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									                             INVITATION TO TENDER

     RENEWABLE AND LOW CARBON ENERGY CAPACITY STUDY FOR
                 YORKSHIRE AND THE HUMBER



Introduction

1.    Local Government Yorkshire and Humber (LGYH) is commissioning this work.
      LGYH is the regional partnership for Local Authorities which enables them to
      work together and collaborate on issues of common purpose. See
      www.lgyh.gov.uk. LGYH are also jointly working on the Yorkshire and Humber
      Regional Strategy on behalf of the Local Authority Leaders Board.

2.    The purpose of this commission is to ensure that the forthcoming Yorkshire and
      Humber Regional Strategy (the Single Regional Strategy) is supported by
      robust evidence on the availability of and deployment opportunities for a range
      of renewable and low carbon energy options.

3.    This study will be prepared in the context of the Single Regional Strategy’s
      challenging timetable and be initially driven by as yet unfinished Government
      methodology. LGYH wish to ensure that this study is “built from local” as it will
      ultimately be delivered locally. We also wish to go further than target setting
      and ensure that whatever renewable and low carbon energy is needed and
      available in the region - to provide for our climate change obligations and
      ensure our energy security - is deliverable. Consultants will therefore be
      expected to provide a tender based upon:

         ability to work with a range of stakeholders (some of whom will be
          undertaking parts of the data gathering / analysis) from regional partners to
          local authorities,

         experience in the field (including, around ensuring delivery), and

         flexibility (including, the way in which this study is likely to be shaped by
          stakeholders).

4.    A Steering Group, led by Local Government Yorkshire and Humber, will
      oversee the commission. Other members of the Steering Group include
      Government Office Yorkshire and Humber; Yorkshire Forward, CO2 Sense, the
      Environment Agency, Natural England, English Heritage, the Energy Savings
      Trust, the Forestry Commission and local authority representatives from the
      Functional Sub-Regions. The successful consultant will be expected to foster
      close and constructive working relations with members of the Steering Group
      both through attending meetings and one to one liaison. The Steering Group
      will also endeavour to engage with the private sector utility groups, power
      companies and private sector installers at appropriate stages.




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5.    The region’s Spatial Planning Board will also make key contributions to the
      process at appropriate stages and it is also expected that aspects of the study
      will also be reported to the Region’s new Sustainable Development Board.



Background

6.    In July 2009, the Government launched the Renewable Energy Strategy which
      set out the measures that the Government will pursue to achieve the target to
      source 15% of the UK’s energy needs from renewables by 2020. The RES
      forms an important part of the wider Low Carbon Transition Plan also published
      in July 2009, which details how the Government intends to reduce UK CO2
      emissions to 34% below 1990 levels by 2020, and keep within prescribed
      carbon budgets in the intervening period. Ultimately, the Government is
      committed to reducing emissions to 80% below 1990 levels by 2050.

7.    The Local Democracy Economic Development and Construction Bill requires
      responsible regional authorities to produce a Single Regional Strategy,
      replacing existing Regional Spatial Strategy and Regional Economic Strategy.
      These single regional strategies will be required to contain policies that set
      ambitious regional targets for renewable, as well as some form of low carbon,
      energy and will be key to delivering the aspirations of the RES and Low Carbon
      Transition Plan.

8.    While identifying the potential for renewable and low carbon energy in the
      region is about delivering our responsibilities on the climate change agenda a
      more decentralised energy supply network offers significant security of supply
      and the prospect of wider economic benefits. To that end, and as befitting a
      wide ranging strategy the study should not only focus on climate change.

9.    The Renewable Energy Strategy makes clear the Government’s commitment to
      supporting regions in taking a proactive, evidence based approach to identify
      appropriate opportunities for renewables as well as any genuine constraints to
      deployment. As part of this support package the Government committed to
      bringing together key stakeholders to develop a robust methodolical approach
      for mapping the opportunities and constraints for renewables deployment in any
      given area at a strategic level, and up to £1.2 million of support to all regions
      applying the methodology.

10.   Yorkshire and Humber have been successful in securing £150,000 of funding
      from DECC for the study. Unfortunately it is not clear how secure this funding
      will be post-April 2010.

11.   To date, the Single Regional Strategy development process (called the
      Yorkshire and Humber Strategy in this region) has been based on draft
      guidance from Government1. The Local Democracy, Economic Development
      and Construction Bill received Royal Assent in Autumn 2009, but will not be
      fully enacted until April 2010.



1
  Draft Policy Statement on Regional Strategies and Guidance on Establishing Regional
Leaders Boards
(http://www.communities.gov.uk/documents/planningandbuilding/pdf/1303429.pdf).


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12.   The guidance sets out how the new single regional strategies will replace
      existing strategies, and the different and overlapping responsibilities that the
      current regional bodies have for them. One of the overarching aims is to
      simplify the regional strategy development process, with a common timeline
      ensuring alignment of decision making and implementation of economic, spatial
      and other priorities. More detail on our approach to the Yorkshire and Humber
      Strategy (the YH Strategy) is contained within the Project Plan that has been
      submitted to the Secretary of State and is attached as Annex 1.

