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WORCESTERSHIRE LOCAL ENTERPRISE PARTNERSHIP BOARD MEETINGMonday 16th May 2016, 2.00 pm - 5.00 pm

YAMAZAKI MAZAK, BADGEWORTH DRIVE, WORCESTER, WR4 9NF

AGENDA

1. Welcome and Apologies

2. Minutes of WLEP Board Meeting on 14 March 2016 (5 mins)

3. Matters Arising (5 mins)- Action List

- Correspondence

4. Growth Deal 2015-2016 performance and 2016-2017 forecast – Gary Woodman (15 mins)

5. Further Growth Deals Approach – Gary Woodman (60 mins)

6. Southern Link Road Business Case – Nigel Hudson - WCC (20 mins)

7. FE Board Review – Gary Woodman (10 mins)

8. Agri Tech Sector Developments

Geothermal Feasibility – Chris Brooks (20 mins)Innovation in Horticulture – Claire Bridges (20 mins)

9. 2015/16 End of Year Budget and Growing Places – Gary Woodman (10 mins)

10. Any Other Business

11. Board Meetings for 2016 will be held on a Mondays, 2pm – 5pm on the following dates:

18th July 201619th September 2016 21st November 2016

1.0 WELCOME & APOLOGIES

PRESENT:Mark Stansfeld (MS) Non-Executive Chair

Carl Arntzen (KA) Managing Director, Worcester Bosch Group

Chris Walklett (CW) Partner, Bishop Fleming

Prof David Green (DG) CEO & Vice Chancellor of the University of Worcester

Cllr Linda Robinson (LR) Leader, Wychavon District Council (rep Southern DCs)

Cllr Margaret Sherrey (MS) Leader, Bromsgrove DC (rep Northern DCs)

Dr Simon Murphy (SM) Non-Executive Chair, Sandwell Local Improvement Finance Trust

Nick Baldwin (NB) Chairman, Office for Nuclear Regulation

Cllr Simon Geraghty (SG) Leader, Worcestershire County Council

Mark Martin (MM) Chair of WLEP Business Board

IN ATTENDANCE:Gary Woodman (GW) Worcestershire LEP

Claire Bridges (CB) Worcestershire LEP

Diane Dwyers (DD) Worcestershire LEP (Note Taker)

Kevin Dicks (KD) Chief Executive, Bromsgrove District & Redditch BC

Graham Pendlebury (GP) DFT, LEP Senior Sponsor

Chris Brooks (CB) Regeneration Manager, Wychavon DC

Nigel Hudson (NH) Head of Strategic Infrastructure & Economy, WCC

APOLOGIES:Stuart Laverick (SL) Principal & Chief Executive, Heart of Worcestershire

College

2.0 MINUTES OF WLEP BOARD MEETING

Monday 14th March 2016, 2.00pm – 5.00pm

Worcester Bosch, Cotswold Way, Worcester WR4 9SW

PRESENT:Mark Stansfeld (MS) Non-Executive ChairCarl Arntzen (CA) Managing Director, Worcester Bosch GroupCllr Linda Robinson (LR) Leader, Wychavon District Council (rep Southern DCs)Cllr Margaret Sherrey (MSh) Leader, Bromsgrove DC (rep Northern DCs)Chris Walklett (CW) Partner, Bishop FlemingDr Simon Murphy (SM) Non-Executive Chair, Sandwell Local Improvement Finance TrustNick Baldwin (NB) Chairman, Office for Nuclear RegulationProf David Green (DG) CEO & Vice Chancellor of the University of WorcesterStuart Laverick (SL) Principal & CEO, Heart of Worcestershire CollegeCllr Anthony Blagg (AB) Deputy Leader of Worcestershire County CouncilSteve Borwell-Fox (SBF) Vice Chair of WLEP Business Board

IN ATTENDANCE:Gary Woodman (GW) Worcestershire LEPIan Edwards (IE) Worcestershire LEPClaire Bridges (CB) Worcestershire LEPSharon Rai (SR) Worcestershire LEPDavid Irish (DI) Worcestershire LEPDiane Dwyers (DD) Worcestershire LEP (Note Taker)Jack Hegarty (JH) Chief Executive, Malvern Hills District CouncilGraham Pendlebury (GP) DFT, LEP Senior SponsorGraham Russell (GR) Partner Director, AMIONKeith Mowbray (KM) Strategic Business Development Director, QinetiQ

APOLOGIES:Cllr Simon Geraghty (SG) Leader, Worcestershire County CouncilMark Martin (MM) Chair of WLEP Business Board, One Creative

1.

1.1

1.2

Welcome and Apologies

Mark Stansfeld (Chair) welcomed the Board, Jack Hegarty, Graham Russell and Graham Pendlebury, apologies noted from Simon Geraghty and Mark Martin.

Mark looked at the Agenda and asked if there was any conflict of interest, it was noted there was no conflict of interest.

ACTION

2.

2.1

Minutes from WLEP Board Meeting on 25 th January 2016

SM highlighted point 2.2 to the Board regarding the innovative work being carried out by Worcestershire Regulatory Services (WRS) under the Better Business for All (BBfA) Programme. WRS is an early national BBfA pioneer which works collaboratively to help self-regulatory compliance by SME businesses.

2.2

The Asian Seminar Programme, supporting the Bangladeshi restaurant/catering business community in Worcestershire, has been nominated for a forthcoming national Award sponsored by BIS/Better Regulation Delivery Office. A recent seminar had been attended by the Rt Hon Sajid Javid MP and demonstrates the potential to roll out the scheme nationally.

The minutes were approved and signed off as a true record by the Board.

3.

3.1

3.1.1

3.1.2

3.1.3

3.1.4

3.1.5

3.1.6

3.2

3.2.1

3.2.2

3.2.3

Matters Arising

Action List

MS commented that he hadn’t received any feedback from the Board Objectives and asked the Board to please look at these again and review at the next Board Meeting.

Gary said he would circulate the Vision Statement after the next QUAD Meeting which is on the 18th April.

It was noted that the small working session (Pipeline Workshop) took place on the 1st March 2016 which included MS, GW, SG, NB, DG, SM, CW, MM and Clare Marchant.

The scale up data is now available on the secure web for everyone to view. David is going on a Driving Economic Growth Programme which will help when bringing together this data.

MS asked who Godwin Austin International were as they were listed on the scale up data. CW said he would look this company up on the Intel Report and email the report back to the WLEP for MS to look at. DI said he would email the company name to CW.

