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TRANSCRIPT
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Table of Contents
Foreword
1. Executive Summary
2. The Context for Intervention
3. Vision and Strategic Framework
4. Intervention Priorities
The Atlantic Gateway in Cheshire and Warrington
The Cheshire Science Corridor
Crewe High Growth City
Enabling Programmes
5. The Growth Deal
The Deal
Foundation Investments Table
Intervention and Investment Prioritisation
Strategic Conversations
6. Delivery and Programme Management
Programme Management
Managing Risk
Managing Conflict of Interest
Scalability
7. Governance and Collaboration
Annexes A) Financial Summary Table
B) Transport Case for Investment
C) Investment Action Plan
D) Schedule of Contributing Partners
E) Project Proformas
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Foreword
This ten year Strategic Economic Plan is about enabling major growth and transformation in our economy and,
with our Liverpool and Manchester partners, adding renewed vigour to the economic fortunes of the North West
and the nation. However we are focusing on the next 3 years in particular – the accelerated delivery of 3,125
additional homes and 12,473 additional jobs for LGF investment of £124.8m, of which £48.76m would be drawn
down in year one.
We have welcomed the strong support from Government in the preparation of our Growth Plan, and also taken
account of the feedback given at our recent meetings with the Minister Greg Clarke MP and Lord Hesletine.
We are a LEP with the private sector leading the agenda, backed up by Local Authorities with strong political vision
and governance. Preparation of this Economic Plan has meant that the LEP has made some hard choices. We
present a clear set of deliverable projects for this initial three years, which fits within an overall integrated ‘Growth
Investment Plan’ for the sub-region which has a strong pipeline of projects, many of which will be achieved without
the need for any Government support but essential to delivering our ambition.
Our Intervention Priorities reflect the ambition of our LEP to look outside our area and connect into the two major
cities of Liverpool and Manchester through the Atlantic Gateway (what Lord Heseltine and Sir Terry Leahy termed
‘Britain’s Second Engine of Growth’), and a Science Corridor linking key centres of excellence such as Thornton,
Daresbury, Birchwood and Alderley Park into the science and research community in Manchester. Sir David
Higgin’s report now proposes that Crewe be at the centre of the HS2 route as a super-hub at the heart of the
country’s major infrastructure network. This means that our plans for a new High Growth City for Crewe can
now start to take shape.
We are focusing on a small number of big interventions for the first year that best match our strategic priorities. In
addition all these projects are deliverable, offer excellent value for money and have the necessary scale, to make
a real impact in securing local and national economic growth.
Our programme also has a major focus on enabling transport interventions to unlock economic growth. This
reflects the important role that infrastructure plays in making economies successful, but also the connectivity that
our sub-region has that can be further unlocked by delivering new road and rail schemes and working closely with
our strategic partners in Network Rail and the Highways Agency. We also have a strong track record of delivery
on infrastructure and robust governance to ensure we stay on track. Our transport programme for is on track to
deliver £75m of investment from a combination of Pinchpoint, Better Stations Funding and our first round of Local
Transport Board investment.
But, we cannot focus on infrastructure, sites and housing without having big plans to ensure we have the skilled
workforce in place and the right support in place to help our businesses to grow.
Our proposals for investment in our FE colleges is just one element of a much bigger agenda for skills which starts
to challenge some fundamental issues from educational systems through to work based learning. Our new models
of delivering real employer-led educational choices through UTCs in Warrington and Crewe are examples of how
we are pushing this agenda strongly with our local authority partners and we would welcome further dialogue with
Government to debate wider policy issues that need addressing.
Business Support and particular SME growth is a core element of our growth plan. We have made good progress
in bringing together all the representative business organisations to form a fledging federation, and we have a
single digital platform for business information; but we have much more to do on this to create a strong platform
which rivals our European neighbours in Germany for example.
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This plan has been prepared following extensive consultation and will be delivered by a range of sub regional
partners.
Cheshire and Warrington has already shown that partners across all sectors are united in their pursuit of growth
and that difficult decisions can be made for the greater good of Cheshire and Warrington. Most encouragingly of
all, we are already in delivery mode. By 2016 over 96% of premises in Cheshire and Warrington will have access
to high speed broadband. This £35m project is the fastest roll out of its kind in Europe. In addition we have invested
over £100m in our FE estate and generated 1,400 jobs from our Growing Places Fund programme.
Cheshire and Warrington does genuinely offer 871 square miles of opportunity, innovation, ambition, inspiration
and growth and I commend this plan to Government.
Christine Gaskell MBE, DL
Chair, Cheshire and Warrington Enterprise Partnership
31st March 2014
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1. Executive Summary
Introduction to our Strategy, Vision and Growth Plan
Cheshire and Warrington Matters is a new and ambitious strategy to support growth and economic development
over the next decade. Developed in response to a call from Government for sub-regionally-defined Strategic
Economic Plans, it has been progressed through an extensive partner and stakeholder engagement process over
a nine-month period.
This Strategy sets out our investment proposals for the Local Growth Fund and how we will deploy this fund to
deliver 3125 additional homes, and 12,473 new jobs over the next three years.
The Context for Intervention
Cheshire and Warrington is already a strong economy, regularly ranking within the top LEPs in the country. Our
ambition is to continue to build on our strengths and overcome challenges to deliver to our full potential. Some of
the features of our economy that have informed our programme are summarised below.
Cheshire and Warrington SEP: Context for Intervention - Key Factors
Strengths/Opportunities Weaknesses/Threats
Place
Diverse offer – localised and urban economies providing wide
housing and employment offer; mix of business sectors and
range of site and premises.
Polycentric nature means no core to drive agglomeration,
hampers optimal labour market and supply-chain connectivity.
A well connected strategic location – economically linked to
Liverpool and Manchester City regions and North Wales
Poor East/West linkages
Some sections of road amongst the top 20 most congested
Rail network in need of modernisation
Poor quality rolling stock
Poor links to Liverpool Airport
Integral part of Atlantic Gateway Infrastructure impeding logistics distribution and Superport freight
movements.
Potential superhub for HS2 Constraints on development sites
Key locations for high growth and available sites for development
at: Warrington, Crewe, Chester, Ellesmere Port, Macclesfield
Constraints on key development sites
Supporting transport infrastructure missing
Costly legacy of brownfield land and industry.
Attractive place to live and work Unaffordable housing market in places
Lower than average levels of housing completions
Economy
One of best performing economies in England and strongest
in North England (annual GVA of over £20bn) 430,000 work
based employees
High levels of employment growth (1998-2008 42,000 net
jobs created)
One of highest employment rates (74.7% in 2012)
Gradual erosion of advantage (GVA 1997 116% of UK, by 2011
106%)
Low levels of productivity in parts of the economy
Lower proportion of population is working age
(63.6% compared to 64.7% England)
Top-10 LEP area for employment density; private employment
(68 businesses per 1,000 working age); employment in
export intensive industries; economic resilience
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Diverse economic base: Key sectors for growth:
- Advanced Engineering
- Life Sciences and Chemicals
- Energy and Environment
- Nuclear
- Financial and Professional Services
- Manufacturing.
Relocation of much of AstraZeneca R&D facility will have a
negative impact on Cheshire and Warrington economy
Transport infrastructure hampering development of sites
Ageing population will create demand for managers and
professionals
Recognised skills gaps and limited connection between
provision and need.
Assets
Strong industrial and innovation assets
Private sector research and industrial base
University of Chester, MMU, Reaseheath, Jodrell Bank
Loss of advanced energy skills following Shell departure
from Thornton.
Limited innovation/product development beyond large
companies.
People/Skills
Highly skilled labour market (35% of working age population
qualified to Level 4 or above; 43% work in highly skilled
occupations)
Good school and FE provision
Training activity does not align to local employment opportunities.
Need up to an extra 63,000 employees to be trained to Level 4 or
higher to close gaps with top performing areas would
Only 34% of graduates return
Net importer of labour (39,150 movements Source: Commute
APS, ONS)
80,000 adults inactive
Pockets of worklessnes in Winsford, Ellesmere Port and Crewe.
Further details of the context in which the programme has been developed and will be delivered are provided in
Section 2.
Vision and Strategic Framework
In response to these opportunities and challenges, an ambitious new Vision and Strategic Framework for Cheshire
and Warrington has been developed. The Vision formalises our goal to reverse the decline in GVA per head
experienced over the past decade and a half and establishes the following transparent growth targets:
By 2021 Cheshire and Warrington will be:
An economy of £26.6bn with GVA per head 110% of the UK average
By 2030 Cheshire and Warrington will be:
An economy of £35bn with GVA per head 115% of the UK average
Home to an additional 100,000 residents, 75,000 new jobs and 70,000 new homes
The Strategic Framework sets out how we will achieve this Vision, with a set of Strategic Imperatives that will frame
and guide our actions and investments going forward. These imperatives reflect the opportunities and challenges
we face as an economy and all interventions delivered through the SEP must contribute to at least one of them.
The Strategic Imperatives are: are:
SI1: Specialised and differentiated sectorally, and delivering a manufacturing renaissance
SI2: Attracting and retaining
SI3: Equipped for market and technology change
SI4: Maximising our growth assets – property and place
SI5: Restoring our worker productivity premium
SI6: Internationally connected and engaged
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Intervention priorities and Enabling Programmes
We have identified and developed three Intervention Priorities:
Atlantic Gateway in Cheshire - the world trade, logistics, business and innovation corridor stretching from
Deeside and Merseyside through the northern part of Cheshire and Warrington to Manchester
Cheshire Science Corridor - a string of interconnected centres of excellence located in Cheshire which are or
have the potential of contributing significantly to national innovation in science
Crewe High Growth City - placing Crewe at the heart of HS2 as a superhub central to the countries’ major
infrastructure network
These are particular spatial locations or themed opportunities which, by virtue of their spatial scale, economic
relevance, profile, and long-term potential offer the prospects for substantial and accelerated growth fuelled by the
Local Growth Fund and other funding opportunities.
To translate the Vision and Strategic Framework from policy to practical delivery we also plan six enabling
programmes to create the conditions for growth – these support the intervention priorities but also enable additional
and accelerated growth in themselves. These complementary programmes are grouped into two themes:
Creating the Conditions for Sustainable Growth: Transport, Housing Growth, and wider Infrastructure
Accelerating Smart Growth: Business Growth, Innovation and Skills and Employment
The Growth Deal
Cheshire and Warrington can already demonstrate significant levels of ongoing investment from both the private
and public sectors in support of economic growth. However, challenges remain in relation to: -
Unlocking key growth sites through removal of pinchpoints or site-specific remediation issues
Improving connectivity between our LEP area, Liverpool and Manchester City Regions and North Wales
in order to increase access to employment opportunities
The ongoing repercussions of the financial crisis on access to finance and scheme viability for some
development projects
Ensuring effective and consistent support locally and sub-regionally to our businesses
The Local Growth Fund is now the main route for securing allocations from the Department for Transport and from
the Department for Education for the FE Capital Fund. Importantly, the Local growth Fund offers an opportunity
to accelerate delivery of a series of what we call “Foundation Investments”. The combined programme for which
Cheshire and Warrington is seeking Local growth Fund support is set out in the table below.
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In return for a Local Growth Fund settlement of £124.8m (of which £48.76m is in year 1) we commit to
deliver:
Total Outputs 2015/16 – 17/18 2018/19+
Jobs
Homes
Floorspace (sq. m)
Private sector leverage
Public sector leverage
12,473
3125
230,294
£172.31m
£80.16m
60,070
7170
972,923
over £2000 million
over £70 million
Delivery and Programme Management
In managing the delivery of the Growth Plan and the C&W European Programme the LEP will utilise the ‘Managing
Successful Programmes’ (Office of Government Commerce) approach and methodology. The Growth
Implementation Group will take the key Programme Management role for the LEP as well as managing the LEP’s
Investment Programme.
A Local Authority Chief Executive will lead the Group to ensure leadership and oversight. Clear Senior Responsible
Owners will be identified for each of the programme components and projects - being both accountable and
responsible for delivery, monitoring and feedback. The LEP Board will receive regular programme monitoring
reports and important issues and successes will be escalated to it for consideration and / or resolution.
A staffed Programme Office has already been established as part of the LEP Core team through secondments
from the Local Authorities – this will support the Growth Implementation Group. The LEP’s Chief Operating Officer
will lead the Programme Office.
The delivery of the Growth Plan will be proactively managed and will have a dedicated Risk Management Plan and
Register, overseen by the Growth Implementation Group. The Growth Implementation Group will escalate risks to
the LEP Board, if these cannot be readily resolved. The Risk Management Plan will follow Orange Book principles
and will not only identify potential risks but will identify mitigation measures to manage such risks.
Governance and Collaboration
In developing this plan, and the parallel EU Structural & Investment Funds Strategy, the LEP undertook a formal
review of its governance arrangements to ensure they are fit for purpose and will facilitate effective delivery, whilst
managing risk and maximising accountability to national and local funders. A ‘Combined Leadership Board’ has
been established comprising the LEP Chair and the three Local Authority Leaders. This new Board provides the
over-arching governance role to discharge Cheshire & Warrington’s twin strategic priorities of growth and public
service transformation.
The SEP’s strategic interventions are critical to the delivery of its growth ambitions – therefore the LEP will create
groups to take an oversight role to ensure the effective delivery of these important programmes.
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LEP Governance Structure
Leadership, direction and
performance monitoring
LEP Board
Leadership and strategic responsibility for
the Growth Plan
Business led
A private sector / public sector fusion
Programme & investment
management
Performance management and
risk management
Transport lead
Local Transport
Body
Growth
Implementation
Group
Operational arm of the LEP Board
Keeping strategies up-dated, economic
intelligence & research
Ensuring delivery activity is aligned to
priorities
Mar
keti
ng
& P
R
Big Ticket Project Teams
Strategy Groups
Eu
rop
ean
Gro
up
Atl
anti
c
Gat
eway
in C
&W
Ch
esh
ire
Sci
ence
Co
rrid
or
Cre
we
– H
igh
Gro
wth
Cit
y
Tra
nsp
ort
Ho
usi
ng
Infr
astr
uct
ure
Bu
sin
ess
Gro
wth
Inn
ova
tio
n
Ski
lls &
Em
plo
ymen
t
Promoting the work
of the LEP
Communicating
Success
Oversight of the delivery of
Growth Plan priorities
Oversight of the delivery of Growth Plan
at thematic level
Developing thematic delivery plans
Stimulating project pipelines
Ongoing partner engagement &
participation
Strategic direction,
commissioning frameworks
Assess funding bids
Monitoring programme
performance
Provide technical oversight
of EU programmes and
projects
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2. The Context for Intervention
This section sets out an overview of Cheshire and Warrington, including:
consideration of its characteristics, both as a place and economically;
the area’s current economic performance;
the rationale for intervention; and
the strengths, weaknesses, opportunities and threats presented by the area’s population, business base,
places and environment.
This analysis has informed the focus of activity within the strategic imperatives outlined in Section 3.
Why Cheshire and Warrington Matters
The quality, scale, growth potential and outward-facing nature of Cheshire and Warrington’s economy, coupled
with its strategic spatial positioning, mean our sub-region really matters. Cheshire and Warrington is, evidentially:
One of the strongest and best performing economies in England, and the strongest in the North of
England, with workforce productivity levels rivalling those generated anywhere in England outside of the
capital. The economy of Cheshire and Warrington is characterised by a highly active resident population,
a strong in-built enterprise culture, and a highly skilled workforce. This economic strength provides
employment opportunities beyond our boundaries, with the area being a net importer of labour.
A major economy with a large cohort of world-leading firms, with an annual Gross Value Added
(GVA) of over £20bn, and 430,000 work-based employees. Our economy is equivalent in scale to cities
such as Birmingham and Leeds. Our key firms include Bentley Motors, Tata, Vauxhall and Barclays, and
we have distinctive sectoral specialisms in advanced, high-value engineering, energy, and professional
and business services as well as growth potential in food, agri-tech and biological engineering. To grow,
we intend to focus on our specialisms to support us to be competitive in growing markets and where we
already have a competitive advantage1.
A diversified and internationally-oriented economy, with around one-fifth of employment in Cheshire
and Warrington in export-intensive industries, the third highest of any LEP area across England. Cheshire
and Warrington has a consistently strong record in attracting new inward investment compared to the
national average2, with the area offering a diverse range of investment locations for investors: in urban
centres, in and around attractive market towns, and in high-quality, yet accessible, rural spaces.
A private sector-led and knowledge-rich economy, with a high density of private sector jobs relative
to its population, one of the highest outside of the capital. The area boasts a large private sector business
base, with business density rates well above the national average; the business base contains a well-
defined mix of high profile international companies, well-established and substantial medium-sized
companies, and a dynamic and growing small business base.
A well-connected economy, with long established linkages to Manchester and Liverpool and their city
centres, higher education, and innovation assets, as well as strong economic links to North Staffordshire
and the ‘Potteries’, and across the border to North Wales. Our people and businesses benefit from a high
quality strategic transport infrastructure – the West Coast Main Line, the national motorway network, the
M6, M62, and M56 axes – and proximity to international transport linkages at Manchester and Liverpool
airports, and the Port of Liverpool.
1 Details of work completed to assess the LEP area’s smart specialisations is contained in our European Structural and Investment
Funds Strategy 2014-2020 2 A recent report for BIS identified that the LEP has a location quotient of 1.269 based on employment in foreign-owned businesses.
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An attractive place where people want to live, work and visit, with the natural environment and
excellent location, combined with factors such as high educational attainment and employment
opportunities in quality occupations, ensuring that Cheshire and Warrington is a place offering a very high
quality of life to its residents and is an attractive place to visit and do business.
Despite all of these strengths, there remains room for improvement to ensure Cheshire and Warrington exploits
local, national and international opportunities and makes its full contribution to the national economy. As outlined
later in this document, there are pockets of deprivation, unemployment, low skills and job losses that are harming
our overall economic performance. Without intervention, Cheshire and Warrington will lose its competitive position,
both against other LEPs and internationally, and fail to build on its economic assets.
Cheshire and Warrington – The Place
Localised and Urban Economies
Cheshire was traditionally, and remains in many places, a rural area, with agriculture and land-based industries, a
network of generally affluent and prosperous villages, mid-sized market towns, and one historic city (Chester),
serving as important service and functional centres. Alongside their roles as retail, commercial, educational and
leisure focal points, these places developed specific sectoral specialisms, including extractive industries and
chemicals across the Weaver Valley, and silk manufacturing in Macclesfield. These rural areas are now
increasingly home to a wide range of non-land based businesses that appreciate the rural setting, including the
visitor economy.
Alongside this rural dimension, significant urban economies are also present. With manufacturing and industrial
strengths underpinning their development, these urban locations, notably Warrington (initially steel/wire, and then
growing rapidly in the post-war period following its designation as a new town), Crewe (the railways and later
automotive), and Ellesmere Port (energy, advanced manufacturing), have provided a complementary economic
offer. With increasingly diversified offers, these major ‘urbanisation economies’ contribute substantially to the
overall economy of the sub-region, and also serve as important retail, leisure and service centres.
The diversity of spatial offer is a real strength for Cheshire and Warrington, providing a wide housing and
employment offer to residents, a diversified mix of business sectors to employees, and a range of sites and
premises to investors. However, it also confers challenges, including no immediately recognisable economic ‘core’
to drive agglomeration, meaning that the poly-centric nature of the geography can hamper optimal labour market
and supply-chain connectivity.
A Strategic Location
Cheshire and Warrington is a major economy in its own right but it also shares important economic linkages with
its neighbours, and the wider national and international economy. Crucially, the sub-region is bounded by the
Liverpool and Manchester City Regions. This link matters fundamentally to the area; Manchester and Liverpool
are – on any measure – cities of international stature, and – with a major port and two international airports,
universities of international repute, and strong cultural identities – both are global economic nodes that the
residents and businesses of Cheshire and Warrington can exploit.
Just outside the sub-region’s administrative area, but core to its functional economic area, is Daresbury Science
and Innovation Campus, with its rapidly developing Enterprise Zone. The West of the area also adjoins North
Wales, which provides unique opportunities for cross-border collaboration on the growth agenda. Taken together,
Cheshire and Warrington is at the heart of one of the largest concentrations of people, businesses and growth
assets in England, and at the apex of the national transport infrastructure including the motorway network, West
Coast Main Line rail link and trans-Pennine routes.
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Given its spatial location, Cheshire and Warrington is also key to the successful delivery of two of the most
significant economic and regeneration interventions to be taken forward in England over the next two decades,
namely Atlantic Gateway, which has the potential to generate major new investment and employment
opportunities for the north of England, and the proposed High Speed 2 route that will run through the heart of the
sub-region via Crewe High Growth City.
Figure 2.1. Cheshire and Warrington LEP area
© Crown copyright and database rights 2012. Ordnance Survey 100049045
A Strong Performing Economy
Performance in the Last Growth Cycle
Cheshire and Warrington is one of the strongest economies in England. During the last growth cycle, pre-2008,
employment growth in Cheshire and Warrington was stronger than most of the core city regions and in line with
that experienced in London and competitor locations such as Cambridge/Peterborough. The number of net
additional jobs created in this period in Cheshire and Warrington was significant – some 42,000, with a peak
employment of over 430,000 prior to the downturn.
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Figure 2.2: Employment growth in Cheshire and Warrington over the last growth cycle
Source: Annual Business Inquiry (taken from Cheshire and Warrington Economic Synthesis Report, July 2013)
This net employment growth was achieved at the same time as jobs were lost in manufacturing. However, Cheshire
and Warrington retains a significant and increasingly high-value manufacturing sector on which to build, with well-
established employment specialisms in areas such as automotive, chemicals and pharmaceuticals.
A Top Ten Economy
Cheshire and Warrington is competing with other leading economies across England, for investment, for jobs and
for residents. However, across a range of indicators, the area is well-established as a top-performing economy, in
a national context outperforming many of the leading economies in the Greater South East in a set of key indicators.
Table 2.1: Cheshire and Warrington – a top-10 economy (rank descending 1=top)
Employment
Density
Private and other service
employment
Employment in export
intensive industries
Economic Resilience
Thames Valley London Gloucestershire Enterprise M3
London Thames Valley Berkshire Northamptonshire Bucks Thames Valley
West of England Hertfordshire Cheshire & Warrington Thames Valley
Oxfordshire Bucks Thames Valley Cumbria Hertfordshire
Cheshire & Warrington Enterprise M3 Black County Coast to Capital
Coventry and
Warwickshire Cheshire & Warrington
Leicester &
Leicestershire
Cheshire & Warrington
Hertfordshire South East Midlands Swindon and Wiltshire London
Northamptonshire Coast to Capital Thames Valley Berkshire Oxfordshire
Enterprise M3 Swindon and Wiltshire London Gloucestershire
South East Midlands West of England Lancashire Swindon and Wiltshire
Source: BRES, LEP Network Report – Creating Successful Local Economies
360,000
370,000
380,000
390,000
400,000
410,000
420,000
430,000
440,000
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Cheshire and Warrington North West (trend line) England (trend line)
Employment Peakc.434,000 Jobs
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Overall the area performs well. However, productivity has not kept pace with national performance, seeing gradual
erosion in comparative terms. Furthermore, the area faces clear demographic challenges, with a smaller, and in
relative terms declining, working age population.
Highly Skilled Employees and Residents
The Cheshire and Warrington economy benefits from a highly skilled labour market. The skills profile of the working
age population has improved over the past decade as national and local initiatives to encourage upskilling have
taken effect.
Over time, the LEP area has typically had a slightly higher than average proportion of working age residents holding
qualifications at Level 4 or above, while the proportion with no qualifications has remained low. There are, however,
signs that too many people are completing training activity that does not align with local employment opportunities
(see Table 2.2 for details of key sectors). For example, there is anecdotal evidence that there are too many people
seeking sales and customer service roles and not enough with the skills required by the area’s engineering sector.
The recently produced Employment and Skills Strategy further explores current and anticipated future skills gaps.
Figure 2.3: Qualification Profile of Working Age Population, 2012
Source: Annual Population Survey3
Both the skills profile and availability of jobs, following significant employment growth, are two of the factors which
contribute to the area having one of the highest employment rates. When the level of highly skilled residents is
compared with other strong performing LEP areas, Cheshire and Warrington outperforms the likes of Manchester,
Leeds, Birmingham and Liverpool and is most similar to the Greater Cambridgeshire and Greater Peterborough
LEP area.
In terms of future aspirations, in order to close the gap with the top performing areas, including Bristol and
Oxfordshire, between 17,000 and 63,000 additional residents would need to be qualified at Level 4 or above. This
reflects long term trends of employers demanding higher level skills and growth trends in sectors and occupations
that require high skills, e.g. professional services. Replacement demand trends suggest that managers/senior
officials, professional and associate professional and technical occupations will generate significant demands in
the period to 2025. The 2011 Cheshire and Warrington Business Needs Survey also identified strong demand for
soft skills including communication, team working, customer care and marketing across a range of sectors.
