Complete Agenda
Meeting
NORTH WALES ECONOMIC AMBITION BOARD
Date and Time
1.00 pm, FRIDAY, 18TH OCTOBER, 2019
Location
Council Chamber, Bodlondeb, Bangor Road, Conwy. LL32 8DU
Contact Point
Eirian Roberts 01286 679018 eirianroberts3@gwynedd.llyw.cymru (DISTRIBUTED 10/10/19)
North Wales Economic Ambition Board NORTH WALES ECONOMIC AMBITION BOARD
MEMBERSHIP OF THE JOINT COMMITTEE
Voting Members
Councillors
Hugh Evans Denbighshire County Council Llinos Medi Huws Isle of Anglesey County Council Mark Pritchard Wrexham County Borough Council Ian B. Roberts Flintshire County Council Dyfrig L. Siencyn Gwynedd Council Sam Rowlands Conwy County Borough Council
Advisers - Non-voting
Dafydd Evans Grwp Llandrillo Menai Maria Hinfelaar Glyndwr University David Jones Coleg Cambria Jim Jones North Wales and Mersey Dee Business Council Askar Sheibani Business Delivery Board Professor Iwan Davies Bangor University
Chief Officers - Non-voting
Annwen Morgan Isle of Anglesey County Council Iwan Davies Conwy County Borough Council Colin Everett Flintshire County Council Judith Greenhalgh Denbighshire County Council Ian Bancroft Wrexham County Borough Council Dilwyn Williams Gwynedd Council
Officers in Attendance
Dafydd L. Edwards Section 151 Officer Iwan G. Evans Monitoring Officer A G E N D A
1. APOLOGIES
To receive any apologies for absence.
2. DECLARATION OF PERSONAL INTEREST
To receive any declarations of personal interest
3. URGENT BUSINESS
To note any items that are a matter of urgency in the view of the Chair for consideration.
4. MINUTES OF PREVIOUS MEETINGS 4 - 7
The Chair shall propose that the minutes of the meetings held on 6th and 20th September, 2019 be signed as true records (attached).
5. UPDATE ON THE EAB WORK PROGRAMME AND PROGRAMME 8 - 27 OFFICE PREMISES
Report by Jane Richardson – Chair of the NWEAB Executive Officers Group.
6. REVENUE BUDGET 2019-20 - SECOND QUARTER REVIEW 28 - 34 (SEPTEMBER 2019)
Report by Dafydd L.Edwards, Host Authority Statutory Finance Officer.
7. REGIONAL BUSINESS SUPPORT 35 - 51
Report by Jane Richardson, Strategic Director Economy and Place, Conwy CBC, and Janet Owen Jones, Head of Strategic Development and Delivery (Business) WG. Agenda Item 4 NORTH WALES ECONOMIC AMBITION BOARD 6/09/19
NORTH WALES ECONOMIC AMBITION BOARD 6/09/19
Present:
Voting Members - Councillors:- Hugh Evans (Denbighshire Council), Llinos Medi Huws (Isle of Anglesey County Council), Mark Pritchard (Wrexham County Borough Council), Ian Roberts (Flintshire Council), Sam Rowlands (Conwy County Borough Council) and Dyfrig L.Siencyn (Gwynedd Council).
Advisors – Dafydd Evans (Grŵp Llandrillo Menai), Maria Hinfelaar (Glyndwr University), Prof. Iwan Davies (Bangor University), Steve Jackson (Coleg Cambria), Ashley Rogers (North Wales Mersey Dee Business Council) and Askar Sheibani (Business Delivery Board)
Chief Officers - Dr Gwynne Jones (Isle of Anglesey County Council), Iwan Davies (Conwy County Borough Council), Colin Everett (Flintshire Council), Grahan Boase (Denbighshire Council) and Mark Owen (Wrexham Council)
Officers in attendance Gareth Owens (Monitoring Officer), Geraint Owen (the Accountable Body's Head of Corporate Support Department) and Lowri Haf Evans (Member Support Officer). Ffion M Evans (Section 151 Officer) and Iwan Trefor Jones (NWEAB Lead Director) – item 6 only.
1. APOLOGIES
David Jones (Coleg Cambria), Judith Greenhalgh (Denbighshire Council), Ian Bancroft (Wrexham Council), Dilwyn Williams (Gwynedd Council), Dafydd Edwards (Gwynedd Council) and Iwan Evans (Gwynedd Council)
2. DECLARATION OF PERSONAL INTEREST
Item 5: Declarations of personal interest were received from Dyfrig Siencyn, Maria Hinfelaar, Iwan Davies, Sam Rowlands, Askar Sheibani, Ian Roberts and Steve Jackson. Following guidance from the Legal Officer, it was resolved that the declarations were of a personal nature only.
3. URGENT ITEMS
None to note
4. EXCLUSION OF PRESS AND PUBLIC
RESOLVED to exclude the press and public from the meeting during the discussion on the following items.
5. APPOINTMENT OF PROGRAMME DIRECTOR
To exclude the press and public from the meeting during the discussion on this item due to the likely disclosure of exempt information as defined in paragraph 12, Section 4, Schedule 12A, Local Government Act 1972. This paragraph is relevant as the report contains information about specific individuals who have the right to privacy. There is no public interest that calls for disclosing personal information about these individuals which would outweigh the rights of these individuals. Consequently, the public interest falls in favour of maintaining the exemption.
Page 4 NORTH WALES ECONOMIC AMBITION BOARD 6/09/19
The report was submitted by the Accountable Body's Head of Corporate Support Department
RESOLVED That six of the candidates are eligible for short-listing That a professional assessment centre will be held on 12.09.19 That interviews before Board members will be held on 20.09.19
REASONS FOR THE DECISION
Drawing up a short list of candidates was one of the key milestones in the process of recruiting and appointing an individual to this key post.
6. HEADS OF TERMS
To exclude the press and public from the meeting during the discussion on this item as the report relates to draft Heads of Terms for the North Wales Growth Deal which has been designated a confidential document by a Government Department for the purposes of Section 100 (A)(2) of the Local Government Act 1972. As a consequence it is a requirement that the report is excluded from publication as this would disclose the confidential information.
The report was presented by Iwan Trefor Jones, Lead Director
RESOLVED
That the Economic Ambition Board welcomes the 3.9.19 version of the Heads of Terms as a positive sign of the commitment of the UK Government and Welsh Government to the North Wales Growth Deal
REASONS FOR THE DECISION
To approve the Heads of terms for the North Wales Growth Deal
The meeting commenced at 1.00 pm and concluded at 2.50 pm
CHAIRMAN
Page 5 NORTH WALES ECONOMIC AMBITION BOARD 20/09/19
NORTH WALES ECONOMIC AMBITION BOARD 20/09/19
Present:
Voting Members - Councillors:- Hugh Evans (Denbighshire Council), Llinos Medi Huws (Isle of Anglesey County Council), Mark Pritchard (Wrexham County Borough Council), Chris Bithell (Flintshire Council), Sam Rowlands (Conwy County Borough Council) and Dyfrig L.Siencyn (Gwynedd Council).
Advisors – Dafydd Evans (Grŵp Llandrillo Menai), Maria Hinfelaar (Glyndwr University) and Ashley Rogers (North Wales Mersey Dee Business Council).
Chief Officers - Colin Everett (Flintshire Council) and Dilwyn Williams (Gwynedd Council).
Officers in attendance - Iwan Evans (Monitoring Officer) and Eurig Williams (Human Resources Advisory Services Manager).
1. APOLOGIES
Ian Roberts (Flintshire Council), Prof. Iwan Davies (Bangor University), Askar Sheibani (Business Delivery Board), Iwan Trefor Jones (NWEAB Lead Director) and Dafydd L. Edwards (Section 151 Officer).
2. DECLARATION OF PERSONAL INTEREST
No declarations of personal interest were received.
3. URGENT ITEMS
None to note.
4. MINUTES
The Chair signed the Minutes of the meeting held on 26 July 2019, as a true record.
5. EXCLUSION OF PRESS AND PUBLIC
RESOLVED to exclude the press and public from the meeting during the discussion on the following item due to the likely disclosure of exempt information as defined in paragraph 12, Section 4, Schedule 12A, Local Government Act 1972. This paragraph is relevant as the report contains information about specific individuals who have the right to privacy. There is no public interest that calls for disclosing personal information about these individuals which would outweigh the rights of these individuals. Consequently, the public interest falls in favour of maintaining the exemption.
6. APPOINTMENT OF PROGRAMME DIRECTOR
The report was submitted by Eurig Williams (the Accountable Body's Human Resources Advisory Services Manager).
Page 6 NORTH WALES ECONOMIC AMBITION BOARD 20/09/19
RESOLVED to offer the post to AW, and to delegate authority to agree on the starting point within the pay scale to the Chief Executive of the Accountable Body and the Chief Executive of Flintshire County Council.
REASONS FOR THE DECISION
To proceed to appoint a Programme Director for the Growth Deal.
The meeting commenced at 9.00 am and concluded at 4.20 pm
CHAIRMAN
Page 7 Agenda Item 5
REPORT TO THE NORTH WALES ECONOMIC AMBITION BOARD 18 OCTOBER, 2019
TITLE: Update on the EAB Work Programme and Programme Office Premises AUTHOR: Jane Richardson – Chair of the NWEAB Executive Officers Group
1. PURPOSE OF THE REPORT
1.1. The North Wales Economic Ambition Board requested that the work programme be submitted to each Board meeting for consideration.
1.2. To update members on development since the last meeting.
2. DECISION SOUGHT
2.1. Review, update and approve the RAG status of all actions within the Work Programme.
2.2. Approve the Transition Plan.
2.3. That the Accountable Body be authorised to enter into a lease of the premises at Conwy Business Centre in accordance with the report and to agree other terms on the basis of advice from the Monitoring Officer, Chief Finance Officer and the Accountable Body’s Senior Manager Property.
3. REASONS FOR THE DECISION
3.1. To update on the progress of the actions within the Work Programme.
3.2. To report on the Transitional Plan to support the Work Programme pending the commencement in post of the Programme Director.
3.3. The NWEAB need to identify a suitable office based location for the Programme Office.
4. BACKGROUND AND RELEVANT CONSIDERATIONS
4.1. Work Programme (Appendix 1)
4.1.1. The Work Programme sets out initial key actions for the North Wales Economic Ambition Board. The Work Programme outlines 10 key categories, supported by key actions required. Each action has a timeframe and has been assigned responsibility, and a RAG status.
