WORCESTERSHIRE LOCAL ENTERPRISE PARTNERSHIP BOARDThursday 25th September 2014 10.30am - 12.30pm

Worcestershire County Cricket Club, New Road, Worcester

AGENDA

1. Welcome and Apologies- Confirmation of Board and Business Board Appointments

2. Minutes from the Board Meeting 24 July 2014 (5 mins)

3. Matters Arising - Action List (5 mins)

4. Growth Deal Update - Gary Woodman (20 mins)- Implementation Plan

5. EU Investment Strategy – Gary Woodman (20 mins)- Local Management Committee- Opt-ins

6. Subgroup Reports and Outputs (15 mins)- Appointment of Board members to Committees and Roles- Inward Investment

7. Conference and Annual Report (5 mins)

8. Budget – Gary Woodman (5 mins)

9. Promoting Growth Outside the Core Cities - Gary Woodman (5 mins)

10. Professional Indemnity Insurance for Directors (10 mins) - Peter Pawsey

11. Executive Directors Report 12. Any Other Business Dates of Meetings in 2014/15

- 20 November 2014 - Mazak- 22 January 2015- 26 March 2015- 21st May 2015- 23rd July 2015- 24th September 2015

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Confirmation of Board and Business Board Appointments

WLEP BOARD RECOMMENDATIONThe LEP Board is recommended to approved the appointments to the Board and Business Board.

1.0 Context1.1 A number of Board and Business Board members' terms of office were up over the

period between February 2014 and May 2014. It was agreed that these would be extended to September 2014, while the growth deal was being negotiated.

1.2 The appointment and remunerations committee who oversaw the process are: Peter Pawsey (Chair), Cllr David Hughes ( LEP Board Member), Carl Arntzen (LEP Board Member) and Paul Richards (LEP sub group member and HR consultant).

2.0 Recruitment process2.1 Advertisements of the Board vacancies appeared across Worcestershire and the region with adverts taken in the: > Birmingham Evening Post > Bullivant Media Group > Worcester News (regional package - all titles)

2.2 Applicants were required to complete a short application form requiring their contact details, 50 words on their main business activity and 100 words on why they would like to be on the Board.

2.3 The deadline for applications was Monday 16th June 2014, the total number of applicants was 44. Male applicants 38 (82%) and Female Applicants 6 (18%)

2.4 Total interviews held was 25 and, of these, 79% were male candidates and 21% female candidates. 13 appointments were made 11 male and 2 female. 3 to the main Board and 10 to the Business Board. 2 members recruited were ethnic minorities. Greater representation in Kidderminster, Bromsgrove and Redditch were made up from the new appointees.

2.5 Sectors from which the recruits were working in were:- Housing, Financial Services, Infrastructure projects, Engineering (Micro business, Technology & Supply chain), Agri-Tech, Technology, Professional Services, Property/Commercial Development and Tourism and the Visitor economy.

2.6 Regarding value for money - the total cost of advertising was £4367 and therefore the cost per hire was £336.

3.0 Board Appointments3.1 New appointments to WLEP Board are:

Nick Baldwin (Chairman, Sanctuary Housing Group, Chairman, Office of Nuclear Regulation)

Chris Walklett FCA (Partner, Bishop Fleming),  and Dr Simon Murphy (Interim CEO, Worcester Community Trust, Chair, Sandwell

Property Partnership and former MEP).  Professor David Green (Vice Chancellor and CEO of the University of Worcester)

who fills the newly allocated higher education position. 

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Stuart Laverick (Principal of the newly amalgamated Heart of Worcestershire College) occupies a similar role on behalf of the further education sector. Meaning the Board members are now:

Peter Pawsey (Chair),Chairman, Robert West and Director Midland Heart. Cllr Simon Geraghty, Deputy Leader, Worcestershire County Council (rep

Southern DCs). Stuart Laverick (as above). Cllr David Hughes, Leader, Malvern Hills District Council. Carl Arntzen, MD, Worcester Bosch Thermotechnology. Cllr Margaret Sherrey, Leader, Bromsgrove District Council – rep Northern DCs) Nick Baldwin (as above). Professor David Green (as above). Dr Simon Murphy (as above). Chris Walklett (as above). Business Board Chair - to be elected.

3.2 Business Board membership is now :

Penelope Brudenell-Pryke, Director, Greengineering Ltd; Proprietor Success Builders, Kidderminster.

Aidan Stevens, Owner/Director, St Andrews Town Hotel, Droitwich. Affy Qadeer, MD, Westgrove (developments and investments) Redditch. Paul Hutchens, MD, Eco2 Solar Limited, Kidderminster. Neil France, MD, Altaras International, Worcester. Mike Cook, Director Operations, BT Wholesale and Director BT West Midlands,

Stourport. Zad Padda, Director/Owner, Box On Limited, and Vicarage Nurseries Ltd,

Bromsgrove. Olivia Waters, Director Marketing & Communications, Capita plc and Director, Smiles

Childcare Ltd - since withdrawn. Francis Christie, Francis Christie Ltd, formerly as IoD representative. Bob Brown, IoD Representative. Mike Brown, Chief Executive, Bromsgrove District Housing Trust. Dean Attwell, MD, Oakland International Ltd. Mark Martin, Director, One Creative Environments Ltd. Richard Quallington, Chief Executive, Community First. Jacqui Bayliss, Harris Lamb Property Consultancy. Ken Wigfield, Federation of Small Businesses. Mike Ashton, Chief Executive, Herefordshire & Worcestershire Chamber of

Commerce. Paul Alekna, e-Response Recruitment. Roy Irish, Financial Partnership and Support Ltd. Steve Borwell-Fox, MD, Borwell Ltd. Rebecca Widdowson, Hallmark-Hulme - since resigned.

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MINUTES OF WORCESTERSHIRE LOCAL ENTERPRISE PARTNERSHIPBOARD MEETING

Thursday, 24th July 2014 3.00pm – 5.00pmCoomber Electronics, Brindley Road, Worcester

PRESENT:Peter Pawsey (Chair) (PP) Chairman, Robert West and Director Midland HeartCllr Simon Geraghty (SG) Deputy Leader, Worcestershire County Council (rep

Southern DCs)Stuart Laverick (SL) Principal & Chief Executive, Worcester College of

TechnologyDean Attwell (DA) MD, Oakland InternationalCllr David Hughes (DH) Leader, Malvern Hills District CouncilSteve Borwell-Fox (SBF) MD, Borwell LtdCarl Arntzen (CA) MD Worcester Bosch ThermotechnologyCllr Paul Middlebrough (PS) (representing Cllr Margaret Sherrey, Bromsgrove

District Council – rep Northern DCs)Alan White (AW) MD, Malvern Hills Science Park

IN ATTENDANCE:Clare Marchant (CM) Chief Executive, Worcestershire County CouncilGary Woodman (GW) Worcestershire LEPWendy Stock (WS) Note taker Worcestershire LEPPhil Round (PR) Worcester Group Training Association (For item 4)Duane Sanger (DS) Worcester Group Training Association (For item 4)

APOLOGIES:Marcus Burton (MB) MD, Yamazaki MazakCllr Margaret Sherrey (MS) Leader, Bromsgrove District Council (rep Northern

DCs)David Crook (DC) BISProf David Green (DG) Vice-Chancellor, University of Worcester

1. Welcome and Apologies

Peter Pawsey (Chair) welcomed the Board and he noted that there were apologies from Marcus Burton, Cllr Margaret Sherry, David Crook and Prof David Green, He thanked the alternates for attending - Steve Borwell-Fox and Cllr Paul Middlebrough. He formally welcomed Stuart Laverick and Prof David Green (in absentia) as the newest Board Members to join the WLEP Board.

2.

3.

Minutes from the Board Meeting 17 th June 2014

The Minutes were signed off as a true record by the Board.Matters Arising

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The Action Points from the June Board meeting were reviewed:

GW had confirmed the LEP contribution to the Magna Carta celebratory events in 2015.

The next steps in the growth plan and projects for 16/1will be confirmed after a meeting with BIS Local on Monday 28th July.

Formal communication with stakeholders on outcomes of the Local Growth Deal – breakfast meeting is taking place next week at Sixways Stadium (30th July) with 120 people attending and is a business orientated audience.

GW to progress the assessment of signage boundary plates – ‘Worcestershire Welcomes You’ county boundary plates to be placed on order for (A456 near Halesowen), A44 (Fish Hill), and A38 (Stratford Bridge) with additional plate options for British Camp and Wyche Cutting. Highways Agency have been chased on an update for signs on motorways and trunk roads.

GW to progress the due diligence of the Fund of Funds – this is being worked through.

The Business Board to act as the Worcestershire Business Central Advisory Board was agreed – a meeting is scheduled for next week to confirm arrangements.

Terms of Reference to be developed for all sub groups – this is started with the agri sub-group having already been completed.

Recommendations of shortlisted candidates for the WLEP Board to be given by the Appointments and Remuneration Committee – the interview process is an agenda item,

Growing Places Fund – agenda item. Improvements on the presentation of Accounts –

ongoing. GW confirmed that the extension of the Research and

Administration Assistant within the WLEP Executive Team had been arranged.

Correspondence Letter from Norman Price, Deputy Chair, Local

Management Committee related to the importance of collaboration between the 6 West Midlands LEPs. CA asked in respect of European projects, whether local committees would be making decisions on monies allocated and PP confirmed that a committee would be in place in Worcestershire with a chairperson and is a devolved part of the LEP structure. SG pointed out that extensive experience had been gained at a regional level through the Committee that Norman Price chairs, therefore, WLEP need to gather as much joint working and shared learning opportunities. - The Board agreed. Guidance on this Committee is awaited.

Letter from Julia Sweeney, Director, European Programme and Local Growth Delivery, DCLG dated 27th

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June 2014 giving a partner updated on the 2014-2020 European Structural and Investment Funds plus an appendix showing the indicative Timetable of Activity. This is an Agenda item for further discussion.

