i
Foreword by the Chairman, Lord Thomas of Macclesfield CBE lord Thomas presents the Regional Strategy to
Our consultation exercise was the largest of its kind
Rt Hon John Prescott Mp' Deputy Prime Minister.
ever undertaken in the North West. It included, . initially, over 200 written submissions and 16 panel
i
C~ ;::- .::.=::::-.-_~:"=.';:7_-:=-:~-'=;c==~~
"=-=__~~.~Wg~~Il~~J.~,sp~~n~':~_tb'sgr~£~2lr~t~gY,9t~':.=~,,==.=.==~ =~
3.00 written submissions, 12 consultation meetings
and 31 Private Sector Working Groups. It is those
partners and stakeholders who wil now contribute to
- --deliveringtheStrategy._____ __ ____________------
:c
Thc Agency has two rolcs: A direct role, whereby we need to manage the programmes and functions we inherited.
It is my pleasure to present this Annual Report covering the activities
An indirect role, as facilitator and enabler,
and achievements of the Northwest Development Agency in this our first
subsidiarity to make things happen, to join
full operational year.
initiatives, to add value and make the best use of
supporting partnerships whilst ensuring up
the resources at the region's disposaL.
It has been a challenging first year, in which some important advances on a widc range of issues have
Wc have dctcrmined 30 kcy priority actions to
been made. Our biggest collective achievement,
ensurc that the Strategy starts to bc delivered
embracing the public and private sectors, has been
. imincdiately, as wcll as:
the development of a 20 year Regional Strategy
which, after an extensive consultation, was presented
Identifying and inviting key partners to take the
. to the Deputy Prime Minister in October 1999 and
lead on specific initiatives under each of the
püblicly launched in January 2000. 1 would like to pay
Strategy's four Ù1emes.
tribute to the way in which partners responded to the consultation and thank them fm- their contribution.
Working closely wiù1 our colleagues in the
Regional Assembly and Government Offce North
We were determined from the beginning of the
West to ensure a coherent approach to regional
consultation exercise, which started in February
development which is in line with Ù1e
1999, that the Strategy would belong to the region.
Government's priorities and Ù1e region's needs.
2
Chairmans Foreword
I canot emphasise enough our commitment to . In October 1999 we launched our Learnig and Skills
partnership workig and to the development of a Strategy for the region, which seeks to create a learning common regional agenda. It was Ù1erefore satisfying culture among employers and individuals and provides a
and reassuring to see the NorthWest Aerospace regional framework to co-ordiate Ù1e work of
Allance's business plan complement Ù1e Regional education and trainig institutions and associated Strategy and demonstrate how together partners can all agencies in the region. On lifelong learnig we have
contribute to Ù1e development of the region. There are supported the introduction of Local Learnig and Skills
.i:t:~r.~~rpple.~,2L.Q,ssoJI;pl,it:~e~~nd de~~=~~~ork ._.__ C:;i;cil:.~.~s~_.;~~~~g=~~~t~~si~~=.=.._.....,.. together from many other partners and I am confdent consultation process wiÙ1 regional businesses about the
that jointly we will bring about the much needed trainig support Ù1ey require to make Ù1em more regeneration and development outlined in Ù1e Strategy. competitive. This consultation ensured Ù1at Ù1e. _ , _ __ .__.______~__ _ _ _Gov:ernienLwasJlly~briefed_on.the.n"e_ds_oLth~_
Partnership commitment to regional development has region when drawig up details of Ù1e LLSCs and been furÙ1er sh-eng!ened by the recent publication of support for small businesses. We look forward to
the Concordat between the Local Government workig closely wiÙ1 the LLSCs who will play an Association and the Regional Development Agencies impòrtant part in the delivery of Ù1e Learning and (RDAs). The Concordat underlines the wide. ranging Skills Strategy.
common agenda between RDAs and Local Authorities
and restates Ù1e commitment of local government and
Similarly, 'to help improve support for NorÙ1 West
RDAs to work together to improve the economic,
businesses we consulted over 350 small, medium and
social and environmental well being of local
large businesses to gain clear inormation on current
communties. I was delighted to sign up to Ù1e
and future development needs from a business.led
Concordat. I look forward to seeing it work in practice
perspective. The results of ths informed Ù1e
and demonstrate uniformity and consistency.
Government's plans for Ù1e new Small Business Service, which will become operational in
April 2001.
Regional development is about bringing the pieces of
the jigsaw together and we will continue to encourage
The work we are doing to develop world class business
the integration of f~ding regimes and coherence in the
clusters is very important and we were delighted that
delivery of national, regional and local expenditure
Lord Sainsbury, Ù1e Minister wiÙ1 responsibility for
programmes. We have been successful in managing the
clusters, recently attended our business seminar on the
programmes we inherited, whilst continually seekig to
subject. The creation of effective clusters is a key driver
developÙ1at coherence. We are also looking carefully at
of economic growÙ.
how we can devise an impact assessment tool for all our programmes to ensure that they meet Ù1e Regional
Building on the work of Ù1e NorÙ1 West Partnership we
Strategy's overall objectives, including sustainability,
have developed a Regional Innovation Strategy which
social inclusion and healÙ1.
wil encourage and catalyse Ù1e region's business communty to increase growÙ1 and profitability. We
3
want the North West to become the innovation centre
science base wiÙ1 the region's Universities and Ù1e
of excellence for the UK, encouraging and supporting a
future of Ù1e Daresbury Laboratory itself.
vibrant, innovativeand very competitive large and small
business communty which contains many world class
Our achievements over Ù1e past year are a credit to all
technològy driven and high growth businesses.
