Executive Board Meeting
2.00pm, Friday 25th September 2015.
Pera Business Park, Melton Mowbray
AGENDA
1. Apologies
2. Declarations of Interest
3. Minutes of the Executive Board Meeting 22nd June 2015
Items for decision
4. Devolution – Developments in the East Midlands
5. Migration; Asylum and Refugee Dispersal
6. Midland Mainline Electrification and High Speed 2
7. Infrastructure Priorities: Midlands Connect/Engine
Items for information
8. Report of Management Group
9. Regional Employer’s Board
10. Regional Improvement and Transformation Board
12. Any Other Business Item 3
EAST MIDLANDS COUNCILS EXECUTIVE BOARD MINUTES OF THE MEETING HELD ON 22ND JUNE 2015 AT NOTTINGHAM CONFERENCE CENTRE, NOTTINGHAM
Present: Cllr Jon Collins (Chair) – Nottingham City Council Cllr Martin Hill OBE (Vice-Chair) – Lincolnshire County Council Cllr Robin Brown – Northamptonshire County Council Cllr Chris Millar – Daventry District Council Cllr Terry King – Rutland County Council Cllr Robert Parker- EMC Labour Group Cllr Nick Rushton – Leicestershire County Council Cllr Alan Rhodes – Nottinghamshire County Council Cllr Simon Robinson – Rushcliffe Borough Council Cllr Lewis Rose OBE – Derbyshire Dales District Council Cllr David Slater – Charnwood Borough Council Rowena Limb - BIS Glen O’Connell – Nottingham City Council Stuart Young – East Midlands Councils Andrew Pritchard – East Midlands Councils Sam Maher – East Midlands Councils Sarah Short – East Midlands Councils Lisa Hopkins – East Midlands Councils (Minutes)
Apologies: Cllr Tom Beattie – Corby Borough Council Cllr Roger Begy OBE – Rutland County Council Cllr Ranjit Banwait – Derby City Cllr Neil Clarke MBE (Vice Chair) – Rushcliffe Borough Council Cllr Fiona Martin MBE – EMC Liberal Democrat Group Cllr Rory Palmer – Leicester City Council Cllr Anne Western – Derbyshire County Council Steve Atkinson – Chief Executive, Hinckley & Bosworth Borough Council
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ACTION 1. Apologies
1.1 Apologies were received as noted above.
2. Declarations of Interest
2.1 None.
3. Minutes of Executive Board Meeting held on 20th March 2015
3.1 The minutes were agreed as a true and accurate record and all matters arising have been completed or are covered in the agenda and supporting papers.
4. Implications of Local and general Election Results
4.1 Stuart Young, Executive Director East Midlands Councils, introduced this report and informed members this papers outlines changes in the recent local and Parliamentary elections.
4.2 There is now a change in regional political control from Labour to Conservative Group. However, Cllr Martin Hill stressed the need for continuity and was hopeful that Cllr Jon Collins would continue his infrastructure work, in particular, as lead role for HS2 and Midlands Connect.
4.3 Cllr Chris Millar highlighted the importance of early engagement with local MPs SY following on from the election.
4.4 Stuart Young clarified the constitutional procedures with members in relation to nominations to various positions of East Midlands Councils.
4.5 Resolution
Members of the Executive Board: . Formally thanked Tony Egginton (previously Mayor of Mansfield District Council) who stood down at the local elections and Cllr Fiona Martin MBE (East Lindsey District Council) who will stand down as Liberal Democrat Group Leader at EMC’S AGM, for their support and contribution to the Group over a number of years. . Noted the change of political balance in the East Midlands with the Conservative Party Group now the largest political group in terms of political
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ACTION proportionality and the impact of this upon the governance of East Midlands Councils. . Noted the implications of the General Election, Cabinet and Ministerial appointments; with particular reference to lobbying, influence and engagements with the EM APPG.
5. High Speed 2
5.1 Andrew Pritchard, Director of Policy and Infrastructure East Midlands Councils, introduced this report and informed members the Secretary of State has confirmed that is looking to build the ‘Y’ leg of the network which will include the Eastern leg.
5.2 In relation to HS2 East, there are bigger issues around the Eastern leg and pressure needs to be kept up in relation to connectivity work.
5.3 The HS2 strategic board has been working on developing the Toton location proposition and it is hoped for a positive outcome in the Autumn.
5.4 Cllr Jon Collins stressed the need to develop the practicalities of the plan in relation to Toton and regeneration opportunities. There are major challenges for local connectivity, i.e. tram and bus routes around the hub. Also, there remains the important issue linking with East Midlands Airport.
5.5 Cllr Alan Rhodes welcomed the news that Derby have now withdrawn opposition to the proposed station location at Toton supporting the region to make further progress on wider HS2 matters.
5.6 Resolution
Members of the Executive Board: . Considered and endorsed the actions of the HS2 Strategic Board and HS2 East Partnership. . Noted the rest of the report.
6. Future Infrastructure Priorities and Midlands Connect
6.1 Andrew Pritchard, Director of Policy and Infrastructure East Midlands Councils, introduced this report and highlighted to Members the Midlands Connect proposal which is being taking forward with LEPs and West Midlands ITA.
6.2 Andrew Pritchard confirmed that LEPs have contributed £10,000 per annum for 2
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ACTION years to support Midlands Connect.
6.3 The three main pieces of work on this currently are:
. Hub study which is looking at the main growth corridors. . Business survey – real evidence underpinning. . Communications – this will be crucial moving forward.
6.4 Andrew Pritchard confirmed that all five infrastructure priorities are progressing well.
6.5 Rowena Limb updated Members on the Chancellors six areas of priorities:
. Growth . Jobs . Skills . Transport . Innovation . Quality of Life
6.6 There is an opportunity to develop these as a region.
6.7 Cllr Jon Collins stated the need to do some analysis in relation to what the ‘Northern Powerhouse’ is and how to take forward the Midlands perspective. He stated that this cannot be an agenda set by LEPs, this needs to be politically led.
6.8 Cllr Terry King expressed concerns in relation to Midlands Connect and missing a strong point in relation to the Cambridgeshire link.
6.9 Members held a discussion around the practicalities and highlighting issues to authorities. It was agreed that Cllr Jon Collins would lead on this. A meeting to be arranged with Leaders and relevant officers from transport authorities to move this forward. Cllr Nick Rushton agreed that this can be hosted at Leicestershire County AP Council.
6.10 Andrew Pritchard to prepare a paper in relation to transport for the North and what AP this involves.
6.11 Resolution
Members of the Executive Board:
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ACTION . Endorsed continued engagement through the Midlands Connect initiative to develop a package of strategic infrastructure improvements across the Midlands which will unlock GVA and job growth. . Welcomed the emerging ‘Midlands Engine for Growth’ concept. . Noted the progress on the implementation of EMC’s 5 strategic transport priorities for 2015.
7. Review into Housing
7.1 Andrew Pritchard, Director of Policy and Infrastructure East Midlands Councils, introduced this report and informed members the first meeting of the working group has been held. Also, currently working with National Housing Federation in relation to this.
7.2 Members held a discussion around questions posed to the Executive Board in taking forward this housing review and the following comments were noted:
. Shortage of skilled labour and materials. . Generation gap in terms of house buying/affordability gap. . Could there be some sort of legislation to get land out for development. . Barriers to growth – taxing on empty land. . Government does not recognise that ‘land banking’ exists. . Artificial market currently.
7.3 Resolution
Members of the Executive Board: . Noted progress on the review to date. . Responded to key questions as set out in section 4 of the report.
8. Report of EMC Management Group
8.1 Cllr Martin Hill OBE introduced this report. He informed members of the £30,000 overspend for the financial year ended 31st March 2015. EMC has now further restructured its staffing base and resources will be directed against key delivery priorities of EMC.
8.2 The pension deficit continues to be reduced in line with agreement.
8.3 Cllr Robert Parker highlighted to members the KPIs. He expressed concerns in relation to member attendance at meeting and is hoping this will increase in all
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ACTION areas. South Holland District Council have given notice to terminate membership as at 31st March 2016.
8.4 The 4 pillar approach and policy development will continue. EMC will continue to provide strategic leadership through HS2 and Midlands Connect.
8.5 Resolution
Members of the Executive Board: . Noted the draft financial position for the financial year ending 31st March 2015 with a deficit of £30,937. . Noted that reserves stand at £884,775 as at 31st March 2015 with earmarked reserves of £75,000 for pension deficit in 2015/16. . Noted the financial position as part of the budget monitoring ending 30th May 2015 and the associated outturn to 31st March 2015. . Noted the agreed key performance indicators.
9. Regional Employers’ Board
9.1 Sam Maher, Director, HR and Councillor Development East Midlands Councils introduced this report and informed members that East Midlands will be the lead region for NARE next year.
9.2 Sam Maher reported that the Trade Unions have put forward their pay claim for next year and a meeting is to be arranged at the beginning of October to discuss with Leaders and Chief Executives.
9.3 Sam confirmed that Unions want to try and put living wage as part of the national agreement, however from the employers’ side, they want to maintain local discretion as a number of authorities have implemented this in a different way.
9.4 Resolution
Members of the Executive Board: . Noted this report. . Provided comments and feedback on the employment issues identified within the report to inform EMC’s input to future Employers’ meetings at Regional, National and European level.
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ACTION 10. Regional Improvement and Transformation Board Report
10.1 Stuart Young, Executive Director East Midlands Councils, introduced this report and highlighted to members the councillor development programme.
10.2 Housing, transport and infrastructure are all major issues.
10.3 Cllr Robin Brown stated that local government health services integration is an important issue which is crucial for authorities.
10.4 Members suggested an item for the AGM on emerging devolution proposals and requesting a councillor from each county area to detail developments in their SY respective areas.
10.5 Stuart Young confirmed that he is working with Greg Clarke’s office and has sent an invitation to present at the AGM. Members suggested approaching Baroness SY Williams if Greg Clarke is not available.
10.6 Resolution
. Members of the Executive Board noted the report of the Improvement and Transformation Board.
11. East Midlands Strategic Migration Partnership Board
11.1 Sarah Short, HR and Development Manager East Midlands Councils, introduced this report and highlighted to members the following:
. Event to be held on 9th September in relation to free movement rules. . Meeting on 23rd September with Kevin Hyland, Modern Slavery Commissioner. . Nottingham Trent University are updating the International Migration Report.
11.2 Executive Board Members placed on record their thanks to Cllr Paul Kenny and Cllr Geoff Stevens (Chair and Vice Chair of Migration Board) who lost their seats at the recent local elections.
11.3 Resolution
Members of the Executive Board: . Noted this report and gave consideration to the Home Office request to
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ACTION identify contingency properties to accommodate asylum seekers should this be required.
12. Any Other Business
12.1 Executive Board members placed on record their thanks to Cllr Fiona Martin MBE and Mayor Tony Egginton who have stood down from their group leader roles.
13. Date of Next Meeting - Friday 25th September 2015, 2.00pm, Pera Business Park, Melton Mowbray.
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Executive Board Meeting 25th September 2015
Devolution – Developments in the East Midlands
Summary
The following paper provides a summary of devolution proposals from areas in the East Midlands.
Recommendations
Members of the Executive Board are invited to:
. Note the developments and submission of devolution proposals from councils in the East Midlands.
. Consider future developments and the response of East Midlands Councils in support of these proposals.
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1. Background
1.1 In the run-up to the Spending Review (to be announced 25th November), Government invited proposals for taking on greater powers and responsibilities by a Treasury- imposed deadline of 4th September 2015. The most recent submission of bids follow the early devolution deals agreed with Greater Manchester Combined Authority, West Yorkshire Combined Authority and Cornwall Council.
1.2 In parallel, the Cities and Local Government Devolution Bill is making its way through Parliament, with cross-party support, in order to provide a clearer legislative framework for devolution settlements.
1.3 In meeting the 4th September 2015 deadline, it is understood that 38 submissions have been made to Government (of varying scope; both geographical and the powers seeking to be devolved). Most parts of the East Midlands are now engaged to some degree in discussions on devolution.
1.4 Not all areas have made their full submissions public, given the competitive edge to the deal process. However, from the submissions, summaries and press material that has emerged, a number of common themes are apparent: . Fiscal devolution, including variations on business rate retention models, extension of tax increment financing flexibilities and borrowing flexibilities. . Transport investment, bus and train franchising and integrated ticketing. . Skills funding, incentives and regulation, centring on the devolution and better direction of Skills Funding Agency adult skills budgets but some also extend to schools funding and regulatory powers. . Devolution of business support functions and budgets, such as Growth Accelerator programmes and UK Trade and Industry budgets. . Specific sector-based investment propositions. . Devolution of commissioning powers for employment support services such as the Work Programme, often as a cornerstone for wider propositions around joining up local service provision to better tackle complex dependency. . Propositions to accelerate housing delivery, generally centred on unlocking public land and the devolution of various delivery budgets. . Greater control over European funding streams. . Proposals towards integration of health and social care. . Other priorities highlighted by a smaller number of proposals, including integration of emergency services and local energy provision.
1.5 The Government is likely set to respond to the proposals at the Spending Review on 25th November 2015. The situation is not yet clear, however. Given the volume of deal propositions submitted, the common areas of interest shared by many submissions and the limited capacity of officials to engage in intensive negotiations
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with multiple places, it is suggested to be unlikely that this response will come in the form of bespoke, detailed deal announcements for all those places that have made proposals. Instead, it is suggested that a small number of detailed ‘deals’ may be accompanied by a broader indication of direction of travel, or by higher level statements of intent for the majority of areas.
1.6 Summaries of devolution proposals from areas in the East Midlands are attached in Appendix 4(a-d). These show a range of proposals and are likely to require negotiations with a number of Government Departments – not just Treasury, BIS and DCLG; but also Dft, DWP, DfE and DH. Notwithstanding the range, there is also significant commonality, for example, on proposals for the localisation of skills and employment support, transport, and housing and planning.
1.7 The proposals also reflect the different stages at which places find themselves. It is hoped that Whitehall recognise this in their negotiations with councils; for example, the development of proposals have been underway for a significant amount of time in Derby and Derbyshire, and Nottingham and Nottinghamshire – much less so in Lincolnshire.
1.8 But….the Government has reserved the right to say ‘no’. Ultimately, it’s been down to local government to develop and present an ambitious and convincing case to Government for devolving powers. Members are reminded that while the Cities and Local Government Devolution Bill 2015 leaves the door open for devolving powers and responsibilities to the local level, the Secretary of State is likely to do this only if he considers that the “making of the order is likely to improve the exercise of statutory functions in the area or areas to which the order relates”. It is also worth highlighting that while, in his recent speech, the Prime Minister reinforced the importance of devolution as a key theme of the Government’s agenda – it included the explicit link to the broader fiscal agenda.
2. Summary of Proposals
2.1 Members are reminded of the significance of proposals from outside of this region, as these will be a matter of consideration for a number of a neighbouring areas in the East Midlands region.
a) D2N2
2.2 Two bids submitted to Government for the creation of two (one for D2, one for N2) Combined Authorities. The proposals cover 5 broad themes: . Transport . Skills to Employment . Enterprise
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. Built Environment . SMART (digital and energy) infrastructure
2.3 Within these ‘themes’, there are 3 additional proposals for: . A Free Trade Zone . An investment Fund . London Style Transport Powers
b) Leicester/Leicestershire – Delivering Growth Together
2.4 It is proposed that the Combined Authority operates on the basis that powers are held concurrently with constituent Councils. No existing powers will be transferred to the Combined Authority and therefore constituent councils will not be ceding functions to the Combined Authority.
2.5 The Leicester and Leicestershire Combined Authority will establish integrated, strategic frameworks to enable the delivery of investment plans for planning, transport and skills. The proposed functions of the Combined Authority will cover the following responsibilities: . Planning. Councils working together to agree a clearer, long-term framework to meet future housing and employment needs for the whole area and identify future growth locations. . Transport. Focusing on long-term investment in road, rail and other public transport infrastructure. . Skills. Driving and delivering skills and training, to give local people the chance to get better qualifications and employment.
2.6 The Final Scheme and Governance Review documents will be prepared reflecting comments made during the engagement discussions with Government. These will be formally considered by the all 9 constituent councils during November and December 2015.
c) Greater Lincolnshire
2.7 The guiding principle of Greater Lincolnshire’s expression of interest is that the risks of commissioning and delivery are devolved to the local place. In order to achieve this, the proposals include a focus on: . Transport – including powers for bus service franchises and applying a discounted fuel duty scheme in rural areas. . Skills – devolving post-16 EFA and SFA funding streams, decision-making for local school funding, and to commission locally adult universal benefits integrated with council tax benefits. . Housing – the pooling and devolution of central government and HCA resources.
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. Water – devolution of Environment Agency powers around flood risk operations. . Health – devolution of the range of commissioning resources that support the health and wellbeing and integrated commissioning of all community services. . Public Protection – including the transfer of the commissioning of prison services to local political control.
d) Northamptonshire
2.8 The Devolution Agenda in Northamptonshire is being pursued along two different yet complementary routes.
2.9 The County is unusual in that it has eight other counties bordering it. It is therefore considered difficult to design geography that is completely ideal in every case.
2.10 At the wider strategic level, a Strategic Transport and Infrastructure proposition has been made to Government, including the three counties of Northamptonshire, Buckinghamshire and Oxfordshire, with the subsequent application from the four unitaries of Milton Keynes, Bedfordshire, Central Bedfordshire and Luton to join.
2.11 The Transport and Infrastructure proposition, attached as Appendix 4(d), illustrates a £3 billion investment programme to support the growth agenda and the economy and identifies a £2 billion funding gap. The proposal covers alternative mechanisms for tackling the deficit together with 23 separate targeted interventions designed to bring costs down by up to 40% and accelerate the delivery programme by a third.
2.12 At the county level, meetings have been held with the seven district council leaders in Northamptonshire to consider the advantages or otherwise of joining forces into a Combined Authority, based on the county boundary. Chief Executives have been requested to prepare a paper setting out the options for further discussion.
2.13 The intention is that individual combined authorities within the wider geography would come together as a Strategic Alliance with the purpose of dealing with key strategic issues, like transport, that transcend individual County areas.
3. Governance
3.1 In part dependent upon the level and content of the devolution deal being sought, it is the Government’s expectation that submissions should include proposals for the strong and appropriate governance of Combined Authorities through an elected mayor. As the devolution proposals gather traction, increasing attention is likely to be given to governance and scrutiny arrangements, including proposals for adopting a mayoral model.
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3.2 At the same time, the Centre for Public Scrutiny has called for the deal-making process, as well as the subsequent local arrangements for accountability and governance, to be opened up to scrutiny and greater public involvement.
4. Health
4.1 Members agreed the need for health to be a key element of the work programme of EMC. This will build upon the EMC review endorsed by the membership in February 2015, that to support the work already undertaken by health and wellbeing boards and local health scrutiny committees, identified four priority outcomes: . Reducing inequalities in health outcomes. . Eliminating inequalities in funding for healthcare. . Improving the recruitment and retention of the health workforce. . Effective cross sector, collective leadership.
4.2 Within the devolution proposals, both nationally and regionally, the following issues are highlighted relevant to improving the effectiveness of health service delivery. Improving health outcomes to – and beyond – the national average is a key priority for many councils and a feature of a number of devolution proposals.
4.3 It is now widely accepted that health and care services cannot continue to operate in the same way they have done in the past. The population is ageing, the number of people living with long term conditions in increasing and the demand for health and social care services is growing fast – all at a time of financial austerity.
4.4 Local councils have highlighted their concern that current funding mechanisms for health are skewed toward acute services and need to be realigned to incentivise prevention, reducing the need for expensive services in the first place. New models are required to loosen the boundaries between primary care, community services, hospitals, social care, mental health services and the voluntary, community and social enterprise sector.
4.5 Solutions are place-based on a multi-year approach with local authorities and their partners being given responsibility for directing total public spending across areas; aligning resources, and establishing cross-cutting links between the integration of health and social care with other policy areas such as skills and employment.
4.6 Where funds have been devolved, e.g. public health, councils have demonstrated that they are very efficient at managing and delivering these services. Building upon this, proposals nationwide explore the opportunities and risks associated with the devolution of powers and resources covering: . A single pooled budget across health and social care is required to ensure services are person centred and fully integrated.
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. Specialist health services currently commissioned by NHS England. . Emergency and non-emergency transport including ambulances. . Primary health care where it is currently commissioned by NHS England. . Public Health responsibilities and budgets from Public Health England/NHS England and removal of the Public Health Grant ring-fence. . A local leadership role in the performance oversight of the health and social care community in close partnership with Monitor, TDA and CQC. . Emergency planning responsibilities within PHE’s health protection responsibilities and NHS England’s emergency planning responsibilities.
5. Recommendations
Members of the Executive Board are invited to:
5.1 Note the developments and submission of devolution proposals from areas in the East Midlands.
5.2 Consider future developments and the response of East Midlands Councils in support of these proposals.
Stuart Young Executive Director
15 Item 4, Appendix (a)
Devolution in Derby & Derbyshire and Nottingham & Nottinghamshire
Progress to Date Building on their existing Joint Leaders’ Committee arrangements, Derby & Derbyshire (D2) and Nottingham & Nottinghamshire (N2) submitted two bids to Government for the creation of two (one in D2, one in N2) new Combined Authorities (CAs) in May of 2015.
A Combined Authority is a statutory body created to lead collaboration between local authorities on transport, regeneration and economic development. Effectively the CA is a new local authority, but it does not replace the existing authorities.
The CA may take on some of the transport, economic development and regeneration roles of its constituent Councils. Most existing CAs hold their powers ‘concurrently’ with their constituent Councils – the intention of holding powers concurrently is that no powers presently belonging to local authorities will be ‘ceded’ to the new Combined Authority. Any pre-existing Integrated Transport Authority and Passenger Transport Executive is replaced by the CA – though Nottingham does not have these bodies. The CA may borrow for transport purposes and may choose to levy its member authorities for transport functions. The Secretary of State may choose to devolve other powers to a CA.
D2 and N2 submitted a devolution prospectus to Government in March. Sitting together within D2N2 LEP, the two areas worked together to produce a document which clearly set out our ambition for the area, and how we would use new powers to deliver that ambition. Our prospectus set out our proposals under five themes: Transport, Skills to Employment, Enterprise, Built Environment and SMART. Within these themes we identified three high profile asks: a Free Trade Zone, an Investment Fund, and London Style Transport Powers.
September’s Bid As part of this year’s Comprehensive Spending Review process, Government invited bids from Local areas which would set out the devolved powers that local areas sought. Government gave local areas a deadline of 4 September for these bids to be submitted.
Along with around 37 other areas, D2N2 submitted an enhanced bid for devolved powers. Our submission built on our prospectus from March.
Our September submission detailed a number of asks. Our key proposals were for:
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Enterprise 1 – Free Trade Zone Delivering a prestigious, flagship proposal that will enhance the UK’s global reputation as being ‘open to business’ and ‘open for business’
Enterprise 2 – Investment Fund Driving the productivity of the D2N2 economy – fixing the ‘challenge of our times’
Enterprise 3 – Supply chain productivity Driving the productivity of the D2N2 economy – the establishment of dedicated resource (people and support programmes) to specific OEM / Supply Chain development
Enterprise 4 – Local integrated business support ecosystem To provide expert, co-ordinated and integrated support to existing and new business, to ensure they thrive
Skills to Employment 1 - Apprenticeships Ensuring robust local leadership of the apprenticeship growth agenda to deliver 110,000 apprentices across D2N2 by 2020
Skills to Employment 2 - Careers The creation of aspirational pathways for all young people through provision of a comprehensive and structured Careers Education, Information, Advice and Guidance (CEIAG) offer
Skills to Employment 3 - Skills Enhancing responsive local skills provision
Skills to Employment 4 - Employment Strategy Local Funding and Services to support pathways to Employment
Built Environment 1 - Enabling Housing Delivery (HIF) To enable the acceleration and increase in housing and employment provision, tackling the barriers of inhibitive market conditions, creating great places and strong communities
Built Environment 2 - Enabling Housing Delivery (HRA) For local authorities to optimise their resources in pursuit of, and for Government to better capitalise on local authorities’ appetite for, housing delivery.
