MINUTES OF THE BOARD MEETING HELD ON THURSDAY, 15 JUNE 2006 AT NWDA HEADQUARTERS, RENAISSANCE HOUSE, WARRINGTON

Present: 
Bryan Gray (Chairman)
Martin Harris
Joe Dwek
Peter Hensman
Pauleen Lane
Dave McCall
Vanda Murray
Marie Rimmer
Anil Ruia
Mike Storey
Maureen Williams 

Also Present: 
Steven Broomhead
Bernice Law, Secretary
Ian Haythornthwaite (80/10)
Peter White (80/04) (80/05)
Fran Hulbert (80/06) (80/07)
Keith Barnes GONW

 
80/01 INTRODUCTION AND APOLOGIES FOR ABSENCE

Apologies were received from David Brockbank, John Moverley, Brenda Smith,  and John Merry

80/02 MINUTES OF THE MEETING HELD ON 18 MAY 2006 AND MATTERS ARISING

The minutes were approved as a correct record, subject to the amendment of minute 79/10h) where the Board had agreed that the Regional Economic Forecasting Panel should be requested to review the economic evidence base.  The Chief Executive reported that he had written to the Economic Forecasting Panel with the Board’s request.

Vauxhall Motors   The Chief Executive provided a further update: The Agency was continuing to work with the Company and partners to develop a support package for Vauxhall and its workforce.

BBC Move to Greater Manchester   The Chairman advised that the BBC had announced that Salford MediaCity:UK was the lead bidder for the Corporation’s relocation to Greater Manchester.  Discussions would continue with Salford to take forward this important development.

80/03 ACTION POINTS FROM PREVIOUS MEETINGS 
 
The Board noted the progress made on the action points from previous meetings.

ITEMS FOR DECISION
 
80/04 RE BLACKPOOL: CENTRAL SEAFRONT PUBLIC REALM PROJECT

The Board was reminded that the project was part of the URCs Business Plan for the town which it had approved in March 2006; and which was fully supported by the Lancashire Sub Regional RES Action Plan for 2006/07.  

The Board noted the total value of the project.  It involved the construction of a new sea wall in addition to remodelling the seafront promenade (including the creation of six large headlands and summer promenade).   Blackpool BC had managed to secure fundnig from DEFRA for the comprehensive renewal of the coastal defences, which had subsequently provided the opportunity to change the alignment of the sea wall and promenade as proposed in the Blackpool Masterplan (a transformational action within the RES).

The Board approved £8.204m of NWDA investment towards Re Blackpool URC’s project to develop the town’s central seafront public realm. 

80/05 MERSEY WATERFRONT SUCCESSION PROGRAMME
 
The Board was reminded that the Regional Park was a signature project for the Liverpool City Region and was contained within Merseyside’s Sub Regional Action Plan.  The Merseyside Partnership would have overall responsibility to deliver the project, ensuring integration and alignment with the Liverpool Capital of Culture. 

The Board was advised that NWDA’s investment within the project would focus on:

• The comprehensive redevelopment of New Brighton’s seafront (Brand New Brighton).
• The provision of innovative lighting to showcase the city region’s world famous waterfront and key historic, architectural and cultural structures (River of Light).
• The strategic enhancement and extension of public access to the urban waterfront (Pride in our Promenades).
• A comprehensive programme of environmental improvements to be delivered with strong community engagement; and marketing and communications activity (Promoting the Place and Engaging People).

The Board noted that NWDA had commissioned an external appraisal which had confirmed that the project provided good value for money and strategic impact. 

The Board approved investment for the Mersey Waterfront Regional Park Succession programme, subject to the following conditions:

• Should the New Brighton project fail to receive planning consent the succession programme would return to the NWDA Board to consider the most appropriate way forward.
• Wirral Council to agree that part of its land receipt would be used to create a new pier at New Brighton or should this not be feasible, an alternative people mover linked to Seacombe Ferry Terminal should be created.
• A spatial framework and an associated Destination Management Plan would be completed by March 2007.  In addition agreement to be reached with local authorities and other relevant land owners to achieve and sustain maintenance standards at a level acceptable to Mersey Waterfront.
• Methodology would be developed to measure the key benefits, particularly visitor numbers to enable the impacts of the visitor economy to be monitored and to reinforce the creation and management of the Brand.