tl10se who have worked so hard to establish Ù1e NWDA
and develop Ù1e RegiònalStrategy. I am particularly We are proud of the North West Chemicals lniti~tive,
. :;c:~~~!!-.~r~~~;i~,;~;;l,l:~.~y~'s1.~eccretarxofS~at~ c..... for Trade and Indüstry, which will build a stronger network between members of one of Ù1e region's major
grateful to my colleagues on the Board for Ù1eir
~d:*-c~ti,:ni,;lR~i:~~~JJ~i;.£I;.a~1ce.tIr8ughout tlie year, and fòr Ù1eir determination to establish a Regional Sh-ategy of
which Ù1e region can be proud.
manufacturing sectors, help bOÙ1large and small firms
become more.cQinetitive.and.effcient,and improve
_. -_l.especialyacknowledge.thehard work and.
business links witl110cal Universities. The chemical
commitment of the Agency's staff, particularly Ù10se
indUSh"y is one of the North West's existing strengts
from
and Ù1e launch of Ù1e intiative is an important step in
commended enough for their commitme~t to
the implementation of the Regional Strategy.
producing results during a year of immense change and
predecessor organsations. They canot be
wide-ranging activity. We have also bègu some excitig work with leadig
figures in the biotechnology industry to build and co.
Whilst the work of ù1e Agency is fundamental to the
ordiate a formal industry. led network to help boost
delivery of Ù1e Strategy, Ù1e successful regeneration of
Ù1e sector and identiy new business opportunities. It
the NorÙ1 West wil only be achieved if everyone tal,es
was, therefore, clearly disappointig that, after our
part in developing Ù1e ideas and proposals in Ù1at
efforts, wiÙ1 partners, to bring Project Diamond to
document. I hope you will all contiue to support and
Daresbury, the decision was made to locate it at
work wiù1 us to ensure Ù1e furÙ1er development and
Oxford. The North West is excellently placed to
economic growth of Ù1e region.
develop ths type of cluster in life sciences and medical
research and the laboratory at Daresbury is crucial to Ù1at development. The existing
synchrotron radiation
~""1 114lc4f"
source already sitdd at Daresbtiry remains a very
Lord Thomas of Macclcsfield
powerful analytical tool, which is stil capable of
CHAIRMAN
supporting state of Ù1e art research. We have already
ensured that the Agency has a seat on the Science
ReviewTeam which will make proposals in the Autumn of ths year for furtl1er investment in Ù1e region's
science base, We are also represented on the NorÙ1 West Science and Daresbury Development Group which is currently looking at the development of Ù1e
4
The Board
The Board
.=~==~="c==--===o==,~J Lord Thomas of Macclesfield, CBE
Maggie Chadwick
Before becoming Chairman of Ù1e NWDA, Lord
Principal and Chief Executive of Furness College,
-Thomas had a successful
career- in banking which -----'--- Barrow,.a,member.of Ù1e Regional Committee ofÙ1e c--
included 9 years as the ManagingDirector of
Further Education Funding Council and a Director of
The Co-operative Bank and 7 years as President of Ù1e
Furness Enterprise. Previously Governor of Ù1e
International Co-operative Bankng Association. He
University of Central Lancashire for 6 years and a
was Chairman of the East Manchester Partnership
Director of Furness NHS
(1990 - 1996) and founding Chairman of Ù1e N orÙ1
involved in strategic plannng and development in
West Partnership. He was made a life peer in 1997 and
Cumbria and across Ù1e North West. She currently
takes Ù1e Labour whip. Until recently he was a
chairs Ù1e Skills and Learning Forum and its e-learning
memher of Ù1e House of Lords Monetary Policy &
symposium. As an NWDA Board Member Maggie takes
European Affairs Select Committees. He was also
lead responsibility for Education, Skills and Learning
specialist Chairman of Opportunity 2000, promoting
and ICT (e-learning).
Trust. Maggie has been
Ù1e role of women in Ù1e workplace. He is a member of Ù1e Regional Policy Forum; President of Ù1e Society
for Co-operative Studies; Honorary President of Ù1e NorÙ1 West Co-operative and Mutual Council; and Life President of the North West Business Leadership Team. His many charitable interests include: President of the
Manchester Settlement; Vice President of the Norù1ern Friends of Arms (Multiple Sclerosis
Therapy Cenh-e);
and Vice President of Ù1e Industrial Trust. He is also
Councillor Mike Doyle J.P
patron of Ù1e Red Rose Forest; Mersey Forest;
Assistant Chief Executive of Business Sldlls (St Helens)
Pedestrians Association; Mines Advisory Group; and Ù1e
Ltd, a Board Member of St Helens Chamber of
Community Foundation for Greater Manchester. His
Commerce, Training and Enterprise and a Director of
lead responsibilities withn Ù1e Agency are relations
Knowsley Commw1Ity Radio. Mike was Ù1e first
wiÙ1 Government Ministers and Ù1e Regional Assembly
Chairman of Ù1e NorÙ1 West Regional Assembly and is a
and Venture CapitaL.
serving councillor on St Helens MBC, and previously
5 .,
"
the leader of that CounciL. Hc was appointed a
industrial correspondent in broadcasting and was a
Magistrate in i 975. He is Ù1e deputy Chairman of the
senior BBC corrcspondent and presenter at national and
Agency and takes lead responsibility for Infrastructurc
regional levels for more Ù1an 25 years. Chairman of
and Tninsport.
