Scoping Study of the Creative and Tech Industries in Worcestershire
In February 2020, The Innovation Partnership Ltd was commissioned by Worcestershire County Council to assess the make-up and opportunities of the Creative and Technology (CreativeTech) sector in Worcestershire. The study involved completion of the following tasks:
A detailed examination of the size and scope of the CreativeTech sector within Worcestershire including size, turnover, staffing levels and specialisms.
A clear benchmark of the sector and breakdown of local authority areas and sub-sectors.
An understanding of how the sector compares with current Worcestershire Local Enterprise Partnership (LEP) priority areas.
A survey, workshop, and interviews with key CreativeTech businesses and stakeholders.
Construction of an ‘Action Plan’ (suitable interventions) through which the sector could be supported going forward.
Project Methodology
The Consultants held a kick-off meeting with WCC representatives to define the scope of work and to identify a list of stakeholders whose opinion would be critical to the exercise. A full-day workshop was then delivered, with attendees including regional CreativeTech businesses, local authority/LEP/council representatives, representatives of the regional universities and various individuals from the business-innovation-support community. Personal telephone interviews with those stakeholders unable to attend the workshop and a telephone survey was held with additional regional CreativeTech businesses to properly assess support requirements for the sector.
Outputs of the exercise:
TIP produced an extensive final report, defining the CreativeTech sector in the County and mapping out regional strengths and assets. Support requirements were defined, and the Council was presented with an action plan to direct support provision for the sector, focusing on the following five areas:
Measures to respond, recover and thrive Post Covid-19.
Actions to accelerate technology development.
A new network to promote the interests of the sector.
Making the most of existing assets and infrastructure.
Transforming the sector’s visibility and identity.
Specific interventions, including the establishment of digital and physical networks and the stimulation of inward investment, were identified to achieve the above objectives, with actions grouped into high (immediate start), medium and low priority.