13.   As the Project Plan shows the timetable for the YH Strategy is challenging and
      suggests evidence will have been collated and analysed to inform policy
      options for consultation before summer 2010. The region therefore wishes to
      have completed the Renewable and Low Carbon Energy Study (the Study) by
      June 2010.

14.   The Project Plan also contains details of the approach to sub-regional
      assessments. This means of ensuring that regional strategy is “built from local”
      evidence is important in the context of this Study and its outputs. In effect the
      study should always consider what issues are:

         genuinely regional (requiring regional added value and expertise, involving
          wider regional players and crossing boundaries),

         sub-regional (where authorities can come together to achieve economies
          of scale and address more local cross-boundary issues) and

         local (truly the responsibility of local authorities to deliver).

15.   The Project Plan also notes that there are six workstreams within the YH
      Strategy. Consultants should be aware that the renewable energy issue falls
      across a number of these workstreams.



Current evidence base, plans, policies and programmes

16.   A robust evidence base is a critical part of the development process. At the
      Examination in Public the Responsible Regional Authority will need to show a
      clear trail of options generation, appraisal, selection or rejection and the role
      that Integrated Appraisal has played in the development of policies on
      renewable energy.

17.   The Yorkshire and Humber Region already has a wealth of information about
      the capacity to deliver renewable and low carbon energy. Annex 2 highlights
      what areas of work and evidence public sector or part public sector delivery
      bodies currently are engaged in.

      Sub-Regional Energy Assessment

18.   A Sub-Regional Renewable Energy Assessments and Targets Study
      (SREATS) was undertaken in 2004 by AEA Technology on behalf of GOYH and
      the then Regional Assembly. The results were fed into preparation of the
      Regional Spatial Strategy, which was adopted in May 2008. SREATS identified
      potential renewable energy targets at a regional, sub-regional and local
      authority level to 2010 and 2021. The study suggested that most of this


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      renewable energy might come from wind turbines and biomass for co-firing in
      the Selby power stations (Drax, Eggborough and Ferrybridge) to 2010 and that
      other technologies such as photovoltaics would be increasingly significant
      thereafter, and help deliver more renewable energy to 2021

      RSS Targets

19.   Since 2004, when the targets were first made available in the Draft Regional
      Spatial Strategy, some progress across the region to install renewable energy
      has been made. Taking into account extant planning permissions the region is
      on course to meet its 2010 targets. There has, however, been an issue with the
      monitoring of installed capacity. Work undertaken by ARUP consultants for the
      Department of Communities and Local Government in July 2009 revealed that
      the region’s installed capacity was someway short of that reported through
      Annual Monitoring Reports. This is something that the most recent data
      request of local authorities in the region seeks to address. A report on the
      state of renewable energy monitoring in the region will be available in Mid –
      January 2010.

      Feeding into the study

20.   At this stage it is considered that there will be little primary data gathering. As
      confirmed by the DECC methodology the evidence should be readily available
      from a number of bodies.

21.   Consultants will need to provide a view on the quality and spatial specificity of
      the evidence to ensure that it can be used in a consistent manner (e.g. its
      appropriateness for establishing regional, sub-regional and local messages).

22.   It was hoped that a gap analysis would be undertaken prior to commissioning
      for this study so as to enable more clarity on the evidence base which is
      currently available for the region. Unfortunately this has not been possible. It is
      suggested that LGYH and the Steering Group work with the consultants on this
      initial gap analysis during the very initial stages of the commission.

23.   There is potential for some of the pieces of evidence required to be provided by
      Government themselves, especially where this is held by Government Agencies
      or Departments e.g. hydro potential.

24.   To that end, at this stage, it is difficult to be precise about the level of data
      gathering and gap analysis that the consultants would be expected to carry out.
      Views from consultants on this issue would be welcomed.



Scope

25.   Since 2004 the renewable energy scene has changed significantly. In the
      Renewable Energy White Paper of 2003 there was a hope that renewables
      would form 10% of our electricity by 2010. There is recognition, in the UK
      Renewable Energy Strategy that more than 30% of our electricity now needs to
      be generated from renewables, up from only 5.5% today. The UK Strategy also
      expects that a greater proportion of our heat is generated from renewables,
      something that SREATS only briefly considered. The energy market has also
      changed; the introduction of the Renewables Obligation ensures that particular


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      renewable energy options have a greater likelihood of delivery and Feed In
      tariffs look set to encourage a marked increase in micro-generation.

26.   In recognition of these changes the UK strategy wants regional targets to
      include a wider scope of renewable and low carbon options, not only for
      renewable options but also for those that generate less carbon and not only for
      electricity but also for heat. The RLCES will therefore build on and update the
      previous SREAT to set future targets and address gaps in the evidence base.