4.1.2. All tasks have been reviewed and given a RAG status, in accordance with the guidelines below:
RAG Status Action Status Action required On track for completion within the desired GREEN No action required timescale Page 8 Action required to address the AMBER Action may be at risk to meet the deadline issues Action is at risk to miss the completion Immediate action required to RED date address issues.
4.1.3. All tasks within the Work Programme have been given an Amber or Green RAG status, as they are on track.
4.1.4. Since the last meeting of the NWEAB, the timeframe for the tasks have been reviewed, and the RAG status re-considered.
4.1.5. The Executive Officers Group added new tasks to the work programme: Agree Transitional Plan Manage the Transitional Plan Agree location for the Programme Office Determine the planning and consents information for all projects
4.2. Progress Update
Please see below progress on specific tasks:
4.2.1. Heads of Terms
Since the NWEAB meeting on 6th September, 2019 a revised draft Heads of Terms was received on 24th September, 2019 with minor textual changes in two paragraphs (para 8 and para 38) made by UK Government. Our officers are liaising with UK Government and Welsh Government representatives on a draft statement on Heads of Terms. A Heads of Terms Briefing Note is currently being drafted and will be shared with all partners to ensure that all members are briefed accordingly.
4.2.2. Governance
4.2.2.1. Sub-Committees
The first meeting of the Transport Delivery Sub-Committee took place on the 23rd September, 2019 and a forward work plan was agreed for the group.
4.2.2.2. Commercial Governance / Delivery Arrangements
A workshop was arranged on 13th October, 2019 to discuss the commercial governance / delivery arrangements for the Growth Deal projects. The workshop proved useful, identifying potential options for delivery of projects and programmes. There will be another workshop to further explore the models with specialist advice from experts.
4.2.2.3. Business Delivery Board
There was a meeting of the Shadow Business Delivery Board on the 1st October, 2019. The Business Delivery Board Chair post has been advertised, with the closing date for applications on 27th September, 2019. The process for shortlisting and interviewing will be arranged over the coming weeks. Page 9 4.2.3. Programme Office
4.2.3.1. Appointment of staff within the Programme Office
Four posts were advertised alongside the Programme Director post, including the Operations Manager, Digital Programme Manager, Energy Programme Manager and Land & Property Programme Manager. Closing date for applicants was the 13th September, 2019. The interview process has started, with the aim to appoint to all four posts by the end of the month.
4.2.3.2. Programme Office location
With the appointments to the Programme Office imminent, a central office base is required. The Conwy Business Centre has been identified as a suitable location. This would be an initial arrangement for one year. This will be reviewed, and a long term location would need to be discussed and agreed. The office available would offer sufficient space for up to 8 staff seated at workstations on the first floor of the building.
4.2.3.3. Transitional Plan (Appendix 3)
A Transitional Plan is in place until the Programme Director starts in post on the 1st January, 2020. The Transitional Plan identifies the following: - Programme Lead Officers who will oversee the development of the programme; - Project Lead Officers who will support the development of the 5 Case Business Model; - Other specific areas have been identified with a Lead Officer identified; - Gwynedd Council will continue to provide the Executive Management and support for the NWEAB. Once the Heads of Terms are signed, the region will need to start work on the 5 Case Business Models. Whilst some projects have some capacity to develop 5 Case Business Models, others will need additional support. The Programme Managers and/or Programme Lead Officers will oversee the production of the 5 Case Business Models; a Quality Assurance Group will be set up to guide the development; and there will be a need to commission expert advice. £50,000 of the Project Planning, Development and Support budget for 2019/20 has been allocated for this purpose.
4.2.3.4. ESF Funding
The Business Plan applying for ESF funding is a substantial piece of work. A framework is in place to complete the application. Officers are currently drafting the Business Plan, and are on track to submit the Business Plan to WEFO by 31st October, 2019.
Page 10 4.2.4. Finance
The 2020/21 Budget will be submitted for the Board’s approval in the first quarter of the 2020 calendar year, after discussions have taken place with the newly appointed Programme Director. There will be numerous unknown variables which could impact upon the budget for subsequent years, therefore it will be impossible to propose a 3 year budget at this time.
Work on the 5 case business models will commence in the near future and subsequently, along with Board decisions on profiling programme expenditure, will inform the process to identify potential local authorities’ and other partners’ borrowing requirements. As the Growth Deal is now unlikely to be finally agreed until late in 2020, borrowing during 2020/21 is unlikely, hence we plan to inform stakeholders during the 2021/22 budget cycle. Agreeing the NNDR and capitalisation position as well as approval of the financial plan will also be part of this work.
4.2.5. Legal and Procurement
4.2.5.1. Governance Agreement 2
A workshop has been arranged for the 23rd October, 2019 to work through the issues for Governance Agreement 2. The aim of the workshop is to work through the key high level partnership and governance elements to inform the creation of an agreed draft of GA2.
5. FINANCIAL IMPLICATIONS
5.1. The proposal by Conwy County Borough Council for the office space at Conwy Business Centre for one year is as follows:
Rental Charge £6,850 + VAT Service Charge £2,530 + VAT TOTAL £9,380 + VAT
5.2. The service charge includes utility and heating charges - cleaning of all communal areas; shared kitchen facilities; parking space to the rear of the building; access fobs; assistance from the reception desk.
5.3. It is anticipated that the NWEAB would sign a lease for a year, starting at the earliest from 1st November, 2019.
5.4. The 2019/20 Budget includes £5,000 under Premises expenditure heading, and £3,908 has been allocated for the rental and service charge for the 5 month period in 2019/20.
5.5. The 2019/20 Budget includes an expenditure heading for “Supplies and Services” with sufficient budget to cover the costs of setting up the new office.
6. LEGAL IMPLICATIONS
6.1. The Accountable Body will need to enter into a formal lease of the premises on the instructions of the NWEAB. This will be in its capacity as the Accountable Body acting under GA1 and will be subject to the indemnities in the agreement in relation to undertaking the role. Page 11 7. STAFFING IMPLICATIONS
7.1. None at this stage.
8. IMPACT ON EQUALITIES
8.1. None at this stage.
9. CONSULTATIONS UNDERTAKEN
9.1. The Work Programme was reviewed and approved by the Executive Officers Group on 4th October, 2019.
9.2. The Accountable Body’s Property Service have reviewed the proposal for the office space at the Conwy Business Centre, and confirm that the terms and rent proposed are appropriate.
APPENDICES:
Appendix 1 Work Programme Appendix 2 List of Decisions Appendix 3 Transitional Plan
STATUTORY OFFICERS RESPONSE:
i. Monitoring Officer – Accountable Body:
“The report includes appropriate recommendations for securing an initial location for the Programme Office. No observations to add in relation to propriety.”
ii. Statutory Finance Officer (the Accountable Body’s Section 151 Officer):
“I confirm that I have reviewed the ‘Finance’ aspects of the Work Programme with the author. Further comments, as necessary, will be presented orally at the Board meeting.”
Page 12 WORK PROGRAMME FOR THE EAB
Timeframe Reporting Category (Quarters, Identified Action Responsibility RAG Status calendar NWEAB Councils Risk year) Approve the Draft Submitted Implementation Joint to WG/UKG Q2 2019 HT 05 Plan for the Growth Committee on Deal. 24/03/2019 Finalise the Joint Implementation Q3 2019 Committee Plan Agreement on appropriate and proportionate level Joint of assessment and Q3 2019 Committee / HT 04 appraisal of UKG / WG business cases for growth deal projects. Heads of Terms Formal approval of Joint the Heads of Terms 26/07/19 Q3 2019 Committee / HT 01 for the Growth 06/09/19 UKG / WG Deal. Formal signing of Joint the Heads of Terms Q3 2019 Committee / HT01 for the Growth UKG / WG Deal. Agreement on “side deals” with WG or MoUs (for example Joint Transport, Ongoing Committee / HT 06 Property, Business WG Growth, Skills to deliver the Growth Vision). Identify initial terms of reference for the “informal” sub- committees (Skills Joint and Employment, Q3 2019 GO 08 Committee Sites and Premises, Business and Governance Innovation, Tourism). Clarity / Progress on Joint Ongoing sub-groups Committee Agreement on Joint Scrutiny Q2 2020 Committee GO 09 Arrangements. Pageand Councils 13 scrutiny arrangements Undertake a public Chair post appointment advertised Joint process for the Q4 2019 during GO 11 Committee Business Delivery Aug/Sept Board. 2019 Discuss and agree collaboration and Joint governance with Q3 2019 15/11/2019 Committee the Housing Accelerator Group Commercial Workshop Governance / Joint Q3 2019 held on Delivery Committee 13/09/2019 Arrangements Approve the “Our Approach” document to set Joint Q4 2019 out the cultural Committee arrangements for the NWEAB Accountable Body / Joint Identify, review and Committee agree the 2020/21 budget and Q1 2020 Increases in FIN 01 contributions from contributions all partners. will be matters reserved to Parties Accountable Body / Joint Identify, review and Committee agree a 3 year budget and Q4 2020 Increases in FIN 01 Finance contributions from contributions all partners. will be matters reserved to Parties Section 151 Agree position on Officers / NNDR and Q4 2020 Accountable FIN 02 capitalisation. Body / Joint Committee Partners and Identify and agree the LA borrowing Q4 2020 Accountable FIN 03 requirements. Body’s Finance Officers Section 151 Officers / Approve Financial Oct/Nov Q4 2020 Accountable 18/10/19 Plan 2019 Body / Joint Committee Page 14 Government funding released for Q2 2020 UKG / WG projects Appointment of Joint Programme Q3 2019 20/09/19 PO 01 Committee Director. Joint Agree design, cost Committee / and structure of a Q2 2019 28/06/19 PO 02 Accountable Programme Office. Body Agree and submit the ESF Institutional Joint Capacity Bid to Committee / Q3 2019 26/07/19 PO 03 support with the Accountable work of the Body Programme Programme Office. Office Appointment of Joint Shortlisting Programme Committee / and Managers within Q3 2019 PO 04 Accountable interviews the Programme Body arranged Office. Accountable Agree Transitional Q3 2019 Body / Joint HT 03 Plan Committee Accountable Manage the Q3/Q4 Body / Joint HT 03 Transitional Plan 2019 Committee Agree location for Accountable the Programme Q4 2019 Body / Joint Office Committee Agree Project Joint Approval Process Q2 2019 Committee / CSP 01 (and delegation UKG / WG process). Agree the Business Network North Joint Wales project and Q2 2019 18/10/19 CSP 02 Committee Commissioned implementation Strategies and Plan. Projects Approval of Memorandum of Joint Q1 2020 Q2 2020 CSP 02 Understanding for Committee Business Network Delivery of the LFFN Q2 2019 Joint project. onwards Committee Develop 5 Case Business Models for Q4 2019 Joint Growth Deal onwards Committee Projects. Local project Joint 2020/21 delivery underway Committee Approval of the Joint Skills and Q3 2019 15/11/19 Committee Employment Plan. Legal and Develop Template Accountable Q4 2019 Procurement Funding Agreement PageBody / Section 15 to allow the 151 / transfer of Growth Monitoring Deal funding to the Officers / Joint recipient Project Committee Lead Authority. Agree project plan Joint and timeline for the Committee / adoption of Q2 2019 LP 01 Monitoring Government Officers Agreement 2. Prepare initial working draft Monitoring Q2 2019 26/07/19 Governance Officers Agreement 2 Prepare final draft Governance Monitoring Agreement 2 for Q1 2020 Officers confirmation and approvals Adoption of Matter Government Q3 2020 reserved to GO 07 Agreement 2. Parties Matter Sign Final Deal Q3 2020 reserved to LP 03 Parties Joint Agree Growth Deal Committee / Procurement Q3 2019 LP 02 Accountable Strategy. Body Determine the planning and Joint consents Q4 2019 Committee information for all projects Monitoring and Joint Monitoring and Evaluation Plan Q3 2019 MP 02 Committee Evaluation agreed. Local evaluation of Joint 2020/21 project impact Committee Stakeholder Quarterly Quarterly update Programme Engagement and from Q2 reports to partners Office Communication 2019 Explore key strategic functions at a regional level that will support Joint both the Ongoing Committee / implementation of UKG / WG Strategic the deal and wider Regional development Function activity. Joint Agreement of Committee / protocol with the Q4 2019 Minister for Minister for North North Wales / Wales and the new PageRegional 16 Regional Standing Standing Committee. Committee All Project Boards in place to coordinate Delivery Project the delivery of Ongoing GO 08 Management Sponsors commissioned projects.
