2022-23 Business Plan

OXFORD INNOVATION ADVICE 2022-23

BUSINESS PLAN

Jane Galsworthy Managing Director

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BUSINESS PLAN

FOREWORD Setting out our ambitions for the future and providing a detailed plan for how we will achieve them...

This business plan represents an important step forward for Oxford Innovation Advice. It sets out our near, mid and long term ambitions and provides a detailed plan for how we will achieve them. It will enable us all to understand the company’s priorities and how we can each contribute to building a successful future. It sets us challenging objectives and provides a blueprint, which will be used to measure ourselves against, to ensure that we stay on track.

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BUSINESS PLAN

This builds on the detailed business plan we created last year with a structure for tracking and reporting our progress. It will ensure that we continue to harness the amazing talent that we have in the company to achieve great things for our funders, our SME customers and ourselves.

We are a strong business with an enviable reputation for delivering outstanding support to small businesses to help them grow and succeed.

Of course, there are things that we can do even better, but we are building upon a strong heritage and deep expertise in designing, mobilising and delivering business support programmes.

Our focus over the coming year will be to: Strengthen and expand our relationships with future funding bodies so that we are in the best possible position to win new contracts from the initial tranche of Shared Prosperity Funds allocations.

Continue developing best practice across the company so that we maintain delivery of excellent support to SMEs and funders Improve our internal systems and processes to underpin outstanding delivery This document is important for all of us, but it is only the framework. Over the coming year, it is your professionalism, knowledge, skills and drive that will bring it to life. Working together, we can achieve amazing things in 22/23 creating an outstanding company that we are all truly proud of.

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BUSINESS PLAN

BUSINESS OVERVIEW We design, mobilise and deliver business support programmes that create sustainable economic growth; enabling SMEs to develop, innovate and scale.

Oxford Innovation Advice is an outstanding provider of SME business growth support. Over the last 33 years we have provided coaching and advisory support to 31,694 SMEs resulting in the creation of over 27,848 new jobs and an injection of £1.1bn of additional growth into local economies.

We are part of SQW Group along with: Oxford Innovation Space: the UK’s leading operator of innovation centres Oxford Innovation Finance: the home of OION and the Oxford Innovation EIS Growth Fund SQW: the leading independent provider of research, analysis and advice in social and economic development.

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BUSINESS PLAN

Our brilliant basics are: Designing bespoke delivery models for business support programmes that deliver specific economic benefits Understanding the unique nature of SMEs Embedded in local business networks Extensive range of techniques and tools to underpin SME support Expert mobilisation and delivery of programmes

Our compelling differences, the elements that set us apart from our competitors, are: Unrivalled skills and business experience of our people Expertise in securing growth finance for SMEs Our geographical reach and breadth of delivery Policy insights informed by data analysis Delivery of the largest SME manufacturing business support programme in the UK

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BUSINESS PLAN

OUR COMPANY Our 102 staff are located across England and deliver support to SMEs in 24 LEP areas. We have offices in Melton Mowbray, Oxford and Redruth.

BUSINESS PLAN

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In addition to our programme delivery teams and functional teams (shown above), we have 4 cross-functional teams looking at Business Improvement, Marketing, Business Development and New Product Development.

BUSINESS PLAN

MARKET OVERVIEW UK business support is in the process of a major transition in funding and institutions as UKSPF replaces ERDF funds.

Our market is publicly funded UK business support programmes. It is a specialist market with a relatively small number of public sector customers, primarily Government departments and their agencies, and local Councils. The Levelling Up White Paper is multi-faceted but includes two business led themes around supporting businesses to increase productivity and increase investment in R&D. The Government focus is on identifying interventions in these two areas that will improve the performance of businesses and economies outside the Greater South East.

Devolution is at the core of this strategy, and we are seeing the transition to more concentrated local authorities, some of whom will be electing Mayors, but all with far greater levels of autonomy in how they invest their allocations of SPF funds.

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BUSINESS PLAN

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Since 2016, the majority of business support (ca £2bn) has been funded by DLUHC[1] via the European Regional Development fund (ERDF) which will continue until June 2023. This will be replaced by the UK Shared Prosperity Fund (SPF) with expected funding ramping up from £400m in 22/23 to £1.5bn in 24/25. Pilot projects have been funded in 21/22[2] which is designed to help local areas prepare for UK SPF. UK SPF guidance states that places (Combined Authorities and District Councils) will receive an allocation of funding for community, business and skills projects. Each place will need to submit a local investment plan in June which, once signed off by DLUHC, will release their funding allocation for investment from October onwards.

Funding allocations have been announced and scale with the size and relative deprivation of places.

There is also significant funding for business support from four other Government departments which includes DCMS who fund support for tech/creative businesses, BEIS who fund support for innovative SMEs via Innovate UK and the Help to Grow scheme, DIT who fund and deliver support for exporters, and Defra who provide support for rural enterprises.[3]

[1] Department of Levelling Up, Housing and Communities and previously named MHCLG (Ministry and Housing, Communities and Local Government) [2] Funded by a new Community Recovery Fund [3] DCMS – Department of Culture, Media and Sport, BEIS – Business, Energy and Industrial Strategy, DIT – Department of International Trade, Defra – Department of Environment, Food and Rural Affairs.

