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Corporate Plan 2008-2011
Refresh for 2009-2011
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Contents
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1. Introduction
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2. Economic Context and Risks to the North West Economy
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3. NWDA Response to Economic Conditions
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4. Corporate Objectives 2009-2011
6
5. Revised Income and Expenditure Summary
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6. Organisational Developments
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7.
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Annex 1: Corporate Plan Outcome Matrix
8. Annex 2: ‘New Industry : New Jobs’ - NWDA activity
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9. Annex 3: Public Value Programme - Expenditure breakdown
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1. Introduction
The North West Development Agency’s (NWDA) Corporate Plan 2008/09 to 2010/11 was published, following Ministerial approval, in August 2008. The Corporate Plan is normally revised on a two-year cycle. However, in light of the current economic climate and recent changes in Regional Development Agency (RDA) budgets, the Department for Business, Innovation and Skills (BIS) has asked all RDAs to refresh their Corporate Plans. It has been agreed with BIS that this refresh of the Corporate Plan does not require formal public consultation. This document sets out how the NWDA will re-focus its resources and activities across the 11 Corporate Objectives in 2009/10-2010/11 and explains how the NWDA will support the region through the current challenging economic conditions. BIS has also recently published the Pricewaterhouse Coopers evaluation of the economic impact of RDAs and an accompanying Parliamentary Statement which asks RDAs to focus, by working with and through others: • As an immediate priority, on providing assistance to business • For the medium term, on stimulating the recovery and growth • For the longer term, on restructuring and developing each region’s strengths, supporting its growth and competitiveness in future The NWDA has examined its planned investment for the remaining Corporate Plan period and is developing an investment appraisal framework which ensures that these priorities are at the heart of our decision making. In particular, the NWDA will act at a regional level to maximise our impact on increasing productivity, creating jobs and supporting sustainable economic growth across the Northwest. To support this, we will agree to Joint Investment Plans (JIP) with partners as appropriate, commissioning future activity in line with these priorities.
with a direct or one step removed impact on business. In general, the NWDA will therefore only invest in the following: • Enterprise support and growth sectors (including tourism) • Innovation and its commercial exploitation • Capturing the benefits of globalisation • Development of enterprise skills and aptitudes – attracting talent and releasing potential • Creating high value jobs (or any jobs in deprived areas) • Creating the conditions for private investment to achieve sustainable economic growth and regeneration However we will continue to use our staff resources and strategic influence to support the sustainable development of the region in its widest sense. These investment areas, together with the NWDA’s wider strategic activities, will continue to drive forward regeneration in the Northwest, creating strong, sustainable and economically thriving communities and neighbourhoods in the region with opportunities for all. The framework will include some key principles to guide future NWDA investments, for example all investments must have a clear regional impact, achieve the outcomes in the Corporate Plan, and in general should not be the core responsibility of other organisations. In light of the national RDA evaluation work, the NWDA is also developing a method to calculate a long term economic, social and environmental rate of return for all potential future investments and will invest in those which maximise this rate of return. In addition, the NWDA welcomes the recent Government
NWDA investment will focus on support for business,
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statement on Industrial Activism - ‘Building Britain’s Future: New Industry, New Jobs’, which sets out how we need to act to strengthen our competitive position to create the best possible conditions to drive growth and secure more high volume jobs in the high-tech, low carbon economy of the future. The NWDA has been pursuing elements of this agenda for some time and some of this activity is outlined at Annex 2. We will actively work with Government to develop our activities and investments in light of this statement. The NWDA also welcomes the Budget 2009 announcement of a pilot city-region in Greater Manchester. We will work actively with Greater Manchester partners and Government to maximise the opportunities that this initiative brings for the Northwest economy and will continue to pursue joint investment planning with Greater Manchester partners and other areas developing Economic Development Companies and Multi-Area Agreements. This revised Corporate Plan already reflects a greater focus on assistance to business which was planned as a result of the economic conditions, as well as setting out the latest organisational developments in the NWDA since the Corporate Plan was published last year. However, the activities and financial allocations by Corporate Plan objective are indicative only. Individual indicative investments will be rigorously appraised to ensure they clearly deliver against the priorities outlined above and that we are investing in those things which maximise rates of return. Therefore the balance of activities and investment between Corporate Plan objectives may change. This document lays the foundation for prioritising NWDA investments going forward and to ensure that businesses in the region are fully supported in the short, medium and long-term. The Agency looks forward to working with partners to implement this refreshed Corporate Plan and to help the Northwest emerge strongly and effectively from the downturn.
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2. Economic Context and Risks to the North West Economy When published last year, the NWDA Corporate Plan recognised the risks posed by the longer-term impact of the international credit crisis. Since then, the economic crisis has developed and deepened at a fast pace and the regional economic outlook is still dominated by the global economic downturn. Impacts so far in the region reflect the broader national picture, with particular issues emerging around: • Access to finance • Global softening of investment interest which is impacting on private sector investment and development in the region • Lower global aggregate demand leading to a drop in demand for regional goods and services
• Deterioration in the labour market – total unemployment in the Northwest was up 19,000 in the three month period to January 2009 and the Northwest unemployment rate at March 2009 stood at 7.7% compared to 6.5% for the UK overall
New long-term regional economic forecasts have been produced which incorporate figures for 2008-2011. Economic forecasts for this period have been downgraded, taking into account the effects of the recession, the recovery from which will stretch out into at least 2011. With a profile following the expected economic cycle in the UK, the region’s economy is expected to shrink by 1.4% in 2009 before stabilising in 2010. Growth is expected to remain modest, at 1.5% in 2011.
Table 1a: REAL GVA GROWTH WITHIN THE NORTHWEST (% pa) 2008
2009
2010
2011
Northwest
0.8
-1.4
0.0
1.5
UK
0.9
-0.6
-0.5
1.9
Source: Northwest Regional Economic Forecast Panel - Long-term Forecast Report
Forecasts for regional GVA/head growth are also expected to drop in 2009, before starting to recover in 2010.