COMPLETED TASKS
Timeframe Reporting (Quarters, Identifie Category Action Responsibility calendar RAG Status d Risk year) NWEAB Councils
Approval of “Programmes” for the North Wales Growth Q1 2019 Joint Committee COMPLETE Deal. (3 Key Thematic Areas and 4 Key Enablers). Assessment of options and agree way forward on the £240 Million budget available from the Q1 2019 Joint Committee COMPLETE HT 05 UKG/WG to deliver the Growth Deal. Heads of Terms (Draft Implementation Plan) Review of Outline Business Cases to Executive match commitment Q1 2019 COMPLETE HT 04 Support Group within the Draft Implementation Plan. Approve/Feedback on Outline Business Q2 2019 WKG / WG COMPLETE HT 04 Cases Representative Challenge sessions from Joint with UKG / WG Q2 2019 Committee with COMPLETE HT 04 Ministers. UKG and WG Ministers Formal establishment Accountable Q1 2019 1/02/19 COMPLETE GO 03 of Joint Committee. Body Practical Accountable arrangements for the Q1 2019 Body / Joint COMPLETE GO 03 Governance Joint Committee. Committee Agree Terms of Reference and Q2 2019 Joint Committee 17/05/19 COMPLETE GO 10 engagement with Business Delivery Page 17 Board (private sector advisory board). Identify and agree 6 month work Q1 2019 Joint Committee 1/02/19 COMPLETE GO 05 programme for the Joint Committee. Identify initial terms of reference for sub- committees, in particular transport Q2 2019 Joint Committee COMPLETE GO 08 sub-committee and digital sub- committee. Identification and final selection of Q3 2019 Joint Committee GO 07 Accountable Body for GA2. Identify, review and agree a budget for the Accountable transitional year Q1 2019 Body / Joint 15/3/19 COMPLETE FIN 01 2019/20 and Finance Committee contributions from all partners. Agree budget for the Joint Q1 2019 15/3/19 COMPLETE FIN 01 Accountable Body. Committee Joint Agree on recruitment Programme Committee / process for a Q1 2019 1/02/19 COMPLETE PO 01 Office Accountable Programme Director. Body Commissioned 5 Case Business Strategies and Models Training for Q2 2019 Partners COMPLETE Projects lead project officers Monitoring and Programme Risk Q1 2019 Joint Committee 12/04/19 COMPLETE MP 01 Evaluation Register developed. Development and agreement of business and SEC 01 Q2 2019 Joint Committee 17/05/19 COMPLETE stakeholder engagement plan Stakeholder agreed. Engagement and Communication Plan SEC 01 Communication Q2 2019 Joint Committee 17/05/19 COMPLETE agreed and protocol Development and agreement of political stakeholder Q2 2019 Joint Committee 17/05/19 COMPLETE SEC 01 engagement plan agreed
Page 18 Decisions at NWEAB meetings
Meeting Date Item Contact Officer Decision 1. To delegate the right to the Chief Executive of the Host Authority, in consultation with the Chair and Vice-chair of the Joint-Committee to; a) prepare a job description and person specification for the post of Programme Director, Recruitment process for Dilwyn Williams, Chief b) undertake a job evaluation process on the post in accordance with Gwynedd Programme Director Executive Council arrangements in order to set the salary, 1st February c) proceed to advertise the post. 2019 2. That a report recommending the appointment procedure thereafter is submitted to the next meeting of the Joint-Committee. 1. To agree on the high-level work programme for the Economic Ambition Board over Initial work programme for the Iwan Trefor Jones, Lead the next 6-9 months EAB and future meeting Director 2. To agree on a schedule of meetings for the Economic Ambition Board until the end of arrangements the calendar year. 1. Accept the report
Page 19 Page 2. Accept that the North Wales Economic Ambition Board as far as reasonably practicable will meet at a single appropriate North Wales venue in accordance with the report. 3. Pending the establishment of a formal Business Leaders Group, appoint the Chairman North Wales Economic Iwan Evans, Accountable of North Wales Business Group as an Adviser to the Economic Ambition Board and to Ambition Board Governance Body Monitoring Officer confirm the Advisers structure. 4. That a further report on proposed Sub-Boards be presented to the next meeting of the North Wales Economic Ambition Board. 5. To accept the Operating Protocol for the North Wales Economic Ambition Board 15th March subject to confirming rights for the Monitoring Officer and the Section 151 Officer to 2019 report directly to the North Wales Economic Ambition Board as and when required. 1. To approve the Implementation Plan as a basis for further negotiations with the UK and Welsh Governments on a potential Heads of Terms agreement for a North Wales Growth Deal subject to incorporating the following adaptations in the Plan: a) Flexibility in terms of time-frame, expenditure portfolio and project priorities in A Growth Deal for North Wales Iwan Trefor Jones, Lead Section 7 of the Implementation Plan based on their maturity and affordability. - draft Implementation Plan Director b) Flexibility on the financing package from both Governments in order to implement the projects in the Implementation Plan. c) Add a timetable for establishing July 2019 as the date for agreeing Heads of Terms for both Governments. 1. To accept and adopt the Economic Ambition Board's Budget for 2019/20, which is split to show the Programme Management Office, Accountable Body Support Services and Joint-Committee costs. 2. To approve the arrangements and finance for Gwynedd Council to deliver the Accountable Body functions as set out in the report. Dafydd L Edwards, 2019-20 Budget 3. To delegate the authority to the Programme Director and Gwynedd Council’s Section Section 151 Officer 151 Officer to implement the budget approved. 4. To approve transferring the underspend from the former shadow arrangements to the Economic Ambition Board Joint Committee. 5. To approve transferring the underspend at the end of the 2018/19 financial year to an earmarked reserve that will be available to fund one-off costs in future years. 1. To approve the RAG status (Red, Amber, Green) on all actions within the Work Programme, noting that two actions under the Heads of Terms heading noted below Update on the Economic will change from amber to red. Iwan Trefor Jones, Lead Ambition Board work - Challenge sessions with Ministers from UK Government and Welsh Government Director programme - Formal approval to Heads of Terms for the Growth Deal.
