 2. Engaging all diverse groups in the clear opportunities which emanate from our priority sectors. 3. Ensuring the needs of all are met through our wide-ranging activity to improve employability. Employability Chartermark (ECM) A LEP initiative awarded to education institutions in recognition of their commitment to, investment in, and delivery of work-readiness in young people. Over 90% of local secondary state schools are engaged with this tool which features 12 benchmark indicators. Two indicators specifically support of equality and diversity focussed objectives: ensuring that Wider global and cultural awareness is promoted to all learners and that Stereotypical perceptions are actively challenged. ECM has acted as a catalyst for change in driving innovative and creative approaches to employability skills development in the education sector. In addition Careers Education Advice and Guidance (CEIAG) set Key Performance Indicators (KPIs) for the National Careers Service Inspiration Agenda to ensure this is being delivered in those hard to reach/socioeconomically deprived areas across the West of England. Pathways to Professions (P2P) Events engaging employers directly with careers advisers and employability professionals so that employers can articulate the different training/skills routes to different professions/occupations within their business. P2P made significant efforts to ensure participation from under-represented groups. Over 300 careers professionals have benefitted from our P2P events. Labour Market Intelligence (LMI) Packs 12 packages of LMI introduced for use by careers advisers and employability professionals. The project has ensured careers advice is underpinned by accurate and up-to-date local information about jobs and future career options. Creative Employment Programme Has supported over 80 internships for unemployed young people (aged 16-24) to improve their long-term employment prospects within the creative sector. 8

9 Strategic objectives 4. Ensuring flexibility and an accurate understanding of needs in our support for identified groups, including, but not limited to, NEET/Risk of NEET, unemployed 19+ and within our deprivation hotspots. Skills Show Experience Over 13,000 young people benefitted from a series of high-profile Skills Show Experience events in 2014/15. Employers and providers exhibit a hands-on expo for young people to provide a better idea of what different professions/sectors are about, with specific Key Performance Indicators (KPI s) around those Not in Employment, Education or Training (NEET s) and 19+ unemployed people. The following activities have been undertaken by the LEP Skills Team to this aim: Unemployed Adults (6 months +) The West of England LEP supported (through drawing together and writing the bid) the successful application to Cabinet Office for the HYPE West Programme. The programme targeted, and worked with, individuals who have been unemployed for over six months. The bid was crafted so that it accurately reflected the needs and challenges facing this target group. It also proposed an intervention which would directly address these challenges. European Social Fund Programme Local areas now have greater input in directing the European Social Fund in their locality for the programme. This will result in organisations which are successful in gaining contracts working directly with these priority groups. These groups include NEET/at Risk of NEET young people, unemployed 19+, care leavers, people aged 50+ and under-represented groups. Further Education (FE) Skills Capital Programme The West of England LEP Skills Capital Programme is used to invest in capital projects for Further Education colleges and independent training provider estates. As part of this work we have ascertained: Equality and diversity objectives for the project. Equality and diversity target groups which will benefit from the project. How identified equality and diversity issues will be proactively addressed. Equality and diversity groups which will be positively impacted upon include: As part of this work, the Skills Team has worked with Unitary Authority colleagues and other partners to ensure that the needs of local priority groups are properly reflected in the procurement specifications. Young people who are NEET/Risk of NEET, Unemployed adults, Learners with Learning Difficulties and/or Disabilities, Individuals affected by deprivation, Individuals affected by addiction, and Older workers/learners. 9