3 It is recognised that the Annual Population Survey and other survey based data (such as the Business Register and Employment Survey) is subject to survey sampling error which increase as geographical areas get smaller and the detail explored greater.
35%
34%
31%
26%
17%
17%
15%
15%
19%
17%
16%
16%
12%
12%
14%
15%
8%
9%
13%
14%
0% 20% 40% 60% 80% 100%
Cheshire and Warrington 2012
England 2012
Cheshire and Warrington 2005
England 2005
L4+ L3 Apprenticeship L2 L1 Other Qs No Qs
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Occupational Profile
The occupational profile of both those who live in Cheshire and Warrington, and those who work in the area
highlights the diversity and quality of the job opportunities available. These profiles are both broadly in line with the
national average, including that for the level of highly skilled occupations (43% compared to 44% nationally).
Figure 2.4: Resident and Workplace Based Occupational Profile, 2012
Source: Annual Population Survey
It is likely that the sources of growth will differ in the coming years, and this may have implications for future
changes in the profile and the associated labour market requirements. The ongoing decline of process, plant and
machine operative occupations is likely to continue and whilst there will be replacement demand, given the local
demographics, there will be a requirement for individuals to re-train for new advanced manufacturing sectors (e.g.
low carbon or environmental technologies) or opportunities in the service sector. Cheshire and Warrington’s ageing
population will create significant replacement demand, particularly amongst managerial professionals, which is
also forecast to be one of the fastest growing occupational areas, as a result of expansion demand.
Working Age Population Outside Employment
Although Cheshire and Warrington’s employment rate is high relative to other parts of the north of England,
approximately 80,000 adults are inactive. Pockets of worklessness are evident in the area, for example in parts of
Winsford, Ellesmere Port and Crewe (i.e. deprived urban areas), and at least half of those that are inactive do not
have at least a Level 2 qualification, which is an increasing prerequisite for employers. Challenges of low skills and
high worklessness are now being compounded by limited employment opportunities in parts of the LEP area. This
is accompanied by a trend for under-employment as more people enter or re-enter the labour market through part-
time work.
Reducing worklessness is a high priority to allow all residents to make an economic contribution, and, in the context
of an ageing population and growing productivity gap, important if the economy is to deliver to its maximum
potential. Increasing the proportion of the population in employment will help to raise the sub-region’s productivity,
raise disposable income levels and reduce the welfare burden.
DWP data for November 2012 shows that 45,000 people aged between 24 and 64 in Cheshire and Warrington
experience specific barriers to employment and may therefore require more intensive forms of support to become
active members of the workforce. Long term unemployment amongst young people is also a growing challenge
and approximately 1,800 young people were not in education, employment or training in 2012, up from 1,500 in
2010.
0%
5%
10%
15%
20%
25%
Employees Residents
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A Diverse Economic Base: Key Sectors
The current LEP Business Plan identifies four key sectors as having the potential to grow further, faster: advanced
engineering; financial and professional services; life sciences and chemicals; and energy and environment. Each
of these sectors is covered in detail in the 2012 Mickledore Sector Research Report, which highlights important
sub-sectors and strategic employers. These sectors have an important role to play in terms of wealth generation,
increasing exports, research and development and innovation.
Table 2.2: LEP Key Sectors, C&W 2011
Employment Companies
Advanced Engineering 23,600 1,613
Life Science and Chemicals 8,800 689
Energy and Environment 30,600 7,422
Financial and Professional Services 45,000 7,178
Total 108,000 16,902
Source: Mickledore 2012 based upon BRES
Although there are a very large number of companies in these key sectors, this number reduces to some 1,900
when micro companies (less than 10 employees) are removed. The number of medium sized companies is
considerable, and many of these are major local employers, with in excess of 200 employees.
Table 2.3: LEP Key Sectors, C&W 2011
Small
10-49
Medium
50-249
Large
250+
Advanced Engineering 280 67 21
Life Science and Chemicals 122 47 11
Energy and Environment 510 113 27
Financial and Professional Services 588 107 33
Total 1,500 334 92
Source: Experian
Analysis of Cheshire and Warrington’s sectoral strengths has also been enhanced through smart specialisation
research, prepared to accompany this submission. The Witty Review (published in 2013) and a subsequent report
issued by BIS4 also highlighted the diverse nature of the Cheshire and Warrington economy as of 2012, including
strengths in automotive (Location Quotient (LQ) 3-4), aerospace (LQ 3-4), nuclear (LQ 2-3), life sciences (LQ 1-
2), agritech (LQ 1-2), professional and business services (LQ 1-2), oil and gas (LQ 1-2) and construction (LQ 1-
2).
An Economic Driver for Neighbouring Places
The balanced economy operating across Cheshire and Warrington, as indicated in the earnings data, draws in
part from the level of self-containment of the economy. The latest data available on commuting patterns indicates
that over three-quarters (77%) of the employed residents of Cheshire and Warrington work within the sub-region.
Viewed from the opposite perspective, 70% of employment in Cheshire and Warrington is accounted for by
residents of the area. Despite the important economic linkages to neighbouring economies, including the presence
4 Localisation of Industrial Activity across England’s LEPs: 2008 and 2012.
17
of two major urban centres in Manchester and Liverpool city-regions, Cheshire and Warrington as a whole acts as
a net importer of labour, i.e. more people travel into the sub-region to work than travel out of it on a daily basis.
Table 2.4: Inflows and outflows from Cheshire and Warrington
Type Number
Self-containment – residents of Cheshire and Warrington working in
Cheshire and Warrington
325,250
Outflow – residents of Cheshire and Warrington working elsewhere 98,150
Inflow – residents elsewhere working in Cheshire and Warrington 137,300
Net inflow to Cheshire and Warrington 39,150
Source: Commute APS, ONS
This role as a net importer of labour, more traditionally associated with large urban cores, reflects both the strength
of the economy of Cheshire and Warrington itself, and to a degree the relative weakness of some of those areas
that surround it. In both cases, Cheshire and Warrington plays a key role as a source of employment for the
residents of other places. The locations of where Cheshire and Warrington residents work (outflow), and where
employees in Cheshire and Warrington live (inflow) are shown in Table 2.5.
Table 2.5: Key locations for outflows and inflows
Key locations - outflow Key locations - inflow
Local Authority Movements Local Authority Movements
Manchester 18,450 Flintshire 16,350
Halton 8,400 Wirral 9,800
Stockport 8,150 Stockport 9,200
Liverpool 7,250 St. Helens 7,950
Stoke-on-Trent 6,000 Halton 7,750
Trafford 5,750 Wigan 6,700
Wirral 5,100 Trafford 6,600
Wrexham 4,250 Liverpool 6,350
Flintshire 4,150 Manchester 5,850
Salford 3,100 Newcastle-under-Lyme 5,650
Source: Commute APS, ONS
Opportunities for Growth
On top of strong existing performance, the area has the growth assets and opportunities to perform even better
and to drive sustainable growth over the next two decades at a national as well as local level. Specifically, Cheshire
and Warrington has the locations for growth, the knowledge assets, and a range of diversified technology
and market specialisms that provide significant economic opportunities.
18
Locations for Growth
The area has a number of important investment locations with potential to attract new inward investment and take
forward nationally significant development opportunities. Some of the key ‘locations for growth’ in Cheshire and
Warrington are summarised below.
Cheshire and Warrington: key locations for growth
Warrington: one of the fastest growing employment centres in England, and recently ranked
as one of the top places to do business nationally, Warrington has emerged as a premier
investment location for high-value and knowledge-based activities, as well as retaining a
significant manufacturing base. Warrington is home to a wide range of leading companies
and has a number of strategically
important existing and emerging
development sites e.g. Birchwood Park,
Lingley Mere, and Omega. At Birchwood,
Warrington hosts one of the largest
clusters of nuclear research and
technology firms in the UK employing an
estimated 4,000 people, and supports
major clusters of firms in sectors as
diverse as distribution and logistics,
precision engineering, energy, telecoms
and software, and business services. Now with a population of around 200,000, Warrington
is one of the largest urban centres in the North of England.
Crewe: situated in the heart of
Cheshire, Crewe is recognised as the
‘gateway to the North’ given the quality
of the town’s strategic transport
connections both in terms of road and
rail providing connectivity to the rest of
the UK. Growing as a ‘railway’ town in
the 19th Century, Crewe retains
industrial expertise in transport and
automotive industries, and is home to
the international HQ of Bentley Motors, providing over 3,500 jobs and exporting to numerous
markets around the world. Crewe is the largest economic driver in the sub-region outside
Warrington, to which it is linked on the West Coast Main Line (WCML). Crewe supports
around 60,000 work-based employees, and contains around 5,000 businesses. Crewe will
play a key role in the delivery of HS2, offering wider sub-regional benefits from the enhanced
connectivity. Crewe benefits from a substantial bank of development land, which offers
significant potential for future economic growth, employment and wealth creation. Major
economic development proposals are currently being progressed across the locality,
including the High Growth City concept, the 150ha Basford East and West strategic
employment site opportunities to the south of the town and the North East Science Corridor.
19
Ellesmere Port: sits at the heart of an industrial, science and technology corridor, cutting
across the Atlantic Gateway, which encompasses a diverse range of high value sectors
ranging from aerospace and defence, automotive, petrochemicals and energy, and applied
R&D (at Daresbury Science and
Innovation Campus just minutes from
the sub-region). Ellesmere Port’s
heritage as an industrial powerhouse
remains significant today, with around
a fifth of local jobs in manufacturing,
well above national levels; the area
also offers considerable available
employment land in and around the
town. Ellesmere Port is also home to
Cheshire Oaks Designer Outlet, the
biggest shopping centre of its type in Europe, strategically located close to the M53/M56
motorway intersection.
Chester: Cheshire’s historic administrative centre, Chester continues to play a major role in
the sub-regional economy, with important retail, commercial and academic assets, as well as
a growing cultural and visitor economy offer. Chester supports a strong financial and
professional service sector,
including leading names such
as MBNA, M&S Financial
Services and Santander.
Plans for a new business
district will complement
investment in transport and
other investments, building on
a strong leisure, tourism and
higher education offer to
support new investment in key
service sectors.
Macclesfield: The town grew out of the production of silk during the 19th Century, with the
development of housing, transport infrastructure and a local service economy to support the
industry. The town is now home to flourishing banking, finance and insurance and other
service sectors. It is also working positively with AstraZeneca and partners to retain a fully
functioning biotechnology centre, offering state of the art laboratory and research facilities.
Plans to revitalise Macclesfield town centre with a new £90m retail and leisure scheme are
progressing, with a planning application approved by Cheshire East Council in mid-2013.
Knowledge Assets
Cheshire and Warrington hosts an exceptional private sector research and industrial base, supported by world
class brands and companies, taking advantage of globalisation and smart specialisation. Key assets in the private
sector and industrial research base include the Waters Corporation’s new Mass Spectrometry (MS) Facility near
20
Wilmslow, the National Nuclear Laboratories and AMEC Laboratories in Warrington, Birchwood Park Nuclear
Cluster, Bentley Motors in Crewe, and the collection of firms forming the North East Cheshire Science Corridor.
However, the knowledge and research excellence across the region is not confined to these major sites, with a
high proportion of businesses across Cheshire and Warrington engaged in knowledge-based and high-technology
activity. The area is in the top 10 in England in terms of the proportion of employment in high and medium
technology production and the knowledge economy5, well above major urban centres such as Greater Manchester,
Leeds and Birmingham.
Further to the industrial base, the area is home to two major teaching universities, the University of Chester and
Manchester Metropolitan University (at Crewe), and hosts key sites for two leading research-oriented Russell
Group Universities, with the Jodrell Bank Centre for Astrophysics of the University of Manchester, and University
of Liverpool Veterinary School both based in the sub-region. The local universities and research sites are important
employers and further expansion plans will increase their economic contribution, including through the
development of the University of Chester’s Thornton Research Centre, a high quality international technology
campus focused on advanced engineering, including the University of Chester’s engineering faculty.
The LEP area is also home to a strong Further Education base, with eight colleges catering for almost 50,000
students. This provision allows for the development of technical and generic skills required by employers, including
specialisms for example through Reaseheath College’s expertise in animal husbandry and agri-tech.
The Need for Intervention
Despite its strengths, Cheshire and Warrington faces some major challenges which emphasise the need for
intervention to allow the LEP area to satisfy its economic potential. Four key challenges have been identified
through the data analysis and wide consultation process to inform the development of the LEP’s Strategic
Economic Plan and this ESIF.
Maximising our Potential and the Productivity Imperative
Headline statistics indicate that Cheshire and Warrington performs strongly on the key economic measure of GVA
per head. The latest data from ONS for 2011 show that GVA per head in Cheshire and Warrington was c.£22,750,
compared to c.£21,350 in the UK, i.e. sub-regional GVA per head was 106% of the national level. However, despite
this positive ‘current’ position, sub-regional growth in nominal terms has not kept pace with the national trend over
the past decade and a half, in total GVA or GVA per head, as shown in Figure 2.4 below.
5 LEP Network, Review of Local Enterprise Partnership area economies in 2012
21
Figure 2.5: GVA growth and GVA per head trends 1997-2011
Total GVA growth GVA per head
Source: ONS
These trends are reflected in annual GVA growth rates over the long-term (1997-2011), medium term (2003-2011),
and short-term (2007-11), the last period accounting for the effects of the recession and subsequent sustained
downturn on the sub-region, as shown in the table below.
Table 2.6: Annual Nominal GVA Growth Rates to 2011
Period Cheshire and Warrington UK
1997-2011 3.4% 4.3%
2003-2011 3.1% 3.6%
2007-2011 1.4% 1.6%
Source: ONS
Taken together, the data indicate that Cheshire and Warrington performs well, but that GVA performance in the
sub-region is not fully meeting its potential, with growth in recent years consistently below the national level. Put
simply, GVA performance in Cheshire and Warrington could be higher.
Understanding the GVA ‘missed opportunity’ …
What explains this missed opportunity? At a very headline level, GVA performance is dependent upon a number
of key factors:
how many people are available to work;
how many of those are in work;
how many hours they work; and
how productive they are in what they do.
Table 2.7 shows Cheshire and Warrington’s performance against each of these indicators, indexed to the UK
average. In terms of the employment rate the sub-region outperforms the national level, and the hours worked in
22
the sub-region is the same as nationally. However, productivity is below the UK level (based on Cambridge
Econometrics data) and the proportion of the population who are of working age is also below the national level.
Table 2.7: The GVA missed opportunity in Cheshire and Warrington
Prosperity
(indexed to
UK)
Components of GVA (indexed to the UK = 100)
How many
people are
available to
work (i.e.
productive
potential)
How many
people work
How much
people work
How
productive
workers are
GVA per head
WAP as % of
total
population
Employment
rate
Hours per
worker
GVA/
employment
Cheshire and
Warrington 106% 97.6%
105% 100% 98.6%
Source: SQW analysis of ONS, NOMIS, ASHE and APS data, and data produced by Cambridge
Econometrics. Note that the data for population, employment and hours per worker are on a residential
basis; the data for productivity are on a workplace basis
From an economic development and sub-regional public policy perspective, addressing the proportion of the
population who are of working age is challenging; although policy decisions and investment can have an effect –
ensuring that the area provides the employment, housing and lifestyle offer required to retain and attract people of
working age – long-term demographic and structural economic factors will be the driving factors. The inference
therefore is that the primary issue in responding to the GVA ‘missed opportunity’ in Cheshire and Warrington is to
address the underperformance (albeit modest) in workforce productivity.
… and the productivity deficit
The evidence above suggests that productivity performance is acting as a drag on economic growth across
Cheshire and Warrington. Given that the sub-region is home to some global innovation assets, especially in the
manufacturing and engineering sector, the high skills of the population, and the strong employment and business
base, we might expect productivity performance to be higher, at the level of, or potentially above, the UK. A wide
range of factors influence overall productivity performance, however, at a sub-regional level the sectoral mix of the
business base, and the level of productivity within each sector is crucial.
In terms of the sectoral mix, over time, the sub-region has seen a structural shift away from manufacturing towards
service jobs, both those driven by population, and business-related services: in 1981 manufacturing accounted for
26% of employment in Cheshire and Warrington, by 2011, just 9%. This shift in the sectoral mix of the economy
has been experienced across the UK, however, it matters fundamentally for productivity in Cheshire and
Warrington given the scale of the manufacturing base in the area where productivity has been consistently above
other sectors over the past decade and a half, even as (and to a degree because of given increasing automation)
employment in the sector was reducing.
Figure 2.5 below shows the current share of employees in Cheshire and Warrington in detailed sectors (the vertical
y axis, shows the scale of the sector in the area), and the location quotient of employment compared to the UK
average (the horizontal x axis, UK = 1, shows in relative terms how the area compares to the national picture). It
is evident that Cheshire and Warrington‘s is over-represented in a number of typically lower productivity sectors
such as retailing, distribution, agriculture and basic metal, and underrepresented in some high productivity sectors
such as electrical engineering/instruments and insurance. However, the sub-region also has an over-
23
representation of employment in generally more productive sectors in both services (professional services, banking
and finance), and production sectors (electricity, chemicals), and importantly a lower representation in public
administration, education and health and social work.
Figure 2.6: Share of employment in Cheshire and Warrington and relative concentration against the UK
Source: SQW analysis based on Cambridge Econometrics. Note: GVA in 2005 prices
Overall, the data suggest that the sectoral composition of the economy is generally conducive to strong productivity
performance. As such, it is the levels of productivity within individual sectors that is likely to be key to the (modest)
productivity deficit, and addressing sectoral productivity is key to addressing the ‘missed opportunity’ in terms of
GVA. Figure 2.6 therefore shows current (2011) productivity in Cheshire and Warrington and the UK.
The data indicate that some sectors are more productive in Cheshire and Warrington than the UK, such as motor
vehicles, electrical engineering/instrumentation, and communications. However, the analysis also suggests that
Cheshire and Warrington’s productivity is lower than average in a number of important (largely service-based)
sectors such as professional services, banking and finance, and insurance, as well as chemicals, mechanical
engineering and distribution.
24
Figure 2.7: Sectoral productivity in Cheshire and Warrington and the UK
Source: SQW analysis based on Cambridge Econometrics. Note: GVA in 2005 prices
If productivity in all the sectors that the sub-region underperforms matched the UK level (and the scale of
employment and productivity in other sectors remained constant), the economy of Cheshire and Warrington would
generate an additional £2bn per annum (at 2005 prices).
However, based on the scale of the sectors (in a number of areas, a deficit is evident, but the scale of the sector
in the area is small, for example, electronics), the data suggest that productivity enhancement in a number of key
(well defined) sectors will be crucial to closing the productivity deficit. These sectors include:
professional services
banking and finance
other business services
distribution
chemicals.
Manufacturing – Decline and Renaissance
Cheshire and Warrington’s place in the top division of LEP areas has been based in part on a very strong, high
end manufacturing base. The manufacturing base remains important to the economy, with production responsible
for 21% of sub-regional GVA in 2010, compared to 14% across the UK.6 However, the traditional manufacturing
base in the area is slowly eroding: both in terms of GVA (the equivalent proportion of GVA in 2000 was 29%), and
in employment terms, with the area losing around one third of its manufacturing jobs in a ten year period (some
25,000 jobs) to 2008. This loss of often high-productivity manufacturing activity is impacting upon sub-regional
GVA performance.
6 ONS, Headline1 GVA2,3 by 10 industries at current basic prices, September 2012
C&W above UK average
C&W below UK average
25
The renaissance of manufacturing in Cheshire and Warrington, capitalising on the skills and industrial legacy in
the sub-region, is therefore critical to maintaining Cheshire and Warrington’s position in the leading group of LEPs.
Realistically, given shifts in global economic patterns, the re-thinking of where goods can be manufactured, and
smart specialisation based on local/regional strengths, delivering employment growth in the manufacturing base
is not realistic. However, as the manufacturing base concentrates on advanced manufacturing, there is an
opportunity to stabilise employment in the sector through new investment, innovation, supply chain development
and global trade, thereby driving up productivity and generating additional GVA.
Public Sector Employment
Despite the large cohort of businesses and high level of employment in the private sector in Cheshire and
Warrington outlined above, public sector employment accounted for almost half (32,000 jobs, 46%) of total
employment growth in the last growth cycle. This growth of public sector jobs, whilst helping to maintain
employment levels, contributed to the productivity deficit that emerged in the sub-region.
Figure 2.8: Employment Change 1998-2008
Source: Annual Business Inquiry
This scale of employment growth in the public sector will not be repeated in the next growth cycle, and nor would
this be a preferred option. Employment growth will need to be private sector-led, capitalising on the enterprise
culture and key growth assets in the sub-region.
Ensuring Opportunities for All
Not all of Cheshire and Warrington’s residents make a full contribution to or fully benefit from the area’s success.
The 2010 Index of Multiple Deprivation shows that there are pockets of deprivation across the area, for example
8.8% of Warrington’s Super Output Areas fall within the 10% most deprived parts of the country.
In March 2013, 115,200 16-64 year olds in the LEP area were classified as economically inactive. We recognise
that there are groups within our society that face barriers to economic engagement for a variety of reasons including
physical disabilities, caring responsibilities and a lack of qualifications. Whilst it will not be appropriate for all of
these people to be engaged, we need to help remove the barriers for those residents who do wish to engage in
training activities and employment.
18,269
15,302
12,391
5,5244,886
4,1243,084 2,802
2,2131,597
537
0
5,000
10,000
15,000
20,000
26
Unemployment is therefore a challenge to be overcome if Cheshire and Warrington is to deliver to its potential. In
August 2013, claimant count unemployment in the LEP area stood at almost 15,000 (2.6% of 16-64 year olds).
There are persistent pockets of unemployment within the LEP area that must be overcome if all residents are to
make a contribution to growth. Department for Work and Pensions Benefits Data (as reported in the Cheshire and
Warrington Employment and Skills Strategy) shows high concentrations of out of work benefit claimants in the
urban areas of Warrington, Ellesmere Port and Crewe where some Lower Super Output Areas have over 30% of
working age residents claiming out of work benefits.
Rationale for Investment
There are a number of core market opportunities which are influencing our investment priorities in Cheshire and
Warrington. These include:
Changing technologies, which are allowing regions to capitalise on technical enterprise and their company
bases to develop new areas of competitive advantage.
Growing global markets, with the increasing purchasing power of the developing economies opening up
new markets in areas such as healthcare.
The economic value of the natural environment as an underpinning contributor to sustainable
development, with a greater recognition of the value of the environment to realising ambitions.
Opportunities to develop the low carbon economy, for example through new technologies and products
such as renewable energy.
Building on the exceptional SME base, its breadth and depth, particularly with regard to advanced
manufacturing.
Taking advantage of location and the ability to accommodate significant investment in locations such as
Warrington and Crewe and through Atlantic Gateway.
While these factors provide opportunities for Cheshire and Warrington, there are a number of well documented
constraints which need to be addressed in order to remove barriers to growth. These include:
The risks and development costs of undertaking innovation and commercialisation, a key strand in
improving productivity.
The resources and expertise available to SMEs to develop growth and business improvement plans,
another key strand in improving productivity.
The uncertainty over exporting, particularly with regard to new markets, a key strand in maintaining
manufacturing competitiveness and employment. This is resulting in a focus on near place exporting.
Infrastructure costs and uncertainty over commercial returns in terms of unlocking sites and providing
premises such as grow on space and incubation facilities. Many bottlenecks are too costly to be
addressed by the private sector and too small to become a strategic transport priority.
Market failure with regard to sustainable development objectives, with a number of outputs and outcomes
regarded as social goods, rather than commercial activities which the private sector could undertake.
Company relevance to undertake and/or support training, including apprenticeships.
Skills shortages, particularly for technical skills, with many employers reluctant to invest as the successful
trainee is likely to leave7.
The need to actively engage all groups in society to contribute to the area’s success.
7 The poaching of skilled staff was identified by stakeholders surveyed as part of the Cheshire and Warrington Employment and Skills Strategy’s development and is frequently cited in national research.
27
The employability of young people, where poor information, advice and guidance leads to uninformed
choices and limit job opportunities.
28
Cheshire and Warrington’s Strengths, Weaknesses, Opportunities and Threats
Drawing on the analysis above and wider findings of the programme development process, the tables below present strengths, weaknesses, opportunities and threats evident
in Cheshire and Warrington. The analysis has been presented under the headings of people, business, place and environment to provide a rounded assessment.