Page 20 Page 2. Modify the timetable and the responsibility for some tasks in the Work Programme, in accordance with the explanation in section 4.3 and 4.4 of the report. It was decided that: 1. A scheduled meeting of the North Wales Economic Ambition Board will agree on a short list of candidates to be invited for further consideration. 2. All short-listed candidates will be invited to attend a Professional Assessment Centre. The Assessment Centre will be led by an external assessor used by the Accountable North Wales Economic Body for appointments to senior posts. The assessor will provide a written report of Dilwyn Williams, Chief Ambition Board Programme each candidate's performance. Executive Director 3. Formal interview of short-listed candidates at an additional meeting of the Board to be arranged with feedback from the Assessment Centre to be provided at the meeting prior to the appointment. 4. Following a job evaluation, it was agreed that the post would be advertised with a salary of £86,000 to £96,000 with the flexibility of a market addition should an exceptional candidate apply. 1. Approve the RAG status of all actions within the Work Programme, in accordance with the report. Update on the NWEAB work Iwan Trefor Jones, Lead 12th April 2019 2. To delegate the authority to the Programme Director in consultation with the Chair programme Director and Vice Chair of the NWEAB to agree the Job Description and recruitment process for the Digital Programme Manager. 3. Commit up to £55,000 (subject to job evaluation and the success of the Growth Deal) of the “Project, Planning, Development and Support budget” to finance the Digital Programme Manager post for a year. 4. To submit a quarterly progress report on the work of the Board to the individual partners for the purposes of report and scrutiny of the individual bodies. 1. To approve the format and structure of the Risk Register and agree that the risks and RAG (Red, Amber, Green) status included are captured accurately and sufficiently and Iwan Trefor Jones, Lead Risk register that the mitigation measures noted are proportionate in view of the identified risks. Director 2. To report on the risks on a quarterly basis to the NWEAB and on a monthly basis to the Executive Officers Group 1. To appoint a Transport Delivery Sub-board with the Role and Terms of Reference set Appointment of a Iwan Trefor Jones, Lead out in Appendix 1 of the report. Transportation Sub-Board Director 2. To appoint the Leader of Flintshire Council, Councillor Ian Roberts, to act as a link member for the Transport Delivery Sub-Board. 1. To defer a decision on this matter until such time as the outcome of the consultation with UK Government and Welsh Government on the proposal is known. 2. That the discussions with the Governments should commence based on the report
Page 21 Page submitted to the NWEAB. 3. To address the following matters when providing a further draft of the report:- Iwan Trefor Jones, Lead Business Delivery Board a) The role of the North Wales Mersey Dee Business Council; Director b) The accountability of the Chair of the Business Delivery Board; c) The need to simplify the proposed role and responsibilities of the Board; d) Concern that there are increasing demands on businesses to participate in similar arrangements; e) Financial matters. 1. To receive the summary report on the Welsh Government proposals for Improved Welsh Government improving Iwan Trefor Jones, Lead Public Transport and the response to the White Paper consultation, attached to the public transport white paper Director report. 1. To receive the report on the recommendations of both review reports, the “Swansea Bay City Deal Independent Review” and the “Swansea Bay City Deal Internal Review Swansea Bay City Ceal (SBCD) Iwan Trefor Jones, Lead of Governance Arrangements”. review(s) Director 2. To note the RAG (Red, Amber, Green) assessment of the North Wales Growth Deal’s status against each of the recommendations. Update on the EAB work Iwan Trefor Jones, Lead 1. To approve the RAG status of all actions within the Work Programme and note the programme and project log Director updates on the progress of individual projects, in accordance with the report. 17th May 2019 1. To approve the proposed work programme for the preparation and completion of Governance Agreement 2 work Iwan Evans, Accountable Governance Agreement 2, and ask the Monitoring Officer to couple the actions in the programme Body Monitoring Officer lower half of the proposed timetable to relevant steps in the work programme. 1. To approve the proposed role and responsibilities of the Business Delivery Board, subject to adapting paragraph 2.1, Role and Remit, by combining the wording of paragraph 2.2 in the third bullet point. 2. To approve the recruitment process for the Chair of the Business Delivery Board as set out in the report and to delegate authority to the Chief Executive of the Accountable Body to undertake the recruitment process. 3. To approve the arrangements for selection and recruitment of Board Members as set Iwan Trefor Jones, Lead Business Delivery Board out in the report and to delegate authority to the Chief Executive of the Accountable Director Body to undertake the recruitment process once the Chair has been appointed. 4. To confirm the use of up to £20,000 per annum from the North Wales Economic Ambition Board’s ‘Project Development and Support’ budget to support the Business Delivery Board. 5. To delegate authority to the Chief Executive of the Accountable Body to establish the remuneration arrangements for the Chair, in consultation with the Chair and Vice- Chair of the North Wales Economic Ambition Board, in accordance with the report. 1. That the Economic Ambition Board supports the principle that the Regional Tourism
Page 22 Page Jane Richardson, Conwy Forum assumes a formal relationship with it. Tourism sub-group Council 2. That the status and function of the Forum be developed as part of the review of the governance arrangements to be established in Governance Agreement 2. 1. To note and accept the Joint Committee’s Revenue Income and Expenditure Account for 2018/19 (Appendices 1 and 2 to the report). 2018-19 Out-Turn Report and Dafydd L Edwards, 2. To note and accept the Joint Committee’s Official Annual (Statutory Financial Annual (statutory financial Section 151 Officer Statements) Return for 2018/19 (subject to External Audit), in line with the statutory Statements) Return deadline of 15 June 2019 which had been duly completed and certified by the Statutory Finance Officer (Appendix 3 to the report). Communications and Iwan Trefor Jones, Lead 1. To approve the Communications and Engagement Plan. Engagement Plan Director Inquiry into effectiveness of Iwan Trefor Jones, Lead 1. To endorse the response to the “Inquiry into effectiveness of Growth and City Deals Growth and City Deals For Director for Wales” undertaken by the Welsh Affairs Committee. Wales Programme Director - short Dilwyn Williams, Chief 1. To place four candidates on the short list to go on to an interview on 21 June. listing Executive 1. To re-advertise the post with a salary set at between £86,000 and a maximum of Urgent Business - Appointment £106,000 subject to a report on the proposed salary to the Full Council of the of Programme Director 28th June 2019 Accountable Body which will host the post Iwan Trefor Jones, Lead 1. Review, update and approve the RAG status of all actions within the Work Update of the Work Programme Director Programme. 2. To approve the core structure of the Programme Office as set out in the report and Iwan Trefor Jones, Lead Programme Office Structure move to recruit on condition that it does not add to the core financial contributions Director of the Councils and Partners. 1. It was confirmed that the staffing structure of the Programme Office during the continuation of Governance Agreement 1 (“GA1”) shall be determined by the North Wales Economic Ambition Board. Iwan Evans, Accountable Delegation And Staffing 2. It was agreed to delegate the responsibility of appointing posts on the approved Body Monitoring Officer staffing structure below Programme Director level to the Programme Director and in the interim period, to the Chief Executive of the Accountable Body in accordance with the report. 1. To note the report and the progress made to establish the Transport Delivery Sub Transport Update and Progress Board With Establishing a Transport Councillor David Bithell 2. To ratify the acceptance of the funding support offered by WG and authorise the Sub-Group signing of the grant offer letter by the Host Authority. 1. To defer the decision of funding one FTE post (£50,000 for 12 months) to continue work on Information & Advice Gateway and Employability Pathway projects in order to take the opportunity to consider the projects in light of the Skills Strategy which Skills and Employment Page 23 Page Iwan Trefor Jones, Lead will be submitted to the Board shortly, investigate and have discussions with Welsh Programme, North Wales Director and UK Government about the field. Growth Vision 2. To defer confirmation of the approach to coordinate the skills and employability programme and seek further information and clarity in relation to the Skills and Employment programme. 1. 1. To establish an Energy Sub-Group with the Role and Terms of Reference set out in Establishment of Energy Sub- Rhys Horan – Strategic Appendix 1 of the report. Group and Update on Regional Lead, Welsh Government 2. Appoint Cllr Llinos Medi, Leader of Anglesey Council as a member of the North Wales Energy Planning Energy Service Economic Ambition Board to act as a link member for the Energy Sub-group 1. The RAG status of each task within the Work Programme was reviewed and approved, subject to updating the acts that are slipping into the red. Update on the EAB Work Iwan Trefor Jones, Lead 2. The content of the Risk Register was reviewed, and the assessment criteria for each Programme and Risk Register Director task was approved. 3. It was agreed that 'Programme Office' should be added to the register. 1. The First Quarter Review of the Joint-Committee for 2019/20 was noted and 26th July 2019 Revenue Budget 2019/29 - First Dafydd L Edwards, accepted. Quarter Review (June 2019) Section 151 Officer 2. Confirmation was received from the Joint Committee to use the Reserve Fund (that was allocated for this purpose) to fund any income deficit in 2019/20 1. It was agreed that the Executive Officers Group would ESF Institutional Capacity Iwan Trefor Jones, Lead continue to develop the WEFO Business Plan Welsh European Funding Office) Building Application Director support their bid for funding from the European Social Fund establish a Task and Finish Group to lead on the development of the Business Plan submit quarterly reports on the progress to the Ambition Board 1. That the Economic Ambition Board welcomes the Draft Heads of Terms as a positive Iwan Trefor Jones, Lead Heads of Terms sign of the commitment of the UK Government and Welsh Government to the North Director Wales Growth Deal, by looking to closing the Heads of Terms before 6.9.19 1. That six of the candidates are competent to be placed on the short list. Appointment of Programme 2. That a professional assessment centre will be held on 12.09.19 Director 6th September 3. That interviews before Board members will be held on 20.09.19 2019 1. That the Economic Ambition Board welcomes the 3.9.19 version of the Heads of Iwan Trefor Jones, Lead Heads of Terms Terms as a positive sign of the commitment of the UK Government and Welsh Director Government to the North Wales Growth Deal 20th 1. To offer the post to AW, and to delegate authority to agree on the starting point Appointment of Programme September within the pay scale to the Chief Executive of the Accountable Body and the Chief Director 2019 Executive of Flintshire County Council. Page 24 Page Transitional Plan 1. Interim Lead Responsibilities
Lead Officers will be identified to lead on specific areas, this will be an interim arrangement as the Programmes develop. a. Programme Lead Officers
Each Programme will have a Lead Officer as outlined below:
Programme Lead Authority Programme Lead Officer Low Carbon Energy Anglesey Dylan Williams Advanced Manufacturing Denbighshire Graham Boase Land-Based Industries and Tourism Conwy Jane Richardson Land and Property Flintshire Andrew Farrow Skills and Employment Gwynedd Sioned Williams Digital Wrexham Steve Bayley Strategic Transport Flintshire Stephen O Jones
The Programme Lead Officers responsibilities will include the following:
Oversee the development of the programme; Oversee the production of the 5 Case Business Models for Phase 1 and 2 projects; Bring relevant partners together to ensure co-ordination and coherence; Represent the NWEAB as and when required e.g. Business Delivery Board, present reports to the NWEAB; To bring any obstacles or risks related to the delivery of the Programmes to the attention of the Executive Officers Group and the Lead Chief Executive. b. Project Lead Officers
Additionally each Project will have a Lead Officer to support the 5 Case Business Development:
Project Lead Authority Project Lead Officer Trawsfynydd Power Station Gwynedd Sioned Williams Morlais Project Menter Môn Gerallt Llewelyn Jones Smart Local Energy Network Anglesey Dylan Williams Nuclear Centre of Excellence Bangor University Bryn Jones Enterprise Engineering & Optics Centre Glyndwr University Aulay Mackenzie Centre of Environmental Biotechnology Bangor University Bryn Jones Glynllifon Rural Economy Hub Grŵp Llandrillo Paul Bevan Menai The Llysfasi Carbon Neutral Farm Coleg Cambria Steve Jackson North Wales Tourism and Hospitality Grŵp Llandrillo Lawrence Wood Centre of Excellence Menai Regional Land and Property Flintshire Andrew Farrow Holyhead Gateway Anglesey / Stena Dylan Williams North Wales Digital Connectivity Flintshire Stephen O Jones Digital Signal Processing Centre Bangor University Bryn Jones Regional Transport Decarbonisation Flintshire Stephen O Jones
Page 25 c. Other Lead Officers
There are some other specific areas that need a Lead Officer:
Responsibility Lead Authority Lead Officer ESF Grant Application Conwy Barbara Burchell Co-ordinate and Chair the Executive Conwy Jane Richardson Officers Group Business Delivery Board Conwy Jane Richardson Governance and Commercial Models Flintshire Colin Everett Group Key Contact for WG and UKG Flintshire Colin Everett WLGA 4 Regions Co-ordination Flintshire Colin Everett Meeting Regional Investment for Wales Gwynedd Councillor Dyfrig Siencyn Steering Group
2. Executive Management and Support
During the interim period Gwynedd Council will provide Executive Management and Support for the NWEAB, responsibilities will include:
Secretarial support for the Executive Officers Group; Agenda Management; Liaison between the NWEAB and the Host Authority; Contract Management; Monitor the funding commitments of the NWEAB.