MS confirmed that he attended the Careers/Businesses Event on Friday 29th January.

Correspondence

Letter from Cities & Local Growth Unit re Local Growth Fund 2016/17 Payment – Compliant all apart from National Audit Accounts.

Letter from Cities & Local Growth Unit re Audits into Local Growth – these will hit the press w/c 21st March.

Correspondence was noted by the Board.

ALL

GW

DI/CW

4

4.1

4.2

4.3

Growth Deal 2015-2016 Performance and 2016-2021 Forecast

IE reported that the 15/16 programme was 87% at the end of Feb, with confidence of hitting the target, as schemes are spending all the month of March. MS wished to congratulate the programme managers and Board for its delivery, however a short review on what went well and what did not would be useful to reflect on spending the money the best possible way.

Regarding 2016/17 the programme could be seen with those projects at significant risk of spend. The Board discussed the options of allocating the money to mitigate against the risk of not spending the allocated money. However after much debate it was agreed that the recommendation of reallocating funds to the Southern Link Road was critical to the programme success. The Board asked that a pipeline of projects would be developed so that the Board could have a number of options on programme management.

Growth Deal 3 was expected to be announced in the Budget on Wednesday 16th March, this could focused on the delivery of housing, sustainable transport and road/rail projects. Also the outcomes of the Area Based Review would dictate the investment the WLEP would make in Skills capital. MS asked the Board to focus on projects that would deliver the vision and change what Worcestershire would be like in 10 years’ time.

IE

5

5.1

5.2

Future Delivery of the Strategic Economic Plan

MS introduced this item informing the Board that other areas had been refreshed since submitting the Strategic Economic Plan in March 2014. There was no intent for WLEP to change the plan, although a process of analysing the data behind the WLEP performance of the ‘3rd fastest growing’ LEP and highest growth in productivity would be helpful for the Board. This review of the numbers will assist us, as a Board, to look at the 3 to 5 year pipeline and make judgements about the priority projects against the newly agreed vision. Graham Russell from AMION gave a presentation on the sector performance of the Worcestershire LEP area, which the Board discussed in detail. The Board concluded that the existing sectors were important to create a focus and to be known for something, whether this was Cyber, which was a ‘halo brand’ type sector or Agri, which recognised Worcestershire history and good agricultural land. However, we need to recognise where Worcestershire has key assets like the Malvern Hills Science Park, Pershore College and University of Worcester, that this may create opportunities outside of those key sectors. The Board agreed that growth and jobs should be the focus of the WLEP and not be too rigid about the sectors

It was agreed that sector based plans would be created and come to the next Board meeting. Also a review of the Worcestershire Business Central and the business supporting offering in the County.

5.3

5.3.1

5.3.2

5.3.3

5.3.4

5.3.5

Pipeline Discussion

GW gave a presentation on the limited headroom that the WLEP had in 16/17. This was £1m in skills capital and £1.2m in housing and employment land. The long list of schemes had come from discussions with many stakeholders and this gave the WLEP an opportunity to focus the money on projects that were going to make the greatest impact, whilst also responding to the governments’ agenda or conditions related to the funding. It should also be recognised that a number of projects could be funded from other sources and not just WLEP funds.

The Board recognised the long list could be defined as:

1) Those projects where WLEP or local partners CONTROL the funding.

2) Those projects where we are trying to INFLUENCE others to fund.3) Those projects where we have an INTEREST in others funding.

The long list highlighted the following areas of weakness in the long list

1) Project which stimulated business growth (although some projects could be rebadged – i.e. W6).

2) Which Housing schemes also opened by employment land.3) A geographic focus on Worcester City and Bromsgrove and

Redditch

Further work on the pipeline would take place to fill these gaps with quality projects.

Also a degree of focus would be provided once we knew the make-up of the funding criteria following the budget.

Progress on the Business case for the Phase 4 of the Southern Link Road to be discussed at the next Board.

GW

GW

GW

6

6.1

6.2

Inward Investment Strategy

Sharon Rai guided the Board through the customer journey and what would happen to a typical enquiry that would be managed through a partnership approach. In order to deliver this customer focused approach it was important that all partners from District Councils, FE and HE, Chamber of Commerce, Cricket and Rugby Clubs were aware of the process. The process would be monitored and measured through an existing CRM system which the Growth Hub, Districts County and WLEP can access. The approach that would be taken would be to build relationships and give them the ‘red carpet service’, not spend lots of resources on glossy brochures or taking stands at expensive shows.

SM asked if there was a genuine buy-in from Districts on a common approach or single approach? Also, what are the KPIs for success? SR answered that all Districts had been part of the co-design of the system and KPIs were defined by the WLEP, who are the only the ones who have a relationship with UKTI’s Investment team. JH confirmed that Districts were all working together with examples of the events in London, Birmingham and back in the County.

6.3

6.4

CA asked when the Inward Investment manager was being recruited. GW responded interviews were on 18th March.

The Board agreed the plan and looked forward to a progress report later in the year.

7

7.1

FE Board Review

GW outlined the progress after 2 meetings of the Worcestershire FE review. It is clear that the next two meetings in March and April start to shape up the future options on college provision in the area and the likely recommendations that will be concluded from the review. It was agreed that CA and DG would join GW with a small working group to form a view to be recommended to the WLEP Board in May.

GW

8

8.1

Budget Update and 2016/2017 Budget

The Board noted the position of the 15/16 with one month to go in the financial year. It was noted the reduction in carry forward in line with the recommendation made by the Finance, Audit and Risk Committee. The 16/17 Budget was approved following recommendation by the FAR Committee.

It was agreed that the expenditure on development of the business cases for Malvern Hills Science and Technology Park, Heat Networks and Regulatory Exemplar Project and it was approved that a future report would come to the Board on the Growing Places Fund. GW

9

9.1

9.2

Sensors Catapult Bid

Carl Arntzen left the meeting due to a potential conflict of interest.

Although with the priority sectors in the SEP, the partnership might have been expected to pursue a Cyber Catapult. However intelligence from Innovate UK and QinetiQ indicated that a Cyber sector catapult would not be called for. Keith Mowbray explained the work that QinetiQ have been undertaking with Innovate UK and learning from the South Wales experience to prepare to bid for a Sensors Catapult in Worcestershire. There was likely to be competition or collaboration with other areas in the UK, such as Liverpool ‘Sensor City’, Glasgow, Bristol and Cardiff. QinetiQ have now had communication with all these locations to gain support for a Worcestershire model. Presentations have been completed to the Innovate UK Steering group and Innovate UK Catapult team. On Friday 18th March a presentation will be made to the Chief Scientific Officer. QinetiQ’s group CEO will also be raising this in his meetings with Government, including No.10. CW asked what funding came with the catapult? KM answered that, depending on the size and scale of the catapult, somewhere between £3m-£10m, this would need to be backed by local partners like the WLEP or private sector.