27.   Setting targets alone will not be sufficient to address the renewable energy
      challenge in the UK. Integral to the process of target setting and policy
      development through the Yorkshire and Humber Strategy will be a focus on
      delivery. The project plan highlights the importance of implementation and
      delivery and has identified a task group to lead specifically on this area. Using
      experiences of preparing and delivering the RSS and its implementation plan
      will be valuable in this. As part of the Implementation Plan for the Regional
      Spatial Strategy various barriers to renewable energy deployment were
      identified by local authorities in the region. These include:

         the need to clarify regional and national policy – through signposting and
          summary;
         the lack of local political commitment to national targets;
         an understanding of viability and the impacts that this will have on delivering
          decentralised/micro-generation through new developments;
         the opportunities for funding streams – for developers and local authorities;
         understanding the market, including installers and providers of micro-
          generation technologies;
         confusion over landscape and built environment issues;
         delivering targets and local barriers to meeting them;
         ensuring community involvement from an early stage;
         developing an evidence base / planning for installed capacity and
          decentralised renewable and low carbon energy and negotiation with
          developers.

28.   So as to tackle some of these issues LGYH and Yorkshire Forward prepared a
      Renewable Energy Toolkit in 2008/09. There is an expectation that this will
      evolve alongside the preparation of the Strategy. This is available at
      www.renewable-energy-toolkit.org.uk.

29.   LGYH are keen to ensure that this study provides consistent and clear outputs
      for local authorities so as to enable them to address the delivery barriers
      outlined above. While it will not be for the consultants to resolve all of these
      issues they should have them in mind throughout the study so as to identify
      opportunities throughout the process to assist in later delivery.

30.   One of the chief means of improving the likelihood of delivery will be a shared
      and consistent approach to a local evidence base that Local Authorities can
      use confidently when negotiating with developers and ensure that the right
      renewable and low carbon solutions are delivered in the right place at the right
      time. To that end, and given the regional, sub-regional and local outputs of this
      work consultants should ensure that the outputs of this study help evidence
      Core Strategy policies on opportunity areas for renewable energy. We are also
      keen to ensure that work on decentralised renewable and low carbon energy
      provides local outputs which can help establish targets in Core Strategies.



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31.   Consultants should provide a view on how far such a region-wide study could
      extend in delivering the PPS1 and PPS22 requirements on local authorities for
      their Core Strategy policies. Clearly, time will not permit a detailed local
      authority by local authority approach however it is expected that considerable
      added value and economies of scale can be realised within the region from a
      “built from local” approach to regional target setting. This will be an area which
      can be discussed in detail at the inception meeting. Consultants should identify
      clearly where such an approach would lead to considerable additional cost
      burdens on the study (and set out clearly what these costs would be) – this may
      be in areas such as spatial specificity of data.

32.   Improving the likelihood of delivery also involves bringing together the key
      delivery bodies who will be responsible for implementing the regional targets at
      a local level.

33.   While this work arises from a particular need to identify regional capacity for
      renewable and low carbon energy generation in the Regional Strategy it also
      provides an opportunity to help deliver other outcomes that are needed within
      the region:

         Greater alignment between bodies.

         Greater clarity around who is involved in the delivery of renewable and low
          carbon energy.

         Better links between infrastructure providers (including utility companies)
          and wider delivery partners.

         Addressing the capacity issues of local authorities.



Detailed requirements

34.   The DECC methodology and the good practice guidance accompanying PPS22
      should be followed. The exception to this will be where the steering group
      agrees that a different approach is needed for the region (including where
      regional stakeholders or consultants, through experience of undertaking such
      assessments, have more persuasive approaches).

35.   For the purposes of these detailed requirements outputs are expected to be
      produced on a local, sub-regional and regional scale expect where
      specified.

      A. Naturally available resource

          i.   LGYH will pull together current information using the steering group.
               Consultants will be required to assess existing information on a
               consistent basis i.e. is it the right spatial specificity. Best use of the
               plans and studies that already exist around this should be made e.g.
               the AEA study in 2004 and the North Yorkshire Study. They should
               also be aware of work that is ongoing within statutory agencies e.g.
               Environment Agency work on Hydro potential.




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   ii.    It is envisaged that CO2 Sense will provide the bulk of information
          required around biomass potential. Consultants should quote for time
          spent liaising with CO2 Sense on their approach to this so as to
          ensure that it fits within the wider study. If CO2 Sense are not able to
          provide this consultants should provide a quote for this aspect of the
          study separately.

   iii.   It is envisaged that the Energy Savings Trust will provide the bulk of
          the information on decentralised renewable energy for dwellings.
          Consultants should quote for time spent liaising with EST on their
          approach to this so as to ensure that it fits within the wider study. If
          the EST are not able to provide this consultants should provide a
          quote for this aspect of the study separately.

   iv.    It is envisaged that consultants will undertake work on heat mapping
          and opportunities for CHP and District Heating in line with the
          methodology. However, some expertise and information will be
          available from CO2 Sense and the EST to assist in this. The
          methodology is also currently not final as to the level of detail required
          for this aspect. Consultants and LGYH will also have to consider how
          outputs for this aspect of the study fit with the desire to provide both
          regional and local outputs given that Government wishes a more
          strategic and less detailed approach at a regional level.