4. Strategic Economic Plan – Local Growth Deal settlement (2015/16)

The WLEP Board was asked to:1. To note the Local Growth Fund announcement for

Worcestershire.2. Note the proposed allocations of spend to SEP priority

projects.3. Agree to receive a separate report the September LEP

Board meeting which will set out programme management and monitoring proposals for SEP projects, which will be developed over the next 2 months and to note requirement for LEP to begin development of 2016/17 and beyond project pipeline ahead of next LGF round.

The Board agreed these recommendations.

PP welcomed Phil Round and Duane Sanger of Worcester Group Training Association and invited them to give a brief presentation on their Group - and the project that was funded as part of the Local Growth Fund.

Worcestershire Group Training Association is an employer owned and controlled ‘not for profit’ provider of training and associated services Their main customers are employers from the manufacturing, and engineering sectors and the service they offer is the provision of training and work-based qualifications appropriate to the needs of their customers. Over time, apprentice numbers have grown over 800% with the majority of leading employers engaged.

The employer Board of WGTA concluding that the current CoVE building is inadequate for the future and larger premises are a priority otherwise a lack of engineering skills will blight Worcestershire manufacturing growth.

A search for new premises is being investigated with a view to opening a new training centre for September 2015 for the first round of Apprenticeship intake.

Phil Round and Duane Sanger concluded their

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presentation by thanking the LEP Board for their support and left the meeting.

PP gave a review of the SEP to date saying that the announcement had come on 7th July with an indicative figure of £13 million and a further £47 million over the next five year period to include Broadband of £2.4 million, which had come in at the last minute. £3.7million was committed to Local Transport and £3million via Birmingham to the Hoobrook Link Road into Worcester. In addition, a number of ‘asks’ had also been given a supportive approach to work with the WLEP over the forthcoming period.

GW said that there were a number of issues to clarify and resolve to ensure a smooth transition into developing an effective programme to ensure delivery of the objectives on a project by project basis. The latest information from BIS Local is that central government intend to make further information announcements by the end of July 2014, and as there are no further Board Meetings until September, the WLEP Board should delegate authority to agree any variations to the Local Growth Deal during this period. GW confirmed that delivery is now ‘king’ and CM/SG said it was important to ensure implementation and resources were in place to facilitate delivery.

GW said that monitoring and evaluation processes were being developed by the LEP as reports to the Board and Central Government regarding delivery would be critical for success. At the same time, the LEP needed to consider projects that were potentially pitching for in 2016/17.

SL said that it was key that game changer sites were developed and delivery was started. Rather than chasing new projects. Also a recognition that we need to continue the narrative of a 10 year plan. CM said that this needs to be put in context as other city areas like Manchester have been looking at this for over 30 years.

GW reviewed the central government commitments in response to WLEP Asks of Government, these were positive and would form the basis of the implementation plan.

SBF asked about asking for extra items above those expected and GW/PP confirmed that this might be possible. CA asked if there could be a named person for the accountable delivery on each LGF project. CM/GW/SG agreed and that person would be reportable to the Board.

ACTIONGrowth Plan

Implementation Plan to be

presented to the Sept Board

meeting.

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5. Final Governance ProposalsCM asked that following the Leaders’ Board on 7th July, the Board to note the LA Leaders response to the WLEP government proposals and to implement their views into the final governance arrangements. This was duly noted by the Board and broken down as follows:

1. Increase from 9 to 11 Board members – Leaders agreed but would look to change the current ‘alternates’ model whether the other five Leaders were substituted as appropriate and one Chief Executive as an observer who would circulate brief notes to the Local Authority family.

2. Regarding the co-option of up to 2 extra business members as appropriate – this was agreed on the basis that additional business members to the 11 would be non-voting.

3. Alternates to the Board – agreed that these need to be formalised.

4. Agreed with the process of appointing the FE representative to the Board.

5. Regarding confirming agreements to extending the appointment of the Chair for a further year up to May 2015 – Agreed, with the condition that the process starts for recruitment of Chair in September but would envisage transitioning in of new Chair by January 2015.

6. Confirm role and remit of sub groups – broadly content but sub groups will need relooking at as the SEP begins to take shape.

7. Agree to the remodeling of the FAR&A Committee and consider the Board position of the FAR Chair on the LEP Board – Agreed.

8. Agree to changes to Leaders Board to create a Part B including LEP Chair focusing on economic growth. – LEP Board pre meets for Local Authority representation on Board to be re-instated.

9. The democratic position prevailing in a scenario where WLEP pursue an initiative which flew in face of accountable body – Wording to be strengthened as it could be open to interpretation.

10. Periodic review of the WLEP legal status – agreed11. Formalise accountable body role through a

Memorandum of Understanding – agreed.

ACTION:1. Produce a

updated version of the governance rules of the

WLEP.2. Formally

confirm alternates at the Sept LEP

Board meeting.3.Progress the process of LEP

chair recruitment.

4.Appointment of Board

Members of roles

5. Develop the MoU between the LEP and Accountable

Body

6. EU Strategy Update –

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7.

Timetable and Future ActionsLEADER update

GW asked the Board to note the National LEP Network update on the European Programme Timetable which was set out month by month - with an outline of WLEP actions. He stated that the first expected investments on the ground, including through Opt-ins is expected in March 2015 and it would be important for the Board to break this down from the September Board meeting in terms of the structure and objectives of early programme and projects that are likely to be commissioned.

SG said that the liability was ‘fuzzy’ on whether this lay at National or with local LMCs. It was important to provide assurance on this with the necessary level of rigour, auditing and set outputs. GW said that if it was decided to ‘opt in’ then risk, procurement and liability lies nationally and it was better to start with the principle of what we can do regionally with better skills and provide rigour.

DA commented that as a Business Leader, he did not feel qualified to contribute and felt that more work on the European programme should be done off-line rather than occupying a large part of the agenda. PP said that it was a collective responsibility of the Board to deal with this but more needed to be done to pre-brief Board members. GW confirmed that information on the European programme would be delivered in bite size chunks for the September Board.

- LEADER updateThe Board deferred the letter of endorsement for Defra to accompany the submission of the Worcestershire LEADER until further versions of the strategy had been completed and the relationship with the SEP and EU strategy had become clear.

Subgroup Reports and Outputs

A report had been submitted from each sub-group as follows:

a) ESB UTC Proposal – Carl ArntzenThe Board was asked to endorse the recommendation of the Employment & Skills Board (ESB) to develop a potential Worcestershire University Technical College (UTC) proposal focusing on Science, Technology, Engineering and Maths (STEM) subjects with the aim to have a live date of September 2017. This was based on the Options Review exercise conducted by the ESB which recommended that the UTC

ACTION:The Quad to consider the

LEADER strategy.

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provided a closest fit to reverse the shortage of trained engineers in Worcestershire.

The rationale for this was that STEM sectors account for c20% of Worcestershire’s economy and is the lynchpin of value added, high skilled jobs located within the County. CA asked for the Board to delegate responsibility to the Chair of the ESB to form a Project Board to develop the proposal and also to allocate up to £50k from LEP funds to be matched by partners to prepare a submission to relevant funding bodes including the Baker Dearing Trust, Local Growth Fund and Higher Education Funding Council during later 2014 and early 2015.

CM stated that independent schools as well as local secondary schools would wish to be involved. SL said it was important to add a cautionary note that, in his experience, other UTCs that had been set up had struggled to secure sufficient intake on the basis of competition seen by the school end. SL suggested a virtual network could be set up to form a collaborative level/approach. CM asked CA what Local Authority contribution was being looked for in respect of this proposal and CA confirmed it would be £50k match to the LEP funding and other LEP partners. CM asked if private sector contributions would be sorted out in relation to this project; CA confirmed that private sector funds were being discussed amongst the companies approached so far. The Board agreed to support the project.

b) Inward InvestmentThe Board was asked to note the progress and next steps related to the Inward Investment Strategy and to recognize that inward investment enquiries come through different sources and to agree the WLEP should be the primary contact vehicle i.e. first point of contact under the umbrella of Invest in Worcestershire. This was included under the brand, World Class Worcestershire, including the twitter hash tag and marketing materials, including a film and brochure to be launched on 30th July at the SEP event.

c) Incubator scoping workThe Board was asked to recommend the approval of £10,000 towards a scoping study regarding a potential Innovation/Incubator Hub in Worcestershire. GW said that there was a need to scope the narrative in the growth deal about Centres of Excellence, Innovation Hub and Enterprise Centre.

d) Geothermal The Board was recommended to make note of the

ACTION: GW/CA to

progress UTC feasibility proposal.

ACTION:GW to

progress the scoping study

with the working group.

ACTION: Progress the

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progress to date in implementing Ask 11 from the Strategic Economic Plan and to committing £33,000 from the Growing Places budget to match the grant bid of £67000. The Board agreed to this.

geothermal project.

8. LEP Business Recruitment Process

PP updated the Board on progress of the LEP Business Recruitment Process. He confirmed that just over 40 applications had been received from recently placed advertisements in local newspapers with 15/16 shortlisted and seen by the Appointment and Remunerations Committee who are: Peter Pawsey (Chair), Cllr David Hughes (LEP Board Member), Carl Arntzen (LEP Board Member) and Paul Richards (LEP sub-group member and HR consultant). PP said that 5 more shortlisted candidates were to be seen shortly. The Committee had been encouraged that there are some good potential additions to the Board and Business Board across equality, diversity, business size as well as geography.

PP confirmed that there were no conclusions as yet and recommendations from the Committee would be given to the Board for agreement via email before the September Board.