3. Commissioned Work/Support
The NWEAB have/will commission Consultants to support with the delivery of the Growth Deal.
Responsibility Consultant Contract Status Additional Information PR and Martin Williams until 31/12/2019 Communications Radar PR Contract(s) drawn in line Iwan Prys Jones with the Award of Transport Drafting contract funding from Welsh Government Wrexham have Value: £30,500 Digital Grey Sky commissioned Grey Sky Milestone targets up to the value of £105k Ian Rees – STEM Skills Ongoing Managed by the RSP. project
Additionally to the above, the NWEAB will need to commission consultants to provide expertise in supporting the development of 5 Case Business Models for the projects. The tender will include:
• Advising on the 5 Case Business Model methodology and framework; • Challenge the Business Cases; • Support the project leads in developing the 5 Case Business Model.
Page 26 Within the scope of the initial tender, we will include the following projects:
Programme Project Other resources Bangor University have Smart Local Energy Low Carbon Energy capacity to write the 5CBM for Trawsfynydd Power Station Programme the Nuclear Centre of Nuclear Centre of Excellence Excellence. Land And Property Holyhead Gateway Programme Land and Property Project The Digital Connectivity 5 Case Digital Connectivity Digital Connectivity Business Model is within the current contract for Grey Sky.
A Quality Assurance Group will be set up to support and oversee the 5 Case Business Model development. The Quality Assurance Group will be available to the Lead Officers to offer advice, support and guidance. The Quality Assurance Group will include representatives who attended the Better Business Case Training at the end of May.
Quality Assurance Group Recommended Membership:
Name Organisation Stuart Whitfield Denbighshire Council Niall Waller Flintshire Council Barbara Burchell Conwy Council Tudur Jones Cyngor Ynys Mon James Goodman Bangor University Ieuan Wyn Jones Bangor University Laura Gough Wrexham Glyndwr University Paul Bevan Grwp Llandrillo Menai Ashley Rogers North Wales Mersey Dee Business Council Sian Lloyd Roberts Regional Skills Partnership Nia Medi Williams Cyngor Gwynedd
The Business Delivery Board will challenge and identify gaps in the 5 Case Business Models, and will provide expert sectoral advice from the private sector.
Page 27 Agenda Item 6 Economic Ambition Board: 18/10/2019
REPORT TO THE NORTH WALES ECONOMIC AMBITION BOARD 18/10/2019
Title: Revenue Budget 2019/20 – Second Quarter Review (September 2019) Author: Dafydd L Edwards, Host Authority Statutory Finance Officer
1. Purpose of the Report 1.1 This report intends to provide the North Wales Economic Ambition Board (NWEAB) with details of the actual expenditure and income for the second quarter of the 2019/20 financial year as well as projected full year out-turn against its annual budget. 1.2 In order to operate effectively, the Joint Committee needs to be aware of its projected expenditure position against its approved annual budget.
2. Decision Sought 2.1 To receive the Joint Committee’s Second Quarter Review for 2019/20. 2.2 To obtain the Joint Committee’s approval for the budget virements set out in the last column of Appendix 1. 2.3 To note and accept the present position on the 2020/21 Budget.
3. Reasons for the Decision 3.1 There is reduced forecasted expenditure on project planning (externally sourced and staff), but capitalisation of salaries won’t be possible in 2019/20. The consequent net expenditure is affordable within the current partner contributions, but is dependent on obtaining the ESF Priority 5 grant funding from WEFO.
1 Page 28 Economic Ambition Board: 18/10/2019
4. Background 4.1 The first quarter review was reported to the NWEAB in its meeting on 26 July 2019. 4.2 The budget will continue to be monitored and reviewed throughout the financial year, and quarterly reports will be presented to the Executive Group and the NWEAB.
5. Expenditure and income in 2019/20 5.1 Appendix 1 shows the actual expenditure and income for the second quarter of the 2019/20 financial year together with projected full year out-turn against its annual budget. 5.2 At the end of the second quarter, the actual net position was a surplus of (£406,228). 5.3 The expected net out-turn position at the end of the financial year is expected to be within the budget and funded from partner contributions, ESF grant funding (if approved) and the Public Transport (Wales) Bill grant.
Programme Management Office 5.4 There is a net projected underspend of (£132,616) on the Programme Management Office in 2019/20, due to delayed recruitment to posts. 5.5 The expenditure of £62,484 on Programme Management / Development includes, the re- charge costs for the Lead Director – North Wales Growth Deal until September 2019. 5.6 The £47,290 spent on advertising and assessment of candidates relates to the recruitment of the Programme Director’s post, and includes external assessment centre costs on two occasions. 5.7 The expenditure on the Project Planning, Development and Support heading includes expenditure on external input for developing the projects, contributions towards the Skills and Digital projects, an allocation for external input to assist with the work on the 5 case business models and expenditure on Transport related costs which is funded by Welsh Government. 5.8 The Programme Office Structure Report that was presented to the NWEAB Meeting on 28 June 2019 was approved on the basis that it’s affordable within the core financial contributions. For 2019/20, this can be done by using the agreed annual contributions as well as the ESF Priority 5 funding (dependent on approval).
2 Page 29 Economic Ambition Board: 18/10/2019
Accountable Body Support Services 5.9 The net projected underspend of (£22,720) on the Accountable Body (host authority) support services in 2019/20 remains unchanged from the first quarter review.
Joint Committee 5.10 In the NWEAB’s meeting on 12 April 2019, £20,000 was allocated to support the establishment of the Business Delivery Board, but an estimated underspend of at least £10,000 is likely on this heading during 2019/20.
Funding Contributions 5.11 The Partners have been invoiced during the last quarter in accordance with the budgeted contribution amounts for the year. 5.12 Although the work on the 5 case business models will commence in the near future, we cannot prudently assume that capitalisation of salaries will be possible during this financial year. The exact commencement date of the capitalisation funding will form part of the final Growth Deal negotiations. Therefore, a budget virement approval, which will have no effect on the budget bottom line, is required to displace the (£250,250) capitalisation target. This will be done by reducing the Employee, Finance Service Support and Business Delivery Board expenditure headings and to include income targets for the Public Transport (Wales) Bill and the ESF Priority 5 funding (figures shown in the last column of Appendix 1). 5.13 The Executive Group are currently working on the Business Planning Stage as part of the European Social Fund (ESF) Priority 5 funding application, with a plan to submit it to the Welsh European Funding Office (WEFO) by 31 October 2019. Approval of this funding would mean that posts within the Programme Management Office could obtain funding of up to 50% up until 2022/23. Based on our projected employee expenditure of £132,206 for 2019/20, £50,811 of ESF Grant funding could be claimed for this period. If successful, the ESF grant could also be back-dated to June 2018, but this has not been reflected in our figures for 2019/20. 5.14 The NWEAB has been awarded £155,000 for the Public Transport (Wales) Bill to cover the period 1 March 2019 to 31 March 2021. An estimated specific grant worth £34,103 is likely
3 Page 30 Economic Ambition Board: 18/10/2019
to be claimed during this financial year, and the spending profile for 2020/21 will need to be planned so that the maximum funding is received by the NWEAB. 5.15 In the first quarter review report, a transfer of £97,439 was estimated as required from the earmarked reserve in order to fund part of the expenditure for 2019/20. Based on this report’s revised forecasts, the earmarked reserve will not be required during this financial year. The earmarked reserve of (£336,213) will therefore be available for future years.
6. Staffing Implications 6.1 The estimated out-turn position for the year reflects the implications of the recruitments that are taking place at the moment.
7. 2020/21 Budget 7.1 Due to slippage in the 5 case business models work, which was expected to be done over the summer months, it is impossible to propose a budget for 2020/21 onwards at the moment. We will be in a better position with regard to the 2020/21 Budget once discussions have started with the newly appointed Programme Director. There are many variables which impact upon Partner contributions for 2020/21, but the level could be unchanged from the current partner contributions. Of course, any further commitments would require approval from the Board and individual partners. 7.2 Employee expenditure affordability for 2020/21 will depend on a successful Growth Deal and ESF grant funding, but the earmarked reserve is available as back-up funding if needed.
8. Consultations Undertaken 8.1 Appendix 1, as well as a summary of the contents of this report, was presented to the Executive Group on 4 October 2019.
9. Appendix Appendix 1 – Economic Ambition Board Budget 2019/20 – Second Quarter Review (September 2019).
4 Page 31 Economic Ambition Board: 18/10/2019
STATUTORY OFFICERS’ RESPONSE:
i. Monitoring Officer – Accountable Body: It is important that the Economic Ambition Board maintains an overview of its financial position. Its available budget is determined by the partnership contributions and other sources of revenue available to it. The report clearly sets out the current position in this context.
ii. Statutory Finance Officer – Accountable Body: Author of this report.