   Output – GIS Maps of naturally available resources for renewable and low
   carbon energy generation

B. Technically available resource

   i.     Consultants will be required to estimate how much of the naturally
          available resource can be harnessed. They will need to provide a
          view as to the deployment of technology in this.

   ii.    CO2 Sense and the EST will provide information on biomass and
          microgeneration.

   iii.   The Steering Group should provide a view on this aspect of the study.
          Consultants should provide a view as to which other stakeholders
          should be involved at this stage.

   Output – GIS Maps of technically available resource and deployment curves
   for each technology as detailed in the methodology.

C. Physical environmental constraints

   i.     LGYH will pull together existing information on this aspect from
          steering group members especially the statutory environmental
          bodies, MOD and highways agency. Precise roles can be discussed
          at the inception meeting.

   ii.    Consultants will analyse the information gathered to provide a view on
          deployment potential.




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         iii.   It is envisaged that region-wide debate may be required at an early
                stage to address the issues of wind farm deployment, given its
                contentious nature.

         Output – GIS Maps of environmental constraints and revised potential for
         deployment of renewable and low carbon energy.

      D. Planning and regulatory constraints

         i.     Consultants will apply a set of constraints relevant to each technology
                from discussions with the Steering Group and other stakeholders.

         ii.    CO2 Sense and the EST will provide information on biomass and
                microgeneration.

         iii.   Consultants will explore ways in which these represent long term
                constraints or whether further actions could be taken to remove them.

         Output – Likely constraints around planning and regulatory frameworks and
         a revised potential of renewable and low carbon energy.

36.   The following aspects of the study are not covered by the methodology but
      LGYH would welcome consultants advising on the scope and cost of this work.

      E. Economically viable potential

         i.     Consultants should provide a brief summary of how they have or
                might address this issue in the study taking into account the nature of
                work so far, including the involvement of regional stakeholders such
                as CO2 Sense and Yorkshire Forward and the potential role that they
                may play in embedding an approach to this.

         Output – Methodology for the assessment of economic viability and
         undertaking of that methodology to enable a clear picture on the likely
         viability of each technology.

      F. Deployment constraints (supply chain)

         i.     Consultants should provide experience on these issues in order to
                help regional stakeholders ensure that targets set in the Yorkshire and
                Humber Strategy are deliverable.

         Output – A framework for delivery.

      G. Regional ambition – target setting

         i.     Target setting will be pursued through the Yorkshire and Humber
                Strategy Options Consultation in June 2010. Consultants should
                assist LGYH in transferring potential into a range of realistic and
                deliverable alternatives that can be readily appraised.

         ii.    Consultants should provide a view on the appropriateness of
                specificity around targets for different technologies given that the
                methodology suggests a single regional target.

         Output – Options for target setting at a sub-regional level.


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Note on Geographical Data

All Geographic Information should be presented in a consistent Arc Info format so
that it can be shared amongst stakeholders.

Timescales

The Study needs to be started as soon as possible now that preparation of the
Yorkshire and Humber Strategy is underway.

We therefore intend interviews to be held on the 18th and 20th January 2010 and
the inception meeting to be held on 25th Jan 2010.

The following indicative timetable is proposed and subject to discussion at the
inception meeting:

Stage     Jan       Feb       Mar       Apr        May       Jun       Jul
A
B
C
D
E
F
G
H



Costs

LGYH have been successful in securing £150,000 of funding from DECC.
However, only some of this funding will be made available to consultants for
their involvement in the study. It is intended that some of the key outputs
(around securing the long term delivery of targets and ensuring that their is
wider and long term on the ground ownership of the outcomes desired) will
require regional partners to be involved. To that end, it is recommended
that consultants provide a detailed costing for individual elements of the
work and ensure that where possible these do not exceed £120,000 in
total – taking into account the potential for other partners to be involved
in this work.

Please contact Martin Elliot if you need to discuss these terms.




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Providing a Quote

Quotes should include a detailed work programme describing the approach to
delivering a study and working with regional partners that meets all of the
requirements and principles set out above.

Quotes should be no longer than ten pages, with supporting information, including
CVs and experience, contained in Annexes.

Quotes should also include:

    Costings for each of the stages

    A clear indication of the proportion of time to be spent by each proposed team
     member throughout the duration of the commission, along with their day rates



Please note that this commission is dependent on the development of the
Single Regional Strategy remaining a regional and national priority. Should
this be deferred, or the process amended, for political or other reasons then
this commission will be concluded at the end of the current stage in the
appraisal process, or modified accordingly.



Award Criteria

The award criteria listed below are the criteria under which we will judge your tender
submission.