9.3

9.4

The Board agreed to strongly support the bid for a Catapult and agreed to attend the Innovation Wednesday meeting on 23rd March, which was on this topic.

GW and Board members to support follow up actions when required.

ALL

10.

10.1

Any Other Business

Better Business for All

SM and CB reported to the Board that Worcestershire Regulatory Services (WRS), nominated by the WLEP, received national recognition through the first national awards sponsored by BIS/BRDO. WRS was announced as the National Better Business for All (BBfA) Innovation winner for its pioneering Asian Seminar Programme. WRS has devised a new collaborative approach with the full involvement of specialist high street food sector business. The initiative responded to local business needs where WRS provides positive support and practical advice through a seminar programme for restaurants and takeaways run by people whose ethnic roots are in the Indian sub-continent. Some 150 people from over 60 businesses have benefited so far with more events planned on specific topics in response to business requests.

The series of piloted events have been very successful in achieving better regulatory understanding and compliance in Worcestershire as well as delivering this model on request to other LEP areas across the Midlands and South East. In parallel, this specific initiative has helped roll out and embed BBfA partnership principles as well as establishing a constructive relationship with segmented business communities who previously felt ignored, feared enforcement and generally isolated from standard regulatory practices.

Local mosques have promoted the events. WRS has contributed to national televised programmes and newspapers for the specialised food industry (Bangladesh TV, Curry Circle TV) and asked to provide similar events to related business communities across the UK, including for the Chinese Association. A major outcome so far is the establishment of two Primary Authority agreements between WRS and the Bangladeshi Caterers’ Association and the Guild of Bangladeshi Restaurateurs which will help 30,000 SME business members nationally. This major achievement is leading to requests for these events to be provided across the UK and represents a significant business development opportunity for WRS.

BIS recognises the strong WLEP and WRS BBfA partnership which has been established and the evidence of shared vision and ambition shaping tangible delivery and practical support for micro and SME businesses. The WLEP and WRS are exploring similar constructive business support via Worcestershire Business Central, particularly in terms of providing offers as part of an Inward Investment tailored “after care/operational” support package as well as aiding SMEs secure Export Certification as part of business expansion proposals.

10.2 Voluntary Community Sector

The WLEP Executive is conducting some initial research work to establish the potential scope and ambition of the VCS sector in Worcestershire in terms of its economic value and economic impact towards productivity, business growth and jobs. Existing Worcestershire-based analysis and intelligence is being assessed from a range of Worcestershire public and third sector organisations. Best practice from elsewhere is being sought through the Cabinet Office and national third sector leads. Once the current position has been established, the challenge will be to identify what, if anything, should happen next. A report will be prepared for a future WLEP Board in Autumn 2016.

11 Dates of WLEP Board Meetings in 2016

16th May 201618th July 201619th September 201621st November 2016

3.0 MATTERS ARISING (ACTION LIST & CORRESPONDENCE)

3.1 ACTION LIST

3.1.1 MS commented that he hadn’t received any feedback from the Board Objectives and asked the Board to please look at these again and review at the next Board Meeting.

Action: ALL

3.1.2 Gary said he would circulate the Vision Statement after the next QUAD Meeting which is on the 18th April.

Action: G Woodman

3.1.3 MS asked who Godwin Austin International were as they were listed on the scale up data. CW said he would look this company up on the Intel Report and email the report back to the WLEP for MS to look at. DI said he would email the company name to CW.

Action: D Irish/C Walklett

3.1.4 Growth Deal 2015-2016 Performance and 2016-2021 Forecast

The Board asked that a pipeline of projects would be developed so that the Board could have a number of options on programme management.

Action: I Edwards

3.1.5 Pipeline Discussion

3.1.5.1 Further work on the pipeline would take place to fill these gaps with quality projects.

Action: G Woodman

3.1.5.2 Also a degree of focus would be provided once we knew the make-up of the funding criteria following the budget.

Action: G Woodman

3.1.5.3 Progress on the Business case for the Phase 4 of the Southern Link Road to be discussed at the next Board.

Action: G Woodman

3.1.6 FE Board Review

GW outlined the progress after 2 meetings of the Worcestershire FE review. It is clear that the next two meetings in March and April start to shape up the future options on college provision in the area and the likely recommendations that will be concluded from the review. It was agreed that CA and DG would join GW with a small working group to form a view to be recommended to the WLEP Board in May.

Action: G Woodman

3.1.7 Budget Update and 2016/2017 Budget

It was agreed that the expenditure on development of the business cases for Malvern Hills Science and Technology Park, Heat Networks and Regulatory Exemplar Project and it was approved that a future report would come to the Board on the Growing Places Fund.

Action: G Woodman

3.1.8 Sensors Catapult Bid

3.1.9 The Board agreed to strongly support the bid for a Catapult and agreed to attend the Innovation Wednesday meeting on 23rd March, which was on this topic.

Action: ALL

3.2 CORRESPONDENCE

3.2.1 Letter from the Rt Hon Greg Clark MP, Department for Communities & Local Government dated 12th April 2016 re Competing for Growth – Further Growth Deals.

4.0 GROWTH DEAL 2015-2016 OUTTURN AND 2016-2021 PROGRAMME

WLEP BOARD RECOMMENDATIONThat the Board notes the outturn position of 2015/2016 Growth Deal programme.

4.1 GROWTH DEAL 2015/2016 OUTTURN

4.1.1 I am delighted to report that Worcestershire LEP achieved its target expenditure of £13.4m in 2015/2016. Details are included in Table 1.

4.1.2 Thanks must go, not only to the Project Managers of each scheme contributing to the outturn, but also to the Finance Team at Worcestershire County Council who have provided considerable support and guidance to the Executive Team throughout.

4.1.3 The outturn figures will be reported as part of the Accountable Body’s Annual Statement of Accounts and will be subject to the same external audit scrutiny as any other County Council budget.