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BUSINESS PLAN

OUR CUSTOMERS Oxford Innovation Advice currently has substantial contracts with: DLUHC Innovate UK West Yorkshire Combined Authority We also have a number of contracts for LEPs and County Councils to deliver business support and GROWTHmapper diagnostics. The future of LEPs is very uncertain and in future our regional customers are likely to Combined Authorities, Unitary Authorities and District Councils.

OUR COMPETITORS We have a diverse set of competitors including: large corporates universities small consultancies other specialist business support providers such as Business West, Exemplas, Newable and RTC North.

As the funding streams and financial model for UK SPF becomes clearer, we expect these competitors to re-evaluate the attractiveness of this market and decide how and where they want to operate.

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BUSINESS PLAN

PRODUCTS AND SERVICES We are expert at designing and delivering business support programmes to help ambitious SMEs grow and succeed. We deliver the following support:

Start-up Growth Innovation Access to finance International partnering Manufacturing improvement Supply chain development To deliver this support, we deploy diagnostics, 1-1 advice/coaching, masterclasses and peer networks.

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BUSINESS PLAN

We have 9 GROWTHmapper® diagnostics covering the following areas:

Start-Up High Growth Manufacturing Productivity Recovery Export Finance Innovation Management, and Sustainability

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BUSINESS PLAN

Online training environment During 2021/22 we launched the first of our online virtual classroom series. This was an objective set out in last year’s plan and heralds the first stage in our planned virtual classroom tutorials on key business skills. Developed with our technology partners, Learning with experts, the first module consists of a comprehensive guide to building a financial forecast for a startup business.

We are soon to launch a second module, this time linked to Food and Drink, which will be followed by another financial forecasting module, this time for existing businesses. Both the financial modules include bespoke spreadsheetbased modelling templates, developed by the A2F team in Cornwall, to provide a step-by-step guide for those people not confident in their financial knowledge or use of Excel. These online tutorials can be incorporated into business support programmes as required, enhancing our approach to business support provision, and so meeting the developing needs of funders.

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BUSINESS PLAN

STRATEGIC PRIORITIES Over the next three years, our focus is on building a strong and sustainable company by securing substantial funding for business support in the new post-ERDF era of funding. The six strategic priorities that sit underneath these themes are shown below

Building one company

Securing substantial post-ERDF funding

SP1: Be an excellent employer that develops and retains the skills/know how of our people in order to secure and deliver outstanding SME support contracts

SP4: Achieve high levels of funder and SME satisfaction with our services and contracts

SP2: Deliver effective and efficient operational processes and systems

SP5: Build strong relationships with funders, stakeholders and partners that enable us to secure new business support contracts

SP3: Develop and deploy digital tools both internally and externally that support SME services, providing opportunities to win new contracts or improve the delivery of existing contracts

SP6: Continue to build a sustainable business that achieves or exceeds the financial contribution in our 5 year forecast

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BUSINESS PLAN

OPERATIONAL OBJECTIVES To achieve these three-year strategic priorities we have identified 9 operational objectives for 2022/23.

Building one company

Objectives

SP1: Be an excellent employer that develops and retains the skills/know how of our people in order to secure and deliver outstanding SME support contracts

Improve staff engagement and sharing of best practice across the business

SP2: Deliver effective and efficient operational processes and systems

Ensure excellent services delivery that incorporates best practice, across the business

SP3: Develop and deploy digital tools both internally and externally that support SME services, providing opportunities to win new contracts or improve the delivery of existing contracts

Build and rollout 4 digital tools that improve efficiency and develop USPs Implement digital tools commercialisation plan

Securing substantial post-ERDF funding SP4: Achieve high levels of funder and SME satisfaction with our services and contracts

Measure SME and funder satisfaction consistently across all delivery areas. Set and work towards improvement targets

SP5: Build strong relationships with funders, stakeholders and partners that enable us to secure new business support contracts

Rollout 22/23 corporate marketing plan Implement updated BD stakeholder engagement plan Update existing services and develop new services to take advantage of new funding opportunities

SP6: Continue to build a sustainable business that achieves or exceeds the financial contribution in our 5 year forecast

Achieve 22/23 financial targets for our contracts and secure new work to be on track for subsequent years

BUSINESS PLAN

BUILDING ONE COMPANY This business plan sets out the aims and objectives of the company along with delivery plans explaining how we will achieve them. These objectives will be used to inform our delivery plans for programme teams and functions, making sure that everyone in the company understands our aims and how their activities contribute towards achieving them.

We will draw upon the excellence within our delivery teams by creating working groups to capture and disseminate best practice in core areas and ensure it is applied across the company to deliver consistently high levels of customer and client satisfaction.

Digital delivery is an essential component of maintaining our competitiveness We already use GROWTHmapper diagnostics, which are best in class, and have developed online video training modules. We will develop and rollout four digital tools as well as updating our library of coaching tools and masterclasses to further enhance and differentiate our business support offer.

We will gather staff feedback on a regular basis to make sure that our we are providing colleagues with the information and support that they need to do a great job.

Our business accreditations are a critical component of strong bids so we will work hard to retain existing accreditations in quality, HR, environmental management, and data security. We will additionally develop a plan setting out how we will achieve Net Zero.

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BUSINESS PLAN

Securing substantial post-ERDF funding The UKSPF launched in April 2022 and requires Combined Authorities and Councils to define their business support needs and procure new programmes to achieve them. The fantastic performance of our business support programmes, as evidenced by case studies, programme impact data and independent evaluations, provides an excellent foundation from which to secure new contracts. We will continue to focus on ensuring that funders, key influencers and partners, in our target market, are aware of our expertise, capabilities and excellent track record.