10 Strategic objectives 5. Engaging employers in the value that diversity brings as part of their ownership of skills. The LEP engages with employers through the annual business skills survey (648 business responses in 2015) and development with the sector groups of the Local Sector Skills Statements (see case studies). Employers respond to questions about equality and diversity and highlight within their statements how the business community will address related issues. All schemes coming through for funding are required to produce an Equality and Diversity Impact Assessment and draw up a plan of action to address issues relevant to the scheme. Shown below are the schemes which have come forward for funding over the past 12 months. Project Bristol Institute of Technology, Robotics and Biotechnology, University Enterprise Zone Innovation and Incubation Centre Weston College Future Technology Centre Weston College Law and Professional Services Academy Virtual Reality/Augmented Reality Training in Skills Centre Bath College B&NES Construction Skills Centre Project objectives All projects have a clear objective to: Ensure that equality and diversity considerations are specifically built into procurement activity in relation to all and any construction contracts. This ensures wider development of policy and practice in respect of equality and diversity across the region. Ensure that opportunities are widely communicated and seek to engage a full diversity of people with their messages. Ensure that performance in equality and diversity is a core feature of delivery and evaluation. Advanced Engineering Centre Extension (City of Bristol College) Equality and Diversity Impact Assessments and Action Plans for schemes are published on our website. Outcomes against these plans will be reviewed as part of scheme evaluation. 10

11 People Knowledge economy, skills and social inclusion Future actions Strategy Apprenticeships We will continue to ensure that equality and diversity skills objectives are integral to our strategic framework for developing a local workforce with the skills to support economic growth. Our Local Sector Skills Statements for 2016 and 2017 will continue to highlight skills priorities relating to equality and diversity, promoting pathways to training and employment amongst under-represented groups. Related to the Skills Capital (Growth Deal) funding programme, strengthen the information gathered at application stage and subsequent monitoring approach relating to the ethnicity of cohorts engaging and benefitting from projects. We will embed apprenticeship targets linked to the government vision of 20% increase in people from BAME backgrounds starting apprenticeships to deliver impact locally. Communication and dissemination We will ensure that stereotypes will be positively challenged in our communications. We will also make sure that communications are distributed widely to those representing underrepresented groups and non-advantaged communities. Representation Equality and diversity will continue to have a voice on key strategic groups including the LEP Skills Group. We will make stronger links with underrepresented groups including Black, Asian and Minority Ethnic (BAME). 11

12 Case studies Local Sector Skills Statements Local Sector Statements were with businesses (skills survey 2014) and the sector groups for the seven priority sectors within the West of England. Equality and diversity is a key theme across all the statements detailing the specific issues by sector with a focus to Promote pathways for employment to enhance equality and diversity in the workforce. The sector statements have been used to work with partners and education providers to address the issues. Construction Issue Low Carbon Issue Economic growth in the low carbon sector will not be supported unless we encourage equality and diversity and actively engage our BAME communities in work experience and apprenticeships. Objectives Introduce an apprenticeship ambassador network to enable all schools to access apprentice speakers and encourage more young people, from a wider range of backgrounds. Utilise the support of existing employer networks and Science, Technology, Engineering and Mathematics (STEM) initiatives to engage BAME communities. Construction is seen as a white, maledominated industry and is often off-putting to women and those from diverse backgrounds. Objectives Create a campaign to promote the local infrastructure projects and construction industry. Raise awareness of all construction and civil engineering career opportunities and pathways for all members of society, regardless of ethnicity or gender. Develop pre-employment and upskilling training for non-traditional entrants that lead to positive employment opportunities linked to the upcoming construction projects throughout the West of England. 12

13 Creative and digital Issue The economic growth of UK creative industries will be stifled unless equality and diversity in employment is addressed. Socioeconomic barriers still remain when accessing entry level roles in industry. Women and people from BAME backgrounds continue to be a smaller proportion of the creative economy workforce, whilst only 5% of the workforce state a disability. Only 52% of people in industry are over 35 years of age compared to 65% across the UK. Objectives Increase pathways into employment to strengthen the sector. Encourage young people from diverse backgrounds into the sector via apprenticeship ambassador networks and access to a wealth of industry mentors. Support partnerships to identify funding to develop pathways, workshops, bursaries and training for diverse audiences; for example DigiMakers and Women into Code. Health and life sciences Issue To be successful, organisations will have to attract a diverse support workforce that reflects the communities they serve. There is a need to raise awareness in the jobs market and among young people, parents and careers advisers, of the range of fulfilling careers offered by the sector. Objectives Deliver pre-employment programmes with local partners to support disadvantaged individuals into jobs, traineeships and training. Target recruitment drives to positively promote the role of males, older workers and under-represented communities within health and social care. Identify and promote the transferable skills from different sectors to attract individuals to the sector. Encourage organisations to carry out equality and diversity analysis of current employees to inform future recruitment plans and highlight critical areas of an ageing workforce by department. Challenge the unconscious bias of employers to encourage women returners into the workplace and into senior management positions. 13