Table 1b: GVA/HEAD GROWTH IN THE NORTHWEST (% pa) 2008
2009
2010
2011
Northwest
0.4
-1.5
-0.2
1.3
UK
0.2
-1.1
-1.0
1.4
Source: Northwest Regional Economic Forecast Panel - Long-term Forecast Report
The outlook is for employment to fall through to 2011. Overall employment in the Northwest is expected to fall by 0.3% in 2008, by 1.4% in 2009, 0.7% in 2010 and by a further 0.3% in 2011. Major current risks to the economy include: • Failure to restore sufficient access to credit and confidence in the banks • The potential impact of any reallocation of public sector funding away from the region undermining infrastructure investments necessary to underpin future economic growth in the region • Risks around the automotive sector in the North West
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3. NWDA Response to Economic Conditions The Agency has a key role to play in supporting the region and Northwest businesses through the economic downturn. The Agency has taken on formal responsibility for responding to Economic Shocks in the region, and has implemented and will continue to develop both short, medium and long term measures to support the region. Chapters 4 and 5 outline in more detail how the Agency has realigned its priorities and spend over the remaining Corporate Plan period to support the region through the recession. They also highlight the changed focus of Agency activities to deliver the renewed outcomes in the Corporate Plan. The Agency is maintaining a close dialogue with businesses and banks in the region to review the state of the economy, respond to and deal with concerns and to develop coordinated responses where possible. The Agency is also monitoring intelligence and developments in the Northwest economy closely and is feeding this intelligence to wider partners and to Government to inform policies and initiatives. In addition to these activities, the NWDA is playing a key leadership role in the new Joint Economic Commission (JEC) for the Northwest, established in November 2008. This brings together representatives from the public, private and third sectors in the region to share intelligence and agree regional responses to the economic downturn. The JEC programme is grouped around 5 themes: support for business labour market issues, public infrastructure and investment (which includes a JEC Housing Sub Group), the impact of the downturn on communities and preparing for the upturn. A series of initiatives are already being taken forward and the JEC will continue to monitor progress.
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As part of preparing for the upturn, the JEC has agreed to pursue a series of long-term priorities: Atlantic Gateway, Cumbria Energy Coast, Renewable Energy and Creative Industries. The NWDA will be working closely with partners to develop and promote these priorities. In a Parliamentary Statement published by BIS on 31 March 2009, RDAs have been asked to focus sharply on measures to help their regions though the downturn and prepare for the upturn, arriving at a programme with maximum impact in the short and medium term to address the acute problems of the present and to lay strong foundations for recovery. The NWDA is continuing to review its investment and will develop an investment framework model to inform and appraise future investment decisions to fully reflect the priorities set out in this BIS statement. This is broadly in line with the direction of travel which the Agency was already moving in, as set out in this document. Work to develop a new Regional Strategy for the Northwest is also continuing and is outlined in Chapter 6. This will set out the longer term strategy for the region to enable the North West to emerge strongly from the downturn.
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4. Overview of Corporate Objectives for 2009-11 The Corporate Plan 2008-2011 set out how the NWDA would deliver its major responsibilities under the Regional Economic Strategy (RES). This was presented under 11 Corporate Objectives which are designed to improve competitiveness and productivity across the region’s Business, People and Places. These 11 Corporate Objectives remain valid, and still reflect the totality of the NWDA’s responsibilities and focus on the specific actions in the RES on which the NWDA leads delivery. Nonetheless, activities under each of the 11 Objectives have been refocused in order to respond to the economic climate. This Chapter outlines the changed focus of activities which the NWDA will deliver over the remaining Corporate Plan period, and the renewed outcomes which will be delivered.
Competitive Business 1 2 3 4
Support the development of internationally competitive sectors Improve the formation, survival and growth rates of businesses Develop higher added value activity through innovation Realise opportunities from globalisation
Competitive People 5 6 7
Develop leadership and management skills in the current workforce Stimulate demand for higher level skills in the current workforce Grow the size of the workforce
Competitive Places 8 9 10 11
Support the development of major employment sites and premises Improve the physical conditions for private sector investment Adapting to climate change and increasing sustainable resource use Improve the image of the region to businesses and visitors
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1. Sectors Objective: Generate increased GVA through the growth and development of our priority sectors, tourism and the visitor economy Many of the major Northwest priority sectors – Advanced Engineering and Materials, Biotechnology, Digital and Creative Industries, Financial and Professional Services, Energy and Environmental technologies and Food and Drink - have been strongly exposed to the impacts of the economic downturn. The impacts across different sectors are being monitored closely and the NWDA is increasing its investment in priority sectors and raising support to existing businesses. This will help to safeguard business survival and to support their continued vital contribution to the Northwest economy. Future investment will therefore focus on achieving the following outcomes: • Maintain the contribution of the priority sectors to the economy in terms of output, productivity, employment, number of companies and recognition of the region for specialisms in these sectors • Continue to deliver specific sector programmes which will include infrastructure, skills, innovation and investment support • Enable firms to increase productivity and move up the value chain in their industries through programmes such as the £23.3 million Manufacturing Advisory Service which will create £ 78.6 million net additional GVA to the region over the Corporate Plan period • In line with skills, leadership and management objective, raise and increase the level of skills, and rate of employment within these sectors, particularly in the areas of leadership and management, NVQ4 level and above, generating apprenticeships and upskilling the workforce, and cultural change
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The current economic climate is also likely to have a negative impact on the tourism industry, although the weakness of sterling coupled with the growing trend to holiday to home may increase visitor numbers. It is therefore vital to continue to invest in the region’s tourism offer both in terms of the product and its promotion. Over the remaining Corporate Plan period, the NWDA is providing strong support for the five sub-regional tourist boards, including investment in training programmes, visitor information, product development and marketing activity to help ensure that the region’s tourism industry is well placed to face ongoing economic challenges. The NWDA will also seek to build on recent success in the region, in particular Liverpool 08, and will be capitalising across the region on these successes with ongoing investment under both this Objective and Objective 11 in marketing, event and sector development. Investment over the remaining Corporate Plan period will seek to: • Grow tourism GVA at the same rate as that of the overall growth of the economy of each sub-region • Maintain current levels of expenditure generated by visitors over the Corporate Plan period • Continue to provide the strategic leadership necessary to drive improvements in the quality of experiences provided to the region’s visitors
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2. Enterprise Support Objective: Improve the formulation, survival and growth rates of enterprise including via increasing enterprise culture, delivery of the Business Link service, and improving the availability and access to business finance The credit crunch and subsequent drop in access to finance and global demand has placed a growing burden on regional businesses and led to greater risks around business survival and growth in the Northwest. The NWDA is increasing its investment to support regional enterprise over the remaining Corporate Plan period and is working to strengthen availability and access to business finance. The NWDA is also maintaining a close dialogue with regional businesses to ensure that quick, flexible and tailored support is in place to help companies through the recession, in particular through the Business Link Northwest service. The Agency has already boosted the financial advice available to businesses from Business Link Northwest through the recently launched Access to Finance brokerage service. Other initiatives which the Agency is implementing over the remaining Corporate Plan period include the Venture Capital Loan Fund, using ERDF and EIB funding, to help businesses to gain access to finance to innovate, invest and grow in the region. The NWDA has launched a Transition Loan Fund, of at least £10m, to help improve the finance options available to new and existing businesses in the Northwest. The Agency has also launched a High Growth Business Support Programme designed to help start and develop High Growth Businesses. In addition to this, the NWDA has announced a 5 year, £35 million programme to provide intensive support to starting a business for groups and areas which under perform in terms of business start-up. The Agency is committed to working with partners to support the delivery of the Government’s Business Support Simplification Programme (BSSP) and the Solutions for Business Portfolio by March 2010.