With our new corporate branding, we will implement a number of high profile marketing campaigns to heighten awareness of Oxford Innovation Advice across all our geographic delivery areas. We will build upon this by holding regular meetings with business support funders at local, regional and national levels so that we can design and propose business support programmes that will help them achieve their economic development goals.

Whilst most of our new contracts are secured through a tendering process, we will continue our successful policy of engaging with existing customers and potential future funders to provide them with insights, opinions and data to influence programme design. They already ask our opinion about the characteristics of successful business support contracts and encourage us to bid to deliver programmes in their areas. We will build on these relationships, leveraging our exemplary track record and excellent bid writing skills to secure business support contracts in 22/23 that will enable us to maintain our current delivery footprint in 23/24.

OXFORD INNOVATION ADVICE DELIVERY PLANS

Business Plan

2022-23

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Content

Functional Delivery Plans Business Development

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Digital Tools

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Finance

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HR

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Marketing

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Programme Delivery Plans Access to Finance

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Food and Drink Cornwall

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GROWTHmapper®

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Innovate UK EDGE

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Manufacturing Growth Programme

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Strategic Growth Programme

40

Transform2

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Business Plan

2022-23

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Function Plan Business Development Overview The majority of publicly funded business support contracts are funded from ESIF via ERDF and are managed by DLUHC although Innovate UK and DIT also fund significant business support programmes.

We have contracts for growth, innovation, access to finance and manufacturing business support. ESIF comes to an end in June 2023 and it will be replaced by the UK Shared Prosperity Fund which will launch Spring 2022. UKSPF is expected to allocate £400m in 2022/23 to Combined Authorities and District Councils who will be required to set out Local Investment Plans explaining how they will invest their allocation in community, business and skills projects.

Key aims To continue to build on our reputation as an excellent provider of specialist Business Support by winning £5million new contracts and extending existing contracts where possible To keep up to date with market developments to understand who our key customers are post-ERDF, what their needs are, and develop service offerings to meet these needs To strengthen our relationships with key stakeholders in priority regions through execution of a stakeholder communications plan, working closely with Corporate Marketing.

Challenges and Opportunities Challenges: • • •

The timeline and nature of future funding from UK SPF for SME Support is still not fully defined.

The number and variety of stakeholders who may be important in future is currently large.

Meeting funder/bid requirements to demonstrate commitment to delivering Social Value, working towards Net Zero, and taking proactive steps to support diversity.

Opportunities: • • • •

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We have a large delivery area with a strong team on the ground that is well-connected to a wide range of stakeholders and customers We have excellent programme data that can be used to generate insights and knowledge about SME needs which can be used to build relationships with funders We have a good portfolio of products and the ability to design new programmes to meet emerging needs We can tap into the knowledge of colleagues in the wider group (especially SQW Ltd) to gather insight about future policy developments

Business Plan

2022-23

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Objectives 1.

2.

3.

4.

Secure £5million of new contracts to maintain our current delivery footprint Maintain up to date prioritisation of stakeholders and customers in Key Stakeholder list Develop a Stakeholder Communications plan by end of April 2022 Design and deliver a programme of activities throughout 22/23 to engage funders on the topic of SME support 5. Produce ongoing quarterly Business Development intel reports to include Bid Dashboard, Stakeholder and Competitor intelligence.

6. Implement CRM to track relationships with funders and stakeholders by end December 2022 7. Develop a partner strategy by end of September 2022 8. Develop 1-2 new services by end of March 2023 9. Develop a Social Value Policy and Social Value Plan 22/23 by end of June 2022 10. Develop Net Zero Plan by end of June 2022

Key Actions: Description

Start Date

End Date

Keep up to date with market developments to determine future funding streams and produce quarterly BD Intel report

April 2022

March 2023

Work with Corporate Marketing to develop a Stakeholder communications plan

May 2022

June 2022

Ongoing monitoring and reporting on quality and price scoring for bids, achieving a minimum of 70% quality score.

April 2022

March 2023

Identify and implement suitable CRM for BD team to track Stakeholder information.

April 2022

December 2022

Develop a partner strategy, positioning us well for future collaborative bids and opening up potential new business opportunities with currently unknown customers.

Develop concepts for two new services to promote to funders/clients. To include Net Zero, Supply Chain and Innovation.

Develop a Net Zero plan and a Social Value Plan for Oxford Innovation Advice

May 2022

July 2022

May 2022

June 2022

April 2022

June 2022

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Business Plan

2022-23

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Function Plan Digital Tools Overview Digital delivery has become increasingly important, in part accelerated by the changes in working practice required during the Covid pandemic. To maintain our competitiveness, we must have a portfolio of efficient, effective and technically sophisticated applications to support our client facing support. We will continue to develop our portfolio of business diagnostics and online learning to use in the delivery of business support services, providing opportunities to win new contracts or improve the delivery of existing contracts.

Key aims To build and roll-out new or improved digital tools internally that improve efficiency and establish USPs for the Oxford Innovation Advice delivery models.

To create a process for the consistent ideation, evaluation and development of new digital tools To create a costed digital tools development and commercialisation plan.

