Industry Leadership Groups review
A range of Industry Leadership Groups (ILGs) have been established over time, with different governance, structures, and funding but intended to deliver a common set of aims. This review was initiated to understand the activities of each ILG, their key outputs and how they can increase their impact.
Annex C: Summary table - Membership of the ILGs and Sub-groups
ILG |
Appointment of members |
Steps to ensure membership is representative |
Current sub-groups |
---|---|---|---|
ADMS |
Dormant |
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CSS |
Dormant |
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Construction |
By application and consideration by the Chair; approval by the group |
The Group have mapped the constituent parts of the industry (e.g. main contractors, to ensure appropriate representation |
Various sub-groups e.g. Skills, Building Standards and Procurement, Innovation etc. Sub-groups align to the themes of the strategy. SE funding for (administration and projects); KPIs as funding condition |
CIAG |
Suggestions from SG officials with input from partners and the co-chair. My Hyslop approves. |
Representativeness is a key consideration when appointments are made |
The co-chair has convened a sub-group about how SNIB could support creative industries. SG provides secretariat. No direct funding. |
FiSAB |
Recommendation from FiSAB members, SfE (industry body), SG officials. FM approves |
Achieving sectoral representation is the responsibility of the Chair and Deputy Chair |
Skills and Talent - address the anticipated skills gap in the sector Banking and Economy Forum - issues facing banks and readiness for Brexit No funding - SG/SE/SDS involved where needed |
LSS |
Appointment of members and co-Chairs overseen by the Governance Group. There is a 'register of potential members'. This is generated from existing members, industry contacts etc. Candidates are assessed and interviewed by the Governance Group |
Terms are 2-4 years to ensure regular turnover |
Four groups focussing on strategic themes (2025 vision): internationalisation; business environment; innovation and commercialisation; and, sustainable production. Two enabling groups: Governance and Marcomms There is now a working group on AAA (Agritech, Aquaculture and Animal Health) No funding (SG/SE) for working groups except for allowable expenses from SE |
Textiles |
Textiles |
Appointment and approval by Chair and Group Members - specific arrangements to be finalised |
Achieving sectoral representation is the responsibility of the Chair and Group |
Scotland Food and Drink Partnership Board |
Membership is CEOs of key organisations (e.g. NFUS, SSPO, SWA) and staff from SE, SE, HIE and SDI. Members are appointed by the individual trade organisations |
The spread of trade organisations ensuring representation of different business sizes |
Subgroups focus on themes e.g. exports, skills, innovation and tourism. SG and agencies are involved in all subgroups |
Aquaculture |
Membership is drawn from the FinFish farming sector and includes HIE, SEPA, SNH etc. Currently members mostly operate in salmon farming |
The TOR states the group should be representative of the industry. The public sector only has observer status. No environmental NGOS |
Funding is primarily through contribution in kind but particular members due take financial responsibility for specific projects. |
SEAB |
Membership is senior executives from utilities, skills and sector experts and academic input. |
Representation (business size) considered by the Group and officials |
A number of SLGs are being established |
Oil and Gas |
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Renewables |
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TGCCS |
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Scottish Forest and Timber Tech |
Unknown |
Unknown |
Recent SE support for design and publication of strategy and contribution to maintenance and hosting of website. Majority of funding associated with ILG projects is from Scottish Forestry and the Timber Development Fund |
TAG |
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Scottish Tourism |
Unstructured |
Nothing to date |
No set subgroups but the national strategy has asset groups (events and festivals etc.) and ad hoc subgroups from time to time |
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