work with local authorities on opportunities for cofunding (for example, using the Working Neighbourhoods Fund) relevant regional programmes. The full range of activities will not only assist enterprise in the short term but are also an essential part of helping businesses to prepare for the longer-term upturn in markets to drive forward the Northwest economy. Investment during the remaining Corporate Plan period will focus on: • Promoting positive enterprising behaviours and culture in the region, increasing the TEA1 Index as measured by the Global Entrepreneurship Monitor from 5.0% in 2006 to 5.7% by 2010 leading over time to higher levels of productivity, business density and economic activity; • Assisting businesses and individuals to access information and support designed for enabling enterprise skills development in young people and adults, availability of up-to-date and relevant business support information to enable business start up and growth; • Improving levels of business density of VAT registered businesses, the self employed, and improving the GVA contribution of new start ups • Maintaining the business survival rate for assisted start ups at 72% at 36 months through targeted start up support • Continuing to deliver an Information, Diagnostic and Brokerage service via Business Link which increases usage from 96,000 to 104,600 firms per annum, with intensive assists increasing from 5,500 to 9,600 • Increasing the GVA impact of Business Link support from £305m to £480m per annum • Continuing to improve availability and access to finance for SMEs
The NWDA will also continue to be represented on each Local Enterprise Growth Initiative steering group in the region to help align local activities and support the economic inclusion agenda in the Northwest, and will
1
TEA is a measure of Total Early Stage Entrepreneurial Activity
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3. Competitive Business & Innovation Objective: Develop higher added value activity through innovation and knowledge transfer, including appropriate exploitation of the science base The NWDA has invested in a number of high growth projects which will continue to support the delivery of outcomes in relation to competitive business and innovation in the Northwest over the Corporate Plan period. Broader economic conditions are likely to have some impact on private sector R&D spend in the region, however the NWDA will continue to implement and reinforce activities over the remaining Corporate Plan period to help businesses to continue to innovate and remain competitive in the face of global challenges. Key activities include the implementation of the Innovation Voucher Scheme to boost interaction between the knowledge base (Further and Higher Education Institutions) and SMEs in the region, as well as ongoing work to support the development of the region’s major science, research and innovation concentrations and ensuring the successful implementation of projects resulting from the North West Science Strategy. The NWDA is also working closely with the Technology Strategy Board to align priorities and programmes in order to drive forward the science and innovation agenda in the region. Activities over the remaining Corporate Plan period will seek to: • Increase innovation active firms in the region by working with 1,648 businesses to increase their productivity through innovation • Increase the level of public sector R&D investment in the region from 3% of the UK total to 6% • Increase level of HEI R&D in the region from 14% to 20% of the UK total • Increase number of business/university interactions by 2,000 per annum, enabling businesses to obtain consultancy services, support or training
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• Maintain NW share of the UK private sector R&D spend and relative to other English regions • Increase the number of businesses achieving productivity gains through effective exploitation of advanced ICT • Work with private sector companies to encourage investment in availability of globally competitive highspeed communication infrastructure and services
4. Internationalisation Objective: Realise opportunities from globalisation, including international trade, inward investment and supply chain opportunities Internationalisation contributes significantly to the Northwest economy. Nonetheless, whilst the Northwest exported 12% worth more of goods in 2008 compared to the previous year, there is growing evidence that global trade is beginning to show some significant declines. UK exports are forecast to slow more sharply than global trade, due to the greater weight of advanced economies in the UK’s export markets, and the fact that both the US and the EU went into recession in the second half of 2008. As demand from markets in the large emerging economies is expected to be crucial to world trade recovery, the extent to which more businesses are able to gain successful penetration of these markets will be an important factor in the Northwest’s recovery. The Agency will continue to support businesses to realise the continued opportunities that globalisation presents through international trade, global supply chains, attracting new overseas investors and working more closely with existing overseas investors in the region. This will include working closely with UKTI to provide an integrated package of support to help Northwest companies trade internationally. The Agency will also seek to generate new inward investment leads from target markets including the established markets of North America and Europe, as well as the potentially higher growth economies of India and China, where the Agency has embedded Northwest focused staff within the UKTI teams in key British Consulates
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The NWDA will also continue to work with potential investors to ensure that they are fully aware of the benefits of locating in the Northwest and ensuring that wider support services are targeted to meet their specific requirements, and in partnership with sub-regions continue to roll out a programme of investor development with priority overseas investors in the region. Investment over the remaining Corporate Plan period will seek to achieve the following outcomes: • For international trade: - target an additional £140 million of export sales generated through the regional trade programme between 2007/08 and 2009/10 and help support 2,000 companies either become exporters or enter new markets - continue to contribute to the national UKTI trade targets to help 20,000 businesses internationalise, and 200 businesses to increase R&D activity in the UK • For foreign direct investment: - continue to target 150 investment projects per annum with a focus on improving the quality of projects, with 17% of FDI projects being primarily R&D and 25% having average salaries of £30k pa or more - continue to target an increase in projects to 17% from the higher growth markets of India and China
the success of businesses as well as the wider entrepreneurialism, innovation and creativity of businesses, which will be the key drivers of long-term economic success of the region. The NWDA is continuing to assess whether and how existing leadership and management programmes are sufficiently adapted to the current economic conditions and is working with partners to implement changes and tailor provision where possible. The NWDA is also continuing to support Train to Gain by increasing the number of businesses that can be supported through its Leadership and Management Programme. The roll out of the Leadership Enterprise and Development (LEAD) Programme and establishment of a mentoring programme through Business Link will ensure strong regional and sectoral coverage, and will help Northwest employers review their training needs and develop their business through the skills of their staff. NWDA investment in Leadership and Management is only part of the total investment in the region in this area. It will therefore support the following regional outcomes to be achieved: • Driving up business productivity through increasing the level of leadership and management skills • Increasing the number of managers and senior officials as a proportion of all employees in line with the England rate • Increase the proportion of managers and senior officials holding a higher level qualification
5. Leadership and Management
• Reduce the proportion of organisations with management skills gaps to move towards the England average
Objective: Develop leadership and management skills (including coaching and mentoring) within the current workforce
• Understanding and proving the business benefits of investment into leadership and management training
Maintaining support for the ongoing development of leadership and management skills in the region will be essential in order to help Northwest businesses through the recession and guide future economic success. It is recognised that these skills have a key influence upon
• Support the ongoing accreditation of Investors in People recognised organisations in the region
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6. Higher level skills development
7. Size of the workforce
Objective: Stimulate demand for higher-level skills in the current and future workforce, including appropriate sector skills
Objective: Grow the size of the workforce through support for the work of the City Employment Strategies
Investing in skills is a key long-term priority which will enable the region to prepare effectively for the economic upturn. A key part of responding to the challenges of the recession will be to help employers plan and provide for their current and future skills needs and to drive up innovation. The NWDA will continue its activities to invest in raising the skills of both the current and future workforce and to support the skills needs of employers and to drive economic growth, for example though support for the Higher Level Skills Pathfinder. The Agency is also working closely with partners through the JEC to identify and develop further coordinated action on the specific skills in the region that will be required for the upturn.