Built Environment 3 - Enabling Housing Delivery (Right to Buy) To increase the delivery of affordable housing and D2N2’s contribution to the 1 for 1 replacement element of Government’s reinvigorated Right To Buy (RTB)
Built Environment 4 - One Public Estate To provide a comprehensive, co-ordinated and strategic approach to development and regeneration activity in D2N2, maximise value for money returns on available public sector assets and enable the acceleration/ increase of housing and employment development to support growth
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Built Environment 5 - Speeding up planning processes Creating and building great places where people want to live, work and invest
Transport 1 – Midlands Connect& HS2 Robust and meaningful collaboration with key partner under Midlands Connect to deliver a shared and unified approach to the strategic transport interventions required to maximise the growth potential of the region and the UK as a whole
Transport 2 – 15 year transport settlement To establish a long term investment programme to support D2N2 as a national exemplar for integrated transport as the way to improve productivity and support housing growth.
Transport 3 – Integrated public transport network A 21st century public transport system with high quality modern services supported by integrated information and ticketing that allows easy interchange between transport modes across the whole D2N2 area
Transport 4 – Traffic management powers Simplification of the process of traffic regulation order making and taking on the powers to better manage traffic to make it more efficient and locally focused and thereby assist economic growth.
SMART 1 - SMART Infrastructure To establish the D2N2 region as the national exemplar for digital and energy infrastructure
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Item 4, Appendix (b)
LATEST POSITION
Sept 2015
Combined Authority Proposal
1. The Leicester and Leicestershire Combined Authority will act as a clear and effective platform for accelerating economic prosperity in Leicester and Leicestershire through the creation of integrated, strategic frameworks to enable the delivery of investment plans for planning, transport and skills.
2. The proposed functions of the Combined Authority will cover the following areas:- (i) Planning: councils working together to agree a clearer, long-term framework to meet future housing and employment needs for the whole area and identify future growth locations. (ii) Transport: focussing on long-term investment in road, rail and other public transport infrastructure. (iii) Skills: driving and delivering skills and training, to give local people the chance to get better qualifications and employment.
3. The constituent councils forming the Combined Authority are:- • Leicester City Council; • Leicestershire County Council; • Blaby District Council; • Charnwood Borough Council; • Harborough District Council; • Hinckley and Bosworth Borough Council; • Melton Borough Council; • North West Leicestershire District Council; • Oadby and Wigston Borough Council.
4. The Leicester and Leicestershire Enterprise Partnership will be a non-voting member of the Combined Authority.
5. It is proposed that the Combined Authority operates on the basis that powers are held concurrently with constituent Councils. No existing powers will be transferred to the Combined Authority and therefore constituent councils will not be ceding functions to the Combined Authority.
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Current Position
6. A proposal outlining the scope of a Combined Authority was submitted to the Secretary of State for Communities and Local Government on 3 July 2015. Following this, the draft Statutory Governance Review and draft Combined Authority Scheme have been produced. These will be the subject of engagement with stakeholders and the public.
7. This proposal was resubmitted to the Treasury ahead of their Devolution Deal deadline of the 4th September 2015.
Next Steps
8. Final Scheme and Governance Review documents will be prepared reflecting comments made during the engagement exercise. These will be formally considered by the all 9 constituent councils during November and December. Subject to approval being given these will be will be published and submitted to the Secretary of State in early January 2016. It is hoped that the Order will be issued by the Secretary of State in October 2016.
20 Item 4, Appendix (c) Summary of the Greater Lincolnshire Proposal A Place to Grow… faster than anywhere This is a proposal from organisations in Greater Lincolnshire to accelerate growth and productivity in our economy, deliver a step change in our skills base, be at the forefront of new technologies, improve health and wellbeing outcomes and deliver radical public service reform. The area makes distinctive contributions worth £16bn GVA to the UK economy. Some of the most significant energy, food manufacturing and chemical industries in England are located here. The area's logistics companies serve the whole of the UK. Tourists visiting the area generate more than £1bn business a year. The guiding principle of this Expression of Interest is that the risks of commissioning and delivery are devolved to the local place. We make strong proposals for governance accordingly. Ambition -We can achieve growth more quickly than anywhere else in the UK, enhance our collective financial resilience and establish a sustainable platform for our area to thrive, adapt and innovate. We will grow the value of the Greater Lincolnshire economy by £8bn; create 29,000 new jobs; deliver 100,000 new homes and redesign local services for the administration of justice, health and social care, flood and water management and public safety. Accelerated Growth – We have the largest and busiest port in the UK (by tonnage), the largest Ro- Ro facility on the East Coast and the biggest undeveloped deep-water estuary in Europe. Southern Lincolnshire is growing fast; with the most affordable housing area within an hour’s commute of London acting as a strategic gateway into Greater Lincolnshire. We plan to double the value of the visitor economy to £2bn over the next 5 years by capitalising on our heritage and environment assets. We offer to… • grow the area’s three defining and most competitive sectors; agri-food, manufacturing and engineering and the visitor economy; • become the renewable energy and offshore wind capital of Europe; • implement the GLLEP Care Sector plan for health and care • drive growth by putting expansion into new markets, modern telecommunications, infrastructure improvements and the skills of individuals and business owners; • be an active contributor to the Northern Powerhouse and Midlands Engine and to join in the Midlands Connect programme in order to encourage cohesion across the Midlands region; • grow the economy more quickly • deliver the Government's Rural Productivity Plan. In order to do this we seek… • a pilot scheme for statutory agencies • alignment with the local Growth Plan of business support budgets • appropriate share of Single Local Growth Fund monies, • devolution of the management of our EU • approval for enterprise zones • development of a strategic land use plan Transport – Business leaders have consistently identified connectivity, including high speed telecommunications, as a significant enabler for prosperity. Accessibility through transport is usually cited as the highest priority. Many of our growth sectors rely on good transport. We offer to… • utilise the planning process and local investment funding (matched with LGF) to facilitate enhanced growth around the A1 and East Coast Main Line corridor, and other strategic routes. • invest in transport and housing through a local infrastructure delivery plan, In order to do this we seek… • amendment to the Highways England programme; • commitment from the Department for Transport to allocate funding within its second Roads Investment Strategy for 2020; • recognition that the road corridors within Greater Lincolnshire fulfil a national role • rationalisation of the appraisal process for transport projects;
Item 4(c) Appendix Lincs Proposal Page 1 of 215 Item 4, Appendix (c)
• powers to adopt bus service franchise powers to be applied in appropriate areas; • powers to apply a discounted fuel duty scheme to support transport in rural areas; • phased implementation of the GLLEP's rail strategy, which supports the Midlands Engine Skills - Greater Lincolnshire has a comparatively low skills base and is often described as a low wage, low productivity economy, with consequent lower GVA than the UK average. This proposal promotes a pioneering approach to integrated skills development across the shared economic geography. We want to develop a workforce who will drive the local economy and share in its prosperity. We offer… • faster business growth, and lower unemployment with lower youth unemployment and fewer NEET (not in employment, education or training) • greater value for money – reducing wasteful duplication; • strong support for an ‘area review’ of the post-16 education and skills system; • to re-shape the Further Education (FE) provision with governance to ensure that it delivers people with the right skills and create a seamless transfer from learning to work; • to create a local workforce that can fill the job vacancies predicted over the next ten years: • working closely with employers, the National Careers Service, and the Careers and Enterprise Company to shape their provision in line with our jobs and skills forecasts. We will also work closely with our SMEs in order to create more apprenticeship; • eradicating the very low HE participation rate locally; • new models of delivery for technical and professional skills to meet the specific needs of the related industries with support to schools, UTC and college leaders so that they can develop curricula which meet the priorities aligned to the council's strategy framework for education; • changing the landscape of education and skills development across the health and care sector and support to establish a Career College and a Post-Graduate Medical School followed by a Graduate Medical School and enable flexible routes to medical, nursing and care professions; • educating and retaining high quality skilled graduates, and utilising the skills of the RAF personnel leaving the forces and settling in the area to contribute to local economic growth. In order to do this we seek… The powers to give strategic direction to education and skills funding streams which maximise the potential of the GLLEP Skills Strategy and achieve skills development through devolving: o power to reshape and re-structure Further Education (FE) provision ; o funding streams of Post 16 Education Funding Agency and Skills Funding Agency (SFA) budgets; o responsibility for all of the funding relating to career information, advice and guidance (CIAG) for adults and young people, including a new Career & Enterprise Company and the transfer of the duty on schools around career information, advice and guidance (CIAG), to the GLLEP; o responsibility for commissioning part of the Adult Skills & the Skills Infrastructure budgets and to be an integral part of the area reviews of post-16 provision; o responsibility for identifying and managing the expansion of apprenticeships in food farming and tourism, in line with the commitment in the RPP, and in engineering and renewables; o devolved commissioning to the local level of the Youth Contract supporting 16/17 year olds into education or employment; o decision making for local school funding; o control over the incentives on providers in order to provide more flexibility over who is entitled to receive support; • for FE providers in Greater Lincolnshire to be given a duty to co-operate with the GLLEP's new joint skills board, and an SFA procurement regime that mirrors the LEP's strategies; • devolution of the responsibilities and resources of Health Education England, Skills for Health and Skills for Care and the power to reshape commissioning health and care education opportunities; • to commission locally adult universal benefits integrated with Council Tax benefits, commission the next phase of the Work Programme; and to discuss joint accountability with DWP for the work of Jobcentre Plus. Housing - With house prices eight times the average salary, pricing many people out of the housing market, there is a need to fix the housing market in Greater Lincolnshire if aspirations for economic growth are to be realised. The volume of housing required allows for the pressure created as a
Item 4(c) Appendix Lincs Proposal Page 2 of 225 Item 4, Appendix (c) consequence of the ageing population not releasing the housing stock in the face of requirements to house the growing workforce. We wish to minimise the time taken from allocation to build. We offer to… • deliver 100,000 new homes (consistent with the Greater Lincolnshire Strategic Economic Plan and emerging Local Plans), with an appropriate proportion of affordable housing and starter homes supported by appropriate infrastructure and our local public assets; • develop and co-ordinate ‘Right to build’ schemes by the community; • develop a Greater Lincolnshire Housing Partnership of registered providers, developers, and land owners together with HCA, LEP and Councils in the area. In order to do this we seek… • enhanced powers to allow councils to use short hold assured tenancies, to remove borrowing caps and allow councils and Registered Providers (RPs) to use prudential borrowing, and to allow financing through a council's general fund. • to increase and improve the quality and affordability of housing supply through o the One Public Estate approach for land including control over nationally held public assets such as surplus MOD land and Network Rail land. o freedom to develop local housing rules on right to buy and housing stock financing and management; o the pooling and devolution of central government and HCA resources into a Housing Investment Fund; o devolved power for both Registered Providers and Local Authorities to set rents and retain right to buy receipts; o to explore a unique deal that specifically tackles the underlying causes of in- work poverty Water - We have a long and highly vulnerable coastline. No other part of Britain faces the scale of significant inundation from the sea as does Greater Lincolnshire. A serious coastal flood in Greater Lincolnshire would seriously compromise the UK's capacity to produce high grade crops for up to seven years. Our action on this is acknowledged as one of the leading areas for collaboration to address flood risk but more is needed. We wish to incentivise investment in water management and realise the potential for substantial private contributions to flood defence. We offer to utilise… • delegated powers and funding to deliver a 30% efficiency in developing projects currently subject to Defra's funding controls and approval processes; • the GLLEP's Water Resources study recently to devise means of applying spatial planning priorities and infrastructure funding and provide water resources for an expanding manufacturing sector and a growing population and to manage flood risk as well as a range of coastal flood defence investments and other minor local schemes. In order to do this we seek… • delegation of decision-making powers over flood risk management priorities (including large-scale coastal management schemes) and resources in the Medium Term Programme (MTP) to the local level; • tax incentives for agri-food businesses and the steel industry to develop water resources or water efficiency measures on their sites; • freedom to extend the arrangements for tax relief for businesses contributing to flood relief schemes benefitting from national funding to include privately proposed and funded schemes meeting the Local Flood Risk Management Strategy and the LEP Growth Strategy; • devolution of the EA powers around flood risk operations and use of the capital funding within the Medium Term Programme (MTP). Health - Our acute health sector faces significant issues in respect of both performance and financial viability. We have above average growth in our elderly population. We have plans across our area which reflect the NHS 5-year view in seeking an integrated strategic approach to health and social care reform which incorporates the priorities of the full range of NHS and social care stakeholders, including acute trusts. We offer to deliver…
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• a substantially more integrated approach to health and care service planning and delivery in Greater Lincolnshire; including further development of neighbourhood based services including a significant increase in care delivered closer to home and improved outcomes; • greater support to people with physical and mental health issues to be active in the workplace; • a model for emergency care, urgent care and planned care services that delivers safe, high quality services which are affordable and sustainable; • a substantial increase in physical activity levels and engagement in arts and cultural activity to improve health outcomes and reduce demand on acute NHS services. In order to do this we seek… • devolution of the range of commissioning resources that support the health and wellbeing including the resources of Public Health England, NHS England and Health Education England; • greater coordination of Local NHS and Social Care Commissioners with a devolved place-based health & social care budget with a minimum four year settlement; • integrated commissioning of all community services. This includes health and social care delivered services; • joint commissioning of DCMS sports, physical activity, culture and arts programmes to align with local health and wellbeing strategies. Public protection - Crime is local. Altogether 92% of prisoners from Lincolnshire reside in Lincolnshire prisons but the drivers of crime and anti-social behaviour lie in our communities, and solutions are also to be found there. There are proposals, which we can assist with, to provide better access to Magistrates Courts services through reducing the estate and re-investing savings. We offer to deliver… • improved access to justice and savings with the integration of courts with the local public estate; • reduced re-offending rates through integration of Offender Management with Community Safety, Health and Safeguarding programmes. In order to do this we seek… • transfer of the commissioning of Prison Services to local political control; • transfer of the administration of HMCTS and the MoJ estate to the area's local authorities. Our leadership - We believe that bringing the risks of commissioning and delivery to the local place enables them to be best managed. We rule nothing out in terms of new governance in seeking to deliver our new agenda for growth. We anticipate that the range of powers and funding sought in this expression of interest may require governance arrangements that would be no less than a Combined Authority. We wish to enter into discussions with the Government over the precise governance arrangements to fully secure the scale of devolution that we seek. Our approach to governance will be to enable people do things for themselves, empower community partners at a local level, encourage private, public and third sector organisations to align their activities with our ambitions and for the devolution partners to identify gaps, prioritise and utilise the devolved powers and resources in the delivery of our ambitions. Whilst this prospectus requests devolved powers we in turn will distribute powers differently. We recognise that for many activities political boundaries are crossed and we will continue to interact with our neighbours and work collaboratively with those organisations that share many similar characteristics and operate beyond our area. It is also hoped the Government will accept the arguments for a more flexible approach to the current council tax referendum limits and processes nationally. We offer… • a governance arrangement providing transparent democratic accountability and an effective interface for ministers whist ensuring that specialists such as clinical commissioners maintain a strong voice; • integrated democratic leadership of local authorities working with elected bodies including the PCCs bringing these elected leaders together with the NHS leadership and the Chair of the LEP. In order to do this we seek… • potential flexibilities around the local element of business rates. We wish to explore flexibilities around use of capital receipts and borrowing powers for critical infrastructure investment. We recognise that
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any package of freedoms and developments over the medium term will need overall fiscal neutrality for the Greater Lincolnshire partners and HM Treasury; • Government to review the funding allocation formula for Greater Lincolnshire to ensure it matches the actual needs profile of our population; • power to acquire nationally held local public sector land, including non-operational MOD land – thereby giving improved and effective strategic planning for enterprise, housing, growth and infrastructure. We would want to keep any capital receipt for the sale of any land in our control.
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Strategic Transport and Infrastructure Proposition
26 Item 4, Appendix (d)
1. Introduction
In December 2014 the Leaders of the three County Councils set out their proposal for a Strategic Alliance (England’s Economic Heartland). With a population of 1.9m and an economy valued at £46.6bn the area of Oxfordshire, Buckinghamshire and Northamptonshire is an economic powerhouse that rivals any other outside of London. The work undertaken since the start of the New Year has explored three strategic issues identified by the Strategic Economic Plans as being barriers to delivery of growth: strategic transport and infrastructure, skills and strategic economic development, and funding certainty. These work streams complement and support the individual Strategic Economic Plans and other key spatial and planning strategies and plans across the new geography.
Therefore, this proposition presents a new and innovative opportunity for Government to deliver its growth agenda more quickly and efficiently by supporting locally governed public and private sector alliances to oversee the development and infrastructure implementation programmes across the Strategic Alliance area.
This report outlines the initial proposition for the Transport and Infrastructure work stream and has strong read across with the other two strands of activity. The proposition is innovative and unique given that this is the first time that a major sub- national geography, outside of the traditional conurbations, has come together at a strategic level to articulate a shared, integrated and transformational approach to transport and infrastructure. An overriding goal is to support regeneration and deliver sustained economic growth. Through our Strategic Alliance it is proposed that there will be a single platform for engagement on strategic transport and infrastructure issues affecting the area and impacting on the success of UK plc. The proposition also recognises that a barrier to the delivery of planned and sustained economic growth, and indeed the National Infrastructure Plan, is the lack of a truly integrated approach to the planning, implementation and operation of our transport system at a sub-national level.
The proposed approach complements the activities undertaken by the Local Enterprise Partnership (LEPs) and supports the delivery of the Local Plans prepared by the local planning authorities in the area. It provides a refreshed approach and set of proposals specifically designed to accelerate the delivery of the aims and objectives set out by these bodies, many of which would otherwise have been undeliverable in the timescale in which they are needed to support growth. The latter point is particularly importance given that our businesses operate in a global market that is ever more competitive.
2. Background
We know that strategic transport infrastructure and services is central to the success of our economy and that business and residents alike are often frustrated by the current level of
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service and its unreliability. There is no guarantee that our inherent advantages as a place for businesses to invest will be realised. The current level of service will deteriorate in the absence of an ongoing commitment to invest: missing an investment heartbeat increases the investment needed to maintain our existing infrastructure The scale of economic potential identified – a 20% increase in the value of our economy by 2020 – adds further pressure on to our strategic transport infrastructure. It also offers opportunities to actively pursue a new approach to the planning and implementation of a truly end-user focused transport system.
Whilst the identification and implementation of local transport measures are the responsibility of individual Local Transport Authorities and their associated Local Transport Boards, there is a need for this to sit within a broader framework. Therefore, we need to find new mechanisms that break down the traditional transport ‘silos’ and transcend local authority boundaries such that we are able to make trade-offs between investments in individual networks and transport modes in order to achieve wider policy objectives that support growth.
The transport sector has seen significant national investment in recent years, with commitments to further investment set out in the programmes for the rail industry (Network Rail’s 5 year settlement and the franchise agreement with train operating companies), the Strategic Road Network (Highway’s England 5 Year Business Plan) and transport investment being delivered through the programmes set out in the Local Growth Deals. However, whilst the public sector’s investment in infrastructure and services is crucially important, we need to recognise the fact that a significant proportion of investment in transport is, and will continue to be, privately funded, particularly in the rail and bus sectors.
Notwithstanding this significant private sector investment the current business model used for individual transport modes remains very traditional in comparison with other sectors of the economy that have undergone radical transformation driven by changes in consumer behaviour that have been enabled through the widespread adoption of technology enabled innovation. The rise of information-based services such as ‘City Mapper’ and ‘Uber’ are in many ways merely the tip of the iceberg in moving forward the notion of mobility as a service in which the end-user is firmly at the centre of the transport system.
Evidence shows that our expectations and requirements of transport are continually changing whether as a consequence of lifestyle choice or other factors. If we are to meet the expectations of our residents and businesses then we need to develop an integrated transport system that is truly customer focused. This will require a different business model and a forum that draws upon the strengths of both the public and private sectors. The scale of ambition for economic growth across the area means that our new business model has to be sufficiently flexible to respond to continual change and encourage new entrants to emerge where it makes sense. The new Strategic Alliance aims to provide the leadership that encourages such an environment.
The proposed Strategic Alliance is focused on an area that is at the heart of science and technology innovation in the UK, one whose market focus is global. Economic success complements the opportunities presented by the Northern Powerhouse; both are central to the UK economy becoming the most prosperous major economy.
There are two distinctive driving forces in the global economy that are central to our future success:
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• The ever increasing need to be recognised as an area that is business friendly and offers excellent differentiated services that differentiates it from others
• The use of technology enabled innovation by entrepreneurs to provide genuinely end- user focused services and products
There are inherent advantages – including location, core infrastructure, and the availability of skills – that have served the area well to date. However, if it is to be a ‘hot house’ that delivers accelerated economic growth in a competitive global environment then more needs to be done. In this context there are two key imperatives:
• The first is to become recognised as a serious destination for the new economy industries and companies and their employees, families and supply chains
• The second is to ensure that its significance to the long-term success of the UK economy is acknowledged by Government in the form of a 5 year Growth Deal.
The initiative of the three County Council leaders at Silverstone last December was in response to this challenge. It was recognition of the fact that in order to continue to prosper there is a need for strategic leadership targeted at addressing barriers to economic growth. In terms of transport and infrastructure there is an undeniable logic in the three counties working more closely together.
Our continued ability to compete successfully in global markets is dependent on connectivity. Local connectivity across the Strategic Alliance area, and indeed wider, enables networks of innovators and entrepreneurs to work collaboratively in order to form the foundation of world-leading science and innovation clusters. Moreover, international connectivity enables those clusters to continue to be globally competitive.
Now more than ever before we need to make sure that public sector investment in physical infrastructure is properly aligned towards delivering a single set of priorities; and that through our own activities we become more effective and efficient as enablers of growth.
3. Known Transport & Infrastructure Demands
The diagram below demonstrates the complex interaction of the key transport networks across the Strategic Alliance geography for both road and rail. It is self- evident that greater benefit could be achieved by managing and investing in the transport system on a wider strategic basis than simply just at an individual county level. With this in mind, there are a number of key strategic arteries and corridors that stand-out as being in need of a more collaborative approach that transcends traditional local authority boundaries.
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North-South Corridors o The ‘A34/A43/A45 artery’ – linking the south coast port with the UK’s distribution and logistics hub based in and around Northamptonshire, as well as being central to realising the unique economic potential of the Oxfordshire Knowledge Spine and the Northamptonshire Arc. o Chiltern Main Line/M40/West Coast Main Line – investment on the Chiltern Main Line will see the first new rail connection between London and a major city (Oxford) in over a century, whilst the M40 corridor links a number of major development sites as well as connecting London and Birmingham: the opening of HS2 will create opportunities along the West Coast Main Line in the medium term.
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East-West Corridors o Great Western Main Line/Crossrail – the introduction of Crossrail services in 2018 will result in a step-change in connectivity along the Thames Valley through Buckinghamshire and Oxfordshire, with Western Rail Access to Heathrow to follow.
o East-West Rail/A421/A428 Expressway – rail services will be re-introduced in 2019, and with the Expressway study to follow, the strategic importance of this corridor continues to increase linking as it does Oxford, the Bicester Garden City, Milton Keynes and Cambridge.
o A14/M1 – via the distribution and logistics hub based in and around Northamptonshire, linking the east coast ports with the rest of the UK.
These investment corridors are key opportunities to support economic growth and enable the delivery of new jobs and homes.
In addition to sharing these corridors, the Strategic Alliance area also shares common strategic partners in terms of national infrastructure agencies, transport operators and major investors in both the public and private sectors. There is a clear logic to having a shared common platform and agenda for this engagement to facilitate a more integrated approach to planning, investment and delivery and a shift away from ‘silo’ working.