Business
Strengths Weaknesses
A number of leading world class companies in key manufacturing sectors
Large private sector employment base
Growing business and professional services base
Exceptionally large number of businesses
Above average levels of business start ups
Good superfast broadband
Close to major markets in Liverpool and Manchester City Regions
National and international connectivity for business travel and
logistics/freight
Robust and diverse rural economy
Low levels of productivity in parts of the manufacturing base
Low levels of productivity in many parts of the service sector
Uneven spread of employment opportunities
Variable export record amongst the small business base, with many
focused on local markets
Innovation and product development focussed on a narrow group of large
companies
Limited business network due to the size of the Cheshire and Warrington
economy
Constraints on key sites limiting the development of new commercial space
for companies
Opportunities Threats
Forecast increase in global trade over the next ten and twenty years.
New markets as developing economies move from producers to
producers/consumers
Increasing demand for low carbon goods and services
Increased use of ICT connections to improve and expand product/service
ranges and client reach
Major cities becoming expensive, increasing demand in value for money
locations
Logistics, as increases in global trade and e-shopping increase demand for
the movement of goods
Over-crowded South East, more accessible North West
Continued slow growth in the national and international economies,
particularly the Eurozone
Increased competition from developing economies, including in medium
skilled manufacturing production
Investment in key enabling technologies by advanced economies such as
Germany and the USA
Critical mass of Manchester in developing growth in key financial and
professional services sector
Rationalisation of and out-sourcing by key major employers.
29
People
Strengths Weaknesses
High and growing proportion of residents employed at Level 4 or above
Lower than average unemployment rates
Diverse occupational profile, including a strong professional and
managerial workforce
A large number of entrepreneurs and business managers
Two Universities offering a range of under-graduate degrees in both
technical and academic subjects
Strong Further Education provision, across eight colleges with nearly
50,000 students, plus strong community learning
High quality school provision plus new school and college facilities
Low skills levels amongst some parts of the population, including poor
basic skills and poor educational attainment
Persistence of pockets of deprivation and social exclusion within the area
Low employment rates amongst certain groups, including those with
disabilities
Recognised skills gaps, including sector specific skills and skills required
across a range of occupations (e.g. ICT, leadership and management and
communication skills)
Limited connection between current education and training provision and
employer skills requirements
Opportunities Threats
Increasing demand for well qualified young people in key sectors such as
creative and digital.
Identified growth sectors/smart specialisations offering a range of
occupational opportunities, including business services and logistics
Increase in home working enabled by ICT infrastructure and flexible work
arrangements
Two Universities offering local employers new graduates in a range of
disciplines
Increasing levels of graduate retention from the area’s universities
Development of new training and education facilities (e.g. Studio Schools
and University Technical Colleges) that reflect local sectoral specialisms
High paid/high skilled employment opportunities boosted by proximity to
Manchester and Liverpool City Regions
Local employers able to access personnel from wider labour market due to
good transport links
Ageing population, many continuing to work, reducing employment
opportunities for young people
Key workers attracted to larger centres, including London and the South
East
Companies unable or unwilling to recruit apprentices and new graduates
Companies unable to recruit key experienced technical skilled workers e.g.
engineers
Increasing demand for better skilled candidates at all levels of the
workforce
Increasing demand for good STEM knowledge for school and college
leavers
Fewer employment opportunities to help reduce deprivation and
worklessness
Lack of connection between education and training provision and employer
needs plus reform of career guidance system
30
Place
Strengths Weaknesses
Outstanding historic city in Chester
Fast growing, dynamic, major new town with significant employment land
at Warrington
Crewe central location and potential HS2 connection
Very attractive rural villages and significant market towns
Ellesmere Port waterfront
Quality and attractiveness of the housing offer and neighbourhoods in
many parts of the geography
Strong strategic location, including connections to Manchester, Liverpool
and North Wales
Two Universities providing a large student population, attracted from
elsewhere in the UK and internationally
Strong rail connectivity to London through frequent, fast services plus
strong infrastructure connections to Manchester, including Manchester
Airport
Many housing and employment sites constrained by lack of infrastructure
and road access
Local congestion which inhibits new investment at key locations
Negative perceptions of Ellesmere Port, despite offering a strong economic
location
Low levels of house building and affordability constrains population growth
and retention of young people
High house prices and perceptions of house prices
Lack of recent speculative office, industrial and warehouse development
limits opportunities for existing businesses to expand and therefore for the
area to retain jobs
Differential in residential and commercial land values hampers the ability to
promote sites for employment use
Opportunities Threats
Strategic investment sites available to meet demand for new and continued
development to help retain existing and attract new businesses
Long term development of HS2 providing opportunities for early investment
to help prepare to maximise potential positive and minimise potential
negative impacts
A number of science park type developments with capacity for growth to
meet demand
Investing in our cultural and media assets to grow leisure and tourist
visitors and increase spend in rural areas and key locations such as
Chester
Attractive locations for live work initiatives, particularly in rural areas
Transport network may not be able to cope with increased demands to be
placed on it by new development
Intense competition from other areas to capture new development and
inward investment
Low levels of house building and affordability continues to constraint
population growth
Internet shopping could lead to reduction in retail units and undermine town
centres
Too few quality jobs leads to an exodus of young people
Younger families find many towns and villages unaffordable
31
Environment
Strengths Weaknesses
Chester’s outstanding heritage environment
Manchester Ship Canal
Ellesmere Port waterfront
Weaver Valley rural landscape
Cheshire Peak District
Attractive market towns and villages
Upper Mersey Valley Forest Park
An extensive and high quality network of green infrastructure
Reaseheath College (including the Food and Product Development Centre
and Food Engineering Centre) and the University of Chester’s forthcoming
Food Innovation Centre
Presence of some high energy use businesses and ‘dirty’ sectors
Legacy of brownfield land and industrial activities
Under-acknowledged scale and scope of the rural economy
Road congestion
Limited understanding of the economic value of green infrastructure and
the natural environment more widely
Opportunities Threats
Increasing demand for quality leisure activities in a rural setting
Support for bio-diversity
Renewable energy, expansion of the low carbon economy and demand for
new technologies and products such as micro-generation
Locally sourced food plus opportunities for sustainable intensification of
food production and improved competitiveness in food production and
processing
Demand for agri-skills
Opportunities to build on the quality brand of the rural economy
The potential for green infrastructure to support economic growth
Waste management and re-cycling
Business cost savings and improved productivity through greater resource
efficiency
Climate change and the potential for key development locations to be
affected
Changes to agricultural policy
Flood and the costs on managing risk
Costs of bringing brownfield land back in to use
Cheap food imports
Increasing costs of land management
Highways capacity
Security of environmental resources, including materials, energy and water
32
33
3. Vision and Strategic Framework
In gearing up to meet the challenges and capitalise on the opportunities set out in Section 2, the LEP has developed
a clear Vision and Strategic Framework to guide its prioritisation and decision making processes.
Our Vision for Cheshire & Warrington
Delivering economic growth consistently above the UK level, Achieving GVA per head of 110% of the UK
average and an economy of £26.6 billion by 2021 making progress towards re-establishing fully our
productivity premium advantage, with GVA per head of at least 115% of the UK average and an economy
of around £35 billion by 2030
By 2030 to grow our population by 100,000, create 75,000 new jobs and 70,000 new homes
Recognised as a modern, strong, sophisticated and attractive business and residential location, both
urban and rural and known increasingly for our innovation, enterprise and skills.
Strategic Framework Building Blocks
The plan is ambitious, but grounded in a commitment to growth and a clear understanding of our economic context.
The framework of our vision comprises 5 mutually reinforcing elements backed by independent evidence and
research:
A high level Vision (above)
Our Strategic Imperatives – these are critical imperatives that enable our vision – it is critical that all the
elements of our Growth Plan priorities must contribute to these
Intervention Priorities – those particular spatial locations or themed opportunities that offer the
prospects for substantial and accelerated growth fuelled by the Local Growth Fund and other funding
opportunities
Enabling Programmes – proposals that enable and support our Growth Plan:
Creating the Conditions for Sustainable Growth – Transport, Housing Growth and Infrastructure
Accelerating Smart Growth – Business Support, Innovation, Skills (including Levels 5-8) and
Employment
Investment Programme – our work and investment programme that outlines our delivery activity and
enables us to plan our resources effectively to enable our aspirations
These are shown in Figure 3.1, below.
This plan is strongly grounded by independent evidence and a clear understanding of our economic context. We
understand Cheshire and Warrington and our plan is derived from the messages this evidence provides. This
context and evidence in contained at Annex B.
The vision formalises our goal to reverse the decline in relative GVA per head experienced over the past decade
and a half, and moving over the longer-term to re-establish our significant lead over the UK on this key measure
of economic performance. The vision also establishes a transparent, communicable, and visible growth target:
economic projections suggest under a ‘policy off’ scenario our economy will reach £25.6bn by 2021; through the
SEP we will add an additional £1bn, making Cheshire and Warrington a £26.6bn economy in the same time frame.
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With a view to the longer-term, it seeks to provide a focal point and incentive for partners to accelerate the rate of
growth, ensuring we remain on course to be a £35bn economy by 2030.
Figure 3.1: Strategic Vision and Framework
Our Vision
By 2021 Cheshire and Warrington will be:
An economy of £26.6bn with GVA per head 110% of the UK average
By 2030 Cheshire and Warrington will be:
An economy of £35bn with GVA per head 115% of the UK average
Home to an additional 100,000 residents, 75,000 new jobs and 70,000 new homes
Our Strategic
Imperatives
Specialised &
differentiated
sectorally, & a
manufacturing
renaissance
Attracting
&
retaining
talent
Equipped for
market &
technology
change
Maximising
our growth
assets –
property &
place
Restoring
our worker
productivity
premium
Internationally
connected &
engaged
Intervention
Priorities
Atlantic Gateway in C&W
Cheshire Science Corridor
Crewe High Growth City
Enabling
Programmes
Creating the conditions for sustainable
growth
Accelerating smart growth
Transport
Housing
Growth
Infrastructure
Business
Support
Innovation
Skills &
Employment
Success
means that
by 2021 we
will have
achieved
GVA per Head of 110% of
the UK average
An economy of £26.6 billion
Made progress towards re-
establishing our premium
advantage, aiming at GVA per
Head of 115% of the UK
average & an economy of
around £35 billion by 2030
Translating the Vision and Strategic Framework from policy to practical delivery, will involve focused effort on:
Creating the Conditions for Sustainable Growth, through delivery in the areas of Transport, Housing, and wider
Infrastructure, and Accelerating Smart Growth, through delivery in the areas of Business Growth, Innovation,
and Skills and Employment.
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In addition, to achieve the vision, six strategic imperatives will be crucial. Whilst emphases will vary, all
interventions delivered through the SEP must contribute to at least one of them:
SI1: Specialised and differentiated sectorally, and delivering a manufacturing renaissance,
exploiting the key science and technology strengths that will enable us to access new and high value
markets, and modernise and exploit new/emerging economic activities, as well as driving forward the
renaissance of manufacturing – increasingly advanced, content-rich and competitive internationally – in
terms of productivity
SI2: Attracting and retaining talent ensuring that we provide the housing offer, employment
opportunities, and quality of life that will keep talented and economically active people and families in
Cheshire and Warrington
SI3: Equipped for market and technology change, ensuring we are equipped to operate in the
increasingly complex world of markets and technologies, and that our businesses, investors, and decision
makers allow, and plan, for these challenges
SI4: Maximising our growth assets – property and place, as a polycentric economy, we must make
the most of our existing urban centres, significant endowment of sites, premises and development
opportunities, including through the development of a fit-for-purpose transport and infrastructure platform
SI5: Restoring our worker productivity premium, moving progressively to a position where all of our
main sectors generate productivity in line with, or above, the UK average, and where our workers and
businesses compete effectively on content and quality in the global economy
SI6: Internationally connected and engaged to ensure Cheshire and Warrington’s has access to all
those factors, such as sources of R&D, innovation, business expertise, knowledge networks, and
specialist labour which will allow the economy to develop its long-term growth potential
To give real impetus to the programme the LEP has made a clear and bold move by prioritising the three
intervention priorities set out below. These have been selected as they are aligned with with our strategic
imperatives; and they offer the best opportunities for delivering new jobs, additional houses and GVA growth in the
short term. They are truly transformational and will take not only Cheshire and Warrington’s economy forward but
will transform the North of England’s economic future and have national and international impact.
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4. Intervention Priorities
The Growth Plan for Cheshire and Warrington is both bold and clear and is highly focused on delivering our three
most important opportunities – our intervention priorities - and a set of enabling programmes:
The Intervention Priorities:
The Atlantic Gateway in Cheshire & Warrington – reinforcing and grasping the opportunities of what
Lord Heseltine and Sir Terry Leahy termed ‘Britain’s Second Engine of Growth’ – the world trade, logistics,
business and innovation corridor stretching from Deeside and Merseyside through the northern part of
Cheshire and Warrington to Manchester. Warrington, one of the UK’s most important locations for
investment and business growth, coupled with Chester and Ellesmere Port form integral components of
this growth corridor.
The Cheshire Science Corridor – connecting into the Cities of Manchester and Liverpool, there are a
string of interconnected centres of excellence located in Cheshire which are or have the potential of
contributing significantly to national innovation in science – Capenhurst, Thornton, SciTech Daresbury,
Birchwood Park, Jodrell Bank and Alderley Park
Crewe High Growth City – the major development hub centered on Crewe with accelerated growth
potential in both business and homes. Sir David Higgin’s report now places Crewe at the heart of HS2 as
a superhub central to the countries’ major infrastructure network – a national hub for transport
connectivity. This puts in place the key driver for High Growth City.
The Enabling Programmes:
Creating the Conditions for Sustainable Growth
Transport – investments in critical infrastructure to drive growth and productivity plus tackling congestion
Housing growth – to broaden our housing offer to support our economic aspirations
Infrastructure – maximising our growth assets – property and place
Accelerating Smart Growth
Business support – to help existing businesses to grow, new businesses to start and to attract new foreign
direct investment
Innovation – equipping our businesses for market and technology change
Skills & Employment – to help build the workforce of the future to support our dynamic and growing business
base including high level skills. This includes the FE Capital Fund – investment to keep our key educational
institutions as centres of excellence for our young people.
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Intervention Priority 1 - The Atlantic Gateway in Cheshire and Warrington– Britain’s second engine of growth
Rationale for Intervention
The Atlantic Gateway is the most significant opportunity in the UK to attract investment, accelerate growth and
rebalance the economy. It is a proposition to create a critical mass to achieve a new level of growth not previously
achieved in the UK outside of London. By 2030, there is the potential for some 250,000 new jobs to be created in
the Atlantic Gateway area generating £14 billion of new investment.
Atlantic Gateway represents an opportunity to invest in high growth innovation driven sectors and major large scale
infrastructure projects that will stimulate demand in the economy much quicker than supply side measures. Atlantic
Gateway identifies the strategic assets and opportunities across the area and provides the forum for a greater
degree of collaboration across LEPs to accelerate investment and growth. It also provides a medium for working
across Government to inform policy and establish national priorities for investment to rebalance the economy.
Atlantic Gateway also provides a platform to promote low carbon sustainable growth and support the development
of green infrastructure and sustainable travel.
The Atlantic Gateway is about more than just high value jobs, logistics, connectivity and infrastructure – it is a
major opportunity to drive development and growth in the cores of two of our principle urban centres – Warrington
and Chester – for commerce, jobs, new homes, retailing and culture. They will become ‘beacons’ of urban life and
commerce on the Atlantic Gateway.
Figure 3: Atlantic Gateway Corridor
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Activities
The Greater Manchester/Cheshire & Warrington/Liverpool City Region LEPs and the North East Wales authorities
are working closely together to examine the areas in which our economies are inter-related and therefore the
added value of joint work and a long term planning approach from LEPs, local government and national
government to drive jobs, growth and inward investment. This work is being progressed through the Atlantic
Gateway area and we are clear that, in that area, opportunities do exist for joint projects to exploit the economic
potential, particularly building on assets in relation to:
Life Sciences/Big Science (e.g. Liverpool Science Park, Daresbury, Alderley Park, Corridor
Manchester)
Logistics/Freight (e.g. Liverpool 2, Port Bridgewater, Port Warrington, Port Salford,
Omega/Warrington)
Wider infrastructure (e.g. HS2, Northern Hub, Liverpool & Manchester Airports)
Digital and Creative (e.g. Media City)
Many of the Cheshire and Warrington Atlantic Gateway projects are longer term – however the LEP wishes to build
upon the momentum built up through areas such as Omega Ellesmere Port and Birchwood as well as delivering
the essential foundations of growth in the Gateway.
In the last x years there has already been significant investment in projects under Atlantic Gateway in Cheshire
and Warrington. OMEGA North has delivered [sq m] of new logistics and distribution space creating over 1,400
new jobs. Working in partnership with private sector partners such as Miller Homes, Peel Holdings over £0.5
billion has been invested or committed.
Cheshire and Warrington Atlantic Gateway Priorities:
Warrington Waters: a programme of projects which together will expand Warrington’s Town Centre
and create a new major mixed use development area set alongside the Manchester Ship Canal and
River Mersey – including expanding Port Warrington and enhancing bridge crossings. This includes the
Warrington Engineering UTC and Incubator driven by major local businesses being delivered this year
Warrington West: A programme of projects which together enable business locations of international
importance and scale – reinforcing Warrington as a nationally important hub for energy, engineering,
software and telecoms and logistics – focusing on Omega and Lingely Mere
Warrington East: unleashing one of the most successful business locations in the UK and the home of
Warrington’s Nuclear Cluster – the largest concentration of nuclear engineering and design companies
in the Country – focusing on Birchwood Park
Chester Central: a major new development programme in the heart of the City – the One City Plan
(Northgate and Chester Central Business District) and the Investment in a major upgrading of Chester’s
transport infrastructure to accommodate and unlock these opportunities
Ellesmere Port Strategic Regeneration Framework: a vision and framework for economic
development in Ellesmere Port – complementing its bid for Assisted Area Status
Halton Curve: Improving strategic connectivity to North Wales and Merseyside including into Liverpool
Airport through re-instatement of the Halton Curve
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Outputs
Chester Central: 5,170 jobs, 440,000 sq. ft. Grade A office space, 250 residential units, 500,000 sq. ft. of retail,
£150 pa million GVA.
Warrington Waters: 32,000 jobs, 1,615 homes £500m million private sector investment enabled, £646 million
GVA pa.
Warrington North: 19,750 jobs, 1300 homes, £522 million private sector investment enabled, £1.25 billion GVA pa.
Ellesmere Port Strategic Regeneration Framework: 6,000 jobs, 8,500 residential units.
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Intervention Priority 2 - The Cheshire Science Corridor – an international corridor of science and innovation connected into a wider strategy for science linked to Liverpool and Manchester City Regions
Rationale for Investment
The Government has stressed the importance of developing our research and development capacity. To quote the
Department of Business Innovation and Skills: -
‘Science and research is at the heart of the UK’s growth, prosperity and wider well being. Public investment in
Science and research is an investment in the nation’s future, ensuring that the UK has a productive economy,
healthy society and contributes to a sustainable world’8.
Cheshire has some of the most significant science based assets in the north of England some of which are of
global importance: - in advanced scientific analysis and research, pharmaceuticals R&D, pharmaceuticals
manufacturing, chemical engineering, energy and nuclear engineering, radio-astrophysics and astronomy.
The key assets are:
Capenhurst
Thornton Science Park
Sci-tech Daresbury (in Liverpool City Region LEP area)
Birchwood Park’s Nuclear and Forensics Clusters
Alderley Park
Jodrell Bank and the Square Kilometre Array, the largest and most sensitive radio telescope in the world
This growing science includes scientific manufacturing in Macclesfield, leading astrophysics research at Jodrell
Bank, world class life sciences research hub at Alderley Park, and the world’s largest mass spectrometry
headquarters at the Waters Corporation in Wilmslow. This concentration of science excellence is a strong base to
underpin the fantastic offer of research in the North West, which extends to the Manchester Science Park, Science
Corridor development, Media Park in Trafford, Sci-Tech Daresbury, Capenhurst and Thornton Science Park.
The area is host to a concentration of globally significant companies which represent a hotbed of intellectual
capacity and entrepreneurship. A high quality environment, with good connectivity that transcends the sub-region,
and an outstanding track record of creating and building new businesses and attracting investment gives Cheshire
– as part of a wider North West Science & Technology cluster - the potential to become a UK leading area for
future investment and innovation in many of the ‘Eight Great Technologies’.
Activities
The potential of the corridor will be delivered by:
Creating a virtual and real Network of Innovation in Science and Technology through the leadership of
existing global brands and high growth SMEs, together with leading higher education and research
institutions, and government
8 https://www.gov.uk/government/policies/investing-in-research-development-and-innovation/supporting-pages/science-and-research-funding
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Developing new finance and investment tools and target existing funding opportunities to help grow
companies with high growth potential
Providing the right sites in the right locations with the right infrastructure, enhanced by the highest quality
of life in order to attract the best talent to the area
Building a workforce for the future and develop the existing skills base by ensuring that the right skills
provision and education is in place
These assets are enhanced by the indigenous presence of University of Chester, Manchester Metropolitan
University, Reaseheath Further Education College and the strength and accessibility of the expertise and teaching
of several neighbouring institutions including University of Manchester interests at Jodrell Bank and Alderley Park
and Liverpool University’s veterinary campus.
Either “on site” from University of Chester or accessible through the gateway of the MMU Cheshire campus are
academic and consultancy expertise, teaching and research that will support the Cheshire Science Corridor
objectives in the areas of Advanced manufacturing and materials, High Level Computing, Aerospace and
Automotive, Alternative Energy, Chemical and Bio chemical science.
The Science Corridor will build on this and promote, enable and coordinate wider investment from public and
private sector sources to form an overall investment plan to build these important science assets to stimulate jobs
and growth.
Cheshire Science Corridor Priorities:
Thornton Science Park - the University of Chester and public and private sector partners are investing
£23m to develop an internationally recognised centre of excellence in Advanced Energy Systems to
capitalise on it’s unique legacy assets. One of the signature projects is the SMART Grid
Demonstrator - a shared facility to meet the growth needs of the energy sector, allowing businesses to
test new technologies and model energy usage with combinations of old and new energy sources
Alderley Park Science for Life – harnessing this site’s world class, highly valuable and specialist R&D
facilities and its existing supply chains and related businesses, into a location of national and
international excellence for advanced scientific analysis and research – with a particular focus on
human health science, R&D, technologies and processes. This is a joint project with Greater
Manchester LEP.
Greater Manchester & Cheshire Life Science Investment Fund - A collaborative venture with
Greater Manchester to provide access to specialist investment finance to support cluster development.
The Government-led Alderley Park Task Force commissioned a detailed Demand Study for Life
Sciences in 2013 which made a number of detailed recommendations which now inform this proposal.
The Investment Programme will build a UK Life Science ecosystem to attract, develop and reward
talent, and overcome barriers to promote innovation through the following actions:
o Creation of a £40m Investment Fund to support growth in life science SME’s
o Strengthen the existing ecosystem in the sub-region through networking and mentoring
Align existing resources for business support with the requirements of the sector.
o Align existing resources for business support with the requirements of the sector
Outputs
4690 jobs created, 500 homes, and 82,970m2 floorspace will be delivered.
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Intervention Priority 3 - Crewe High Growth City - A ‘constellation new city’ with a rail superhub at its heart
Rationale for Investment
Crewe is located at the centre of a strategic road and rail network with 4.9million people with one hour’s travel. It
is a focal point and hub for regional connectivity and it provides an unrivaled opportunity for growth and economic
development. Already well connected nationally and regionally, our future growth focuses on the potential provided
by a ‘cluster’ of towns being at the centre of a strategic road network and Crewe being a superhub in the HS2
system. This has recently been highlighted by Sir David Higgin’s report which reinforces the role of Crewe in the
HS2 project. Our growth plan for Crewe and its surrounding market towns will take advantage of current and future
connectivity, capacity for growth and growing competitiveness based on recent investments by Bentley (£800
million).
High Growth City combines four key elements that make it an exceptional opportunity:
Unconstrained land for growth – both homes and employment
A strong technological and human capital base with some of the UK’s leading businesses such as
Bentley, Siemens and Senior Aerospace
A constellation of towns that strongly interact as a single integrated market area – with strong
individual identities and strong interrelationships
Connectivity through its transportation infrastructure – which the Superhub and M6 Smart Motorway
will reinforce.
Figure 8: Crewe High Growth City
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Activities
High Growth City is obviously a long term project – however the LEP is keen to start laying the foundations for this
exciting business industrial and socially transforming initiative now. This includes plans to work with universities to
develop the national HS2 Rail Academy and University Technology College in the City. These assets plus the
existing HE and FE presence will enhance capability in the region in relevant technology/engineering/science and
management, leadership, business growth and commercial development.