As highlighted in Chapter 2, unemployment is expected to rise in the region through to 2011. The Agency is monitoring unemployment rates and developments in the Northwest labour market closely. Activities over the remaining Corporate Plan period will focus on helping individuals to retain or regain employment, including ongoing Agency support for mainstream spend on employment activities in the region, for example through Multi-Area Agreements (MAAs).
As with the previous objective, the Agency’s investment in higher level skills is only part of the regional investment in this field. The NWDA is a key partner of the Regional Skills and Employment Board together with the LSC, JCP, University representation, GONW, 4NW, subregional partnerships, sector skills councils and employer representatives with the aim of leveraging their funding to ensure ongoing delivery of the RES and to meet the needs of employers. The Agency’s investment and activities over the remaining Corporate Plan period will support the following regional outcomes to be achieved: • Increase the proportion of the working age population qualified to level 3 and above • Increase the percentage of employers investing in training • Work with the FE and HE sector to increase the number of FTE HE students in the region, especially in Cumbria and Pennine Lancashire, where the Agency has made substantial investment recently
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The NWDA is working closely with partners to ensure a collaborative and coordinated approach to safeguard employment and apprenticeships and minimise redundancies where possible in the region. The Agency is also working with partners through the JEC to monitor progress closely. The Agency and other partners are working, in particular, to ensure that redundancies caused by the economic downturn do not impact detrimentally on the efforts to support the long term unemployed in the region. We will continue to support, working with partners, those who are furthest away from the labour market and, therefore, hardest to reach in an attempt to prevent greater increases in the stock of workless people. Agency investment over the remaining Corporate Plan period will support wider regional activities to achieve the following outcomes for the Northwest: • Ensuring that changes in employment and activity rates in the priority places identified in the RES are not impacted more than overall changes in employment rates in the region, which range from 60.4% to 85.7% while economic activity rates range from 67.4% to 88.6%; • Ensuring that changes in regional employment rates and economic activity rates for disabled people (currently 44.6% and 49.5% respectively), non-white communities (employment rate currently 55.0%), the
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over 50’s (currently 35.8% and 37.0% respectively), and lone parents and ex-offenders as identified in the RES, are not impacted more than overall changes in employment rates in the region
9. Conditions for Private Sector Investment
• Delivering appropriate outcomes in the region’s Equality and Diversity Strategy
Objective: Improve the physical conditions for increased private sector investment in the region’s priority places
8. Employment sites and premises
As with the previous Objective, the drop in private sector investment in the region will impact on the delivery of outcomes for this objective over the remaining Corporate Plan period. A greater emphasis will be placed on activities to prepare appropriate locations so that priority areas are well placed to respond when market conditions improve in the region.