80/06 FUNDING MATCH FOR HIGHER EDUCATION INNOVATION FUND (HEIF) PROJECTS IN NW HEIs

The Board was reminded that HEIF was the Higher Education Funding Council for England’s initiative which sought to improve the capability within Higher Education Institutions (HEIs) to work with external partners on knowledge exchange and transfer.  In 2004 the Agency had decided to provide 85% match funding for the outcomes to NW HEIs from the national competitive bidding for HEIF2.  There were four categories of outcome of which the first three (Successful solo institution bids, collaborative bids, Knowledge Transfer Capability Funding) would come to an end in the 2006/07 financial year.  The fourth category: Centres for Knowledge Exchange, had been funded on the longer timescale of four years, depending on review in Spring 2006.

The Board was advised that from August 2006, HEIF3 funding would be allocated. 75% would be on a formulaic basis to all HEIs, hence making HEIF3 an element of HEI core funding.  The remaining 25% would be allocated on a competitive basis (nationally) to 11 large projects.  The successful projects had been announced on 18 May and were being delivered through the Universities of Birmingham, Essex, MMU and UCL.

The Board noted that the Enterprise, Innovation and Skills Sub Committee had considered the report at its meeting earlier that day.

The Board agreed:

• To continue to support the NW Centres for Knowledge Exchange for two years, subject to any further guidelines and successful performance.
• That the Agency would not make match funding available for the formulaic element of HEIF3.
• That applications for funding for successful HEIF3 competitive bids would be considered on an individual basis against the objectives within the RES.

The Board asked for a report to be presented to the October meeting on how, within the total additional investment allocated to each RES action, priorities would be decided.

ITEMS FOR INFORMATION
 
80/07 UNIVERSITY OF CUMBRIA

The Chief Executive provided a presentation on the proposals for the University of Cumbria.

The Board was reminded that through the SIP process it had previously agreed in principle to support the establishment of a University for Cumbria. 

The Board was also reminded of the challenges facing Cumbria and the fact that over the last ten years a number of studies and recommendations had set out the need for HE provision within the sub region.  The Agency had exercised its economic remit to ensure the supply of skills for the nuclear industry by intervening and subsequently facilitating the development of the University.

The concept would be that of a distributed and networked university based upon a small Headquarters in Carlisle and a number of HE Centres across the sub region.
The Board noted that:

• A new legal vehicle and Shadow Board had been established.
• The Business Plan was in final development and had received good partner support.
• The University was being developed through the assistance of a joint LSC/ NWDA FE capital plan.
• The first intake of students would be take place in the 2007 academic year.

The Board also noted that the Secretary of State for Trade and Industry would attend the West Cumbria Strategic Forum on 14 July.  This would be an important milestone in the discussions in respect of the University and the Nuclear Academy.

80/08 INDEPENDENT PERFORMANCE ASSESSMENT
 
The Board welcomed NAO’s decision to class the Agency as “Performing Strongly” as a result of its performance assessment.  The Board agreed that this was a very positive outcome for the Agency and would provide a good contribution to the evidence base for the Comprehensive Spending Review 2007.  Board Members offered their warm congratulations to the Chief Executive and his team on this achievement and asked that this be relayed to staff. Keith Barnes, on behalf of GONW also congratulated the Agency on the excellent result.

The Board noted that the Agency was now required by 10 July 2006 to produce an action plan to address areas for improvement and build on existing good practice. 
 
80/09 CHIEF EXECUTIVE’S REPORT

a) Regional Casinos: Casino Advisory Panel Decision
The Chief Executive reported that on 24 May the Casino Advisory Panel had issued its provisional shortlist of proposals for regional large and small casinos.  For the North West, Blackpool and Manchester had been shortlisted as regional casinos; and Sefton and Southport in the large and small casinos category.

The Board noted that the shortlisted proposals would now be subject to rigorous examination and then consultation prior to finalisation.  RDAs had been included as consultees and the consultation period would close on 28 June.  At the meeting the Board received a supplementary note to the Chief Executive’s report which outlined the Agency’s proposed response to the consultation.