Crewe High Growth City Priorities:
Crewe Superhub Station - new rail hub on the HS2 network – enabling Crewe to be a major focus for
rail and transport connectivity and major growth:
o Basford West Crewe
o Super Hub Station
Growing the Constellation City – critical infrastructure to enable the development of strategic
employment and housing development sites:
o Middlewich Eastern Bypass
o Crewe Green Link Road
o Crewe Northern Growth Corridor
o The Congleton Link Road
Skills and Workforce Development – development of a hub for engineering skills, innovation and
expertise underpinned by an growing educational platform which closely links our educational offer to the
needs of current and future business growth i.e. University Technical College led by Bentley, OSL, Jacobs
specialising in engineering and design, and a developing bid to host the National Rail College in Crewe
led by MMU.
Outputs
GVA will increase by £379m pa GVA by 2031, 25,000 homes, 10,000 jobs created and 320 ha of additional
employment land will be delivered.
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Enabling Programmes
As well as our Priority Projects and the Foundation Investments we also plan six enabling programmes to create
the conditions for growth – these support the intervention priorities but also enable additional and accelerated
growth in themselves. These complementary programmes are grouped into two themes:
Creating the Conditions for Sustainable Growth: Transport, Housing Growth, and wider Infrastructure
Transport
Based on the spatial objectives of the SEP to deliver growth, the current transport network of the area, and the
need to address its inherent weaknesses, the rationales for investment in transport infrastructure are:
To improve connections to neighbouring sub-regions, and in particular international gateways to ensure
business has connectivity to global markets and to facilitate the economic benefits of both out and in
commuting that takes place on a daily basis
Pinch points and congestion in the transport network, both road and rail, act as barriers to growth if left
unaddressed. Delays and unpredictable journey times affect business activity directly and indirectly, and
influences commuting flows
Network resilience needs to be addressed to deliver predictable and efficient journey times to support
business productivity
Make best use of the existing road (e.g. smart motorways) and rail network (e.g. electrification), to
capitalise on existing infrastructure, offers efficient mechanisms for improvement, and will help deliver
best value for money from investment
Capacity constraints on the West Coast Mainline are restricting the enhancement of improved rail
connectivity in the sub-region
The objectives of the transport priority are to:
Transform connectivity across, and to and from, the Atlantic Gateway World Trade Corridor
Unlock the opportunity that is High Growth City focused on Crewe and connected Mid-Cheshire towns
and facilitate delivery of the HS2 Crew Hub Station
Improve access to unlock priority employment and housing sites across the LEP area including the
Science Corridor
Housing Growth
The rationales for investment in the sub-regional housing market are:
Increase the level of housing construction above current levels to accommodate a resident workforce with
a requisite balance of skills
Ensure that the housing offer across Cheshire and Warrington responds to demographic shifts, meeting
the needs of an ageing population while providing for the formation of new households
Test and develop the viability and deliverability of new innovative products and approaches to promoting
housing delivery. Intervention is required to: co-ordinate the market and the main players in order to
champion growth
Address key barriers to housing delivery. These include the costs associated with site remediation and
the delivery of enabling infrastructure as well as restricted access to bank and institutional funding
There are four objectives under the housing investment priority:
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Support the creation and ongoing development of a coordinated housing strategy and implementation
plan for Cheshire and Warrington
Work with partners in the private and public sector to create the right conditions (in relation to site
availability, infrastructure and finance) that enable the housing market to respond effectively to demand
and to support sustainable population and economic growth
Assemble a toolkit of interventions that enables the LEP to facilitate the delivery of high quality housing
schemes that meet the needs of current and future communities
Actively promote opportunities within Cheshire and Warrington to test high quality, innovative and
sustainable housing solutions
Infrastructure
The rationales for intervention in the infrastructure priority are:
Accommodating significant new investment, including international investment, requires a forward
looking infrastructure plan which needs to incorporate power and water, as well as land supply. In
addition, it is necessary to look ahead to the next steps in digital connectivity, beyond superfast
broadband, benchmarked against the leading regions in the world, including Asia
There are some developments, such as Atlantic Gateway, which are of national significance; facilitating
this growth will contribute to national growth targets
Market forces alone will not bring forward key elements of the economic infrastructure needed to
support economic growth
There are five objectives under our infrastructure theme:
Provide a portfolio of market responsive, readily available employment sites that meet the needs of key
economic sectors and clusters, as well as attract inward investors and new investment by indigenous
businesses
Ensure Cheshire and Warrington business locations have access to adequate power, water and waste
disposal facilities to meet the needs of current and future key economic sectors and clusters, inward
investors and new investment by indigenous businesses
Ensure critical infrastructure is in place to support Cheshire and Warrington’s Transformational Projects
- High Speed 2 at Crewe and Atlantic Gateway are nationally significant projects with the potential to
generate significant economic benefits across Cheshire and Warrington and beyond
Ensure Cheshire and Warrington’s businesses and residents have access to market leading digital
connectivity, taking advantage of the opportunities of superfast broadband and looking beyond to the
next generations of digital connectivity, benchmarked against the best in the world
Develop Infrastructure Investment Funding Models to accelerate investments. There is a need to bring
together both public and private sector investment finance to accelerate and de-risk the infrastructure
investment needed to accelerate employment and residential locations
Accelerating Smart Growth: Business Support, Innovation, and Skills and Employment
Business Support
The rationales for investing in this priority are:
To create a highly supportive and competitive environment for our world-leading large and medium-
sized firms so that they remain resilient and steadfastly embedded locally
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Our business base is large and diverse, spatially, sectorally, technologically, and in terms of core
markets; as a result, the business support landscape has often been locally focused, providing a
spatially bespoke but somewhat un-coordinated offer; as a result, opportunities for improved business-
to-business linkages, shared learning/good practice, and delivery efficiencies have not been maximised
Given global market, technology and innovation trends, the competitive advantage of our manufacturing
base is slowly eroding, impacting on our economic performance and productivity; alongside growing
other sectors and industries in which we have specialisms, revitalising our manufacturing base –
moving increasingly up the value chain – is critical.
Supporting SME growth plans through better promotion and marketing of existing and new funding
sources and financial instruments
Ensuring access to a larger share of public resources for Cheshire and Warrington businesses
There are five objectives under our business support theme:
Increase the contribution to the economy of industries, supply chains, and technologies with high growth
potential and where we have embedded existing strengths and capacity; this includes R&D in natural
sciences, engineering and technical consultancy, energy, automotive, chemicals and agri-tec
Develop Cheshire and Warrington into a leading destination for UK and international inward investment,
securing additional inward investment in higher value-added industries, especially in our defined niche
areas of specialisation
Provide existing and viable start-up businesses and social enterprises with a fully resourced and marketed
business support capability, embracing additional business skills to meet their growth, quality, innovation,
and competitiveness enhancement needs including the exploitation of incubation and spin out
opportunities from across the Higher Education base
Help our businesses to build quality external relationships, taking advantage of national and international
networks (business, university, and R&D related relationships), growth markets, and global supply chains
Ensure adequate and suitable Investment Finance is made available to – and accessed by sub-regional
firms and social enterprises – to support their business growth ambitions
Innovation
The rationales for investing in the innovation priority are:
Prospects for economic growth in Cheshire and Warrington are dependent on the continued
competitiveness of key innovation-intensive sectors, including ‘Advanced Engineering’, ‘Life Science and
Chemicals’, ‘Energy and Environment’, and ‘Financial and Professional Services’. If the innovation
demands of these critical industries are not served adequately, the offer afforded by other locations may
lead to our firms leaving the area.
Advancing globalisation increasingly challenges business to differentiate, extend their value-added
proposition, and shift towards the ‘non-routine’. If Cheshire and Warrington is not recognised as a
supportive host for this activity relative to other regions of the UK and Europe, investment in growth could
be stifled.
In developed economies, potential destinations for start-up or expansion are appraised increasingly in
terms of their connectivity and agglomerative benefits. Accessible and productive networks, internal and
external, are fundamental to an area’s innovation proposition but are slow to grow in the absence of
‘pump-priming’, facilitating intervention.
Innovation is core to the business-driven export and productivity gains sought by Cheshire and
Warrington. At present, the area’s innovation capacity is focussed on ‘incremental innovation’ focussed
on improvements to existing products in existing markets. However, ‘disruptive innovation’, focussed on
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new products for new markets, is inhibited by its inherent risk and high costs. Intervention is required to
‘de-risk’ disruptive innovation and unlock the benefits for the economy and area.
The knowledge networks fundamental to innovation systems typically fail on the grounds of a weak, or
unfocussed knowledge production and an inability amongst businesses to connect that knowledge to the
market (otherwise termed ‘low absorbtive capacity’). Currently, mismatches in Cheshire and Warrington
knowledge production and exploitation processes render the area’s innovation system ‘leaky’.
Intervention is required to unify and optimise knowledge production and exploitation processes – ensuring
that new knowledge is able to find a path to market and filling gaps via targeted relationships with external
players.
There are four objectives under our innovation theme:
Ensure our investments in innovation are informed by a thorough, current, and well-developed
understanding of innovation and knowledge agendas that apply to the private, public, and third sectors
Define and articulate our areas of Smart Diversification, emphasising the role that innovative business,
connectedness, and relatedness will play on our ongoing economic base
Develop and maintain actively, innovation and knowledge networks and linkages with Centres of
Excellence elsewhere in the UK and internationally, which support our Smart Diversification imperatives
Build and maintain actively, a functioning innovation ecosystem that enables innovation and Smart
Diversification across and between our sectors and communities, and leverages linkages with
international Centres of Excellence and markets
Skills
The rationales for investing in the skills are:
Economic productivity in Cheshire and Warrington has declined in the last fifteen years requiring
intervention to drive improvements within the existing workforce and increase engagement towards full
employment, particularly in the context of an ageing population (contributing to a declining working age
population) and pockets of worklessness
Securing the skills needs of employers is fundamental to supporting economic growth and responding to
replacement demand. There is a need to equip both young people and adults with the skills that
employers need and ensure that the area provides an attractive employment proposition to attract and
retain workers, particularly those with high level skills
Employers need to be supported to drive skills provision that responds to their needs, retaining flexibility
to respond to evolving requirements
Residents, including young people, need to be alert to the range of local employment opportunities
currently available and expected to be created over coming years to allow them to develop skills and gain
qualifications that enhance their career prospects.
Skills requirements are diverse and there is a need to ensure an appropriate workforce is available to
accommodate replacement demand across the economy as well as growth sectors if Cheshire and
Warrington is to maximise its economic contribution
From 2015 the responsibility for FE Capital funds will transfer from The Skills Funding Agency to Local
Enterprise Partnerships. This includes ensuring high quality FE estate and supporting capital
investments to support economic growth. Intervention is required in FE facilities to ensure a high
quality, employer-focused further education infrastructure, which is essential to achieve our ambitions.
The prioritised FE Capital projects form a coherent package. They demonstrate that the LEP is
committed to addressing its category C or D FE estate, to ensure that the FE offering across the LEP
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geography is consistent. The full package is designed to deliver immediate impact whilst establishing
long-term infrastructures that will be flexible enough to respond to future changing economic priorities.
There are ten objectives under our skills theme, incorporating both revenue and capital funding:
Put employers at the forefront of skills delivery to meet the skills needs of their current and future
workforce by establishing a framework of Higher Education led interventions (in partnership with FE
Colleges) to increase High Level Skills capacity and take up by business and individuals e.g. under
graduate and graduate employability programmes; extra curricula enterprise skills/ entrepreneurship
programmes; post graduate modules and courses
Develop a partner co-designed employability programme, through ESF 2014-2020 programme
Agree a Big Lottery funded programme to engage disadvantaged groups and those furthest from the
labour market, through ESF 2014-2020 programme
Continue to work with the Skills Funding Agency and to accept the offer of additional support to deliver
our skills programmes
Invest in national centres of excellence e.g. agri-tech
Invest in facilities to support employer led skills provision eg UTCs at Warrington and Crewe
Build on existing sector strengths e.g. automotive manufacturing and advanced engineering while
developing new ones for the future
Support our focus on HS2 and developing the skills required now and in the future (either as the Hub for
the FE College or one of the spokes)
Develop sector specialist employer/ business hubs to realise the potential in the polycentric nature of
Cheshire and Warrington
Complete the renewal of our estate, 22% of which is currently classed as category C or D.
These priorities are not new, neither are they just conceptual aspirations, they already exist – our plan is to:
Build upon the momentum already existing in these areas
Put in place the additional building blocks to enable them to drive forward – we term these our ‘Foundation
Investments’ – our immediate deliverables over the next 3 years
Plan for the future – to enable them to reach their true potential
Focus the energies of both the public sector and private sector into delivering these priorities and
reinforcing the conditions for their sustainable growth through transport, homes, digital connectivity,
support for businesses, support for higher and further education and providing the skills to fuel these
economic engines.
The objectives of Cheshire and Warrington Matters frame the projects and programmes progressed through
both private and public sector mechanisms, including the Growth Fund, Regional Growth Fund and European
Structural Funds.
49
5. The Growth Deal
Cheshire and Warrington can already demonstrate significant levels of ongoing investment from both the private
and public sectors in support of economic growth. Our three Local Authority partners alone have committed capital
investment programmes totalling almost £1 billion over the next three years in support of economic development
and regeneration. In addition, we are working with partners to identify and maximise the opportunities presented
by existing national and European funding streams such as the Homes and Communities Agency’s ‘Affordable
Homes Programme’, Local Infrastructure Fund, Regional Growth Fund, Growing Places Fund and Local Authority
prudential borrowing. However, challenges remain in relation to: -
Unlocking key growth sites through removal of pinchpoints or site-specific remediation issues
Improving connectivity between our LEP area, Liverpool City Region and North Wales in order to increase
access to employment opportunities
The ongoing repercussions of the financial crisis on access to finance and scheme viability for some
development projects
Ensuring effective and consistent support locally and sub-regionally to our businesses
The Local Growth Fund is now the main route for securing allocations from the Department for Transport (such as
the Local Sustainable Transport Fund) and from the Department for Education for the FE Capital Fund.
Importantly, the Local growth Fund offers an opportunity to accelerate delivery of a series of what we call
“Foundation Investments”. The combined programme for which Cheshire and Warrington is seeking Local growth
Fund support is set out in the table below.
Funding of £124.8m from Local Growth Fund will attract a further £252m of public and private finance over
the initial three year period (2015/6 – 2017/18), equivalent to over £2 additional funding for every £1 of LGF.
Over the longer term, the developments enabled by the foundation projects set out in Table 5.2 will lever
in almost £2 billion of private sector investment, equivalent to over £16 of private money for every £1 of
LGF.
In addition, we commit to deliver the short and longer term additional outputs set out in Table 5.1, below:
Foundation Investment Table
Table 5.1: Summary Outputs
Total Outputs 2015/16 – 17/18 2018/19+
Jobs
Homes
Floorspace (sq. m)
Private sector leverage
Public sector leverage
12,473
3125
230,294
£172.31m
£80.16m
60,070
7170
972,923
over £2000 million
over £70 million
50
Priority Intervention Summary Costs Outputs
Atlantic Gateway LGF: £45.87m
Total Investment: £76.28m
45,955 jobs
1300 homes
£1,912m private sector
investment
732,450 sq m floorspace
£593.1m additional GVA
Science Corridor LGF: £36.4m
Total Investment: £98.08m
4,690 jobs
500 homes
82,968 sq m floorspace
£78m private sector
investment
£214m additional GVA
Crewe High Growth City
(Phase 1)
LGF: £52.6m
Total Investment: £108.98m
7850 jobs
3970 homes
143,000 sq m floorspace
£33.78m private sector
investment
£8m additional GVA
Local Growth Fund provides the opportunity to bring forward our project pipeline, accelerating the delivery of a
series of major development projects which the early interventions unlock and enable.
The brief project details of the “Foundation Investments” that comprise this headline proposal are set out in Table
5.2, below. More detailed financial information on each project can be found within the Financial Summary table
located at Annex A. Further information on each project is contained in the detailed project proformas set out in
Annex E.
Table 5.2: Foundation Investments
Priority
Intervention Project
Strategic
Imperative
Supported
Description Costs Gross Lifetime
Outputs
Atl
anti
c G
atew
ay
Chester Central
(including access to
Central Business
Quarter)
SI 2
SI 4
Unlock major office
and retail development
opportunities in
Chester Central
Business Quarter and
at Northgate through
investment in strategic
transport infrastructure
Total Cost:
£25.1m
LGF: £16.2m
Other Public:
£8.9 m
Private sector
leverage £540m
Jobs created:
5,170
Land: 10Ha
Floorspace:
97,750m2
51
Provide essential
access to the Central
Business Quarter
development
opportunity through
investment in a
strategic transport
maintenance scheme
Start Date: 2015
Halton Curve SI 2
SI 4
Joint transport
infrastructure project
with Liverpool City
Region LEP and
Merseytravel to
upgrade the existing
Halton Curve railway
line allowing
scheduled passenger
journeys and access
to employment
opportunities between
North Wales, Cheshire
and Warrington and
Liverpool
Start Date: 2016
Total Cost:
£13.4m
LGF: £10.4m
Jobs created:
10,500
Warrington West
OMEGA – M62
Junction 8 Highway
Improvements
SI 4
SI 6
Facilitate the ongoing
development of key
development sites at
OMEGA and Lingley
Mere in West
Warrington through
investment in essential
Strategic highway
improvements
Start Date: 2016
Total Cost:
£10.8m
LGF: £8.3m
Other Public:
£1.25m
Private:
£1.25m
Private sector
leverage £522m
Jobs created:
19,750
Homes: 1,300
Land: 137Ha
Floorspace:
559,700m2
Warrington West
Station
SI 4
SI 6
Local Transport Body
priority scheme to
provide a new station
and enhanced regional
public transport
access to the OMEGA
and Lingley Mere
developments.
Total Cost:
£12.36m
LGF: £3.53m
Pre-
committed
LGF: £8.35m
Other Public:
£0.48m
Included above
52
Start Date: 2016
Warrington
Waterfront access
infrastructure phase 1
SI 4
SI 6
Create a major
development
opportunity in
Warrington Town
Centre by investment
in strategic transport
infrastructure
Start Date: 2016
Total Cost:
£11m
LGF: £5.3m
Pre-
committed
LGF: £5.7m
Private sector
leverage £500m
Jobs created:
3,535
Land: 19Ha
Warrington East -
Birchwood Pinch-
point Programme
SI 1
SI 4
SI 6
Unlock three
development sites
within the highly
successful Birchwood
Employment Area in
North East Warrington
through investment in
essential transport
infrastructure
Start Date: 2015
Total Cost:
£3.62m
LGF: £2.14m
Other Public:
£0.4m
Private:
£1.08m
Private sector
leverage £350m
Jobs created:
7000
Floorspace:
76,000m2
Sci
ence
Co
rrid
or
Alderley Park
Science for Life
SI 1
SI 2
SI 3
SI 4
SI 5
SI 6
Initial phase to
remodel the former
Astra Zeneca site at
Alderley Park to
commercialise the
site’s unique, highly
specialist R&D
facilities
Start Date: 2015
Total Cost:
£4.0m
LGF: £2.0m
Private £2.0m
Private sector
leverage £2m
Jobs created:
170
Floorspace:
78,968m2
GM & Cheshire
Innovation Fund
SI 1
SI 3
SI 5
A collaborative venture
with Greater
Manchester LEP to
provide access to
specialist investment
finance to support
cluster development
Start Date: 2015
Total Cost:
£40m
LGF: £10m
Other Public:
£10m
Private £20m
Private sector
leverage £20m
Jobs created:
2,000
Thornton Science
Park
SI 1
SI 2
SI 3
Transforming the
former Shell Research
& Development facility
at Thornton into a
world leading centre
for Advanced Energy
Total:
£22.08m
LGF: £8.0m
Other Public:
£9m
Private sector
leverage £46m
Jobs created:
1,900
Floorspace:
4000m2
53
SI 4
SI 5
SI 6
Systems operated by
the University of
Chester
Start Date: 2015
Private
£5.08m
Poynton Relief Road SI 4
SI 6
Local Transport Body
priority scheme.
Provision of a new
3km Relief Road to
support the economic,
physical and social
regeneration north
east Cheshire, in
particular Poynton and
Macclesfield and
improve links to
Manchester Airport
Start Date: 2017
Total Cost:
£32m
LGF: £16.4m
Pre-
committed
LGF: £5.6m
Private £10m
Private sector
leverage £10m
Jobs created:
620
Homes: 500
Cre
we
Hig
h G
row
th C
ity
Middlewich Eastern
Bypass
SI 2
SI 4
Facilitate the
expansion of the
Midpoint 18 Business
Park Provision by
investing in a 2.2km
stretch of carriageway
to complete the
Middlewich Eastern
Bypass
Start Date: 2015
Total Cost:
£22m
LGF: £2.5m
Other Public:
£4.1m
Private:
£15.4m
Private sector
leverage
£15.4m
Jobs created:
2,800
Homes: 450
Floorspace:
143,000m2
Congleton Link Road SI 2
SI 4
Unlock development
opportunities to the
north and west of
Congleton for housing
and employment
development,
improving access to
the existing Radnor
Park industrial estate
and Congleton
business park by the
provision of a 5.5km
single carriageway
road linking the A534
and A536.
Start Date: 2016
Total Cost:
£75m
LGF: £45m
Other public:
£15m
Private: £15m
Private sector
leverage £15m
Jobs created:
3,500
Homes: 2,200
54
Crewe Green
Roundabout
SI 2
SI 4
Unlock strategic
employment sites at
Basford, Capricorn
(J17) and directly open
up an allocated
housing site by
investing in highway
improvements to
remove a key
congestion pinch-
Point on the main
distributor network
Start Date: 2016
Total Cost:
£5.0m
LGF: £3.0m
Other Public:
£1.0m
Private:
£1.0m
Private sector
leverage £1m
Jobs created:
750
Homes: 570
Crewe Northern
Growth Corridor –
Sydney Road Bridge
SI 2
SI 4
Local Transport Body
priority scheme as part
of the Crewe Northern
Growth Corridor. Open
up development sites
of Leighton West,
Coppenhall East and
Maw Green by the
removal of the Sydney
Road Bridge pinch-
point
Start Date: 2015
Total Cost:
£6.98m
LGF: £2.1m
Pre-
Committed
LGF: £2.5m
Private
£2.38m
Private sector
leverage
£2.38m
Jobs Created:
800
Homes: 750
En
ablin
g P
rog
ram
mes
Housing Investment
Fund
SI 2
SI 4
Develop a specific
revolving fund (as an
extension of our
existing Growing
Places Fund) targeted
at unlocking housing
sites which have
stalled.
Start Date: 2015
Total Cost:
£97.5m
LGF: £12.5m
(includes
£1.5m
revenue)
Private: £85m
Private sector
leverage £119m
Jobs Created:
375
Homes: 1400
Business Growth Hub SI 1
SI 2
SI 5
SI 6
Establish a common
branded, single point
of access Business
and Innovation Growth
Hub for SMEs
Start Date: 2015
Total Cost:
£12.10m
LGF: £1.8m
Other public:
£6.3m
Private:
£4.0m
Private sector
leverage £4.0m
Jobs: 1,200
55
FE Capital Fund SI 1
SI 2
SI 3
SI 5
Capital investment in
new and existing FE
facilities:
Agri-tech Food and
Life Science Facility at
Reaseheath College;
Start Date: 2016/17
Engineering
Excellence in South
Cheshire;
Start Date: 2015/16
Estate renewal at
Reaseheath and Mid-
Cheshire Colleges;
Start Date: 2015/16
Employer-Business
hubs
Start Date: 2016/17
Total Cost:
£36.4m
LGF: £12.1m
Other Public:
£17.5m
Private:
£6.8m
Private sector
leverage £6.8m
Floorspace:
13,375m2
Integrated Transport
Block – Minor
Schemes
SI 4
Local Transport Body
schemes delivered
and funded as part of
the Integrated
Transport Block –
Minor Schemes
programme
Total Cost:
£8.37m
LGF: £8.37m
Local Sustainable
Transport Fund
SI 2
SI 4
A package of minor
works forming part of
the Local Transport
Body programme
delivered and funded
as part of the Local
Sustainable Transport
Fund
Total Cost:
£4.46m
LGF: £4.46m
56
Critical Infrastructure
Maintenance
SI 4
SI 6
A package of works
forming part of the
Local Transport Body
programme of critical
infrastructure
maintenance
Total Cost:
£2.0m
LGF: £2.0m
Note: References to ‘Other Public’ funding include Local Authority contributions, ERDF and ESF
There is no realistic prospect of these projects commencing by their forecast start date without the support of the
Local Growth Fund.
Intervention and Investment Prioritisation
The prioritisation of Interventions and Investments has been undertaken using a combination of qualitative and
quantitative methods.