Objective: Support the development of key employment sites and premises in the region One of the emerging impacts of the economic crisis has been the drop in private sector investment and development in the region. The NWDA will continue to support the long term development of key employment sites in the region, with a greater emphasis during the remaining Corporate Plan period on activities which will create the right conditions for the private sector to invest when the economy picks up, such as site servicing and removing the abnormal costs of development. Given the reduced funding environment, the Agency has prioritised its interventions across sites and premises in URC locations and also on Strategic Regional Sites, focussing resources on those sites with the greatest economic potential. The NWDA is also working closely with the Homes and Communities Agency to align investment where possible, which will support delivery of the Government’s Regeneration Framework. Investment in the remaining Corporate Plan period will focus on achieving the following outcomes: • Creating the right physical conditions to enable high quality development proposals, close to the region’s major transport interchanges with high quality physical environments • Support for the creation of sites which will ultimately support increased employment in the region and new jobs leading to a long-term increase in GVA
The present economic downturn in the residential and commercial markets has impacted on values and developers’ ability to finance speculative developments. This has led to a substantial reduction in private sector investment and new development schemes being brought forward. The NWDA is working to understand what schemes are appropriate to invest in at the present time to ensure that they can progress, despite the current economic climate. Work will also continue to focus on developing opportunities for growth in the upturn. Investment will focus on achieving the following outcomes: • The NWDA is working closely with Urban Regeneration Companies to focus resources and plan for sustainable economic development in the postrecession recovery, focusing on GVA growth, private sector investment and economic outcomes • The NWDA will continue to work with growth towns and cities identified in the RES to prepare appropriate locations for physical development so that areas are well placed to benefit when the markets pick up • The NWDA will also continue to develop the multifunctional role of the key service centres in rural areas and strengthen their contribution to the economy; the creation of modern and flexible workspace and the delivery of employment land, in and around key service centres
• Major sites which contain important infrastructure to move goods and freight off the road network and onto the rail system contributing to mitigating the impact of and adapting to the threat of climate change
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10. Adapting to and Mitigating Climate Change and Increasing Sustainable Resource Use Objective: Implementation of the regional Climate Change Action Plan (including energy security); the adoption of resource-efficient technologies and practices in companies and the development of adaptive policies and infrastructure It is vital that the NWDA invests in climate change and sustainable resource use activities in order to position the region for future sustainable recovery and long term resilience and success. The Agency will therefore: continue its activities to support the development of the region’s energy and environmental technologies sector, increase energy security; decrease carbon emissions (including investigating business opportunities around retrofitting energy efficiency measures in the region’s housing stock) and climate change risks for business and work on improving resource efficiency in the Northwest. The Agency’s new role as lead RDA for the Department for Energy and Climate Change (DECC) and RDA Energy Lead for the Northern Way initiative, also provides significant opportunity to promote the work of the RDA network in this area, support the development of national Government policy and to identify, share and adopt panregional good practices. The Agency’s investment over the remaining Corporate Plan period will focus on achieving the following outcomes: • Increase the value of the region’s energy and environmental technologies sector • Ensure a single point of access for comprehensive environmental business advice through Business Link and achieve a 20% increase in the number of businesses seeking advice
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• Assist a minimum of 5,000 Northwest businesses with their resource efficiency and consequently help Northwest companies save £69m, reduce waste and become more energy efficient • Identify the most climate vulnerable areas and sectors in the region, highlighting and addressing the effects of unavoidable climate change • Promote behavioural changes by enabling and encouraging actions which will lead to the more sustainable consumption and production of resources • Improve the coordination and communication of regional activity, reducing duplication and ensuring the sharing of good practice • Achieve specific targets that exemplify the Northwest as a region committed to developing a low carbon economy: including raw material savings, waste diverted from landfill, CO² savings and water savings • Assist the region towards meeting or exceeding government targets for greenhouse gas emission reductions of a minimum of 34% by 2020 and 80% by 2050 (relative to 1990 levels) • Continue to work with Natural England, the Forestry Commission and the Environment Agency to realise the economic value of the region’s natural environment through Natural Economy Northwest and land regeneration programmes, bringing together economic and environmental strategies
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11. Marketing the Region Objective: Improve the image of the region as a location for business investment, tourism and major events by countering outdated negative perceptions and promote its unique opportunities and strengths This Objective continues to support other Objectives in the Corporate Plan as it promotes the skills, innovation, enterprise and visitor economy of the region. Activities over the remaining Corporate Plan period will continue as planned and will also seek to build on the improved perceptions and visitor numbers generated by events such as Liverpool Capital of Culture 2008. It is vital that the Agency capitalises on this success and keeps up the momentum of its marketing activities over the Corporate Plan period, to support a longer term impact on business investment, visitor economy in the region and inward migration. Investment over the remaining Corporate Plan period will focus on achieving the following outcomes: • Attract and develop major sporting, cultural and business events that contribute £45m economic impact over the period 2008-2011 • Improve perceptions of the region by 10% amongst business leaders over 2008-2011 • 35% of all UK adults will receive a positive message about the Northwest through the media from 2008 to 2011 • Return on investment from tactical Tourism Marketing Campaigns delivered, or supported, by NWDA, will increase by 10% between 2008 and 2011 and generate £90m of visitor spend • Capitalise on the regional benefits of London 2012
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5. Revised Income and Expenditure summary for 2009-2011 The Corporate Plan for 2008-2011 set out the resources available to invest in projects and programmes, taking into account efficiency savings agreed as part of the NWDA’s CSR07 settlement. Since publication of the Corporate Plan in 2008, there have been several cuts to the NWDA budget over the remaining Corporate Plan period. This includes a cut of £54.3m in September 2008 to finance the Government’s Homebuy Direct Scheme, which will impact predominantly on Agency investment in 2010/11. The acceleration of capital programmes which brought forward £20m of investment in 2009/10 will also reduce the Agency’s income in 2010/2011.
CUTS TO NWDA BUDGET (£m) 2008/09 6.8
2009/10
2010/2011
Total
(9.1)
74.2
71.9
This refresh of the Corporate Plan, taking into account the recession and reduced resources, means the Agency has had to make tough choices over investment in the remaining Corporate Plan period. Decisions on allocating funds across Corporate Objectives have been based on existing commitments, strategic priorities and expected returns in relation to Corporate Plan outcomes.
REVISED INCOME AND EXPENDITURE 2008-2011 INCOME
15
2008/09 (£m)
2009/10 (£m)
2010/11 (£m)
(Actual)
(Projected)
(Projected)
Self-generated income
29.5
24.6
20.1
Grants (Coalfields, SFIE etc)
19.4
10.9
3.4
Grant in Aid
372.2
385.3
292.8
ERDF
-
122.8
109.0
RDPE income
-
12.5
12.5
TOTAL INCOME
421.6
556.7
437.8
EXPENDITURE
2008/09 (£m)
2009/10 (£m)
2010/11 (£m)
(Actual)
(Projected)
(Projected)
Total business costs
41.9
40.4
40.2
Single Programme
379.7
381.0
276.7
ERDF Programme
-
122.8
108.4
RDPE Programme
-
12.5
12.5
TOTAL EXPENDITURE
421.6
556.7
437.8
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CORPORATE PLAN ALLOCATIONS
2008-09
2009-10
2010-11
(Actual)
(Projected)
(Projected)
£m
% of Single Programme Investment
£m
% of Single Programme Investment
£m
% of Single Programme Investment
1. Growth Sectors
49.3
13.0%
83.3
21.8%
58.3
21.1%
2. Enterprise Support
66.7
17.6%
57.7
15.1%
52.1
18.8%
3. Competitive Business & Innovation
32
8.4%
27.1
7.1%
23.8
8.6%
4. Internationalisation
6.6
1.7%
9.1
2.4%
6.0
2.2%
5. Leadership and Management
4.1
1.1%
7.1
1.9%
7.1
2.6%
15.8
4.2%
12.5
3.3%
11.5
4.2%
7.7
2.0%
4.9
1.3%
0.2
0.1%
8. Employment Sites and Premises
26.4
7.0%
39.9
10.5%
16.5
6.0%
9. Conditions for Private Sector Investment
136.2
35.8%
97.0
25.5%
73.5
26.6%
10. Climate Change and SCP
8.6
2.3%
10.8
2.8%
7.4
2.7%
11. Marketing the Region
10.1
2.7%
9.9
2.6%
6.2
2.2%
Other
16.2
4.3%
21.7
5.7%
14.3
5.2%
TOTAL
379.7
6. Higher Level Skills Development 7. Size of the Workforce
381.0
276.7
16
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6. Organisational Developments
Regional Strategy In line with legislation currently going through Parliament, work is currently underway with the 4NW, the Regional Leaders Forum, to jointly develop a new Regional Strategy for the region. This will provide a strong opportunity to build a long term vision for the region which will support the recovery of the Northwest economy. Until such an integrated Regional Strategy is produced, the current Regional Economic Strategy, Regional Spatial Strategies and Regional Housing Strategy will remain in force. A Regional Strategy Advisory Group made up of members of the public, private and voluntary and community sectors, is helping to guide the development of the Regional Strategy. Substantive work on the evidence base and a full Sustainability Appraisal are also being carried out to support the Regional Strategy development. A ‘Principles and Issues’ Paper was published in February 2009 and has been subject to an open consultation across the region to stimulate debate on the key issues and opportunities that the new Regional Strategy will need to address. A draft strategy will be prepared towards the end of 2009 and will be subject to consultation. The exact timings will be subject to change when legislation is passed which, if possible, will enable this strategy development work to become the formal Single Integrated Regional Strategy for the region.