The Lowry, Britain's £96 miIIion landmark milennium project for the arts andof the' Cultural Consortium for
thc North Wcst. Also a Director of Manchestcr 2002 (CommonwcalÙ1 Games) Ltd and Exccllence NorÙ1
West and also has a number of oÙ1er voluntary and
==_"::==: .c:=-:=:o;.:o'-= =: :::. '::~:-=:'.'~_'.-==~::-"::=::=-;~"'"~.~-=~":===-==.:_-:""~~~=;:_::..-:.==-~_-=~ charitable interests in the business, health and
environment sectors. As an NWDA Board Member Felicity takes lead responsibility for Culture, Mcdia, _ _C.om.r11ri~ca!io~.._CltI~c:r~.-t~v~ aspects of IÇi:. __ ..--
John Dunning Director ofWestmorland Ltd; Chairman of Business Link (Eden and SouÙ1 Lakeland) and a membcr of Ù1e
General Council of the Cumbria Tourist Board. John has extensive expcriencc of
the changing rural economy,
from his origins in upland farming to major busincss
developments in transport and tourism. He has also been involved in countryside management and European uplands policy and has expcrience in
Clive Jeanes, OBE
initiating a rural enterprise and a Busincss Link in
Chairman of
Cumbria. Currently chairs the Northwcst
Education and Lifelong Learning Partnership for Wigan,
Development Agency Rural Sub-Group and takcs lead
also a member, and past Chairman, of the CBI NorÙ1
responsibility for Rural issues, including Agriculturc,
Wcst Regional CounciL. Clivc has helped to form, and
Tourism and MarketTowns.
Wig
an Borough Partncrship and Ù1e
is Chairman of, Excellence Norù1 West. Hc is
non-cxecutive Chairman of, a consultancy company,
formerly Managing Director of Milliken European Division and a fi-equent conference speakcr on management and business topics. He is also a member
of the North West Industrial Developmcnt Board. Hc was awarded an OBE in 1986 for services to industry. As an NWDA Board Membcr Clivc takes
lead responsibility for Manufacturing and
Felicity Goodey Dircctor of Precisc Communications, a media and
communications group. Felicity was the first woman
Business Excellence.
6
The Board
former member of Ù1e North West Industrial
.1
Development Board. WiÙ1in Ù1e Agency he takes lead
responsibility for Social Inclusion, particularly Black and EÙ1nic Minorities, and Crime and Disorder and currently chairs Ù1e Northwest Development
Agency
Social and Economic Inclusion Sub-Group.
Councillor Richard Leese = ~ ~ '.:,,=-~=--,==~..~==..=~-.==_~---:-=---:===_-=_~~.::.:~ = =. ":7 =='.=:==;=:--: Labour Leader of Manchester City Council, he is also a Director of Manchester Airport and Manchester Ship
Canal Company and a member of Ù1e Policy __.Committee of
the
!' or
th West RegionalAssembly. AlfjQ.___
Ù1e independent Chair of the Board of Moss Side ancl Hulme Economic Agency, a member of the Board of
New East Manchester and Director of Ù1e organising
Dennis Mendoros
committee for Ù1e 2002 CommonwealÙ1 Games.
Managing Director of Euravia Engineering and
Richard has a background in teaching and community
Chairman of Ù1e Norù1 West Aerospace Alliance
work. He currently chairs the Northwest
(NWAA). Dennis is also Ù1e Chairman of Pendle
Development Agency Urban Sub-Group and takes lead
Partnership Ltd, a member of Ù1e Bank of England
responsibility, within Ù1e Agency, for East Manchester
NorÙ1 West Economic Panel, a Director of Norù1ern
and relationships wiÙ1 Local Authorities.
Technologies and Trustee of Manchester STM. He
currently chairs Ù1e NWDA - led North West Innovation and Teclinology Advisory Board, as well as
the NorÙ1west Development Agency Aiidit Committee
and takes lead responsibility forInnovation,lèclinology and ù1e e-commerce element of ICT.
, 1
NorÙ1 West Regional Secretary for Ù1e Trade Unions
Congress, Alan has national responsibility wiÙ1in the
TUC for development of European Sh-uctural Fund Policy. He is a member of Ù1e UK delegation to the ESF Committee at European level and is also involved in
Kath Reade
regional programmes. Alan has canvassed in local and
Chair of the East Lancashire Health Authority.
general elections on behalf of Ù1e Labour Party and is a
A Labour Councillor from 1987 to May 2000, Kath was
7
Lcader of Burnley Borough Council from 1994 to 1998 when she also chaired Burnley Regcneration Forum, administering a programme of £ 160 milion of SRB, EP,
European and private sector funding. She has served on thc Boards of ELTEC, Burnley College and Burnley
NHS Healthcare Trust and has held a number of national Local Governmcnt Association positions . around commiinity safety and social exclusion. With a
Judy Robinson
':~~-'::.-: .-:: ~-~ =::::: =::-="....==~-;=....~=-=.:.=:::~;:~==..::~~. =~_--.-:_-=-7-===.::~::".:,,-= '.=_~~...'~_~~-: :':.=':~=,.7~-::~=:."C~:;.=,===.: :.":~":':
professional background as a social worker, youÙ1 and
Chair of the networking organisation Voluntary Sector
community worker and lecturer in further and higher
Norù1 West, Judy is also Ù1e Director of Greater
education, she currcntly chairs the NorÙ1 West Health
Manchester C!,ntre for Voluntary Organisations and was
~I-'artnership an.dJ:akesJead responsibility within. the.._ __
, closely_inyolved withù1e North WestRcgional_
Agency for Regeneration, inclu~ing Healtli,
Assembly's task group on Social Inclu~ion and
Environment, Dcrelict Land and Housing.
Economic Development. Her background is in community work in disadvantaged areas, wiÙ1
experience of education, training and employment projects. As an NWDA Board Member she has lead responsibility for Ù1e Voluntary, Mutual and
Charitable sectors.
Liberal Democrat Councillor and Leadcr of Stockport
MBC, Fred has been a member of the Council for 13
years. Director of Manchester Airport and Chair of Stockport Economic Alliance, hc also scrves on Ù1e
Policy Committee of Ù1e North West Regional
James Ross
Assembly, Ù1e North West European Monitoring
Chairman of ù1e Littlewoods Organisation, James was
Committee and Ù1c NorÙ1 West Industrial Dcvelopment
formally Ù1c Chief Executive of Cable & Wireless and a
Board. He has a commercial background in
Mana¡;ing Director of British PetToleum Company Plc.
pharmaceutical research, marketing and as a selfemployed small business proprietor. As an NWDA Board Member, he takes lead responsibility for SMEs and Business Support.