Across the Strategic Alliance area, the identified need for transport infrastructure and services, as outlined in our current Local Transport Plans and Strategic Economic Plans, totals in the order of £3bn. This is needed not only to meet our current challenges, but also reflect the level of investment required to support regeneration and facilitate sustained economic growth including the housing proposals outlined in Core Spatial Strategies as we currently understand them. This is in excess of £1bn of the funding which has already been identified as potentially available through a range of sources including national programmes, Local Growth Funds and LTPs.
Rail County Road demand demand Total Funding Identified Funding gap Total (excl Road All Local National Total HS2) +Rail Road Rail Total Road Rail Total funding Northants 574 392 966 150 1116 437 100 537 529 50 579 1116 Bucks 417 100 517 100 617 56 100 156 461 0 461 617 Oxon 710 150 860 200 1060 173 200 373 686 0 686 1060 Total 1701 642 2342 450 2792 666 400 1066 1676 50 1726 2792
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This investment will help to unlock a 20% growth in GVA across the three counties by 2020 (generating an additional £9bn per annum by 2020), but, given the national significance of our corridors, the economic impact and benefits of it will be much wider than the local geography.
Economic growth of this scale will be delivered by the private sector and business confidence to invest at this scale will be dependent upon strategic leadership from the public sector. In particular, it will depend upon generating confidence amongst the private sector that our transport system will have the capacity to accommodate the additional pressure that comes as a consequence of economic success and that there is certainty around the funding necessary to deliver the necessary strategic transport infrastructure.
The transport issues and problems across the Strategic Alliance area are well understood and have formed part of our individual plans and proposals for many years. However, the ability to now look at these issues holistically presents a new opportunity to successfully deliver potential interventions, through more collaborative working and investment programmes, that will be better value than the sum of its individual components. Some of the particular characteristics and existing initiatives in the locality areas are highlighted below on a county by county basis.
Northamptonshire
Northamptonshire is located at the centre of Britain’s transport network, with the M1 motorway and A14 and A43 trunk roads providing key access corridors to national markets both north and south, and international markets through the Haven ports and Southampton. Its position at the centre of the national transport network means that Northamptonshire is a key location for distribution and logistics. Access to ports such as Felixstowe and Southampton via the A14 and A45-A43-A34 corridors is, therefore, of major importance to the Northamptonshire business community, including the cluster of world-leading High Performance Technology enterprises based in the area.
A number of major improvements to the Strategic Road Network have recently been completed, including localised widening of the A14 at Kettering, with work on the reconstruction of M1 Junction 19 (the intersection of the A14 and M6) currently in progress. The recently announced Roads Investment Strategy includes further improvements of the A43 and A5 around Towcester, while completing of dualling of the A45 trunk road to the A14 is programmed for the next Roads Period.
Local investment in the road network is concentrated around the Northamptonshire Arc strategy which brings together plans for the economy, connectivity, spatial planning and the environment into a single set of priorities. A focus for the strategy is improving connectivity and capacity for key transport movements in the county, including the key links between Northampton and Kettering (A43 Dualling), Kettering and Wellingborough (A509 Wellingborough to Kettering Development Link) and Northampton and Daventry (A45 Daventry Development Link). These new roads are
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closely integrated with the growth strategy enabling major consented housing and employment sites which had previously stalled to come forward. The scale of consented growth proposals in the county (approximately 35,000 homes, with a further 45,000 homes already in the pipeline) is without parallel outside of London. Investment in infrastructure and smart technology solutions to help manage the network and demand is critical to deliver the current level of consents and release this pipeline.
Northamptonshire carried out a major review of its supported public transport services in 2011, with net subsidy reduced from some £4.5million to £1.5million. As part of this, the demand responsive Call Connect and County Connect services were introduced to many areas of the county, actually providing more villages in the county with a regular bus service than previously. Northamptonshire continues to work closely with commercial bus operators to help develop their services, including extensive use of developer funding.
Northamptonshire County Council, working with Buckinghamshire County Council and the Universities of Hertfordshire and Northampton, is leading an ambitious £750k project to investigate and pilot the delivery of the Total Transport project across the two counties, seeking to ensure that all public sector client transport is delivered in a joined-up way, bringing both improved services to customers and improved value for money.
Rail investment in Northamptonshire is currently focused on the Midland Main Line, with electric trains due to provide an improved service for Corby, Kettering and Wellingborough from 2017, with electric service northwards following around 2019. Ambitions for the West Coast Main Line centre around a much improved service for Northampton to provide the strategic connectivity required to support the town’s economic growth following the opening of Phase One of HS2 in 2026.
Oxfordshire
The M40 and A34/A43 trunk roads provide the strategic base of Oxfordshire’s road network, with the M4 running east-west just to the south of the county. The recently announced Roads Investment Strategy included funding for key improvements to junctions on the A34 around Oxford, together with technology enhancements for the A34 corridor. Previously announced improvements to the M4 will also benefit the county.
Local road network improvements are concentrated around various schemes to improve accessibility and capacity in the Science Vale, including the Harwell Link Road, Wantage Eastern Link Road and Didcot Northern Perimeter Road. A new road is also planned linking Didcot, Culham Science Park and Oxford, including a new crossing of the river.
Significant investment is also planned to take forward the Oxford Transport Strategy and to meet the needs of the growth towns of Banbury, Bicester (designated a
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Garden City), Witney and Carterton. This includes investment in roads on the periphery of the towns to enable new housing and employment sites to come forward.
Bus use in Oxfordshire has risen by almost 21% in the last four years, and against an expectation of a 50% cut in bus subsidy over the next four years, the priority is to provide and maintain a basic network consisting of supported bus services and other statutory, voluntary and community transport services. Within the ‘Knowledge Spine’ area in and around Bicester, Oxford City, and Science Vale substantial employment and housing growth will accommodated via the Science Transit System, creating a better integrated high quality mobility system with key infrastructure improvements including bus rapid transit and other route enhancements as well as intelligent mobility (ticket free travel etc).
Capacity and congestion problems at Oxford’s existing Park and Ride sites will be tackled through the development of a network of larger sites located further out of Oxford to maximise the potential for intercepting trips and reducing congestion on the inter-urban network, and potentially releasing the existing sites for redevelopment. The first of these new Park and Rides will be in Bicester and is due to open in autumn 2015.
After many years of limited investment, Oxfordshire’s rail network will undergo a transformation over the next few years. Great Western modernisation and the Electric Spine will introduce electric trains to most of the county’s rail network from 2017. The first stage of the Evergreen III project, providing a new rail route from Oxford to London, is due to open later in 2015, and will be followed by re-opening of the East-West Rail route between Oxford and Bletchley. Longer-term, the options for extending services through to Cambridge and East Anglia are being examined, and Chiltern Railways propose reintroducing passenger services to Cowley.
Freight growth in Oxfordshire is set to continue to increase in the coming years. Oxfordshire County Council is seeking to better understand and balance the needs of the distribution and logistics sector and encourage them to use the strategic road network to deter the use of inappropriate minor roads and movements through towns and villages and continue to encourage a shift from road to rail freight and the use of consolidation points or low emission vehicles.
Buckinghamshire
In comparison to the other two counties, the trunk road coverage in Buckinghamshire is limited to the M40 and very small sections of the M4. This means that many of Buckinghamshire’s transport needs have to be met by the series of historic A roads radiating from the county town of Aylesbury. To meet the demands created by housing and employment growth, improvements are planned in the key towns of Aylesbury and High Wycombe, and to the A418 and A421 corridors linking Aylesbury and Buckingham respectively with Milton Keynes. The study in the
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Roads Investment Strategy of an Oxfordshire to Cambridgeshire Expressway has the potential to transform the county’s road network.
Buckinghamshire has a core network of bus services which aim to provide every community in excess of 2,000 with a link to a local centre. Buckinghamshire is pursuing smart and integrated ticketing solutions and taking forward smart corridors, for example the A4 cycleway and bus stop improvement scheme, due to be delivered in November 2016 which will introduce Real-time Passenger Information and Wi-Fi hubs at the bus stops along the A4 alongside the development of a cycleway.
The very southern areas of Buckinghamshire will benefit from the forthcoming completion of Crossrail, offering services direct to the West End and City of London. Bicester will benefit from the opening of the first stage of the Evergreen III link between Oxford and London later in 2015, while both Bicester and the High Wycombe – Princes Risborough – Aylesbury corridor will be linked to early stage of East West Rail, offering new through services to Milton Keynes, Bedford, and hopefully in the longer term Cambridge and East Anglia.
Key areas of Buckinghamshire’s economic growth have been in financial and business services and there is a strong public services and health sector. Manufacturing is also an important sector for the County. All these sectors have a frequent use of freight. HGVs only account for around 3% of the vehicles on Buckinghamshire’s roads, however LGVs account for a significant number of vehicles. This increase in LGVs matches the trend seen at a national level. Buckinghamshire are seeking to facilitate Freight Quality Partnerships, and to continue to consider weight and width restrictions and improved signage to manage freight and restrict HGV movements using unsuitable carriageways.
4. Overall Vision and Aspirations
Our vision and aspirations for the Strategic Alliance area and the transport and infrastructure proposition are similar and complements the National Infrastructure Plan, but at a sub-national level. The first National Infrastructure Plan (NIP) was published in 2010 bringing together for the first time the government’s vision and approach for the key economic infrastructure sectors. Since then the national approach has continued to develop in response to feedback from investors and the supply chain to ensure that it is a maturing, integrated plan for UK infrastructure. This was refreshed through the publication of NIP14.
Our aspirations include the locality acting as a “living laboratory” demonstration area for technology-enabled innovation and smart solutions as a means of “smarter living”. To support this concept we need to take a new approach to dealing with the existing strategic road and rail networks, the infrastructure pipeline to 2020 and beyond, a longer-term approach to investment and funding and address infrastructure delivery in a focused and joined-up way. As part of the strategy we need to develop initiatives that support and share best practice on issues such as
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reducing costs, improving asset management, resilience and sustainability. As such, the overall vision and aspiration could be viewed as a pilot plan for NIP14.
The expectations and requirements of our businesses and residents of our transport system are already high and will continue to be higher. Technology-enabled innovation is having an impact on the way we use transport whether as a result of the availability of reliable real-time information during the course of a journey (whether it is in the form of sat-nav instructions, train departure times or indeed walking instructions to our final destination). Increasingly the availability of WiFi on public transport is seen as a way of enabling more productive use of time – travel time is no longer ‘lost time’. And in a world that is increasingly on 24/7 it is ever more critical that our strategic leadership is sufficiently agile to enable the opportunities that are being created by future generations do not become stymied by a continued reliance on traditional approaches.
Wider societal changes are having a fundamental impact. Lifestyle choices are changing our transport needs and requirements. For example, the emergence of initiatives such as ‘Uber’ has changed the approach to the use of taxis. The pace of innovation is such that the other app providers (in response to the market) have already emerged and evolved further the taxi sharing apps built upon the market initially created by ‘Uber’. This creates an environment where “exponential growth” is triggered as a result of one market-led initiative focused on the end-user leads onto yet more innovation and subsequent growth.
Lifestyle choices, partly driven by cost and the availability of digital connectivity and services via the internet, means that car ownership is no longer the aspiration it was for previous generations. The emergence of peer-to-peer markets in car hire is no more than an extension of the success of ‘Spotify’ (sharing of music) or ‘Airbnb’ (sharing of rooms/houses). Ownership of a thing has been replaced by having access to a thing. Through our Alliance we will encourage innovation that supports a new business model: one that encourages the emergence of packages that provide mobility services by offering access to a range of transport options in line with the expectations of future generations
The Strategic Alliance area wants to be at the forefront of innovation; to do this it recognises that the Councils’ role is increasingly important. It is often the “problem owner” and in turn is the potential market for innovative ideas/technology. The Councils are also a major data owner: an essential part of the jigsaw for entrepreneurs and innovators as they analyse and interpret the situation in order to truly understand a “problem” and test possible solutions.
A modern, enabling Local Authority will deliver more through encouraging an innovative approach to solve some of its own “problems” in collaboration with the University, R&D and private sector. To achieve this requires a commitment to work with the entrepreneurs and innovators to enable them to implement solutions that meet the needs of businesses and individuals. It also requires the confidence to work with them to create and stimulate the market in a way that ensure those
36 Item 4, Appendix (d)
solutions evolve in response to the market. Owning the problem does not necessarily require the Local Authority to also own the solution.
The Strategic Alliance partners are important players in supporting inward investment contributing to the neutral space for prospective partnerships to develop. The partners already actively facilitate early phase discussions between companies and local organisations/businesses, which can develop into innovation- led projects through routes such as Innovate UK and Horizon 2020 funding programmes or commercial partnerships to tackle identified problems that also link into ‘disruptive’ market opportunities. Whilst Catapults were set up to further develop the “Fraunhofer1” principle, Local Authorities have a critical role to play in enabling their full potential to be realised though their responsibilities for a local area and the wider community, and the contacts and leverage an Authority has with both large and small business. Working in collaboration across at scale offers added value to potential innovation proposals by enabling larger scale demonstrations.
Government/Innovate UK and Horizon 2020 are also encouraging Local Authorities to be the leads in the emerging fields, such as Smart Cities and Intelligent mobility, and now allow Authorities to get resource funding to support projects where previously this was only for research establishments and businesses. New opportunities are now emerging and to further emphasise this, the recent Hauser report on Catapults encouraged a continued development of the approach over the next 10-15 years2. There is clearly an opportunity for Local Authorities to play a big part in developing this approach further (even greater through collaborative strategic councils such as England’s Economic Heartland).
The Strategic Alliance area shares mutual ambitions around innovative approaches to transport and smart cities.
• Northamptonshire Arc Transit and Oxford Science Transit follow similar principles connecting core residential and employment areas through rapid transit and better public transport services for customers, whilst maximising the role technology can play to improve transport;
• Oxfordshire is developing Energy Systems Institute Mobility Centre Collaborative project with Oxford and Oxford Brookes Universities’ (MobOx) with support, joint working and co-location with County Council - this has attracted Research & Development partnership with Daimler and Bosch. This will create a living laboratory testing/delivering intelligent transport and has very close links to the Northamptonshire Smart Commuter and Smart network;
1 http://www.fraunhofer.de/en/about-fraunhofer/mission.html By developing technological innovations and novel systems solutions for their customers, the Fraunhofer Institutes help to reinforce the competitive strength of the economy in their region, throughout Germany and in Europe. Their research activities are aimed at promoting the economic development of our industrial society, with particular regard for social welfare and environmental compatibility. 2 https://www.gov.uk/government/publications/catapult-centres-hauser-review-recommendations
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• Northamptonshire has developed smart partnerships with Schneider and British Gas and work with Cenex on enhancing the network, especially through the provision of Electric Vehicle charge points;
• Buckinghamshire have developed the One Transport proposal – a cross county data platform project that involves Inter Digital, Arup and other partners including Northamptonshire and Oxfordshire. This project sets out a collective ambition to create the eco-system in which entrepreneurs are able to flourish and create products and services that are user focused rather than through silo- based transport functions of individual organisations which hamper a place- based approach. Platforms such as One Transport would be fundamental to enabling this and, more importantly, signal a willingness of the area to be in effect a ‘living laboratory’ where the needs of the end-user at the heart of our approach ;
• Buckinghamshire and Oxfordshire already have a track record of joint working when it comes to developing and promoting nationally significant infrastructure in the shape of East-West Rail: our approach to collaborative working has been extended to the delivery phase of this scheme – as a model of working between local partners (working collaborative) and national agencies (in this instance Network Rail) we are keen to extend this approach more widely to other infrastructure proposals;
Across the Strategic Alliance area the partners are developing stronger working relationships with Universities and the business community that enables collaborative delivery of projects/services, as well as enabling innovation. Such an approach is already opening up opportunities to secure additional investment that supports innovation as a means of delivering our collective ambitions: • Northamptonshire has a dedicated European Office and actively seek collaborative partnerships with business.
• Oxfordshire has developed strong working relationships with its Universities, the Catapults and Innovate UK enabling the partners to gain access to new sources of project funding, including bidding into Horizon 2020 with Universities.
• Through an “open” approach to innovation all the partners are attracting private sector investment to tackle challenges already in the smart energy and transport sectors, with scope now widening to broader service areas and making the inter- linkages between them: such an approach often requires minimal or no public subsidy to deliver innovative projects.
The benefits of Collaborative “Smart” working are considerable: • Funding opportunities allow the Local Authorities to support this activity from existing small core teams, and which by acting as a virtual team could provide a larger skills pool to utilise through which staff with relevant skills could work on projects across the Alliance area. The approach will leverage existing
38 Item 4, Appendix (d)
collaboration with partners, and allow resource to expand based on successful funding bids;
• The collaborative approach also allows the Authorities further access to the skills and knowledge within the Universities across the Strategic Alliance area, providing potential savings against a traditional route of using external consultants for expert advice, while also being part of developing best practice;
• The approach would support our collective ambition for intelligent transport and delivering a “Smart Creative Economic Heartland”. The increased level of data and understanding arising from this approach will put the Alliance partners in a stronger position for major projects bids, by enabling them to use this insight to support the business case for more complex projects. Targeting the project investment with a higher level of understanding of the problems will lead to efficiencies in procurement and delivery that could be monetised.
• The approach would also provide an enhanced level of data and analytics which would provide the evidence basis for an enhanced “Total Place” based budgeting and project development. This approach is attractive to many major investors in the smart sector as they are looking to adopt themselves to inform business models for smart projects that are often cross sectors and more complex than traditional infrastructure projects;
• The approach could also inform the development of business models for delivering place-based services in an alternative way;
• There is a major opportunity for a large area to provide a “real world” environment for ideas to get to market quickly. The Strategic Alliance area has, and is developing further, unique assets that would allow for ideas to rapidly advance through the Technology Readiness Level Scales and provide a whole system Minimal Viable Product (MVP) testing area;
• The local area benefits from “problems” being solved at reduced levels of public funding, while supporting both inward investment and local business development;
• If support is maintained for core functions such as data platforms and support functions that assist collaboration and bid development, then this area has a unique opportunity to apply the “Catapult” principle at scale in the real world, thereby facilitating the creation of an eco-system that in effect becomes a “Perpetual Growth System” that grows as it continues to feed and nurture its own development.
The Rees Jeffrey Study – Major Roads for the Future - is starting to identify the basis of the major road network that is required to support economic growth. Its focus on identifying a network that supports the delivery of outcomes is a significant development. It is an approach that is already acknowledged in the Strategic Alliance
39 Item 4, Appendix (d)
area in relation to the A34/A43/A45 artery. The aspiration is for the Alliance area to be a ‘test-bed’ for this work with a view to using it to inform work on the next Roads Investment Strategy (RIS2). This will include looking at the issues such as roles and powers associated with specific routes and responsibilities.
Moreover, effective asset management, resilience and sustainability are crucial to the future operation of infrastructure networks and growth. The vision and aspiration is that the Strategic Alliance partners will develop and share best practice to reduce costs and accelerate delivery to stimulate jobs and economic regeneration. This will involve integrated working with other agencies. For example, this could include a shared approach and allocation of resources with Highways England and the ‘blue light services’ to rapid response units and the winter maintenance service on the major road network regardless of ownership.
With the frequency of extreme weather events increasing and given the importance of our transport corridors both locally and nationally, so the issue of resilience across the transport system as a whole increases in importance. Our approach will enable the partners to work with national agencies in responding to the recommendations of the Brown Review commissioned by the DfT in 2014.
Building on the evidence contained in the Strategic Economic Plans and Local Transport Plans, the Strategic Alliance will agree a single infrastructure pipeline and set of priorities for funding to support regeneration and enable sustained economic growth. This would then form the basis of a new 5 year Growth Deal with the Government and national infrastructure agencies and the allocation of available funding. The offer is summarised in the diagram below.
Tri-County Vision & Aspirations
Technology Address enabled infrastructure innovation & delivery in a smart solutions focused & joined up way
Longer-term Underpinning approach to infrastructure investment & pipeline to funding – 5 year Growth Deal 2020 and beyond Develop & share best practice; reducing costs, New key network to improving asset support regeneration management, resilience and enable sustained and sustainability growth
40 Item 4, Appendix (d)
5. Transport and Infrastructure Offer of the Strategic Alliance initiative
To achieve the Alliance’s vision requires a transformational agenda at the heart of which is a proposal by the key stakeholders (including the County Councils and LEPs) to work together to make the following ‘offer’ to the local community, businesses and Government. More work is needed to develop these initiatives and some will take longer to establish than others. However, devolution of powers, funding and accountability by Government will accelerate the pace of implementation and our ability to realise the full extent of our economic potential.
• Establish a single high-level Transport Infrastructure Forum to lead this agenda as described in Section 7 of this report. This would provide the necessary governance and accountability for any devolved powers from Government. • Appoint a single Transport Champion or ‘Ambassador’ to promote infrastructure schemes across the geography and act as the main point of contact with national agencies and the local business community. • Develop a single strategic transport plan to provide a focus for transport infrastructure and services policy and delivery across the geography. This Plan would provide the strategic context and overview for the more significant schemes and activities, whilst preserving the ability for the development of more locally-based schemes that reflect the differing needs of individual parts of the area in accordance with the wider strategic vision for the new geography. • Develop a new single prioritised and costed programme, based on the current Local Transport Plans and Strategic Economic Plans, which transcends existing local authority boundaries to enable a strategic approach to the management of the pipeline of infrastructure requirements. • Develop business cases, using our experience across the Alliance, for expanding the use of Revolving Infrastructure Fund model, with a view to increasing leverage of private sector funding through the better use of existing funding streams. In taking this forward we would look to work with Infrastructure UK given the potential scale and significance of our investment programme. • Reduce the overall scheme costs of infrastructure projects by up to 40% and accelerate the rate of delivery by a third by simplifying our processes, removing duplication and realising efficiencies in the use of the technical skills available to us. • Enhance the resilience of the transport network through sharing resources and rationalising standards, practices and policies in order better respond to accidents, emergencies, winter and weather events. • Establish a single platform (through One Transport) to share transport data and encourage entrepreneurs and innovators to develop end-user focused products and services in order to reduce costs, develop new income streams and support the ‘smarter living’ concept.
41 Item 4, Appendix (d)
• Introduce joint commissioning of transport services to provide a more integrated approach, particularly with the health sector, and explore a Social Enterprise Model to deliver Total Transport solutions. This will create a transport system that is end-user focused and based on “place” rather than individual functions and hence will reduce costs, provide better value for money and deliver added value. • Facilitate the Introduction of a single integrated “mobility service” for transport across the Strategic Alliance area offering contactless payment and compatible with other developing platforms and mobile technologies together with integrated ticketing. • Develop joint bids to the European Union for transport-based research and development funding building on the ‘living laboratory’ concept and work with academia and private sector partners to establish the Strategic Alliance area as a lead locality on ‘smart living’. • Redefine the hierarchy of the highway network so that it is consistent with local needs and supports economic development regardless of ownership. This will result in a single approach to network management and development between the local highway authorities and Highways England. This in turn will provide economies of scale and allow greater investment in the highway network than would otherwise have happened. • Introduce new priority corridors for public transport between key centres that enables guaranteed journey times, improve reliability, provide real time information with ‘push notifications’ to users. We will work with operators to develop this concept with a view to reinvest the consequent benefits to providers (potentially up to 15% operational savings) back into local transport services. • Promote improvement of the A14 and A34/A43/A45 corridors to motorway standard in order to provide high speed economic arteries across the Strategic Alliance area creating better access to markets in the north, south, east and west of the UK as well as abroad. • Develop a single coherent cycling and walking strategy linked to the health and wellbeing prevention agenda in order to reduce the spiralling costs of health provision both local and nationally. • Provide a coherent integrated single freight strategy and a more consistent approach to the logistics sector. This will include better coordinated highway maintenance and management, information systems and routing strategies that respect the sensitivity of our rural towns and villages. • Develop a single virtual highway network and traffic control facility using state of the art systems and technologies which link to Highways England and public transport operators. This will improve efficiency and provide economies of scale which would be reinvested into local transport provision and reduce the overall burden on the public purse.