The LEP utilised external input from partners to initially identify and prioritise and assess the “Big Ticket Items” for
inclusion in the draft SEP (Alderley Park 2021, Crewe High Growth City, Atlantic Gateway, Housing Investment
Fund, FE Capital Investment and Thornton Science Park) looking at: alignment to overall Strategic Framework;
alignment to theme; implementation scale (timing, cost, constraints); implementation and delivery risks; indicative
value for money.
Subsequently, the LEP Board agreed to present Thornton Science Park and Alderley Park 2021, as one
Intervention priority - the Cheshire Science Corridor, due to the innovation synergies between the projects. It was
also agreed that the Housing Investment and FE Capital Investment programmes were more appropriately
considered as enabling thematic programmes. In addition, the LEP considered any “asks” that were required to
help move these projects forward.
A shortlist of priority Foundation Investments, which support the priority Interventions, and can be delivered in the
next three years, has been developed using a qualitative prioritisation based on the following three overarching
criteria:
Contribution to policy objectives – both local and wider objectives and policies (including CWLTB) including
environmental and social / distributional impacts; support for
Value for money – scheme cost/affordability, benefit cost ratio plus a qualitative assessment of other factors
which is critical particularly when a BCR is not available; and
Deliverability – including the promoting authority’s commitment to develop the scheme to Full Approval;
engage both public and private sectors.
The prioritisation of transport schemes has been undertaken using the same assessment framework as was
employed for the LTB devolved majors. Further details of the transport prioritisation is included in Annex B.
Economic Impact Assessment
The total economic effects of infrastructure investments has been undertaken using proven tools (either Green
Book, Webtag or Regeneris). The Regeneris tool was developed, as part of the Community Budget Growth
Strategy Project in 2012, in conjunction with BIS civil servants and Treasury, who considered the tool to be
57
innovative and good practice. The tool has been used to inform CWAC Planning and Investment Decisions since
summer 2013. The data underpinning the modelling and assumptions is updated appropriately to keep the tool
current. The Tool covers the full range of sources of economic impact:
Direct: jobs located within the facility itself, or directly supported by visitor expenditure (visitor attractions)
or by resident expenditure (housing developments)
Indirect: jobs supported within the supply chain of the facility
Induced: jobs supported by the personal expenditure of employees whose jobs are supported through
the direct and indirect
58
Strategic Conversations
In addition to this “deal” Cheshire and Warrington wishes to enter into a strategic conversation with Government
in respect of two opportunities as follows:
Strategic Conversation with Government 1 - Warrington Growth Pilot
Opportunity Warrington South is a significant opportunity for additional housing growth – comprising 350 ha of land in the ownership of the Homes and Communities Agency. The LEP wishes to enter into a strategic dialogue with Government on the Warrington Growth Pilot – a collaboration project between the Homes and Communities Agency, the LEP, Warrington Borough Council and Peel Holdings to positively unlock and utilise the extensive HCA land assets to enable the major expansion of Warrington creating some 6,000+ additional new homes, land for businesses (enabling 11,000 new jobs) and provide essential infrastructure for the Town. Essentially this completes ‘Warrington New Town’ vision The opportunity would also tackle significant access and congestion issues for the town generally, particularly the Town Centre. This project would provide increased fixed, high level canal and river crossings thereby unleashing the growth potential of Warrington still further. Barrier These HCA land assets are not currently allocated in Warrington’s Local Plan. This Growth Pilot will provide the justification and impetus for allocation and Warrington Borough Council would move speedily to an immediate revision to its Local Plan to release the land. The new homes and employment enabled through this opportunity would be all net additional – they are not currently part of the Warrington Local Plan Core Strategy housing and employment number counts. Ask Warrington Borough Council will bring forward the review of its Local Plan to immediate and allocate the HCA land at Warrington South for development. In return, our ask of Government is that the proceeds of sale from the HCA land are ring-fenced within a revolving infrastructure fund managed by a special purpose vehicle comprising HCA, WBC and Cheshire and Warrington LEP. The funds will be deployed to fund essential infrastructure to open up Warrington Waterfront. – a component of the Warrington Waters priority intervention as outlined earlier. In total this would provide some 6000 net additional new homes and create 11,000 new jobs.’ Total Outputs (at programme completion)
Jobs enabled: 11,000
Employment Floorspace created: 222,000 sq m (net additional)
Homes enabled: 6,000 (net additional)
Total private sector investment attracted: £3.7bn
59
Figure 5.1: Warrington Land and Regeneration Pilot
60
Strategic Conversation with Government 2 – Preparing for HS2
Opportunity High Growth City is ideally placed to ensure the benefits of HS2 are maximised, as identified by HS2 Growth Taskforce led by Lord Deighton. Phase 1 – 2015-18 – A package of investments have been identified to provide infrastructure and develop employment sites. Phase 2 – (2018-21) Crewe Station relocation – Package of infrastructure measures, including procurement and development of sites, delivering 370 dwellings and 96,850 sqm of employment space. Longer term relocation of Crewe Station will relieve network capacity constraints.
Figure 5.2: The Proposed Crewe Super Hub Station
Phase 3 - (2021-2033) Crewe Superhub Station. The potential is that the SuperHub station would enable some 63,000 jobs and 27,500 new homes - generating a GVA of £3.5 billion. Barrier HS2 proposals have impacted on certainty of sites and are preventing development. Ask The LEP wishes to enter into a strategic dialogue now with Government in anticipation of the announcement of the Secretary of State, to prepare for HS2 by exploring the options for the early acquisition of the site earmarked for the relocation of Crewe Station and the HS2 superhub and to establish and maintain a dedicated public-private Development Corporation/Company to:
Further develop and deliver our HS2 Growth Strategy
Co-ordinate funding streams relating to infrastructure and development associated with our proposal for a SuperHub station, including development land for employment and housing.
Build upon our initial masterplanning around Crewe SuperHub, to extend to other towns and cities, building upon work to date with our Local Plan, and capture land values associated with enhanced connectivity and growth.
Develop detailed plans for how the proposed SuperHub station will be accessed from the local, regional and national perspective to ensure connectivity opportunities are optimised and development opportunities maximised.
61
Capture the necessary strategic and local planning powers, with a highly resourced team to ensure pro-active dialogue with all key agencies and partners, accelerate decision-making and simplify decision-making processes, utilising Local Development Orders and other mechanisms as appropriate.
Lead on implementation of the masterplan through site assembly / acquisition and development of sites in partnership with commercial developers to maximise economic and wider regenerative benefits.
Develop detailed economic action plans, aligned to our LEP’s Strategic Economic Plan, to ensure a coherent approach to the delivery of the economic opportunities that HS2 brings, including those related to HS2 delivery (e.g. High Speed Rail College), harnessing business growth that would otherwise locate overseas and those resulting from increased capacity on the existing rail network (e.g. rail freight)
Ahead of the establishment of this body, we will establish a Shadow body to lead on these key workstreams, but in particular the over-arching HS2 Growth Strategy.
Figure 5.3: Wider Benefits of Crewe Super Hub
62
6. Delivery and Programme Management
Programme Management In managing the delivery of the Growth Plan and the C&W European Programme the LEP will utilise the ‘Managing
Successful Programmes’ (Office of Government Commerce) approach and methodology. The LEP has a clear
commitment to strong and transparent programme management and delivery. The Growth Implementation Group
will take the key Programme Management role for the LEP as well as managing the LEP’s Investment Programme.
A Local Authority Chief Executive will lead the Group to ensure leadership and oversight. Clear Senior Responsible
Owners will be identified for each of the programme components and projects - being both accountable and
responsible for delivery, monitoring and feedback. Regular programme monitoring reports will be made to the LEP
Board and important issues and successes will be escalated to the LEP Board for consideration and / or resolution.
A staffed Programme Office has already been established as part of the LEP Core team through secondments
from the Local Authorities – this will support the Growth Implementation Group. The LEP’s Chief Operating Officer
will lead the Programme Office.
Managing Risk The delivery of the Growth Plan will be proactively managed and will have a dedicated Risk Management Plan and
Register, overseen by the Growth Implementation Group, with the LEP’s Chief Operating Officer acting as Senior
Responsible Officer for this. The Growth Implementation Group will escalate risks to the LEP Board, where these
cannot be readily resolved. The Risk Management Plan will follow Orange Book principles and will not only identify
potential risks but will identify mitigation measures to manage such risks.
Managing Conflicts of Interest The LEP Board acknowledges that from time to time conflicts of interest will arise. Therefore it has put in place the
mechanics to manage such instances, such as:
Preparing a written policy covering such conflicts
Keeping a log of anticipated and actual conflicts of interest for ongoing review and reference
Formally declaring such conflicts of interest at an early stage
LEP members not playing a part is decision making where there could be such a conflict
LEP members not being involved in any subsequent discussions, for example around performance or
investment decisions
These processes will be kept under regular review and continuous improvement.
Scalability By scalability we mean how the LEP’s business model and Growth Plan aspirations change with increased or
decreased financial support– how we will scale up or scale down and our ability to quickly anticipate these changed
circumstances and how we positively react to them.
The LEP is able to cope with such situations via the same flexible four components of its business model:
63
Prioritised Pipeline - We realise that the nature of LGF funding is complicated as elements of LGF are
essentially ‘ring fenced’ to particular national streams, e.g. FE Capital. Nevertheless our prioritised
pipeline would enable us to assess projects and bring them forward or back in relation to these funding
channels. The LEP Board makes the final decision on the prioritisation of pipeline projects based upon
the advice these assessment models provide.
Flexible resource deployment – Our organisational structure is flexible. It is a network of committed and
co-ordinated partner resources (pooled, seconded, joint teams etc) supported by a LEP team and three
major unitary local authorities. One of the roles of the Growth Implementation Group is to tactically deploy
and commission delivery resources in relation to demand. The LEP can call upon a wider resource pool
when required. The Growth Implementation Group (GIG) will actively plan ahead in relation to its funding
and delivery horizons. This is all about proactive and flexible programme management- being ‘fleet of
foot’ and non-bureaucratic in our resource deployment and decision-making. We are able to flex
effectively and respond to the additional demands and responsibilities which we will gather.
Investment Programming – The LEP has a whole range of funding mechanisms available to it – from
private sector investment, LGF, ESIF, RGF, Growing Places Funding, local authority capital and revenue,
Lottery, the NW Evergreen Fund, etc. One of the key roles of the GIG is to effectively manage the LEP’s
Investment Plan – actively seeking sources of funding and matching packages of funding to our priority
projects and activities – the project pipeline. We are gearing up the essential funding skills and capacity
in the LEP core team to strengthen this activity. This investment programming coupled with a robustly
assessed project pipeline managed by the GIG will enable the LEP to bring projects forward as funding
packages are developed or are made available.
‘Shovel readiness’ – the flexible process of investment programming and our assessed project pipeline
will be enhanced through our commitment to developing projects and activities to an advanced stage of
readiness ahead of funding being made available – so we can quickly react to funding opportunity as they
arise.
In the likely event that LGF will be oversubscribed, we will review our prioritised list to identify a balanced package
of projects which will: maximize our ability to meet our strategic objectives; deliver most growth; lever in maximum
private sector funding; offer best value for money and can demonstrate deliverability. We will let fewer projects
through the project pipeline ‘gate’. There will obviously be the ability for dialogue with government departments
around this; and this will be conducted in relation to the ‘ring fencing’ requirements of the LGF and any value re-
engineering of projects. Likewise if any additional funding is reallocated between LEPs, due for example to under
spending elsewhere, our shovel ready approach to project development coupled with our project pipeline and
flexible resource deployment approach will enable us to be best placed to react positively.
If our LGF award is lower than our ‘ask’ then our highest scoring projects which we would look to progress would
be:
Omega Junction 8 (M62) – because of the high numbers of jobs and homes it would produce in relation
to the investment required
Alderley Park Science for Life – because of our innovation policy imperative
FE Capital Fund – because this project can flex as it is targeted at a range of individual projects and it is
aimed at this ring fence funding stream of the LGF as well as it being assessed highly
64
Our Transport Programme – because of the high scoring nature of its component projects and because
it can be flexed as it is composed of a number of projects – the number of projects we would put forward
would depend upon the level of funding achieved and the transport ring fencing requirements of LGF.
65
7. Governance and Collaboration
Governance
The Cheshire and Warrington sub-region has a long legacy of joint working in delivering economic development
for many years culminating in Cheshire & Warrington Enterprise Partnership (LEP).The LEP Board is very clear
about the leadership of the growth agenda in Cheshire and Warrington – i.e. it is a strong collaboration between
the private sector and the public sector – with leadership from key business leaders. Economic growth is delivered
by business – it is the job of the three local authorities to create the conditions for sustainable growth and to
‘unleash’ the energies of businesses and unlocking barriers to their growth
In developing this plan, and the parallel EU Structural & Investment Funds Strategy, the LEP undertook a formal
review of its governance arrangements to ensure they are fit for purpose and will facilitate effective delivery, whilst
managing risk and maximising accountability to national and local funders. A ‘Combined Leadership Board’ has
been established comprising the LEP Chair and the three Local Authority Leaders. This new Board provides the
over-arching governance role to discharge Cheshire & Warrington’s twin strategic priorities of growth and public
service transformation.
Figure 7.1: Governance Structure for Cheshire & Warrington
Although this document focuses on the growth agenda, there is a parallel collaborative approach to public service
transformation that is clearly within the remit of the public sector.
LEP Board
Combined Leadership
Board
Sub Regional Leaders Board
Local
Transport
Body
Growth
Implementation
Group
Sub Regional Management
Board
Driving Economic Growth
Driving Public Sector
Transformation
66
Our Single Strategic Growth Agency Approach
Although the local authorities are currently exploring a ‘Combined Authority’ model, our immediate energies are
being focused in collaborating with and pooling recourses in the LEP and building, at a pace, its leadership, delivery
and management capacity and capability – so we have a strong, single integrated body driving the agenda and
being our engine for delivering our Growth Plan. Both business leaders and political Leaders on the LEP Board
are totally committed to this ‘single strategic growth agency’ approachand this agenda.
Ongoing partner engagement and participation will be encouraged and ensured through their involvement in the
LEP’s Strategy Groups. This will provide wider ownership and participation from business, public sector, colleges
and the voluntary sector in LEP activities and programmes.
The Growth Plan’s strategic interventions are critical to the delivery of its growth ambitions – therefore the LEP will
create groups to take an oversight role to ensure the effective delivery of these important programmes.
Figure 7.2: LEP Governance Structure
Leadership, direction and
performance monitoring
LEP Board
Leadership and strategic responsibility
for the Growth Plan
Business led
A private sector / public sector fusion
Programme & investment
management
Performance management
and risk management
Transport lead
Local Transport
Body
Growth
Implementation
Group
(Employment
Board)
Operational arm of the LEP Board
Keeping strategies up-dated,
economic intelligence & research
Ensuring delivery activity is aligned to
priorities
Mar
keti
ng
& P
R
Big Ticket Project Teams
Strategy Groups
Eu
rop
ean
Gro
up
Atl
anti
c
Gat
eway
in
C&
W
Ch
esh
ire
Sci
ence
Co
rrid
or
Cre
we
– H
igh
Gro
wth
Cit
y
Tra
nsp
ort
Ho
usi
ng
Gro
wth
Infr
astr
uct
ure
Bu
sin
ess
Gro
wth
Inn
ova
tio
n
Ski
lls &
Em
plo
ymen
t
Promoting the
work of the
LEP
Communicating
Success
Oversight of the
delivery of Growth Plan
priorities
Oversight of the delivery of
Growth Plan at thematic level
Developing thematic delivery
plans
Stimulating project pipelines
Ongoing partner engagement
& participation
Strategic direction,
commissioning
frameworks
Assess funding bids
Monitoring
programme
performance
Provide technical
oversight of EU
programmes and
projects
N.B: Cheshire East Council will continue to act as the LEP’s ‘Accountable Body’.
67
The Collaborative ‘Engine’ Model
The above diagram is all about governance – delivery will be all about how the LEP, its core team and the three
local authorities collaborate. We call this our ‘engine’ of delivery. We recognise that the LEP’s core team should
be lean and that it should have a strategic remit – however delivery has to be driven and the ambitious Growth
Plan and its components and the EUSIF requires programme management. Critical ‘central’ LEP functions are
required – economic intelligence and marketing for example. Both the LEP Board and its component Local
Authorities have committed themselves to:
Gearing up the Core team of the LEP – through important appointments, secondments and appointment
of key advisors. This will ensure adequate capacity and capability in the Core LEP team.
Pooling Council resources and staff in the LEP in critical functions
Harnessing the wider sub-regional network of council officers in active LEP led teams – thereby bringing
greater recourses, capacity and skill in the hands of the LEP
Bringing to bear the capacity and skilled individuals from other partners such as the University and
colleges and for example the HCA – to deepen the LEP’s capacity and capability.
The Councils and the LEP will knit together at five levels
At Leadership level through the Combined Leadership Board – the LEP Chair and the three Council
Leaders – this provides a strong governance role
At The LEP Board itself where key business leaders and Council Leaders come together
At LEP Growth Implementation Group – were local authority Executive Directors and Chief Executives
come together with key LEP Board members to programme manage the Growth Plan investment and
delivery programmes and deploy joint resources
Within the Core of the LEP – pooling, seconding and positively engaging in the LEP’s core team
At the collaborative team level – creating the conditions for growth and taking the LEP and Growth agenda
back into the heart of council activity.
The Growth Implementation Group
The Growth Implementation Group becomes an important part of our structure – managing the delivery of the
Growth Plan and taking a key role in Investment Programming together with tactical deployment of our joint
resource. The Growth Implementation Group will essentially be the equivalent of the ‘Employment Board’ for the
sub region – but embedded into the LEP’s structure in the same way as the Local Transport Board.
This approach creates a fusion of the Local Authorities and the LEP that:
Puts economic growth at the heart of the Local Authorities’ agendas
The strategic leadership of the economic growth agenda is embodied in a single business led
organization – the Cheshire & Warrington Enterprise Partnership ensures that the LEP really drives
and leads the growth agenda for the sub-region, and
Multiplies the human and financial resources available to the LEP so it is not just dependent upon its
core team.
68
Figure 7.3: Our Collaborative Approach – collaborating in the LEP
Cheshire & Warrington EP Core Team
LEP Co-ordinated Functions
Central Functions
Accelerating Smart Growth
Economic
Intelligence
Programme
management
Growth
Implementation
Group
Programme
Management
Investment
Management
Tactical joint recourse
deployment
Business
Growth
Innovation
Skills &
Employment
Infrastructure
Transport
Housing
Growth
Planning
Place &
Place Teams
Creating the Conditions for Growth
Local Authority Co-ordinated Functions
Cheshire East Council
Cheshire West & Chester Council
Warrington Borough Council
Collaborative ‘Engine’ Approach – pooling / sharing / secondments / team working
The Role of Cheshire & Warrington Place Teams
There are a number of ‘Place Teams’ actively operating and delivering business growth and regeneration activity
in local areas – for example Warrington & Co, Engine of the North, and Chester Renaissance. These are private /
public partnerships delivering real change on the ground. The energies of these teams will not be lost and will be
effectively harnessed as part of our LEP Strategy Groups and, more importantly, as part of our Collaborative
Approach. These groups add additional depth, capacity and capability to our delivery, and also would provide local
insight and wider participation in the LEP’s agenda – they will become additional arms of the LEP’s intelligence,
delivery capacity and capability.
69
Working Pan-LEP
Cheshire & Warrington Enterprise Partnership has a strong and growing relationship with the Liverpool City Region
and Greater Manchester as do our constituent Councils. All three LEP come together in the Atlantic Gateway
Partnership Board and we have a strong working relationship on our Big Ticket priorities e.g. the Cheshire Science
Corridor. We will continue build on these relationship to build a strong Pan-LEP approach to growth in the North
West. These three LEP neighbours are increasingly working together and should be seen as the collective driver
for economic growth in the North West. Cheshire and Warrington sub region is important in this regard – it provides
the cog between the two major NW conurbations fusing this engine of growth – enabling it to operate.