He is Vice-Chairman of Ù1e North West Business Leadership
Team and chairs Ù1e Merseysidê Employers'
Coalition for the New DeaL. In July 1999 he was
appointed Chairman of the National Grid Group. His lead responsibilitics as an NWDA Board member
are Liverpool City Centre and the private sector in Merseysidc,
QUI'
8
Mission
Our Mission The North West Region The NorÙ1 West's most important defining
characteristics are its sheer mass, scale and diversity - in research, education, market potential, specialist skills,
To further the econoinc development and regeneration of Ù1e NorÙ1 West region.
To promote business effciency, investment and
arts and culture, sport, air and sea transport and
competitiveness in Ù1e region.
economic With tv().gr~atcit)'r(òg!o.ns=b~sed0r-..
To pron;o~e.el1flloym~n~:.
Liverpool and Manchester and a total population
To enhance the development of skills relevant
greater Ù1an that of several European counh"ies it is Ù1e
to employment.
largest region outside London and Ù1e SouÙ1 East. Costs
To contribute to Ù1e achievement of
",re low 11l.d.theie.is.ilhugc. r;ap¡içit)' (OLSJls_minable..
__s.us.ti!.uable_dc.ydQpmmt.. _
growÙ. It is far enough from the south to accommodate growÙ1 without infation and
The Northwest Devclopment Agcncy camc into
environmental damage yet close and large enough to
bcing in April 1999 and our first major task was
present a real alternative.
to prcpare a Strategy for thc North West of
England. Wc now ovcrsee dclivery of thc
The Vision
Strategy in two main ways:
Our vision is to makc thc North Wcst rcgion onc
which:
Directly by securing Ù1e delivery of programmes
and projects funded in whole or in part from our
Attracts and retains the skilled and talented.
own resources.
Brings everyone into the mainstream of community life.
Indirectly by providing leadership, facilitation and
Nurtures its environment, heritage and cultue.
persuasion, and bringing regional partners together
Kindles creativity, innovation and competitiveness.
in support of the delivery of Ù1e Strategy.
. Transforms its image.
We aim to provide genuie leadership which brings
Strengthens its inastructure. Is naturally on the shortlist for new
investment.
focus and clarity of purpose. We will seek to facilitate and enable economic development by developing and
The role of the Northwest Development Agency Thc rolc ofthc Rcgional Dcvelopmcnt
supportig partnership working.
The Regional Strategy
Agencics (RDAs) is mapped out in the Rcgional
Our overridig goal is sustaiable development - a
Developmcnt Agency Act 1998. Thc Act also Sets
triple thrust Ù1at brings together Ù1e clee principles of
out the following core purposcs for RDAs:
competitiveness, social inclusion and environmental
objectives. The Regional Sh-ategy is Ù1e focus of all our
10
Chief Executive's Review
Chief Executive's Review In a year of considerable change and challenge the Northwest Development Agency has produced some very
impressive results. Our achievements tiave's¡'),àrirïëa~theregiåri~ and ail~ ~---
sections of the community including the business sector, rural communities --and-inner-citY'areas~ Yet we-recognise-.---'~ that we a re on Iy at the begi n n i ng of Mike Shields at the launch of the Regional Strategy.
what is a long road towards making
have continued throughout Ù1e year to enhance and
the North West a more prosperous and
consolidate our relationships with all our partners.
sustainable region. Our joint working with the Regional Assembly is
developing. The Assembly is designated as a Regional
Developing Partnerships
Chamber under the provisions of the Regional
During the first half of Ù1e year a great deal of our time
Development Agencies Act which requires the Agency
was spent on the development of the Regional Strategy,
to consult Ù1e Assembly in Ù1e excercise of our
ensuring Ù1at our consultation process was extensive
functions and to have due regard to any views expressed
and inclusive. WiÙ1 the help and commihnent of our
by the Assembly. Wc were delighted to involve Ù1em as
partners we have already begun to implement the
major consul
Regional Strategy to bring about Ù1e region's economic
we were invited to present the draft version at Ù1e
improvement. The consultation process was the starting
North West Conference in July 1999. Since then we
point indevel~ping our partnership working and we
have continued to build up our relationship so that
tees on Ù1e Regional Strategy, after which
togeÙ1er, Ù1rough the Strategy, we can support an
increasingly competitive region and develop a shared identity for Ù1e NorÙ1 West.
Our relationship wiÙ1 Government Offce Norù1 West (GO
NW) is also of paramount importance and we have
,~orked closely with them on Ù1e development and
Duchess of Gloucester opens the Brighteyes Centre in Manc,hester.
9
activity and behaviour. Underpinnng the four themes of
Subsidiarity and partnership - workig in
Ù1e Strategy, which are Business and Ideas, People and
partnership to achieve Ù1e most effective delivery
Communities, Infash-ucture and Image and
involving those most affected.
Environment, Ù1ere are eight gudig principles. These
guidig principles provide the test by which we wil
Better use of resources - securing best value
assess policies and priorities and encourage our partners
Ù1rough integration and cohesion and avoiding
to do the-same;
wasteful and unnecessary barriers between
"The
gung principles are
as
Jìiding soui"Ces.
Competitiveness - closing the performance
Thc Strategy is a first and important stcp
gap between Ù1e region's businesses and
towards identifying and tackling thc kcyissues.-
"""____cthJ~jLc.Qlnp.etitoxs.._._,_____"_
. and.prioritics,for action_that wil makc a rcal diffcrcncc to the lives of us all, at homc, at
Sustainable communties and social
work and at Icisurc. Through our partncrship
inclusion - people are at the heart of the
working wc want to:
Strategy and must be empowered. Those excluded
must be brought back into the mainstream.
Add value and ensure Ù1at all that we do benefits
the people of the North West. Environmental objectives. conh-ibuting towards net environmental investment and careful
Be inovative, entrepreneurial and creative so Ù1at
management of natural resources.
we can make thngs happen.