4.2 GROWTH DEAL 2016/2017 – 2020/2021 PROGRAMME

4.2.1 Further to the discussion at the previous Board meeting and the subsequent closing of the 2015/2016 accounts, Table 1 provides an overview of the balance of the existing Growth Deal programme from 2016/2017 to 2020/2021.

4.2.2 Focussing on 2016/2017, we have a fixed budget of £24,152,509 with a current programme of £24.9m when taking into account the forecast spend of each project. However, questions still remain on the ability of Worcestershire County Council to defray £4.3m on Parkway Station during 2016/2017.

4.2.3 In summary, this minimal over-programming margin is insufficient at this stage of the financial year and options will need to be considered to increase this to £3m - £4m.

4.2.4 Other than the Employment and Housing Infrastructure Fund, all budgets in 2016/2017 have been identified by the individual Project Managers as the forecast outturn. Whilst these figures will be challenged, it does suggest that there may be little scope for accelerating those schemes that also have a budget in 2017/2018.

4.2.5 One clear recommendation is that the £500,000 budget for the Employment and Housing Infrastructure Fund in 2017/2018 is bought in to 2016/2017.

4.2.6 A current RAG rating based upon an assessment of the project’s ability to defray the full 2016/2017 budget.

4.2.7 A further report will be presented to the next Board meeting in July 2016 which will be informed by further discussions with the Project Managers delivering Growth Deal schemes in 2016/2017.

Ian EdwardsGrowth Plan Project Manager

Project Project Lead Project Phase 2015/2016 Actual 2016/ 2017 Budget 2017/2018 Forecast 2018/2019 Forecast 2019/2020 Forecast 2020/2021 Forecast Total Budget RAG

Pershore Lane Improvements (Worcester Six)

Claire Brown (CH2MHill) Approved £3,583,000 £1,417,000 £0 £0 £0 £0 £5,000,000

Hoobrook Link Road Mark Mills (WCC) Approved £3,105,000 £495,000 £0 £0 £0 £0 £3,600,000

Malvern Hills Science Park (Phase 5) Nigel Hudson (WCC) Approved £444,000 £3,556,000 £0 £0 £0 £0 £4,000,000

Centre of Vocational Excellence

Duane Sanger (HWGTA) Programme Entry £0 £880,000 £0 £0 £0 £0 £880,000

Broadband Ste Ashton (WCC) Approved £0 £608,000 £1,792,000 £0 £0 £0 £2,400,000

Flood Alleviation Matt Maginnis (WCC) Business Case £0 £1,400,000 £2,600,000 £0 £0 £0 £4,000,000

Southern Link Road Phase 3A Andy McGinnis (WCC) Approved £5,178,000 £3,722,000 £0 £0 £0 £0 £8,900,000

Southern Link Road Phases 3B and 3C Andy McGinnis (WCC) Conditional Approval £0 £3,200,000 £4,300,000 £0 £0 £0 £7,500,000

Parkway Station Tom Delaney (WCC) Conditional Approval £0 £4,300,000 £4,000,000 £0 £0 £0 £8,300,000

Kidd. Railway Station David Balme (WCC) Programme Entry £0 £750,000 £1,750,000 £0 £0 £0 £2,500,000

Vale Park Phil Merrick (WDC) Approved £590,000 £210,000 £0 £0 £0 £0 £800,000

META ProjectNoreen Moses (South Worcestershire College)

Approved £0 £313,000 £0 £0 £0 £0 £313,000

Cathedral Square Lynsey Keir (WCC) Approved £500,000 £0 £0 £0 £0 £0 £500,000 Scheme Complete

Employment and Housing Infrastructure Fund

Ian Edwards (WLEP) Programme £0 £1,200,000 £500,000 £0 £0 £0 £1,700,000

Project Project Lead Project Phase 2015/2016 Actual 2016/ 2017 Budget 2017/2018 Forecast 2018/2019 Forecast 2019/2020 Forecast 2020/2021 Forecast Total Budget RAG

Worcestershire Growth Fund

Stephen Butterworth (WCC) Approved £0 £1,000,000 £1,000,000 £0 £0 £0 £2,000,000

Midland Group Training Services Lee Weatherly (MGTS) Programme Entry £0 £350,000 £0 £0 £0 £0 £350,000

Pershore College - Agritech

Diane Whitehouse (Warwickshire College Group)

Programme Entry £0 £500,000 £0 £0 £0 £0 £500,000

Skills Capital Fund Ian Edwards (WLEP) Programme £0 £1,037,000 £0 £0 £0 £0 £1,037,000

Total

£13,400,000

£24,938,000 £15,942,000 £0 £0 £0 £54,280,000

Budget £24,152,509 £11,246,898 £1,548,291 £1,933,584 £1,933,584 £54,214,866

5.0 GROWTH DEAL ROUND 3

WLEP BOARD RECOMMENDATION1. That the Board agrees to make a Growth Deal Round 3 submission to

Government in the order of £15m - £25m

2. That the Board agrees to further develop all projects identified in Table 1 for subsequent consideration for inclusion in the final Growth Deal Round 3 submission.

5.1 BACKGROUND

5.1.1 On 12th April 2016, all LEPs received a letter from Greg Clark outlining the approach Government has chosen to take in distributing funds through the next round of the Growth Deal. A copy is included as Appendix 1 to this paper.

5.1.2 The Board will recall that during Rounds 1 and 2 of Growth Deal, the 39 LEPs were awarded a total of c £7.3bn of the total £12bn budget with WLEP awarded £54.2m.

5.1.3 The Budget 2016 confirmed the £12bn and identified that the balance of funds were to be allocated as follows:

i) £475m for Local Transport Majors with LEPs invited to bid for development costs by 21st July 2016. A bid for Carrington Bridge is currently being prepared.

ii) £2bn for a long term housing loan funding to invest in infrastructure to support major housing developments. Developers are invited to submit bids to HCA, who will manage the process.

iii) The remaining £1.8bn would be available for LEPs to bid for with the priorities being skills capital, infrastructure and housing.