   The quality of approach to the project, including the demonstration of a clear
    understanding and interpretation of the brief

   Project management capabilities and processes, including timescales and
    methodology

   Project team members and their knowledge and experience of this work, and
    application to the regional, sub-regional and local levels

   The use made of existing evidence and expertise

   Value for money



Further Information

If you would like to discuss the detailed requirements of the tender please contact:

Martin Elliot
Planning Policy Manager
Local Government Yorkshire and Humber
18 King Street



                                                                                       10
Wakefield
WF1 2SQ

Tel: 01924 331 594
Mob: 07917 554926

E-mail: martin.elliot@lgyh.gov.uk

I will be available on 21st, 22nd and 31st Dec. Please ring my mobile at these times or
e-mail. Otherwise I will be back in the office from Mon 4th January 2010.

Please send quotes by e-mail to martin.elliot@lgyh.gov.uk no later than 12pm
on Thursday 14 January 2010.




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12
                                             Annex 1 – Project Plan

                   Yorkshire and Humber

               Integrated Regional Strategy

            (Draft) Project Plan – October 16 2009




Contents


Section 1    Yorkshire and Humber Approach

Section 2    Timetable

Section 3    Content (Workstreams and Lines of Enquiry)

Section 4    Management Arrangements

Section 5    Community Involvement Policy Statement

Section 6    Risk Management




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14
SECTION 1: THE YORKSHIRE AND HUMBER APPROACH
The co-ownership of the development and delivery of an
Integrated Regional Strategy for Yorkshire and Humber

Introduction

1.1     This Project Plan sets out a joint approach between Local Government and
Yorkshire Forward to the development of a single, Integrated Regional Strategy (IRS)
for the Yorkshire and Humber region. The IRS for Yorkshire and Humber will be a
new type of strategy and it will be developed in a very different way from work on
previous regional strategies. The project plan sets out a timetable for the preparation
of the IRS, the approach that will be taken to its development, and describes the
structures and methods through which its content will be managed and partners will
be involved.

1.2     For many years we have had a range of different strategies, prepared by
different agencies at regional level to address specific issues – in particular we have
had separate regional economic planning2 and regional spatial planning3
arrangements. This has made it more difficult to take ‘joined up’ action to tackle the
key economic, housing, transport and other challenges that Yorkshire and Humber
faces.

1.3     New legislation4 has now streamlined the process of strategy-making by
providing for a new single Regional Strategy that will enable us to join up work on
housing, planning, transport, climate change and economic priorities and a range of
related issues to give us a better opportunity to address the complex challenges that
face us. Although the legislation may not be fully enacted until April 2010, partners in
Yorkshire and Humber, led by the Joint Regional Board, have already started work to
develop this new type of Strategy and this project plan describes how this work will
be taken forward.

Purpose of a Regional Strategy

1.4    The IRS is intended to provide the region with a framework of how and where
sustainable economic growth will be delivered. In summary the Strategy will:

   focus on the long term, setting out a clear vision for all parts of the region over a
    15-20 year time frame;
   set a strategic framework to promote sustainable economic growth, contribute
    to sustainable development and tackle climate change;
   guide the activities, plans and investment decisions of public sector agencies,
    local authorities and other regional partners;
   prioritise development and investment in places and sectors;


2
  Previously carried out through the Yorkshire Forward-led Regional Economic Strategy
(RES)
3
  Previously carried out through the former Yorkshire & Humber Assembly-led Regional
Spatial Strategy (RSS)
4
  The Local Democracy, Economic Development and Construction Act


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   include regionally specific policies that do not just repeat national policy, and
    which cover the needs of urban, rural and coastal areas;
   be founded on a robust and credible evidence base; and
   be annually monitored and accompanied by a separate Implementation Plan.

1.5     These are very general principles but perhaps the most important issue for us
is to develop a Strategy that meets the very specific needs of the region and reflects
the distinctive arrangements that have been developed for collaborative working
across local authority boundaries in Yorkshire and Humber. In particular there is now
a clear focus on Sub Regional working.

1.6     The new legislation already enhances the statutory role of sub-regions and
upper tier local authorities in economic development and new patterns of
collaboration between local authorities are already emerging at ‘Functional Sub
Regional’ (FSR) level, reflecting the Functional economic areas that are a reality of
21st Century life. These Functional economic areas include the three City Regions of
Leeds, Sheffield and Hull and Humber Ports, together with York and North Yorkshire.

1.7    In the Leeds City Region this work has moved a stage further as a result of it
being given ‘pilot’ status by Government to explore opportunities for greater
devolution of power and decision-making to the sub-region.

1.8     This project plan will show how work on the new Integrated Regional Strategy
will be given a distinctive Yorkshire and Humber approach that takes account of
these new and emerging Sub Regional arrangements, based on the principles of joint
working.

Building from the Local Upwards

1.9     Building a sustainable and prosperous future for all the people of Yorkshire
and Humber will depend on building and shaping high quality places and local
communities (urban and rural, large and small) in which there is economic success,
sustainable development, social justice, good health, education and opportunity.
This is about creating places in which people want to live, invest and build their
futures – and that should be the focus of all our strategies and plans.