42 Item 4, Appendix (d)
• Introduce a combined “rapid response” capability in partnership with Highways England and the blue light services to manage accidents and incidents more effectively across the National and the local road network. This could involve setting up new facilities, strategically located, to be more effective in dealing with the totality of the transport system and not treat national and local networks in isolation. Use of local authority land assets would be considered where appropriate. Reduction in delays and congestion would benefit the local economy and any economies of scale would be ploughed back in to invest in infrastructure transport services. • Share resources across the Strategic Alliance to establish a single parking enforcement capacity and Penalty Notice system in order to standardise approaches across the locality and to reap the benefits of a rationalised back office and on street enforcement. The efficiencies gained will be ploughed back into the local transport network. We will seek the devolvement of fines collected for local use in improving transport services against an agreed defined hierarchy of interventions. • Share resources across the Strategic Alliance to establish a single Utility Permit Scheme and rationalise back office bureaucracy and technology in order to achieve further efficiencies and savings. We will put in place a special rapid response “Task Force” to manage any traffic congestion caused by Utility Companies and be more proactive in enforcing better quality and timelier temporary and permanent road reinstatements and be more proactive in inspecting repairs and the collection of fines. The financial savings will be ploughed back in to improve the local network and ease the burden on the public purse. • Take responsibility under devolved statutory powers for the regulation of bus services, in relation to bus service registration in order to establish a truly integrated transport system. The proposed new Transport Infrastructure Forum outlined in Section 6 would take responsibility for leading on and overseeing the development and implementation of the above initiatives, in partnership with Government, LEPs, local planning authorities, local businesses and communities, key stakeholders and transport operators and providers. The outcome would see a radical transformation of transport delivery across the new geography and help introduce substantial financial benefits and improved quality of services through a “Total Transport” approach, which could be replicated to other non-metropolitan areas across the UK. The savings and benefits for local and central government would be significant and reinvested in the transport system in support of economic growth.
6. Proposed Transport and Infrastructure Forum
A new public/private sector Transport and Infrastructure Forum will be established to provide the governance Board on behalf of the Strategic Alliance. The Board
43 Item 4, Appendix (d)
would operate at a strategic level and will not remove the statutory responsibilities of each of the component Local Transport Authorities. However, the Authorities would commit to using the Forum as the single point of contact for strategic discussions with Government and its Agencies on strategic transport provision and priorities. This will cut out multiple, and potentially conflicting, interfaces and conversations through the creation of a locally empowered single entity with reduced bureaucracy.
The Forum would be an integral part of the overarching governance structure for the Strategic Alliance area and provide the leadership, management of priorities and resources and the public accountability for the delivery of integrated transport infrastructure and services. This joined up approach will not only provide significant financial efficiencies (that would be reinvested locally), but will also result in an improved quality of service for the end-user by delivering a truly integrated transport system.
The responsibilities of the Forum will include:
• Overseeing the preparation of a single strategic transport plan for the geography and its delivery, • Setting overall priorities for the area and managing the allocation of available funding, • Providing a single voice and focused point of engagement for all transport and infrastructure related national, regional and local activities across the Alliance area, • Provide a more effective and meaningful way to engage with the Department for Transport, Highways England, Network Rail and transport providers such as the bus industry and train operating companies, • Sharing technical expertise and resources across the Strategic Alliance to assist with technical assessments of schemes and ensure a common approach based on best practice. • Managing and governing any statutory powers devolved from central government for road, bus or rail, • Have an over-arching strategic responsibility for engagement, consultation and dialogue with stakeholders across the Alliance area, and adjoining areas, in relation to their transport infrastructure needs, • Ensuring integration of the transport and infrastructure work stream with the Strategic Alliance policies and initiatives. • Commissioning of technical assessments and investigations to identify needs and to support transport and infrastructure business propositions
The initial composition of the Transport and Infrastructure Forum would include: • Elected Members from each of the Local Transport Authorities, • Board representatives from the Local Enterprise Partnerships, • Representatives from the Local Transport Boards • Department for Communities & Local Government • Department for Transport
44 Item 4, Appendix (d)
• Highways England • Network Rail • Relevant bus and train operator representation • Other representatives as and when required
The Chairman of the Forum would rotate between the Strategic Alliance memberships. However, it would be wholly appropriate if a lead Government Minister was appointed Chairman of the Forum in order to increase its gravitas. The Forum would meet quarterly with work undertaken by a range of technical sub- groups as appropriate. These would be set up on a task-and-finish basis. The Forum would need dedicated funding to ensure it works effectively. Membership of the Forum would be kept under review.
The Forum would provide the robust governance required to take forward transport and infrastructure proposals in the new geography. It would also have the added benefit of achieving: • More effective operation of the strategic and local networks. • More efficient and effective delivery of infrastructure • Better value for money with reduced scheme costs • Improved resilience of the transport system • More effective engagement with DFT and national agencies. • Better collaboration and added value realised through sharing of knowledge and skills. • Accelerated delivery of planned housing growth through new infrastructure and shared teams • Greater long-term certainty encouraging private sector investment in economic growth • A more appropriate form of transport authority which combines strategic focus with local responsiveness.
It is anticipated that the new Transport and Infrastructure Forum would be in fully place by April 2016, dependant on the nature and extent of any devolvement of central government funding and powers, and subject to due process. This would tie in with local and central government budget setting processes. As an initial step the Forum could be established in ‘shadow’ form in autumn 2015 thereby enabling early progress to be made with the delivery of the Strategic Alliance’s ambition.
45
Item 4, Appendix (d)
7. Initial Strategic Priorities and key work streams
The Local Transport Authorities in the Strategic Alliance, together with the LEPs and the Highways England, already have a good understanding of the improvements needed in the locality to support economic growth. These are set out in existing Local Transport Plans (LTPs), Strategic Economic Plans (SEPs), the Road Investment Strategy, the Network Rail Business Plan for the Current Control Period and the National Infrastructure Plan. This evidence base will form the starting point for developing future initiatives and priorities. However, these programmes will not, on their own, provide the connectivity and capacity necessary to enable the economic potential of the Strategic Alliance to be realised.
In order to unlock our growth potential and stimulate the economy, a range of more innovative strategic improvements and interventions is required to address the identified pressures, such as improving access to ports and airports, integrated connectivity and increased capacity at the local level for both roads and public transport and the opportunities on the rail network through the electrification programme and HS2.
Examples of the key targets for investment in the key transport arteries across the Strategic Alliance geography, which will be pursued by the proposed new Transport and Infrastructure Forum are described in the table below. From these themes detailed projects and programmes will cascade as technical work is progressed in order to complement and enhance existing Plans such as LTPs and SEPs: Note: the contents of the following table have not been prioritised at this stage Name Description Existing Proposals Additional Opportunities as Timescale a result of Strategic Alliance A34/A43/A45 Road network Incremental junction Upgrade to motorway 5/10/15/20 Corridor connecting the A14 to improvements at standard (desirable) or years the M4 and on to various locations; A45 expressway standard Southampton. Key Stanwick – Thrapston (minimum). This will include strategic road for the dualling; nebulous adding lane capacity, Northamptonshire proposals to upgrade managed motorway status, Arc and the Science A45 to Expressway priority corridor access, grade Vale. Key north/south standard. separated junctions and economic artery of managed with new national and technology. It will also significant local Investment in include establishing a chain of importance. additional capacity at Charging Points for electric Rail network along key stations (Didcot vehicles along the route. this corridor serves Parkway, Oxford) and multiple markets – between stations long distance freight, required commuter and local services A14 Corridor Major road (TENs Beyond J7-9 widening Upgrade to motorway 5/10/15/20 link) connecting Port now nearly complete standard (desirable) or years of Felixstowe to the and J19 improvement expressway standard Catthorpe currently under (minimum). This will include Interchange at the construction, there are adding lane capacity, junction of the M1 no improvements managed motorway status, and M6 to provide planned for the M1 – priority corridor access, grade important East/West A1 section. separated junctions, all connectivity and movements junction with
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Item 4, Appendix (d)
Name Description Existing Proposals Additional Opportunities as Timescale a result of Strategic Alliance access to markets in M1/M6 (J19) and managed the North and South with new ‘smart’ technology of the UK. including on key feeder routes to major logistics clusters. It will also include establishing a chain of Charging Points for electric vehicles along the route. East West Strategic rail Re-opening of disused Re-open central section of 5/10 years Rail connection from East rail corridor between route between Bedford and Anglia to Central, Oxford and Bletchley, Cambridge and working Southern and upgrading of existing through the Electric Spine Western England. route on to Bedford. and Great Western Served primarily by electrification proposals fairly local services. develop further proposals for use of the route by inter-city and inter-regional passenger and freight services. Great Electrification of Electrification Opportunities arising from 5/10 years Western Great Western Main underway introduction of new train Main Line Line will create service pattern (and Electrification opportunities for new implications for local rail /Crossrail service patterns – stations as part of integrated framed by the transport system) to be introduction of determined Crossrail services in 2017 New New dual carriageway None. The Strategic Alliance would 10/15/20 East/West to ease congestion on use its new Transport and years strategic road the existing Strategic Infrastructure Forum to lead link Road Network, on the commissioning of the connecting particularly the technical assessments and A34 with A34/A43/A45 route deal with the relevant M40 and M1 corridor, improve planning processes, including strategic east/west public engagement and connectivity in the consultation south of the geographic area in order to unlock further development and growth. HS2 New rail line between Current proposals Use the benefits of released 10/15 years London and West concentrate on the capacity to generate a step- Midlands releasing practicalities and give change in passenger train capacity on little strategic insight to service provision and conventional rail use of released capacity connectivity to and within the network. to act as catalyst for Strategic Alliance area, as further growth in the well as an improvement in area and implications freight train capacity. The for the local transport outcome of better system both road and integration and support for rail. growth in the area. Total Transform the Current funding Roll out the total transport 5 years Transport delivery of public secured for pilot project model across the Strategic Project transport across the to study and Alliance area more efficiently area through a demonstrate the and effectively, embracing all holistic approach benefits of a total public and many private based on “place” transport initiative. sector providers of transport rather than transport to create a seamless themes or functional integrated system which
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Item 4, Appendix (d)
Name Description Existing Proposals Additional Opportunities as Timescale a result of Strategic Alliance responsibilities, and provides an improved service will transcend local to the public at a lower cost authority boundaries to the public purse.
Improved Improved road and No specific proposals. Build on the projects above 5/10/15/20 access to rail access to airports and other known projects years airports and and sea-ports serving such as Western Rail Access port the Strategic Alliance to Heathrow to give a step- geography. change in access from the Strategic Alliance area to the range of national airports and sea-ports which serve it. Opportunities to exploit and make better use of more local airports particularly for business travel One Single open data Under-development. Create a critical mass and 5 years Transport platform for sharing single platform with data to encourage technology partners to innovation in service facilitate the development of provision and new products and services by efficiency. innovators that are end user focused. The Strategic Alliance would provide local coordination and knowledge to ensure an accelerated deployment as well as wider national dissemination of benefits. Cycling Comprehensive Ad-hoc proposals with Sharing ideas and best 5/10 years investment in better Oxford receiving practice, economies of scale, facilities for cyclists funding as a Cycle City. joint commissioning and work with health partners to deliver an accelerated programme and wider outcomes. Integrated Integrated mobility Vision has been Opportunity to develop and 5/10/15 Transit system identified for Science implement the initiative years Transit in Oxfordshire across the Strategic Alliance and Northamptonshire area because of close Arc alignment with Northamptonshire Arc Transit and Smart Commuter and other complementary proposals.
In addition to these strategic investments, there will be an ongoing need to fund implementation of further stages of the more localised improvements based on the needs and demands identified in section 3 of this Report. These schemes will include further stages of the Northamptonshire Arc and Science Vale infrastructure, further local roads improvements in Buckinghamshire and continued investment in highway and sustainable transport infrastructure within the county’s main towns to accommodate growth.
It is intended that a number of key work streams should be pursued to enhance our proposal. These cover some of the initial priorities identified above and will give further
48 Item 4, Appendix (d)
confidence to Government that our ‘offer’ is soundly based. It is proposed that these 10 work streams involve the development of the following:
• A single strategic transport plan for the area which sets out the key strategic priorities – both in terms of key corridors and in terms of outputs/outcomes that we need to deliver – and helps to develop our network of major roads. • An initial Business Case for establishing the Revolving Investment Fund, working with Infrastructure UK. • Input to Road Investment Strategy 2 (RIS2) – work over the next 18 months to shape the future specification for RIS2 and building the cases for the A34/A43/A45 and A14 Expressways/Motorways. • Establishing a partnering agreement with the DfT for taking forward the A428/A421 Expressway study. • A vision and outline of an Integrated Transit proposition developing on the Science Transit vision and approach, including an initial investigation of how a single smart ticketing platform might be established. • A shared statement of requirements for future Rail franchising and the next rail High level Output Specification. • A Cycling Investment Framework - including a strategic approach to improve facilities for cyclists targeting the key urban areas and to deliver better health and well-being outcomes through a prevention agenda. • An Innovation Strategy which outlines our intention to be a ‘living laboratory’ - setting out how we will build on the ‘One Transport’ initiative and other activities to create an innovation eco-system that is capable of responding to identified “problems and challenges”; supporting entrepreneurs during early phase development of innovation-led projects through routes such as Innovate UK, the Catapult Centres and Horizon 2020. • Transport Resilience – working with the Department for Transport to develop an integrated approach to the management and operation of networks during extreme weather events. • Strategic engagement – establish regular dialogue and cooperation with adjacent strategic geographies e.g. London, national Government, infrastructure agencies and private sector operators (including new entrants) and investors.
8. Asks of Government
Much of the offer of the Strategic Alliance outlined in Section 5 of this report can be achieved within existing powers and budget envelopes. However, the scope for realising efficiencies and accelerating economic growth will be significantly enhanced through help and support from a range of key stakeholders including Government.
This help and support from Government can manifest itself in numerous ways. In the main the Strategic Alliance requires the endorsement of Government, collaborative support from Central Government Departments and its Agencies, agreement on freedoms and flexibilities that will push the boundaries of a number of innovative
49 Item 4, Appendix (d)
initiatives, consolidation of funding mechanisms and initiatives, initial pump-priming funding and devolution of powers and budgets where appropriate. If this level of support from Government is forthcoming it will be possible for the Strategic Alliance to accelerate delivery of its “offer”. Such an outcome would realise an enhanced economic benefit to the UK economy.
With the above in mind the following list outlines the initial “asks” of Government in the short, medium and long term in order to implement a fundamentally new way of delivering transport infrastructure and services: the experience garnered in this way could be disseminated to other parts of the country as the next generation local authority/private sector governance model for transport infrastructure and services.
• Central Government Departments to be required to work with the Strategic Alliance in order to better understand and develop the various initiatives outlined in Section 5 of this report.
• Central Government to provide the Strategic Alliance with an initial “Pump- Priming” fund of £10m to accelerate the development of individual schemes and proposals to implementation stage.
• Devolution of existing funding streams for transport relevant to the Strategic Alliance geography. In return the Strategic Alliance will work with its key stakeholders and partners to contribute funding in support of any devolved funding in order to significantly enhance the impact of new infrastructure on the economy and growth in an accelerated timescale.
• Work with the Strategic Alliance to identify funding sources to meet the £2bn infrastructure funding gap.
• Consider the establishment of the new Transport and Infrastructure Forum as a formal entity complete with appropriate statutory powers.
• Infrastructure UK and the HCA to work with the Strategic Alliance to develop the business case for a Revolving Infrastructure Fund for implementation of Capital Projects.
• Support for the Strategic Alliance area to produce a single strategic transport plan on a statutory basis.
• Support the principal of the new Transport and Infrastructure Forum forming the basis for a simplification of existing governance arrangements and assuming the role outlined in Section 6.
• Innovate UK to work with the Strategic Alliance to develop bespoke competitions that support the creation of the innovation eco-system, including support for the One Transport project.
50 Item 4, Appendix (d)
• Provide further support for the Total Transport Pilot and closer integration with health services to enable a more joined-up ‘placed-based’ approach to transport provision.
• Agree that the area be a pilot, focused on the A34/A43/A45, for a study to explore the potential benefits of a more integrated approach to network management and operations.
• Ministerial Chairmanship of the new Transport and Infrastructure Forum.
• Support the proposal to define a ‘major road network’ that supports delivery of planned growth and to act as a pilot through the preparation of a single Infrastructure Framework for the future specification of RIS2.
• Promote an independent review of the 1985 Transport Act to ensure that legislation is ‘fit for purpose’ and able to meet current and future requirements.
• Agree that the new Transport and Infrastructure Forum is the single point of contact for engagement with regional and national agencies, such as Highways England and Network Rail, on transport issues in the Strategic Alliance area.
• Work with the Strategic Alliance to establish a new operating model to oversee and manage public transport services in the Strategic Alliance area on a statutory basis.
51 Item 5
25th September 2015
Migration – Report on Asylum Seeker Dispersal and Refugee Resettlement in the East Midlands Report by the Strategic Migration Partnership Board
Summary
This report updates the Executive Board on the latest information in respect of asylum seeker dispersal and refugee resettlement in the East Midlands. Policy announcements are expected imminently and a verbal update will be presented at the Board.
Recommendations
Members of the Executive Board are invited to:
. Note the work of the EMSMP to coordinate responses to the Syrian Resettlement Programme.
. Consider recent Government announcements and their potential impact for local government.
. Note the position regarding asylum seeker dispersal.
52 Item 5
1. Introduction
1.1 Since the early summer media and public interest in the asylum seeker and refugee situation both within the European Union and in refugee camps in the Middle East has been heightened. This culminated in an announcement on 8th September by the Prime Minister to expand the existing Syrian Vulnerable Persons Relocation Scheme to resettle up to 20,000 Syrians in need of protection during this Parliament. Details of the existing scheme have been presented to the Executive Board previously in September 2014 and again in March 2015. Currently there are no local authorities in the East Midlands participating in any Home Office resettlement scheme.
1.2 In February 2015, the General meeting of East Midlands Councils gave its support for the Home Office to write to local authorities in the East Midlands regarding the dispersal of asylum seekers. This has now been actioned by the Home Office.
2. Syrian Vulnerable Persons Resettlement Scheme
2.1 The Syrian Vulnerable Persons Resettlement Scheme (SVPRS) was established in 2014. Details of the new scheme are emerging, however the current scheme is based on need. It prioritises those who cannot be supported effectively in their region of origin; women and children at risk, people in severe need of medical care and survivors of torture and violence. The Home Office work closely with the United Nations High Commission for Refugees (UNHCR) to identify cases that they deem to be in need of resettlement. The details of the existing scheme are attached at appendix 5(a).
2.2 The criteria are set by the UK and then UNHCR identifies and submits potential cases for Home Office consideration. Cases are screened for security and other grounds. Once the screening is complete a full medical assessment is conducted by the International Organisation for Migration (IOM) in the host country. Full details of the case and medical history will be sent to the local authority for assessment of need, including whether suitable accommodation and care are available locally. The local authority will then provide details of estimated costs.
2.3 Subject to eligibility being confirmed the visa process is commenced. On arrival in the UK, arrangements are made for Biometric Residency Permits to be issued with 5 years Humanitarian Protection. This gives access to regular access to employment, welfare benefits and housing entitlements. After the five year period beneficiaries are able to apply for Indefinite Leave to Remain in the UK.
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2.4 Under the current scheme, local authorities receive costs for accommodation, wrap-around support, health, English language tuition and other necessary services for 12 months. The Government has indicated that these costs will be met from the International Development budget.
2.5 The Government further announced on 14th September the appointment of a Minister for Syrian Refugees, Richard Harrington jointly at the Home Office, Department for Communities and Local Government and the Department for International Development. The Home Secretary made a further statement to Parliament on 16th September.
2.6 Regionally, the East Midlands Strategic Migration Partnership has been asked to coordinate local authority responses and to provide a point of contact for officers and members. This includes providing advice and guidance to Councils who are indicating their initial interest in the scheme. The process beyond this initial stage is yet to emerge. As we receive further details we will work with local authorities across the region to support the implementation of the scheme and to advise on potential impact. The East Midlands is represented on the member led LGA Asylum, Refugee and Migration Task Group by Cllr Peter Robinson, Chair of the EMSMP and Lincolnshire County Councillor.
2.7 The LGA task group is made up of regional representation covering all of the English regions, Northern Ireland, Wales and Scotland and focuses upon the issues around the asylum, refugee and migration agenda from a local government perspective. The LGA, via the Task Group, has been involved in discussions with Government and with regions for a long period of time on how to work together to find sustainable solutions that minimise the pressures on local authorities, local communities and vulnerable individuals. The EMSMP and LGA position is that the new arrangements must not result in cost shifts to local government.
2.8 Discussions with individual and groups of local authorities are underway across the East Midlands. A number of councils have indicated their intention to participate whilst others are reserving their position until further details on process and funding are available.
2.9 The EMSMP is involved in ongoing discussions with Government, and are calling for a long term plan for how vulnerable children, families and vulnerable adults will be supported as they move to the UK. We will also continue to push for a commitment from Government to provide full funding to support individuals and families and the public services they will depend upon.
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2.10 Further information and sources of help and advice for local Councils can be found at http://www.emcouncils.gov.uk/Refugee-Resettlement http://www.local.gov.uk/refugees and https://www.gov.uk/government/news/syria-refugees-what-you-can-do-to- help--2
3. Dispersal of Asylum Seekers
3.1 At the end of July 2015 there were 2500 supported asylum seekers in the East Midlands. The East Midlands has put the case for a fairer distribution of asylum seekers across the UK for some time. This was a key issue in the 2014 report on the Impact of International Migration in the East Midlands http://www.emcouncils.gov.uk/write/ImpactOfMigration-6-A4-AW.pdf
3.2 The numbers of asylum seekers and particularly those who are destitute and seeking Home Office accommodation and support are continuing to rise nationally. In order to reduce pressure on existing dispersal areas and the COMPASS contract accommodation providers (G4S in the East Midlands), the Immigration Minister is seeking to widen dispersal beyond the existing dispersal areas nationally. He is seeking the cooperation of local authorities to ensure that the United Kingdom is able to discharge its obligations with regard to the accommodation of those claiming asylum.
3.3 The Asylum and Immigration Act 1999, and its provisions, were implemented with the intention and purpose of ensuring that asylum seekers were dispersed across the UK, and that no one local authority, area, or region became overloaded with those seeking support through the asylum system. The Act makes direct provision for the Secretary of State to provide support for those claiming asylum and to instruct the cooperation and support of local authorities in doing so. The Minister is therefore keen to identify any local authority areas with housing markets that could support asylum dispersal. All Strategic Migration Partnerships have been asked to support the Home Office and local authorities in these discussions. Local authorities in the East Midlands have been asked to participate in these discussions.
4. Recommendations
Members of the Executive Board are invited to:
4.1 Note the work of the EMSMP to coordinate responses to the Syrian Resettlement Programme.
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4.2 Consider recent Government announcements and their potential impact for local government.
4.3 Note the position regarding asylum seeker dispersal.
Cllr Peter Robinson Chairman Strategic Migration Partnership Board
56 Item 5, Appendix (a)
Briefing: Syrian Vulnerable Persons Relocation Scheme
Purpose of this briefing 1. To provide local authorities, networks of local authorities, and their partners, with information on the Syrian Vulnerable Persons Relocation (VPR) scheme to inform local decisions on participation in the scheme.
Background 2. The UN estimates that as of September 2014 10.8 million people are in dire need of humanitarian aid within Syria. At least 6.5 million people in Syria have been forced to flee their homes and there are more than 3 million refugees in neighbouring countries. On 29 January, the Home Secretary made a statement to Parliament outlining the Government’s intention to relocate to the UK some of the most vulnerable Syrian refugees, displaced to neighbouring countries by the ongoing conflict. The Syrian Vulnerable Persons Relocation (VPR) Scheme runs in parallel with the UNHCR's Syria Humanitarian Admission Programme (HAP).
3. The VPR scheme also runs in parallel with the Government’s existing refugee resettlement programme – Gateway – which is run in collaboration with UNHCR and a number of local authorities. However, those people relocated to the UK under the new scheme are in addition to those the UK resettles each year through Gateway. We are therefore seeking additional local authorities, including from the Devolved Administrations, to participate in the VPR scheme. Local authority participation is critical to successful implementation of the scheme and we would welcome the opportunity to discuss participation in the scheme further with interested authorities.