ACTION:Appointments

and Remuneration

Committee

9. Budget - Gary Woodman

The Board was asked to note the position of spend on the LEP budget. GW confirmed that the final 13/14 year end accounts were reviewed by the Finance Audit & Risk Committee and they were satisfied with the process and accuracy of the figures. A process of sign off has been agreed and will be prepared for the Annual Report. The End of Year accounts were approved and Budget position of at Q1 noted.

10. Growing Places Fund Update – Gary Woodman

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The Board was asked to note the current financial statements supporting the continued activity under the Growing Places Fund and that investigations on alignment of remaining growing places fund to SEP strategic projects would take place with recommendations at a future Board Meeting.

CA requested an ‘idiot’s guide’ of overview of the different funding pots and their related projects along with a total figure (if possible).

ACTION:GW to provide an overview of

funding

11. Chair's Report (inc WM LEP Chairs and LEP Network

PP gave a verbal Chair's report update. He said that the West Midlands LEP Chairs meeting had recently taken place and that the LEP network needs a clear role. He confirmed that a close relationship had formed between the LGA and LEPs which was encouraging.

12. Any Other Business

DA requested an ‘idiot’s guide’ to Local Authority Plans for all Worcestershire districts in respect of economic development from. CM/SG/DH agreed.

SL asked about with links with other LEPs such as Gloucestershire and PP said that the 6 West Midlands LEPs meet on a regular basis and beyond that the LEP Network operates on a national basis and is developing. PP said that the Worcestershire LEP is starting to talk with other like-minded LEPs to make sure the balance is right.

ACTION: CM/SG/DH to

provide an overview of Local Plans

13. Dates of Meetings in 2014/15

LEP BOARD:25th September (LEP Board Away Day) - Worcestershire CCC20th November – Mazak

2015

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22nd January – Coombers2nd April – Coombers21st May – Coombers23rd July – Worcester Bosch24th September – Worcester Bosch19th November – Worcester Bosch

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Item 3: - Action List

From July Board meeting:

ACTION LIST

1. Growth Plan Implementation Plan to be presented to the September Board meeting.

2. Produce an updated version of the governance rules of the WLEP.

3. Formally confirm alternates at the September LEP Board meeting.

4. Progress the process of LEP chair recruitment. 5. Appointment of Board Members of roles

6. Develop the Memorandum of Understanding between the LEP and Accountable Body.

7. The Quad to consider the LEADER strategy.

8. Innovation Incubator feasibility study to be progressed with the working group.

9. Progress the feasibility of the geothermal project - once the outcome of the Heat Networks bid is known.

10. Complete the recruitment of Board / Business Board members

11. Provide a funding guide to all the pots of funding available to the LEP.

12. Provide a guide to the Local Authorities local plans.

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Item 4: - Growth Deal Update - Gary Woodman - Implementation Plan

WLEP BOARD RECOMMENDATIONThat the Board notes progress in formalising the Growth Deal for 2015/2016 and instructs the Executive Director to prepare Terms of Reference for a Programme Delivery Group to be considered at the next Board meeting on 20th November 2014.

1.0 BACKGROUND1.1 Following the announcement of Growth Deals on 7th July 2014, work has been

underway within Government to develop a suite of documents at a LEP level to form the 'contract' for the delivery of the Growth Deal.

1.2 Worcestershire LEP was provisionally allocated £47m from the Local Growth Fund over the 2015/16 -2019/20 period with £12.9m confirmed for 2015/16 as detailed in Table 1.

1.3 On 19th August 2014, BIS held a workshop in London attended by representatives of the majority of the 39 LEPs. The purpose of the event being to update all on the emerging format for the Implementation Plan and to begin a discussion on the metrics that are to be used to assess progress in delivering the Growth Deals.

1.4 The purpose of this Report is to update the Board on progress in developing our Growth Deal Implementation Plan and supporting documents.

2.0 IMPLEMENTATION OF THE GROWTH DEAL2.1 In essence, the delivery of the Growth Deal will be shaped by 5 separate but

related products, these being:

A Funding Agreement between the Government and the Accountable Body acting for and on behalf of the LEP.

An Assurance Framework that establishes the LEP will ensure value for money across the range of interventions.

A Monitoring and Evaluation Plan that sets out how the Growth Deal will be measured, reported and evaluated.

A Strategic Communications Plan that sets out how the LEP and Government will work together on communications activity.

An Implementation Plan identifying actions, milestones, outcomes, etc., for the 2015/2016 Growth Deal.

2.2 Although Government has advised that the Funding Agreement will be straight forward, at the time of preparing this Report, we have yet to see a draft of the Agreement. However, we are aware that the grant will be forwarded to the Accountable Body via Section 31 arrangements on a quarterly in advance basis. The quarterly profile will be proposed by the LEP and considered by Government.

2.3 Given that several of the schemes included in the 2015/2016 relate to transport initiatives ie Southern Link Road and Hoobrook Link Road, it is recommended that as an interim position, the LEP adopts the existing Assurance Framework used by the Local Transport Body for these projects. This can be reviewed and amended once the relationship between the Local Transport Body and LEP is formally established.

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2.4 It is further proposed that the 2 schemes included as indicative funding in 2016/2017, ie Parkway Railway Station and Kidderminster Railway Station, are also developed in the context of that Framework.

2.5 Of all products required, the Monitoring and Evaluation Plan, is the one that requires most attention at this stage.

2.6 At a strategic level, we have already identified the impact we are seeking to achieve ie "...to grow the local economy by 2025 by over 25,000 jobs and to increase GVA by £2.9bn."

2.7 However, the 2015/2016 Growth Deal as well as every subsequent Growth Deal will include a number of discrete projects and programmes each with a series of outputs and outcomes. In addition, delivery of the European Structural and Investment Funds (ESIFS) will also require a comprehensive approach to monitoring and evaluation. However, at this stage, it is suggested that this remains separate to the Growth Deal approach.

2.8 Following the previously mentioned event in London, we are now represented on a national working group devising a list of monitoring metrics for all LEPs to consider for inclusion in the Monitoring and Evaluation Plan. Early discussions would suggest that Government is considering a number of 'core' metrics that would apply to each and every LEP which could include expenditure, jobs created, housing unit starts, etc, as well as a number of metrics specific to each individual project. However, the potential list of project specific metrics is considerable and the aim would be to reduce these to a manageable and relevant level.

2.9 From previous experience, the monitoring and evaluation of programme activity can take up a disproportionate amount of available resources and can become a box ticking exercise unless the information gathered is of real value. It is suggested that our Monitoring and Evaluation Plan includes information that is only relevant to the 2015/2016 Growth Deal but is flexible enough to add new metrics when future Growth Deals are agreed.

2.10 As regards the Strategic Communication Plan, little guidance is currently available on this but it is likely to include a series of milestones and trigger points as well as defining the respective roles of Government and the LEP in communicating the implementation of the Growth Deal (Appendix 4a).

2.11 The Implementation Plan itself is essentially a pro forma developed by Government for the purposes of capturing key performance measures for the delivery of the 2015/2016 Growth Deal. The pro-forma is attached at Appendix 1 to this paper.

2.12 To inform the Plan, the Executive Team continues to meet with individual Project Managers to challenge the delivery of each scheme in terms of risk and expenditure profile to ensure that, as a minimum, a programme outturn of £12.9m comprising the £9m Local Growth Fund and £3.9m pre-committed Local Transport Body funding is achieved in 2015/2016. 

2.13 The mood music around the Plan appears to have changed subtly within Government since the previously mentioned event on 19th August 2014. At the time, the Implementation Plan was identified as a key aspect of the contract with Government. However, at a more recent meeting with BIS and DfT on 15th September 2014, it would appear that the ambition for the Plan has reduced somewhat and is now seen merely as an aide memoir to shape regular discussions with our BIS Relationship Manager.

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2.14 As far as delivering the Growth Deal is concerned, It is proposed that the following key areas need to be developed to ensure effective project amd programme management

LEP Board: The key principle is that the LEP Board provides strategic direction for the SEP programme, including prioritisation of programme activity and approval of all investments. The LEP Board, would be supported by the LEP Executive Team who will coordinate activity across all programme areas. LEP Sub-Groups would use their specialist knowledge and expertise to scrutinise and challenge project proposals.

LEP Executive: The LEP Executive Team will support the development and implementation of the programme and will also be the primary interface for WLEP with central government in terms of managing the Local Growth Deal, ESIFS and SEP process. The LEP Executive Director will chair the Programme Delivery Group.

The Programme Delivery Group will replace the SEP Steering Group and would be responsible for monitoring and evaluating project and programme implementation establishing a high-level Programme Plan identifying Key Milestones, risks, etc. Project Sponsors and/or Managers would be engaged with, as required, to update on project specifics providing regular opportunity to address any capacity and/or capability concerns. Its core purpose would be to provide a quality assurance role for the LEP Board and ensure pace and momentum is maintained and will be chaired by the Executive Director.

2.15 By implementing these arrangements, it is anticipated that the LEP Board will be able to focus on providing strategic direction to the SEP programme and the wider Strategic Economic Plan, and delegate the granular level of detail associated with individual project governance by empowering the Executive Team and Programme Board to undertake this function.

2.16 Should the Board agree to the formation of the Programme Delivery Group, Terms of Reference will be developed and presented to a future meeting for approval.