Challenges and Opportunities Challenges: • •

Securing required levels of finance to deliver the digital tools development and rollout Creating sustainable resourcing to support digital tools development, deployment and operations

Opportunities: •

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Identifying client delivery activities where the development of proprietary digital tools would add value

Business Plan

2022-23

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Objectives 1.

2.

3.

Launch up to four (4) new or improved digital tools by March 2023 Maintain the active use of digital tools in all internal programmes Collate coaching tools and masterclass library by March 2023

Key Actions: Description

Start Date

End Date

Develop online finance training modules for established Businesses

April 2022

June 2022

Develop Food & Drink GROWTHmapper® and online training modules

February 2022

April 2022

Rollout digital tools across relevant delivery programmes

December 2022

March 2023

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Business Plan

2022-23

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Function Plan Finance Overview The Finance function in OI Advice is spread over three sites (Oxford, Redruth & Melton Mowbray) as well as home-based staff outside the main offices. The team of seven, service finance needs of the programmes, central functions and SQW group requirements.

From a programme perspective the team undertakes: monthly accounting, project forecasting (including Match monitoring), PO, invoice and timesheet approval, grant processing, project claims and samples, funder audits and partnering with the programme teams.

Outside of the programme accounting the following operations are also provided: Finance support of new business bidding; year end compliance, monthly contribution and balance sheet reporting, weekly cashflow reporting, budgeting & reforecasting, payroll review and approval, timesheet review and posting, payment runs, external reporting, support development of control environment and group accounting systems

Challenges and opportunities Challenges: •

•

Adapt to changes within programme portfolio, and the associated uncertainty o With programmes reaching or nearing completion o New programmes coming into the portfolio Cash forecasting and management during period of change o Ensure forecasts are accurate o Submit claims in a timely manner o Minimise impact of project retentions o Keep group appraised of cash position and forthcoming requirements

Opportunities: • • •

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Re-establish face2face meetings to reinforce relationships and knowledge sharing Build relationships with operational teams across the business Support group-wide project to specify and deliver new finance software system

Business Plan

2022-23

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Objectives 1.

2.

3.

4.

Provide accurate and timely finance input/support for extension and bid opportunities throughout the year. Including year 2 budget for Innovate in Jan-23.

Undertake sensitivity analysis on 22/23 budget (Jul’22), for a range of future scenarios. Monitor performance and outline potential mitigation opportunities (Aug’22>Mar’23) Develop a financial model for 23/24 Formalise programme of financial reviews at least 6 months ahead contract end date (by Oct’22), identifying potential financial risks and associated mitigations.

Key Actions: Description

Start Date

End Date

Complete year-end process and ensure external company audit runs smoothly

April 2022

May 2022

As part of company Q1 reforecast process, develop sensitivity analysis on FY23 budget

June 2022

July 2022

Monitor performance against FY23 budget sensitivity analysis and it’s mitigations

August 2022

March 2023

Extend financial model into FY24, and build scenarios for review

July 2022

August 2022

Prepare full-year reforecast for group based on half-year position and outlook

September 2022

October 2022

Identify potential financial risks and associated mitigations as programmes near completion

September 2022

March 2023

Prepare budget model for review and sign-off for year 2 of Innovate funding

November 2022

February 2023

Prepare FY24 budget submission to SQW Group

January 2023

February 2023

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Business Plan

2022-23

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Function Plan Human Resources Overview Across Oxford Innovation Advice there are ca 100 employees, spread across the UK and working across 7 different business support programmes. Our delivery models have adapted to incorporate more remote working (partly driven by Covid-19 requirements) and we will need to prepare to close down ERDF funded programmes and mobilise new UKSPF programmes along with managing any associated resourcing challenges.

During the coming year, sharing best practice across programmes and keeping all staff connected with changes within the company and our marketplace will be important. Reviewing and updating our people policies and translating these into effective processes will help staff be more engaged and productive.

Key Aims • • • •

To help generate a more cohesive culture across Oxford Innovation Advice To create a working environment where we are able to recruit, manage, develop and reward staff so that they thrive and deliver excellent services To ensure that our People policies are fit for purpose, widely understood and easily accessible To ensure that the business has access to the skills and talent that it needs to execute its objectives

Challenges and Opportunities Challenges: • • • •

Remote working and multiple geographical locations may make it harder to implement certain elements of the plan.

Fixed term programme contracts are likely to result in resourcing challenges and potential loss of skills/knowledge Increased upward salary pressure due to inflation and a competitive candidate employment market may result in difficulties filling vacancies when they arise.

Group HR staffing changes are likely to result in some impact on service provision.

Opportunities: • •

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New contracts will provide opportunities to offer existing staff development roles or secondments Capturing and sharing best practice in key business areas across the business to prevent loss of key skills/knowledge

Business Plan

2022-23

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Objectives Culture & Employee Engagement 1.

2.

3.

Ensure that our People policies are fit for purpose and widely understood and easily accessible Establish baseline measures of culture and employee engagement and identify areas for improvements Deliver excellence across programme and increase cohesion between programmes through cross programme initiatives

Workforce planning (including Recruitment) 4.

Identify core skills required by the business and make sure that these are attracted and retained within the business

Training and Development 5.

Design and implement talent management and development process to retain key talent in the business

Reward and Recognition 6.

Understand the reward and recognition (financial and non-financial) valued by staff to allow reassessment of reward and recognition policy and processes.