70
ANNEX A: FINANCIAL SUMMARY TABLE
Project and Programme Information Table
Name of LEP: Cheshire and Warrington Enterprise Partnership
Summary ask of LGF (15/16)
Area Total LGF 15-16
Transport 35.46
Skills Capital
0
Housing 0
Other 13.30
Total 48.76
Financial information
71
Project or Programme Name & Brief Summary
Theme of Project or Programme
Sources of funding [include rows for each funding type: pre-committed LGF; competitive LGF; LA funding; private investment etc]
Funding type
Profile (£m) Further info on
project * Project output information:
[Capital or Resource]
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
To
tal
(SEP page
reference)
(e.g. jobs, houses, qualifications– specify all that
apply)
A
[Transport, Housing,
Skills, other – specify all that apply]
[e.g. pre-committed LGF]
[e.g. Local Authority]
[e.g. Private Investment]
[e.g. competitive LGF]
Atlantic Gateway
Competitive LGF
Capital 8.40 5.10 0.00 0.00 0.00 0.00 13.50
Page 51 Jobs (direct): 155
Chester Central CWAC
Council Capital
4.50 3.00 0.00 0.00 0.00 0.00 7.50
Homes: 0
Transport Land: ha 10
Private Investment
Capital
0.00 0.00 0.00 0.00 0.00 0.00 0.00
Floorspace sqm: 7500
Life Time Leverage Jobs 5170
Sub total 12.90 8.10 0.00 0.00 0.00 0.00 21.00
GVA £m
149
Atlantic Gateway
Competitive LGF
Capital 2.70 0.00 0.00 0.00 0.00 0.00 2.70
Page 51 Jobs: As above
72
Chester Central CWAC
Council Capital
1.40 0.00 0.00 0.00 0.00 0.00 1.40
Homes: As above
Transport Land: As above
Access to Chester Central Business Quarter
Private Investment
Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Floorspace sqm: As above
Leverage £Bn As above
Sub total 4.10 0.00 0.00 0.00 0.00 0.00 4.10 GVA £m As above
Atlantic Gateway
Competitive LGF
Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Page 51 Jobs Pan:
Chester Central L'pool CR LEP,M'travel
LGF Capital 10.40 0.00 0.00 0.00 0.00 0.00 10.40
Homes:
Transport Land:
Halton Curve - Joint LEP Project (C&W and LCR)
Private Investment
Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Floorspace sqm:
Life Time Leverage Jobs 10,500
Rail infrastructure Sub total 10.40 0.00 0.00 0.00 0.00 0.00 10.40 GVA £m
Atlantic Gateway
Competitive LGF
Capital 0.00 2.50 2.50 0.00 0.00 0.00 5.00
Page 51 Jobs (direct): 7750
OMEGA
Warrington
Borough Council
Capital
0.38 0.87 0.00 0.00 0.00 0.00 1.25
Homes: Life Time Homes:
750 1300
Transport
Land (Life Time): 137
West Warrington OMEGA M62 Junction 8 -
Private Investment
Capital
0.00 1.13 0.12 0.00 0.00 0.00 1.25
Floorspace sqm: Life Time Floorspace:
197419 559,741
Life Time Leverage Jobs 19,750
Sub total 0.38 4.50 2.62 0.00 0.00 0.00 7.50 GVA £m 522.6
Atlantic Gateway
Competitive LGF
Capital 0.00 3.53 0.00 0.00 0.00 0.00 3.53
Page 51 Jobs (direct): As Above
OMEGA LTB pre-
commitment Capital
2.00 4.53 0.00 0.00 0.00 0.00 6.53
Homes: Life Time Homes: As Above
Transport Land (Life Time): As Above
Warrington West Station
Private
Investment Capital
0.91 0.91 0.00 0.00 0.00 0.00 1.82 Floorspace sqm:
Life Time Floorspace: As Above
Warrington
Borough Council
Capital
0.24 0.24 0.00 0.00 0.00 0.00 0.48
Life Time Leverage Jobs: As Above
Sub total 3.15 9.21 0.00 0.00 0.00 0.00 12.36 GVA £m As Above
73
Atlantic Gateway Competitive LGF
Capital 1.00 1.90 2.40 0.00 0.00 0.00 5.30
Page 51 Jobs: 150
OMEGA Warrington
Borough Council
Capital 1.08 2.04 2.58 0.00 0.00 0.00 5.70
Homes: 0
Transport Land: 19
Warrington Waterfront/Swing Bridge
Private Investment
Capital
0.00 0.00 0.00 0.00 0.00 0.00 0.00
Floorspace sqm:
Life Time Leverage £m 500
Sub total 2.08 3.94 4.98 0.00 0.00 0.00 11.00 GVA £m 80.3 < 109.3
Atlantic Gateway Competitive LGF
Capital 2.14 0.00 0.00 0.00 0.00 0.00 2.14
Page 51 Jobs Created 1000
OMEGA
Warrington Borough Council
Capital
0.40 0.00 0.00 0.00 0.00 0.00 0.40
Homes: 75
Transport Land: Life Time Job Created:
3.25 7000
Birchwood Pinchpoint Private
Investment Capital
1.08 0.00 0.00 0.00 0.00 0.00 1.08
Floorspace sqm: 8000
Life Time Private Sector Leverage £m 350
Sub total 3.62 0.00 0.00 0.00 0.00 0.00 3.62 Life Time Floorspace sqm:
76000
Science Corridor Competitive LGF
Capital 0.00 0.00 0.00 0.00 0.00 0.00 10.00
Page 63 Jobs:
GM & Cheshire Investment Programme
Public
Capital 0.00 0.00 0.00 0.00 0.00 0.00 10.00 Homes:
Other Private Sector Leverage £m 20
Private Investment
Capital 0.00 0.00 0.00 0.00 0.00 0.00 20.00 Floorspace sqm:
Life Time Leverage Jobs: 2000
Sub total 0.00 0.00 0.00 0.00 0.00 0.00 40.00 GVA £m
Science Corridor Competitive LGF
Capital 0.00 0.00 0.00 0.00 0.00 0.00 2.00
Page 63 Jobs (direct): 170
Public Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Homes:
74
Alderley Park Science for Life
Other Land:
Physical Infrastructure Private Investment
Capital 0.00 0.00 0.00 0.00 0.00 0.00 2.00
Life Time Floorspace sqm: 78968
Private sector funding £m 2
Sub total 0.00 0.00 0.00 0.00 0.00 0.00 4.00 GVA £m
Science Corridor Competitive LGF
Capital 2.55 3.40 0.85 0.00 0.00 0.00 6.80
Page 59 Jobs: 200
Competitive LGF
Revenue 0.45 0.60 0.15
0.00 0.00 0.00 1.20
Homes:
Thornton Science Park Land:
Private
Investment Revenue
0.20 0.20 2.675 0.00 0.00 0.00 3.075
Life Time Jobs: 1900
Other
Public Capital
9.00 0.00 0.00 0.00 0.00 0.00 9.00
Centre for Advanced Engineering - Energy
Systems
Private Investment
Capital 1.00 1.00 0.00 0.00 0.00 0.00 2.00
Floorspace sqm: 4,000
Leverage £m 5.075
Sub total 13.20 5.20 3.675 0.00 0.00 0.00 22.075 GVA £m 205 pa
Science Corridor
Competitive LGF
Capital 0.00 0.00 6.40 10.00 0.00 0.00 16.40
Page 63 Jobs created: 81
Poynton Relief Road LTB pre-
commitment
Capital 0.00 0.00 3.60 2.00 0.00 0.00 5.60 Jobs retained
Transport Life Time Homes unlocked: 500
Private Investment
Capital 0.00 0.00 4.00 6.00 0.00 0.00 10.00 Floorspace sqm:
BCR >3.0
Sub total 0.00 0.00 14.00 18.00 0.00 0.00 32.00 GVA £m 7.6
Crewe High Growth City
Competitive LGF
Capital 0.00 5.00 15.00 25.00 0.00 0.00 45.00
Page 51 Jobs created: 432
LTB/Local
Capital 0.00 0.00 10.00 5.00 0.00 0.00 15.00 Life Time Jobs: 3458
Congleton Link Road Transport
Homes unlocked: 2,200
75
Private Investment
Capital 0.00 0.00 5.00 10.00 0.00 0.00 15.00 Floorspace sqm:
BCR 3.1
Sub total 0.00 5.00 30.00 40.00 0.00 0.00 75.00 GVA £m £1.153bn
Crewe High Growth City
Competitive LGF
Capital
2.50 0.00 0.00 0.00 0.00 0.00 2.50
Page 36/7
Middlewich Eastern Bypass RGF
Capital 4.10 0.00 0.00 0.00 0.00 0.00 4.10
Jobs Created: 1260
Transport Homes unlocked:
Private Investment
Capital 15.40 0.00 0.00 0.00 0.00 0.00 15.40
Life Time Floorspace sqm: 143,000m2
Life Time Leverage £m £15.4m
Sub total 22.00 0.00 0.00 0.00 0.00 0.00 22.00 GVA £m
Crewe High Growth City
Competitive LGF
Capital 0.00 3.00 0.00 0.00 0.00 0.00 3.00
Page 36/7
Construction Jobs: 150
Crewe Green Roundabout
LTB/local
Capital 0.00 1.00 0.00 0.00 0.00 0.00 1.00 Homes: 50
Transport Land:
Private Investment
Capital 0.00 1.00 0.00 0.00 0.00 0.00 1.00 Floorspace sqm:
BCR 5.3
Sub total 0.00 5.00 0.00 0.00 0.00 0.00 5.00 GVA £m 167
Crewe High Growth City
Competitive LGF
Capital 0.00 2.10 0.00 0.00 0.00 0.00 2.10
Page 36/7
Jobs created: 150
Crewe Northern Growth Corridor
LTB pre-commitment
Capital 0.00 2.50 0.00 0.00 0.00 0.00 2.50 Homes unlocked: 50
Transport Life Time Leverage Jobs: 800
Private Investment
Capital 0.00 1.00 1.38 0.00 0.00 0.00 2.38 Floorspace sqm:
BCR >2.0
Sub total 0.00 5.60 1.38 0.00 0.00 0.00 6.98 GVA £m 43
76
Other
Competitive LGF
Capital
4.00 4.00 2.00 0.00 0.00 0.00 10.00
Page 44/5
Jobs: 375
Competitive LGF
Revenue 0.50 0.50 0.50 0.50 0.50 0.00 2.50
Housing Investment Fund
Public Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Life Time Homes: 1400
Other Land:
Private Investment
Capital 17.00 34.00 34.00 0.00 0.00 0.00 85.00
Life Time Leverage £m 119
Sub total 21.50 38.50 36.50 0.50 0.50 0.00 97.50 GVA £m
Other
Competitive LGF
Revenue 0.60 0.60 0.60 0.00 0.00 0.00 1.80
Page 51 Jobs: 600
Business Growth Hub
Public Revenue 2.10 2.10 2.10 0.00 0.00 0.00 6.30 New business starts 600
Other Companies assisted 3210
Private Investment
Revenue 1.33 1.33 1.34 0.00 0.00 0.00 4.00 Business improved 750
Leverage £m 4
Sub total 4.03 4.03 4.04 0.00 0.00 0.00 12.10 GVA £m
Other
Competitive LGF
Capital
5.20 6.90 0.00 0.00 0.00 0.00 12.10
Page 67/8
Jobs:
FE Capital Fund
Public Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Homes:
Other Land:
Private Investment
Capital 10.50 13.80 0.00 0.00 0.00 0.00 24.30 Floorspace sqm: 13375
Leverage £m 6.8
Sub total 15.70 20.70 0.00 0.00 0.00 0.00 36.40 GVA £m
Other
Competitive LGF
Capital 4.74 3.63 0.00 0.00 0.00 0.00 8.37
Jobs:
Integrated Transport Block - Minor schemes
LTB pre-commitment
Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Homes:
Transport Land:
Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Floorspace sqm:
77
Private
Investment
Leverage £Bn
Sub total 4.74 3.63 0.00 0.00 0.00 0.00 8.37 GVA £m
Other
Competitive LGF
Capital 3.08 1.38 0.00 0.00 0.00 0.00 4.46
Jobs:
Local Sustainable Transport Fund
LTB pre-commitment
Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Homes:
Transport Land:
Package of minor works Private Investment
Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Floorspace sqm:
Leverage £Bn
Sub total 3.08 1.38 0.00 0.00 0.00 0.00 4.46 GVA £m
0.00
Other
Competitive LGF
Capital 0.50 1.50 0.00 0.00 0.00 0.00 2.00
Page 51 Jobs:
Critical Infrastructure LTB pre-
commitment
Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Homes:
Transport Land:
Maintenance
Private Investment
Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Floorspace sqm:
Leverage £Bn
Sub total 0.50 1.50 0.00 0.00 0.00 0.00 2.00 GVA £m
TOTALs
LGF combined 48.76 437.87
121.38 116.29 97.20 58.50 0.50 0.00
393.87
GM & Cheshire Investment Programme and Alderley Park Science for Life
Phasing To Be Confirmed 44.00
Cheshire and Warrington Matters - A Strategic Economic Plan for Cheshire and Warrington The Transport Case
78
ANNEX B: Transport Case for Investment
Contents
Transport to Promote Sustainable Growth Transport Theme-level Actions Value for Money and Deliverability Governance, Programme Management and Delivery Annex A: Transport Investment Programme
Cheshire and Warrington Matters - a Strategic Economic Plan for Cheshire and Warrington DRAFT as at 25 March 2014
78
Transport to Promote Sustainable Economic Growth
Context
7.1 Figure 1.1 below shows the strategic context of the C&W economy at the heart of the Atlantic Gateway and
positioned between the two major city regions of Liverpool and Manchester.
Figure 1.1 – Strategic Location of Cheshire & Warrington
7.2 Figure 1.2 below shows the transport context of Cheshire & Warrington
Cheshire and Warrington Matters - a Strategic Economic Plan for Cheshire and Warrington DRAFT as at 25 March 2014
79
© Crown copyright and database rights 2012. Ordnance Survey 100049045
Strategic Transport Case
7.3 Improved connectivity is a central and recurring theme of our Strategic Economic Plan. Improved transport
connectivity is essential to unlock strategic and other development sites for housing and employment as well as
relieving the many congested areas of our local and strategic transport networks.
7.4 The diagram below provides a summary overview of our strategic transport case to facilitate delivery of our
Strategic Economic Plan.
7.5 It confirms:
C&W’s commitment to improved transport connectivity to deliver economic growth. We have an agreed
vision, and strong, joined-up leadership to drive and oversee this commitment;
that C&W is capable and has a track record of delivering a large transport investment programme,
including major transport schemes and local pinch point and sustainable travel measures – currently
delivering £75m on transport investment;
that C&W has committed significant funds to the development and delivery of key transport schemes –
over £28m committed to the priority transport schemes;
that the approved LTB Assurance will be used for ensuring value for money;
the three local authorities are committed to collaborating in scheme development and delivery; and
the delivery of economic growth from the transport investment – the transport priorities are all linked
boosting connectivity and accessibility to create economic growth
Commitment to
Connectivity
Resource Collaboration
LTB Assurance Framework
Deliver Economic
Growth
Investment in Development
Track Record of Delivery
Cheshire and Warrington Matters - a Strategic Economic Plan for Cheshire and Warrington DRAFT as at 25 March 2014
80
Drivers and Context
7.6 Cheshire & Warrington is a successful economy, an attractive location where people want to live, and is well
connected regionally and nationally. It is one of the best performing economies in England and the strongest
economy in the North of England. It has a strong presence of international and export orientated companies
including many in the high skill sectors and is a net importer of labour. Despite these excellent assets, the growth
in GVA per head has been lower than the national average over the last ten years; and this, in part is due to a lack
of investment to boost transport connections.
7.7 The sub-region suffers from congested motorways and congested links to motorways, poor road connections
between the main areas of population as well as some poor quality, indirect and infrequent rail services all
impacting on commuters, business travellers and vital freight and logistics operations.
7.8 The sub-region offers great potential for economic growth; it is rich with many strategic investment sites that will
deliver major housing and employment developments but these are frustrated by congested transport networks
and the lack of good connectivity. This requires a substantial investment in transport improvements to unlock the
potential of these strategic sites.
7.9 Through this SEP, Cheshire & Warrington is committing to create a step-change in the economic performance of
the sub-region, building on the success of the existing strong economy and skills base. To achieve this, requires
a substantial increase in the level of investment to improve transport infrastructure and public transport to better
connect people to jobs and businesses to their customers whether local, regional, national or international. The
transport investment set out in this SEP is vital to create the step-change in provision that will unlock and facilitate
the growth ambitions of the sub-region as well as ensuring that the transport networks are more resilient against
future disruptions. Spatial Drivers
7.10 The SEP has three priority areas for growth (see Figure 1-1) that will not only transform the economy of the sub-
region but will contribute to the national imperative for growth and development:
It is at the heart of the Atlantic Gateway international trade corridor – recognised as England’s second
most important opportunity for economic growth.
The North Cheshire Science Corridor - based at the following sites offering substantial potential for
high value job creation: Alderley Park, Booths Park, Hurdsfield, Jodrell Bank, Radbroke Hall and the
new state of the art Mass Spectometery facility at Waters Wilmslow
The High Growth City concept focused on the opportunity of Crewe and its surrounding Market Towns
which not only is the gateway to the North West but its regeneration and growth will transform the
economies of the north midlands; with the case for improved connectivity further emphasised by the
recent HS2 reports by Sir David Higgins9 and Lord Deighton10.
9 HS2 Plus, A Report by David Higgins, March 2014 10 High Speed 2: Get Ready, A report to the Government by the HS2 Growth Taskforce, March 2014
Cheshire and Warrington Matters - a Strategic Economic Plan for Cheshire and Warrington DRAFT as at 25 March 2014
81
7.11 The sub-region has significant major growth assets, such as:
Strategic areas and sites at Chester, Congleton, Ellesmere Port, Northwich, Omega, Thornton, and
Warrington Waterfront offering major real potential for both new homes and job creation.
7.12 All of these priority areas are hampered in reaching their true economic potential – due to the limitations of both
internal and external connectivity and accessibility and these areas need unlocking by investment in transport
infrastructure and better local sustainable travel opportunities.
7.13 The Atlantic Gateway and High Growth City in their totality have the real potential to create two of the most
important growth centres outside the South East of England – they are, therefore, the LEP’s clear priorities for
major transport infrastructure investment followed by investment to better connect the Science Corridor.
7.14 Omega is the SEP’s principal development opportunity within the Atlantic Gateway that requires highway
infrastructure to unlock enormous potential for sustainable employment and housing.
7.15 Chester is a key sub-regional centre within the Atlantic Gateway corridor that will service and provide for the priority
growth areas in Cheshire and Warrington, for example, through the provision of housing, education, retail, and
health services. Investment in transport connectivity to and from Chester is vital to secure its future place as such
a centre serving both the sub-region and North Wales.
7.16 High Growth City focuses on the growth potential of Crewe and its surrounding market towns which offer unrivalled
development opportunities, which could be accelerated and expanded if the proposed HS2 SuperHub Station is
given the go ahead.
7.17 The Cheshire Science Corridor has a concentration of knowledge and research based organisations, including
Alderley Park, Waters Corporation, Astrazeneca (Hurdsfield), Barclays Technology Centre, Booths Park and
Jodrell Bank. Collectively the 8 companies employ over 10,000 people. Alderley Park 2021 is identified as a ‘Big
Ticket’ intervention in the SEP due to the economic relevance and long term potential.
The Strategic Road and Rail Network
7.18 An inspection of the national map shows that Cheshire and Warrington is a well-connected economy, sitting at the
heart of the strategic road and rail network; the area is served by nationally significant motorways (M6 and M62),
providing both north/south and east/west connectivity, and locally important motorways (M56 and M53) and trunk-
roads (e.g. A55 providing links to North Wales). Warrington is particularly well connected in terms of road
infrastructure, having the M6 immediately to the east and bordered on other sides by the M62 (to the north) and
the M56 (south).
7.19 The sub-region is also well placed in terms of the strategic rail network. Crewe and the two main Warrington
stations (Bank Quay and Central) provide access to rail services on the West Coast Main Line (London-Scotland)
and Trans-Pennine services (Liverpool-Manchester-Leeds-East England). However, much of the rail network is in
need of modernisation, currently subject to slow journey times and a poor service pattern, coupled with poor quality
rolling stock. The West Coast Main Line (WCML) is an important freight route, but the M6 carriers ten times the
tonnage of the WCML emphasising the importance of this motorway to the sub-regional economy.
7.20 Despite the apparently good motorway connections, significant peak period congestion is a regular occurrence.
Evidence from the DfT shows that some sections of roads within the sub-region are amongst the top 20 most
congested routes in the country. The Highways Agency predicts certain routes, particularly the M6, M53 and the
M56, will become significantly more congested with the anticipated growth in traffic. A consequence of these
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motorways operating at or close to capacity is that even a minor incident during the peak periods can lead to major
disruption for long periods on the wider road network, with a consequent impact on business productivity. A
particularly substantial impact is felt in Warrington town centre or on the A34 Corridor through Congleton when
there is an incident on the M6 as they both serve as key diversion routes.
7.21 The West Coast Main Line running through C&W provides the principal rail link southwards from the North West
to the Midlands, London and the South East and the Channel crossings. It is Europe’s busiest mixed-traffic rail
corridor and Network Rail’s 2011 WCML Route Utilisation Strategy (RUS) identified that the line is operating close
to its capacity. While HS2 will release capacity at the southern end of the WCML, Phase 1 of HS2 will place further
pressure on the region’s rail network as proposed high-speed services extend onto the classic network north of
Lichfield.
7.22 Cheshire & Warrington's key location on the 'West Coast Spine' has resulted in the development of a number of
regional or national freight distribution facilities, particularly at Crewe, Middlewich, Northwich and Arpley
(Warrington). Thus, in addition to the line being a key long-distance passenger route, it is an essential freight
corridor, daily carrying over 30,000 tonnes of freight south of Crewe. Freight demand is forecast to grow on the
route which is driven by expansion of the container market, particularly from the expanded Port of Liverpool.
7.23 Despite the recent extensive WCML upgrade there remain a number of capacity constraints on the WCML through
the Cheshire and Warrington area; for example, the layout of Crewe station and the large number of conflicting
movements to the north and south of the station which limit line capacity and increase journey times. Further north,
the predominantly two-track railway between Winsford and Runcorn/Warrington limits the capacity on the section
of the WCML that provides access to the Port of Liverpool and other important strategic freight facilities at Ditton,
Halewood and Garston. The electrified route between Crewe and Stoke has a short single line section which limits
capacity, while other lines that feed into the WCML are not electrified, limiting the ability to maximise network
utilisation.
7.24 Further South, line capacity on the WCML is also limited. In the past 15 years, the number of trains using the West
Coast Main Line has doubled and spare capacity is now at a premium, with a variety of competing demands as
passenger and freight traffic is forecast to continue to grow in the future. These capacity constraints limit the scope
for expansion of both local and long distance rail services from our sub-region as well as limiting the opportunity
to transfer more freight from road to rail given the expected growth in freight from the increased economic activity.
7.25 In addition to the WCML, the sub-region has a number of other rail corridors and together, these networks cater
for eight Train Operating Companies providing services in these franchises. This demonstrates and reinforces the
huge national importance of the sub-region’s rail network.
7.26 The importance of Crewe to the national rail network has been recognised and emphasised in the recent HS2
report by Sir David Higgins11. Sir David proposes that the Government should accelerate Phase Two as soon as
possible to take the line 43 miles further north than planned in Phase One, to a new transport hub at Crewe
which could be completed by 2027, six years earlier than planned. This means that other necessary transport
infrastructure to enable the new hub station has to be prioritised and developed to ensure it is in place in time for
the arrival of HS2 and would support the delivery of a vast connectivity boost and resultant economic growth
opportunity in this sub region.
11 HS2 Plus, A Report by David Higgins, March 2014
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International Gateways
7.27 Aviation is critically important to the C&W economy and to its future growth. Again, the sub-region is very well
placed: close to international airports at Manchester and Liverpool as well as Birmingham International Airport to
the south of the sub-region, supporting Cheshire and Warrington’s status as a premier location for business, and
as a connected place to live. However, despite the proximity of these airports rail connections to them are poor
from much of the LEP area and the strategic road network is congested and subject to unreliable journey times.
7.28 For access to the global markets and to attract overseas inward investors, Manchester Airport is of prime
importance to the C&W economy. With its two runways, Manchester Airport has the capacity to support significant
growth in passenger numbers and freight. The government’s committed investment in the Northern Hub is very
welcome and this will substantially improve rail journeys and services passing through Manchester and also serving
Manchester Airport – particularly from the north and east. Despite this investment, however, there will still be no
direct rail connection from the west (Cheshire & Warrington) to the Airport. Road access to Airport will also be
significantly improved with the planned A6 to Manchester Airport Relief Road. But this again provides an
improvement mainly to journeys from the east. Western access is via the congested M56 that is subject to stop-
start conditions on an almost daily basis. It is essential, that investment is made in appropriate surface access to
exploit the economic potential of the Airport and including potential employment opportunities at the Airport City
Enterprise Zone for C&W residents.
7.29 The recent government funding commitment and loan guarantees will ensure delivery the Mersey Gateway project
which, although out with the C&W area, will nevertheless bring significant economic benefits and improve access
from the area to Liverpool Airport and the Port of Liverpool.
Ports and Logistics
7.30 In addition, the sub-region also has the advantage of a significant water transport asset in the shape of the
Manchester Ship Canal, which carries a high volume of freight through the area and serves a number of ports
along its length within the LEP area. The forecast increase in freight through the Liverpool Superport, post
Panamax, will result in a significant increase in water borne freight along the Manchester Ship Canal. The Canal
currently ships around 8 million tonnes of freight per annum, but has spare capacity of 6 million tonnes per annum.
Sub-regional and Local Network
7.31 Away from the strategic networks, transport links in Cheshire and Warrington are not strong enough, with poor
quality connectivity between significant centres. Unless significant improvements are made, transport infrastructure
will act increasingly as a barrier to, rather than an effective enabler of, economic growth. Most notably, within the
sub-region:
The sub-regional rail offer is poor and this is a barrier not only to access to jobs but also to achieving
greater levels of sustainable travel.
Internal rail connections are sub-optimal, with an extensive network, but limited service, for example poor
journey times and frequency of services from Chester to Manchester and to Manchester Airport.
Rail modernisation is needed not only within the LEP area but also across the boundaries with North
Wales, the Potteries and the Liverpool and Manchester City Regions.
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Access to the major rail interchanges at Warrington Bank Quay and Crewe is sub-standard with
congestion and insufficient parking at both sites. The poor environment at both stations creates
a poor first impression of these ‘Gateways’ to both our sub-region and the wider North West
region.
It is critical that measures which promote sustainable modes of travel and behavioural change are
implemented in parallel with new infrastructure.
The sub-regional road network is inadequate and heavily congested at key locations and network
resilience is poor.
East-west road linkages across the sub region are poor, in part owing to congestion and severance
caused by the M6, for example the A500 at Junction 16.
Strategic points across the local road network are at or reaching capacity, for example the A49 through
Warrington and the A34 Corridor through Congleton.
A range of infrastructure improvements are required to both relieve congestion and support a shift to more
sustainable modes or travel, particularly for shorter journeys.
The development of prime brown-field land in sustainable locations is frustrated because the supporting
transport infrastructure is missing, for example, Warrington Waterfront and in Crewe.
The growth of waterborne freight along the Manchester Ship Canal and the resultant increase in operation
of three swing bridges brings an unfortunate increase in road closures that have a significant negative
impact on the local economy and environment in Warrington.
Surface access to regional airports (Liverpool and Manchester, and also Birmingham International) from
the LEP area is poor, due to a combination of congested motorways and lack of direct train services. For
example, road access to Manchester Airport from C&W is constrained by the congested M56 and A556.
There are poor indirect rail services from the key population centres of Chester, Crewe, Ellesmere Port
and Warrington to Manchester airport, often requiring a change of train in Manchester.
Infrastructure supporting public transport and other sustainable modes of travel is not comprehensive
enough to offer a realistic alternative to car travel – this is particularly important for low income groups
without access to a private car.
Achieving an increase in travel by sustainable modes will play a key role in addressing congestion on our
highway networks
Revenue support for public transport services is diminishing; this hampers labour market mobility and will
be a major barrier to improving the scope of bus and rail services.
The integration of Local Sustainable Transport Fund revenue and capital programmes is seen as an
integral element of the SEP programme
7.32 The transport challenge for C&W is not only to solve current problems but to also provide the necessary supporting
and enabling infrastructure to facilitate the substantial growth in housing and employment as set out in more detail
in earlier sections of this Plan. This also requires close working with the Highways Agency and Network Rail in
influencing the development of the strategic transport network.
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Implications of Inaction
7.33 The growing level of congestion along with the gaps in existing transport provision is a real barrier to economic
growth. The congestion on the highway network significantly affects journey time reliability that is essential for
business and to a lesser extent for the commuter also. It also adversely impacts on access to key employment
sites and thus constrains the ability of business located at these sites to grow. There is a real danger that with
increasing congestion, businesses will not be able to achieve the growth they plan and will seek to relocate from
their current premises. Whilst this relocation may be to elsewhere within C&W, it could equally be to an adjacent
area or another country resulting in a real, direct loss to both the C&W and UK economy.