14 High tech Issue Economic growth in the sector will falter unless we encourage equality and diversity and actively promote work experience opportunities and apprenticeships. Only 17% of the 1.18 million IT specialists working in the UK in 2014 were women, compared with a figure of 47% for the workforce as a whole. At higher education level, women are only 12% of those applying for Computer Science degrees. Objectives Increase pathways into employment to strengthen the sector. Encourage young people from diverse backgrounds into the sector, via apprenticeship ambassador networks and access to a wealth of industry mentors. Support partnerships to identify funding to develop pathways, workshops, bursaries and training for diverse audiences. For example, DigiMakers and Women into Code. Rise of the Engineer A six-week online and print campaign in Spring Delivered in partnership with the Local World media company. We produced six factsheets which highlighted our local successes and explained the exciting opportunities in this fastdeveloping industry. The factsheets received 6,815 online views. A series of infographics were published in print between January and July The infographics had a distribution of 63,300 and an estimated 228,000 readers. The campaign was supported by major employers. It highlighted the number of opportunities available to female engineers. The Rise of the Engineer webpages ( are still online. Challenge the unconscious bias of employers to encourage women returners into the workplace and into senior management positions. 14

15 Place and Infrastructure Introduction The SEP highlights the importance of placemaking as a key enabler of growth. Place-making aids the flow of everyday life, opens spaces for living, business, recreation and cultural activity, creates a sense of community and promotes well-being and social inclusion. The timely provision of physical infrastructure is an important aspect of place-making and is necessary to unlock and accelerate growth. Major programmes of investment include: the Bath Package, Strategic Economic Plan objectives that Place and Infrastructure contribute to Enhance and protect our natural and built environmental assets to build our resilience to climate change. Create places where people want to live and work, through delivery of essential infrastructure including transport and housing to unlock suitable locations for economic growth. Ensure all our communities share in the prosperity, health and well-being and reduce the inequality gap. MetroBus, electrification of the Great Western mainline, expansion and improvements at the Port of Bristol and Bristol Airport. 15

16 Place and infrastructure Equality and diversity objectives Progress We have developed a consistent approach for schemes coming forward for funding called the One Front Door. Many schemes coming forward for funding through this process are infrastructure related. These schemes include: building projects, broadband provision, transport improvements (new highway schemes and highway improvement works, MetroWest rail and sustainable transport projects) infrastructure works such as flood defences and public realm. Many of these schemes are highly innovative. One scheme involves the construction of infrastructure using composites material, whilst another is the deployment of next generation broadband telecommunication networks. These schemes offer many opportunities to support our equality and diversity objectives. Strategic objectives 1. Removal of particular local barriers to work through our People and Skills Driver of Growth. 2. The use of inclusive design principles to meet the key components of successful neighbourhoods which include: Resident empowerment, Access, Services and amenities, Built and natural environments, Social networks/well-being, Housing. 3. Work with housing associations and other delivery agents to deliver affordable housing in the right locations. 4. Deliver our Joint Local Transport Plan 3 (JLTP3) which includes the promotion of accessibility as a strategic goal. 5. Deliver the roll-out of superfast broadband across the WoE region. 6. Support the diversity of employment opportunities which is a critical component of success in other sectors of our economy such as tourism, rural enterprise, sustainable food economy and health whilst also driving social enterprise. 16