5.1.4 Taking into account Greg Clark’s letter as well as subsequent conversations with Government officials, the following issues emerge:

i) This is a competitive process and no area is entitled to a share of the funding. It is clear that The Secretary of State is prepared for some areas to receive no funding at all.

ii) The funding profile is back end loaded with 50% of the budget being available in 2020/21 and no funding is available beyond this point.

iii) Combined Authorities will have an advantage. Subsequent discussions with BIS suggest that in the absence of a combined Authority for Worcestershire, we need to demonstrate how we are pro-actively using alternative delivery models such as Place Partnership, Innovation Programme Office, Worcestershire Business Central, Inward investment – partnership delivery, etc.

iv) LEPs are expected to bring forward a specific package to increase growth, with a clear business case for each project. Whilst Combined Authority areas may submit programmes, Worcestershire LEP will need to submit individual projects for consideration.

v) All bids must be owned by both the political and business leaders and must align with the Strategic Economic Plan

vi) A greater level of private sector investment is required with the expectation that match funding from other bodies such as Universities is also identified.

vii) Proposals should align with the outcome of FE Area Review and plans for local housing delivery.

viii) The team responsible for assessing all bids includes Ministers and Secretary of State from the 3 sponsor Departments i.e. Business Innovation and Skills; Communities and Local Government and Department for Transport

ix) There is likely to be a ‘Challenge Session’ led by one of the Ministerial Team which will take place between 27th June 2016 and 21st July 2016

x) Government assessment of bids will take into account issues such as the adequacy of Governance, Assurance Frameworks, past performance, etc. We can take confidence in the fact that we are considered as one of the better LEPs in these areas.

xi) There is an expectation that each proposal will reflect the contribution being made by each Government Department i.e. as a third of the £1.8bn is from the national Skills budget, a third of each proposal by value should relate to skills projects.

xii) The deadline for submission is the 21st July.

5.2 THE PROPOSAL

5.2.1 If the Growth Deal Round 3 funds were allocated on a similar basis to the first two rounds i.e. by population, it would not be unreasonable to consider that an allocation of £15m - £25m would be feasible.

5.2.2 However, as previously mentioned, it has been made clear by Government that this round will not be awarded in this way with the quality of the projects and the alignment to an emerging Combined Authority being the key success factors.

5.2.3 On Monday 18th April, the WLEP QUAD met to discuss the response and approach that the partnership would take to develop the Worcestershire proposition. The following actions were agreed:

i) WLEP will submit 4/5 transformational packages that will further deliver the SEP – the outline business case for these projects will be considered by the May WLEP Board meeting;

ii) In developing these proposals, the LEP Executive would reflect on the previous submissions made as part of the SEP process. This includes schemes such as Redditch Eastern Gateway, Pershore Northern Link and Worcester City Centre Masterplan as well the pipeline of projects developed with partners and discussed at the LEP Board in March 2016;

iii) Amion will be retained to work with WLEP and partners to prepare appropriate business cases for the chosen projects;

iv) A conversation would be had with NWEDR and GBSLEP on co-ordination of proposals in the overlap area;

v) WLEP will engage with MPs on the emerging proposals, and;

vi) The WLEP Board will sign off the bid at the meeting on 18th July 2016.

5.2.4 Having reflected on (ii) above, the LEP Executive has identified, for the Board’s consideration, a package of capital projects that contribute to the delivery of the Strategic Economic Plan and could a transformational effect on the economy of the County.

5.2.5 Based on this process a package of 14 priority projects will be further considered for inclusion in the WLEP Growth Deal proposal to DCLG. These projects are described in Table 1 and Table 2 and sets out the expected costs and the proposed LGF funding request for each project alongside the anticipated project outputs. In total, the package seeks funding support of £74.8 million towards an overall investment of £97.4 million. Greater Birmingham and Solihull Local Enterprise Partnership (GBSLEP) would be expected to make a significant contribution towards projects within North Worcestershire.

Gary WoodmanExecutive Director

Table 1: WLEP Growth Deal ProjectsProject Lead organisation Description

Knowledge and Innovation projectsSensors Catapult/Malvern Hill Science and Technology Park

QinetiQ/WLEP The delivery of a Sensors Catapult and redevelopment of 4.5ha of commercial land forming an extension to the Malvern Technology Centre. The scheme will further enhance the capacity at this site which acts as a strategic focus for the cyber security sector

Malvern Hills Science Park Phase 6

WLEP The further expansion of the Malvern Hills Science Park, one of the key gamechanger sites within Worcestershire, creating new R&D and related knowledge sector employment opportunities.

Worcester Business Incubator

WLEP The first phase of a major new investment, transforming the existing BT Exchange building into a focus for innovation and enterprise. The investment will support the delivery of a new business incubator, alongside new flexible serviced office provision within the city centre.

North Worcestershire Innovation Centre

University of Wolverhampton

A new 2,800 sq m innovation centre providing high quality business suites, shared workspace, incubation space and shared R&D facilities. The scheme is proposed to be delivered at Silverwoods in the heart of the South Kidderminster Enterprise Park.

Land and DevelopmentChurchfields Urban Village Highway Infrastructure

WCC/WFDC The project will deliver infrastructure and sustainability improvements to enable the delivery of phases 2 and 3 of the Churchfields Urban Village scheme, relieving traffic congestion along the A456 and the A51, as well as improving air quality in line with strategic objectives

Redditch Eastern Gateway

Stoford/WCC The provision of infrastructure and access enhancements to facilitate the delivery of this key gamechanger site, which has the potential to deliver more than 36,000 sq m of employment floorspace within North Worcestershire

Transport projectsSustainable Transport

WCC The project will connect Worcester City Centre to Worcestershire Parkway and Pershore Town Centre via a continuous, direct and attractive route between new trip attractors, residential areas and new developments.

A38 Bromsgrove Corridor Major Scheme

WCC A package of road and junction improvements along the A38 at Bromsgrove including road widening, realignment and signal upgrades, alongside provision for enhanced sustainable transport. This will support delivery of key housing sites.

Pershore Northern Link Road

WCC The project will provide a northern link road to connect the employment sites at Keytec Business Park with the A44, alongside improving Pinvin crossroads to alleviate congestion issues.

Skills infrastructure projectsSkills Capital Programme

WLEP A programme providing targeted support for skills infrastructure, particularly for further education providers, linked to supporting growth within priority economic sectors.

Inclusive Centre for Entrepreneurship and Business Growth (iCfEB)

University of Worcester A new Centre providing entrepreneurship education across the University of Worcester, enhancing existing facilities and services aimed at students, graduates and the wider business community within Worcestershire.

International Centre for Inclusive Sport, Physical Activity and Health

University of Worcester A new purpose designed facility connected to the Worcester Arena creating world class facilities that meet the needs of blind, mobility impaired and autistic spectrum participants locally and from around the world.

Other projectsWorcestershire Growth Fund

WLEP Continuation of current programme launched at WLEP Conference in November 2015

Worcestershire Geothermal

WLEP To further develop the proposals to utilise geothermal energy resources through next stage feasibility work.