7.34 We have real examples of where businesses have complained about the adverse impact upon their business of
local congestion. Analysis of the 2011 Cheshire & Warrington Business Needs Survey has found that 15% of
Crewe businesses identified traffic congestion as a disadvantage of their local authority area. Indeed, congestion
is such a concern in Crewe that the owners of the two largest retail undertakings in the Town (The Market Centre
and Grand Junction Retail Park) have commissioned their own transport studies in an attempt to seek solutions.
Case Study – PepsiCo Northern Logistics
“Birchwood’s unique selling point for attracting industry to the area is its proximity to the main road networks of
the M62/M6. Maintaining an efficient infrastructure in the local area is critical to our business and on-going
commitment to staying in the Birchwood area”
Ian Rooney, Senior Operations Manager, PepsiCo Northern Logistics
7.35 Congestion on the motorway network is a significant constraint to economic growth in many ways. The C&W area
is traversed by a number of motorways and efficient operation of these is critical to the economic well-being of the
area. We have numerous examples of incidents on the M6 leading to massive diversion of traffic through
Warrington and Congleton with the obvious consequent adverse impacts. The development of Manchester Airport
City Enterprise Zone brings significant employment opportunities for C&W residents. But the road access is
constrained due to the congested M56 motorway and public transport accessibility is poor due to the lack of direct
services from C&W. The same issues impact on business users wishing to use Manchester Airport for international
travel.
7.36 Without significant improvements to the strategic highway network, the increasing road traffic volumes will simply
translate to increased traffic congestion which in turn creates increased travel costs for business as well as
increased unreliability of journeys which particularly impact the freight sector which is a key part of the C&W
economy.
Case Study – MEPC, Birchwood Park
“Birchwood Park is a 1.2 million sq.ft. business park which is home to over 150 companies and 5,500 staff. Since
our initial purchase of the estate in 1998 our company has invested over £60m on the estate.
We are now looking ahead and considering further development activity. We have however independently
concluded that in the absence of improvements to the local highway network that the increased levels of traffic
congestion which are now being experienced could provide a barrier to our continued investment in this location.
For this reason we have agreed to financially support this project (Birchwood Pinch Point).”
Jonathan Walsh, Managing Director, MEPC Birchwood
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7.37 The poor internal LEP area linkages add significant travel costs to businesses, lead to unreliable journeys and
constrain the area of search for those seeking employment. There are for example, poor quality links between the
M6 and the towns of Crewe and Congleton that sit only a short distance from the motorway. This hinders efficient
economic activity and constrains economic growth as well as adding additional travel costs for all road users.
Increasing traffic volumes will exacerbate this situation particularly where there are existing capacity constraints
on the network. Increased economic activity and jobs growth requires improved transport connectivity and
reliability.
7.38 A Business specific consultation undertaken as part of the Cheshire East Local Plan, identified poor East West
links transport links and access to the Motorway as a problem. In Congleton, a collection of 48 local businesses,
including multi –national companies such as Siemens and Senior Aerospace have formed a lobby group ‘Link to
Prosperity’12 to support proposals for a new link road around Congleton to address poor transport links that are
harming the local economy. In the recent Congleton route option consultation exercise 231 individual businesses
responded in total, all in support of the new link. 99.6% of the business community cited the reason for support as
‘economic benefits’.
Warrington – Impact of Manchester Ship Canal
In Warrington two key issues of internal connectivity are evident. Firstly, the severance caused by the increasing
number of bridge swings on the Manchester Ship Canal is both a barrier to growth and brings significant
environmental disbenefits. Through working with Manchester Ship Canal Company some of these problems can
be mitigated in the short term with a package of management protocols and better travel information. However,
in the longer term, the only way to support both the increased use of freight on the Ship Canal and deliver the full
Warrington Waterfont development is to construct major new infrastructure including a high level bridge crossing.
7.39 Warrington suffers from the legacy of an incomplete new town road network. In north Warrington, the development
of Birchwood, Gemini, Omega and much of north west Warrington was predicated on the construction of a dual
carriageway spine road connecting east and west. Unfortunately this network is only partially complete and was
abandoned over the last 20 years. The solution is now to greatly enhance public transport accessibility along this
axis through a combination of new services and infrastructure improvements to allow public transport to bypass
the key locations of congestion and delay.
7.40 Similarly, East-West rail journeys are slow and of poor quality which again limit the attractiveness of rail as a mode
of travel choice and constrain the ability of those without access to a car to pursue employment opportunities
outside of their local areas. Current over-crowding places a real constraint on increased use of the service to
access employment opportunities.
Case Study – Mid Cheshire Rail Line
The Mid Cheshire Railway Line links Chester and Manchester. It is a vital route for commuting to work and
accessing local services as well as opportunities for leisure journeys for shopping, outdoor pursuits and cultural
activities.
The line provides an hourly train service and is used amongst others, by employees at the large employment site
at Radbroke Hall. The morning peak hour service is known locally as the ‘sardine train’ because of the level of
over-crowding. Often people are not able to board the train due to the over-crowding. Anecdotal evidence
indicates a 10% per annum rate of passenger growth but this cannot growth further during the peak hours. It is
12 http://www.link2prosperity.co.uk/about-us.html
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not practical or reasonable for passenger unable to board the over-crowded train to wait one hour for the next
train.
7.41 Access to the two WCML railway stations at Crewe and Warrington Bank Quay, and car parking at them is
constrained which limits the number of people able to make efficient use of these stations. This means that the
use of the station is constrained due to the access problems faced by people.
7.42 Significant development opportunities on Brownfield land are frustrated because of the lack of adequate transport
infrastructure.
Case Study – Basford East & West
The delivery of the Basford Development Sites is one of the sub regions regeneration and economic growth
priorities, a scheme that by virtue of its nature, location and quantum of development will have a transformational
impact on Crewe and the surrounding area These development sites have the potential to create facilities for up
to 6,000 jobs in high value employment as well as over 1000 new homes ;the two sites together provide around
150 hectares of development opportunity for B1, B2 and B8 uses, and therefore present a significant opportunity
because of their size and strategic location. The comprehensive delivery of these sites is key to the delivery of
the All Change for Crewe Strategy, which seeks to deliver a step change in Crewe’s economic performance.
This requires an improved highway link up to the M6 motorway (A500 Barthomley Link) that will provide the
additional capacity on the corridor and at J16 to facilitate the full development at the sites.
If the HS2 SuperHub Station is confirmed these sites will one of the UK’s prime development opportunities over
the next 20 years being located at the heart of the UK’s economic geography.
7.43 This SEP sets out C&W’s vision for a step-change in growth. Delivery of this ambitious vision depends in a large
part on the right transport interventions delivered through the investment set out in this Plan.
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Rationale for Intervention
7.44 Against this context a series of rationales for intervention in the transport arena are evident if the area is to address
its transport weaknesses and deliver growth against its growth opportunities:
Strategic
Improve connections to neighbouring sub-regions, and in particular international gateways to ensure
business has connectivity to global markets. Currently, surface access to Liverpool and Manchester
airports, and also Birmingham International, from the LEP area is poor, due to a combination of congested
motorways and lack of direct train services. Good connectivity to employment locations in adjacent areas
for C&W residents and businesses is important to facilitate the economic benefits of both out and in
commuting that takes place on a daily basis.
Pinch points and congestion in the transport network, both road and rail, act as barriers to growth if left
unaddressed. Delays and unpredictable journey times are a market failure that affect both business
activity directly and indirectly, and influences commuting flows.
Capacity constraints on the West Coast Mainline are restricting the enhancement of improved rail
connectivity in the sub-region.
Preparing for HS2
The recent Sir David Higgins Report13 on HS2 confirmed Crewe as a location for a hub station. The
subsequent Lord Deighton Report14 has recommended that detailed consideration of HS2 should be
included in Local Plans and Strategic Economic Plans and that a HS2 Growth Strategy is established by
the end of 2014.
Network resilience needs to be addressed to deliver predictable and efficient journey times to support
business productivity. The effectiveness of the wider network to absorb the impact of unplanned events
(such as accidents or adverse weather conditions) is limited, and such events have a significant adverse
impact on productivity.
Make best use of the existing road (e.g. smart motorways) and rail network (e.g. electrification), to
capitalise on existing infrastructure, offers efficient mechanisms for improvement, and will help deliver
best value for money from investment. For example, the forecast increase in freight travelling by barge
rather than using the road network will result in an increase in road closures and traffic queues in
Warrington due to operation of the three swing bridges over the Manchester Ship Canal, unless this is
addressed through the construction of a new high level crossing.
13 HS2 Plus, A Report by David Higgins, March 2014. 14 High Speed 2: Get Ready, A report to the Government by the HS2 Growth Taskforce, March 2014
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Sub-Regional
Significant new transport infrastructure, including investment in local rail, is required to unlock sustainable
sites that are currently unavailable for development due to the lack of transport links. Such sites are
currently a missed opportunity for growth.
Improve internal LEP area connectivity and accessibility across the sub region and between the main
urban centres, larger built up areas, and mid-sized built up areas to accommodate demand for travel
associated with development sites and growth in employment and housing.
Local
Local sustainable transport improvements , including projects to encourage low carbon and non-
motorised travel, are needed to ensure LEP residents can access employment opportunities and key
services. In addition, shift from car travel to walking, cycling and public transport can help release capacity
in the highway network and help the network accommodate increased demand for travel arising from new
development and housing. This rationale is emphasised in the Local Sustainable Transport Fund
submissions from the partner LEP local authorities, which focus on the need to align revenue and capital
activity to help to unlock growth through delivering modal shift.
A balanced approach to freight transport (in terms of road and rail connectivity, and short sea shipping)
is needed alongside the development of Atlantic Gateway, to support the most sustainable movement of
freight while minimising any negative impact on local networks.
Long Term
Through this forthcoming transport investment period for both the SEP and Network Rail, it will be
necessary to put in place schemes that will enable the SEP area to fully exploit the potential benefits of
HS2 across the sub-region. Planning for HS2 has already commenced. If the HS2 SuperHub Station is
confirmed, the sub region has its strategy ready.
Objectives
7.45 Based on the spatial objectives of the SEP to deliver growth, the current transport network of the area, and the
rationale for intervention to address its inherent weaknesses, the objectives of the transport theme are:
Objective 1: To transform connectivity across, and to and from, the Atlantic Gateway World Trade
Corridor.
Objective 2: To unlock the opportunity that is High Growth City focused on Crewe and connected
Mid-Cheshire towns and facilitate delivery of the HS2 Crew Hub Station.
Objective 3: Improve access to unlock priority employment and housing sites across the LEP area
including the Science Corridor.
Areas of Action Emphasis
7.46 In order to deliver these Objectives partners from across the sub-region have collectively prioritised the following
Actions / key interventions:
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Action 1: Prioritise sustainable transport infrastructure in the Atlantic Gateway and enhance the Gateway’s
national and international connectivity.
Deliver major enhancements to connectivity across the Atlantic Gateway corridor – by rail, water, and
road – to exploit employment and housing growth potential including capacity and service enhancements
on the strategic road and rail network.
Enhance the connectivity of the gateway to the rest of the UK and internationally to enable it to fulfil its
role as a major world trade cluster – through airports, ports and road and rail connections.
Direct rail access to Manchester Airport is a real barrier to growing businesses facing international
markets. There is therefore a need to urgently investigate options for direct rail access to
Manchester Airport from the west.
Deliver the package of improvements forming the Chester Central Package to unlock major retail,
commercial and other development and enable growth across the city.
Deliver infrastructure required to unlock Warrington Waterfront major development and significantly
improve connectivity and network resilience across Warrington town centre.
Deliver the LTB priority scheme of a new station Warrington West to connect the West Warrington area
including Omega, Lingley Mere and Gemini to the wider rail network and allow residents locally access
opportunities across the Atlantic Gateway Corridor.
Support the delivery of growth at major sites including Birchwood, Ellesmere Port, and Warrington North
(including Omega).
Maintain and enhance the resilience of transport networks by prioritising critical highway and structural
maintenance projects.
Deliver complementary local sustainable transport improvements, that improve accessibility to
employment sites, deliver behavioural change, and accommodate some of the increase in demand for
travel that will be a consequence of economic and population growth (currently delivered using the Local
Sustainable Transport Fund)
Action 2: Improve connectivity between Crewe, M6 and mid-Cheshire towns to unlock development in
Crewe High Growth City and facilitate delivery of the HS2 Crew Hub Station.
Improve local and strategic road and public transport connectivity across the High Growth City area and
at Crewe to take advantage of the areas and Crewe’s strategic connectivity and employment and housing
growth potential.
Step 1 – A major package of new roads, local pinch point schemes and public transport improvements to
deliver planned growth.
Ensure transport improvements are aligned with and unlock the development of key
housing and employment sites in Crewe, Congleton, Macclesfield, Northwich,
Middlewich and Winsford, including the Congleton Link Road.
Maintain and enhance the resilience of transport networks.
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Step 2 – Deliver national investment in improved strategic road and rail connectivity to link High Growth
City and Crewe with the adjacent major economies.
Ensure transport improvements complement key national infrastructure investment
such as the Smart Motorway scheme (M6 J16-19), major M6 junction upgrade at J16,
improved rail connections, electrification and the delivery by 2020 of a new Crewe
Station with improved local transit and road connections for all users.
Step 3 – Deliver a full HS2 Super-Hub Station at Crewe by 2027 with the arrival of HS2 and capture this
unique growth opportunity by boosting connectivity across the High Growth City area and beyond
Ensure transport and land-use developments in the Crewe area are planned with full
cognisance of HS2 and the proposed early delivery as set out by Sir David Higgins in
his report HS2 Plus15.
Action 3: Improve access to unlock priority employment and housing sites across the LEP area including
the Science Corridor
Deliver the LTB priority scheme: A523 Poynton Relief Road to improve travel conditions along this
important corridor between Macclesfield and Greater Manchester via the new SEMMMS A6MARR
scheme and unlock housing and employment development on the former BAe site at Woodford.
Deliver complementary local sustainable transport improvements, that improve accessibility to the
Science Corridor’s key employment sites, deliver behavioural change, and accommodate some of the
increase in demand for travel that will be a consequence of economic and population growth (currently
delivered using the Local Sustainable Transport Fund).
Consideration of both capital and revenue funded schemes to deliver behaviour change and increase the
capacity of the transport network as a whole.
Platforms on which to build
Strategic
7.47 We have a strong existing strategic transport network, including the West Coast Main Line, the national motorway
network, and proximity to international airports/ports. Enhancing this network will strengthen the economic potential
of the LEP.
7.48 The Cheshire and Warrington Local Transport Body (CWLTB) is a strategic partnership that has been established
with a primary goal to ensure that the sub-region’s transport investments support and enable economic growth and
regeneration. It brings together the three unitary local authorities (Cheshire East Council, Cheshire West and
Chester Council and Warrington Borough Council) along with the Cheshire and Warrington Local Enterprise
Partnership, and key stakeholders, such as the Highways Agency and Network Rail in an advisory role. Its single
strategic objective is to improve transport infrastructure to secure significant connectivity gains in the support of
economic growth and prosperity. As well as supporting economic growth, it is recognised that transport investment
must also contribute towards wider social and environmental objectives.
15 HS2 Plus, A Report by David Higgins, March 2014.
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7.49 The CWLTB has regular dialogue with the Highways Agency and Network Rail in order to understand their strategic
priorities but also to influence their priorities across the networks within or adjacent to Cheshire & Warrington. The
LTB has endorsed the strategic ‘asks’ set out in this SEP.
7.50 We are investing significant officer resource in working with the HA on:
A556 major scheme; and
The Strategic Pinchpoint schemes:
M6 Junction 17
A55 / A483
7.51 Other significant and welcome transport developments are the approval of funding for the new Mersey Gateway
crossing and the SEMMMS A6MARR. These cross boundary schemes, will have a significant bearing on traffic
levels and route options within our C&W LEP area and will assist business connectivity and opportunity.
Sub-Regional – Major Schemes
7.52 In summer 2013 the CWLTB, supported by the LTB Officer Group, established a range of transport objectives for
the sub-region and against these delivered a robust prioritised package of the following major transport schemes
for delivery in the 2015-19 funding period.
Atlantic Gateway
Warrington West new station on the CLC line between Liverpool and Manchester.
High Growth City
Crewe Northern Growth Corridor - Sydney Road Railway Bridge
Science Corridor
A523 Poynton Relief Road
Case Study – Poynton Relief Road
The South East Manchester Multi-Modal Strategy (SEMMMS) includes parts of north east Cheshire and aims to
deal with existing and predicted transport problems and will enable significant growth opportunities in the
Science Corridor. The SEMMMS Relief Road scheme includes the A6 to Manchester Airport Relief Road
(A6MARR) and the proposed Poynton Relief Road.
The A6MARR is programmed to open in 2017 and the proposed PRR could open in late 2018. The schemes will
reduce traffic congestion, improve sub regional connectivity and improve links between Macclesfield, the Wider
Science Corridor and the significant growth opportunities of Airport City and the wider Airport Enterprise Zone.
The scheme has been prioritised by the LTB with an initial funding allocation of £5.6m and a contribution to the
scheme from the Greater Manchester Combined Authority in recognition of its cross boundary importance.
7.53 The LTB also approved a longer-term Development Pool of major schemes that form the core of our Ask within
this SEP bid. A review of the prioritisation criteria has been undertaken to ensure the delivery of schemes continues
to reflect LEP priorities as set out in this SEP.
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Case Study – Congleton Link Road
Congleton’s future is not as a dormitory town but as a thriving working town. Congleton was the preferred
location for a second Siemens factory but this opportunity was lost due to lack of a suitable site. In recent years
on the Radnor Park Estate the opportunity for 140 jobs were lost when suitable premises were not available to
house the HQ of Healthcare Enterprise Group Plc who acquired an existing company.
The Congleton Link Road will open up 20 Hectares of new employment land, preventing further missed
opportunities whilst unlocking land to provide 2200 new homes. The scheme will help address the existing
congestion and air quality issues experienced in the town and improve East-West strategic highway links. The
scheme has been under development since 2012, has a robust transport business case and, subject to funding,
construction could begin in early 2017. A recent public consultation exercise demonstrated strong public support
for the scheme.
7.54 The three Local Transport Authorities (LTAs) and the LTB are very clear that strong collaborative working is
required to develop future transport plans and use these to develop and subsequently deliver essential transport
improvements to facilitate delivery of the strategic growth objectives of Cheshire and Warrington as set out in the
SEP.
7.55 Each LTA is working closely with its planning colleagues in the preparation of the constituent Local Plans, all of
which are at an advanced stage of preparation which has had the great benefit of allowing the growth ambitions of
the LEP to be considered consistently across the whole sub-region during their development. This will mean that
the Local Plans within the sub-region and the Strategic Economic Plan will be completely aligned in a very short
timescale. The LTAs are committed to ensuring that the transport needs of new housing and employment related
developments are fully considered in developing the transport plans and interventions.
7.56 For the development and delivery of individual transport schemes, there is also a commitment from the three LTAs
to explore further, more far reaching opportunities for collaboration and resource pooling in the future.
Local
7.57 At the local level the three LTAs continue to deliver successful integrated transport plans, strategies and schemes
on the ground to ensure effective movement of people, goods and services.
7.58 Furthermore the three LTAs continue to engage constructively, actively and on an ongoing basis to maximise the
effectiveness of their Local Transport Plans to support economic and housing growth within Cheshire and
Warrington. This has allowed the close alignment of the current Local Sustainable Transport Fund programmes
with existing and emerging policy.
Jointly, the authorities can show a successful track record of delivery of in excess of £95m of transport
interventions including:
A34 Alderley Edge and Nether Alderley Bypass;
Northwich Town Centre Gyratory / Leicester Street Roundabout;
Crewe Rail Exchange
A49/A50 Warrington major junction reconfiguration; and
LSTF capital programmes
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Over £12.7m of sustainable travel projects is being delivered across the LEP area through the 2012-2015
Local Sustainable Transport Fund (LSTF). Headline projects include:
New cycling and walking routes linking jobs and homes.
Supported bus services to improve connectivity
Travel planning programmes with employers and residents to promote the new facilities and encourage
modal change.
There are over £80m of schemes in the pipeline including:
Six local and strategic pinch point schemes;
Chester Bus Interchange;
Crewe Green Link Road South; and
Warrington West new station on the CLC line between Liverpool and Manchester.
A forward capital programme has been allocated in excess of £28m to develop and implement this
pipeline.
Local Sustainable Transport Fund (LSTF) Bids
7.59 The aim of ‘Creating Sustainable Conditions for Growth’ is underpinned by the need to improve the local transport
offer to both maximise the capacity of our networks and promote sustainable travel behaviour. To demonstrate
this, the LEP partners through the LTB have developed complementary LSTF funding bids which target our key
economic sites with improved sustainable travel options which can deliver modal shift. The revenue based activity
contained within the bids is reinforced by corresponding physical improvements identified for funding through the
Local Growth Fund capital allocation.
7.60 The LSTF work is now the driving force behind our approach to smarter choices, cycling and walking. We recognise
the immense benefits that sustainable transport projects have in supporting local growth strategies. In particular
LSTF projects add value to the existing transport networks by encouraging modal shift to low carbon forms of
travel.
7.61 The SEP investment programme includes over £4 m of new LSTF capital schemes for 2015/16 and later years.
Bids to the 2015/16 LSTF revenue programme is being made by the authorities which will serve to lock in the
benefits generated by the capital works. The SEP fully supports the bids and hopes that this will be the start of a
longer term programme of revenue support for local sustainable transport projects.
Resourcing and Value for Money
7.62 Detailed work has been undertaken to cost fully, comprehensively, and transparently the range of significant
Transport interventions set out in this SEP, including the identification of specific funding streams for individual
interventions and schemes. The details of scheme cost and funding streams along with the contribution we are
seeking through this SEP is set out later in our submission. Significant back-up material and evidence justifying
the investment in the individual schemes and programmes is available for more detailed scrutiny.
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7.63 C&W LTB successfully secured DfT approval for its Assurance Framework that was developed for the delivery of
the devolved major schemes. C&W LEP has committed to the use of this approved document as the framework
within which the transport investment will be managed and delivered. This should provide government with strong
confidence that C&W will deliver good value for money for the transport investment through rigorous application of
the Assurance framework, including compliance with WebTAG guidance and independent review and scrutiny of
scheme business cases.
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8. Transport Theme-level Actions
T1: Prioritise sustainable transport infrastructure in the Atlantic Gateway and enhance the Gateway’s national and international connectivity
Rationale Improve connections to neighbouring sub-regions, and in particular international gateways to ensure business has connectivity to global markets. Currently, surface access to Liverpool and Manchester airports, and also Birmingham International, from the LEP area suffers from stress at peak times. Whilst the network has served us well in the past, it needs to be made more robust, efficient and resilient to realise our economic ambitions over the next 10 years. Good connectivity to employment locations in adjacent areas for C&W residents and businesses is important to facilitate the economic benefits of both out and in commuting that takes place on a daily basis.
Pinch points and congestion in the transport network, both road and rail, act as barriers to growth if left unaddressed. Delays and unpredictable journey times are a market failure that affect both business activities directly and indirectly, and influences commuting flows.
Network resilience needs to be addressed to deliver predictable and efficient journey times to support business productivity. The effectiveness of the wider network to absorb the impact of unplanned events (such as accidents or adverse weather conditions) is limited, and such events have a significant adverse impact on productivity.
Making best use of the existing road (e.g. smart motorways) and rail networks (e.g. electrification), to capitalise on existing infrastructure, offers efficient mechanisms for improvement, and will help deliver best value for money from investment. For example, the forecast increase in freight travelling by barge rather than using the road network will result in an increase in road closures and traffic queues in Warrington due to operation of the three swing bridges over the Manchester Ship Canal, unless this is addressed through the construction of a new high level crossing.
C&W LEP has been working closely with the Highways Agency and Network Rail to ensure they understand our economic growth proposals and how these relate to the strategic transport networks. C&W LEP wishes to continue to work closely with the HA and NR in order to influence and shape their future investment programmes and priorities to ensure that they align with, and support our strategic investment sites and thus help maximise delivery of new housing and job creation.
Objective Objective 1: To transform connectivity across, and to and from, the Atlantic Gateway world trade corridor
Strategic Asks Rail Improvements
The rail priorities consist of a package of rail infrastructure improvements to enable Cheshire & Warrington to accelerate increased economic growth through improved rail accessibility and connectivity and also to position the area to fully exploit the benefits from HS2. The individual package elements are listed below.
Warrington Bank Quay - Commitment to the provision of Classic Compatible Train Services to go with the implementation of HS2. This is a key station on the WCML and it is vital that both the platforms and facilities are put in place at the station to accommodate these trains and the associated passenger needs.
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Warrington Arpley - Full implementation of the Warrington Arpley works which is required help to facilitate delivery of the Warrington Waters major regeneration scheme. This scheme truly unlocks land for development close to the town centre.
