Industry Leadership Groups review

Annex A: Background to the review

The review was initiated to understand the activities of each ILG, their key outputs and how they can increase their impact. This review was particularly to optimise: UK Government funding; impact and return on investment associated with finite public and private sector resource; the strategic impact on policy delivery, business competitiveness and sustainable and inclusive growth; and, private sector leadership and collaborative action. This is a short review, running October 2019 - January 2020 and led by Nora Senior (Chair, Enterprise and Skills Strategic Board).

What are we trying to achieve?

This review aims to deliver:

• An agreed set of principles setting the context for ILGs moving forward;
• A consistent and coherent strategic framework for the Government's approach to support for established and emerging sectors or industries; and
• The respective leadership roles for government and ILGs and their members

Evidence base

The evidence base is summarised in the annex and is focussed on:

• Providing an update on the current operation of the ILG (activity and leadership (Annex B), membership (Annex C), and resourcing (Annex D)); and,
• Understanding performance of sectors over the time period (2012 - most recent data) and comparing to UK level (Annex E)

Which sectors have ILGs?

Aerospace, Defence, Marine and Space (ADMS); Construction; Creative Industries (Creative Industries Advisory Group or CIAG); Financial Services (Financial Services Advisory Board or FiSAB); Life Sciences (Life Sciences Scotland or LSS); Food and Drink (Scotland Food and Drink Partnership Board); Aquaculture; Energy (Scottish Energy Advisory Board or SEAB); Tourism.

Our review also considered new sectoral engagement groups - focussed on space; low carbon transport; and, advanced manufacturing.