17 All schemes coming through for funding are required to produce an Equality and Diversity Impact Assessment and draw up a plan that addresses issues relevant to the scheme. In this last year the following schemes have been funded. Each scheme s assessment and plan was published on the LEP website. Outcomes against these plans will be reviewed as part of scheme evaluation. Project Sustainable Transport Package, The Travel West Project Superfast Broadband Extension Programme Aztec West Roundabout Composite Bridge Construction Avonmouth Severnside Flood and Ecology Development (Ph1) Bristol Aerospace Centre North South Link and West Wick Roundabout Metro West Phase 1 and 2 Expansion of the Open Programmable City Region Objectives Each project has clear objectives to: Ensure best practice is integral throughout design, planning and implementation. Each project has a clear objective to use its influence to encourage good practice in equality and diversity amongst partners including the supply chain through procurement. Ensure consultation is appropriate and has a real impact upon scheme design. Promote and communicate project benefits and ensure the needs of diverse groups are targeted. Bristol and Bath Cultural Destinations Media Bank Saw Close Public Square, Bath City Centre Future actions 1. We will assess the equality and diversity impacts produced by infrastructure projects delivered by partners and their contribution to the West of England 2030 Vision as set out in the SEP. 2. We will monitor progress and delivery of the equality and diversity related objectives and actions as set out by individual LEP funded projects. 17

18 Case study MetroBus The objectives of MetroBus are consistent with our Equality and Diversity goals. MetroBus will benefit residents, employees and visitors to the West of England and will support equality groups. MetroBus objectives Support economy, quality of life and travel MetroBus will improve public transport for households in Bristol s urban area. A significant number of people will now live within 400 metres of a new stop. MetroBus will improve public transport accessibility by increasing service frequencies and improving journey times. Tackle congestion and encourage modal shift to public transport MetroBus will make public transport an attractive option with better journey times and reliable services. MetroBus will improve public transport integration by providing: Easier connections through improved and more reliable services, safe and comfortable waiting environments with high quality bus shelters and CCTV for passenger security. ipoints at each MetroBus stop will have ticket facilities and provide travel information including real time updates. Enhance regeneration opportunities, linking areas of housing and employment MetroBus will connect residential areas to key employment locations including Emersons Green, Filton, South Bristol and Temple Quarter in central Bristol. MetroBus has engaged with equality groups during the scheme s planning and development. Consultations on scheme elements such as Traffic Regulation Orders and the MetroBus Quality Partnership Scheme have sought the views of these groups to reinforce the equality and diversity aspects of its objectives. 18

19 Investment and promotion Introduction Invest Bristol and Bath is the inward investment agency for the West of England area. Their role is to attract investment that will generate jobs or secure capital investment. We have in place a five year programme up to 2020 during which time we will generate 5,300 jobs. We work in partnership with the four unitary authorities through their economic development teams. The team s principle activities are based on three areas: Product development Working with sector specialists in the area s top performing sectors to identify business and investment opportunities, this involves: Understanding the extent of talent in the area is critical to the quality of the products we take to market. Embracing any initiative that generates greater levels of talent, for example, Women in Technology, and informal technology skills of young unemployed in the region. Marketing This involves developing the messages and channels for our target markets and maintaining a strong reputation for the West of England.: Our marketing details how the area works with communities to generate greater flow of talent to the benefit of investors. For example, showing financial and professional service employers the extent of the employment pool of back office staff and training programmes for unemployed young people. Account management Helping investors decide on where to invest, and supporting investors once they have decided to invest in the region. We supply information to international investors on the languages spoken and the ethnicities of communities in the area. Other investors want help in accessing difficult to reach pools of talent (such as low level skilled labour). We work with these investors to engage communities that they can recruit from. Equality and diversity is inherent in the work of Invest Bristol and Bath. We attract foreign direct investment and demonstrating diversity in the economy is an important factor. Similarly businesses from international communities will be drawn to their communities and recruit from them. 19