Relationships The NWDA is continuing to develop its relationships with sub-regional and regional partners. The Agency will be working with local authorities, 4NW – the Regional Leaders Forum, and the newly formed Homes and Communities Agency to help develop local authorities’ and other partners’ capacity where appropriate on economic development and the new statutory economic assessments arising from the Sub National Review on Economic Development.
17
The NWDA is also supporting the implementation of Multi Area Agreements and the envisaged development of statutory sub-regional status for selected sub-regional areas. The NWDA is working closely with areas that are pursuing these arrangements to examine how we can support such arrangements through Joint Investment Planning and the implications for our ways of working within the NWDA. These activities will also help to embed commitments outlined for RDA’s under the Government’s new Regeneration Framework.
The Northern Way The NWDA will continue to work collaboratively with the RDAs for the North East (One North East) and Yorkshire and Humber (Yorkshire Forward) through the Northern Way on those areas where tackling issues across this wider geographical area makes sense. The priorities and themes for collaboration and joint investment will remain as transport, private sector investment and innovation. The NWDA continues to lead the innovation workstream (with a programme of activity focused on carbon abatement, wind technologies and flexible electronics), as well as taking the lead on a new Energy strand to the Innovation work. Financial support for collaborative programmes under the Northern Way in this CSR period will be less than originally planned due to reduced RDA budgets, but will be carefully reviewed as the programme of activity develops via the Northern Way Management Group.
Lead Role Responsibility The NWDA’s new lead role for the Department of Energy and Climate Change (DECC) provides significant opportunity to promote the work of the RDA network in this area and to identify, share and adopt good practices between RDAs and with DECC. One of our first tasks will be to develop and sign off a high-level Partnership Agreement between DECC and RDAs setting out our shared priorities and how we will collaborate on them. The Agency also intends to work closely with the East of England Development Agency in managing the overlap between DEFRA and DECC business.
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Business Improvement and Organisational change The NWDA is undergoing a process of business improvement and organisational change to strengthen its role going forward and to support the region effectively through the challenging economic climate and prepare for the recovery. These changes also respond to the Agency’s strategic responsibilities which have evolved as a result of the Sub National Review on Economic Development. This will allow the NWDA to continue to develop a more strategic, commissioning role and to develop an approach to delegation and joint investment planning with local and sub-regional partners, building on its existing arrangements with Urban Regeneration Companies.
Cross-Cutting Themes Since the publication of the Corporate Plan, the NWDA launched its Single Equality Scheme in October 2008. The Scheme was developed through a highly consultative process involving staff interviews and focus groups, the involvement of representatives from disabled people’s groups and external consultation events. It provides the NWDA with a comprehensive plan of action for its approach to equality.
In addition, the NWDA is also continuing to reinforce its approach to sustainable development. The Agency has achieved and retained ISO14001 certification for its headquarters and all processes operated from it. Processes are now in place through the project development framework to ensure that sustainability is fully considered and integrated into project and programme processes. In particular, the NWDA has instituted an online carbon calculator and integrated appraisal tool for all of its funded projects.
Evaluation and performance management The NWDA is continuing to consolidate its performance management and evaluation framework and is in the process of incorporating the lessons learned from the recent PricewaterhouseCoopers evaluation into its future activity. This includes: • A new 3 year forward evaluation plan • Further developing methods for measuring the economic impact from evaluation • Continuing to capture and disseminate the key findings from evaluations and ensuring that these inform future project and programmes
To ensure that equality activities are mainstreamed against the Agency’s business, the development of the scheme has been linked to the key themes and objectives within the Corporate Plan. The scheme will support the ongoing delivery of the Corporate Plan and a specific Action Plan sets out a series of activities that the Agency is committed to undertaking over the lifespan of the scheme (October 2008 – September 2011). Progress in delivering the Single Equality Scheme will be monitored through our continuous performance management and monitoring cycle, which will ensure that accountability is present throughout the organisation from individual members of staff to the Board.
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Annex 1: Corporate Plan Outcome Matrix The NWDA Corporate Plan refresh highlights how economic conditions have impacted on the delivery of a number of Corporate Plan outcomes. The Agency is continuing to monitor progress towards the delivery of these outcomes, using both internal project outputs and a range of supporting indicators. This updated logic chain provides further information on the link between Agency interventions and delivery of outcomes in the Corporate Plan, including the key deliverables which will inform and support this delivery. Further detail on these key deliverables are available in the Agency’s annual Business Plan. This logic chain also illustrates how economic conditions have impacted on specific outcomes to explain why they have been revised.