Key Actions: Description

Start Date

End Date

Review existing people policies and processes, implement updates and fill gaps

March 2022

December 2022

Define, implement & evaluate improvement plan to ensure effective access to HR information and policies

February 2022

September 2022

Gather information from staff and construct/commission employee satisfaction survey to establish baseline and identify areas for improvement (Objective 2) Set up cross programme working groups to champion best practice (Objective 3)

April 2022

October 2022

April 2022

March 2023

Identify key skills and roles and develop long-range plan for internal resourcing, including succession planning and leadership development (Objectives 4 & 5) Develop and implement guidance on effective development planning for managers (Objective 5)

April 2022

March 2023

May 2022

March 2023

Establish and determine regular reporting of KPIs related to employee engagement and company culture (Objective 2)

August 2022

September 2022

Develop understanding of the reward and recognition (financial and non-financial) valued by staff to allow reassessment of reward and recognition policy and processes. (Objective 6)

September 2022

December 2022

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Business Plan

2022-23

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Function Plan Marketing Overview Historically, the majority of marketing activity has taken place within programme teams and a corporate marketing function was established in November 2022 to focus on maximising the Oxford Innovation Advice brand in the marketplace to support the overall business objectives.

This year is the first year that a 12 month corporate marketing plan with associated resources will be in place. Its primary function is to raise the company’s profile with funders and influencers to support business growth through securing new publicly funded SME support contracts.

Key Aims • • • • •

To produce clear and targeted marketing communications and assets for stakeholder marketing activity and Business Development opportunities.

To align programme marketing team objectives to corporate marketing objectives.

To utilise programme assets, such as insight reports to develop strong marketing campaigns.

To promote the company’s digital tools, such as GROWTHmapper®.

To support with internal comms to align company culture to future company direction.

Key challenges and opportunities Challenges: • • •

Moving stakeholder landscape makes it difficult maintaining relevant contact lists Aligning programme marketing to corporate objectives. Each programme has specific targets and objectives, overlaying the corporate objectives may become resource heavy.

Ensuring the Advice brand in implemented into all activity, including the digital tools.

Opportunities: • • •

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Production of programme assets for central marketing activity.

Creating a collaborative marketing team across the company through monthly Teams and regular communications of best practice and activity.

Develop and launch new business survey to replace Manufacturing Barometer

Business Plan

2022-23

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Objectives 1.

2.

3.

4.

5.

Social media engagement for Oxford Innovation Advice, build a following into the new LinkedIn account, regular engaging content that is interacted with stakeholders over the next year.

Monthly stakeholder comms plan, including key messages, channels, monitoring interaction rates (open, click, bounce, unsubs) over time Create Oxford Innovation Advice marketing materials – company brochure, showcasing what we do, how we do it and the success of delivering business support programmes to date. Purpose of sharing with key funders and brand awareness Design and deliver a successful business support survey that engages with quality SMEs and in return produces a in-depth intelligent reports to support with marketing comms and BD opportunities Creation of a plan for Advice Insights.

Key Actions: Description

Start Date

End Date

Create a SMART communications plan for stakeholder engagement

April 2022

June 2022

Align programme marketing activity to corporate marketing objectives

April 2022

March 2023

Generation of bi-monthly Advice insight reports to support key messages

April 2022

March 2023

Create a SMART social media engagement plan for new Advice platforms

April 2022

June 2022

Development of corporate materials such as company brochure and 10-year impact report

June 2022

March 2023

Support the development of an internal comms plan

April 2022

March 2023

Develop and launch SME business survey

May 2022

March 2023

Ensure the Advice brand is fully implemented and part of the new OI family

April 2022

March 2023

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Business Plan

2022-23

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Programme Plan Access to Finance Overview The Access to Finance Programme is a financial readiness project covering Cornwall and the Isles of Scilly.

The project commenced in January 2017 and is due to end in June 2023.

Support is delivered to a business through workshops, masterclasses and 1:1 mentoring in the development of compelling funding applications and raises. The source of these funds is diverse and includes debt, grants, equity plus emerging sources including crowdfunding.

Key aims • • • • •

To maintain visibility as the only financial readiness project in Cornwall & IOS To position OI Advice as a recognised leader in the provision of financial readiness projects To achieve all programme targets To launch an innovative new, video-based, online learning platform To secure additional funding for an extension to June 2023

Challenges and opportunities Challenges: • • •

Achieving all project outputs including match from the project grants To be recognised as the successful provider of Access to Finance support in CIOS and to position us as the natural provider of future funded support.

Keeping a high performing and motivated delivery team together until the end of the contract.

Opportunities: • • •

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Showcasing the new digital tools (including online classroom platform developed with Learning with Experts (LWE) to potential funders across the UK New funding opportunities such as the Shared Prosperity Fund Establishment of Finance GROWTHmapper® as an essential component of effective A2F business support regardless of region

Business Plan

2022-23

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Programme improvements for SME clients 1.

2.

3.

4.

Roll out the LWE platform to all start up clients that have completed the A2F programme start-up workshops Compile and deliver a suite of additional finance masterclasses Collaborate with Colleges, Universities, Chambers etc to provide workshops or masterclasses, on financial related subjects, to their audience Deliver the Finance GROWTHmapper® to clients

Additional value for funders 1.

2.

3.