Opportuity and need - linldng effectively the
Act as advocates and ambassadors for Ù1e region,
development of opportunties with areas of need.
so Ù1at the region attacts appropriate levels of
resources and provision and is recognised for
Information and Communications Technology
its success.
(ICT) . Ù1e opportunity and benefits wil be substantial across all aspects of life; shirk tl1e
There are no quick fixes to solve the region's problems.
challenge, and people and businesses in the region
The Strategy is based on a 20 year vision for which
will
priorities have been identified. We have already
lose out forever.
established foundations for Ù1e futue, which include Creatig a lielong learning cutue - enablig
detaled
everyone to respond flexibly to clanging
deal to do and during Ù1e forthcoming year we wil
employment needs; everybody should be encouraged
contiue to work with our partners to make a
to tae part in learnig.
difference and start to bring about the self -sustaining
action plans and programmes. We have a great
growÙ and wealth creation which we can pass on to Ù1e region's future"generatlons.
11
The lowry footbridge, Salford Quays,
Strategy. This commitment from partners will engender effective joint working across all the themes of Ù1c
Stratcgy and all parts of the rcgion.
Partnership working is vital to the dclivery of
comprchensive regeneration within the priority areas identificd in Ù1e Strategy and last year saw significant "' ___p2:0gi~~~).i.!1~~~ areas:____
In East Manchester and in Liverpool City Centre,
our joint ventures with English Partnerships and __implementationoLtheRegional Sh-ategy,our "~__"_____
Corporatc Plan and on policy matters. Links between
. __the respective Local Authorities created
two
regeneration companies, New East Manchester and
Ù1e two organisations exist at ,a range of lcvels and
Liverpool Vision. Already, it is cvident from boù1
regular communications events between Directors and
Ù1ese ventures that joint worldng at community
stafT of both organisations have helped bolster
level is vital for sustainable economic development
working rclationships,
and Manchester and Liverpool will be early test
We are delighted to support Sustainability North West
by Lord Rogers' Urban Task Force to bring about a
and Ù1e Inter Regional Information Society Initiative
design - led urban renaissance in Britain's towns
(IRISI), boÙ1 financially and ~t a policy level, and we are
and cities.
models for many of the novel mcasurcs proposed
exh"emc!y grateful for Ù1e advice and support Ù1at Ù1ey
have given us throughout thc year and look forward to
We worked closely with thc East Lancashire
Ù1eir continuing assistance in implcmenting the
Partnership in Ù1e development and law1ch of their
Regional Strategy.
Strategy and continue to provide support to Ù1e
It is also extremely reassuring to see how many oÙ1er organisations have developed their own business plans,
strategics and action plans to reflcct Ù1e Regional Strategy's objectives. The North Wcst Business
LeadershipTeam, for example, recently produced Ù1eir agenda wlùch complements the Regional Strategy; Ù1c Norù1 West Universitics Association has developed an
action plan which addresses Ù1e key Regional Stratcgy
priorities; and members of the North West Skils Partnership have each ensured Ù1at ù1eir respective
organisations have business plans which mirror the launch of the Regional Strategy, Bridgewater HalL.
12
Chief Executive's Review
Partnership. In particular we are helping ths part
Delivering Programmes
of Ù1e region deal with the loss of Objective 2 and Assisted Area status.
One of our top priorities during Ù1e year was to ensure Ù1e smooÙ1 transition and successful delivery of those
Our work in Cumbria included preparatory work programmes we inerited from oÙ1er organisations as wiÙ1local partners for a major study tò define a well as Ù1e effective management of the assets and
new vision for Furness and West Cumbria and Ù1e resources which transferred from Ù10se predecessor __j?IQyi§.tQ!U2fJ!!LdggtQJac;i.ti~.~ i9.ngt~I'!!.._u .=.~~rg~J~tÀ0l1sê~fl;'?liii.~e,.~~nted .out.her.e thcat.son1e. . maintenance of Maryport Harbour to secure its óf those assets were disposed of during 199912000 and
future as a working harbour, bringing new as a.result tax charges have arisen for which provisions economic activity and employment to Ù1e town. have been made in the Financial Statements. and
_______ _ _ ------------- This.explais thedefidt-onthe .Income Providing Strategic Support Expenditure
Account.
We gave much of our time to leading new regional strategic activity, such as Ù1e Learning and Skills
The main outputs from our programmes and
Strategy and Ù1e Innovation Strategy. However the
our kcy succcsses wcrc as follows:
Agency has been equally, if not more so, involved in
supporting and facilitating Ù1e strategic work of our
We assisted in the attraction of 27 inward
partners.
investment projects to Ù1e region, generatig over £147 million of
For cxamplc:
private sector capital investtent
and attactig or safeguardig almost 7,000 jobs.
Regional Planng Guidance.
In rural areas we supported 125 projects which
Regional Transport Strategy.
created 300 job opportuities and attracted
North West Sustainable Development Framework.
£9 million of private sector investment to support
Single Programmig Documents for European
Ù1e rural economy.
Structural Funds. HealÙ1 Improvement Plan.
We supported communty development and
NurÙ1 West Rural Development
regeneration across
Reguation Chapter.
£129 million in over 100 Single Regeneration
Regional Housing Overview.
Budget (SRB) schemes and a further £80 million
the region by investing
in physical regeneration projects from Ù1e Lai:d and
The Agency's policy development resource has been
Property programme. Ths investment led to
enhanced by our Board members takng lead
25,000 jobs being attracted or safeguarded.
responsibility for specific policy issues withn the Strategy and
ths has resulted in some significant work,
In looking tOÙ1e future, we strengthened the
particularly around health, social inclusion and rural
criteria for SRB Round 6 programmes
and urban issues.