The Board was reminded that it had decided in July to support the Blackpool case.

 The Board agreed to:

• Continue to support Blackpool as the preferred location for the North West’s first regional casino
• Support Southport as the North West’s preferred location in the large/small casino category.

The Board endorsed the Agency’s response to the consultation for onward submission to the Casino Advisory Panel.

b) People and Places – A New Vision for Local Government   
The Board noted that on 22 May the Local Government Association (LGA) had published the document “People and Places” which set out the LGA’s vision for the future of Local Government and its ambitions for the people and places that Local Authorities represent.  The key objectives were to:

• Secure more fundamental improvements in public services and make better use of public money;
• Improve the quality of life and economic performance of cities, towns and villages;
• Give people greater power and influence over their lives, their services and the future of the places where they live.

To achieve this the document proposed six key reforms which centred on:

• The development of Local Area Agreements, Metropolitan Area Agreements, City Area Agreements; and Shire Area Agreements to join together the totality of public services and resources to deliver improved outcomes, access and efficiency savings. 
• Agreement between central and local government on a number of national outcomes for delivery by local government.
• The strengthening of neighbourhoods through devolution from local authorities together with an enhanced role for local council members.
• A clear commitment, including a specified timetable, to rebalance local government funding.

The Board noted that the document had been published as part of a wider campaign in the run up to the publication of the Local Government White Paper which was expected to be issued in the Autumn of 2006.

The Board agreed that the LGA report was of great interest to the Agency because it formed part of the debate that would impact on:

• The Sub Regional Action Planning process;
• City Region Development Programmes;
• City Region Business cases and future governance arrangements;
• The roll out of the Local Enterprise Grant initiative;
• Development of Local Area Agreements and other arrangements.

The Chief Executive also provided feedback from the RDA Chief Executive’s meeting at which Brian Briscoe the LGA Chief Executive had attended.

c) “Connecting England”    
The Board noted that a cross party commission appointed by the Town and Country Planning Association (TCPA) and chaired by Peter Hetherington, had produced “Connecting England”, a report which focussed on regional disparities.  The report, which was based on a two year enquiry, called for greater investment in the regions outside London and the South East, faster rail links across the Country, more development of regional parks and airports; and new regional research clusters.

The Board noted that the Commission had urged Ministers to close the regional divide and proposed a new statutory duty on all Government agencies to promote development in those regions and sub-regions that fell below average levels of national income.  In addition, it recommended increasing the pace of decentralisation with London-style powers for areas that wanted them, and more relocation of public servants and Whitehall Staff to regions outside the South East.

The Board noted that on 26 July the Executive Director, Infrastructure would meet the Director of the TCPA to discuss how these regional development messages might be taken forward through events in the region. 
 
d) Neighbourhood Crime and Anti Social Behaviour: Making Places Safer Through Improved Local Working     
The Board noted that on 17 May the Audit Commission published the report: Neighbourhood Crime and Anti Social Behaviour: Making Places Safer Through Improved Local Working, which looked at how local agencies responsible for community safety can work better together and with local people to make neighbourhoods safer and improve the perception of public safety. 

The Board noted the key recommendations from the report which were summarised as follows:

• Crime and Disorder Reduction Partnerships (CDRP) should seek to tackle crime and anti social behaviour at neighbourhood level through analysis of specific crime and anti social behaviour problems in their neighbourhoods; deployment of resources cost effectively and quick response to local concerns; regular evaluation of neighbourhood interventions and the development of a performance management framework.
• Local Government to execute its important local leadership role; better utilise its resources to gather and analyse information; and use its enhanced scrutiny role to support improved CDRP performance. 
• Central Government should support, encourage and enable local partners to tackle neighbourhood crime and anti social behaviour by ensuring that new strategic police authorities and forces focus on providing neighbourhood solutions; and reviewing the policing and community safety performance framework, improving neighbourhood services and providing assurance that CDRPs are working together.
• Regulators should support a neighbourhood focused and joined up approach to service delivery.  The new Justice, Community and Safety Inspectorate and the Audit Commission should asses how public bodies effectiveness at collectively delivering safer and stronger communities to a local area; examining safety outcomes, disseminating good practice and providing clear and accessible information to local people.