Table 2: Project costs, funding requirement and estimated outputs (Initial review)

Project Costs and funding

Outputs

Cost (£m)

LGF funding

(£m)Land (ha)

Floor-space (sq m)

New Homes

Gross Jobs

Skills assists

Business

assistsTransport BCR Other

Knowledge and Innovation projects

Sensors Catapult/Malvern Hill Science and Technology Park

£4.00 £4.00 4.5 1,500 - 100 - - - Knowledge sector jobs created at MHSP

Malvern Hills Science Park Phase 6 £4.00 £4.00 0.6 1,500 - 100 - - - Knowledge sector jobs created at

MHSP

Worcester Business Incubator £5.00 £2.50 - 4,200 - 250 - 50 - Knowledge sector jobs created

North Worcestershire Innovation Centre £10.00 £5.00 2.1 2,800 - 85 - 30 - Knowledge sector jobs created

Sub-total - Knowledge and Innovation projects

£23.00 £15.50 4.5 16,200 - 650 - 80 - -

Land and Development

Churchfields Urban Village Highway Infrastructure

£4.82 £4.50 - - 300 - - - - Some new B1 floorspace to be delivered on-site

Redditch Eastern Gateway £1.80 £1.80 9.4 36,500 - 670 - - - Lever significant private sector

investment

Sub-total – Land and Development projects £6.62 £6.30 9.4 36,500 300 670 - - - -

Transport projects

Sustainable Transport £3.98 £2.23 - - - - - - - 2 new walking/cycling bridges

A38 Bromsgrove Corridor Major Scheme

£38.28 £34.46 - - - - - -3.9:1 (high VFM)

Increased capacity to support delivery of homes

Pershore Northern Link Road

£9.76 £8.78 - - - - - -

6.6:1 (Very high

VFM)

Facilitate 695 housing units and 9.45 ha employment land

Sub-total - Transport projects £52.02 £45.47 - - - - - - Opening up access to new homes

and jobs

Skills infrastructure projects

Skills Capital Programme £3.00 £3.00 - - - - 300

p.a. - - -

Inclusive Centre for Entrepreneurship and Business Growth (iCfEB)

£0.50 £0.25 - 1,860 - - 415 p.a. - - -

International Centre for Inclusive Sport, Physical Activity and Health

£10.00 £2.00 4.0 23,000 - - 500 p.a. 20 -

60 national / international sporting events per annum

125,000 visitors attracted

Sub-total – Skills infrastructure projects £13.50 £5.25 4.0 24,860 - - 1,415

p.a. 20 - -

Other projects

Worcestershire Growth Fund £2.00 £2.00 - - - 200 - 40 - £6.00m business investment

levered

Worcestershire Geothermal £0.25 £0.25 - - - - - - - Feasibility report prepared to

inform future scheme

Sub-total – Other projects £2.25 £2.25 - - - - - 40 - -

Table 2: Project costs, funding requirement and estimated outputs (Initial review)

Project Costs and funding

Outputs

Cost (£m)

LGF funding

(£m)Land (ha)

Floor-space (sq m)

New Homes

Gross Jobs

Skills assists

Business

assistsTransport BCR Other

Overall Total

Total £97.39 £74.77 21.8 77,560 300 1,320 1,415 p.a. 140 - -

Appendix 1

6.0 SOUTHERN LINK ROAD BUSINESS CASE

WLEP BOARD RECOMMENDATION

To note progress on the development of the Business Case for Phase 4 of the Southern Link Road (Carrington Bridge) and the subsequent application to DfT Local Majors Fund.

6.1 BACKGROUND

6.1.1 The 2016 Budget announced the launch of a competitive process within the £475m fund for large local transport schemes administered by the Department for Transport (DfT). This is part of the £12bn Local Growth Fund (LGF).

6.1.2 The aim of the Local Majors Fund is to provide resources for those exceptionally large, potentially transformative local schemes that are too big to be taken forward within regular Growth Deal allocations and could not otherwise be funded

6.1.3 The profile of the £475m is as follows.

2016/17 2017/18 2018/19 2019/20 2020/21

£10m £45m £45m £95m £280m

6.1.4 However, it is worth noting that DfT has already made awards of £151m for the Lowestoft Third Crossing and Ipswich Wet Dock.

6.2 SCALE OF PROJECTS

6.2.1 This fund was created specifically for local schemes that are genuinely unaffordable by other means; because they are too large for regular Local Growth Fund allocations and cannot access other existing funding streams.

6.2.2 The minimum size of scheme varies depending upon the location. In the case of Worcestershire, this is £23m whereas, for example for GBSLEP the minimum scheme size is £75m.

6.2.3 Applications must come from the LEPs but all bids will need to have the full support and commitment of the proposed delivery body.

6.3 PROPOSAL

6.3.1 Whilst the scheme does not preclude more than one bid being presented, the total budget available and the level of interest nationally would suggest that we should focus on one project application. Clearly the priority for WLEP has long been established as Southern Link Road Phase 4 (Carrington Bridge) with an estimated cost of c £80m.

6.3.2 Nigel Hudson, Head of Strategic infrastructure and Economy at Worcestershire County Council will be making a presentation to the Board on the current state of play in preparing the Business Case for consideration by both the Worcestershire Local Transport Board and DfT.


7.0 FE BOARD REVIEW

WLEP BOARD RECOMMENDATIONa) WLEP support the development of the Apprenticeship Training Agency model and

financially invests a maximum of £117,000 across 3 years from the Growing Places Fund.

b) The WLEP Board is recommended to charge the Employment and Skills Board with developing sector based skills strategies to support and inform any future reshaping and commissioning of the local provision.

c) Agree that any investment bid for under Skills Capital and Growth Deal 3 should be in line with the FE Review conclusion and the sector based skills strategies.

7.1 Background

7.1.1 The Department for Business Innovation and Skills (BIS) announced that as part of its review of post-16 education and training institutions, it will carry out a series of area-based reviews.

7.1.2 Worcestershire LEP Area was announced in Wave 2 with the Marches LEP area. This has led to a joint review with separate recommendations for each LEP area.

7.1.3 A report outlining the process came to the January 2016 WLEP Board meeting and an update was provided at the March 2016 WLEP Board meeting.