4. The current Gateway and Syrian VPR programmes in the UK are run in partnership with local authorities and the voluntary sector. To learn more about current resettlement programmes (in the UK and across Europe), best practice and guides to the set up of new programmes can be found on the website www.resettlement.eu or see the Gateway Protection Programme Good Practice Guide (link: http://www.refugeecouncil.org.uk/assets/0002/5053/Gateway_good_practic e_guide_sept_2008.pdf)
5. The full text of the Home Secretary’s statement to Parliament on the VPR scheme can be found at: http://www.publications.parliament.uk/pa/cm201314/cmhansrd/cm140129/deb text/140129-0001.htm#14012951000001
57 Item 5, Appendix (a)
Numbers and Flow 6. The scheme is based on need rather than being designed to meet a quota. However, we predict that it will support several hundred people over a three year period. Our intention is to relocate 2-3 families (10-15 people) per month, with around 150 people arriving by the end of financial year 2014-15. The first group arrived in March 2014 and groups have been arriving on a regular basis since then.
7. Individuals identified by UNHCR are allowed to bring their immediate family with them. This is limited to one spouse / partner (who must be over 18) and their minor dependant children (under 18 and not living an independent life). There is no provision to allow applicants to bring over-age dependant relatives unless they also meet the vulnerability criteria in their own right or the Home Office is satisfied that there is an existing dependency.
8. Generally, families will comprise of between 4-6 people (inclusive of the main applicant).
Profile of arrivals 9. The VPR scheme prioritises help for survivors of torture and violence, women and children at risk, and those in need of medical care. We work with UNCHR to identify suitable cases.
10. Medical reports are produced by the International Organisation for Migration (IOM) in advance of arrival. Attached at Annex A is the process agreed between the Home Office, Department of Health and NHS England for reviewing cases with specific medical needs (there is a separate document for cases that are to be relocated to Scotland). Following this assessment, and the consideration of broader needs, local authorities confirm with the Home Office whether or not they are able to accept specific cases (see process map at Annex B).
11. All applicants (including accompanying family members) are subject to the usual immigration checks and screening prior to a visa being granted. Those with a criminal past or links to war crimes or extremism are excluded from the scheme.
12. Those who are accepted under the VPR Scheme are granted humanitarian protection giving them leave to remain for 5 years with full access to employment and public funds and rights to family reunion comparable to refugees. They are required to enrol their biometrics in order that a Biometric Residence Permit can be issued to them. At the end of the 5 years, if they have not been able to return to Syria, they may be eligible to apply for settlement in the UK. Settlement may be refused if the person is convicted of a criminal offence during their leave and will be refused if they pose a danger to the public, or to national security. Leave to remain can also be curtailed if such evidence comes to light during the initial 5
58 Item 5, Appendix (a)
year period. Settlement can be revoked if evidence emerges after it has been granted.
The role of local authorities in this scheme 13. Local authorities who choose to participate in the scheme take the lead in working with other key local partners to ensure that arrivals are provided with suitable accommodation and the specific needs of these vulnerable individuals are met. This includes securing the prior sign up of local partners; for health the Clinical Commissioning Group and local NHS England Area Team (NHS Board in Scotland) and through them primary and secondary healthcare providers; and education and housing providers. Some VPR providers commission the voluntary sector to deliver orientation services whilst others deliver this in-house. Consideration will also need to be given to bringing in specialist support providers subject to individuals’ specific requirements.
14. In advance of the first arrivals to a local authority area, the Home Office will also arrange for local authorities and their partners to receive a briefing from the Office for Security and Counter-Terrorism’s Prevent Unit and other regional and local Prevent leads, such as police Prevent officers and Higher and Further Education Regional Prevent Co-ordinators. Whilst individuals relocated under the scheme are screened both by the UNHCR and the Home Office, it may be the case that the stories of what they have witnessed encourage others to, for example, travel to Syria. This briefing is therefore intended to raise awareness of potential signs of radicalisation and to inform local authorities and their partners of the channels to report any concerns or to seek advice.
Central government funding 15. As with the Gateway Refugee Resettlement programme, central Government will meet the costs of the arrivals in terms of orientation support, health and education costs for the first year from arrival. Staffing costs to cover administration of the scheme will also be met.
Overall measures to be covered by central government funding: 16. Central government funding will cover a range of measures to assist the support and orientation of this group. The list below provides an indication of the kind of funding that we envisage being provided, based on agreements made with local authorities who are already participating in the scheme and those who accept new arrivals under the Refugee Gateway programme:
• Reception and ground travel costs to the receiving area • The actual costs of up to two months void costs when securing accommodation plus the actual cost of adapting and furnishing properties where necessary • One-off cash and clothing allowance for new arrivals of £200 per person paid in advance of receipt of mainstream benefits
59 Item 5, Appendix (a)
• £600 per head for primary care costs plus first year secondary health care costs including any specialist services that are necessary. (The £600 per head primary care allocation is to be reviewed given the different profile of those relocated under the VPR scheme.) • £4,500 per head for education costs for 5-18 year olds (£2,250 for ages 3-5) plus any first year costs for specialist educational support which may be required • Where necessary, first year adult and child social care costs as incurred • Actual costs of providing one year’s orientation support (see Annex C for the statement of requirements for orientation support) including provision of English for Speakers of Other Languages (ESOL) provision.
17. Particularly given the specific requirements of this group, this list is not definitive and is open to negotiation if local authorities consider there are other elements not covered here that would require funding in order to administer an orientation programme of this kind.
18. We ask participating local authorities, in consultation with other statutory and voluntary bodies in their area, to assess how much an orientation package would cost. We recognise that the final figure may fluctuate between differing authorities due to local circumstances which may increase or decrease costs.
Other practical arrangements 19. We invite local authorities who are interested in participating in this scheme to provide a number as to how many individuals / families they would be willing to accommodate. The agreements made with local authorities will stipulate how many individuals they will take, and over what period. There is no minimum on how many individuals a local authority can pledge to accommodate, but we recognise that it may not be cost effective for local authorities unless they receive a certain number. Some local authorities may wish to consider participating in the scheme jointly with one or more neighbouring local authorities. Advice on this approach can be provided.
20. We will work with local authorities to agree a process of how referrals are made to them. But our assumption is that local authorities will be given a minimum of 4 weeks notice of new arrivals and longer for any cases with complex care needs.
21. Any local authority interested in participating in the scheme should make contact with the implementation team so we can discuss with you how the scheme could be implemented in your area.
Syrian Vulnerable Persons Relocation Scheme Implementation Project Team [email protected] October 2014
60 Item 5, Appendix (a), Annex A
Annex A
Syrian Vulnerable Persons Relocation Scheme
Identifying and Agreeing Medical Costs – process
• Home Office (HO) receive referrals from UNHCR. Seek full medical assessment from IOM for majority of cases immediately upon receipt.
• Following receipt of medical assessments, HO forwards to the relevant local authority who cascade to the Clinical Commissioning Group (CCG) and NHS Area Team (AT)*. The HO will also send a summary list of cases, and any specific medical conditions, to a named contact at Department of Health (DH).
• CCG/AT identify within 2 weeks those cases likely to exceed the £25,000 limit and alert DH and HO named contacts of these cases.
• CCG and AT simultaneously conduct locally assured assessment/costing. The CCG will submit these agreed costings to the local authority (or lead local delivery agency)/HO/DH/NHS England (NHSE) national team. They will also advise whether there is any health reason why particular cases may be difficult to accommodate locally.
• DH/HO submit those cases exceeding £25,000 for Ministerial clearance, with a target of securing clearance/response within 2 weeks. DH/HO officials should discuss advice in advance of submitting to Ministers.
• Where cases cannot for legitimate reasons received the required medical treatment in the identified locality, the case should be referred back to the HO with an explanation. NHSE will inform HO of where such specialist treatment can be provided. If this is an area already covered by the scheme, or an area with which discussions about participation in the scheme are well-progressed, HO will approach these areas about supporting the specific case.
• HO to make the final decision on cases referred, and provide confirmation on which refugees will be re-locating to the local area to the CCG/AT and lead provider.
*The local authority should confirm with the Home Office the details of their NHS England Area Team contacts.
A similar approach will be followed if specific social care costs are identified via the pre-travel assessment.
61 Item 5, Appendix (a), Annex b
62 Item 6
Executive Board Meeting 25th September 2015
Midland Mainline Electrification & High Speed 2
Summary
This report updates Members on efforts to expedite the delivery of Midland Main Line Electrification which will culminate with a meeting for the Secretary of State and the Chair of Network Rail on the 4th November 2015.
It also update members on the work of the HS2 Strategic Board and seeks endorsement of work taken forward to date and future proposals.
Recommendations
Members of Executive Board are invited to:
. Endorse efforts to expedite the electrification of the Midland Main Line set out under Section 2 of the this report.
. Agree EMC representation at the meeting with the Secretary of State and the Chair of Network Rail on the 4th November 2015.
. Endorse the work of the HS2 Strategic Board set out in Section 3 of this report.
63 Item 6
1. Background
1.1 This report updates Members on efforts to expedite the delivery of Midland Main Line Electrification which will culminate with a meeting for the Secretary of State and the Chair of Network Rail on the 4th November 2015. It also update members on the work of the HS2 Strategic Board and seeks endorsement of work taken forward to date and future proposals of the Board.
2. Midland Main Line Electrification
2.1 In July 2012 the then Secretary of State for Transport, Justine Greening MP, gave the go-head for the upgrade and electrification of the Midland Main Line between Bedford and Sheffield. The announcement followed a long campaign by councils, MPs and business leaders stretching back decades and latterly led by EMC.
2.2 However in July 2015, just as full implementation was about to start, the scheme was ‘paused’ by the Secretary of State due to concerns about the deliverability of the CP5 investment programme (2014-19), in part resulting from escalating costs on the existing Great Western electrification scheme (which nevertheless will be fully implemented). The pause also covered the proposed Trans-Pennine electrification scheme and development of the ‘Electric Spine’ freight route.
2.3 The new Chairman of Network Rail (Sir Peter Hendy)has been asked undertake a review of the CP5 programme before deciding if any of these schemes should implemented. The report should completed by the end of 2015. Informal feedback suggested that whilst the Midland Main Line scheme has the strongest technical case and is the most deliverable in the short term, it lacks the political momentum of the others.
2.4 Following unanimous support for a motion in support of expediting Midland Main Line electrification at the EMC AGM in July 2015 , EMC has worked with partners to undertake the following:
. Co-ordinated a joint letter from council leaders and LEPs (appendix 6(a)). . Worked with LEPs and EMCC to issue a joint press release (appendix 6(b)). . Organised a ‘summit meeting’ for MPs, council leaders and business representatives at the House of Commons (16th September 2015) in the run up to the party conferences. . Secured a meeting with the Secretary of State and Sir Peter Hendy (4th November 2015).
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2.5 The meeting of the 4th November will probably represent the last opportunity to influence the Government’s decision. To press the case from an EMC perspective, the following representatives have been suggested:
. Cllr Anne Western (Derbyshire CC) . Cllr Nick Rushton (Leicestershire CC) . Cllr Ranjit Banwait (Derby City Council)
2.6 In addition, representing wider interests, it is also proposed to include:
. Cllr Julie Dore (Sheffield City Council) . Peter Richardson (D2N2 LEP) . Brian Binley (Northamptonshire Enterprise Partnership) . East Midlands Chamber of Commerce (tbc)
3. Update on HS2
3.1 Following the work to secure a regional consensus on the location of a Hub Station serving the East Midlands, the East Midlands HS2 Strategic Board chaired by Cllr Jon Collins has focused on:
. Priorities for connectivity from surrounding areas and cities to the Hub station via a range of modes, setting agenda for future engagement with HS2 Ltd and Government leading to the development of a ‘hybrid bill’.
. Establishing a robust policy framework for securing economic development associated with the Hub-station in the immediate vicinity and wider area.
3.2 At the Strategic Board meeting of the 14th of July 2015, Chairman of HS2 Ltd Sir David Higgins confirmed his support for Toton as the hub station for the East Midlands. The meeting further considered initial thinking on a range of options for connectivity to the Hub Station by road, rail, tram, bus, cycling and walking, and emerging work on developing a masterplan for land around the station.
3.3 The Strategic Board meeting of the 9th of September 2015 considered the implications of connectivity proposals on the design of the Hub Station and set out a number of design principles that could form a basis of the submission to HS2 Ltd (who are proposing to ‘freeze’ the station design for costing purposes in January 2016). The meeting also considered the scope for further technical work to develop connectivity proposals into fully defined and appraised scheme supported by credible funding and delivery mechanisms.
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3.4 The barrier for making further rapid progress is lack of revenue resources. The West Midlands (as a Phase 1 area) has benefited from substantial Government support (£2.5 million) to develop a comprehensive HS2 Growth Strategy. The Government has made it clear that similar support for the East Midlands will not be forthcoming until the Secretary of State makes a substantive decision on Phase 2 – expected later this year. However, BIS local has made available a limited amount of in-kind technical support to help develop the scope of what would be required – should Government funding become available in the Autumn Statement. In the meantime, proposals for developing a locally generated funding pot are also being explored.
3.5 Future meetings of the HS2 Strategic Board are as follows:
. 14th October 2015 – 10.00am-12 noon . 25th November 2015 – 10.00am-12 noon . 15th January 2016 – 10.00am-12 noon . 24th February 2016 – 2.00pm-4.00pm
3.6 EMC is continuing to work with representatives from South Yorkshire, Leeds and beyond to continue to make the case for the Eastern Leg of HS2 as a whole through the HS2 East Partnership, co-chaired by Cllr Jon Collins. The next meeting of HS2 East will take place on the 1st October 2015 in Leeds.
4. Recommendations
Members of the Executive Board are invited to:
4.1 Endorse efforts to expedite the electrification of the Midland Main Line set out under Section 2 of the this report.
4.2 Agree EMC representation at the meeting with the Secretary of State and the Chair of Network Rail on the 4th November 2015.
4.3 Endorse the work of the HS2 Strategic Board set out in Section 3 of this report.
Andrew Pritchard Director of Policy & Infrastructure
66 Item 6, Appendix (a)
24th August 2015
Rt Hon Patrick McLoughlin MP Secretary of State for Transport Department for Transport Great Minster House 33 Horseferry Road London SW1P 4DR
Dear Patrick
MIDLAND MAIN LINE ELECTRIFICATION
We would like to thank you and Sir Peter Hendy for agreeing to meet with a number of us on 4 November 2015, to discuss the ‘pause’ in the Midland Main Line Electrification (MMLE) project.
In advance of the meeting, we thought it would be helpful to highlight a number of issues for further discussion on the day.
. Deliverability - A considerable amount of preparatory investment has already been made on the MMLE scheme, including design work and the rebuilding of a number of bridges, to the point at which full implementation was about to commence. Not only is it important that the value of this investment is not lost, we understand that other proposed electrification projects have not been developed to the same level of readiness; nor indeed have a number of other major schemes in the previously agreed CP5 investment programme.
. Cost inflation - It is clear from independent research we have commissioned that even a small delay in the implementation of MMLE could have a serious impact on costs. You will already be aware of similar precedents, when delays in implementation have resulted in significant cost increases for major transport schemes which might otherwise have been avoided.
. Rolling Stock Procurement – The current fleet of diesel HSTs operating on the MML will need replacing by 2019 at latest. Prolonged uncertainty over the timescales for electrification will make the procurement of rolling stock more challenging and potentially limit the choices available to the future franchise holder. The unintended consequence of delay could be the procurement of diesel-only rolling stock, which would be a backward step for the East Midlands and Government’s aspiration, for both a modern low carbon economy and reduced railway running costs.
. Adding Value to HS2 - You will be aware of the very real strides which councils, LEPs and business leaders have made in the East Midlands to secure a strong consensus in support of HS2, and in particular for a Hub Station serving the East Midlands located at Toton.
67 Item 6, Appendix (a)
Electrification of the MML is a key element of our approach to HS2, both in terms of improving southbound services from Leicester but also in significantly widening the potential reach of HS2 to Birmingham and the north from across the East Midlands, through the establishment of classic compatible services.
Finally, you will also be aware of the joint work we are taking forward with colleagues in the West Midlands to develop the Midlands Connect initiative and the emerging Midlands Engine for Growth concept. The electrification of the MML is a key element of Midlands Connect and is critical to the delivery of a modern, cost-effective and reliable transport system serving the economy of the Midlands.
We look forward to meeting with you and Sir Peter on 4 November 2015, for what we hope will be a positive discussion.
Yours sincerely
Cllr Jon Collins Elizabeth J Fothergill CBE Leader of Nottingham City Council President, East Midlands Chamber Vice-Chair of East Midlands Councils (Derbyshire, Nottinghamshire, Leicestershire)
Peter Richardson Nick Pulley Chair of D2N2 LEP Chair of Leicester & Leicestershire LEP
Cllr Martin Hill OBE Leader of Lincolnshire County Council Sir Peter Soulsby Chair of East Midlands Councils Mayor of Leicester
Cllr Ranjit Banwait Cllr Anne Western Leader of Derby City Council Leader of Derbyshire County Council
68 Item 6, Appendix (a)
Cllr Alan Rhodes Cllr Roger Begy OBE Leader of Nottinghamshire County Council Leader of Rutland County Council
Cllr Jim Harker OBE Cllr Nicholas Rushton Leader of Northamptonshire County Council Leader of Leicestershire County Council
John Markham Chair of Northamptonshire Enterprise Partnership
CC The Rt Hon George Osborne MP, Chancellor of the Exchequer The Rt Hon Nicky Morgan MP (Loughborough) Sir Peter Hendy CBE, Chairman of Network Rail Sir David Higgins, Executive Chairman of HS2
69 Item 6, Appendix (b)
Media Release
18 September 2015
Fighting for ‘go ahead’ on Midland Main Line electrification scheme
Business and council leaders in the East Midlands are to press local MPs and Government ministers for assurances that the ‘paused’ Midland Main Line (MML) electrification scheme will go ahead – arguing that it should take priority over other rail upgrade schemes currently on hold.
The then Transport Secretary, Justine Greening MP, announced the electrification of the MML from Bedford to Nottingham, Sheffield, and between Kettering and Corby, in July 2012. Network Rail said electrification would mean faster, more reliable journeys and reduced running costs.
But in June, Transport Secretary Patrick McLoughlin, who is also MP for Derbyshire Dales, announced there would be a “pause” in the plan, pending a spending review of it (and the wider Network Rail business plan for 2014-19) by new Network Rail Chairman Sir Peter Hendy. His report is due out this autumn.
A delegation of leaders from businesses and local authorities in the East Midlands will ask regional MPs for their support at a meeting at the House of Commons on 16 September, ahead of a final meeting with Mr McLoughlin and Sir Peter in November.
The group is seeking assurances from Government about the future of the project. Among the arguments put forward in a joint letter to the Transport Secretary, and to be discussed with him and Sir Peter in November, are that:
• The investment and effort already put into preparing the way for the MML electrification, through rail works such as bridge rebuilding, makes it a more certain proposition than other proposed electrification schemes, such as the TransPennine route between Leeds and Manchester, also currently ‘paused’.
• Even a small delay on the MML electrification project could cause significant cost increases – the opposite of what the Government wants – with the rise in cost of London’s Crossrail project cited as an example.
• Uncertainty over the project’s future creates difficulties for the service franchise-holder when procuring replacement rolling stock for its current fleet of diesel high speed trains, which must be replaced by 2019 at the latest. A delayed decision could limit available procurement choices, with the possibility of the franchise-holder having to go with a diesel-only rolling stock, which would be a backward step for the East Midlands’ low
70 Item 6, Appendix (b)
carbon economy aspirations and for reducing rail costs (its estimated electrification could save £60m a year on rolling stock running costs).
• Electrification is a key element in business and political leaders’ approach to building a ‘Midlands Engine for Growth’ and regional support for HS2, in terms of increasing connectivity. It is argued that councils, Local Enterprise Partnerships and business have made real strides in building a consensus on these two fronts, particularly in joint support of an HS2 Hub Station at Toton, and want to be sure this will be taken into consideration as part of Sir Peter Hendy’s review and the Secretary of State’s decision.
Chris Hobson, Director of Policy at the East Midlands Chamber, said: “Businesses in the East Midlands were disappointed and frustrated with the decision to pause the planned electrification of the Midland Main Line and welcome the opportunity to meet with the Transport Secretary and Chairman of Network Rail to discuss why this project should take priority over other schemes in Network Rail’s future plans.
“For the past two decades, there has been huge investment in other routes, yet the Midland Main Line has been starved of investment, in spite of the fact that the route serves one of the fastest-growing areas in England, which has generated much of the economic growth needed to drive the UK’s economy away from recession and created more jobs than any other region.
“The electrification of the Midlands Main Line is critical to the delivery of a modern, cost effective and reliable transport system serving the economy of the East Midlands and should proceed without delay.”
Peter Richardson, Chairman of the D2N2 Local Enterprise Partnership, said: “The Midland Mainline electrification project needs to be kept on track. It’s a key part of the infrastructure we will be relying on to drive forward our plans for the ‘Midlands Engine’ and our support for HS2 in the region.
“Business, political leaders and the LEPs here are united in not wanting to see the excellent preparatory work done so far go to waste. We will be making that very clear in our forthcoming meetings.”
Cllr Jon Collins, Chair of the East Midlands HS2 Strategic Board and Vice Chair of East Midlands Councils said: “We were able to generate cross-party support for electrification in the run-up to the Governments original decision to support the scheme back in 2012. We now need mobilise the same level of support to make sure that it is delivered as soon as possible. Electrification is vital to the long term competitiveness of local economies across the East Midlands and to the delivery of the ‘Midlands Engine’ initiative. All that further delay will do is increase costs and undermine business confidence in the Government's ability to deliver key infrastructure projects.”
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71 Item 7
Executive Board Meeting 25th September 2015
An Update on Midlands Connect & Midlands Engine
Summary
This report updates Members on work to develop the Midlands Connect proposition, including proposed new Governance arrangements and links to the emerging ‘Midlands Engine’ initiative.
Recommendations
Members of Executive Board are invited to:
. Endorse the emerging Midlands Connect work programme set out in Appendix 7(a) subject to any agreed amendments.
. Endorse the emerging governance arrangements for Midlands Connect set out on Appendix 7(b) subject to any agreed amendments.
. Nominate three Members of the Executive Board to the proposed Midlands Connect Strategic Board.
. Endorse proposals to actively explore the establishment of ‘Transport for the Midlands’ and the potential for East Midlands rail devolution.
. Note progress on the Midlands Engine concept.
72 Item 7
1. Background
1.1 This report updates Members on work to develop the Midlands Connect proposition and links to the emerging ‘Midlands Engine’ initiative launched by the Chancellor of the Exchequer on the 1st June 2015.
2. Emerging ‘Midlands Connect’ Proposition
2.1 Midlands Connect arose initially from a partnership of LEPs and the Integrated Transport Authority in the West Midlands, but has been widened to include a number of East Midlands LEPs. The focus has been on making the case for strategic road and rail investment post 2020, in particular to improve east-west connectivity, and the delivery of HS2 in order to boost productivity and create additional economic growth by improving connectivity between places across the Midlands and with international gateways.
2.2 Technical work undertaken by Atkins for Midlands Connect has highlighted the potential for very substantial economic benefits to be delivered by reducing ‘generalised journey times’ (GJT) between key centres by rail and via the Strategic Road Network (SRN) managed by Highways England. Whilst impacts are theoretical and undeliverable in their entirety, the analysis does indicate the potential size of the economic prize on offer by improving connectivity across the Midlands. In order to identify the linkages that can deliver the greatest impacts, Atkins have used the priorities set out in the relevant LEP Strategic Economic Plans and national data on road and rail movements to identify four ‘Economic Hubs’ and six ‘Intensive Growth Corridors’ across the Midlands.