Improved Connectivity to Manchester Airport HS2 Station - The HS2 proposals include a new station at Manchester Airport. This new station provides an opportunity for extending the benefits of HS2 across the north of the C&W LEP area but this will require new public transport connectivity. The DfT should commission a feasibility study to investigate options for direct public transport access to Manchester Airport and the proposed HS2 from C&W.
Capacity, Line Speed and Service Improvements - East-west rail travel across the area is slow, infrequent and of poor quality. This is a barrier in accessing employment and thus impedes economic growth. We see electrification as a solution but are keen to have a dialogue with Network Rail to work towards the most appropriate solutions. The following are key areas that require investment:
Line between Holyhead, Chester, Warrington and Crewe
Capacity and line speed improvements between Wrexham and Chester
Frequency improvements of the current Wrexham – Neston – Bidston service
Frequency improvement on the Mid Cheshire line (Chester – Northwich – Manchester)
Motorway Capacity Improvements
There are a number of pinch points on the strategic road network that directly impact on the economy of the C&W LEP area. C&W asks that it can have dialogue with the HA to influence its Route Based Strategies to prioritise capacity improvements (Smart Motorways) on the most immediate transport barriers to growth across the Atlantic Gateway:
M53 between junctions 5 and 11 to improve accessibility to Ellesmere Port
M56 between junctions 5 and 12 to improve accessibility to Manchester Airport, including a new Junction 11a to improve access to the new Mersey Gateway bridge that sits just outside the C&W area
M62 between junctions 8 and 11 along with capacity improvements at Junction 8 (Burtonwood) and Junction 10 (Croft) to improve accessibility along this main route between the Liverpool and Manchester City Regions and unlock development at the Omega strategic site.
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ANNEX C – Draft Action Plan
Ref: Outcome(s) Achieved By (Actions) Delivered Through (activities and projects)
Delivered By (Resources) Key Dates
T.1 Prioritise connectivity in the Atlantic Gateway by road, rail and water, and enhance the Gateway's national and international connectivity
Improving pinchpoints and providing additional capacity on the strategic road network to address the most immediate transport barriers to growth in the Atlantic Gateway.
Smart Motorways at M6 (Jn 16 - 19), M56 (Jn 5 - 12) and M62 (Jn 8 - 10)
Highways Agency, Local Transport Body (LTB), Local Growth Fund (LGF)
Influencing the Highways Agency to ensure its Route-Based Strategies prioritise capacity improvements at key motorway junctions and sections (Smart Motorways)
as above LTB, Local Authorities
Developing and delivering solutions to facilitate economic growth on key Atlantic Gateway corridors
Capacity improvements along the A54 corridor (between the M6 and Winsford and through to the A51 at Tarvin), improved link between M6 and Congleton and improvements to the A51 corridor
LTB, LGF, Local Authorities
Rail improvements: to ensure centres of population and employment are connected by reliable and frequent services and provide improved access by rail to employment opportunities and international markets.
Reinstate the Halton Curve to passenger traffic; electrification of Liverpool to Manchester Cheshire Lines; electrification of Crewe to Holyhead line; improvements to increase line speeds and frequencies; upgrade to mid-Cheshire Line; commission feasibility study to investigate options for direct rail access to Manchester Airport from C&W
Network Rail, Merseytravel, Cheshire West & Chester Council
2016/17
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Ref: Outcome(s) Achieved By (Actions) Delivered Through (activities and projects)
Delivered By (Resources) Key Dates
Improve network resilience: develop and deliver solutions to address reliability problems on the network, improve access to Port Warrington to facilitate increased freight to travel along the Manchester Ship Canal
New high level crossing of the Manchester Ship Canal in Warrington; upgrading existing swing bridges to improve network efficiency; maintain critical structures on key routes
T.2 Improve connectivity between Crewe, M6 and mid-Cheshire towns to unlock development in Crewe High Growth City
LTB Major schemes: deliver schemes in the Development Pool to improve transport conditions for economic growth
Crewe Green Roundabout
Congleton Link Road
Middlewich Eastern Bypass
Crewe Northern Growth Corridor
LTB, LGF, Cheshire East Council
Unlock new development land; open up currently inaccessible land for potential development in sustainable locations through delivery of new infrastructure
Rail electrification; improved accessibility in key growth corridors; improve A500 south of Crewe, safeguarding existing key routes (A51 and A54)
Cheshire East Council, Network Rail, LGF
T.3 Improve access to unlock priority employment and housing sites across the LEP area
Work with Local Transport Authorities, planning authorities, developers and transport operators to deliver a range of viable sustainable transport mode options for work and leisure
progressing a number of non-development pool LTB schemes; Chester Transport Strategy Phase 1 and 2; Warrington Waterfront Transport Infrastructure Schemes Phase 3 (east and west); Omega local roads; A34 improvements at Handforth East
LTB, Local Authorities, LGF
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Ref: Outcome(s) Achieved By (Actions) Delivered Through (activities and projects)
Delivered By (Resources) Key Dates
H.1 Resourcing the sub-region to champion housing growth - a Housing Action Team
Creation of a Housing Core Team focussed on co-ordinating the market and bringing together private, public and RP investors and facilitators, providing intelligence, strategy development, programme management and operational support to the Housing Board
Market coordination (ensuring full communication between the market and its players), housing intelligence, sub-regional housing strategy development and investment planning, promoting the delivery of high quality homes and places, programme management and delivery, operational support
Creation of three new posts at a sub-regional level, supplemented by secondments as appropriate. Suggested annual cost of £250,000 per year to cover staffing, overheads and provide a budget for commissioning
2015/16
Creation of a time-limited Housing Taskforce focussing on securing development by helping, where appropriate, consented schemes through to implementation.
Providing focus on sites where there are barriers to the delivery of new homes, working with landowners to identify a range of potential responses.
Estimated cost of £150,000 per year for 3 - 5 years to cover staffing and overheads (less partner secondments)
2015/16
H.2 Housing Innovation Support Testing the viability and deliverability of emerging models and niche markets to meet the needs of current and future communities across Cheshire and Warrington.
Build to Rent pilots - commissioning research to gauge the requirements of investors and reflecting this to review development opportunities; commissioning a study to establish the spectrum of needs across Cheshire and Warrington for retirement housing and to coordinate identified need with potential development sites; commission a study to review alternative opportunities for promoting self-build and custom self-build within the private and public sector
Registered Providers, Developers, Local Authorities
2016/17
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Ref: Outcome(s) Achieved By (Actions) Delivered Through (activities and projects)
Delivered By (Resources) Key Dates
Coordinating private and public sector partners to assemble a package of support (particularly in relation to funding guarantees, expertise and land assets) to facilitate the delivery of pilot projects.
Bring forward proposals for initial pilots for Build to Rent, innovative specialist retirement housing and self build. Establish and promote opportunities for self-build
Registered Providers, Developers, Local Authorities
2016/17
In.1 Promoting Cheshire and Warrington as open for business
A series of activities delivered that focus on Cheshire and Warrington's assets and designed to increase the profile of Cheshire and Warrington as a place to invest and do business
Development of a plan setting out priorities for promotional activities; publicising the area's existing physical assets in promotional materials; marketing the strengths of Cheshire and Warrington a place to live and do business; demonstrating support for planned investments; active marketing of Cheshire and Warrington to potential incoming investors; publicising new investments as they are made
Alignment of existing partner activity plus estimated additional £50,000 - £100,000 per annum.
2016/17
In.2 Developing a 20-year Infrastructure Investment Plan
Mapping of infrastructure investment requirements across a range of infrastructures
Commissioning of mapping activity Indicative requirement of £100,000 - £150,000 identified for this work
2015/16
Identification of funding opportunities and delivery mechanisms to take require infrastructure works forward
included above
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Ref: Outcome(s) Achieved By (Actions) Delivered Through (activities and projects)
Delivered By (Resources) Key Dates
B.1 Supporting Business Excellence in Cheshire and Warrington
Development of core business support programme
Development and ongoing management of a consistent Business Support Service; support for the Social Enterprise Sector; facilitation of access to National programmes; strengthening relationships between SME supply chains and 'larger' businesses; enhancing sub-regional capacity to manage external business relationships and attract investment from outside the sub-region; building on and strengthening existing private sector networks as sources of advice to businesses
Indicative cost of £1m per annum
2015/16
B.2 Cheshire and Warrington Energy Cluster Development
Developing a series of key high level activities to support the development of an energy cluster in Cheshire and Warrington
Development and communication of a long-term cluster development strategy; provision of executive capacity to oversee delivery of the strategy; support for firms within the cluster to develop linkages; supporting creation of an 'open innovation' ecosystem; undertaking a regular programme of market intelligence / foresight research; developing competitive hard and soft infrastructures
Energy Cluster Development Manager (to be appointed); website development; programme of networking events; research foresight activity (to be commissioned). Indicative annual cost £200k
2016/17
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Ref: Outcome(s) Achieved By (Actions) Delivered Through (activities and projects)
Delivered By (Resources) Key Dates
Iv.1 Innovation and Smart Specialisation Plan
Developing an Innovation Plan for the sub-region, providing a clearly articulated framework for innovation development for the next 10 years
Formation of an Innovation Plan Working Group and Governing Board; development of the Innovation Plan including evidence gathering, specification an consultation phases; specifying, costing and readying a detailed and substantive action plan comprising short, medium and long term actions
Indicative cost of £85k to prepare the Innovation and Smart Specialisation Plan (to be commissioned); £200k per annum for Innovation plan Implementation Team; £150k per annum of campaign funds over five years
2016/17
Research and refine innovation roadmaps for principle components, sectors and technologies of Cheshire and Warrington's innovation offer.
SWOT analysis; reference to the European 'Smart Specialisation' agenda for smart differentiation; review of (and benchmarking with) good practice in similar economies (UK and globally)
TBC TBC
Designing, developing and publishing annually the 'Cheshire and Warrington Innovation Index' benchmarking innovation in the sub-region with selected competitor areas
Indicative cost £40k per year 2016/17
Iv.2 Innovation Networks and Engagement Activity
Stimulating and developing a range of networks, operating across the sub-region, to promote and facilitate innovative thinking and behaviours.
Appointment of dedicated Innovation Networks Animateur; developing an active programme of events to build innovation networks within and without the sub-region; development, installation and maintenance of a digital platform for the network;
£100k per annum for Networks Animateur; £25k for development of digital platform; £25k per annum maintenance for digital platform; £60k per annum for Innovation Community Chest; £50k per annum for publicity, publications and media
2016/17
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Ref: Outcome(s) Achieved By (Actions) Delivered Through (activities and projects)
Delivered By (Resources) Key Dates
Using the above networks within the Cheshire and Warrington geography to support a stronger and more connected sub-region, where there is greater understanding of what is being done around innovation and purposeful opportunities for collaboration around innovation issues identified and brokered
Developing a strong emphasis on establishing innovation networking as a 'second-nature' activity, and trying to develop a pervasively more 'open to innovation' culture within and across the sub-region
included above 2016/17
Radically growing Cheshire and Warrington's connectedness on innovation issues (at home and abroad), to other places and their centres of expertise.
included above 2016/17
Establishing the network as a branded asset serving inward investment.
included above 2016/17
S.1 Developing a partner co-designed employability programme
Contributing to the SEP-wide vision to achieve an active and engaged community through high levels of employment
Support for skills development in those sectors and areas of expertise in greatest demand amongst local employers; brokering opportunities between local residents and employers to secure work placements, apprenticeships and direct employment opportunities; promoting and supporting self-employment, entrepreneurship and enterprise as routes out of worklessness
£40 million over seven years primarily sourced from ESF matched by opt-in partner resources.
From 2015/16
Supporting the strategic imperative to achieve Smart Specialisation and
Innovative initiatives to support disengaged young people and adults
Included above From 2015/16
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Ref: Outcome(s) Achieved By (Actions) Delivered Through (activities and projects)
Delivered By (Resources) Key Dates
restore the productivity premium by increasing engagement levels and supporting people to play an active role in growing sectors of the economy
to enter and progress in employment, including community led approaches to support engagement.
S.2 Agreeing a Big Lottery funded programme to engage disadvantaged groups and those furthest from the labour market
Supporting the LEP vision to improve economic engagement and performance
Addressing barriers to training and work amongst target communities; developing locally specific inclusion initiatives; providing work experience opportunities to help people build their skills and confidence; supporting capacity building within social enterprises and community groups to address support needs.
£22 million over seven years funded by ESF and the Big lottery Fund
From 2015/16
S.3 High quality FE estate and supporting capital investments to support economic growth
Interventions to ensure FE facilities remain fit for purpose, eliminating any estate that is category C or D, and supporting growth in national centres of excellence.
Estate improvements at Reaseheath College and Mid Cheshire College. Investment in specialised facilities for Agri-Tec and Engineering at Reaseheath College.
FE Capital Fund, FE providers, 2015/16 – 2016/17
S.4 Increased employer investment and demand for skills
A high quality, employer-focussed further education infrastructure
Development of Employer Business Hubs at Warrington Collegiate, West Cheshire College, Macclesfield College, Reaseheath College, Mid Cheshire College and South Cheshire College.
FE Capital Fund, FE providers, 2016/17
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Ref: Outcome(s) Achieved By (Actions) Delivered Through (activities and projects)
Delivered By (Resources) Key Dates
F.1 Develop fund to support investment in SME's through a mixture of debt, equity and quasi-equity
Developing further phase of North West Fund
Support for skills development in those sectors and areas of expertise in greatest demand amongst local employers; brokering opportunities between local residents and employers to secure work placements, apprenticeships and direct employment opportunities; promoting and supporting self-employment, entrepreneurship and enterprise as routes out of worklessness
£40 million over seven years primarily sourced from ESF matched by opt-in partner resources.
From 2015/16
F.2 Develop fund to support investment in employment-led projects and developments
Developing further phase of Evergreen Fund
Innovative initiatives to support disengaged young people and adults to enter and progress in employment, including community led approaches to support engagement.
Included above From 2015/16
F.3 Development of Local Impact Fund Addressing barriers to training and work amongst target communities; developing locally specific inclusion initiatives; providing work experience opportunities to help people build their skills and confidence; supporting capacity building within social enterprises and community groups to address support needs.
£22 million over seven years funded by ESF and the Big lottery Fund
Development of LEADER Programme
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ANNEX D: Partners and Stakeholders engaged in developing the SEP
Working Groups
Access to Finance
Alex Thompson, Cheshire East Council
Andrew Hague, Howard Worth
Anton Stirrett, Hillyer McKeown LLP
Caroline O’Brien, Cheshire East CVS
Cllr Keith Musgrave, Cheshire West and Chester
Cllr Peter Raynes, Cheshire East Council
Cllr Russ Bowden, Warrington Borough Council
Council Cllr Terry O’Neill (Chair), LEP Board Member and Warrington Borough Council
Danny Mather, Warrington Borough Council
Dave Furnival, National Westminster Bank plc
Gordon Richardson, Make It Macclesfield
Kevin Janes, Cheshire and Warrington Social Enterprise Partnership
Lynton Green, Warrington Borough Council
Mary Gillie, Mary Gillie Associates
Paul Breen, Business Finance Solutions
Richard Fair, National Farmers Union
Building our Business Base
Carol Young, Cheshire East Council
Caroline Bedell, Country Landowners Association
Cllr Dan Price, Warrington Borough Council
Cllr Don Hammond, Cheshire West and Chester Council
Cllr Peter Groves, Cheshire East Council
Colin Brew, West Cheshire and North Wales Chamber of Commerce
David Pollock, Chess Telecom
Iain Paton, Cheshire West and Chester Council
Jeff Hardman, Barnhill Marketing and Institute of Directors
Jim Gill, Specialist Adviser
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Building our Business Base
Kevin Janes, Cheshire and Warrington Social Enterprise Partnership
Martin Wood, BIS
Matthew Morris, Bolesworth Estate and Rural Regeneration Board
Nigel Schofield (Deputy Chair), LEP Board Member and Northenden Diamond Travel
Phil Orford, Forum of Private Business
Richard Goodwin, Country Landowners Association
Robert Davis, (Chair) LEP Board Member and EA Technology
Steve Harvey, Hillyer McKeown LLP
Steve Park, Warrington & Co
Susan Spibey, Birchwood Forum
European Working Group
Colin Billingsley, DWP
Cllr Ken Butler, ChALC
Frank Collins, Learning Together and The Hope Centre
Pernille Kousgaard, Strategic Special Advisor
Cllr Mike Jones, LEP Board Member and Cheshire West and Chester Council (Co-Chair)
Francis Lee, Cheshire West and Chester Council
Paul Nolan, The Mersey Forest
Krista Patrick, Enworks
Mike Rance, Make It Macclesfield CIC
Charlie Woodcock, University of Chester
The Venerable Ian Bishop, Faith Communities
Lynn Collins, TUC
Liz Demaisen, on behalf of Warrington & Co.
Ola Dykes, DCLG – GDT
Andy Farrall, Warrington Borough Council
Peter Henderson, Bank of America
David Hunter, DeFRA
Revd Stephen Kingsnorth, Faith Communities
Nicola Lavin, DCLG – GDT
Cllr Herbert Manley, Cheshire West and Chester Council
Cllr Terry O’Neill, LEP Board Member and Warrington Borough Council (Co-Chair)
Paul Radcliffe, Environment Agency
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European Working Group
David Rowlands, Country Land and Business Association
Caroline Simpson, Cheshire East Council
Infrastructure and Connectivity
Andrew Ross, Cheshire East Council
Cllr Kay Loch, Cheshire West and Chester Council
Cllr Linda Dirir, Warrington Borough Council
Cllr Michael Jones, LEP Board Member and Cheshire East Council (Chair)
David Smyth, Swansway Garages
Delyse Bayley, Homes and Communities Agency
Gary Collins, Cheshire and Warrington LEP
Gordon Richardson, Make It Macclesfield
Henry Brooks, Tatton Estate
Jeannie Gardiner, Cheshire Voluntary Action [Andy – check organisation please]
Julian Cobley, Cheshire East Council
Louise Morrissey, LEP Board Member and Peel Holdings (Deputy Chair)
Mark Chadwick, Environment Agency
Mark Waite, Bloor Homes and House Builders Federation
Paul Molloy, Paul Molloy Associates
Pete Waterman, LEP Board Member (Deputy Chair)
Philip Jackson, ChALC
Steve Hunter, Warrington BC
Innovation
Aidan Manley, Cheshire and Warrington LEP
Alison Cullen, Warrington Voluntary Action
Alison Knight, Cheshire West and Chester Council (representing Charlie Seward)
Andy Duxbury, Aaron and Partners
Andy Farrall (Warrington Borough Council)
Andy Smith, Federation of Small Businesses
Charlie Seward, Cheshire West and Chester Council
Cllr Andrew Dawson, Cheshire West and Chester Council
Dr Martin Ashcroft, Deputy Chair, Tata Chemicals and LEP Board Member
Helen Seagrave, EnWorks
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Jez Goodman, Cheshire East Council (representing Caroline Simpson)
Joanne Shelley, Hillyer McKeown LLP
Kate Gamble, Environment Agency
Lawrence Bellamy, University of Chester
Lynne Jones, Make It Macclesfield
Mike Rance, Make it Macclesfield
Professor Malcolm Bennett, University of Liverpool
Professor Tim Wheeler, Chair, University of Chester and LEP Board Member
Steve Bennett, Transition Plus
Promoting Cheshire and Warrington:
Barrie Kelly, Marketing Cheshire
Brendan Flanagan, Cheshire East Council
Carol Berry, Chester Voluntary Action
Chris Koral, Chair Cheshire Region Local Nature Partnership
Cllr Gareth Anderson, Cheshire West and Chester Council
Elaine Dunn, EPN AOVC
Graham Ramsbottom (Deputy Chair), LEP Board Member and Wheatsheaf Investments Ltd
Howard Hopwood (Chair), LEP Board Member and Harman Technology Ltd
Katrina Michel, Marketing Cheshire
Lesley Brown,Cheshire and Warrington LEP
Mitch Pool, Warrington Borough Council
Paul Gallon, Park Royal Hotel
Richard Milkins, Cheshire East Council
Sarah Flannery, Dimension Creative Limited
Tony Jones, Make It Macclesfield and Orbit Developments
Skilled and Productive Workforce:
Annette McDonald, Reaseheath College
Chris Baker, Learning Together Cheshire and Warrington and LEP Board Member (Deputy Chair)
Cllr David Brown, Cheshire East Council
Cllr Tom Parry, Cheshire West and Chester Council
Colin Brew, West Cheshire and North Wales Chamber
Debbie Corcoran, Skills Funding Agency
Diane Wright, Manchester Metropolitan University
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Skilled and Productive Workforce:
Gareth Hopkins, Warrington Borough Council
Ian Knowlson, Selling Success
Jacky Forster, Warrington Borough Council
Janet O’Connor, Job Centre Plus
Janice Wooley, Total People
Justine Watkinson, Hillyer McKeown LLP
Laura Smith, Disability Information Bureau
Lesley Brown, Cheshire and Warrington LEP
Lisa Conway, Cheshire West and Chester Council
Meredydd David, Reaseheath College and LEP Board Member (Chair)
Paul Hafren, Warrington Collegiate
Peter Cavanagh, Cheshire East Council
Phil Orford, Forum of Private Business
Roz Atherton, Cheshire and Warrington LEP
Sharon Inch, Oliver Valves Limited
Susan Spibey, Birchwood Forum
Strategic Workshops
Stakeholders
Alan Barton, Square One Lifestyle Homes
Alan Tranter, baker tilly
Alison Amesbury, Cheshire West & Chester Council
Andrew Ross, Cheshire East Council
Andy Gatcliffe, Warrington Wolves
Andy Seddon, Cheshire West & Chester Council
Brian Birtwistle, Birtwistle Property Consultants
Carol Young, Cheshire East Council
Charlie Woodcock, university of chester
Chris Capes, CW&C
Christine Gaskell MBE, Cheshire & Warrington Local Enterprise Partnership
Christophe Hesbert, Abode Chester
Cllr Terry O'Neill, Warrington Borough Council
Colin Brew, West Cheshire & North Wales Chamber of Commerce
Colin Daniels, Warrington Chamber of Commerce & Industry
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Stakeholders
Darren Lawless, Cheshire East Council
Dave Furnival, Nat West Bank
David Rowlands, European Single Programme Working Group
David Watson, East Cheshire Chamber of Commerce
Diane Wright, Manchester Metropolitan University
Dr Martin Andrews, Northwest Automotive Alliance
Edward Greenhalgh, E.E.G. Consultants
Elaine Chadwick, West Cheshire College
Francis Lee, Cheshire West and Chester Council
Helen Seagrave, ENWORKS
Herbert Manley, Cheshire West and Chester
Iain Paton, Cheshire West & Chester Council
Ian Foster, National Westminster Bank
Jane Baker, Cheshire West & Chester Council
Jane Harrad-Roberts, Marketing Projects
Jane Pearson, University of Chester
Jane Staley, Groundwork Cheshire
Janice Woolley, Total People Limited
Jo Lappin, Cheshire & Warrington Local Enterprise Partnership
John Newton-Jones, West Cheshire
Karl Connelly, Cheshire West & Chester Council
Kevin Janes, Cheshire & Warrington Social Enterprise Partnership
Kevin Murphy, BiG Storage Ltd
Laura Evans, Marketing Cheshire
Laura Young, Marketing Cheshire
Lesley Brown, Programme Office - Cheshire & Warrington
Lesley Bassett, Cheshire West & Chester Council
Lisa Conway, Cheshire West & Chester Council
Mark Briegal, Aaron & Partners LLP
Mark Chadwick, Environment Agency
Mark Waite, Bloor Homes
Martin Wood, Department for Business, Innovation & Skills
Melissa Parsons, Cheshire West and Chester Council
Michael Holligan, Barclays Bank
Cheshire and Warrington Matters - a Strategic Economic Plan for Cheshire and Warrington DRAFT as at 25 March 2014
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Stakeholders
Mike Dowse, Square One Lifestyle Homes
Mike Hawes, Bentley Motors
Neville Chamberlain, Cheshire Business Leaders
Nicola Lavin, DCLG
Nigel Schofield, Northenden Diamond Travel
Ola Dykes, DCLG
Paul Gallon, The Park Royal Hotel - Q Hotels
Paul Hafren, Warrington Collegiate
Paul Kirkbright, University of Chester
Paul Molley, Paul Molley Associates Ltd
Paul Taylor, Taylor Estates
Peter Crompton, BE GROUP
Peter Swift, South Cheshire College
Phil Orford, Forum of Private Business
Robert Davis, LEP Board Member
Sarah Lalieu, Canal & River Trust
Stuart Hulse, ChALC
Susan Spibey, Birchwood Forum
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ANNEX E: Project Proformas
PROVIDED UNDER SEPARATE COVER
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