19
4. Internationalisation
3. Innovation
- Figures from regional trade programme
UKTI/NWDA International Trade Project
Overseas Presence Plan
Trade Delivery Plan
- No. of FDI projects and associated jobs
- Business Link figures
- No. of businesses assisted
- Business Survival Rates
- Business Link figures
- No. of businesses assisted
NW Internationalisation Strategy
Development of major NW science, research and innovation concentrations
Encouraging Business/University Collaboration
High Growth Start Up
FE hubs and HE Champions
Business Finance Initiatives
- No. of businesses created
- Contributions from individual programmes
- No. of skills assists
- No. of jobs created and safeguarded
- No. of businesses assisted
NWDA contributing project outputs and other key indicators to measure progress
Decline in global world trade and reduction in regional export of goods
Likely drop in private sector R&D spend
Drop in access to finance and demand impacting on business growth and survival
Varied impact across sectors
Impact of economic conditions on delivery
- Target an increase in projects to 17% from the higher growth markets of India and China
- Continue to target additional ÂŁ140m of export sales
- Maintain NW share of UK private sector R&D spend
- Increase innovation active firms in the region
Improve levels of business density of VAT registered businesses, the self- employment and improve the GVA contribution of new start-ups
Maintain the contribution of priority sectors to the economy in terms of output, productivity, employment, number of companies and recognition of the region for specialisms in these sectors
Renewed Corporate Plan outcomes
16. Increased number of companies exporting and value of exports
14. Greater expenditure on R&D as a proportion of GVA
2. Increased number of VAT start-ups per 10,000 working age population (RES Target 2)
3. Increased productivity: GVA per hour worked
RES Outcomes
Basic, Intermediate and Higher Level Skills
Employment Rates
Innovation/ R&D Expenditure
Productivity: GVA per hour
Enterprise: VAT Registration Rates
5 RDA Performance Indicators
10:58
Business Link Northwest
Manufacturing Advisory Service
Regional Cluster Programmes
Sector Support Strategies, Programmes and Action Plans e.g. MediaCityUK
Key NWDA activities to support delivery of Objectives
16/7/09
2. Enterprise Support
1. Sectors
COMPETITIVE BUSINESS
NWDA Corporate Plan Objectives
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20
21
7. Size of the Workforce - No of jobs created or safeguarded
Targeted support for City Employment Strategies/mainstream activities - Employment rates
- No. of people helped to secure employment, education or training
- No of adults gaining NVQ qualifications
- No. of skills assists
Worklessness projects to improve economic activity rates
Engaging businesses, FE and HE in ‘Releasing Potential’ Agenda
- No. of people helped to secure employment, education or training
- No. of businesses assisted with management skills
- No. of skills assists
NWDA contributing project outputs and other key indicators to measure progress
Regional rise in unemployment
Drop in businesses taking up skills training
Drop in businesses taking up training
Impact of economic conditions on delivery
Ensure that changes in employment and activity rates for priority places and key groups are not impacted more than overall changes in employment and activity rates in the region
Increase the proportion of the working age population qualified to level 3 and above
Reduce proportion of organisations with management skills gaps to move towards the England average
Renewed Corporate Plan outcomes
42. Improved Employment Rates (RES Target 6)
30. Increasing percentage of working age population with at least level 2, at least level 3, and at least level 4 qualifications, compared to England average (RES target 5)
RES Outcomes
Basic, Intermediate and Higher Level Skills
Employment Rates
Innovation/ R&D Expenditure
Productivity: GVA per hour
Enterprise: VAT Registration Rates
5 RDA Performance Indicators
10:58
HE and FE Capital Investment
NW L&M Framework for Action
Major L&M Programmes, including LEAD, Train to Gain L&M Advisory Service
Key NWDA activities to support delivery of Objectives
16/7/09
6. Skills
5. Leadership and Management
COMPTETITIVE PEOPLE
NWDA Corporate Plan Objectives
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No expected specific impact
- Regeneration – public and private £ levered in
- No. of businesses assisted - Regional environmental indicators
- MORI Supporting Indicators
Specific proposals in growth towns/cities
11. Marketing the Region
10. Climate Change and Sustainable Consumption and Production
Climate Change Partnership activities
Climate Change Action Plan/SCP/ Environment Programmes and Projects
Major Events Strategy
Northwest Legacy Framework
Marketing and Communications Strategy - Economic impact of marketing and visitor campaigns
Improve perceptions of the region by 10% amongst business leaders over 2008-2011
Assist a minimum of 5,000 Northwest businesses with their resource efficiency and consequently help Northwest companies save £69m
73. Improved performance in business survey regarding the region as a good place to invest
26. Increase number of businesses taking positive action to improve resource efficiency
61. Increased take-up on strategic regional sites for employment uses
59. Reduced amount of previously developed land
RES Outcomes
Basic, Intermediate and Higher Level Skills
Employment Rates
Innovation/ R&D Expenditure
Productivity: GVA per hour
Enterprise: VAT Registration Rates
5 RDA Performance Indicators
10:58
Work with URCs to focus resources and plan for sustainable economic development in the post-recession recovery
Create the right physical conditions to enable high quality development proposals
Renewed Corporate Plan outcomes
16/7/09
Possible decline in business investment and visitor economy in the region
Decline in private sector investment and development
9. Conditions for Private Sector Investment
- Regeneration – public and private £ levered in
- Ha brownfield land reclaimed or developed
Development of sub-regional sites
Support for delivery of URC Activity
Impact of economic conditions on delivery
Decline in private sector investment and development
NWDA contributing project outputs and other key indicators to measure progress
- Ha brownfield land reclaimed or developed
Key NWDA activities to support delivery of Objectives
8. Employment Sites and Premises
COMPETITIVE PLACES
NWDA Corporate Plan Objectives
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22
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Annex 2: ‘New Industry : New Jobs’ - NWDA activity The NWDA welcomes the recent Government statement on Industrial Activism - 'New Industry, New Jobs' (NINJ) which sets out how we need to act to strengthen our competitive position to create the best possible conditions to drive growth and secure more high volume jobs in the high-tech, low-carbon economy of the future. The NWDA has been pursuing elements of this agenda for some time, and recent work to support NINJ companies in response to the downturn, together with support for key sectors and supply chains and pan-regional collaborative activity in NINJ sectors are outlined below. The NWDA will actively work with Government to further develop our activities and investments to support this agenda going forward.