2.3 Three further work-streams are now nearing completion to develop the Midlands Connect proposition:
. Corridors and Hubs Study - which will look to define key objectives for each corridor based on evidence. A series of workshops during June and July, including two in Derby and one Leicester, to capture the views of local stakeholders. . Business Survey – to gain a better understanding of trading relationships and supply chains across the Midlands and their impact on the transport network, which has been developed with the support of the chambers of commerce. . Communications - working with a number of LEP communication officers to develop a clear narrative.
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2.4 To date, work on Midlands Connect has been delivered with support from in-kind contributions from councils and modest cash contributions from Local Enterprise Partnerships. However in the July 2015 Summer Budget, the Chancellor made available £5 million of revenue support over a 2 year period to accelerate work on Midlands Connect.
2.5 EMC has been working closely with the West Midlands ITA and Department for Transport officials to develop a work programme and governance structure to make the most effective use of these resources. The outline work programme is set out in Appendix 7(a). It follows the broad structure of the work on Midland Connect to date, underpinned by the establishment of a new integrated client team, and comprises the following work streams:
. HS2 Readiness . Strategic Hubs . Strategic Corridors . International Gateways and Freight . Smart Connectivity . Strategy Integration
2.6 The proposed governance structure is set out in Appendix 7(b). Of key importance is the establishment of:
. Midlands Connect Strategic Board - to comprise an Independent Chair, 6 Local Transport Authority leaders (3EM/3WM), 4 LEP Chairs (2EM/2WM), the Secretary of State for Transport and senior representatives from Network Rail, Highways England and HS2 Ltd.
. Midlands Connect Partnership Board - to comprise 26 LTA Leaders and 11 LEP Chairs.
2.7 Both the proposed work programme and governance arrangements will be discussed by all 11 LEP Chairs on 22nd September 2015 in Birmingham, and all 26 LTA Leaders on 2st October 2015 in Derby. The agreed arrangements will be publicly launched on the 22nd October (am) at the Derby Roundhouse with the Transport Secretary Patrick Mcloughlin MP and the Chairman of HS2 Ltd Sir David Higgins in attendance.
2.8 As well as commenting on the proposed arrangements, the Executive Board is asked to consider nominations to the 3 East Midlands LTA places on the proposed Midlands Connect Strategic Board.
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3. ‘Transport for the Midlands’ and the potential for rail devolution
3.1 The Government is committed to bringing forward legislation to enable the statutory designation of Sub-National Transport Bodies, to develop a transport strategy and provide advice to Government and its agencies on transport priorities. The proposed legislation is clearly aimed initially at giving a statutory basis for ‘Transport for the North’, but will be written in such a way that will also allow similar bodies to be designated covering other areas – including the Midlands.
3.2 A meeting of East Midlands transport portfolio holders chaired by Cllr Jon Collins took place on the 31st of July 2015 to consider the potential for the current Midlands Connect partnership to evolve into ‘Transport for the Midlands’.
3.3 There was a consensus that this potential should be actively explored, but that a key challenge would be governance, given the number of LTAs and LEPs covering the Midlands. The following options were highlighted.
. Using the governance arrangements currently proposed for Midlands Connect set out in Appendix 7(b).
. Developing a governance structure that includes all LTAs and LEPs in a decision making role.
. Developing a governance structure based around emerging Combined Authorities and ‘metro mayors’.
3.4 The meeting also considered the potential for the East Midlands LTAs taking a greater role in the specification and management of the East Midlands Rail Franchise, based on the emerging model developed in the West Midlands. Again there was a consensus that this option should be actively explored as long as (in line with the West Midlands model), no revenue risk to councils was involved. The Executive Board is therefore asked to authorise further work to develop more detailed proposals for consideration at a future meeting.
4. Midlands Engine for Growth
4.1 The Chancellor of the Exchequer made his first major speech after the general election in Derby on the 1st June 2015 to launch the concept of a
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‘Midlands Engine for Growth’. (full speech available here). The Chancellor emphasised the strengths of the Midlands economy in terms of advanced manufacturing, transport equipment and research, and the importance of improving transport infrastructure to further boost growth, including through HS2.
4.2 It is clear that a ‘Midlands Engine’ is seen at a counterpart to the ‘Northern Powerhouse’, and has the potential to secure greater investment and devolutionary powers to the Midlands, providing a strong economic rationale can be developed. There is clear complementarity with the Midlands Connect initiative which provides the provides the transport component of the initiative, but further work is required on the skills and innovation themes.
4.3 In order to drive forward the Midlands Engine concept, GBSLEP and D2N2 LEP on behalf of the 11 Midlands LEPs have been charged with developing a ‘prospectus’ setting out the Midlands offer and providing a context within which Midlands Engine can be taken forward. It is proposed to launch the prospectus with the BIS Secretary Savid Jarvid MP in Birmingham in December 2015. Further details are set out in Appendix 7(c).
5. Recommendations
Members of the Executive Board are invited to:
5.1 Endorse the emerging Midlands Connect Work Programme set out in Appendix 7(a) subject to any agreed amendments.
5.2 Endorse the emerging Governance arrangements for Midlands Connect set out in Appendix 7(b) subject to any agreed amendments.
5.3 Nominate three Members of the Executive Board to the proposed Midlands Connect Strategic Board.
5.4 Endorse proposals to actively explore the establishment of ‘Transport of the Midlands’ and the potential for East Midlands rail devolution.
5.5 Note progress on the Midlands Engine concept.
Andrew Pritchard Director of Policy & Infrastructure
76 Item 7, Appendix (b) PROPOSED MIDLANDS CONNECT GOVERNANCE
MIDLANDS CONNECT PARTNERSHIP STRATEGIC BOARD ADVISORY BOARD
PROGRAMME STEERING GROUP
TECHNICAL PROJECT TEAM ADVISORY GROUP DRAFT v.1.3 84 Item 7, Appendix (b)
MIDLANDS CONNECT PARTNERSHIP ADVISORY PROGRAMME STEERING TECHNICAL ADVISORY GROUP PROJECT TEAM STRATEGIC BOARD BOARD GROUP
4 LTA Transport Directors All LTAs at Member Level Independent Chair* 2 LEPs Midlands Connect Project All LEP Chairs Technical officers from All Minister 2 Chambers Team Officers LTAs & LEPs 3 East LTA Leaders* 2 Airports Freight Transport Association 3 West LTA Leaders* i. To develop, NR. HE, HS2Ltd and DfT 4 LEPs (2 East/2 West) implement and Programme Director HS2 Ltd i. Provide strategic i. Provides advice and monitor delivery of Network Rail (NR) guidance to the technical expertise to the MC programme Highways England (HE) Strategic Board and the Project Team. of works. DfT secure a single voice i. Provide expertise and Steering Group Chair approach to the ii. This Group will also ii. To respond to any recommendations to MC Programme Director Midlands Connect provide briefings to requests for the Midlands Connect Partnership. leaders/Chief Execs as guidance/delivery Strategic Board. *voting members required. put forward by the ii. Nominate Strategic Board and ii. Co-ordinate and representatives to sit iii. This group will meet Steering Group as oversee the delivery of on the Strategic monthly deemed necessary Board and the Midlands Connect programme i. Providing leadership Programme Steering iii. To ensure alignment and accountability to Group. with key policies and iii. To capitalise on any the Midlands Connect programmes across business and partnership. iii. Screening wider the Midlands. environments regeneration opportunities available ii. Financially ensuring alignment iv. To develop a to support the delivery accountable. with other Strategic Communications & of Midlands Connect agendas e.g. Stakeholder iii. Maximise visibility of Midlands Engine Management Plan f MC at national and iv. Be the main point of engagement in relation international levels iv. This Board will v. To review any to strategic issues for receive papers, opportunities for relevant Government iv. Receives reports, reports for additional funding to Departments and papers and information. support the Midlands delivery agencies such recommendations Connect programme from the Steering v. This Board will meet as Network Rail, Group 6- monthly Highways England and HS2 Ltd. v. This Board will meet quarterly v. This group will meet bi-monthly 85 DRAFTv.1.4 Item 7, Appendix (c)
Building the Midlands Engine Prospectus
Introduction
1. This paper provides a brief introduction to the Midlands Engine concept and proposes the immediate next steps leading up to the development of a prospectus for the Midlands region.
2. The prospectus will outline the manner in which the East and West Midlands’ local authorities, LEPs and businesses will cooperate to stimulate greater economic growth in the region.
3. The aim is to launch this prospectus at a Midlands Engine summit in Birmingham, led by Sajid Javid MP, Secretary of State for BIS. This summit is currently targeted for the end of this calendar year.
4. Feedback on the proposed approach and volunteers for involvement in the next steps are welcomed at this stage.
Background
5. The Midlands Engine is an emerging concept for greater economic growth that was triggered by the Government’s pre-election announcements linked to a Midlands Economic Plan. This plan sets out six aims that are listed in Annex 1. It covered: raising the long-term growth rate; creating 300,000 extra jobs; putting skills at the heart of the economic revival; delivering £5.2 billion of investment into new transport infrastructure; backing science and innovation in the Midlands; and improving the quality of life through regeneration and investment.
6. More recently, in a speech in Derby in June 2015, the Chancellor set out his vision for how the new Government would work with the people of the Midlands. His key messages regarding “how do we build this Midlands Engine” are contained in Annex 2 and covered the need: for an economy that works; to build on our strengths (highlighting business, science, enterprise zones and transport links); for people of the Midlands to have the right skills for jobs; and for people to keep more of the money that they earn.
7. The Chancellor also said he wanted there “to be a plan that hands power back to the people of the Midlands” and that he wanted “to see over the course of this parliament, over the next five years, a radical shift of power away from Whitehall and back into the hands of local people” on the back of “a new City Devolution Bill”. “Local leaders, local communities” were requested “to decide what they are interested in taking part in, and how far they want to go in this new revolution in city government.” This clearly links the Midlands Engine concept to the work that is being undertaken around Combined Authorities in the Midlands and the new powers these may bring.
8. The East and West Midlands LEP Chairs met with BIS and CLG ministers, Anna Soubry and Marcus Jones, on 24 June 2015. The aim was to review the Midlands Engine vision and to discuss developing a joint position. The desire of LEPs across the Midlands to work together to deliver the Midlands Engine was stressed.
9. The LEP Chairs evidenced work that was already going on related to transport (through Midlands Connect), the collaboration of the M6 Universities (to specifically develop the
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Energy Research Accelerator), and support to business (based on a possible Midlands- wide access to finance programme). These areas were seen by LEPs as being in step with the Northern Powerhouse concept.
10. The idea of a growth “commission” to explore the economic potential of the Midlands Engine was raised during the meeting. The ministers were warm to the idea and were encouraged to include this in the up-coming emergency Budget. However, the growth commission was not expressly mentioned in the Budget.
11. Subsequently, Sajid Javid as Secretary of State for BIS, has added his support to the Midlands Engine. In a recent Birmingham Post article, he vowed to champion it. This will provide helpful balance to the Chancellor’s support to the Northern Powerhouse.
12. As a follow up to this, the Secretary of State has asked for a summit to take place in Birmingham to “launch” the Midlands Engine based around a set of proposals and principles. The concept of a prospectus for the Midlands Engine has emerged from this proposal.
13. Recently, the LA Leaders of Birmingham and Nottingham have written to Sajid Javid under the Midlands Connect “banner” to request a discussion as to how this may play more into the Midlands Engine delivery.
What is the Midlands Engine?
14. The Midlands Engine will be the basis of pan-regional working aimed at promoting opportunities with the region and creating greater economic growth from this activity.
15. The Midlands Engine will be a collaborative framework that focuses on some key issues that will encourage private sector growth alongside the growth plans of LEPs and combined authorities and other areas.
16. The Midlands Engine will embrace activities undertaken by the LEPs, Local Authorities and others.
17. Key points to consider are:
• The core building blocks of economic development are the LEPs, driven by the jointly (public and private sector) agreed Strategic Economic Plans (SEPs) and investment plans/deals that have emanated from them.
• The Midlands Engine will embrace the work of the Combined Authorities as well as the LEPs and LAs linked to and separate from them. The Midlands Engine will succeed by focusing on a small number of critical issues where there is shared interest and then building from this base to tackle more issues in time.
• There is no proposal for a Midlands Engine SEP, albeit there may be specific economic statements for the areas chosen that build up into its narrative which could emerge in the prospectus.
• There may also be some specific “asks” of Government that relate to the Midlands Engine, to support both its development and delivery.
18. The development of a Midlands Engine promotional branding and the activities it encompasses can be of use to promote collaboration across the wider Midlands and celebrate increased economic activity.
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Developing the Midlands Engine Prospectus
19. The primary aim of this next phase of work on the Midlands Engine is to:
• Develop the contents of a Midlands Engine prospectus. This is likely to include: the rationale for the concept; some economic analysis to underpin its development; linkages to the Midlands Economic Plan announced pre-election; the initial areas of collaboration; the wider linkages to CA, LEP and LA contribution; the outcomes anticipated; and the manner in which this will be communicated and reported on.
• Deliver a Midlands Engine summit in Birmingham to “launch” the prospectus and the wider concept. This is likely to be towards the end of this calendar year.
20. In order to meet the timescale for the summit, we will need to start this work in full from the beginning of September. The work must be completed in time for the autumn statement/CSR if we want anything included within it related to the Midlands Engine.
21. The initial thought is that we focus our work on the starting point of Transport (Midlands Connect), Innovation (linked to the work of the M6 and wider Midlands universities), Access to Finance (linked to the proposed ESIF-based JEREMIE proposal for a fund of funds) and Skills (as this has been previously raised by senior Government ministers as an opportunity for the Midlands).
22. The use of the brand to support positioning linked to inward investment and international trade should also be considered. This matches the positioning of the Northern Powerhouse brand.
23. The process will be overseen by a senior steering group made up of LEP Chairs and LA Leaders from the East and West Midlands. The group could also include a senior representative from the four main areas of focus: Midlands Connect; the University/Innovation sector; the Access to Finance sector; and the Skills sector. The Cities and Local Growth Team Regional Directors would be included. Private sector involvement may also need to be considered, perhaps linked to the Inward Investment and Trade promotional activity.
24. The group would be supported by senior executives from the LEPs/LAs charged with delivering the prospectus and summit. It is likely that the group will meet twice, once in September to agree the implementation plan and once in late October to review the progress. The group will sign off the prospectus when complete and recommend the future activities and support mechanisms for the Midlands Engine.
25. The senior steering group will oversee the work of an operational team who will project manage the production of the prospectus and the delivery of the summit. It is proposed that the group is made up of individuals who will be directly coordinating or providing input into the prospectus. The proposed initial membership is included in Annex 3.
26. External support would be required to develop the prospectus. The external work could cover: the provision of economic intelligence; facilitation/coordination of the project; authorship of the prospectus; and organisation and hosting of the summit, with associated marketing and communications.
27. Whilst some of this work may be procured on a pro-bono basis, LEP chairs have agreed to contribute funding to provide a budget to undertake this work. Subject to DfT agreement, national funding to support this will also be made available through the recently announced £5m of support for Midlands Connect. We may look for sponsorship
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from the private sector to mitigate cost, most likely around the production costs of the prospectus and the hosting of the summit.
Next Steps
28. This briefing document will be used to communicate the proposals for the development of the Midlands Engine. Early feedback on the proposals and further suggestions for their development will be sought. The document will evolve into the core “script” for the Midlands Engine.
29. Group members and potential pro-bono external support (along with possible private sector sponsors) are being sought for the roles described above, with the aim for the first steering group and operation team meetings to be held in early September. Dan West on [email protected] will coordinate the activities.
30. An implementation plan will be developed as a first priority. This will be shared with stakeholders in September, once signed off by the Steering Group.
31. To support this, some initial asks of Government to be included in CSR will also be considered in the initial few weeks.
Conclusion
32. The Midlands Engine concept has been promoted recently by Government and been given greater profile with the recent support from Sajid Javid. In response, a summit led by Sajid Javid is proposed whereby a Midlands Engine prospectus will be launched.
33. This paper provides a briefing on the proposals to facilitate the summit and prospectus. Stakeholder support is now requested. This can include further suggestions as to how to evolve these proposals as well as providing volunteers to undertake the work described.
Prepared by: Michael Carr Programme Delivery Director, GBS LEP [email protected] 07912 793920
David Ralph Chief Executive, D2N2 LEP [email protected] 07788 753559
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Annex 1 - Midlands Economic Plan
This plan set out six aims, to:
• Raise the long-term growth rate of the Midlands to at least the forecast long-term growth rate of the whole UK; adding an extra £34 billion to the Midlands economy in real terms by 2030, equivalent to over £3,000 per person;
• Create 300,000 extra jobs in the Midlands by backing the core strengths of the local economy like advanced manufacturing and engineering;
• Put skills at the heart of the economic revival of the Midlands; working with local businesses and the LEPs on a radical new matching service for local working people and increasing skilled apprenticeships.
• Deliver £5.2 billion of investment into new transport infrastructure in the Midlands; upgrading the motorways to four lanes, delivering faster north-south rail connections and east-west links, and making the most of the economic opportunities of HS2;
• Back science and innovation in the Midlands; focusing on the plan for local universities to develop an Energy Research Accelerator and supporting new technology in the world-leading automotive sector; and
• Improve the quality of life in the Midlands by regenerating run-down estates, investing in the county towns, supporting the construction of 30,000 new homes and making improvements to local education so 150,000 more pupils attend outstanding schools.
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Annex 2 - Building the Midlands Engine
The Chancellor’s speech in Derby, in June 2015, set out his vision for how the new Government would work with the people of the Midlands. His key messages regarding “how do we build this Midlands Engine” covered:
• We need an economy that works. Without that, nothing else is possible;
• We need to build on our strengths:
o We can only get people into work if you back the businesses that are creating jobs (he highlighted the engineering strengths of firms like JCB, Bombardier, Toyota, Rolls-Royce and Jaguar Land Rover as well as the thousands of small and medium-sized businesses that are part of their manufacturing and engineering supply chains);
o We have some of the world’s best science happening in the Midlands (he cited the new Energy Research Accelerator and the new Energy Catapult Centre as part of this);
o Government wants to go further and faster this parliament to create more Enterprise Zones in the Midlands;
o Good transport links are essential if we want firms to flourish and to expand (he invited bids for new projects into the Local Growth Fund to start things moving right at the start of this parliament; New Street station and HS2 were both cited);
• Jobs are only going to come and businesses will only invest if the people of the Midlands have the right skills for these jobs, and that starts by giving young people a top quality education (the GBSLEP Job Coaches programme with DWP was referenced); and
• People should keep more of the money that they earn.
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Annex 3 – Proposed Initial Operational Team Membership
• Two or more LEP senior executives, perhaps linked to and certainly supporting the LEP Chairs. One would chair the group.
• Similar LA representation
• Representation from Cities and Local Growth Team
• Executive representative from Midlands Connect
• The Director of the M6 Universities and the Executive Officer of the WM Universities.
• A representative from the current Jeremie Fund of Funds activity
• Executive representation for the Skills agenda, probably from the West Midlands
• Executive representation for the Inward Investment and Trade promotion activities
• An overall project coordinator (probably external)
• A secretariat function (Daniel West GBSLEP is in initial interim role at present).
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Executive Board Meeting 25th September 2015
Report of Management Group
Summary
EMC Management Group met on 4th September 2015. The following report summarises the main issues considered and agreed by Management Group, specifically: a) Financial Monitoring b) Performance Management c) Corporate Governance All papers are available on the EMC website or on request to the Executive Director or Corporate Governance Manager.
Recommendations
The Executive Board is invited by the Management Group to: . Note the financial position as part of the budget monitoring ending 31st August 2015 and the associated outturn to 31st March 2016. . Note the performance of EMC against its agreed key performance indicators. . Note oversight of EMC accountable body arrangements. . Ongoing work to confirm the management of pension liabilities given the confirmation of Leicester City Council’s withdrawal from EMC membership. . Endorse the proposed changes to the Members Allowances Scheme, in accordance with the decision of Members at the EMC AGM on 17th July 2015.
93 Item 8
1. Introduction
1.1 This following suite of papers invites provides Members of the Executive Board with an update of the key issues considered by Management Group at its meeting on 4th September 2015, specifically:
Financial Management (April to August 2015). (Paper 1)
Performance Management (against key performance indicators) (Paper 2)
Corporate Governance (Paper 3)
1.2 All papers are available on the EMC website at, including additional papers on corporate governance (Proposed Changes to Members Allowances Scheme). http://www.emcouncils.gov.uk/insert.pdf or on request to the Executive Director.
2. Recommendations
Executive Board is invited by the Management Group to:
2.1 Note the financial position as part of the budget monitoring ending 31st August 2015 and the associated outturn to 31st March 2016.
2.2 Note the performance of EMC against its agreed key performance indicators.
2.3 Note oversight of EMC accountable body arrangements.
2.4 Note the ongoing work to confirm the management of pension liabilities given the confirmation of Leicester City Council’s withdrawal from EMC membership.
2.5 Endorse the proposed changes to the Member Allowances Schemes, in accordance with the decision of Members at the EMC AGM on 17th July 2015, in line with the suggestions of the independent report and agreed by Management Group.
Cllrs Martin Hill and Jon Collins Chairman and Vice Chairman EMC Management Group
94 Item 8 (Paper 1)
Budget Monitoring Report (April – August 2015)
1. Key Points
1.1 A balanced budget was agreed for 2015/16. To achieve this, a number of challenging targets around proposals for savings and income generation have been set. On the spending side, there is a budget reduction of around £150,000, predominantly through the implementation of the staffing review, which will save around £134,000 in a full year.
1.2 On the income side, the level of earned income has been set slightly higher than 2014/15. There have been a number of grants which have been reduced or come to an end and so there is an expectation to find £97,000 of additional or new grants.
1.3 In the same way as the Budget Monitoring Report to the June meeting of Management Group, this report shows the progress made so far for each of these targets. The outturn forecast to March 2016 includes only ‘banked’ or ‘committed’ savings and/or additional income at this stage, and therefore shows a deficit. Work continues in identifying and achieving further savings and each subsequent budget monitoring report should show a reducing projected deficit. In this way, Management Group can monitor the progress made in achieving the targets and make timely contingency arrangements if necessary.
1.4 The figures shown in the “Actual to August 2015” column are those items which, on the income side have either been paid, or sales invoices have been raised; and, for expenditure, those items for which a commitment has been made (i.e. an order has been raised) or for which an invoice has been paid.
2. Staffing
2.1 The EMC Staffing Review has concluded with four posts made redundant during 2015/16.
2.2 Clearly, savings have been identified, but not all of these have a full year effect in the current year and the shortfall is £24,000 which will have to be found from additional savings elsewhere. This shortfall is spread across the cost centres.
3. Financial Report Year Period Ending 31st August 2015
95 Item 8 (Paper 1)
3.1 The financial statement, attached as Appendices 6 (a-f), details the summary financial position for the period ended 31st August 2015 and gives a forecast for the outturn as at 31st March 2016.
3.2 Staffing budgets allocated to each cost centre has changed since the June meeting and now reflect the results of the staffing review. This was not available for the June report as the review was not finalised at that stage.
3.3 Corporate staff and other costs are allocated on an agreed percentage basis across all the 5 key areas of work. The corporate staff costs have been assimilated into the staffing costs for each cost centre and the other corporate costs (rent, service level agreements, etc) are shown as overhead costs.
4. Core Services – appendix 8(b)
4.1 This includes all activity funded by member subscriptions including lobbying and policy.
4.2 All subscription invoices were sent out at the beginning of the financial year and are accounted for within the total income.
4.3 All expenditure is being actively managed and potential areas for savings are constantly being looked into.
4.4 The charging mechanism for the Finance Service Level Agreement (SLA) with Nottingham City Council is based on the level of transactions which were appropriate at the time. A recent review of the transactions across each of the elements, which makes up the SLA, shows that the numbers have reduced. This is to be expected, given that EMC is now a smaller entity compared to early 2014 when the SLA was set up. Discussions are taking place with officers at Nottingham City Council to see if ways could be found to reduce the current charge of £23,700.