(2000 onwards) to ensure close linages wiÙ1
13
Mike Shields and Peter Hynd, Neptune Developments,
at the former Liverpool Airport Terminal building, Speke.
the Regional Strategy and speciJÌc national
Government programmes such as Health Aetion
Zones, Education Action Zones and New Deal for Comrriunities.
The range of activity over Ù1e year has been extremely diverse. In parallel wiù1 managing programme delivery,
co-ordinating the preparation of the Regional Strategy
~. -.~ ~~--_. '~-_":~"--_.'''~'--~--'~-'-''.":-.~'~.''",-~'----~~-~~~~-"""~ - .~~~. -.-:~~. and developing new partnerships, we had to establish ourselves as a new organisation, which included major
recruitment exercises and offce relocations. We are also de~~lcpj_ngthe.e_stablisI1Inent.of Area.Offces tobring
ciuickly but to develop higher quality in planning and __dcliyery,tcsting policies
and priorities againsuhe
our work closer to the communities we serve and these
Strategy's guiding principles and seeking to manage Ù1e
will become operational before the end or Ù1is year. To
region's resources in Ùie most effective and
have achieved so much during the year against this
effcient way.
background of organisational change and development is a credit to all the people who work f()r this Agency
I trust you will find this Annual Report of interest and
and I would like to ù1ank all the staff for their hard
an appropriate testimony of our achievements so far. We
work and commitment.
could not have achieved any of this. wiÙ10ut the
The forthcoming year will bc even more challenging.
closer working relationships in the future. By working
We now need to move forward to ¡tIll Strategy
together we will, I am certain, make this a region of
implementation which means continuing to develop
~~
commitment of partners and I look forward to even
partnerships and engaging our partners in the formulation of joint plans, delivery mechanisms and monitoring and evaluation processes. In making a
difference we are not just aiming to do more things
whieh we can all be proud.
Michacl Shields
CHIEF EXECUTIVE
Rural Skills Project, Cumbria.
14
Summary of Achievements
Summary of Achievements The following tablcs record: In a number of cases, however, Ù1e targets set for Land and Property projects in 1999/00 did not follow tls
Outputs achieved from the Agency's programmes requirement, hence Ù1e overall targets were artificially comparedto the targets inerited from our high. Again, we have rectified tls in the measurement
_ .....p¡-:~eces"sor,~galls~~ol1;:~"~'c_'_c~,_ _~_~~___cc__c.9.f~c.tl~.Cl1tJ?~5:__________.~.._..____ _____
The income received and generated by thè Agency
Resolving ths issue of double cotinting is a priority for
from various sources.
Ù1e Agency in Ù1e current year to ensure Ù1at all output _measures
The distribution of expenditure
are.
as accurate as possibleandrefle_cf theJevel
of funding provided by Ù1e Agency.
across programmes.
In addition, we are undertaking a detailed review to Overall, Ù1e Agency can be satisfied that it met the key
ensure Ù1at where a project is funded from more Ù1an
output targets for Ù1e year. Howèver, on the Land and
one of the Agency's programmes, Ù1e outputs from Ù1at
Property programme the following outputs were
project are only counted once and not duplicated
signficantly below the targets set:
witln different programmes. This means harmonising
Ù1e different programme management systems
Jobs attracted or safeguarded.
inherited by Ù1e Agency. At tls time, Ù1erefore, we
cannot guarantee that double cotinting does not exist
New or refurbished floorspace.
and the outputs shown for individual programmes should not, therefore, be aggregated.
Two factors have contributed to tls.
Firstly, we have discovered that on a small number of
projects indirect outputs were included in the output
targets we inerited. In practice, only direet* outputs should be counted and we have rectified tls position in Ù1e recording of actual outputs for the year.
Secondly, some projects are financially supported by more than one public sector organisation. Each organisation should ensure Ù1at the outputs it
claims are proportionate to the level of funding it
provides, otherwise double counting occurs. *
Direct outputs represent the immediate product ci a project at the project location. Indirect outputs can arise as a consequence of a project but are either not
immediate or not at the project location. For example, a p1'ject to reclaim a 5ha site would deliver the direct outputs if 5ha if reclaimed land. r¡Jollowing reclamation, the site was developed Jòr employment uses, the jobs generated could be regarded as indirect outputs fiom the reclamation project. Alternativek, by
improving the overall environment if an area the project could result in the development oJ adjacent land, the outputs from. which could asain be regarded as
indirect outputs from the land i-clamatIon project.
15
Output Performance Oiiput
Target
Actual
L.and and Property !'u."~ei,,U()~s. attr,,~tecl-"E-,¡¡egiardec
r. milion of private sector investment S.'Met-,~~~e~or ref!E!ishe_d_,:mm--rc"~flooi:sl"-,L_____ Hectares of land reclaimed/sen~ced
______~c6Q()_ __
_ _____.l'lt!()_____
ioo
._----~---------~t!()() 165 ---------'---.. "._---....__.._--------..