Provide case studies that highlight working with other funded projects and the impact we have had on the delivery of their outputs through our assistance for their clients Create additional digital tools resources Develop a financial forecasting toolkit for established businesses

Key Actions: Description

Start Date

End Date

Creation of Financial forecasting toolkit for established businesses

February 2022

April 2022

Complete Phase II of the digital tool project

March 2022

May 2022

Develop and publish a portfolio of impact-based case studies working with partners and associated promotional materials

April 2022

July 2022

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Business Plan

2022-23

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Programme Plan Food and Drink Cornwall Overview The Food and Drink Programme is a pilot project funded by the Community Renewal Fund to provide high impact business support to the food and drink sector in Cornwall and the Isles of Scilly. The project contracted on 12th December 2021 and completes on 30th June 2022.

The project will recruit 60 SME Food and Drink producers to engage with an innovative package of intensive, industry-specific, business support comprising a Virtual Classroom, masterclasses from Food and Drink industry professionals, 1:1 specialist advice and support from Food and Drink industry professionals, membership of a dedicated online community and a one-day conference.

Key aims • • • • • •

To achieve all targets To launch the Food and Drink learning platform in partnership with River Cottage To launch Food and Drink GROWTHmapper® To position OI Advice as a leading delivery agency for the Shared Prosperity Fund To be recognised as thought leaders for Food and Drink industry business support To deliver an outstanding Food and Drink conference

Challenges and opportunities Challenges: • • •

Achieving all project outputs within six month timescale Completion of the online learning platform by end of March 2022 Engaging significant speakers, buyers and industry experts to attend the conference in May 2022

Opportunities: • • •

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Showcase LWE platform to stakeholders Create positive feedback for further projects through a robust marketing plan and client feedback Position Food and Drink GROWTHmapper® as essential component for all future food and drink programmes

Business Plan

2022-23

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Programme improvements for SME clients 1.

2.

3.

4.

Provision of a food and drink specialist programme Provide support to SMEs that were previously excluded from ESIF-funded business support Legacy of an engaged online food and drink industry community Sector specific advisory support through River Cottage and specialist industry consultants

Additional value for funders 1.

2.

A comprehensive feedback report from clients to highlight issues and opportunities that will assist with future investment Establishment of an online peer group community for the sector to facilitate dialogue with funders

Key Actions: Description

Start Date

End Date

Comprehensive feedback report from clients

April 2022

June 2022

Food and Drink conference on 12th May for all clients and leading industry experts

January 2022

May 2022

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Business Plan

2022-23

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Programme Plan GROWTHmapper® Overview GROWTHmapper® is a family of online business diagnostics that support the delivery of SME support.

They are proprietary diagnostics designed and owned by Oxford Innovation Advice.

The current commercial model for GROWTHmapper® is underpinned by a 3-year contract with Innovate UK (IUK) ending in September 2022. The first overseas licence, for the Benelux countries, was signed in 2021 and due to run, initially, for a further 2 years. Additionally, annual contracts with Growth Hubs plus projects delivered by Oxford Innovation Advice contribute both revenue and resources that support the development and use of GROWTHmapper®.

Key aims: • •

To establish a strategic commercial plan with associated product development, sales and marketing objectives To achieve the budgeted revenue and contribution targets

Key challenges and opportunities Challenges: • • •

Driving GROWTHmapper® platform usage to secure the renewal of existing Growth Hub contracts Renewal of the IUK contract Maintenance of the current market leading position of GROWTHmapper®

Opportunities: • • • • •

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Development of self-service GROWTHmapper® report that provides value to the end client without the support of a trained adviser Extension of existing Innovate UK GROWTHmapper® contract Possibility of adoption by DIT in their centrally controlled programme Development of online modules that link to GROWTHmapper® Food and Drink themes Integration of Companies House API to improve data consistency

Business Plan

2022-23

…………………………………………………………………………………………………………………………………………

Programme improvements for SME clients 1.

2.

Development of self-service capability to allow SMEs to setup and complete a GROWTHmapper® at anytime Development of a GROWTHmapper® report that is accessible to an SME without a facilitating adviser

Additional value for funders 1.

2.

Providing data insights into the potential needs of their clients Integration of the Companies House API to streamline adding SMEs to the platform

Key Actions: Description

Start Date

End Date

Develop KPIs to monitor the performance of SMEs using the GROWTHmapper® platform during their contract period

April 2022

September 2022

Develop a question set and report content for Food and Drink Cornwall project

February 2022

April 2022

Populate company data in GROWTHmapper® via API from information on Companies House

April 2022

July 2022

Develop self-service GROWTHmapper® assessment

April 2022

December 2022

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Business Plan

2022-23

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Programme Plan Innovate UK EDGE Overview Innovate UK EDGE is a key part of the UK innovation agency’s deep investment in the pioneering businesses that drive economic growth. It is a publicly funded service available to all high potential small to medium sized innovation-driven companies, including Innovate UK grant winners.

OI Advice delivers the Innovate UK EDGE service on behalf of IUK across the SE region (excluding London) alongside a second delivery partner - the University of Greenwich. We have a new contract up until March 2025, with a value of £1.9m pa.

Key Aims • • • • •

To deliver exceptional contract performance in Y1, to ensure contract renewal in Y2 and Y3 at the same or higher funding level To deliver outstanding add on projects that demonstrate the broader abilities of OI Advice (e.g.