Immediate response to the economic downturn and support for NINJ sectors and companies The NWDA has responded to the economic downturn by reviewing its portfolio of interventions and where possible, adapting them to support businesses being adversely affected by the current economic conditions (outlined in Chapter 3 of this document). Primarily, this has been in ensuring that businesses have the best access to information and advice on access to finance and ensuring that the NWDA’s own finance products have adequate funds to meet increased demands. The Agency has produced two brochures, the first in December 2008 and the second in May 2009 that outlines the NWDAs products, their eligibility conditions and how they can be accessed via Business Link. Much of the core programmes of the Agency are already targeted in the region’s key sectors where the NWDA has close links with representative bodies and individual businesses. This has provided the Agency with a useful source of information on trends and what the response should be. It has also enabled the Agency to continue its medium and long-term focus on growth opportunities that will support the region out of recession.
23
Work to support key sectors and supply chains NWDA recognises the need to support its priority sectors where the region has key strengths and comparative/competitive advantages. For some time, the NWDA has been operating cluster programmes for key businesses that have assisted in the development of supply chains, while the Agency has supported dedicated supply chain development activity for key sectors such as Aerospace and Automotive. The experience of the collapse of Rover showed that it was essential for businesses within supply chains of prime businesses to diversify their customer base if they are to be able to survive failure at the top of the supply chain. To this end, NWDA have been supporting such diversification for some time. Through the work of sector specialist business development managers the NWDA is continuing to work with key businesses, their supply chains, and also the various support infrastructures (such as University based research capabilities) to ensure that the region is able to grow again once the expected economic upturn begins. In addition to the dedicated supply chain programmes and direct relationships with strategic businesses in the region, many of the NWDA’s other products are targeted at priority and growth sectors. For example, the NWDA higher level skills programme ensures that the high-end skills needs of priority sectors are met in a demand responsive way while businesses with growth potential are targeted in the uptake of finance and R&D products.
Pan-regional activity in NINJ sectors Where the NWDA has sectoral strengths shared with other regions the Agency is committed to developing a joint effort, often with Government, to maximise the value achieved for the national economy. In the Digital and Creative sector the Northwest has a key asset in the MediaCity:UK project (including the relocation of BBC
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departments) and this acts as a hub for the NorthernNet project. This is a high speed communications network for the creative and digital industry in the North of England. It is supported by NWDA, Yorkshire Forward and One North West via the Northern Way initiative meaning that businesses and institutions throughout the North can take advantage of the opportunities presented by MediaCityUK. Collectively, the RDAs have worked together in their response to Digital Britain and projects such as NorthernNet were designed in ways that now complement the ambitions of Digital Britain. Similar joint working takes place within the RDA network in sectors such as Aerospace. Many of the UK nations and regions have specialist capabilities in Aerospace and the mix of capabilities has resulted in multiple different collaborations between key businesses (such as Airbus, BAE Systems, Rolls Royce), their supply chains, RDAs, BERR, and organisations such as the Ministry of Defence.
24
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Annex 3: Public Value Programme - Expenditure Breakdown The Corporate Plan refresh explains how the NWDA is developing an investment appraisal framework to maximise its impact going forward on increasing productivity, creating jobs and supporting sustainable economic growth across the Northwest. This framework will embed the lessons learned from the recent national evaluation of RDAs and will enable the NWDA to invest in activities which secure a maximum rate of return. The NWDA is working with Government as part of the Public Value Programme to help ensure effective reprioritisation of its investment. A breakdown of NWDA expenditure into the categories being used in the Independent Evaluation Framework and the Public Value Programme is included on the next page. These allocations reflect the NWDA's past and projected future Grant in Aid allocations between 20082009 and 2010-2011, as at April 2009. Nonetheless, as highlighted in the Corporate Plan refresh, the appraisal of indicative investments to ensure that they deliver against the NWDA's revised priorities and maximise the rate of return means that the balance of activities and investment between categories may change.
25
416,642
22,419,172
tourism
TOTAL
Overheads
Other (Not attributed elsewhere)
Other
Total (People)
Other
Job matching
Skills and training
People
Total (Place)
192,400,000
300,000
14,377,888
8,788,604
-
801,540
7,987,064
119,193,063
467,255
7,794,220
Public realm
Other
88,512,415
Land reclamation
180,200,000
36,352,000
11,928,197
13,147,781
3,951,675
5,952,624
3,243,482
39,765,901
909,364
13,672,861
1,746,867
23,436,809
202,700,000
300,000
4,890,719
2,776,227
-
-
2,776,227
138,278,784
761,094
182,600,000
35,633,000
4,894,971
16,859,360
7,608,414
4,787,254
4,463,692
34,630,469
505,724
12,651,241
2,416,086
12,374,350 14,739,947
19,057,417
110,403,393
90,582,200
17,139,161
1,112,007 56,454,270
12,200,049
27,561,978
12,602,477
16,707,655
33,681,012
Cur
116,300,000
300,000
4,807,361
9,258,721
-
-
9,258,721
72,972,415
704,918
10,740,523
923,013
60,603,961
28,961,503
1,303,997
4,491,879
13,145,790
10,019,837
Cap
176,500,000
35,633,000
5,558,765
12,551,089
8,575,877
621,422
3,353,791
31,590,702
215,452
12,357,472
68,216
18,949,563
91,166,444
9,395,720
14,902,910
24,773,981
42,093,833
Cur
2010-11 (£m)
1,050,700,000
108,518,000
46,457,902
63,381,782
20,135,966
12,162,840
31,082,977
436,431,334
3,563,807
86,581,216
25,322,752
320,963,559
395,910,982
41,066,801
65,996,496
119,797,356
169,050,329
TOTAL (£m)
10:58
Place
Total (Business) 79,006,121
11,699,274
11,474,603
R&D and innovation
49,740,445
10,324,577
11,794,995
Cluster business support
26,032,130
Cap
2009-2010 (£m)
16/7/09
Other (incl international & sustainable)
25,812,958
26,054,206 31,169,312
Cur
Individual business support
Business
Cap
2008-2009 (£m)
Public Value Programme - Expenditure Breakdown at April 2009 based on Grant in Aid allocations
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The Northwest Regional Development Agency Renaissance House, Centre Park, Warrington, WA1 1QN Tel: +44 (0)1925 400 100 Fax: +44 (0)1925 400 400
www.nwda.co.uk www.englandsnorthwest.com www.visitenglandsnorthwest.com
This document is available in large print, braille, audio tape and the following languages; Bengali, Chinese, Gujarati, Somali, Urdu and Hindi. Please contact the Marketing Department on 01925 400100
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May 2009 NWDA j5-22