20 Investment and promotion Equality and diversity objectives Progress This table reviews progress and impact against each strategic objective for equality and diversity: Strategic objective Promote the value of the West of England s diversity as a central element of our work to attract investment. Progress Equality and diversity is best promoted through one to one relationships with prospective investors, a service which we deliver. We provide effective and specific insights and links which respond directly to the investor s needs in relation to all aspects of equality and diversity across the West of England. We have conducted a review of our marketing materials and have concluded that it is important that they promote an economy that is underpinned by a richly diverse workforce. Promote the diverse skills present within the West of England and the inclusive nature of skills development. We have developed a series of case studies with international investors providing insight into recruiting talent from diverse groups. For example. JustEat and Kainos. We are working closely with the skills team to constantly improve our skills offer to investors, much of which is about promoting equality to expand the talent pool available to investors, as shown in the People Knowledge Economy, Skills and Social Inclusion section above. Promote the value of diversity within our sector specific materials. Our sector work includes cluster and skills development. This involves supporting specific initiatives such as Women in Technology and supporting more young people into apprenticeships for financial services. We produce bespoke reports for investors on a case by case basis. Ensure that we continually expand our knowledge base to meet the needs of foreign investors to maximise our success. We have translated material for specific markets, recent examples include producing brochures in Chinese and briefing sheets in Japanese. 20

21 Investment and promotion Equality and diversity objectives Future actions 1. We will complete the analysis relating to the integration of skills development work in the area (at LEP, UA and local levels) to produce a stronger asset for inward investment. This will generate more positive outcomes in terms of widening the talent pool and improve competitiveness. 2. We will review the equality and diversity impacts to date over the three years of Invest Bristol and Bath operation. 3. We will continue to land projects that generate positive outcomes for equality and diversity in the area. Examples could include Mulberry (targeting NEETs) and Coutts (targeting disadvantaged communities in central Bristol). Case studies Kainos Kainos is a software consulting business which has established its UK headquarters in Bristol. Recruiting experienced, graduate level talent was important to Kainos. However of equal importance was informal computer and hacking skills (generally those of young people who use computers as a hobby, but do not have any formal skills levels and are frequently from disadvantaged communities). We supported Kainos in setting up online hackafone events which attracted people from these communities to participate and engage with Kainos. From these they were able to attract and recruit staff. Mulberry We are working with Mulberry to set up a factory in North Somerset. They want to recruit large pools of relatively unskilled labour from NEET communities in the Weston area. We have established an inward investment offer for them which includes engaging with otherwise difficult to engage communities, supporting their recruitment and providing extensive pre-employment training through Weston College. The factory will employ 400 people almost entirely from Not in Education, Employment or Training (NEET) backgrounds. 21

22 SME Business Support Introduction 90% of all businesses in the West of England are Small and Medium-sized Enterprises (SMEs) and they account for a significant proportion of private sector employment. The success and growth of SMEs is a key element of the local economy which in turn is one of the drivers in the UK economy. Ensuring that these companies and businesses have all the factors in place to allow them to grow is what the LEP is about. The focus of this driver of growth is business support provision particularly relating to access to finance, innovation support, addressing skills mismatches and work with the financial services (e.g. banks) to find localised solutions to some of the nationwide access to finance issues. National Level It is estimated that 18% of SMEs in the UK are women-led, equating to around 860 thousand SMEs. West of England Level In the West of England, 50.6% of the population are female; 9.1% of the population classify themselves as from minority ethnic backgrounds, in Bristol 16% classify themselves as from minority ethnic backgrounds. Women and minority ethnic led businesses play an important and significant role in the success of the local economy. The West of England Growth Hub is the first port of call for all businesses looking to engage with any publicly funded business support project. The Growth Hub provides businesses with instant access to an extensive, connected network of business knowledge and skills partners. Based on a fundamental ethos of community and relationships, the West of England Growth Hub offers benefits to both support providers and businesses looking to grow, establishing a stronger local economic region. Women-led SME businesses also contribute about 75 billion to Gross Value Added. In the last 40 years ethnic minority businesses have multiplied in the United Kingdom and they now number well over a quarter of a million. Ethnic minority businesses now account for 6.2% of all SME employers and are regarded as significant contributors to the nation s small business population. More people from minority ethnic than white backgrounds are starting their own businesses. The most entrepreneurial groups in the UK are black Africans who are more than three times likely to start a business than their white counterparts. 22