Contact Ian Edwards, Growth Plan Project Manager, ian.edwards@wlep.co.uk

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Table 1 - 2015/2016 Growth Deal

Summary 2015/16 2016 Onwards Total

New Funding

    Local Growth Fund award 9.0 20.3 29.3

    Provisional allocations       0 10.0 10.0

Sub Total         9.0 30.3 39.3

Previously committed funding (LTB) 3.9 3.8 7.7

Sub Total         3.9 3.8 7.7Total 12.9 34.1 47.0

Detail 2015/16 2016 Onwards Total

Southern Link 2.0 10.0 12.0

Hoobrook Link Road 1.1 0.0 1.1

Flood Alleviation 0.7 3.3 4.0

Malvern Hills Science Park 1.0 3.0 4.0

Worcester Tech Park 1.0 4.0 5.0

Centre Excellence – Vocational Training

0.8 0.0 0.8

Broadband 2.4 0.0 2.4

Sub Total Approved Funding 9.0 20.3 29.3

Worcestershire Parkway 0.0 7.5 7.5

Kidderminster Railway Station 0.0 2.5 2.5

Sub Total Provisional Funding 0 10.0 10.0

Total Growth Deal 9.0 30.3 39.3

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Appendix 4a

XXX LEP Implementation PlanHMG Implementation Champion for xxx LEP: Mr J BloggsHMG Relationship Manager for xxx LEP: Mrs J Bloggs

Summary

The XXX Growth Deal was published on 7th July 2014. It sets out how the Government and XXX LEP will deliver the XXX Strategic Economic Plan. This Implementation Plan is a joint document that sets out how, together, xxx LEP and the Government will make the Growth Deal operational through clearly identified activities, responsibilities and milestones, with the aim that the Growth Deal is fully ready for delivery by April 2015.

This Implementation Plan will sit alongside a suite of products which detail the joint commitments between xxx LEP and the Government, including:

-A funding agreement between the Government and the accountable body acting for and on behalf xxx LEP;-An Assurance Framework that establishes how xxx LEP will ensure value for money across the range of interventions;-A Monitoring & Evaluation Plan that sets out how the Growth Deal will be measured, reported and evaluated;-A Strategic Communications Plan that sets out how the LEP and Government will work together on communications activity.

It is our intention, wherever possible, to build on process and documents that LEPs already have in place.

Wider Offer

Action / Milestones:

[Key milestones associated with wider offer, with dates]

Lead LEP Lead HMG

Key Project Milestones

[Summary of key project milestones – needs to be proportional to reflect size of project] Timescale

Outputs 2015/16 Indicative16/17

Indicative17/18

Indicative18/19 – 20/21

i.e Q1 Q2 Q3 Q4 Annual Annual Annual

Spend Profile [£ figure] [£ figure] [£ figure] [£ figure]

Jobs [a narrow band covering the year] [slightly wider band]

[a slightly wider band]

[a wide band]

Housing

Leverage

Roads

Land / Property

Business Support

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Note: To be filled in at the plan level – not individual projects

Skills

Conditions attached to Grant

Condition Timescale Lead HMG

Lead LEP

Assurance Framework

Governance

Delivery Management

Communications

Monitoring and Evaluation

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Projects Spend Profile (For Quarterly Funded LEPs Only)

2015/16 16/17 17/18 18/19 19/20 20/21

Project Name Q1 Q2 Q3 Q4 Annual Annual Annual Annual Annual

Project A £w £x £y £z £aa £bb £cc £dd £ee

Total

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Note: This table would only be for those LEPs whose Deal Document states they will be funded quarterly

(rather than annually) and must seek HMG permission to switch funding to alternative projects.

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Appendix 4c :- Regional Growth Fund Communications Plan  Background

The Worcestershire Local Enterprise Partnership team worked with local businesses, councils, trade bodies and the voluntary sector to draw up a 10yr economic plan. The plan was submitted as part of a national bidding round into the Regional Growth Fund and Worcestershire was successful in being awarded nearly £40m for 15/16 and 2016 onwards.

Three key sectors identified as a focus for Worcestershire were:

Advanced Manufacturing Agri-tech Cyber security

These key sectors are underpinned by the vision of making the economy stronger by creating jobs, developing skills building on the first class education whilst making the most of the County's central location by radically improving transport and broadband infrastructure.

Finally a strapline was created of World Class Worcestershire under which all elements of the plan sat with an aspiration that this would then be used across partner communications when building sense of place.

Illustration below outlines these elements and how they fit together:

Aims and objectives

To build on awareness of the RGF projects both individually and as a whole both locally, regionally and nationally.

To ensure the benefits of the RGF for the community are understood by businesses and residents.

To maximise funding for new projects through demonstrating our track record of delivery and communicating the benefits to stakeholders. 

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To maximise positive media coverage. To engage with local businesses, partners, elected members, MPs along with other

stakeholders and influencers. To promote various information channels available for project updates – including

online, social media and in-house. To balance any negative PR caused due to short term infrastructure disruption.

Key messages

For all individual projects, communications will carry overarching messages as well as specific projects so that the larger picture is not lost. This is particularly important with positive PR to compound message and be reactive to mitigate negative messages.

Overarching messages:

By the Local Enterprise Partnership working with businesses ,local government and other partners, Worcestershire now has a long term economic plan.

The first bidding round into the Regional Growth Plan saw Worcestershire successfully awarded nearly £40m.

These monies will enable a number of key improvements to be made across the County.

Projects will focus on creating jobs, improving road and rail networks, up skilling young talent, improving Worcestershire's flooding resilience and even greater rollout of Broadband.

Specific messages:

Built around critical milestones of the project e.g. resident engagement, start of building works.

Target audiences

External:

Local residents and businesses Potential inward investors – Employers and Intermediaries Local, Regional and National media Key influencers Central Government – Business, Infrastructure and Skills( BIS)

Partners:

Local Enterprise Partnership (LEP) County and District Councils – Elected members and Officers Chamber of Commerce MPs Business Champions

Communication Channels

Online:

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LEP, Chamber, County and District council websites Dedicated web section (short URL to be created)Partner intranets

Social Media:

LEP, Chamber, County and District Council corporate accounts (Twitter and Facebook) Local Government Leaders' and Chief Executives' twitter feedsUtilise #worldclassworcs hashtag

Media:

Local print and broadcast including media briefing Regional and National trade

Events:

Local , Regional and National events either for overarching scheme and/or individual projects Utilize existing partner events such as 'Find it in Worcestershire' and the Chamber of Commerce Expo

Key influencers:

Targeted Face:Face, telephone and written communication at key gateway points

BudgetTBC

Measurable Targets

Number of hits/visits to dedicated website sections Number of calls regarding projects through to partners Amount of negative feedback from customers Amount of positive coverage in the identified media

Implementation Plans

An action plan will be drawn up for each of the nine projects based on key milestones along with an overarching timeline. These will ensure regular updates through integrated channels are given to all stakeholders over a sustained period.

Item 5 : - EU Investment Strategy – Gary Woodman - Local Management Committee- Opt-ins

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Item 5a :- Local Management Committee

WLEP BOARD RECOMMENDATION

The WLEP Board is recommended to endorse the next phase of actions required to establish the Local ESIF Sub Committee in accordance with Government Guidance.

1.0 ESIF Progress Report

1.1 The WLEP established a strong foundation for its local economic growth ambitions through its work on the Strategic Economic Plan (SEP) and EU Structural and Investment Fund Strategy (ESIF). Since the ESIF submission (January 2014), the WLEP has been in continuous discussion with Government to move from establishing Worcestershire's strategic policy context to the design and delivery of local-to-national EU programmes and shared business process. Government issued a consultation on the ESF and ERDF Operational Programmes which will set out the local-to-national business process and requirements for all EU programmes and projects in the UK (further detailed Guidance expected). The WLEP has also supported Government in its negotiations with the European Commission (EC) on the final UK Partnership Agreement. Detailed Guidance is expected during Autumn 2014 at the conclusion of the Government's negotiations with the EC.

1.2. While Government continues to finalise the national delivery arrangements, the WLEP has begun updating the ESIF to reflect the final SEP (March 2014), the Government's Growth Deal announcement for Worcestershire (July 2014) and continuously emerging changes required by Government as a consequence of its EC negotiations. A third and final WLEP ESIF will be produced during Autumn 2014. The WLEP has continued to work collaboratively with a wide range of established and new interests across the public sector, business community and third sector to start converting the ESIF high level proposals into tangible delivery pipelines in readiness for programme and project calls in Spring 2015.

1.3. The WLEP Chair and Executive have been actively involved in establishing the refreshed National LEP Network and its stronger relationship with Government. Priority attention is being given to the EU Structural Fund and the WLEP is expected to play a leading role in support of the National LEP Executive.

1.4. The WLEP is conducting Opt-In negotiations with Manufacturing Advisory Service (MAS), Growth Accelerator (GA), UK Trade and Investment (UKTI), Department of Work and Pensions (DWP) and Skills Funding Agency (SFA). The WLEP Board will make a final decision on opting in or out in each case at its September 2014 meeting.

2.0 Next Steps

2.1. Government has issued further Guidance to LEPs (August 2014) providing a Programme Development Update. The Guidance requires that the mutual Government and LEP priority focus during Autumn 2014 will be to establish 39 LEP Area ESIF Committees in each LEP area. These will be Sub Committees of the national Programme Monitoring Committee/Growth Programme Board (PMC/GPB) and represent partners at a LEP Area level. The PMC/GPB will have other national Sub Committees focusing on EU programme themes, audit and performance management. 2.2 All Sub Committees and their Terms of Reference remain in draft form until the Government discussions with the EC have been finally agreed and the Operational Programmes approved. The PMC will then formally constitute the Sub Committees and their Terms of Reference. To avoid delay, each LEP has been asked to work with the Managing

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Authorities (MAs) in forming its sub committee with "shadow" status and have this in place by October 2014.