1.10 Local authorities, democratically accountable to local communities, are
central to the work of ‘place shaping’ and the primary focus of strategy-making and
action does need to be locally-based. However, not all the challenges that have to
be addressed to achieve the vision of building sustainable and prosperous
communities can be solved locally. Different problems and issues need to be tackled
at different spatial levels and some issues (such as responding to climate change,
tackling major imbalances in economic prosperity, dealing with the growing gridlock
on the region’s roads, making sure we have the energy, minerals and other
resources we need and managing waste) may need to be addressed – at least in
part – at a much wider level than a single local authority. In addition, many
organisations with the powers and budgets to make decisions about investment
priorities and to effect real change to communities operate at a scale larger than a
single local authority. This is where having a Regional Strategy can play a key role.

1.11 A critical feature in developing a successful new IRS for Yorkshire and
Humber will however, be to build a shared strategy and vision that is produced by
(and has support and commitment from) a wide range of partners at different levels –



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local, Sub Regional, regional and national. At the core of our approach is the
principle of subsidiarity - that things should be built up from the local level and that
there is an onus on ‘doing things at the right level’ to achieve the objective of
sustainable economic growth. Therefore, the presumption must be to start from the
Local. As set out above ‘Local’ is closest to people and communities, it is where
many issues bite ‘on the ground’, and it is the area at which direct democratic
accountability operates.

Functional Sub Regions

1.12 Clearly issues will need to be addressed at the level most appropriate to do
so, starting from the local level, and there will be a mixture of priorities that are local,
sub regional and regional. National government has also indicated that it will outline
its priorities for regions. For many issues that the IRS will address, it makes sense
that local authorities come together to work with Yorkshire Forward and other
partners at the level of the Functional economy.

1.13 It is perhaps ‘Functional Sub Regions’ that are the most distinctive feature
of Yorkshire and Humber. There are four such areas - each comprising a number of
local authorities and which are based on the reality of how the economy operates –
determined through factors including business structure, supply chains and
commuting patterns (see Map 1). The four Functional sub-regions are:

   Hull and Humber Ports City Region
   Leeds City Region
   Sheffield City Region
   York and North Yorkshire sub-region

1.14 These Functional sub-regions represent areas across which there is a high
degree of interdependence in terms of labour and business markets, travel to work
areas, housing markets and transport movements. Increasingly these sub-regions
are areas within which local authorities work collaboratively and engage with key
partners such as Yorkshire Forward and the Homes and Communities Agency (HCA)
to develop shared visions and strategies to tackle common problems. Again,
adopting the principle of building from the local upwards, the presumption should be
that the regional element of the IRS does not need to repeat or address issues where
action can be better taken Sub Regionally.

1.15 Strong and effective input from the Functional Sub Regions is a core
component of the IRS. Under the new arrangements, each Functional sub regional
level:

       Will undertake (or would determine how to present) the appropriate level of
economic analysis to inform IRS development, building on individual local authority’s
local economic priorities;
      Building on the economic analysis, determine the priorities for investment at
the Functional sub region level; and
       Input into spatial planning proposals for the IRS.

1.16 Yorkshire Forward and LGYH will work with FSRs to ensure capacity is
focused on this vital element in developing the IRS.




                                                                                          17
Map 1: Functional Sub Regions




Regional Joint Working

1.17 Building on the principles of subsidiarity outlined above, the focus of the
regional joint-working must be to complement and build on Sub Regional and local
strategies and interventions by focussing on issues where regional strategy and
action adds value. What does this mean for the prime focus of the IRS? Where can
it add value? The following suggests where the IRS can do this:
   Where large-scale issues – driven by national and international factors, for
    example – might benefit from a regional approach or action.
   Where a shared regional vision, direction and priorities can widen scope
    for collaboration between different parts of the region and where joint
    action can produce better results. The region – Yorkshire and Humber -
    may be the appropriate spatial unit in which some issues need to be
    resolved.
   Where there are economies of scale from collaborating regionally, either
    through avoiding duplication of similar work locally or Sub Regionally or
    because it is more efficient to deliver activity at a larger geographic scale.
   Where there is clear added value in having a regional strategy to influence
    national decision-makers or agencies whose strategies and plans are
    developed from a national or regional perspective. A shared strategy and
    voice also enables the region to exert influence, for instance to impact on
    national policy and to compete with other regions globally.



                                                                                 18
   Where important issues cross Functional Sub Regional boundaries an
    integrated regional consideration of these will add value to work at other
    levels. This could include issues such as national or inter-regional
    infrastructure (transport networks etc).
   Where region-wide debate and ‘resolution’ is needed where there are
    different or competing priorities or choices between different sub-regions.
    Collaborative development of the Regional Strategy may be the
    appropriate means of resolving such issues.

1.18 The IRS cannot be just a sum of its parts or a distillation of common
issues – it needs to deal with things where there is regional choice and
decision required.