23 SME Business Support Equality and diversity objectives Progress The following provides a review of progress and impact against each of the strategic objectives for equality and diversity in relation to the SME Business Support driver of growth: Strategic objectives 1. Supporting, encouraging and developing women and minority ethnic led businesses, tackling barriers which can often be particular to these groups. 2. Broadening the supply chain to make procurement processes accessible to West of England SMEs and proactively engaging women and minority ethnic led SMEs in this in order to maximise the value that supplier diversity can bring. 3. Improve business capability across the full SME sector by delivering clearly defined guidance on the value of integrating equality and diversity practices in enhancing success and growth. We understand from national research that women have specific business support requirements and access to finance is a key issue for minority ethnic led businesses. As a result we have identified the following actions to support the achievement of our West of England Vision. Future actions As a result of the strategic objectives for equality and diversity in respect of this pillar of growth, plans are in place to: 1. Conduct local research to understand the extent of and specific support required by women and minority ethnic led businesses in the region. 2. As a result of this mapping of women and minority ethnic led businesses in the area, we will develop a clear schedule of positive actions aimed at enhancing the success and growth of businesses led by women and minority ethnic groups. 3. We will, via the Growth Hub, deliver the business case for diversity across a full range of employers, thus enhancing the understanding of the value that diversity brings to economic success. 23

24 Conclusions and next steps As evidenced in the sections above, equality and diversity considerations have been proactively embedded into the activities and ambitions of the West of England LEP. We have made significant progress over the last year and have met all equality and diversity objectives in each driver of growth. Examples include:- Our Employability Chartermark supports equality and diversity focussed objectives. Our Pathways to Professions events have engaged over 300 careers professionals. We published 12 Labour Market Intelligence Packs for careers advisers and employability professionals. The Creative Employment Programme has supporting over 80 internships for unemployed young people aged Our series of Skills Show Experience events in 2014/15 benefitted over 13,000 young people, with specific KPIs around NEETs and 19+ unemployed. Our successful application to Cabinet Office for the HYPE West Programme targets and works with people who ve been unemployed for over six months across the West of England. Our work on the European Social Fund Programme will result in organisations working directly with Not in Education, Employment or Training (NEET)/at Risk of NEET young people, unemployed 19+, care leavers, people aged 50+ and underrepresented groups gaining contracts. Our Further Education Skills Capital Programme requires schemes to produce an Equality and Diversity Impact Assessment and draw up a plan of action to address equality and diversity issues. Those positively impacted include: young people who are NEET/at Risk of NEET, unemployed adults, learners with learning difficulties and/or disabilities, individuals affected by deprivation, individuals affected by addiction and older workers/learners. Our One Front Door programme means all schemes applying for funding must produce an Equality and Diversity Impact Assessment and draw up a plan of action to address issues identified. Our sector work supports specific initiatives, including Women in Technology, and has helped more young people into apprenticeships for financial services. Our Invest Bristol and Bath marketing materials promote an economy that is underpinned by a richly diverse workforce. We have also produced a series of case studies for international investors about recruiting talent from diverse groups. Our Annual Business Skills Survey had 648 business responses in It provided us with intelligence on how the business community will address issues relating to equality and diversity. Our future actions to ensure continuous development and momentum in driving excellence in equality and diversity are set out in the following table: 24