Num~er ofhous~ng_U1.!"_bugt_~.irownfie'? lan~__,,__
600
197 __2.'S,OO_o.___ 143
628
- _=.~slngteJlege.ller¡iÜQ!lJ~IL!.g~.. ..o~.==c==~~'c--__-~. . ____________._
Number of jobs attracted or safegiarded 20,000 ______..50ri________
Numbei:.()£.~tisinesses_"ssist""___,~___~_._____.___..J_J.0.r.~___,____~__!~()_____ J'ui:~er of_~lIi~_"ss start ':"-______~,_,__~_____________~___2,.?()()_,____~.____,..2A.e______. £ mJ!i~.".i~!e~"ctor in~~i:"ii~________________c__.__,______~.:__________.___.______,..~ri____" Number of
training weekss"Pported . 700,000 160,000
Nwi:f,i:_CJtraine,,"-~tainigjobs or qualifications or entering FE ~______________,__.1_!1()__________ 24,000 ____ S'L"!':~ of new 0i:.iefurbished commercial floorspace ,___________________,__6,s0,000______,__________7_5()__()00 ___
Hectares of land reclaimed/serviced 375
f'mber_o£.I~ti~iiti.t_i.I1I)i:()Ved ~ built onbrowneld land -----__"________.!,!.rO"_____________~,'O_OO_______
J'umber (J."!:,,care £l;c."J"."ided____________________ ____________I~.o______,______._..,60ei..___ Rural Development Programme (Cumbria and Lancs)
N umber assisted 41 0
!',:ber ()ij~ attracted or saf~-"ie.i_________________,_________,_~_________J...r______. !'':.1ei:.c busii:e~s start,':__~____~__________~~__________________________J_3._________ ~~~~ of addtt~nal ~~t:~~~~w or_~roved t?~E_~~t_~ttractio~__~____.__..__.__~_____.~___~________ 3,000 ______.._
1'ti__rriber "f training places .9:"ated().ii:()~_______~______.___________~_______~_,_.__.1_________ ~imbei:r.trainees olJ"cingjobs or e¡~!"ati0ri--i:_':!".ig£E~______~____"_,_______"'_,_________._"_~_______ N-,ii!Jei:_,,r.c()iil1uiii.tl!"cc:li.!~s c,:,,~ed oriinl'i:oved____, .. _______,_________________________ __._.,',S,§_____
N-"iie.'!..ild~"r_".Je."~~,_~__~___~________~~________.______~______ (Note: No targets were set for the year due to the winding up of the Rural Development Commission which was previously responsible for this programme)
Redundant Building Grants (Cumbria and L.ancs)
1'tiriiberofj"-,-t,tracted ci~~rded___,__________________________.____...__...__ 240 ~ Me.tr"s.of reiuiis.!:i,,'! commei:i¡l floorsE;£'________"________,________,____,_____________l 0,9.e____~
(Note: No targets were set for the year due to the winding up of the Rural Development Commission which was previously responsible for this programme) Inward Investment
!'iiI1_ei:.CJ'le.cts r~sten'c1__,______~,__~________._______ _________--__ ___,____..1.'______ 1'u."~~i:."f.ucces~ii£r()lectswith ..g(!~car~!:_~J)l\ inp!:_,_____ ____________.______,25___.._____________27,_______
~l1glion_(JP.rivat,,_s.ectoi: investi~~_______________,___________._____.______.:!Q___,________,J.'?,___
Number of jobs.ttra,c,t,ed or sa~~~:c':.fom suc:~"s.sft~£1:(,iJc:~____~_____~___..~_,~____.§,900 ____ l"°.tl.iii~-,i:()fi:i:()iiaI visits.!ll:s.~________________________,_____,__~i_16____ __ ___,____ i 54 No output targets were set or outputs measured for the Competitiveness
Development Fund or Skils Development Fund, both of which were new programmes established during the cOUl'se of the year.
16
Summary of Achievements
Income and Expenditure
c,p;'" R,d,pts \7
I Revenue Receipts 11,932 I_.L Other Income 1,126
Grant in Aid 200,796
Inward Investment
Competitiveness Development Fund 269
Activity 1,740 Regional Supply Office 555
Skills Development
Administration 13,079
Fund 4,780
Ru ra I Regeneration 1,183
Land & Property Programme 82,912
Single Regeneration Budget 129,113
All figures shown are ÂŁ0005.
The above figures include income and expenditure on the Partnership Investment Programme (PIP) as the projects willnn this programme
were delivered hy the Agency through its Land and Property programme and arc featured in this report. However funding for PIP is provided and accounted for by English Partnerships, therefore PIP income and expenditure is not included in the Financial Statements set
out elsewhere in this report.
.i
17
A New Organisation
Dr Baron Isherwood
Dircctor of Rcgencration
The Executive
Responsible for social and economic regeneration in
Michael Shields
urban and rural areas,
Chief Exccutive
environmental programmes
The NWDA Executive
.'. ._- _..- '''-~---_.~-.~~_..~- "":-
is led
by the Chief Executive,
and management of the Agency's lancl and property
'='~--'--=-'~""-"--'==--'-==--'-----~~-'~-----~--'-¡:cjjtföiiö:-~'----"-------------~-Michael Shields, and 6 Directors who each have functional nisponsibilities
Peter Mearns
as follows:
Dircctor of Markcting Responsible for PR, events, communications support and
Steve Ashcroft
promoting the region.
Director of Corporatc Scrvices Responsible for corporate and business planning, project co-
ordination and performance
Geoff Parker
monitoring.
Director of Financc Responsible for the management of the Agency's
finances, human resources, IT
John Burrows
systems and administration.
Director of Busincss
Dcvelopmcnt Responsible for inward ii;ivestment, supply chain
development, innovation,
competitiveness, export
Dr Peter White Director of Policy and Intellgcncc Responsible for co-ordinating
performance and oÙ1er
business support activities.
Ù1e delivery of the Regional Strategy, skils, rural policy,
Europe ancl the development
of the Regional Intelligence Unit.
18
A New Organisation
We are continuing tò develop our organisation so that
The Board
we can bring ourselves closer to Ù1e communities we
The Agency's Board has met every month, with the
serve. Premises have been identified and during
exception of January and August, and has discussed and
2000/01 we will establish five area offces at the
considered a wide range of issues, agreeing policy and
following locations:
ensuring Ù1at Ù1e Agency contiues to focus on the
themes, objectives ard priorities withi the Regional PenriÙ1 - to serve Cumbria.
Strategy. In keeping with our aim to consult and
communicate wiÙ1 Board has received Preston. to serve Lancashire.
presentations from various organsations on Ù1e work Ù1ey are dóing and ~ave taken views on Ù1e
Liverpool - to serve Merseyside.
implementation of the Regional Strategy.
Manchester - to serve Greater Manchester.