1.19 Finally, National central Government policy has a significant influence. The
IRS does not need to repeat national policy and guidance unless there are clear,
specifically regional aspects to draw out.

Integration

1.20 The region is purposefully using the term Integrated Regional Strategy to
describe our Regional Strategy to reinforce the importance placed on developing an
integrated approach. This implies integration of themes/topics, for example to reflect
the relationship between housing, the labour market and the economy, and
geographic integration which reflects that many issues cross local, Sub Regional and
regional boundaries.

1.21 Although structures and Workstreams detailed within this Project Plan
inevitably have a focus on a particular defined issue to enable the key partners to
consider these, there is firm commitment to ensuring that the linkages across issues
are also made. At times that will mean that certain issues are covered from more
than one angle. For instance, the region has a Climate Change Partnership and a
Workstream covering this issue, which will provide a base for driving it, mapping
trajectories and required outcomes, etc. However, consideration of climate change
will also be integral to work that is focused on areas such as transport, housing,
economic or spatial priorities.

1.22 Integration would also be pursued through the Appraisal process. The
intention is to carry out an Appraisal which is itself integrated, rather than a series of
separate appraisal exercises, and to use this to drive integration across policy areas.

Joint working through our governance structures

1.23 A strategic relationship between Local Government and Yorkshire Forward is
at the heart of a new governance structure that has been established (see Diagram
1) through which we can develop the IRS. The regional structure is built around
strong links to the Functional Sub-Regions (Leeds, Sheffield, Hull and Humber Ports
City Regions and York and North Yorkshire) recognising the need to ensure that the
IRS is spatially specific and builds from local and Sub Regional priorities. Each
Functional Sub-Region has representation on all the Boards, plus communication
lines that link these regional structures to Sub Regional and local governance
structures.




                                                                                        19
1.24 The governance structures are directed by a Joint Regional Board, which
brings eight Yorkshire Forward Board members together with eight Local Authority
Leaders. It is this Joint Regional Board (JRB) that has overall responsibility for
decision making on the development of the IRS, and associated activity, including
giving the eventual regional approval to the Strategy.

1.25 The JRB is supported by four Thematic Boards, which bring together
expertise in specific fields. These will be driving much of the work on developing the
IRS, and related activity, through guiding the Workstreams associated with each
Board.

1.26 In addition to the Thematic Boards, a further Board will champion Sustainable
Development, especially environmental considerations, quality of life and social
justice issues. The Board will proactively champion Sustainable Development,
provide expert advice, and play constructive challenge role where appropriate. It will
also play a key role in overseeing the IRS sustainability appraisal.

1.27 This structure is built on, and will benefit from, the strong partnerships that
exist within the region between key partners. There is a particularly strong
partnership between Local Authorities and Yorkshire Forward, which have a good
understanding of each other’s approach based on significant experience of working
together to deliver public sector led change and development.

1.28 Engaging the expertise and understanding, plus the delivery capacity, of other
organisations in the region, termed stakeholders and partners, will also be crucial to
the effective development and delivery of the IRS. They have a key role to play in
providing expert advice and evidence to inform IRS development, and need to be
engaged from the outset to ensure that they are signed up to the approach and will
be involved in implementation of the IRS. Stakeholders and partners have
representation throughout the regional governance structures and will be engaged in
the development of the IRS as well as being formally consulted on it.

Working together on the IRS

1.29 In developing the IRS we need to be clear about how we will work, taking
account of the context above. There are some clear principles that will be applied:
    The IRS will be the result of ‘co-production’ between Yorkshire Forward, LGYH
     and local authorities at the Functional Sub Regional level, with a clear input to
     strategy development building from the needs of real places, identified locally.
    The means of developing the Strategy will be collaborative – the Project Plan
     provides a ‘commissioning framework’ – showing how the IRS will be developed
     and how different partners will be engaged in the process.
    Evidence and strategy will emerge from multi-level commissioning of work, with
     different work and studies commissioned at different levels.
    The Regional bodies (Yorkshire Forward and LGYH) will provide assistance so
     that Functional sub-regions have additional capacity to play a shared role in
     developing the IRS.
    The Strategy is about stimulating a ‘region-wide’ discussion – not a regional
     level discussion on key strategic challenges. Functional Sub-Regions will have
     a clear role in analysis and formulating strategy.
    Ultimately we will need to be clear about what we want to see in the IRS and at
     what spatial level interventions are identified. The actual task of developing the
     IRS will be a learning experience – we will draw conclusions about what is best



                                                                                      20
    dealt with at which spatial level as we interrogate the evidence and are clear
    about the vision of what we want to achieve.
   The final regional strategy will be a about the ‘completion of a picture’, rather
    than being a ‘top down’ strategy imposing on others.
   The initial stages of work are about concentrating on developing the evidence-
    base and agreeing the broad outcomes we want to achieve.