2.3. The Worcestershire Local ESIF Committee will use the WLEP ESIF as its strategic framework and reference point and will be responsible for its development and delivery. The Local ESIF Committee will work throughout with the MAs to ensure local strategic aims are considered alongside national strategic and operational objectives in order to achieve maximum impact of the Fund and consequently contributing to the delivery of the national Operational Programmes. The Terms of Reference for the Local ESIF Committee include:

develop pipelines of operations which meet local needs in line with the Operational Programmes, ESIF Strategy and Implementation Plan

develop and agree an Implementation Plan with the Managing Authorities; subject to rolling review and including cross-boundary work with other LEPs

propose major ERDF and ESF projects before submission to the PMC/GPB develop and agree entry routes into the Programme, co-ordinating with Opt Ins;

developing local promotion and publicity assess potential operations at outline and full application stage agree oversight of operations delivery, including Opt Ins, to ensure alignment of

procured and competitively selected provision agree with the MAs, performance management regime and recommending remedial

actions; report progress to the PMC/GPB decisions will be taken using a consistent and transparent process; and reported to

the PMC/GPB and/or relevant national Sub Committees. Decisions by the PMC/GPB will be reported back to the Local ESIF Committee

EAFRD (Rural Development Programme) Funds will be managed by Defra (Managing Authority) and the Local ESIF Committee role differs distinctively and will "assist" Defra in fulfilling activities relevant to EAFRD spend

2.4. The composition of the Local ESIF Committee will be representative of the Worcestershire geographical area/population and reflect the breadth of partners specified in the UK Partnership Agreement Code of Conduct. In brief, the members will represent:

Local Enterprise Partnership Local Authority Business Partners (including small businesses and social enterprise) voluntary and community sector equalities and non-discrimination environment (with sustainable development expertise) Trade Union and employer representation Higher Education Education, skills and employment SUD city regions where appropriate Rural Community Led Local Development (or equivalent) Managing Authorities for ESI Funds and BIS Local others as needed by the Local ESIF Committee

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2.5. The WLEP has begun working with DCLG and Defra (EU Managing Authorities) to start the process of forming the Worcestershire Shadow Local ESIF Committee. The WLEP is expected to organise the selection process, supported by the Managing Authorities. A member consensus will elect the Chair. The Managing Authorities are responsible for managing the Operational Programmes. The ERDF or ESF Managing Authority will act as Deputy Chair unless the Local ESIF Committee elects the Managing Authority as Chair. In parallel, the WLEP is liaising with the Managing Authorities on other aspects of the ESIF such as the process for bringing operations into the programmes, costs of Opt In, technical assistance, performance management/evaluation, Opt-Ins, match funding etc.

2.6 The WLEP and DCLG will agree the shadow Local ESIF Committee membership by the end of October 2014 and its first meeting will be arranged during November 2014. In parallel, the WLEP is required to develop an indicative summary of the first tranche of project and programme calls. This is intended purely to give DCLG a view of the WLEP's outline expectations and should reflect the WLEP's priority focus. The shadow Local ESIF Committee will then work with the WLEP and DCLG on the process leading into open calls for programmes and projects in Spring 2015. To inform this work, a review of the delivery and management of nine existing ERDF programmes has been conducted by Worcestershire County Council (See Appendix A).

3.0 Partners and Engagement

3.1 The WLEP has conducted comprehensive consultations and engaged partners representing public, private and third sectors across Worcestershire through its SEP and ESIF process. The WLEP will be able to draw representation from the segmented interests described in Government Guidance (as Paragraph 2.4 above) to establish a Shadow Local ESIF Committee by October 2014. An open and transparent recruitment process to secure permanent representation will then commence through collaboration between the Shadow Local ESIF Committee, the Managing Authorities and the WLEP.

Claire Bridges, WLEP Executive Tel: 07970 919194September 2014

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Appendix A - ERDF Programme Review - September 2014

Summary:

Worcestershire County Council is currently involved in the delivery/management of 9 ERDF programmes:

Graduate Programme Proof of Concept Investing in Worcestershire (Inward Investment) Enterprising Worcestershire Growing Cyber Worcestershire Loan fund Warndon construction skills Centre Eureka moment – Innovation programme lead by Shropshire Council (financial

contribution and staff time from WCC) Green bridge – Large grant programme run by Birmingham City Council (Staff

time/inkind contribution from WCC)

See Table 1: An overview of the programmes managed by WCC.

Project Name Description:

Project Timescales

Total Funding

ERDF funding

Who Contributed

Outputs Expected

Enterprising Worcestershire

Start up and Growth Support for SMEs. Support and grants available.

Nov 12 – Dec 15

£3,679,800 1,839,900 ERDF (WCC and 4 districts)

652 Jobs created, £19.4M GVA, 500 SMEs assisted.

Worcestershire Loan Fund

SME loan fund, no match needed.

Aug 13 - Sept 15

£3,073,016 £1,536,508

ERDF & WCC and Shropshire Council

130 Jobs created, £5m GVA, 50 SMEs Assisted.

Graduate Programme

Funding to employ 1 year graduate jobs or three month work experience placements. 50 matched.

Oct 13 - Sept 15

£880,444 £440,222 ERDF & WCC 30 jobs created, £1.8m GVA, 70 SME's assisted

Cyber sector Support programme

Training and advice on cyber security inc grants to grow cyber sector

Nov 13 - Sept 15

£706,800 £353,400 ERDF/WCC/LEP

20 Jobs created, £1.2M GVA, 60 SMEs assisted.

Inward Investment

Attract and retain companies to invest in Worcestershire.

Jan 14 - Aug 15

£620,634 £310,317 ERDF &WCC, Districts, Chamber, LEP

£0.3M GVA, 10 SMEs assisted

Warndon Skills Centre

Building a purpose build construction skills centre in Warndon.

Sept 13 - May 15

£209,960 £104,980 ERDF & Worcester Community Housing

176sqm of training facility.

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Resource Efficient Worcestershire

Advice, support and grants for SMEs with energy efficiency.

Aug 12 – Sept 15

£1,334,000 £672,000 ERDF & Chamber and WCC

120 businesses assisted 1350 CO2 tonnes diverted £495K private sec leverage

Proof of Concept

Innovation support and grants to bring products to market.

Dec 13- Sept 15

£2,636,448 £1,318,224

WCC & ERDF 26 jobs created, £1.2M GVA, 40 SMEs assisted.

 

Total  £13,151,102

£6,575,551

1200+ new Jobs, £40M+ GVA, 950+ SMEs assisted.

Project Review:

Key successes Enterprising Worcestershire has engaged far more clients than anticipated and will

create 3 times the jobs DCLG require. The growth element of the programme is oversubscribed and additional resource has been secured and tendered. The programme has developed good links with other ERDF provision and the national Growth Accelerator Programme.

Services delivered under the umbrella brand of Worcestershire Business Central has led to greater awareness and cross referral.

So for £2.5m ERDF grant funding has been defrayed. The grant funding for all programmes is likely to be exhausted by the end of the programme.

The ERDF/externally funded programmes have brought in over £8.5m worth of external funding to the County.

To date more than 250 new businesses have been set up, with an additional 81 being set up by young people with 400+ additional jobs being created.

The high number of cross referral enquiries from SME's, which have come from SME's already engaged with other Worcestershire support/grant programmes.

Using expert delivery partners such as CTB for the proof of concept fund has made it easy to find the right SMEs for the programme, also there has been good cross referral from the Eureka programme a partnership programme which Shropshire run.

Quick implementation of the later EU programmes, using experience of staff and models/ templates from existing ERDF programmes.

Project managers ensure best practice and EU Knowledge is shared, Worcestershire has established a knowledgeable workforce which have written bids, started programmes, run and evaluated programs, taken part in EU procurement and faced full DCLG audits and Project engagement visits.

ERDF expertise developed within a programme team, EU finance systems, legal and procurement systems which ensure compliance with EU requirements and a reduction in the operational risks associated with administering EU funds.

Due to successful delivery, a number of projects have been awarded additional funds, Enterprising Worcestershire specifically around growth and larger grants required. The graduate programme has exceeded all expectations with additional

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funding being secured to turn all placements into one year placements also increasing the number of placements to 47 which could easily be exceeded.

The LEP involvement in projects such as inward investment are allowing the project to support the wider inward investment offer in the County.

ERDF projects alone create around £9m additional GVA per annum for the County.

Operational lessons Learnt: Internal costs for businesses, in particular wage costs should have been in the

project. Most of the R&D work should be carried out by your own staff rather than an external company.

SMEs are more interested in creating 12 month+ placements rather than 3 month project placements which have now been replaced in the current programme which is significantly over performing.

Opportunities for bringing together elements of separate programmes Inward Investment: The fact that ERDF supports only SMEs means we need

programmes such as Worcestershire Expansion programme which has flexibility to support large-scale inward investment.

The partnerships have worked well; with a number of programmes involving several partners including Worcestershire County Council, District Councils other regional Councils Shropshire Council, Birmingham City Council, HW Chamber of Commerce, and University of Worcester.

Future considerations: There is a future need for the existing programmes with demand continuing to

increase as awareness rises. The need to ensure match funding, delivery capacity and track record. Larger and more flexible grant amounts required. The use of EU funding results in businesses within the Retail and B2C sectors not

being serviced. Support for Businesses to market posts/pick best employees for new posts, this is an

ongoing issue for businesses. High growth start-up need more focused, bespoke support. Real Incubation space required. Greater links between funding sources ERDF,ESF, EAFRD. More collaborative provision such as those offered by catapults needs to be

explored. Longer lead in time for programmes to allow for the recruitment of contract providers. Make sure that those delivering regional programmes which cover Worcestershire

report to our ESIF committee as currently information from these type of programmes is lacking. Therefore, we do not have a complete picture of activity in our area including ERDF, ESF, RGF, and EAFRD.

Item 5b :- WLEP Opt Ins Update

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WLEP BOARD RECOMMENDATION

The WLEP Board is recommended to note the current Opt Ins position and endorse the next phase of actions required to conclude negotiations with each Opt In.

1.0 Opt Ins Context

1.1 Since the SEP and ESIF submissions, the WLEP has been in continuous discussion with Opt In organisations on the basis that the WLEP Board has previously agreed, in principle, to Opt In. Individual Opt In discussions have been underway in parallel with Government's emerging clarification and Guidance regarding ESIF (see allied Agenda Item on ESIF Update).