There are two formal committees of the Board, Ù1e
Audit Committee and Ù1e Remuneration Committee,
Warrington - to serve Cheshire.
and five informal sub-groups, which draw in relevant
parh1ers, covering urban issues, rural issues, health, The network of area offces will be staffed by multi-
SRB and social and economic inclusion. These
disciplinary teams and will enhance Ù1e accessibility of
committees and groups have met regularly tlough the
the Agency to all parts of Ù1e region.
year and have
offered advice and guidance to Ù1e Board
as appropriate.
Having inherited Ù1e majority of our staff from GON\i English Partnerships, Ù1e Rural Development
Each Board member has taken responsibility for a key
Commission and Inward, a great deal of work was
area of Ù1e Agency's business and has exercised ù1at role
undertaken during the last year to integrate our
on behalf of Ù1e Agency tloughout the year. Details of
functions to enable us to proVide a seamless service to
Board members, Ù1eir signficant interests and Ù1eir key
our customers. We also recruited new people to deal
responsibilities withn the Agency are provided earlier
with our new functions and responsibilities, entered
in ths Report.
into staff secondment arrangements with partner organisations and provided offce space to a growing
Our Corporate Values
number of co-locatees from Ù1e furÙ1er and higher
As a new organisation, we are still developing our own
education sectors and the business community.
discrete culture and style. However we have already established a number of corporate values:
During the year we operated offces in Warrington, Birchwood, Liverpool, PenriÙ1 and Cockermouth as
To work in partnership at every leveL.
well as overseas offces in Japan and the United States of America. The overall cost of maintaining all of these
offces was £450,000.
To always be customer focused.
19
To be accessible to Ù10se who use our services.
Single Programming Documents to ensure Ù1e most effective use of European Structural Funds. We have
To be accountable for the way in which we carry
worked clo~ely with Sustainability NorÙ1 West, IRISI
out our statutory functions.
and oÙ1er major stakeholders, particularly in Ù1e
production of the Regional Sh-ategy but also around our To ensure commihnent to high quality.
own activities and responsibilities. We consulted a
l1unber of organsations over the content of our
To actprofessionally an~""i~iintegri!)'at all times.
Plan for 2000101 and in held
discussions wiÙ1 Ù1e Regional Assembly over available
To invest in our people.
resources and priorities. Throughout the year the Chairman and Chief Executive have met various
To. m~e b_est_al1d effcientiist of .oiir resourcesancl
Go.vewmentMLnistexsaiidJocalMPs to discuss the
obtain value for money.
work of the Agency.
These corporate values are Ù1e basis on which we
Code of Best Practice
provide services to our customers. Throughout Ù1e year
At its first meeting in December 1998 Ù1e Board agreed
we have been developing our systems to enable us to
a Code of Best Practice, which outlines Ù1e roles and
monitor our standards of service and our performance
responsibilities ofÙ1e Chairman, Ù1e Board and Ù1e
agaist set targets. We have recently agreed the content
Chief Executive and Ù1e standards to be applied. This
of our Service First Charter which outlines the service
was published as part ofÙ1e last
Annual Report and has
standards tl1e Agency ~vill adopt wiÙ1 regard to all its
not changed. A copy can be obtained from any of the
dealigs wiÙ1 outside organisations and Ù1e general
Agency's offces.
public. During tl1e summer of 2000 we will publish our
Service First Charter.
We have ensured Ù1at ile Code has been adhered to
Partnership Working
and are developing robust and Ù1orough monitoring and
Throughout Ù1e year we have demonstrated fully our
recordig systems. Board members have reguarly
commitment to partnershiR working. We have
reported receipt of gifts and hospitality with Ù1e Code's
thoughout Ù1e year by regularly reviewig our practices
supported and wil continue to support those partners
requirements. Staff have followed a similar requirement
leading on specific elements of Ù1e Regional Strategy.
in compliance wiÙ1 Ù1e Agency's Code of Conduct
We have been working closely with Ù1e Regional
for Staff.
Assembly and GONW t~ formalise respective roles and will publish a Concordat in the summer of 2000. We have also worked closely with the Assembly to seek to ensure Ù1at the Regional Planning Guidance is consistent with Ù1e Regional Strategy and similarly wiÙ1
GONW and OÙ1er partners over Ù1e Objective 1 and 2
20
A New Organisation
Open Government
Greening Government
During Ù1e year Ù1e Agency fully complied with the
Sustainability is a key cross cutting theme within Ù1e
Government's Code of Practce on Access to
Regional Strategy and Ù1e Agency wil ensure Ù1at all its
Information. In relation to the specific requirements of
practices are sustainable and environmentally friendly.
Ù1e Code:
We have ensured Ù1at our procurement practices meet
Ù1e Greening Government objectives, in particular we
No requests for inormation were received which
have sought to purchase materials which are from
sources or from conservation
to Ù1e Code.
forests. This ranges from such items as recycled paper
.
No charges were levied for information supplied.
to interior carpetig. We ensure Ù1at our waste paper is shredded and recycled. Over the last year we have
No reptiesto reqiieslsJQLiiforJ1atiQn_e.x:ceecled20
workig days.
.. d_e"eiopecleJ(t.ensi~ly guruse of ~l1¡¡il and we¡¡re
currently developing an IT Strategy which wil have Ù1e
long term aim of extensively reducing the amount of No complaints agaist Ù1eAgency were referred to
Ù1e Parliamentary Commissioner for Adminish-ation
(Ombudsman).
Public Information A Register of Board Members' interests is available for
public inspection at our Head Offce in Warrington. SUlmaries of Ù1e miutes of Board meetings are published on Ù1e website each monÙ1. There have not been any public Board meetigs during ù1e year.
However Ù1e Board has an Annual General Meetig planed for September 2000 and will formally meet wiÙ1
representatives from the Regional Assembly in May 2000 and October 2000.
, We have produced regular press releases detailing our activities and, where appropriate, giving our response
to particular decisions that could have a significant impact on Ù1e region. This includes detailed
explanations for some of our proposals in Ù1e Regional , Strategy.
paper we use.