5. Contract and Grants – appendix 8(c)
5.1 This includes the migration contract, ERDF project and climate change activity funded by grant. The balance of EU funded project is also included.
5.2 This area of work is forecast to deliver a surplus of £88,250 within the balanced budget. To achieve this, however, additional grants to the value of £97,000 have to be secured. So far £52,000 has been identified, which relates to Planning Advisory Service and HS2. Invoices for this work will be raised once the work is complete, which is likely to be in September 2015
96 Item 8 (Paper 1)
5.3 The balance to be found of £45,000 has not changed since the last report but as there are no resources available to take on additional external work before September this current position was to be expected. Further external grant is being pursued.
5.4 In setting the budget, it was anticipated that the Migration Grant for this year would total £84,500. Unfortunately, the actual grant is £76,440 which leaves a shortfall of £8,060 which will need to be found from elsewhere within the budget.
6. Members’ Learning and Development – appendix 8(d)
6.1 This includes the low cost CPD for members, member development charter and member development events together with the member development skills programme.
6.2 Whilst the income target of £34,150 has been forecast to be achieved and income raised so far of £21,400 continues to exceed the profiled budget, which is encouraging, but, like all budget areas, this will continue to be monitored closely.
6.3 Work will be done over the coming months to ensure that all member learning and development is targeted at need, especially following the local elections, to support new councillors.
7. Consultancy- appendix 8(e)
7.1 This includes all Learning and Development, HR and planning consultancy work undertaken on behalf of members.
7.2 This area of work is forecast to deliver a surplus of £10,450. A challenging income target of £188,900 includes £68,900 income from secondments. Invoices for secondments will be raised in September.
7.3 Other consultancy income totals £120,000 and though the income achieved so far is only £44,246 this is because invoices for consultancy work are currently raised after events take place. Nevertheless, the total income committed, but not yet invoiced, for the financial year as at the end of August is £88,000.
8. Fee paying events and services – appendix 8(f)
8.1 This includes the CPD programmes for officers in Environmental health and Planning together with HR and learning and development and planning and policy events.
97 Item 8 (Paper 1)
8.2 This area of work is forecast to deliver a surplus of £30,400. Whilst income achieved so far of £80,678 exceeds the profiled budget, which is encouraging but, like all budget areas, this will continue to be monitored closely.
9. Reserves and Liabilities
9.1 As at the beginning of the financial year 2015/2016 our current level of reserve was £884,025 allocated as below: . £300,000 to an earmarked reserve for staffing liabilities (except pension liabilities). . £60,000 to an earmarked reserve for renewals. . £524,025 to an unallocated reserve to manage unforeseen financial events
9.2 This money will be invested on EMC’s behalf by Nottingham City Council, our Accountable Body, according to their investment policies with any interest being allocated back to EMC.
9.3 EMC will draw on the earmarked reserve for staffing liabilities during 2015/16 for the costs of implementing the staffing review. This will include redundancy payments and payments in lieu of notice. The total cost is estimated to be £30,000.
9.4 EMC made a commitment to reduce the pension deficit which was left with LCC following the transfer of Accountable Body to Nottingham City over 3 years. The final payment of £75,000 has been made in 2015/16.
10. Recommendation
Members of the Management Group:
10.1 Noted the financial position for the period ended 31st August 2015 and the associated forecast outturn to 31st March 2016.
Cllrs Martin Hill and Jon Collins Chair and Vice Chairman East Midlands Councils
98 Item 8, Appendix - Paper 1(a)
Approved Profiled Budget Budget Actual to Forecast to EMC 2015/16 2015/16 Aug 2015 March 2016 Variance £ £ £ £ £ Income Subscriptions 255,200 255,200 255,750 255,750 550 Grants – Committed 188,500 78,541 46,110 180,440 -8,060 Grants - New 97,000 40,417 0 52,000 -45,000 Earned Income 300,500 125,208 146,324 268,500 -32,000 Secondments 68,900 28,708 2,825 68,900 0 Sponsorship 10,000 4,166 0 0 -10,000
Total 920,100 532,240 451,009 825,590 -94,510
Staffing 641,700 267,375 337,675 665,700 24,000 Members Allowances 22,500 9,375 9,375 22,500 0 Premises 30,000 12,500 15,000 30,000 0 Service Level Agreements 35,500 14,792 14,979 35,500 0 Other Direct Costs 190,400 120,082 90,330 190,400 0
Total 920,100 424,124 467,359 944,100 24,000
Surplus/-Deficit 0 108,116 -16,350 -118,510 -118,510
99 Item 8, Appendix, Paper 1(b)
Approved Profiled Corporate and Core Budget Budget Actual to Forecast to Services 2015/16 2015/16 Aug 2015 March 2016 Variance £ £ £ £ £ Income Subscriptions 255,200 255,200 255,750 255,750 550 Sponsorship 5,000 2,083 0 0 -5,000 Interest 3,000 1,250 0 3,000 0
Total 263,200 258,533 255,750 258,750 -4,450
Staffing 261,900 109,125 142,385 269,900 8,000 Members Allowances 22,500 9,375 9,375 22,500 0 Premises 30,000 12,500 15,000 30,000 0 Service Level Agreements 35,500 14,792 14,979 35,500 0 Other Direct Costs 65,600 27,333 13,776 65,600 0 Overhead Costs 23,450 9,771 9,771 23,450 0 Recharged to Cost Centres -97,800 -97,800
Total 341,150 182,896 205,286 349,150 8,000
Surplus/-Deficit -77,950 75,637 50,464 -90,400 -12,450
100 Item 8, Appendix, Paper 1(c)
Approved Profiled Budget Budget Actual to Forecast to Contracts & Grants 2015/16 2015/16 Aug 2015 March 2016 Variance £ £ £ £ £
Income Climate change 66,000 27,500 27,000 66,000 0 Migration 84,500 35,208 19,110 76,440 -8,060 ERDF 33,000 13,750 0 33,000 0 EU Project 5,000 2,083 0 5,000 0 New Grants 97,000 40,417 0 52,000 -45,000 Total 285,500 118,958 46,110 232,440 -53,060
Expenditure Staffing 142,400 59,333 70,483 148,400 6,000 Direct costs 26,500 11,041 3,085 26,500 0 Overhead costs 28,350 11,812 11,812 28,350 0
Total 197,250 82,186 85,380 203,250 6,000
Surplus/-Deficit 88,250 36,772 -39,270 29,190 -59,060
101 Item 8, Appendix, Paper 1(d)
Approved Profiled Forecast Member Budget Budget Actual to to March Development 2015/16 2015/16 Aug 2015 2016 Variance £ £ £ £ £ Income Development 34,150 14,229 21,400 34,150 0 Sponsorship 5,000 2,083 0 0 -5,000
Total 39,150 16,312 21.400 34,150 -5,000
Expenditure Staffing 69,500 28,958 32,055 71,500 2,000 Direct costs 10,000 4,167 8,023 10,000 0 Overhead costs 10,800 4,500 4,500 10,800 0
Total 90,300 37,625 44,578 92,300 2,000
Surplus/-Deficit -51,150 -21,313 -23,178 -58,150 -7,000
102 Item 8, Appendix, Paper 1(e)
Approved Profiled Budget Budget Actual to Forecast to Consultancy 2015/16 2015/16 Aug 2015 March 2016 Variance £ £ £ £ £ Income Earned Income 120,000 50,000 44,246 88,000 -32,000 Secondments 68,900 28,708 2,825 68,900 0
Total 188,900 78,708 47,071 156,900 -32,000
Expenditure Staffing 139,800 58,250 68,534 145,800 6,000 Direct costs 27,250 11,354 5,949 27,250 0 Overhead costs 11,400 4,750 4,750 11,400 0
Total 178,450 74,354 79,233 184,450 6,000
Surplus/-Deficit 10,450 4,354 -32,162 -27,550 -38,000
103 Item 8, Appendix, Paper 1(f)
Approved Profiled Fee Paying Budget Budget Actual to Forecast to Events/Services 2015/16 2015/16 Aug 2015 March 2016 Variance £ £ £ £ £
Income 143,350 59,729 80,678 143,350 0
Total 143,350 59,729 80,678 143,350 0
Expenditure Staffing 28,100 11,708 24,218 30,100 2,000 Direct costs 61,050 25,438 18,748 61,050 0 Overhead costs 23,800 9,916 9,916 23,800 0
Total 112,950 47,062 52,882 114,950 2,000
Surplus/-Deficit 30,400 12,667 27,796 28,400 -2,000
104 Item 8, Paper 2 Key Organisational Performance Indicators (2015/2016)
1. Pillar 1: All-Member Organisation
Key Performance Indicators Financial Year 2015/16 2015/2016 Financial
Financial Financial Financial Year Progress Percentage Year Year Year 2015/2016 a) To increase attendance at Attendance 2012/2013 2013/2014 2014/2015 (Up to meetings of East Midlands 31.07.15) Councils, Regional East Midlands Employers’ Board, Strategic 58% 57% 55% 60% Councils Migration Board and Executive Board Improvement and 74% 65% 63% 79%
Transformation Board from Management Group 2014/15 levels. 75% 79% 68% 83%
Regional Employers’ b) To secure at least 80% 55% 67% 60% 38% Board attendance at EMC Strategic Migration Executive Board and 63% 81% 64% 63% Partnership Board Management Group Regional No meetings Improvement and 46% 57% 50% held Transformation Board
Progress in Achieving Objective
Activity successfully completed
Activity on target for completion
Activity not on target for completion 105 Activity subject to review Item 8, Paper 2 Key Organisational Performance Indicators (2015/2016)
c) To maintain levels of council Leicester City Council has not withdrawn its notice and so are no longer in membership of membership of EMC (44 EMC [wef 31st March 2015].
councils, as at 1st April 2014). South Holland District Council has submitted notice, wef from 31st March 2016. d) To undertake an annual It was originally proposed to undertake this review in Q1 2015/16, in part, to engage with satisfaction survey of member the new membership. However, there was insufficient planning and capacity to undertake councils on the provision of this between the May elections and end-July (before ‘holiday period’). direct support services. It is therefore proposed to undertake this by end-October to inform the subsequent meeting of Management Group. e) To increase by 5% (£42,000) Tracked as part of Management Group reporting. the level of annual savings secured for councils as a result from membership and access to EMC support and services [baseline 2014/15 £843,978]. f) Provide direct membership Baseline Quarter 1 Quarter 2 Quarter 3 Quarter 4 benefits to councils through 2014/2015 (up to 31st July increasing by 10% the number cumulative) of councillors participating in:
. Regional Programme of Briefing Events 234 65 65
. Member Development Skills 192 26 37 Workshop
Progress in Achieving Objective
Activity successfully completed
Activity on target for completion
Activity not on target for completion 106 Activity subject to review Item 8, Paper 2 Key Organisational Performance Indicators (2015/2016)
Baseline Quarter 1 Quarter 2 Quarter 3 Quarter 4 2014/2015 (up to 31st July cumulative)
g) Provide direct membership benefits to councils through 1469 277 422 increasing by 10% the number of officers participating in EMC supported continuous professional development.
Progress in Achieving Objective
Activity successfully completed
Activity on target for completion
Activity not on target for completion 107 Activity subject to review Item 8, Paper 2 Key Organisational Performance Indicators (2015/2016)
2. Pillar 2: Policy Development
Key Performance Indicators Financial Year 2015/16 Progress 2015/2016
a) Establish an effective relationship and . A joint programme of work to be agreed with Co-Chairs of EM joint approach between councillors, APPG. MPs, MEPs and other partners, through: . A meeting of the EM APPG has been held on 16th September . Holding at least 3 joint events 2015 to discuss the Midland Mainline electrification ‘pause’. and/or summits. . The agreement of joint priorities as the basis for collective work.
b) Develop a portfolio of agreed policy . Initial work on the Housing Review outlined at the July 2915 AGM. positions on issues as identified in the Further work required to complete review by the end of 2015. Business Plan, e.g. Housing, Health, Economic Growth and Infrastructure, EU funding.
Progress in Achieving Objective
Activity successfully completed
Activity on target for completion
Activity not on target for completion 108 Activity subject to review Item 8, Paper 2 Key Organisational Performance Indicators (2015/2016) c) To make demonstrable progress in Migration delivering the recommendations of agreed . A workplan to support the report is being led through the East regional reviews: Midlands Strategic Migration Partnership Board. Migrant Health . Migration Profiles for the region will be presented at the next Board . Health meeting on 9th September. . Flooding Health . Meeting held with Directors of Public Health and the development of follow-up proposals to support collective leadership. . EMC support to PHE to hold region-wide engagement event. Flooding • Programme of work and ongoing engagement with the EA and councils being taken through Climate East Midlands
d) To support councils in undertaking their . Agreement to second staff resource to support the delivery of PAS statutory roles as local planning activities across the Midlands and focussing on the ‘duty to co- authorities, working closely with the operate’. LGAs Planning Advisory Service (PAS)
Progress in Achieving Objective
Activity successfully completed
Activity on target for completion
Activity not on target for completion 109 Activity subject to review Item 8, Paper 2 Key Organisational Performance Indicators (2015/2016)
3. Pillar 3: Collective Work and Lobbying
Key Performance Indicators 2015/2016 Financial Year 2015/16 Progress
a) Working with LEPs and local councils to: . Next phase of MC Technical work has been commissioned with . Secure the implementation of the five financial support from the 11 LEPs across the Midlands. agreed infrastructure priorities for . Councils and LEPs from across the Midlands met with the Chair of 2015/16. HS2 Ltd to discuss MC in July 2015 in Birmingham. . Develop a shared long term . DfT has allocated £5 million to support the further development developed through ‘Midlands Connect’ of Midlands Connect in the 2015 Summer Budget. EMC is . Secure increased UK and EU financial working with WM ITA and other partners to develop a work support for projects that will boost programme and governance arrangements for agreement by economic growth and Leaders in October 2015. competitiveness . ERDF TA project moving to completion in September 2015 b) Provide strategic political leadership for . The East Midlands HS2 Strategic Board met on 8th April and 14th the implementation of HS2 through July 2015 and agreed the basis for an ‘Initial Connectivity Plan’ for support for: Toton. . The EM HS2 Strategic Board and . HS2 East met on the 10th April and agreed measures aimed at associated groups; and expediting a decision to progress HS2 Eastern Leg by the new . The HS2 East Partnership Government. A further meeting is planned for October 2015 with Sir David Higgins in attendance.
c) Secure Parliamentary debate on securing . To be discussed and agreed with the region’s MPs at its meeting additional investment into the East on the 16th September 2015. Midlands.
Progress in Achieving Objective
Activity successfully completed
Activity on target for completion
Activity not on target for completion 110 Activity subject to review Item 8, Paper 2 Key Organisational Performance Indicators (2015/2016)
4. Pillar 4: Improve Communication
Key Performance Indicators 2014/2015 Financial Year 2015/16 Progress a) To provide EMC Councillors with a weekly A revised policy briefing format launched 4th September has responded to feedback policy brief and monitor feedback on a 3 on format. month basis. Further monitoring undertaken in January 2016.
b) To provide monthly MP and MEP policy To be discussed and agreed with the region’s MPs at its meeting on 16th September brief and monitor feedback on a 3 month 2015. basis. Potential to be provided in conjunction with East Midlands Chambers of Commerce.
c) To improve the effectiveness of the EMC Baseline Quarter 1 Quarter 2 Quarter 3 Quarter 4 st website as measured by (from 2015/16 2014/2015 (up to 31 July levels): 2015 cumulative)
. 10% increase in website ‘hits’. 32,997 9,156 12,728 . 10% increase in pages per visit 2.43 2.16 2.14 . 10% increase in average time on site 1min, 46 secs 1min, 39secs 1min,40secs . 10% reduction in the bounce rate 30.62% 31.10% 30.33%
Progress in Achieving Objective
Activity successfully completed
Activity on target for completion
Activity not on target for completion 111 Activity subject to review Item 8, Paper 2 Key Organisational Performance Indicators (2015/2016) d) To increase by 50% the number of followers of EMC Twitter account [Baseline 394 followers as at 31st July 2015 330 on 1st April 2015, target 497 followers].
Progress in Achieving Objective
Activity successfully completed
Activity on target for completion
Activity not on target for completion 112 Activity subject to review Item 8, Paper 2 Key Organisational Performance Indicators (2015/2016)
5. People Management
Key Performance Indicators Financial Year 2015/16 Progress 2014/2015
a) Maintain staff sickness rate at Q2 Q1 (up to 31st less that 6 days per full time Q3 Q4 Culm July equivalent (public sector average cumulative) 9.6 days, local government With L/T* Sick average 10.3 days; EMC baseline 0.07 0.97 [2014/5]; 7.27 days with L/T Without L/T* Sick 0.07 0.97 sick, 1.53 b) days without LT sick). * L/T = long term.
b) Wherever possible, to meet all staff All staff development interviews will be completed by the end of the financial learning and development needs, as year. Discussions on-going with accountable body to provide EMC staff with identified by annual Staff improved training and development opportunities. Development Interviews (SDIs).
Progress in Achieving Objective
Activity successfully completed
Activity on target for completion
Activity not on target for completion 113 Activity subject to review Item 8, Paper 2 Key Organisational Performance Indicators (2015/2016)
6. Membership Service Standards
Key Performance Indicators Financial Year 2014/15 Progress 2014/2015 a) To respond and fully answer 95% of 5 advice requests were fully answered within 2 working days in advice requests from member councils Quarter 1. This represents 100% of advice requests. within 2 working days.
Progress in Achieving Objective
Activity successfully completed
Activity on target for completion
Activity not on target for completion 114 Activity subject to review Item 8 – Paper 3
Corporate Governance
1. Introduction
1.1 Members considered: . The operational arrangements relating to the service level agreement relating to EMC accountable body arrangements (provided by Nottingham City Council). . External audit arrangements of EMC in meeting its statutory responsibilities (Certification Office) . Any pension implications that result from Leicester City Council’s decision to withdrawal from membership of EMC and directed that a full report is taken to the next meeting of EMC Management Group. . Proposed changes to the Members Allowances Scheme, in accordance with the decision of Members at the EMC AGM on 17th July 2015. The following report details these proposed changes to the Members Allowances Scheme (see below and Appendix a).
1.2 As detailed in Item 9 of AGM Agenda and Papers; Section 9 [Para 9.1] ‘Delegation Arrangements’ of the EMC Constitution states that: “East Midlands Councils delegates all matters relating to the management and operation of EMC to the Executive Board except [note reference in bullet point 2]: . Agreement to constitutional changes. . Agreement to any changes to the members allowances scheme. . Matters specifically delegated to the Management Group.”
1.3 The Management Group and Executive Board have both previously endorsed the need for a more collegiate approach between the political groups of EMC. This reflects the need for organisational stability at a challenging time for EMC, alongside increasing member commitment on matters relating to infrastructure and investment; issues where EMC has achieved some success and where the membership favours a greater focus.
1.4 At the EMC AGM (17th July 2015), it was agreed to: a) Increase the time allocation for a lead member to provide effective member oversight and leadership on issues relating to securing infrastructure, investment and growth opportunities; e.g. HS2, over and above that originally anticipated in the Members’ Allowance Scheme (February 2011). b) It should not involve any increase in the [day] rate of SRA paid. c) The total SRA paid should not exceed that of the Chairman and be determined at a level agreed by two advisors independent of East Midlands Councils in consultation with EMC Executive Director.
115 Item 8 – Paper 3
1.5 Consequently, two advisors were invited by EMC Executive Director to consider and provide independent advice on this matter; and their report is attached as Appendix - Paper 2(a).
2. Key Points
2.1 Since the agreement of EMC’s current Members Allowances Scheme, regional governance arrangements have changed with an increasing importance placed on providing leadership on major infrastructure projects and growth initiatives.
2.2 None of this leadership activity was anticipated when the current SRAs were adopted and it therefore seems appropriate to recognise in the SRA the additional time commitment that is entailed.
2.3 It would also be appropriate to keep the allowance under review because of the uncertainty over the nature and extent of devolution and the fluidity over Combined Authorities which might have an effect on the role being played by EMC.
2.4 It is judged that the time commitment for the preparation for, attendance at, and feedback from, the different infrastructure/growth activities as required equates to at least an additional 12 days per year.
2.5 The current SRA for the Vice Chair is based on an expected commitment of six days per year multiplied by £150 per day giving the total allowance of £900. On the assumption that the Vice-Chair is the lead member on infrastructure and growth matters, then taking the above points into account it is recommended that this be increased to 18 days with the allowance revised to £2700.
2.6 This additional £1800 allowance be attached, at any given time, to the SRA of whichever Executive Board Member has lead responsibility for Infrastructure and Growth.
2.7 The provision of the additional allowance be reviewed for 2017/18, an annually thereafter.
3. Financial Implications
3.1 The revised schedule of Special Responsibility Allowances would be as follows:
Chair of EM Council/Executive Board £4000 Vice Chair of Executive Board/ Infrastructure Lead £2700 Other members of Executive Board £900 Chairs of the Improvement, Strategic Migration Partnership
116 Item 8 – Paper 3
and Regional Employers Board £900
3.2 It was proposed that the additional £1800 for the Vice Chair’s SRA should be met on a one-off basis from reserves in the current year and then be a call on the base budget in subsequent years. Even with this increase, EMC’s Members Allowances Scheme is modest and cost effective given the size of the organisation and its expanding role.
3.3 In this respect it is worth noting that only nine of the 98 council members of EMC receive an SRA. This is a much smaller percentage than is the case for Members Allowances Schemes in general where it is normal for up to 50% of councillors on a council to receive an SRA.
4. Recommendation
Members of Management Group agreed:
4.1 Oversight of EMC accountable body arrangements.
4.2 Ongoing work to confirm the management of pension liabilities given the confirmation of Leicester City Council’s withdrawal from EMC membership.
4.3 The adoption of revised Member Allowances Scheme, as proposed by the independent report, subject to annual review.
117 Item 8, Appendix, Paper 3(a)
East Midlands Councils
Members Special Responsibility Allowances
Report of the Independent Advisors
Purpose of the Report.
1. To consider a change to Special Responsibility Allowances in recognition of the growing leadership role that East Midlands Councils (EMC) is playing in infrastructure developments in the region and the growth agenda.
Information and Analysis
2. At the EMC Annual General Meeting in July 2015 consideration was given to a report updating the Constitution and Governing Documents. It was agreed, among other matters: . To consider an increase in the time allocation for a lead member to provide effective member oversight and leadership on issues relating to securing infrastructure investment and growth opportunities. . That the day rates for Special Responsibility Allowances (SRAs) should remain the same and that any increase in the time allowance should not result in an SRA exceeding that of the Chairman. . That two Independent Advisors, in consultation with the Executive Director, be asked to bring forward appropriate recommendations. (Nick Hodgson, former Chief Executive of Derbyshire County Council and Mark Edgell, Principal Adviser for East Midlands, the Local Government Association were approached to help with this task).
3. The current Constitution and Governing Documents were agreed in July 2012 and no amendments have since been made. The Constitution refers to the Members’ Allowances Scheme that is based on the 2011 recommendations of an Independent Remuneration Panel.
4. The report of the Independent Remuneration Panel recognised the wide role of EMC but highlighted the organisation’s need to focus on a limited number of core objectives including “maximising investment and infrastructure provision for local communities through collective action and influence.” It also considered that “While EMC is able to provide a consultative and collaborative role, it will not be the lead body for the implementation” of economic development, housing, planning and transport issues.
5. However, since that time regional governance has changed significantly, major infrastructure projects and growth initiatives are increasingly being brought forward and it has been necessary for EMC to assume a very much stronger leadership role.
118 Item 8, Appendix, Paper 3(a)
6. The Vice Chair of EMC has, for instance, been very effective in: . Chairing the HS2 Leadership Board that meets every other month. . Playing a leading role in the Midland Engine for Growth/Connect work with meetings on average every other month. . Chairing the HS2 East Board that meets quarterly. . Acting as lead member in the region for infrastructure lobbying.