1.2 The WLEP has been conducting Opt-In negotiations with Manufacturing Advisory Service (MAS), Growth Accelerator (GA), UK Trade and Investment (UKTI), Department of Work and Pensions (DWP), Big Lottery Fund (BLF) and Skills Funding Agency (SFA).

1.3 The new Worcestershire Local ESIF Committee incorporates responsibility for developing and agreeing with the Managing Authority (DCLG) the ESIF Implementation Plan which incorporates the development and delivery of Programmes and Projects Calls alongside agreeing arrangements and delivery for procured provision with Opt In organisations. The Local ESIF Committee has to ensure that all operations comply with the Operational Programmes, ESIF Strategy and value for money and demonstrate full alignment with national policies.

2.0 Opt Ins Progress

2.1 The WLEP Board is aware that there are many advantage and disadvantages in committing EU funds through Opt Ins. In general terms, one major benefit is that Opt In providers bring their own match funding and reduce the requirement on the WLEP to identify these resources. Also, the vast majority of providers are considerably experienced at delivering EU funded activity which reduces the inherent operational risks of the programme. However, the main disadvantage is that the WLEP loses control of elements of the programmes delivered by Opt Ins, especially as Worcestershire's requirements form part of wider and bigger regional and national programmes schemes. This means that Opt In programmes may neither be as sensitive nor as responsive to local needs as originally anticipated.

2.1 A consistent approach has been adopted towards all negotiations which primarily focused on the:

added value of the Opt In to Worcestershire over an above the core offer; ability of the provider to deliver the interventions required to priority sectors,

and; the level of accountability to the WLEP.

2.2 Negotiations have resolved areas in part in each Opt In proposal while issues still remain for continuing discussion and negotiations between the WLEP and relevant Provider. A table attached in Appendix A summarises the current position for each Opt In and the views of the WLEP Board are sought.

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2.3 Government Guidance expects that the Opt In Funding Agreements and memorandum of Understanding with each Opt In Organisation will be signed off in December 2014 in readiness for delivery commencing in Spring 2015. Negotiations will be finally concluded and reported to the WLEP Board at its meeting in November 2014.

3.0 Partners and Engagement

3.1 The WLEP has engaged wide ranging partners representing public, private and third sectors across Worcestershire to help conduct its negotiations with each Opt In Organisation.

Gary Woodman and Claire Bridges, WLEP Executive TeamSeptember 2014

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Appendix A

Opt Ins Summary - September 2014

Opt In Position Advantages Disadvantages RecommendationUKTI £2.5m has been

identified of support to encourage new, existing exporting businesses across the life of the EU programme

Provide direct support to businesses through a regional contract that can be disaggregated to a LEP level. Opportunities to work across LEP by investing in International Trade Advisors with specialism to our key growth sectors of Cyber and Defence, Food and Drink.

Uncertainty over delivery partner as BIS are re tendering the UKTI export contract. This means that negotiations are conditioned on the current contract holder winning the contract.

Continue Constructive Negotiations with Opt- in while considering the potential for local delivery.

MAS £1.3m worth of support has been identified across the programme.

The MAS brand is strong and is trusted by manufacturers. The Optin would mean the support could either be focused locally or working across LEP on specific sectors

With the national offer being reduced to a very similar offer to Growth Accelerator therefore is a local delivery offer of business support better designed to meet the needs across sector.

Continue constructive negotiations with the Opt-in while considering the potential for either local or cross LEP delivery.

GA £600k worth of support has been identified across the programme

Flexible service around specialist business coaches or can work to specific sectors

There is a potential overlap with Enterprise Worcestershire. The size of the programme is relativity small.

Continue constructive negotiations with the Opt-in while considering the potential for either local or cross LEP delivery.

SFA £12m of match would be available to the LEP by opting in.

Programmes likely to have an impact on Workplace place learning, leadership and

LEP to identify our priorities, outputs and performance monitor the programmes.

SFA will provide advice on eligibility, provide details on current programme and successes.

Contract calls can only come from the SFA register of providers.

Local Worcestershire training providers may have to build consortium

Agree Opt In.

This removes the risk to the local partners and brings with it the national match. The LEP can be fully involved in the design and evaluation of the programme, build

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management, those Not in education, employment or training.

organise the procurement, due diligence, contract management and reporting performance to the LEP.

in order to bid for local contracts. - this would be the responsibility of the LEP

on what works and responding to strategic needs across the life of the programme.

BLF £1.6m for ESF over 3 years. Programmes to impact on socially economically excluded towards employment, skills & entrepreneurship. To relate to BLF suite of national interventions (Talent Match, Reaching Communities, etc.)

Direct Grant matched £ for £;Flexibility in National Programmes to deliver Worcestershire initiatives and complement other national programmes, especially DWP;Positive Relationship established (also with Cabinet Office) to supporting Consortium;Building Better Opportunities Bid to develop local combined VCS capacity + Cabinet Office resource to Consortium)

BLF new Provider with limited experience in EU Programmes

Agree Opt In. Constructive partnership established and flexibility towards Worcestershire-led solutions demonstrated

DWP £m to be confirmed through negotiations (Social Economic Inclusion, Employment & Skills)

DWP has strong track record in working to EU Programmes; National Programmes have strong brands/systems; DWP open to explore Worcestershire connections/needs over and above standard national programme delivery & connection to locally driven initiatives (via Consortium and ESB)

Extracting DWP "Worcestershire Footprint" analysis & bending National Programmes towards local needs/local programmes & Consortium is challenging;

Continue Constructive WLEP-DWP Negotiations for Opt In while exploring alternative Opt Out option and implications of both.

WCC & other partners can identify £6m+ (over 5yrs) eligible for match funding (Opt In/Opt Out)

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Item 6 : - Subgroup Reports and Outputs: Item 6a :- Appointment of Board members to Committees and Roles

WLEP BOARD RECOMMENDATIONThe LEP Board is recommended to:

a) Appoint Board members to roles and sub committees of the Board.

1.0 Context1.1 Under the WLEP governance structure of the Board, a number of committees and sub groups are defined. The governance paper is distributed with the Board papers, following its agreement at the July 2014 Board meeting.

1.2 The roles and membership are identified within the papers. In relation to the member(s) of the Board having responsibility for a sub group of the LEP, this does not mean they have to chair or attend each meeting, but will liaise with that sub group and support its work.

1.3 These roles and responsibilities are reflected in the time commitment of Board members within the governance paper.

2.0 Appointments2.1 The Roles and Responsibilities of each position are explained in the table below:

Position Board Membership Meeting CycleVice Chair (private) One from the private sectorVice Chair (public) Nominated by the Local

Authority Leaders BoardQuad Executive Board Chair, 2 Vice Chairs and

Executive DirectorBi -Monthly, if required

Finance, Audit and Risk Committee

Chaired by a LEP Board Member, One other Board member, One Business Board member, One member from the sub groups.

Three times a year, or when required

Appointment and Remuneration Committee

Chair of the LEP, two other board members, and one member of a sub group

As and when required

National ProfilingEmployment and SkillsPlanning, Development and InfrastructureAccess to FinanceLocal EUIS Committee Bi MonthlyWLEP Board Members for the Greater Birmingham LEP

One Board member from the private sector, one Board member from the public sector

3 times a year.

3.0 Delivery/Actions3.1 Board members will need to be allocated roles and responsibilities in order to focus

their role and activity and are therefore invited to do so at this stage.

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Item 6b :- Inward Investment

WLEP BOARD RECOMMENDATIONThe LEP Board is recommended to:

a) Note the progress and next steps related to the Inward Investment strategy for Worcestershire.and advise on Board member attendance and involvement with the programme of events

1.0 Context1.1 At the July 2014 Board meeting the WLEP provided an overview of its work to put in

place the building blocks to create a pipeline of potential business investors in our key sectors or the enhance the supply chain regional significant sectors.

With the key outputs of this assignment included:

Providing market research and intelligent targeting of potential investors. Provide market intelligence, trends and developments related to this project. A summary of the companies considered in the scope and details of all approaches,

contact and meetings.

1.2 This work has been shared with partners and following the launch of the 'World Class Worcestershire' brochure and film on the 30th July 2014.

2.0 Next stages

2.1 The WLEP have invested in to the brand of World Class Worcestershire, including the twitter hash tag and marketing materials have been created, which include a film and brochure. These will be launched on 30th July at the SEP event.

2.2 WLEP has gathered support from the Worcestershire ERDF inward investment project and the Worcestershire County Council – Open for Business programme. The WLEP is working with private sector partners to identify the intermediaries, companies and partners to present the Worcestershire offer and investment opportunities of the County and its key sectors and strengths as a business location.

2.3 The four stage approach was agreed at the July Board.

Step 1

Working with the consultancy, UKTI, local agents, private sector and partners to identify:

Who are the key people within each sector? Who are the advisers to these businesses? Who are the investors? Who are the businesses, intermediaries that are up and coming within the three sectors? This will create a target/attendee list.

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Step 2

Presentation in London – to present Worcestershire to the target audience. The aim is to create a network and build relationships with the decision makers of Worcestershire.

Step 3The presentation and networking would be aiming to identify those targets who would wish to come and visit Worcestershire to tour the sites and opportunities - where WLEP representatives can talk to potential investors and provide them with further information before touring the sites.

Step 4These decisions are not often made quickly, a typical business lifecycle is 7 years. Often such decisions are made in an informal environment to nurture the relationships and have individual discussion with interested parties.

4.0 Delivery

4.1 A series of events have been planned and developed to start the narrative and discussion under the banner of World Class Worcestershire. These are:

MIPIM UK - 15-17 Oct - London. MIPIM UK is the 1st UK property trade show gathering all professionals looking to close deals in the UK property market: investors, developers, local authorities, occupiers, hotel groups, agents and business service providers. We have booked a stand and are looking to raise the profile of Worcestershire amongst the key audience where attendees are paying £400 delegate fee to attend.