25 Equality and diversity: Action plan 2016/17 Driver of Growth Action Owner Cross Theme People Knowledge Economy, Skills and Social Inclusion To encourage all LEP partners to fully contribute to promoting equalities and diversity in the West of England through their projects and wider activities. Continue to ensure that skills objectives relating to equality and diversity are integral to the strategic framework for developing a local workforce with the skills to support economic growth. Completion or review date How success will be measured LEP Chief Executive March 2017 Review contributions as part of 2016/17 Equality and Diversity report. Director of Skills March 2017 Expansion of equalities and diversity research with local employers and embedding in current strategic developments across the city region. To be monitored/reviewed by the LEP Skills/Employability Group. Refreshed Local Sector Skills Statements for 2016 and 2017 will continue to highlight skills priorities relating to equality and diversity, promoting pathways to training and employment amongst under-represented groups. Director of Skills October 2016 Equalities and diversity will continue to feature within Local Sector Skills Statements and emerging local outcome agreements. Build data-driven, evidence-based approaches to improve provider responses to local skills needs. Strengthen the information gathered at application stage and subsequent monitoring approach relating to the ethnicity of cohorts engaging and benefitting from projects. One Front Door Programme Manager March 2017 Monitor applications, on-going reports and post completion reports. Equality and diversity will continue to have a voice on key strategic groups including the LEP Skills Group and stronger links will be made with underrepresented groups including Black, Asian and Minority Ethnic (BAME). Director of Skills March 2017 Review and refresh membership of LEP skills-related groups, ensuring equalities and diversity representation, supported by ongoing strategic engagement with partners. The LEP will embed apprenticeship targets linked to government vision of 20% increase in people from BAME backgrounds starting apprenticeships to Director of Skills 2020 (Review annually) Embedded within Apprenticeship Ambition 2020 and monitored 25

26 Driver of Growth Action Owner deliver impact locally. Completion or review date How success will be measured annually by Apprenticeship Business Advisory Group Place and Infrastructure The LEP will ensure that stereotypes will be positively challenged in its communications, be that online, in print or via case studies, and that communications are distributed widely to those representing underrepresented groups and non-advantaged communities. Assess the equality and diversity impacts produced by infrastructure projects delivered by partners and their contribution to the West of England 2030 Vision as set out in the SEP. LEP communications March 2017 Head of Infrastructure & Place March 2017 All images/copy produced will be diverse and challenge stereotypes positively. Communications to be shared widely and as appropriate, in line with the Equalities Act Approve and publish Equality and Diversity Action Plans for Local Growth Fund schemes and all other schemes coming through the One Front Door. Investment and Promotion Monitor progress and delivery of the equality and diversity related objectives and actions as set out by individual LEP funded projects. Complete the analysis relating to the integration of skills development work in the area (at LEP, UA and local levels) to produce a stronger asset for inward investment and for this to generate more positive outcomes in terms of widening the talent pool and improve competitiveness. One Front Door Programme Manager Head of Inward Investment March 2017 May 2016 Review progress with delivery of scheme Equality and Diversity Plans and report positive impacts at scheme and programme level. Offer produced to incentivise investors accessing the talent pool within disadvantaged communities. Review the Equality and Diversity impacts to date over the three years of IBB operation. Head of Inward Investment September 2016 Demonstrate and report the positive impact of foreign direct investment on the equality and diversity of the workforce. Business support Continue to land projects that generate positive outcomes for Equality and Diversity in the area. Examples could include Mulberry (targeting NEETs), Coutts (targeting disadvantaged communities in central Bristol). Conduct local research to understand the extent of and specific support required by women and minority ethnic led businesses in the region. Head of Inward Investment Head of Funding Team March 2017 March 2017 Number of projects landed that generate positive outcomes for equality and diversity in the area. Completion of research and specific support requirements defined. 26

27 Driver of Growth Action Owner As a result of this mapping of women and minority ethnic led businesses in the area, develop a clear schedule of targeted interventions aimed at enhancing the success and growth of businesses led by women and minority ethnic groups. Head of Funding Team Completion or review date March 2017 How success will be measured A framework of targeted actions in place. Via the Growth Hub, deliver the business case for diversity across a full range of employers, thus enhancing the understanding of the value that diversity brings to economic success. Head of Funding Team March 2017 Equality and Diversity practices widely communicated via the Growth Hub. Surveys conducted demonstrate wider understanding of the benefits of diversity amongst Growth Hub users. In addition to the above, a key action arising from this report has been a review of the SEP s equality and diversity objectives, to better align with the current/proposed programme of activities. The refreshed equality and diversity objectives are shown in Appendix 1 to this report and will provide the framework for activities for each driver of growth. We will produce a future report on progress against these strategic objectives for 2016/17. 27