e) Faithful Cities: A Call For Celebration, Vision Justice: A report from the Commission of Urban Life and Faith    
The Board noted the summary of the report which had been published recently and which emphasised the contribution that faith communities make in society.  Most of the recommendations within the report were for churches and faith communities. However the Board agreed that, given that Faith Communities are identified in the new RES, the recommendations  could provide a number of challenges for the Agency.

f) Organisational Review  
The Board noted that the Agency’s organisational review was continuing apace.  The Chief Executive reported a number of recent appointments to the second management tier.

g) NAO Report on the Small Business Service   
The Board noted the findings from NAO’s review of the SBS performance management framework and its performance against key targets. NAO had also looked at four aspects of SBS’s work in more detail: Influencing regulation and policies; facilitating access to finance; joining up Government; and advisory services. 

NAO had found a number of areas for improvement around:

• Business support generally;
• SBS priorities in terms of enterprise and diversity and its ability to influence new regulations; 
• The effectiveness of the Small Firms Loan Guarantee Scheme;
• SBS’s ability to influence the Government’s agenda, despite evidence of improved understanding by Government of small business needs.

The Board welcomed NAO’s recognition that the Business Link service had improved the quality and volume of services and that it now provides better value for money.  NAO had also made similar positive comments about the website http://www.businesslink.gov.uk/.

The Board agreed that, as part of the CSR input, the RDA network should agree a collective response to the report.

h) Changes in Government 2006   
The Board noted the individual challenges which the Prime Minister had issued to each of the new Secretaries of State, following the recent Ministerial changes.
 
i) Ensuring A Patient Led NHS – Changes to NHS Organisations in the North West of England  
The Board was reminded that at the end of 2005, the NHS had began a consultation on proposals to reconfigure the region’s Strategic Health Authorities, the Ambulance Service NHS Trusts and Primary Care Trusts. 

The Board noted that the Secretary of State for Health had recently announced the outcome of the consultation, which had concluded in March 2006.  The result was that nationally there would be:

• 10 Strategic Health Authorities (reducing from 28), which would mean that from 1 July 2006, in the North West the three existing SHAs would merge into one North West SHA.  Sir David Henshaw (formerly Chief Executive Liverpool City Council) and Mike Farrar (formerly Chief Executive West Yorkshire SHA) had been appointed as Chairman and Chief Executive (designate) respectively.
• 12 Ambulance Service NHS Trusts (reducing from 29) which would mean that from 1 July 2006, for the North West the four existing Trusts would merge into one North West Ambulance NHS Trust. Mary Whyman (currently the Chair of Lancashire Ambulance Service NHS Trust) and John Burnside (Currently Chief Executive of Greater Manchester Ambulance Service NHS Trust) had been appointed as Chairman and Chief Executive (designate) respectively.
• 152 Primary Care Trusts (reducing from 303) which would mean that for the North West there would be a reduction from 42 to 24, with effect from 1 October 2006. 

j) CLUNET   
The Chief Executive reported that the Agency had successfully secured  from the European Union 100% funding over three years for the CLUNET project, which focuses on Cluster policy and networking.  The Board was advised that the project involved 16 partners who were either European RDAs or organisations that were formally authorised by those RDAs to undertake regional policy work on their behalf. 

The Board agreed that the project would give the Agency prominence and visibility with EU and would effectively inform future EU funding arrangements in respect of support for Cluster development in 2007 to 2013 funding programmes.

k) Pensions Reform White Paper – Security in Retirement: Towards a New Pensions System   
The Chief Executive reported that on 25 May the Government had published its White Paper on pension reform which set out proposals to strengthen pension provision in the UK and to meet the challenges and opportunities of an ageing population.  In particular there was a need to secure an affordable and sustainable pensions system that would meet the needs of future generations and would encourage people to save for their retirement.