7. None of this leadership activity was anticipated when the current SRAs were adopted and the Vice Chair is needing to devote much more time to all of this activity than was originally provided for. It therefore seems appropriate to recognise in the SRA the additional time commitment that is entailed.
8. It would also be appropriate to keep the allowance under review because of the uncertainty over the nature and extent of devolution and the fluidity over Combined Authorities which might have an effect on the role being played by EMC.
9. It is judged that the time commitment for the preparation for, attendance at and feedback from the different infrastructure/growth activities detailed above equates to at least an additional 12 days per year.
10. The current SRA for the Vice Chair is based on an expected commitment of six days per year x £150 per day giving the total allowance of £900. Taking the above points into account it is recommended that this be increased to 18 days with the allowance revised to £2700.
Financial Implications
11. The revised schedule of Special Responsibility Allowances would be as follows: . Chair of EM Council/Executive Board £4000 . Vice Chair of Executive Board/ Infrastructure Lead £2700 . Other members of Executive Board £900 . Chairs of the Improvement, Strategic Migration Partnership and Regional Employers Board £900
12. The additional £1800 for the Vice Chair’s SRA could be met on a one off basis from reserves in the current year and then be a call on the base budget in subsequent years. Even with this increase EMC’s Members Allowances Scheme is very modest and cost effective given the size of the organisation and its expanding role.
13. In this respect it is worth noting that only nine of the 98 council members of EMC receive an SRA. This is a much smaller percentage than is the case for Members Allowances Schemes in general where it is normal for up to 50% of councillors on a council to receive an SRA.
119 Item 8, Appendix, Paper 3(a)
Recommendations
In line with the AGM’s decision to consider a revision to the Special Responsibility Allowances for a lead member on Infrastructure and Growth, taking into account the increased time commitment but not a variation in the daily rates, it is recommended that:
1. The SRA for the Vice Chair be increased to £2700 per annum. 2. The additional £1800 be met from reserves in the current year and then be a call on the base budget in subsequent years. 3. This additional £1800 allowance be attached, at any given time, to the SRA of whichever Executive Board Member has lead responsibility for Infrastructure and Growth. 4. The provision of the additional allowance be reviewed for 2017/18.
Report provided by Mark Edgell, Principal Advisor for East Midlands, Local Government Association, Nick Hodgson, Consultant on Public Services.
120 Item 9
Executive Board 25th September 2015
Regional Employers’ Board Report
Summary
This paper updates Members on current issues relating to local authorities as employers.
Recommendations
Members of the Executive Board are invited to:
. Note this report.
. To provide comments and feedback on the employment issues identified within the report to inform EMC’s input to future Employers’ meetings at Regional, National and European level.
121 Item 9
1. Introduction
1.1 The Regional Employers’ Board leads the development of employment issues and it forms the Employer’s side of the Regional Joint Council. East Midlands Councils (EMC) through its role as the region’s Employers Organisation, has the responsibility of supporting employment relations through the operation of the Regional Joint Council. This report updates members on progress and work of the Board to date.
2. Employers’ Board and Regional Joint Council Meeting
2.1 The Employers’ Board met on 11th September 2015 and considered latest developments on employment matters. Members received an update on implementation of the Living Wage across the region. Currently 22 councils have implemented the Living Wage (at the rate defined by the Living Wage Foundation) and 3 councils are accredited by the Living Wage Foundation. The Board discussed the implications of the National Living Wage which the Government has announced it will introduce in April 2016, particularly in relation to costs and pay negotiations within local government.
2.2 The Regional Joint Council meeting took place on 11th September 2015 and focused on the joint trade unions’ pay claim for 2016. It was agreed to put forward a joint statement about the impact on service delivery in the context of significant reductions in funding and staff. The joint trade unions also raised concerns about the proposals in the Trade Union Bill, particularly in relation to removal of “check off” facilities. It was agreed to put forward a joint statement on the issue, given the benefits to employers as well as unions of this facility.
3. European Employment Issues
3.1 EMC received funding to deliver a series of events on behalf of the UK Representation of the European Commission to promote awareness of EU policy. An event took place on 11th September 2015 attended by councillors, officers and trade union representatives from across the region and feedback was extremely positive. A leading employment law specialist provided an engaging and informative presentation on the implications for employers and workers of EU employment and social policy and legislation to allow delegates to debate and consider whether the EU is a burden on business and a boon for workers.
3.2 The ECJ ruled in the case known as Tyco that time spent travelling to the first and last appointment counts as working time under the Working Time Directive. It therefore should be counted when calculating, for example, entitlements to
122 Item 9
breaks. This only applies to employees without a set workplace. It is likely to have most impact on local authorities with responsibilities for social care.
4. National Employment Developments a) National Bargaining
4.1 EMC are hosting a regional pay briefing on 18th September 2015 to enable local authorities to meet with national negotiators to discuss and inform pay negotiations for 2016. The Government’s announcement of its plan to introduce a National Living Wage in April 2016 and the increases to the paybill arising from NI and pension changes will have an impact on these negotiations. Employees will also be subject to an increase in NI. The trade union side of the NJC for local government services (covering the majority of local government staff) have submitted their pay claim for 2016-17. The claim is for a deletion of all pay points below the UK Living Wage and a flat rate increase of £1 per hour on all other pay points. It also asserts retention and protection of Part 2 terms and conditions (the core national terms) and seeks fair treatment for school support staff through a joint review of term time working. b) Government Consultations
4.2 This summer the Government has conducted a number of consultation exercises on proposals relating to employment.
4.3 This has included a proposal to cap exit payments in the public sector. EMC sought views from councils in the region in order to provide a response to the Government and to inform the LGA’s response.
4.4 The Government published its Trade Union Bill which sets out various reforms to the law regulating trade unions. Consultation took place on some aspects of this Bill, including ballot thresholds for taking industrial action in ‘important public services’. The Bill sets out a requirement that industrial action in some sectors must have the support of at least 40% of all those entitled to vote (in addition to a requirement applying to all trade union ballots that 50% of union members entitled to vote participate). The current requirement is for a majority of votes cast. The 40% threshold would apply to fire, health, education, transport, border security and nuclear decommissioning.
4.5 Consultation also took place on proposals to: . Change picketing rules, including taking into account use of social media to shame those crossing picket lines.
123 Item 9
. Remove the restriction on providing agency workers to cover those taking industrial action . Review how termination payments are treated for the purposes of tax and NI.
5. Recommendations
Members of the Executive Board are invited to:
5.1 Note the contents of the report.
5.2 Provide comments and feedback on the key employment issues identified above to inform EMC’s input to future Employers’ meetings at regional, national and European level.
Cllr Tom Beattie Chairman Regional Employers’ Board
124 Item 10
Executive Board Meeting 25th September 2015
Regional Improvement and Transformation Board
Summary
The following reports provides Members of the Executive Board with an update on the work of Improvement and Transformation Board, with particular focus; LG Inform, Regional Chairs Networks and EMC’s Councillor Development Programme.
Recommendations
Members of the Executive Board are invited to note the report of the Improvement and Transformation Board.
125 Item 10
1. LG Inform
1.1 East Midlands has previously led on the development of sector-led performance management benchmarking, working in partnership with the LGA on the development of a small set of shared performance measures, now used as part of the LGA’s LG Inform tool.
1.2 Local Government Inform (LG Inform) is a practical response to the sector's call for greater freedom and responsibility for its own improvement, and increased transparency with the public. This online service allows local authorities and the wider public to access, compare and analyse data, and present findings online or offline.
1.3 LG Inform presents up-to-date published data on a council’s local area and the performance of the council or fire and rescue authority. It is a valuable tool for sector- led improvement and challenge, whether a scrutiny focus, a particular service area, or simply an overview; it helps review and compare performance with other authorities.
1.4 Participation in LG Inform in the East Midlands is relatively high, with 28 of the region’s councils contributing data to the online system. Below are listed the authorities who have contributed during in the first three quarters to LGInform.
1. Bassetlaw District Council 2. Leicestershire 3. Bolsover District Council 4. Lincoln City Council 5. Broxtowe Borough Council 6. Melton Borough Council 7. Charnwood Borough Council 8. Newark and Sherwood 9. Daventry District Council 10. North East Derbyshire District Council 11. Derby City Council 12. Northampton Borough Council 13. Derbyshire County Council 14. Northamptonshire County Council 15. Derbyshire Dales District Council 16. Nottinghamshire County Council 17. East Lindsey District Council 18. Rushcliffe Borough Council 19. Erewash Borough Council 20. Rutland County Council 21. Gedling Borough Council 22. South Holland District Council 23. High Peak Borough Council 24. South Kesteven District Council 25. Hinckley and Bosworth Borough 26. South Northamptonshire District Council Council 27. Leicester City Council 28. Wellingborough Borough Council
1.5 The Board gave a commitment to work with the LGA in further supporting the roll-out and use of this tool, and proposals will be developed with the LGA for the agreement of Members.
2. Regional Chairs Networks
126 Item 10
2.1 The LGA and EMC provide support for a number of lead member/chair networks on matters of key responsibility for the sector, specifically Health and Wellbeing, Children’s Services, Scrutiny and Adult Social Care.
2.2 In the co-ordination of activity of common interest and to support learning and the sharing of best practice, it was agreed that the Board should bring together the Chairs of these networks on a regular basis. This would also link in to the wider activity of the sector that relates to improvement and transformation across both tiers of local government across the region.
2.3 To better support coordination on these matters, it was agreed that the Chairman of the Improvement and Transformation Board, in conjunction with Cllr Sue Woolley, as the Chair of the Health and Wellbeing Board Chairs Network, invites the chairs of regional networks (children’s, adults and scrutiny) to a meeting in order to explore the potential for a more focused, collaborative approach – that includes shared learning - between these networks within the political governance provided by the Improvement and Transformation Board.
3. Councillor Development Programme 2015/16
a) Background
3.1 EMC launched its 2015/16 Councillor Development programme in May 2015, the programme has been designed to support local authorities and Councillors in the post- election period, supporting both new and existing Councillors with changes in Government and associated policy developments. In addition, the programme offers a broad range of skills development sessions, designed to complement in-house induction programmes for Councillors.
b) Events and Attendance Update
3.2 EMC has delivered seven Councillor Development events this financial year, four skills sessions, one policy event and two network meetings. These events were: . Civic Head and the Civic Team, 27 May 2015, 9 Councillors and 10 Officers and Consorts. . Mentoring Skills for Councillors, 19 June 2015, 9 Councillors. . The Future of Local Government and Public Services Event, 22 June 2015, 65 Councillors and 15 officers. . New Councillor Event, 24 June 2015, 8 Councillors attended. . New Councillor Event (evening session in Kettering), 14 July 2015, 11 Councillors. . Scrutiny Network, 10 July 2015, 12 Councillors attended, 13 Officers. . Councillor Development Network, 8 July 2015, 3 Councillors and 14 Officers.
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3.3 In total 117 Councillors from across 35 authorities in the East Midlands have attended the 7 events held by EMC in April, May, June and July of this year.
3.4 Activity in the 2015/16 period has increased, with a slightly higher number of events taking place during the same period. It is encouraging that the number of participating authorities is higher, as EMC is keen to engage with all of its member authorities on Councillor Development.
3.5 EMC will monitor this engagement over the year, with the aim of increasing attendance and engagement with its member authorities.
4. Regional Programme of Policy Briefing Events 2015-16
4.1 This first event in the programme, ‘The Future of Local Government and Public Services’ held in Nottingham, was successfully delivered in partnership with The Whitehall and Industry Group. The event provided delegates (both Councillors and Senior Officers) with an opportunity to hear directly from influential public sector commentators and from the Business Community. Over 80 people attended the event, including 65 Councillors from the East Midlands. Working in partnership with The Whitehall and Industry Group enabled a wider involvement from authorities and increased the number of free places available.
4.2 The remaining events in the programme are detailed below, each event is individually designed to be informative and topical for Councillors in the East Midlands.
a) 23rd September 2015 – Key Policy Issues for Local Government An event specifically designed for new Councillors; providing an overview of key policy issues for local government including Welfare Reform, Housing policy, Planning and Devolution. Sign up to this event is already showing positive signs and it is anticipated that over 60 Councillors will attend from the East Midlands.
b) 6th November 2015 – Delivering Public Services in the new Parliament Understanding what the changes in Government mean for delivering public services in the new Parliament, with learning from good practice adopted by councils.
4.3 The final three events in the programme remain to be confirmed; with members suggesting the focus to be on:
2nd December – Infrastructure and Growth 28th January 2016 – Local Government Finance 9th March 2016 - Planning, Housing and Adult Social Care
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4.4 There are currently 21 authorities subscribed to the programme. The overall number of authorities subscribed has not changed, but the membership has altered slightly with one authority withdrawing and one new subscriber. The current list of subscribing authorities are:
Ashfield District Council Bassetlaw District Council
Blaby District Council Bolsover District Council Charnwood Borough Council Chesterfield Borough Council Corby Borough Council Derby City Council Erewash Borough Council East Lindsey District Council Gedling Borough Council Kettering Borough Council Mansfield District Council Melton Borough Council Newark & Sherwood District Council North East Derbyshire District Council
North Kesteven District Council North West Leicestershire District Council Rutland County Council South Holland District Council
Wellingborough Borough Council
4.5 EMC is keen to encourage additional authorities to subscribe to the programme, which offers value for money, with participating authorities offered 12 free places across all events in the programme.
5. Recommendation
5.1 Members of the Executive Board are invited to note the report of the Improvement and Transformation Board.
Cllr Roger Begy OBE Chairman Improvement and Transformation Board
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East Midlands Councils Councillor Development Programme 2015-16
East Midlands Councils (EMC) provides a comprehensive, value for money Councillor Development programme for member councils in the East Midlands that includes policy events on issues such as: Welfare Reform, skills development workshops and personal development planning for Councillors.
Key aspects of the support include;
• A programme of regional induction events • Skills workshops delivered at our to complement local authorities own headquarters or in your authority on areas induction programmes such as Chairing, Scrutiny and Media awareness • A tailored programme of policy briefing events for Councillors in the • The East Midlands Regional Councillor East Midlands. The first event in the Development Charter assessment and programme will provide initial analysis of support what the outcomes of the General Election will mean for policy affecting local • Councillor Development Network government • A Scrutiny Network for practitioners • A weekly briefing service with the latest digested news for local government • Personal Development Planning for Councillors
For more information or to book a place at any of the events listed in this brochure please visit : www.emcouncils.gov.uk/Councillor-Development 131
1 East Midlands Councils Councillor Development Programme | February 2015 East Midlands Councils Councillor Development Programme | February 2015 2 Item 10, Appendix (a) Chairing and Facilitation Skills Civic Heads and Team 16 September 2015 27 May 2015 Facing the Media Confidently Being on the Frontline! 26 November 2015 Maximise your Impact in the Community 8 October 2015 Influencing Skills 4 February 2016 Strengthening and Sustaining Personal Resilience Conflict Resolution and 20 January 2016 Mediation 11 March 2016 New Role as a Councillor Local Government Finance Workshops 10 December 2015 24 June 2015, 14 July 2015, 19 November 2015 Speed Reading East Midlands Scrutiny 10 February 2016 Network Making Progress on Problems Quarterly meetings 26 February 2016 Scrutiny and Effective Regional Programme of Policy Challenge Briefing Events 17 September 2015 Various Raising the Bar in Scrutiny and Mentoring for Mentors and Effective Challenge Mentees 14 October 2015 19 June 2015 East Midlands Scrutiny East Midlands Councillor Network Development Network Quarterly meetings Quarterly meetings
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Calendar of Events
Date Venue Civic Heads and Team Date Venue New Role as a Councillor Workshop 27 May 2015 EMC Offices, Melton Mowbray 14 July 2015 Kettering Borough Council A practical one day seminar for Civic Heads and members of their team, which will This workshop is aimed at new Councillors or Councillors new Time Cost explore the role of prospective Civic Heads, Mayoress, Consorts or Escorts, their Time Cost to roles in their authorities, the workshop will include: 10:00 - 16:30 £175 for EMC Members 18:00 - 20:30 £95 for EMC Members. Deputies and Civic Support Officers. Buy one get one free. An understanding of the role of the Councillor in the Community Making connections and understanding the context in which the Council works Date Venue Mentoring for Mentors and Mentees Making relationships with Council Officers work well 19 June 2015 EMC Offices, Melton Mowbray Two half day workshops for Councillors on Mentoring, this includes a session for A policy and finance context, outlining current bills and recent acts and a link to resources Time Cost new Councillors looking to be mentored and experienced Councillors looking to 10:00 - 13:00 £95 for EMC Members (each An overview of support available to you locally, regionally and nationally to help 13:30 - 16:30 session). be a political mentor. 10:00 – 13:00 – For Councillors interested in having a Mentor new Councillors to stay ahead of the game! 13:30 – 16:30 – For Councillors interested in being a Mentor Date Venue Chairing and Facilitation Skills 16 September 2015 EMC Offices, Melton Mowbray Date Venue What the outcomes of the General Election mean for The workshop will explore what makes a `good` meeting, the skills of a good chair 24 June 2015 Pera, Melton Mowbray Local Government and Public Services Time Cost and why meetings sometimes fail to meet their objectives. The workshop will also 10:00 - 13:00 £95 for EMC Members Time Cost The first event in the Regional Programme of Policy Briefing events for Councillors, provide Councillors with an opportunity to learn and practice the basic tools and 10:00 - 13:00 Free for members of the techniques of facilitation. Regional Programme of Policy it will provide initial analysis of what the outcomes of the General Election will events. mean for policy affecting local government and the public sector. Date Venue Scrutiny and Effective Challenge 17 September 2015 EMC Offices, Melton Mowbray Date Venue New Role as a Councillor Workshop This workshop is aimed at all Councillors who wish to develop knowledge 24 June 2015 Pera, Melton Mowbray Time Cost and skills in the role and powers of scrutiny and the importance of effective This workshop is aimed at new Councillors or Councillors new 13:00 - 16:00 £95 for EMC Members Time Cost to roles in their authorities, the workshop will include: questioning skills and monitoring. 13:30 - 16:30 £95 for EMC Members. Buy one get one free. An understanding of the role of the Councillor in the Community Making connections and understanding the context in which the Council works Date Venue Key Policy Issues for Local Government 23 September 2015 Melton Borough Council Making relationships with Council Officers work well This event for new Councillors will provide an overview of key policy issues for A policy and finance context, outlining current bills and recent acts and a link to Time Cost local government and will provide an opportunity to hear directly from policy resources 10:00 - 15:00 Free for members of the Regional Programme of Policy experts on areas of Welfare Reform, Housing policy and Planning. An overview of support available to you locally, regionally and nationally to help events. new Councillors to stay ahead of the game! 133
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Date Venue Being on the Frontline! Maximise your impact in the Date Venue Facing the Media Confidently 8 October 2015 EMC Offices, Melton Mowbray Community 26 November 2015 EMC Offices, Melton Mowbray This training is designed to help you handle a media enquiry effectively and safely Time Cost Deepen your knowledge and understanding of the leadership and engagement Time Cost and help you avoid a crisis situation by being media savvy. 10:00 - 16:30 £175 for EMC Members 10:00 - 13:00 £95 for EMC Members role in your community. Explore the key trends, challenges and expectations in the current climate together with tools and techniques to help empower and maximise your impact. This one day workshop includes a range of mini practical Date Venue Regional Policy Briefing Event 2 December 2015 Melton Borough Council sessions to increase skills and confidence. This seminar is part of the Regional Programme of Policy Briefing events for Time Cost Councillors. 10:00 - 15:00 Free for members of the Date Venue Raising the Bar in Scrutiny and Effective Challenge Regional Programme of Policy 14 October 2015 EMC Offices, Melton Mowbray events. This workshop is aimed at experienced scrutineers, and will help build specific Time Cost knowledge and skills to make a beneficial difference to the performance of the 13:00 - 16:00 £95 for EMC Members council. Date Venue Local Government Finance 10 December 2015 EMC Offices, Melton Mowbray A seminar aimed at both new and experienced local authority Councillors, Time Cost who want to understand the basics of local government finance and financial Date Venue Delivering Public Services in the New Parliament 10:00 - 16:30 £175 for EMC Members 6 November 2015 Derby City Council management – and develop a grasp of the financial implications of any This seminar will help Councillors understand what the changes in Government forthcoming changes being planned by the Government. Time Cost mean for delivering public services in the new Parliament. 10:00 - 15:00 Free for members of the Regional Programme of Policy Date Venue Strengthening and Sustaining Personal Resilience events. 20 January 2016 EMC Offices, Melton Mowbray A seminar for Councillors, providing practical methods and ideas to manage the Time Cost pressures and challenges faced. Date Venue New Role as a Councillor Workshop – six months on… 10:00 - 13:00 £95 for EMC Members 19 November 2015 EMC Offices, Melton Mowbray This workshop for new Councillors will provide an overview of key issues and Time Cost challenges affecting Councillors and local government. The workshops will enable Date Venue Regional Policy Briefing Event 10:00 - 13:00 £95 for EMC Members 28 January 2016 Melton Borough Council Councillors to reflect on their first 6 months and key challenges/issues; supporting This seminar is part of the Regional Programme of Policy Briefing events for their personal development needs going forward. Time Cost Councillors. 10:00 - 14:00 Free for members of the Regional Programme of Policy events.
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Councillor Practitioner Networks
Date Venue Being an Effective Councillor: Influencing Skills Scrutiny Network 4 February 2016 EMC Offices, Melton Mowbray This workshop has been designed to development knowledge, skills and A local authority network for Councillors and Officers involved with Scrutiny, providing an opportunity to share knowledge, Time Cost understanding of the art and methods of influencing and persuading others, in work programmes and information, as well as providing an opportunity to explore national developments concerning 10:00-13:00 £95 for EMC Members order to gain cooperation, support and commitment. scrutiny. For more information regarding the scrutiny network visit: www.emcouncils.gov.uk/Scrutiny-Network Date Venue Speed Reading 10 February 2016 EMC Offices, Melton Mowbray Dates: 10 July 2015 25 September 2015 11 December 2015 A workshop for Councillors designed to provide tips and techniques on how to Time Cost read work-related documents in a fraction of the time that it currently takes. Cost 10:00 - 13:00 £95 for EMC Members Free to EMC member authorities.
Date Venue Making Progress on Problems Councillor Development Network 26 February 2016 EMC Offices, Melton Mowbray The Network supports local authority Councillors and Officers responsible for councillor learning and development, by A practical session providing Councillors with an opportunity to develop an action sharing knowledge, information and ideas across the region through discussions and presentations. Time Cost plan for an issue that they intend to make progress on, using Action Learning 10:00 - 13:00 £95 for EMC Members For more information regarding the Councillor Development network visit: techniques. www.emcouncils.gov.uk/Councillor-Development-Network
Date Venue Regional Policy Briefing Event Dates: 8 July 2015 11 November 2015 3 February 2016 9 March 2016 Melton Borough Council This seminar is part of the Regional Programme of Policy Briefing events for Cost Time Cost Councillors. Free to EMC member authorities. 10:00 - 13:00 Free for members of the Regional Programme of Policy events. For further information on our events and the support we can provide, either visit: Date Venue Conflict Resolution and Mediation www.emcouncils.gov.uk/Councillor-Development 11 March 2016 EMC Offices, Melton Mowbray A highly practical workshop for Councillors, designed to equip participants with Or contact Time Cost skills to cope more effectively when conflict arises, and also be able to reduce the Lisa Butterfill Tel: 01664 502 643 Email: [email protected] 10:00 - 13:00 £95 for EMC Members likelihood of it occurring in the first place. Kirsty Lowe Tel: 01664 502 637 Email: [email protected]
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East Midlands Councils For more information please call 01664 502 620 or T: 01664 502 620 e-mail: [email protected] E: [email protected] This document has been printed on recycled paper. W: www.emcouncils.gov.uk @EMCouncils Published February 2015.
East Midlands Councils, Pera Business Park, Nottingham Road, Melton Mowbray, Leicestershire, LE13 0PB 136
East Midlands Councils Councillor Development Programme | February 2015