Strategic Performance Framework
The LEP’s high level ambition is clear. To achieve this challenging ambition, the LEP has identified four strategic
priorities where it will influence and broker change amongst local and national partners and interests.
It is important to track the rate, nature and extent of change over the lifetime of this business plan. Baseline data
and information will be drawn from the best sources available across public, third and private sector sources in
Worcestershire as well as regionally and nationally. This will establish the best benchmarks possible against
which the LEP can assess its progress, as well as comparing achievements with other LEPs, across sectors
and in a national and international context.
The LEP Board will assess its achievements against its strategic objectives and will build up an informed
picture. A strategic performance framework based around six contributory targets will be created and
measured. Performance indicators are quantifiable signposts about change, implementation and
achievement. It will be equally important, through the LEP partnership mechanisms, strategic objectives,
supporting groups and wider engagement opportunities, to gather intelligence and knowledge which
indicate whether the LEP ambition is being fulfilled.
Each strategic objective will become the focus of a specifically established sub group of the Business
Board. Each sub group will be chaired by a Business Board leader but will include members with
appropriate expertise from the public, third sector and business communities beyond the
Business Board membership. Each sub group will be responsible for collaboration and
implementation of its Delivery Plan and will constantly monitor performance and review
progress with regular reporting to the Business Board and directly to the LEP Board.
In taking a strategic oversight of LEP performance, the LEP Board will ensure that
delivery of each strategic objective complements the other objectives and
integrates the supporting themes.
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