Advanced Engineering UK - 11-12 November - BirminghamWest Midlands LEP have a joint stand, selling the West Midlands for its manufacturing capacity. This covers Aero, Composites, Automotive, Auto and performance metals. With over 650 stands and 200+ speakers, this is the largest manufacturing trade show.

Worcestershire in London - 24th November - London We are currently working to book a venue and start to invite a large attendee list to a Worcestershire event - where WLEP will articulate the Worcestershire offer to investors and employers.

Worcestershire 2020 with Midlands Insider - BirminghamThis event is aimed at targeting the Birmingham professional community with the Midlands Insider group providing the invitation and event organisation. This is to recognise that relationships need to be built with the Birmingham advisors and providing them with the information of the Worcestershire offer.

4.2 World Class Worcestershire website and property brochure

The ERDF project has tendered and commissioned two supplementary elements of the marketing offer.

The website which supports World Class Worcestershire would have information on access to markets, access to skilled staff, property advice and an overview of business support available in the County. This would provide much of the on line content required in the current market place.

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The brochure which was launched in July 2014, is to be supported by a more detailed property brochure on the key sites, aspiration opportunities and other sites of significances. This will be designed to support with further information on the commercial property offer in the County.

These will be ready for the 24th November event as a launch to these supplementary products.

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Item 7 :– LEP Annual Conference : Preparation update including the Annual Report.

WLEP BOARD RECOMMENDATION

The LEP Board is recommended to note the progress to date with regard to arrangements for the WLEP conference and the development of the WLEP Annual Report.

1.0 Progress to date – WLEP Annual Conference

1.1 The event management company, ‘Opening Doors and Venues’, has been commissioned to organise the WLEP Annual Conference, taking place at the Chateau Impney, Near Droitwich on Friday 10 October from 0800 – 1300 hours.

1.2 A dedicated web portal has been set up and has been live since Early August.

1.3 As at 18 September 2014, 250 bookings have been received

1.4 The Conference is being branded under the 'World Class Worcestershire' reflecting international profile and trade that can drive up the Counties reputation and profile.

1.5 A conference timetable has been compiled, as follows.

08:00   Registration, Refreshments, Networking & Exhibition08:45   Welcome & Scene Setting

Mary Rhodes, Presenter and Broadcaster , Conference Host08:55   Live text poll 109:00   World Class Worcestershire - The Opportunity

Peter Pawsey, Executive Chairman, Worcestershire LEP09.10   Worcestershire Works - Invest in Worcestershire film09:15   Mary & Guests  – The World within our reach

Interviews with:Alan Edwards, Senior Purchasing manager, JLREmma Stone, Chief Operating Officer, Postcode AnywhereMarian Sudbury, Director, Global Operations, UKTIDean Thornewell, President, Joy Global Eursaia

And via pre recorded filmGrace Pan Ming Vice mayor of Hezhou, China and former University of Worcester business graduateDr Scott Younger OBE, Asean Region, Sustainable Development Expert

9.55   Live text poll 10:00   Worcestershire's potential -  

Clare Marchant Chief Executive, Worcestershire County Council 

10:15   Refreshments, Networking & Exhibition10.45   Create, Communicate and Compete Worcestershire

Ben Humphrey, Associate Director at Worcester Rep and Artistic Director, Worcestershire Festival

11:00   Keynote Speaker - Rt Hon Sajid Javid, MP for Bromsgrove and Secretary for State of

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Culture, Media and Sport11.30   Mary & Guests: Culture, Tourism and Sport – The untapped

potential

with interview guestsMike Ashton, CEO, HW Chamber of CommerceCharlie Bethel, Chief Executive, British Wheelchair basketballBen Humphrey, Assoicate Director, Worcester rep CompanyIven Knezovich, Managing Director, West Midlands Safari parkDavid Leatherdale, Chief Executive, Worcestershire County Cricket Club

12.00   Live text poll 12.05   Tom Walker - Director of Local growth and Cities 12:20   World Class Worcestershire, past, Present and Future

Gary Woodman, Executive Director - WLEP

12:35   Conference Conclusion & CloseMary Rhodes

12:40   Exhibition and networking Lunch 

13:30    

Departures

 

1.6 Sponsorship has been received by a mixture of local companies and national bodies totalling £6,700 (as at 18 Sept).

1.7 We will be using the Twitter hashtag #worldclassworcs.at the conference for live comment. We have already been using this hashtag on Twitter to promote a number of activities.

2.0 Progress to date – Annual Report

2.1 Modus Design have been commissioned to design, produce & print 1,000 copies of an Annual Report for WLEP.

2.2 The Annual Report will focus on main achievements to date against objectives set in 2012 Business Plan ‘The Future is Bright’. It will also contain outline information and aspirations for the next 12 months.

2.3 The Annual Report is currently being drafted and will be published at the Annual Conference on 10 October.

2.4 The Annual Report will bear the same title as the conference: ‘World Class Worcestershire’.

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Item 8 :- Budget Update - Gary Woodman

WLEP BOARD RECOMMENDATIONThe LEP Board is recommended to:a) Note the position of spend on the LEP Budget and indicate the management information required in future.

1.0 Context1.1 The LEP with the support of the accountable body Worcestershire County Council

meet bi monthly as part of budget monitoring process.

2.0 Review2.1 Budget overview to the 31.8.14 are as follows:

5/12ths of the year passed – 42%; Income and expenditure budgets both of £1,035.070; Net budget ( or expected end of year outcome ) £0. Amounts in the above b'fwd from ye 31.3.14  - core funding £180,313, growth funding

£79,578 and transport monies £91,579 – Total £351,470 Actual total expenditure to 30.6.14 - £256k – 25% Commitments - £159k Total expenditure and committed at 31.8.14 – £428k – 41%; Total expenditure budget remaining - £606k – 59%; Total income in excess of budget at 31.8.14 - £9k:

3.0 Budget for 2015/163.1 The current offer funding for 2014-15 has also been confirmed by Ministers for 2015-

2016.

3.2 This  means that for 2015 /16, each LEP will receive £250k for strategy funding, and a further £250k core funding subject to match by local partners. The process for applying for 2015-16 will be the same as before when, in February the next financial year, a 2015/16 budget will have to be submitted alongside confirmation of the matched funding received for 2014-15 and the commitment to match for 2015-16.

3.3 Ministers were happy to make this commitment into the period of the next Government, and signalled they wanted to work with LEPs to look at how core funding is resourced in future to see if there are better options. We await for these discussions.

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Item 8 : - Budget Monitoring

LEP Budget Monitoring 2014/15 31/08/2

014

INCOME AND EXPENDITURE ACCOUNT

Annual Budget

Income and Spend to Date

(Aug 14)

Committed

(SAP)

Committed (per

Gary W.)

Remaining

Budget

% budget spent /

committed

% budget remaini

ng

£ £ £ £ £

Core Funding:

Income:

Balance B/fwd: 180,313 180,313 0 0 0 100.00% 0.00%

DCLG - Core and Capacity Funding 278,600 278,600 0 0 0 100.00% 0.00%Contributions (LA and access to finance) 155,000 126,668 0 0 28,332 81.72% 18.28%

613,913 585,581 0 0 28,332 95.39% 4.61%

Expenditure:

Support Costs:

Staff and HWCC 230,000 144,020 2,936 0 83,044 63.89% 36.11%

Other training exps 5,000 0 0 0 5,000 0.00% 100.00%

Travel and Subsistence 10,000 0 0 0 10,000 0.00% 100.00%

Stationery 5,000 0 0 0 5,000 0.00% 100.00%

Furniture/equipment 2,000 0 0 0 2,000 0.00% 100.00%

Printing 10,000 0 0 0 10,000 0.00% 100.00%

Rent 11,700 3,000 0 8,700 0 100.00% 0.00%

Computers and software 17,500 8,394 150 0 8,956 48.82% 51.18%

Telephone Services 5,000 0 0 0 5,000 0.00% 100.00%

Total Support Costs: 296,200 155,414 3,086 8,700 129,000 56.45% 43.55%

Activity Costs:

Consultants Fees 45,000 -100 0 4,500 40,600 9.78% 90.22%

Project Activity 159,513 13,000 0 37,453 109,061 31.63% 68.37%

Conference 11,200 5,830 0 0 5,370 52.05% 47.95%Exhibition and Events - Other 20,000 2,810 0 0 17,190 14.05% 85.95%

Promotion Expenses 40,000 31,184 3,544 0 5,271 86.82% 13.18%

Misc Other Expenses 42,000 18,445 2,900 0 20,655 50.82% 49.18%

Total Activity Costs: 317,713 71,169 6,444 41,953 198,147 37.63% 62.37%

613,913 226,583 9,530 50,653 327,147 46.71% 53.29%

Balance: 0 358,998 -9,530 -50,653 -298,815

Transport:

Income:

Balance B/fwd: 91,579 91,579 0 0 0 100.00% 0.00%

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Sponsorship 0 37,000 0 0 -37,000

91,579 128,579 0 0 -37,000 140.40% -40.40%

Expenditure:

Exhibitions and Events 81,579 11,000 0 32,500 38,079 53.32% 46.68%

Promotion Expenses 0 0 4,000 0 -4,000

Employees 10,000 2,194 0 0 7,806 21.94% 78.06%

Other Fees 0 379 0 5,000 -5,379

91,579 13,573 4,000 37,500 36,506 60.14% 39.86%

Balance: 0 115,006 -4,000 -37,500 -73,506

Growth Plan:

Income:

Balance B/fwd: 79,578 79,578 0 0 0 100.00% 0.00%

BIS Growth Plan 250,000 250,000 0 0 0 100.00% 0.00%

329,578 329,578 0 0 0 100.00% 0.00%

Expenditure:

Consultants Fees 254,578 15,600 0 71,200 167,778 34.10% 65.90%

Other Fees 75,000 0 0 0 75,000 0.00% 100.00%

329,578 15,600 0 71,200 242,778 26.34% 73.66%

Balance: 0 313,978 0 -71,200 -242,778

Total Income and b/fwd:1,035,07

01,043,7

38 0 0 -8,668 100.84% -0.84%

100.8% 0.0% 0.0% -0.8%

Total Expenditure:1,035,07

0 255,757 13,530 159,353 606,431 41.41% 58.59%

24.7% 1.3% 15.4% 58.6%

Excess of income over expenditure 0

787,981.33 -13,530 -159,353 -615,099

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Item 9:- Promoting Growth Outside of the Cities

WLEP BOARD RECOMMENDATIONThat the Board supports the emerging work programme around the 'non city' agenda being promoted by 'non city' LEPs and approves a contribution of up to £5,000 towards the costs of supporting evidence base, alternative economic models and policy propositions.

