Lancashire Enterprise Partnership is led by a Board of 19 directors who contribute a wide range of expertise. The majority are from the private sector, representing major employers and small and medium enterprises, while the public sector is represented by experts from higher education and (5) political leaders from Lancashire’s 15 local authorities. Members of the Board bring senior level experience across engineering and manufacturing, property, accountancy, retail, utilities, support services and higher education.
It is the responsibility of the LEP Board to consider and agree all key policy and investment decisions, including proposals to develop and engage with cross-boundary and cross-LEP initiatives. When considering and approving the LEP’s engagement in cross-boundary initiatives, there must be evidence of the strategic value of this proposed activity along with the clear identification of any governance and/or resource implications.
In 2011 the Board commissioned an independent review, undertaken by Professor Michael Parkinson of Liverpool John Moores University, to help identify what the main priorities should be. The review gathered evidence from a series of interviews and focus groups with key figures from the business community and public sector, and an analysis of existing approaches.
The findings have led to us adopting a ‘best business case’ model to direct available resources into investment priorities and a strategic outlook that focuses on some key areas for development:
- Raising the profile and visibility of Lancashire
- Inward investment and strategic development
- Business support
- Supply chain and sector development
- Skills development
A number of Directors have specific responsibility (champions) for the LEP’s strategic growth programmes in these 5 development areas and Chair the LEP’s sub-committees. Chairs of the LEP’s sub-committees attend meetings of the Performance Committee on a rotational basis, reporting progress, issues and risks.
The LEP’s Assurance Framework will also be modified in early 2019 to increase the current number of Directors to help accelerate change in line with the LEP Review. Moving forward, the Board will also make changes to its supporting committee structure. This includes the establishment of an Innovation Board with a work programme informed by a new Innovation Plan as the Board repurposes the focus of the LEP. This Board will provide the opportunity to invite new business leaders, with different areas of expertise and from more diverse backgrounds, to work with the LEP. It is expected that a number of new business leaders may eventually join the main LEP Board as part of our succession planning. The establishment of this new Committee will ensure the LEP is also strongly placed to deliver a Local Industrial Strategy in the context of Government’s national Industrial Strategy.
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