7.2 Current Position

7.2.1 Since the March Board meeting review meetings 3 and 4 have taken place.

7.2.2 Meeting 3 focused on the college estate, the potential to share back office functions and created a long list of strategic options. The options were based on a County geography opposed to wider area of the three counties that make up the two LEP areas. These long list of options were:

i) Worcester 6th Form College to investigate academisation.

ii) South Worcestershire College to merge with Warwickshire College Group for colleges in Evesham and Malvern.

iii) Heart of Worcestershire College to develop an ATA model, which includes private sector training providers and addresses the needs of large levy paying organisations and small and micro sized businesses.

iv) Kidderminster College to work with Birmingham Metropolitan College to ensure no duplication of curriculum in the Kidderminster area.

v) Ensure Special Education Needs are covered by a range of provision.

7.2.3 Meeting 4 then reviewed these recommendations preparing for the final report to be published. The only recommendation which was not taken forward formally was the Kidderminster College position due to them being managed by Newcastle College Group. This will still be pursued at a local level.

7.2.4 Meeting 5 (16th May) will confirm the following points based around the options identified in meeting 4; items for discussion are:

Feedback from Corporations on the decisions they have made following recommendations and the reasons for them.

Planned changes to provision and structures: financial stability and sustainability; the extent to which colleges agree/disagree on options/details

The way forward: discussion around process of implementation and maintaining new arrangements.

Conclusions of the review

7.2.5 The publication of the review will be in June 2016.

7.3 Next Steps

7.3.1 Although the review has not seen a dramatic change in the Worcestershire FE environment from what was planned before this process. The WLEP Board working group, on this subject, was agreed at the last meeting, had a couple of discussions between the review group meetings on the impact of the review of WLEP based investment decisions. They have taken advice on matters, such as if OFSTED give a negative inspection report will this have any impact on the outcomes of the review, and it appears not to be the case.

7.3.2 There are two recommendations that the WLEP Board particularly need to make a decision on:

a) Financial Support for the Apprenticeship Training Agency model supported by Heart of Worcestershire College.

b) Preparing Worcestershire within the future Government skills policy context.

The report will now consider each of these in turn

7.3.3 Support for the Apprenticeship Training Agency (ATA) Model

7.3.4 An ATA is a business whose core function is the sourcing of employers interested in engaging with Apprenticeships leading to the employment, training and development of those individuals who undertake an apprenticeship. Under this model the apprentice will be hired out to host employers who will provide productive and suitable employment.

7.3.5 The distinctive feature of the ATA model is that the ATA acts as the apprentice’s employer and places them with a host employer. The host employer pays the ATA a fee for the apprentice’s services, this fee being based on the wage agreed (at least at recommend minimum wage levels currently set at £3.30 per hour) with the host and a management fee on top.

7.3.6 The ATA will not replace the traditional model of Apprenticeship delivery based on direct employment of the apprentice; but rather the ATA is designed to create new Apprenticeship opportunities in companies that may not otherwise work with apprenticeships.

7.3.7 The potential benefits of this model to the county of Worcestershire have been identified as:

- Providing an opportunity to increase the number of employers engaged in apprenticeship delivery throughout the county;

- Enhancing the flexibility of employers within the county to meet their business needs by offering an alternative route for apprentices into recruitment and learning;

- Re-engaging with employers who have found recruiting and supporting apprentices difficult through the economic downturn; and

- Providing a clear and direct approach to supporting the increased number of 3 million Apprenticeships expected by current Government during their term of office.

7.3.8 The ATA offer will include Apprenticeships in a wide range of industry sectors. The frameworks offered through the ATA will be in response to the demand of business’s operating throughout Worcestershire.

7.3.9 The proposed ATA would be developed through a three year agreement and partnership model between the Heart of Worcestershire College, Worcestershire LEP, Worcestershire Training Providers Association and Herefordshire and Worcestershire Chamber of Commerce and a proven ATA model through IMPACT Employment Solutions. Working in partnership with Impact Employment Services, we are proposing a cost-effective model that will allow Worcestershire employers and training providers to access the benefits of an Apprentice Training Agency (ATA), as they bring expertise to the partners. Impact Employment Services have an existing proven track record, and currently work with 17 different providers across all occupations, which has demonstrated an 86% timely success rate, 89% progression of apprenticeships into full time employment and 4% progression into higher level study.

7.3.10 Financing the ATA model - Income/Expenditure. The proposed model is based on a three-year plan:

Year

Predicted Apprenticeship Starts

(to be agreed at contract stage)

Expenditure *(payable 1st July

annually)

Income **(average Value

£4,000 Apprentice funding)

2016/17 42 £94,000 £168,000

2017/18 84 £75,200 £336,000

2018/19 120 £65,800 £480,000

Totals 246 £235,000 £984,000

* These figures exclude expenditure such as payment of the assessors, and sundry costs such as travel etc.

** These figures represent an average framework value of £4,000; final framework income depends on the occupational framework area, learner age, duration etc.

An overall financial commitment of £235,000, the training provider could expect an average of £984,000 in funding.

Break even

Based on the above sensitivities the break-even point for year one would be when we reached 24 learners (43% fewer learners) than predicted which would produce an expected income of £95,760 against a spend of £94,000.

-50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50%0

50

100

150

200

250

84100.8

117.6134.4

151.2168

184.8201.6

218.4235.2

252

21 25 30 34 38 42 46 50 54 59 63

Income (000,s)learnersExpenditure

7.3.11 The proposal is that the ATA would launch to coincide the start the new contract year i.e. 1 August 2016. Marketing is undertaken that this ‘one-step’ removed from the College’ branding, using Solutions ATA (SATA), thus allowing the model to go beyond any perception of being a College only solution. The branding will be supported by logos signifying the participation of supporting partners (e.g. WLEP, Chamber, College, TPA etc.).

7.3.12 The predicted outcomes for the project are:

• 246 apprenticeship starts over a three year period (as scheduled in 11a)

• 100 employers engaged with the ATA throughout Worcestershire

• Projected income of £984,000 (based on an average of £4,000 per apprenticeship) over the three year period

• Timely success rate of apprenticeship framework in the region of 85% per year (or 2% above benchmark whichever is higher)

• Progression into permanent employment to be 85%

• Progression into further/higher study to be 5%

7.3.13 Preparing Worcestershire within the future Government skills policy context.

7.3.14 Following the Autumn Statement and Spending review in November 2015 outlined the invitation for local areas to participate in the reshaping and commissioning of local provision.

7.3.15 The FE Review process is designed to encourage stronger local influence, ahead of future of devolution of adult skills provision and where combined or lead authorities already have devolution deals we expect them to take a leading role.