5 Page 32 Economic Ambition Board Budget 2019/2020 - Second Quarter Review (September 2019) Appendix 1
Expenditure Original Virements Revised September Estimated Estimated Virement Budget Budget 2019 Final Overspend / for approval (6 months) Position (Underspend) Actual (£) (£) (£) (£) (£) (£) (£)
Programme Management Office Employee Expenditure (Pay, N.I. & Superannuation) 246,480 71,040 317,520 0 132,206 (185,314) (132,620) Programme Management/Development Re-charge 0 0 0 62,484 62,484 62,484 Advertising and Assessment of Candidates 0 0 0 37,429 47,290 47,290 Travel and Subsistence 10,000 0 10,000 339 3,339 (6,661) Engagement and Meetings 11,620 0 11,620 2,658 11,620 0 Communications and Public Relations 45,000 0 45,000 7,000 16,800 (28,200) Performance Audit Fee 12,500 0 12,500 0 0 (12,500) Supplies and Services 10,000 0 10,000 955 10,000 0 Regional Engagement Team (RET) 43,480 0 43,480 42,282 42,282 (1,198)
Page 33 Page Premises 5,000 0 5,000 0 3,908 (1,092) Project Planning, Development and Support 319,800 (91,040) 228,760 69,798 221,334 (7,426)
Programme Management Office Total 703,880 (20,000) 683,880 222,945 551,264 (132,616) (132,620)
Accountable Body Support Services
Finance Services Support 105,710 0 105,710 0 82,990 (22,720) (22,720) Legal (includes Monitoring Officer) 16,000 0 16,000 0 16,000 0 Corporate Support 29,400 0 29,400 7,250 29,400 0 Information Technology 2,760 0 2,760 0 2,760 0
Accountable Body Support Services Total 153,870 0 153,870 7,250 131,150 (22,720) (22,720)
Joint Committee
Governance Agreement 2 - Legal 20,000 0 20,000 0 18,366 (1,634) Governance Agreement 1 - Legal 0 0 0 1,634 1,634 1,634 External Audit Fee 12,500 0 12,500 0 12,500 0 Business Delivery Board 0 20,000 20,000 1,943 10,000 (10,000) (10,000) Joint Committee Total 32,500 20,000 52,500 3,577 42,500 (10,000) (10,000)
Total Expenditure 890,250 0 890,250 233,772 724,914 (165,336) (165,340) Income Original Virements Revised September Estimated Estimated Virement Budget Budget 2019 Final Overspend / for approval (6 months) Position (Underspend) Actual (£) (£) (£) (£) (£) (£) (£)
Funding Contributions
Partner Contributions - GA1 Conwy County Borough Council (50,000) 0 (50,000) (50,000) (50,000) 0 Denbighshire County Council (50,000) 0 (50,000) (50,000) (50,000) 0 Flintshire County Council (50,000) 0 (50,000) (50,000) (50,000) 0 Gwynedd Council (50,000) 0 (50,000) (50,000) (50,000) 0 Isle of Anglesey County Council (50,000) 0 (50,000) (50,000) (50,000) 0 Wrexham County Borough Council (50,000) 0 (50,000) (50,000) (50,000) 0 Bangor University (25,000) 0 (25,000) (25,000) (25,000) 0 Wrexham Glyndwr University (25,000) 0 (25,000) (25,000) (25,000) 0 Coleg Cambria (25,000) 0 (25,000) (25,000) (25,000) 0 Page 34 Page Grŵp Llandrillo Menai (25,000) 0 (25,000) (25,000) (25,000) 0
Partner Contributions - Other Conwy County Borough Council (40,000) 0 (40,000) (40,000) (40,000) 0 Denbighshire County Council (40,000) 0 (40,000) (40,000) (40,000) 0 Flintshire County Council (40,000) 0 (40,000) (40,000) (40,000) 0 Gwynedd Council (40,000) 0 (40,000) (40,000) (40,000) 0 Isle of Anglesey County Council (40,000) 0 (40,000) (40,000) (40,000) 0 Wrexham County Borough Council (40,000) 0 (40,000) (40,000) (40,000) 0
Capitalisation of Project Costs (250,250) 0 (250,250) 0 0 250,250 250,250 Private Sector (future years) 0 0 0 0 0 0
Public Transport (Wales) Bill Grant 0 0 0 0 (34,103) (34,103) (34,100) ESF Priority 5 funding 0 0 0 0 (50,811) (50,811) (50,810)
Total Income (890,250) 0 (890,250) (640,000) (724,914) 165,336 165,340
Overspend / (Underspend) position before transfer from Earmarked Reserve 0 0 0 (406,228) 0 0 0
Earmarked Reserve 0 0 0 0 0 0
Net Overspend / (Underspend) 0 0 0 (406,228) 0 0 0 Agenda Item 7
REPORT TO THE NORTH WALES ECONOMIC AMBITION BOARD 18 OCTOBER, 2019
TITLE: Regional Business Support AUTHOR: Jane Richardson, Strategic Director Economy & Place, Conwy CBC Janet Owen Jones, Head of Strategic Development and Delivery (Business) WG
1. PURPOSE OF THE REPORT
1.1. The purpose of the report is to set out the proposed way forward for achieving improved alignment in the delivery of business support services for the region, in order to gain agreement to continue with the work required to implement the approach.
1.2. The need for improved alignment in delivery of business support services was identified as part of the Growth Vision Project – Regional Growth Fund Outline Business Case. Workshops and engagement activities with key partners took place to develop the proposals, supported by an engagement event with businesses facilitated through the North Wales Business Council.
1.3. The report has been to the Business Delivery Board and North Wales Business Council prior to the NWEAB.
2. DECISION SOUGHT
2.1. To endorse the guiding principles and alignment approach proposed in the report to achieve improved alignment in the delivery of business support services in the region, with development continuing in line with the timetable in paragraph 4.6.13, with funding from Welsh Government for a dedicated resource to support the development work.
2.2. To request partner organisations to nominate people, by end of October, for the working group to develop the Memorandum of Understanding, Terms of Reference and Detailed Delivery Plan.
3. REASONS FOR THE DECISION
3.1. As outlined in the report.
4. BACKGROUND AND RELEVANT CONSIDERATIONS
4.1. Current Position
4.1.1 A key message arising from stakeholder engagement sessions held with the private sector during the development of the Growth Vision was the need to simplify access to business support across the region. The North Wales Business Council, as a member of the NWEAB, working with Local Authorities, worked in consultation over several months and events with its members and individual businesses to formulate the Regional Business Growth Fund Project. One component of the project identified the need to establish a ‘Business Growth Hub.’ It was not intended to add another layer of complexity to existing services but rather to promote alignment and efficiency
Page 35 across organisational boundaries, in the context of the ‘Team North Wales’ ethos, providing a joined up easy customer journey for all businesses and entrepreneurs.
4.1.2. Work has taken place with key partners and businesses in the region to develop proposals for how the proposed alignment of services could be achieved in practice. A framework has been developed to underpin the alignment activity consisting of a purpose, set of 5 guiding principles and services to be included.
4.1.3. Current practice has been explored to ascertain the level of service alignment that is achievable at the present time. This has identified that the alignment can be best achieved in incremental steps, starting with more joined up conversations across the Region, to identify and share best practice.
4.1.4. It is proposed to do this through the establishment of a regional Collaborative Business Network with a Strategic Group to provide direction and achieve the alignment and support businesses are seeking. It will link in with local operational arrangements, some of which already exist. Co- ordination support will need to be resourced e.g. via an identified officer in the Programme Office or nominated officer from a delivery organisation. The Collaborative Business Network will be underpinned by a Memorandum of Understanding between partners, Terms of Reference for groups and development of a Detailed Delivery Plan. It is essential that it builds on existing structures and networks in localities, so the strategic work does not detract from the work of local networks. The Collaborative Business Network will report into the NWEAB and Welsh Government, as well as to partner organisations involved.
4.1.5. Moving towards alignment in this way will provide increased opportunities for better joined up working and sharing of good practice on specific topics, for the benefit of business and entrepreneurs, for example, achieving improved business engagement so awareness of opportunities increases and simplifying local access to a wide range of information and opportunities. The customer will be the focus at the centre of this alignment.
4.1.6. The aim is to collaboratively develop and approve the required documents and associated practices over the next eight months, with a view to arrangements coming in to place by April 2020. Staff from key partners will be identified to participate in the collaborative development work, which will be led by the two current project leads from Conwy CBC and Welsh Government supported by a dedicated development resource funded by the Welsh Government.
4.1.7. The following provides the details of the framework and proposed way forward for the alignment of Regional Business Support.
4.2. Alignment of Regional Business Support
4.2.1. The purpose is to enable North Wales businesses and entrepreneurs to maximise their potential and market opportunities through engaging with easily accessible, consistent and comprehensive:
Impartial signposting and information; Advice, support and guidance on a range of topics; Access to finance e.g. funding opportunities generated through the Growth Deal and other sources of funding to enable inclusive and economic, social and place based gains for the region.
Page 36 4.3. Current Service Delivery
4.3.1. The current service delivery landscape is complex, with delivery achieved through a range of different organisations including:
Welsh Government Regional Staff Welsh Government Business Division (includes Business Wales core service, Enterprise Hubs and Innovation support) Local Authorities Higher Education Institutions Further Education Institutions Careers Wales (Working Wales) DWP (employment and skills support) Development Bank for Wales Private sector partners and providers of relevant services Business Community Networks and Organisations, e.g. Business Council, FSB, Chamber of Commerce, UKTI, CBI Visit Wales Social Enterprise Third sector organisations Private sector businesses
4.3.2. Although all the organisations have a common purpose of supporting business growth in the region and in some areas there has been a move away from target driven services to focus more on making a difference locally, there is still a mismatch across the region with some organisations who:
Have their own specific focus and targets in relation to their service delivery and funding goals, which sometimes are in competition or conflict with other organisations; Source funding from a range of different places, with varying rules and paperwork around spend.
4.3.3. This creates layers and complexity in service delivery to businesses. The business sector has clearly articulated a desire for the delayering and repackaging of services, to better meet their needs.
4.3.4. However, bringing this complex landscape together is challenging. The scope for change is co- dependent on the appetite for change from the organisations involved along with statutory regulations.
4.3.5. Within the service delivery organisations, there is currently appetite for a more collaborative way of working which is based around further developing conversations and relationships among service deliverers, to enable better sharing of knowledge across the region rather than just in localities. This can build on the existing good local networking and collaboration and widen it to achieve more consistency and build shared approaches.
4.3.6. Some of the challenges which influence the scope of the alignment of services include:
The competing nature of some service provision; The number of different types of organisations who deliver services;
Page 37 The range of capacity currently available in different localities; The statutory requirements/funding provider requirements for paperwork, KPI’s etc. linked to monies.
4.4. Guiding Principles
Improved alignment of business support across the region needs to be influenced by the following 5 guiding principles, so the resulting regional delivery model builds on the strengths of current delivery and meets the needs expressed through engagement with representatives from the private sector and the delivery organisations.