The Board noted that the proposals sought to:

• Make it easier for more people to save more for their retirement through the introduction of a new scheme of personal accounts and automatic enrolment for employees into those accounts or into their employers occupational scheme.
• Make the state pension scheme simpler and more generous. During the next Parliament or by 2012 there would be a re – link in up rating of basic state pension to average earnings, subject to affordability and the fiscal position.
• Make the state pension fairer and more widely available from 2010 which would include a reduction in the qualifying period; introduction of new credits for carers of children and the disabled; abolishment of the initial contribution; and support and encouragement for extended working lives, which would include the state pension age rising to 66 in 2025, 67 in 2035 and 68 by 2045.

l) New Anfield   
The Board was advised that the Agency had received an application from Liverpool City Council for the New Anfield project which included the development of a football stadium, Public Realm and infrastructure improvements around the stadium as well as upgrading Stanley Park and the Gladstone Conservatory. 

The Board noted that the project had been subject to the Agency’s appraisal system.  European Objective One Funding had been provisionally allocated towards the overall scheme. 

The Chief Executive reported that the Agency had some concerns, as the confirmation of funding for the new stadium was central to the scheme’s progression, and that he was awaiting confirmation from Liverpool City Council that the funding required to build the stadium was in place.  Should this confirmation not be forthcoming there was likelihood that the European Programme Management Committee at its meeting in July would withdraw the provisional allocation of the Objective One Funding. 

The Board welcomed the fact that the Agency was continuing to work with partners on the project and in particular that it was discussing alternatives to support the regeneration of Anfield and Breckfield.

80/10 FINANCE DIRECTOR’S REPORT
 
The Executive Director, Finance and Corporate Resources reported that the year end process was almost completed and that the National Audit Office (NAO) would begin its audit early in June. The final Management Letter was expected to be issued in August.

The final management accounts would be presented to the Board at its July meeting, following review by the Audit Committee.

The Executive Director, Finance and Corporate Resources confirmed that following Board approval in May, the Financial Regulations and Delegations had now been implemented across the Agency.  He also advised the Board that the PPP had been approved by CPRG.  The Task and Finish Group would meet on 19 June to agree the next stage of the process.

The Board noted the delegations which had been approved during the period 14 April to 22 May.
 
80/11 CHAIRMAN’S REPORT

The Chairman asked the Board to review the list of Board leads on transformational RES actions and confirm to him their agreement.

The Chairman reported on the very positive Capital of Culture Board meeting held on 14 June 2006, and the changes in governance which were progressing well. He outlined exciting developments for 2007 and 2008 which were to be announced shortly.

The Chairman described the successful launch of the Climate Change Vision and strategy on 5 June 2006.

The Chairman informed the Board that he had invited the Chief Executive of the North West Regional Assembly to have observer status at future NWDA Board meetings. 

80/12 MINUTES FROM THE PROPERTY STRATEGY TASK AND FINISH GROUP HELD ON 15 MAY 2006

The Board noted the minutes from the Property Strategy Task and finish Group which was held on 15 May 2006.

80/13 NOTES FROM THE NWDA RURAL ADVISORY GROUP MEETING HELD ON 17 MAY 2006
 
The Board noted the notes from the Rural Advisory Group meeting held on 17 May 2006.

80/14 MINUTES FROM THE SUB REGIONAL STRATEGIC LIAISON MEETING HELD ON 17 MAY 2006
 
The Board noted the minutes from the Sub Regional Liaison meeting held on 17 May 2006.

80/15 MINUTES FROM THE INFRASTRUCTURE SUB COMMITTEE MEETING HELD ON 25 MAY 2006

The Board noted the minutes from the Infrastructure Sub Committee meeting held on 25 May 2006.

80/16 BOARD MEMBERS FEEDBACK

Dave McCall reported on the launch of the Implementation Plan for the regions Equalities Strategy with GONW and NWRA.

Anil Ruia reported on the briefing session he, Joe Dwek and Peter Hensman had received that morning on the Agency’s Systems and Process Improvement Programme (SAPIP). He outlined the work the Agency had undertaken on this initiative which covered process, project and programme management, communication and systems alignment. He said that the Agency would now ensure all projects were evaluated and lessons learned from previous interventions were shared.

He also reported that SAPIP was about to be rolled out to external partners. He said that the Board members involved had confidence that the new ways of working were being embedded, following training for over 300 Agency staff.