7.3.16 Although fully devolved budgets may not come to Worcestershire in the near future, there does appear to be a commitment to joint commission or influence the mix and balance of provision.

7.3.17 The principles for reforming the adult education budget (which excludes apprenticeships and loans) are:

- Stabilising: reshaping the FE sector to make it more resilient in the context of declining financial health. The Worcestershire FE Colleges are in good shape compared to nationally in this regard due to the mergers that have already taken place or our planned.

- Simplify: establish a national funding framework which delivers flexibility and stability.

- Localise: enable intelligent commissioning of the adult skills provision

7.3.18 The expectation of local skills commissioning is that localities will develop skills strategies for post 16 education. This would cover learners ranging from those closest to those undertaking technical and professional qualifications.

7.3.19 The clear understanding of what and who is delivering education now and how that needs to change to match local labour market needs.

7.3.20 Government does not provide us with a guidance how we undertake these reviews, therefore, it is recommended that the Employment and Skills Board undertake these strategies and report the findings back to the Board.

Gary WoodmanExecutive Director

8.0 AGRI-TECH SECTOR DEVELOPMENTS

8.1 GEOTHERMAL POTENTIAL AND HEAT NETWORKS

WLEP BOARD RECOMMENDATIONTo note progress on the Feasibility Study commissioned by the LEP and Government’s Heat Networks Delivery Unit into the feasibility of heat networks in Worcestershire in general and the geothermal potential at Offenham in particular.

8.1.1 BACKGROUND

8.1.1.1 The Board will recall that the Strategic Economic Plan identified the potential for using geothermal heat as part of the energy mix for Worcestershire and made the following request of Government:

“To ask the Department of Energy and Climate Change (DECC) to jointly commission with WLEP a feasibility study on a geothermal heat pilot in Worcestershire, by September 2014.”

8.1.1.2 As a result of that request, we were invited to submit an application to the Government’s Heat Network Delivery Unit for funds to support a pre-feasibility assessment of the geothermal potential at a specific location in Offenham as well as a wider study into the potential for heat networks across the County.

8.1.1.3 Led by Wychavon District Council and supported by colleagues across the County including councils, private businesses, voluntary groups and academia, this early stage work has now been completed and a presentation on the findings will be made by Chris Brooks at the meeting.


8.2 INNOVATION IN HORTICULTURE

WLEP BOARD RECOMMENDATION:a) To receive a presentation from John Berry, Yolsum LLP on a commercially-led

horticulture innovation project in Worcestershire

8.2.1 Horticulture Sector and Challenge

8.2.1.1 The WLEP’s SEP and ESIF Strategy have identified the Agri-Food Horticulture Sector as a top priority business sector for targeting business growth, skills development and job creation.

8.2.1.2 The WLEP is working with a variety of specialist business people and experienced organisations to develop credible innovative horticulture projects which could attract Government or European funding or private investment for the benefit of Worcestershire. In turn, this business-led groundwork will shape a prospective Agri-Food Horticulture framework and programme which realises future horticulture opportunities.

8.2.1.3 Food demand in the UK and globally is increasing through substantial population growth. More significant will be the growth of urban populations that have little or no ability to feed themselves via traditional subsistence means. Large urban centres will need access to fresh fruit and vegetables supplied through sustainable supply chains. The use of energy resource to deliver long and expensive food chains is unsustainable. The increasing impact of extreme weather events caused by climate change and the security of food supply is also a growing risk to world population.

8.2.1.4 More specifically to horticulture, challenges are arising from the use of scarce water resources. Pesticide resistance is a further specific risk to horticulture. Poor agricultural practice in the emerging world and the prevalence of pesticide residues on fresh fruit and vegetables is also an important and pressing challenge.

8.2.1.5 The Evesham Vale and its surrounding area in Worcestershire are recognised nationwide as a key centre for salad, herbs, ornamental and fruit and vegetable production. Spurned from this area of excellence has been the emergence of a cluster of UK and sometimes globally leading Agri-Tech organisations. These include one of the country’s leading Horticultural Colleges in Pershore, together with world recognised Agri-Tech companies (Enza Zaden, Spearhead Machinery, Bomford Machinery, Haygrove Tunnels, Micron Sprayers), important fresh produce packers and retailers (Kanes Foods, Welpak, Eurofresh, , Prima, Vitaal) and some of the largest growers in the UK (G’s Salads, Vale Fresco, Zenith Salads, S&A, Haygrove, Cobrey Farms).

8.2.2 Worcestershire Commercial Horticulture Innovation Project

8.2.2.1 For the last 14 years, John was the MD of Haygrove Growing Systems building the business from £3m to £28m sales and developing £20m+ export revenues to some 56 countries. Overall, Haygrove is a £60m Fresh Produce Business supplying Waitrose, M&S, Sainsbury and Tesco with a 12-month programme of berries from farms based in Europe and South Africa. In addition, it is the leading UK organic grower, supplying some 85% of the organic berries to the British multiples and is the world leader in the manufacture of field-scale greenhouses and hydroponic growing systems with established sales presence in some 50+ countries (www.haygrove.co.uk).

http://www.haygrove.co.uk/

8.2.2.2 John sold his shares in Haygrove Ltd in 2015 and subsequently established Yolsum LLP which is a start-up Agri-Tech consulting business established in 2015 specialising in developing start-ups and devising and delivering strategic business and marketing plans. Current clients include Cognition Marketing Ltd, Progress Engineering, Venture and Caplor Horizons.

8.2.2.3 On behalf of the WLEP, John is developing a business consortium-led project which establishes an innovative horticulture project approach in Worcestershire with significant local, national and international potential. The commercial venture will test the concept as well as develop the technologies and expertise to spurn an Agri-Tech boom from designing, manufacturing and exporting the technologies. The project scope and development is underway with leading partners bringing pioneering national and international insights as well as substantial experience.

8.2.2.4 John will give a presentation to the WLEP Board which sets out the commercial horticulture innovation project being developed and the significant ambitions being sought.

8.2.3 Partners and Engagement

8.2.3.1 Local, national and international interests have been involved in the scoping out of the initial project and opportunities. Significant partners are now joining together to develop the project further and establish a consortium-led solution.

Claire BridgesStrategy and Partnership Executive

9.0 2015/16 END OF YEAR BUDGET AND GROWING PLACES

To follow.

· web view2016/05/16 · to note progress on the feasibility study commissioned by the lep and...

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