4.4.1. Adopt a customer based approach:
The customer to be central in the support provision with clear customer pathways through services, rather than support being focused around projects or funding streams; There is neutrality in service advice given based on what best meets customer need, rather than particular projects; Shared behaviours are identified across the delivery partners, for example in a customer charter framework; Private sector have a strong say on the services being offered; The Customers are all businesses and entrepreneurs based in North Wales: - Recognising people choose whether to engage; - Recognising demands and offers will vary in different localities depending on the different nature of the businesses. A baseline of services can be available to all which is tailored according to the need of the business. There is a need to manage expectations; - Recognising there are many ways of segmenting customers, e.g. by locality, by sector, by size of business.
4.4.2. Encourage good relationships, co-ordination and collaboration:
Investing time and effort to build good long term relationships and a local and sector knowledge base with customers is essential to providing good quality support; Building good relationships and a shared knowledge base with other service providers, supports provision of co-ordinated support; Achieving both of these can have significant impact even if all services are not available locally and a shared customer relationship management package is not in place.
Co-ordination: Enable co-ordinated packages of support and joint visits from service delivery organisations in a timely way (i.e. expert support early enough in the process), managed by a locally based single point of contact for the business. Enable co-ordinated employer engagement to rationalise contact with businesses around finding work experience and employment opportunities for clients from other services.
Collaboration: Enable more collaboration between all the service delivery organisations to reduce silo working and duplication, simplify paperwork where possible and improve consistency in provision across the region;
Page 38 Enable more collaboration between service delivery organisations and businesses to foster a move from transactions to transformational interactions which benefit both sides; Enable cross border connectivity; Enable the collaborative space for private sector to directly influence the services being offered; A recognition that some parts of the private sector could equally be able to deliver business support services.
4.4.3. Enable simple, consistent accessibility:
Simple way in for new customers of the services, i.e. one central starting point for expert local help and advice, e.g. single website, single telephone number and/or locality telephone numbers; Recognise other routes into services, e.g. via accountants, enquiries at colleges, via planning teams and regulatory services, etc.; Existing customers will have a local contact point of reference as a starting point for expert local help and advice (telephone/email); Delivery points – virtual and local: - All businesses have a choice of all delivery methods, e.g. web based, telephone, video call, face to face; - Virtual, e.g. self serve website, video based meetings; - Use of existing locality premises, e.g. Enterprise Hubs, Local Authority Offices; - Recognising many interactions take place at a business’s premises.
4.4.4. Provide consistent, quality information and provision:
Consistency in information available for new and existing customers whichever route they choose; Impartial advice given with business directed to most appropriate support and/or funding opportunity; Suitably qualified and trained staff available across the region; Move towards a shared customer relationship management system, if cost benefits are demonstrated; Recognise the complexity of KPI requirements with competing perspectives, align, where possible, for the benefit of the customer, with potential for the creation of a couple of shared KPIs for all; Respond to enquiries in a timely and co-ordinated way, including with a rapid response solution; Increase demand through co-ordinated engagement, whilst managing expectations; Increase visibility through co-ordinated regional marketing; Promote the area with a presence on International, National and Regional stage.
4.4.5. Evolve the solution:
Achieve service alignment in a sustainable way, working towards the desire to de-layer and position support to better meet the needs of business and entrepreneurs; Adopt a continuous learning approach; Provide a dedicated fixed resource to support and co-ordinate the journey;
Page 39 4.5. Services Identified
4.5.1. There is a clear message that service delivery should be customer driven and led. The services identified as needed by customers include:
Signposting– consistent and comprehensive Information provision – consistent and comprehensive Impartial advice and support, one off and on going (e.g. general, business queries, finance options and applications) – aligned packages of services to meet business needs Specialist advice and support – aligned packages of services to meet business needs. These can be topic based, e.g. export/import, supply chains, international trade, digital growth, graduate placements, business skills and apprenticeships, HR, ICT and/or Sector based e.g. food, construction, hospitality, tourism, engineering, manufacturing, care) Social enterprise support and development Knowledge transfer research and development & network Regional marketing Proactive business engagement activities – linking business with opportunities, business week, business events Inward investment and job creation opportunities development Funding and grants Oversight, visibility and support in applying for use of regional growth fund opportunities which may emerge, in particular indications have been given of a need for funding for the following, as described in detail in the Regional Growth Fund Outline Business Case: - Regional Marketing - Knowledge transfer research and development - Knowledge transfer network - Green North Wales fund - Export Manager loan fund - Uni and Business collaborative research fund (2+) - Industry 4.0 commercialisation fund (grant/loan fund) - Graduate placement scheme - Supply chain (accreditation support – ISO, Cyber security, low carbon, safety, GDPR)
4.6. Service Delivery Alignment Approach
4.6.1. Taking into account the complexity of the current service delivery landscape, along with the opportunities and challenges for change, a pragmatic way forward is to have an evolving solution. The evolving solution can therefore be independent of achieving growth fund monies, but keeps in mind the desired need articulated by businesses to delayer and repackage support to better meet their needs.
4.6.2. A long term desire expressed by some partners is to have a Regional Development Body which could be responsible for carrying out specific services, similar to a LEP in England. However, this is not the direction of travel in place at this current time.
4.6.3. In the short term, the alignment proposed is reflective of the scope and appetite for change within the current statutory, organisational and funding delivery structures, but with opportunity to keep evolving. Page 40 4.6.4. The proposal is to develop a regional Collaborative Business Network with a Strategic Group to provide direction, to achieve the alignment and support businesses are seeking. It will link in with local operational arrangements, some of which already exist. Co-ordination support will need to be resourced e.g. via an identified officer in the Programme Office or nominated officer from a delivery organisation. An illustration of the Network is shown below.
Collaborative Business Network Comprising of a range of partners
Welsh Gov.
NWEAB
Strategic Group Customers
Local Operational Arrangements
Task and Finish Task and Finish Task and Finish
4.6.5. In its formative stages the Network will be led by Welsh Government and Local Authorities with an expectation that all the organisations listed in paragraph 4.3.1 can be part of the Network, signing up to a Memorandum of Understanding.
4.6.6. The Strategic Group will enable a region wide sharing of knowledge and information to enable focused planning of business support and growth for the region, linking in with existing plans and strategies. It will report into the NWEAB and Welsh Government as well as to partner organisations involved.
4.6.7. As required, the Strategic Group can commission task and finish groups to carry out topic specific work to improve service delivery in a collaborative way, for example:
Develop ‘decision trees’ that can be used for topic specific support; Identify potential for targeted ‘sharing of resources’; Work collaboratively on regional engagement; Work collaboratively on targeting areas of support for the region; Share knowledge on day to day practice, to identify best practice working which can be adopted across the region to raise the quality of provision.
4.6.8. The local operational arrangements, some of which already exist, for example in Wrexham and Flintshire, comprise of key local partners who come together to work on local planning of business Page 41 support and sharing of information and knowledge for the benefit of local businesses. It is essential that existing arrangements are used as a starting point and built upon as part of this process.
4.6.9. A funded co-ordination resource will be required to facilitate the effective management of the Network. A source for this funding will need to be identified.
4.6.10. The Collaborative Business Network will be created and managed via a Memorandum of Understanding (MOU). The MOU is a statement of serious intent, agreed voluntarily by equal partners of the commitment and resources and other considerations that each of the partners will bring. It is formal but not legally binding. The success of the Collaborative Network will be dependent on partners signing up and committing resource to participate in groups, to build relationships and collaborative working. It will provide a framework to enable organisations to informally share capacity and drive meaningful improvements.
4.6.11. There are several benefits to formalising the Collaborative Business Network through an MOU, in particular:
It provides clarity for all partners about what each is putting in, what each is getting out and the timeframe for doing so; It is also an opportunity to build a shared responsibility for delivery, ensuring that workload does not fall on a small number of individuals; and It provides an opportunity to build impact evaluation into the partnership from the outset and setting out clearly the achievements it hopes to realise.
4.6.12. The MOU will contain a range of information and be supported by Terms of Reference for the group and a detailed delivery plan. Working up the specific detail for the MOU, Terms of Reference and detailed delivery plan will be done in the next phase of the work, if this proposal is approved to proceed to the next stage of development. Much of the detail can be derived from this report.
4.6.13. Once developed, the Memorandum of Understanding will be presented to the NWEAB and individual Partner organisations for endorsement and signing. The outline timetable for this work is shown in the following table.
Action Who When Proposal to proceed to next stage report: Project leads Executive Group 14 June, 2019 Business Delivery Board 18 June, 2019 North Wales Business Council 11 July,2019 NWEAB 18 October, 2019 Organisations nominate people to participate in Partner organisations By end Oct development work Dedicated Development Resource procured Welsh Government By end Sept Working Group meetings to develop MOU, Partner organisations Oct – Nov Terms of Reference and outline delivery plan, including any resource ask Draft MOU circulated for comment, inclusion in Partner organisations Dec – Jan preliminary budget setting / sourcing funding NWEAB
Page 42 MOU endorsement and signing Partner Organisations Feb – Mar NWEAB First Collaborative Business Network Strategic MOU signatories April 2020 Group meeting to agree Terms of Reference and adopt delivery plan
5. FINANCIAL IMPLICATIONS
5.1. There are no financial risks noted at this time.
6. LEGAL IMPLICATIONS
6.1. The Memorandum of Understanding is not a legally binding document.
7. STAFFING IMPLICATIONS
7.1. No changes to staffing are proposed.
8. IMPACT ON EQUALITIES
8.1. Development work will be undertaken in compliance with the Partners duties under the provisions of the Equalities Act 2010.
9. CONSULTATIONS UNDERTAKEN
9.1. The North Wales Business Council worked in consultation over several months and events, with its members and individual businesses to formulate the Regional Business Growth Fund project. North Wales Business Council members include the West Cheshire & North Wales Chamber of Commerce, the FSB, Creative North Wales, North Wales Exporters Club, North Wales Tourism, Gwynedd Business Network, Wrexham Business Professional, CITB, the IOD MakeUK, the CBI.
9.2. To develop the Network element of the project, a series of meetings have taken place with key partners. Local businesses were consulted on 21 March, 2019 through an event organised by the North Wales Business Council. The notes from the event are attached as Appendix 1.