Young Innovator, Pitchfest and Global Business Innovation Programmes) To further strengthen the relationship with IUK, by winning a second delivery contract that plays to our strengths and that may have a geographical remit outside of the South East.

To exceed expectations around impact, quality, programme management and audit performance To shout about our success and experience with this programme to evidence our market position as the outstanding provider of specialist support to SMEs.

Challenges and opportunities Challenges: • • • •

The new contract is significantly different to the old contract and will require refocusing the team to deliver effectively Client acquisition. The programme is focussed on the highest potential, innovation driven businesses, and will test our ability to target the right prospects in sufficient volumes.

The EDGE programme includes mandatory usage of the IUK CRM which does not provide performance data to monitor internal productivity. Dashboards to be developed.

Sharing best practice with other programmes, for mutual benefit. No mechanism currently exists to support this.

Opportunities: • • •

Drive further revenues and contribution through add on services and/or regional expansion Attract and retain the very best talent in our delivery team Share best programme practice across the company

Provide data insights into this critical SME sector which can be used by our BD team.

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Business Plan

2022-23

…………………………………………………………………………………………………………………………………………

Programme improvements for SME clients 1.

2.

3.

4.

Adoption of a needs analysis form and scoring methodology that ensures the right companies come onto the programme, and are matched to the right advisors Reducing the administrative burden on advisors, thereby increasing coaching time through education around best practice, centralised processes where appropriate and clear understanding of programme priorities Client driven duration and intensity of support (as opposed to standard 5 day support, irrespective of need) Introduction of SME satisfaction measures (subject to IUK guidance).

Additional value for funders 1.

2.

3.

4.

5.

6.

Over performance across all parameters Adapt a more agile and aligned team structure that provides clarity for the funder, and faster turnaround of the inevitable many and varied requests from IUK Share data insights to influence future policies and programmes Active participation in consortium pilots, working groups and other initiatives driven by delivery partners Become the ‘go to’ delivery partner for the best-case studies and success stories that will help the IUK EDGE management team evidence traction with their stakeholders and SMT Capture funder feedback to track and measure impact of the initiatives above

Key Actions: Description

Start Date

End Date

Review current structure, design new structure, implement new structure

November 2021

April 2022

Pilot to identify, target and onboard the right profile of client aligned with the new contract

March 2022

July 2022

Derive learning from the first quarterly review and scoring process, and apply to remaining quarters of Y1

August 2022

September 2022

Educate and embed revised real time CRM processes to accurately reflect delivery within each quarter

February 2022

June 2022

Deliver on metrics agreed with the COAB, and become a lead influencer and contributor within the consortium to drive future service enhancements

January 2022

December 2022

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Business Plan

2022-23

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Programme Plan Manufacturing Growth Programme Overview The Manufacturing Growth Programme is the UKs largest and leading business support programme that makes improvements to manufacturing SMEs by identifying, understanding, and removing barriers to growth.

MGP2, was commissioned and initiated in October 2019 and it is a £19m (£32m including Match Funding) ERDF programme that operates across 18 LEP areas. Delivery of the programme will end in June 2023.

The programme is delivered using a customer journey that encompasses: • • • • • • •

Identify & Engage Diagnose Development of an Action Plan Identify the best and most appropriate expertise to deliver the improvement project action plan Account Manage the delivery of the improvement project Quantify the improvements made Refer to other business support

Key challenges and opportunities Challenges: 1.

2.

3.

4.

5.

Retaining Staff through to programme completion Identifying & engaging with funders to secure funding for follow on support Achieving Match Ratio, New Clients, Completions/Defrayment of Revenue and Capital projects Signing the correct ratio of projects in order to achieve the 50%/60% Intervention Rates Supporting the business to secure MGP 3 or any another type of manufacturing business support programme whilst delivering an outstanding set of output and outcomes on MGP II.

Opportunities: 1.

2.

3.

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To introduce Lean Virtual workshop to manufacturing SMEs To create case studies linked to Government priorities Retrospective collection of C8 job data

Business Plan

2022-23

…………………………………………………………………………………………………………………………………………

Programme improvements for SME clients 1.

2.

3.

4.

Continuous improvement of programme delivery via regular operational meetings Become more of a cross functional team Reduce reliance on individual LEP ESIF spend to achieve overall contract numbers Consider reintroducing the Workshop Delivery Programme

Additional value for funders 1.

2.

3.

Produce detailed LEP infographics and insight reports specific to local manufacturing business needs Demonstrate closer working relationships with stakeholders and partners Share survey intelligence of Manufacturing businesses needs to identify future opportunities

Key Actions: Description

Start Date

End Date

Proactive staff communication to assist retention –keep all staff engaged and informed

April 2022

March 2023

Funder satisfaction via continued engagement with key stakeholders

April 2022

March 2023

Capture client satisfaction (testimonials and case studies) in order to promote excellent capability and delivery of MGP

April 2022

March 2023

MGP II Operational delivery fulfilment and close down of current programme with focus on committed & defrayal of clients

April 2022

March 2023

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Business Plan

2022-23

…………………………………………………………………………………………………………………………………………

Programme Plan Strategic Growth Programme Overview OI Advice secured the strategically important contract to deliver high growth SME business support to the Leeds City Region LEP area in 2020. This three-year contract (ends March 2023) complements our presence in the region through the Manufacturing Growth Programme and provides OI Advice with the opportunity to showcase our strengths ahead of the transition from ERDF to UKSPF funding.