1.0 BACKGROUND1.1 Over the past fifteen years, the Core Cities1 have made a powerful case about the

importance of England’s largest cities to economic growth in the UK. Recently, the Core Cities membership extended to include Glasgow, meaning that the grouping now encompass just under 30% of the population of England and Scotland and 27% of the economic output of the two countries.

1.2 During the same period, there has been much less attention to the economic contribution made by the areas outside of the big cities. This is a significant oversight, given that areas covered by the County Councils Network cover 47% of England’s population and 40% of GVA with many areas covered by non-metropolitan authorities generating much higher levels of GVA per head than some of the core cities.

1.3 Research undertaken by the OECD, leading academics such as Michael Parkinson, and the Centre for Cities has established the importance of cities to promoting growth, underpinned by evidence about the benefits to economic performance that arise from having large numbers of people working in a relatively tight geography – a concept economists call 'agglomeration'. This evidence, coupled with the way that cities have worked together to speak with a single voice on growth related issues, has allowed them to influence Government to introduce a range of policy initiatives that have supported their growth ambitions. Whilst many of these, for example Tax Increment Financing and City Deals, have directly benefitted or been subsequently rolled out beyond the core cities, there are, nevertheless initiatives designed primarily to support urban economies and may not be the optimum models to support non-city growth.

1.4 The concept of agglomeration is helpful because it creates a scale and level of impact that policy makers can readily relate to. However, it is important to recognise that other models can work as demonstrated by the success of the best performing non-City areas.

1.5 A group of non-city LEPs is therefore proposing to establish a non-cities growth network. The purpose of this Network being to develop a strong understanding of the dynamics of non-city economies and the levers and mechanisms necessary to accelerate growth in these areas. This will result in a proposition to influence the main political parties as they develop their policies for post-General Election.

1.6 It is important to recognise that the non-city agenda is not looking to compete with the Cities, but instead provide a complementary offer that recognises the significant economic contribution that non-city areas provide to national GVA.

1 Core Cities membership consisted of Birmingham, Bristol, Leeds, Liverpool, Manchester. Newcastle. Nottingham and Sheffield, pre the inclusion of Glasgow.

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The Network will therefore look to work collaboratively with the Core Cities Group, identifying issues of common cause, where joint working can deliver results for all.

1.7 However, in order to be credible with policy makers and key influencers, non-city areas must compete on an equal footing with the Cities and demonstrate:

A strong evidence base – quantifying the contribution of non-city areas to the national economy, in a way that stands up to scrutiny by economists and policy makers;

A New Economic ‘Model’ – an alternative to the City agglomeration model, which creates the rationale for equitable focus, investment and devolved responsibilities to non-City areas.

Leadership – the ability to speak with one voice and gain consensus from all of our constituents;

Delivery Capability – convincing decision makers that there is both strength and depth in resource to carry through the proposition to delivery.

1.8 This will require a sophisticated approach to collaborative working, to ensure that outcomes stand up favourably to comparison with the best of the Core Cities work, otherwise non-cities will struggle to achieve parity. A new approach will inevitably require some pump priming resource to secure the returns that can be achieved by a sound economic case, as demonstrated by the Cities through initiatives such as City Deals, Regional Funding Allocations, New Deal for Communities, Housing Market Renewal Pathfinders etc. It is therefore proposed that each non-City LEP is invited to contribute a one-off payment of up to £5,000 to fund credible academics and/or think tanks to synthesis the economic evidence base, develop the alternative economic model, and the policy propositions that flow from these.

1.9 A credible and knowledgeable Steering Group will be established to lead and co-ordinate the work programme to ensure that this is robust, persuasive and capable of influencing the target audiences. Alongside this the Network will establish the political leadership arrangements to drive forward the political elements of the programme.

Contact

Gary Woodman, Executive Director, gary.woodman@wlep.co.uk

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Item 10 :- Professional Indemnity Insurance for Directors

WLEP BOARD RECOMMENDATION

The LEP Board is recommended to instruct the executive on its decision on the need or otherwise of professional indemnity insurance for directors.

1.0 Context

1.1 As part of the governance review under taken by the WLEP the question of incorporation and thereby acquire a separate legal personality, or continue to operate, as now, as an unincorporated association of interested parties, operating in legal terms through its Accountable Body, Worcestershire County Council.

1.2 The report concluded that there is nothing evident in the emerging changes that will demand an incorporated structure and the Review proposes that WLEP continued as an unincorporated association acting legally through its Accountable Body to perform the same ongoing role that has served it well so far. This position was confirmed at the July 2014 Board.

2.0 Board Member Liability

2.1 Concern has been expressed by WLEP Board members about the potential personal liability of both Board members and executive team members that might apply in respect of actions and decisions taken in respect of funding allocations.

2.2 Although WLEP does not legally contract or hold funds, the concern of Board members is that circumstances may arise where, for instance, a claim arises on the Board or one of its Sub-committees from an organisation that does not receive grant support that it believes it should have received and which was invested in a less deserving project elsewhere.

2.3 Although a remote risk, consideration should be given to arranging indemnity insurance for Board and executive team members. It should be noted that the LEP Network has confirmed most other LEPs has secured such insurance at a cost effective level covering both Board members and executive team members.

2.4 A typical policy would cover Trustees Indemnity relates to breach of trust and maladministration of the Trust funds and assets. For example, the trust enters into a loan agreement for which it would not have the funds to repay, or invests their grants/income in high-risk investments, which could lose the Trust money. Cover under this policy is split into three areas:

(i) Insurance for Trustees where they are sued personally as a result of their work for the Policyholder

(ii) Insurance for the Policyholder where they are legally entitled or obliged to reimburse the individual Trustee

(iii) Insurance for the Policy Holder where it is legally liable for acts of fraud committed by Trustees, Employees or Volunteers

3.0 Potential Costs of Indemnity 3.1 A quote was obtained at the time of the governance review (early 2014) of about £3500.

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Item 11 :- Executive Director's Report - Gary Woodman

1.0 WLEP Office

The WLEP Executive Team moved into the new offices on Monday, 4th August. This has proved very successful and the team has settled into a positive working relationship with One Creative/Prime. A small number of teething problems are being worked through such as BT line installation, signage and notice at the front car park barrier. Operational processes are being established and all staff briefed on new working practices.

2.0 Executive Team

2.1 Currently the LEP has seven staff (6.5 f/t equivalent) within the Executive Team which was designed to take the LEP forward. See the current structure – Appendix A. A proposal was put to the Appointments Remuneration Committee in order to increase the executive team capacity, with the demands of the growth deal, EU Investment Strategy and servicing the sub group to achieve the actions and drive to partnership forward.

2.2 From the demands of the growth deal, EU programme and operating the WLEP it is evident that the executive team need further capacity to project manage, coordinate and respond to all the demands that are coming from local partners, government agencies and central government. We recognise that we can potentially second or bring in resource from local government, however this needs to be under the control of the LEP to ensure co-ordination and understanding within the LEP team and its responsibility for delivering the strategy. Also, in order to support and harness the volunteer contribution that the LEP need to thrive.

2.3 This does not retract from any of the commitment or 'heavy lifting' that our local government partners are committing to the LEP. This means that the LEP will have greater ability to act as a catalyst, listen to the needs of Worcestershire businesses and be increasingly proactive.

Additional Staffing

2.4 Growth Plan Project Manager – There is an opportunity to increase this post from a part time position to full time from October 2014. This support to the Executive Director would mean more capacity to focus on the detail required from the WLEP on delivery of schemes and planning for future bids. At present work is limited to development work without being able to follow through with the actions due to only current time available. The proposal to make this post full time was agreed by the Appointments & Remuneration Committee.

2.5 Project officer (New post) – This position expected to contribute to strategy development and to a range of projects and programmes, building relations with both internal and external partners in order to achieve specified outcomes. Specifically working to administer the sub groups as they will need to play an important role in the partnership going forward.

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2.6 It is also becoming evident that we need to strengthen the administrative support of the LEP with a graduate and apprentice positions. These positions would support the PR function and general administration and both be new posts.

2.7 WLEP Executive team has also had two resignations, unfortunately, Jan Bailey, PR and Communications Executive and Wendy Stock, Executive Assistant. We have recruited the replacement for the PR and Communications post - Kirsten Dally will be starting on Monday 13th October 2014 and the advertisement for the Executive Assistant has been placed.

3.0 Budget

3.1 Current staff budget

The current staff budget for the LEP team minus the Growth Plan Project Managers salary is £224,256.10.

The additional posts will cost per annum : £151,938

Therefore assuming the implementation of this staff structure 5 months of year the proposed structure to be in place from October; This will increase this year budget by £63,307 the total budget for staffing in the 14/15 accounting year will be £287,563.

3.0 Delivery/Actions3.1 All posts would be fixed term until 31st March 2016, to co-inside with the national

LEP funding allocation.

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