9.3. The final report was presented to the North Wales Business Council meeting on 11 July, 2019 and the following comments are noted, which are in addition to those contained in Appendix 1:
The Business Council is supportive of the main content of the North Wales Regional Business Support (North Wales Business Network) paper, especially the singular point of access and the flexibility around service choice and catering for micro to large businesses. The evolutionary nature proposed by the paper, does not though deliver the requested transformational change on business support and economic development activities desired by the Business Council, Partners and wider business network (as per the earlier Business Council formal feedback). Moving away from the current EU funding system, is the perfect opportunity to put a new business support system in place, to support our businesses to achieve transformational growth. Any newly designed system should minimise bureaucracy for the business users and also maximise opportunities for cross support of different but linked sectors e.g. Tourism and Food.
Page 43 It is imperative that that the new ‘front end’ single point of access is marketed sufficiently, to make businesses aware of this business support entry point and the services offered. This of course needs ongoing revenue funding, as does the dedicated resource that will coordinate the North Wales Business Network. As regards the setting of KPI’s for the North Wales Business Network, we would like a strong say in how these are set/formatted. By opting for an evolutionary change to the business support system, with a singular point of access but keeping all the existing multiple providers and systems still in place at the ‘back end’, this may well leave us with an overly complex engine which is having to work doubly hard just to maintain the uniform ‘front end’, with consequential negative performance outcomes for the Customer. Rationalisation of a large amount of the back end infrastructure, would not only allow more efficient and productive performance (less duplication of work) but also allow more resources to be redirected towards the front end service and the Customer. From a messaging perspective, the Paper needs to show the Customer at the top/as the focus.
9.4. The report was presented to the Business Delivery Board members on 18 June, 2019 and the following response was noted.
“Members considered the paper with interest and were supportive in principle of having such a function for the Region, however, they did feel that the paper was not ambitious enough. It failed to identify how it would be lead, where control would be held and how it was to be driven. Members felt that the proposal needed to be more decisive with a framework that would operate as a ‘One Stop Shop’ for regional economic development services. Members thought that an amalgamation of the Economic Development Teams across the Region into one structure would be an option for implementing a Regional Business Support One Stop Shop. Ultimately Members felt that the proposal would fail to address the regional needs and a Memorandum of Understanding and incremental steps were not enough to deliver on the desired outcomes.”
APPENDICES:
Appendix 1 NWMD Business Council Consultation Notes
STATUTORY OFFICERS RESPONSE:
i. Monitoring Officer – Accountable Body:
“As noted in the report this is the first and a key step in moving towards a collaborative model. The commitment of the partners will be required to formulate and agree a Memorandum of Understanding. Although stated not be legally binding such a document can be an important and significant commitment by virtue of its content and message.”
ii. Statutory Finance Officer (the Accountable Body’s Section 151 Officer):
“Part 5 of the report states that there are no financial risks, and I understand the intention at the moment is to operate within partners' existing resources and Government grant funding. If / when additional budget will be required in order to realize the vision, then this item must be re-submitted to a subsequent meeting of the Board.” Page 44 Page 45 North Wales Business Growth Hub / Network Input / Consultation event notes
Date & Time: 21st March 2019, 1.00pm – 3.30pm Venue: The Boardroom, OpTic Glyndwr, St Asaph LL17 0JD
Background
As an initial piece of work on the North Wales Growth Deal, the NWMD Business Council developed (working as a member/partner of the North Wales Economic Ambition Board) the concept of a North Wales Business Growth Hub, aimed at better coordinating existing business support and assets across the region, to better serve our businesses.
The concept of a regional Business Growth Hub then became the subject of joint working/further development by North Wales Economic Ambition Board officers (NWEAB) and Welsh Government officials (WG), building on the earlier NWMD Business Council work.
As part of the evolution of the regional Business Growth Hub concept the NWEAB and WG teams developed the idea further into a Business North Wales Network (BNWN) and the draft proposals for the establishment of the BNWN are due to be put to both WG Ministers and the NWEAB Board in the coming months.
In order that the Private Sector continues to input and guide this evolution, the NWMD Business Council organised and Chaired an input/feedback/consultation session with Business representative bodies (both county, national and sector based) and individual businesses from multiple sectors, where the BNWN concept was presented to them by WG & NWEAB representatives.
The following is the summarised feedback and outputs taken from the session, to be used as direct input into the proposals for WG Ministers and the NWEAB Board.
1 | P age Page 46 Outputs
Business Support should be a key enabler for businesses in the region, in order that they truly maximise their potential and market opportunities.
There exists a substantial amount of Business Support resource in the region across multiple delivery bodies and there are examples of well delivered Business Support – whether that be from individual team members in Business Wales, Local Authorities, Visit Wales, Universities and Colleges etc...
However, funding mechanisms for business support services drive silo mentality amongst providers, based on the requirements/targets of that funding. This leads to duplication of and competition between business support resource.
Therefore, the large amount of business support resource in the region is not being leveraged to its best potential for the businesses, it is designed to support.
Enquiry and Account management by some business support providers (with local businesses as the Client in the equation) is in general too complicated, drawn out and not necessarily resulting in expert support early enough in the process.
The lack from some providers of an account manager based in North Wales with both local and sufficient relevant sector knowledge was felt to be a major issue for some businesses. lnstances of excellent practice on Client management are frequent, but not consistent enough within or across some delivery bodies.
The ideal situation for business is a coordinated business support service which has one team delivering a consistently high quality, expert, local service pulling in and coordinating support from further partners and assets across the region, where it makes sense. In essence a regional delivery body made up of key business support providers e.g. Welsh Government and Local Authorities, providing a seamless service for our local businesses. The Private Sector therefore supports the concept of the NWBN.
2 | P age Page 47 The Private Sector feels though that we have to be more ambitious and take the learnings from previous work e.g. WDA, and to substantially augment the NWBN proposal and to evolve it into a Regional development & delivery body for North Wales responsible for Business Support but also Marketing, Inward Investment etc.... Isolating business support from other related functions e.g. inward investment, simply creates yet another silo.
The regional development & delivery body should be able to pull together at short notice key personnel (for rapid response actions) from local partners where it’s required e.g. county level planning support for inward investment work. A robust memorandum of understanding between the core team of the regional development & delivery body and wider partners, should enable this sort of team working.
It was felt that there should be an ‘open call’ to private sector partners & providers of relevant services, for them to potentially deliver key services as part of the regional development & delivery body.
Given the likely widespread re-configuration of funding for services/programmes related to business e.g. business support, R&D etc...., as a result of the UK exiting the EU, the timing is felt to be ideal to make the required changes to the support architecture.
What Business wants....
1. Transformational change in how Business Support is delivered regionally and its success has to be measured based on our regional goals and common sense business outputs, with simplified funding streams supporting those goals and outputs.
2. The establishment of a regional development & delivery body covering business support for our Region, but also including responsibilities such as Inward Investment and Marketing.
3. One central starting point for expert local help and advice across multiple areas e.g. routes to traditional and alternative finance, R&D, training and recruitment, procurement, supply chain opportunities in the region, available commercial premises, exporting etc...
3 | P a g e Page 48 4. The choice of web based, telephone or face to face account management from someone local who has some experience of our sector....regardless of the level of our turnover and it’s rate of change or how many people we employ. Account management should be long term...so continuity of the relationship between the business and the Account Manager.
5. How the regional delivery body’s team is constituted in terms of which organisations individual team members are from, is not important but the entire team has to have the same shared KPI’s / target outcomes.
6. The services to be offered to business and the regional development & delivery body’s KPI’s (on business related matters) should be co-designed and co-specified by the Private Sector. Relevant Private Sector organisations should be considered as potential delivery partners for some of the regional development & delivery body’s work.
Operational Matters
Structures and bodies established under the North Wales Growth Deal should be utilised for delivery and management/monitoring of the Regional Development & Delivery body. As a region we do not require further bodies to potentially add further silo thinking and further potential duplication.
The bodies established under the work of the North Wales Growth Deal allow for sufficient partnership between Welsh Government, Local Authorities, the Private Sector and HE & FE on both a delivery and governance basis.
Uniformity in data collection/reporting amongst the regional development delivery body’s various team members (potentially working technically for a diverse number of organisations) needs to be carefully considered in order that the regional team can in real and practical ways, work together e.g. a shared CRM system such as Evolutive. We should not allow systems that should be supporting regional economic development, to stand in the way of developing our region’s economy.
4 | P age Page 49 The plans for a new regional development & delivery body should follow, where it adds value, any best practice that can be gleamed from a rapid top-level review of similar developments from outside the region/UK.
The Regional Development & Delivery body should seek continuous learning during its operations, in order that where is becomes apparent (through interaction/feedback with certain businesses or businesses in a certain sector) that it can add further value by adding to its services e.g. development of sector or supply chain networks, it should do so.
Attendees at the session
Arwel Williams Welsh Government Ashley Rogers NWEAB / NWMD Business Council Eiry Davies NWMD Business Council Roy Bichan Dr.Roy Bichan Garffild Lloyd Lewis Creative North Wales Claire Williams CITB James Sheridan North Wales Exporters Club / Straits Line Clare Budden Pennaf Housing Group David Roberts Alternative Board / IOD Debbie Bryce WC&NW Chamber of Commerce Ian Edwards Allington Hughes Law Keith Jones-Pritchard Wrexham Business Professionals Nick McCavish Adventure Parc Snowdonia Alan Cooper FSB Mary Wimbury Care Forum Wales Alastair Cameron Glentarn Consultants Wyn Jones Design Reality
5 | P a g e Page 50 Steve Thomas Airbus
Steve Lyons Airbus
Jim Jones North Wales Tourism
Vicki Roskams Enbarr Enterprises Peter Swanson IChemE
Ian Williams Mott MacDonald
Mark Lawton RISC IT Solutions
Stephen Edwards CREAD Cyf
John Reynolds Reynolds International
Gerallt Llewelyn Jones Morlais / Menter Mon
Stephen C Wade Legat Owen Comtek / Deeside Business Forum / Askar Shebani Business Delivery Group - NWEAB
Sean Taylor Zip World
Alison Hourihane Wynne Construction
Alwyn Davies Rondo Media
Michael Bewick Slate Mountain
Berty de Jong Unimaq
Huw Jones Jones Bros
Ed Reeves Moneypenny
Morag Davies M & P Business Solutions Cartrefi Conwy / Business Delivery Group - Andrew Bowden NWEAB
Huw Watkins BIC Innovation
Amie Field Careers Wales
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