The programme’s overarching purpose is: “Helping ambitious SMEs overcome current challenges and achieve their potential” For this reason and to reinforce the importance of Small to Medium (SME) sized business growth to the region, the Strategic Growth Programme (SGP) provides a first-class package of bespoke support aimed at ensuring SMEs fulfil their growth potential.

We are committed to helping SMEs to identify opportunities to grow, increase performance and create employment.

Challenges and opportunities Challenges: • • •

Supporting a highly performing and highly regarded delivery team during the remaining 15 months of the contract.

Ensuring we support WYCA (West Yorkshire Combined Authority) successfully through any pending ERDF audit process.

Ensuring we collect enough new jobs created outputs to meet our contractual obligations.

Opportunities: • • •

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Maximise the impacts and intelligence of engaging with the most aspirational SMEs in Leeds City Region.

Maximising the high-quality reputation being built with WYCA as a trusted delivery organisation.

Develop a high performing pool of external delivery coaches for delivery on SGP and beyond.

Business Plan

2022-23

…………………………………………………………………………………………………………………………………………

Programme improvements for SME clients 1.

2.

3.

Greater use of digital tools in delivery such as rolling our DocuSign across more of the programme.

Fund the remaining Aspiring for Growth workstream with two days of coaching from programme budget Provide SMEs with a report of confidence levels of growth from their peers.

Additional value for funders 1.

2.

3.

Produce a targeted confidence survey and report detailing the views and needs of the most aspirational SMEs across LCR. Provide intelligence on the locations and clusters of those SMEs across LCR. Provide a list of the top 20 “ones to watch” of SME growth potential from SGP

Key Actions: Description

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Start Date

End Date

Supporting a highly performing and highly regarded delivery team during the remaining 15 months of the contract.

April 2022

March 2023

Ensure we support WYCA successfully through any pending ERDF audit process.

April 2022

March 2023

Make greater use of digital tools in delivery such as rolling our DocuSign across more of the programme.

Use Google Maps to plot out the regional hotspots for SME growth.

Fund extra coaching days.

Provide SMEs with a report of confidence levels of growth from their peers.

April 2022

December 2022

Produce a targeted confidence survey and report detailing the views and needs of the most aspirational SMEs across LCR. Provide intelligence on the locations and clusters of those SMEs across LCR. Provide a list of the top 20 “ones to watch” of SME Growth from SGP. Develop a high performing pool of external delivery coaches for delivery on SGP and beyond.

April 2022

March 2023

April 2022

December 2022

Business Plan

2022-23

…………………………………………………………………………………………………………………………………………

Programme Plan Transform2 Overview Transform 2 has a key aim of supporting high growth SMEs (small and medium-sized enterprises) and startups in Cornwall and the Isles of Scilly (CIoS). By working closely with companies to improve their commercial performance, businesses become more resilient, create high value sustainable jobs, and generate economic growth. The approach is to deliver intensive support through coaching which creates new competencies rather than a dependency, and also through an Executive Placement Support (EPS) scheme.

Transform 2 commenced on 1 November 2018 will deliver SME support until 31 March 2023, with a financial completion date of 30 June 2023.

Challenges and opportunities Challenges: • • •

Ensuring we meet all contracted output targets, including managing the Executive Placement Support (EPS) pipeline and final collection of match funding.

Recruiting the additional 1.0 FTE marketing-based coach and keeping the full team together and motivated, to the final end of coaching delivery and project completion.

Maintaining a visible presence in Cornwall and the Isles of Scilly, to assist with gaining future business support funding after June 2023.

Opportunities: • • •

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Continuing to have a positive economic impact through our support of key businesses in Cornwall and the Isles of Scilly.

A synergistic collaboration with the Community Renewal Fund (CRF) Food and Drink Cornwall (FDC) project.

New funding opportunities such as the UK Shared Prosperity Fund (UKSPF).

Business Plan

2022-23

…………………………………………………………………………………………………………………………………………

Programme improvements for SME clients 1.

2.

3.

Recruit an additional 1.0 FTE coach who will have a marketing-based background, add complementary expertise to the coaching team and enable 3 to 5 impact-based case studies to be developed.

Collaborate with the Food and Drink Cornwall project by developing and delivering a bespoke 12 hour, f2f or online 1: many support offer for up to approximately 20 T2 eligible Food and Drink Cornwall clients.

Collate the T2 workshop and Masterclass materials into a digital resource library to complement the library of coaching tools, making them available to enhance our support of SMEs on T2 and other programmes delivered by Oxford Innovation Advice.

Additional value for funders 4.

Develop between 3 to 5 impact-based case studies and associated promotional materials for DLUHC to be able to share full detail of the positive impacts that T2 as an ERDF-funded programme has had on SMEs and the economy of Cornwall and the Isles of Scilly

Key Actions: Description

Start Date

End Date

Recruit an additional 1.0 FTE marketing-based coach from 1 April 2022 for a fixed-term 12-month contract

February 2022

April 2022

Develop and deliver a bespoke 12 hour, 1: many coaching offer for up to approximately 20 T2 eligible Alchemy clients

April 2022

October 2022

Develop and publish between 3 to 5 impact-based case studies and associated promotional materials

June 2022

March 2023

Collate the T2 workshop and Masterclass materials into a digital resource library

April 2022

March 2023

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