                                                                                    21
                             Diagram 1: Regional Governance Structures




Thematic (Advisory) Boards




Functional Sub-Regions




Local Authorities




Neighbourhoods and
Communities
                                                                         22
SECTION 2: TIMETABLE

2.1     The timetable for IRS development sets out a process for refining our understanding of
the evidence and the policy implications in a series of incremental steps. The Joint Regional
Board (JRB) will be the principal decision making structure at regional level, and as such, many
of the stages in the timetable are structured to inform key decisions that need to be taken by the
JRB.

2.2    Within this timetable there may be opportunities to shorten the period beyond the formal
consultation on the draft IRS (after May 2011) when the Strategy is awaiting or undergoing
Examination in Public or being subject to government led changes and approval processes.
The region would welcome a tightening of this time period to see the Strategy produced more
speedily should legislation permit.

2.3    The stages in the timetable are as follows:

Stage 1: Project Planning & Key Lines of Enquiry, August – October 2009
This initial stage involves the writing of a Project Plan which sets out the principles and process
for the development of the IRS, including detailing the scope, project management approach,
timetable and the approach to securing wider involvement in its development. It will be founded
on the work to establish the region’s governance structures, adopting the principle of joint
working built around the FSRs, which will steer the IRS, as well as the foundational JRB
discussions on the scope of the IRS and initial evidence pertinent to it.

An essential element of the Project Plan will be a series of questions, or Key Lines of Enquiry,
which need to be answered during the development of the IRS. These Key Lines of Enquiry will
guide the structure of subsequent submissions of evidence that will inform the eventual drafting
of the IRS. Planning work for the Integrated Appraisal (see section 4) will also take place during
this stage. Approval of the Project Plan is the trigger for invite of evidence as sought in stages 2
and 3.

Stage 2: Initial Evidence & Outcomes, November – December 2009
This stage is focused on enabling the December meeting of the JRB to develop their views on
the high level and value-added outcomes that the IRS will achieve. It will sharpen the vision of
what the IRS will deliver at the same time as gathering and analysing evidence in response to
the Key Lines of Enquiry at a high level. This will be done using readily available evidence. The
process will lead to a better understanding of what is best delivered at the different levels of
governance, gaps in the evidence, and also help achieve a move from asking questions of what
needs to be done onto questions of how it can be done.

Initial assessment of the evidence, drawing in FSR and Board inputs (including the Thematic
Boards, Climate Change Partnership and Sustainable Development Board where possible),
under each of the Key Lines of Enquiry will be presented to the JRB, to ensure that we are
making best use of the knowledge within the region. Other key evidence will be commissioned
during this period (e.g. to fill identified gaps), some of which will have reported by December,
and some of which will be incorporated during stage 3.

Stage 3: Further Evidence & Developing Policy Options, January – July 2010
Building on the previous stage, this stage will seek to refine the responses to the Key Lines of
Enquiry by completing the evidence collation and analysis process, and developing this into a
series of draft Policy Options. These Policy Options are a crucial element of the IRS, as they
will be used both for the subsequent stage of consultation and as the basis for undertaking an
‘integrated IRS appraisal’. The appraisal will combine all aspects of sustainability, including



                                                                                                   23
legally required elements around strategic environmental and habitats assessment, and wider
appraisal around health, equity and rural issues. All subsequent references to ‘integrated
appraisal’ are based on this definition.

During this stage there will be opportunities for the submission and discussion of evidence
through IRS ‘evidence hearings’ (in January/February 2010), and for discussions by a large
cross section of interested parties at the Regional Conference (scheduled for February). It is
also expected that an EiP Panel Chair will be appointed during this time to allow them to review
the evidence base underpinning the emerging options well in advance of the EiP itself.

Significant pieces of work such as Yorkshire Futures’ ‘Progress in the Region’ and the initial
Local Economic and Spatial Planning Assessments (being pursued at the FSR level) will also be
submitted during this stage. The task of building evidence will be largely focused on the period
up to March 2010, with the focus thereafter moving towards its application and Policy Options.
The draft Policy Options will be developed with the Thematic Boards, with continued input from
FSRs and the Sustainable Development Board and Climate Change Partnership for submission
and approval by the JRB.

Stage 4: Consulting on Policy Options, August – October 2010
This stage is the first consultation opportunity on the development of the IRS. It will allow all
those with an interest to input into the policy development process before a strategy is drafted,
and be carried out in line with government good practice guidelines.

Stage 5: Production of a Draft IRS, November 2010 – March 2011
Based on consultation responses and evidence, this stage will involve the drafting of the IRS,
based on the preferred Policy Options identified in the consultation and by decision making
structures. The Implementation Plan will be prepared concurrently with the IRS, building on
consideration of the deliverability and practicalities of policy options which will be factored in
throughout IRS development.

Stage 6: Statutory Consultation on Draft IRS, March – June 2011
This period of statutory consultation will allow widespread comment on the Draft IRS. The
Integrated Appraisal and Implementation Plan will also be published at this time.

Stage 7: Examination in Public, June - December 2011
Following collation of consultation responses, the Examination in Public (EiP) will provide an
opportunity to test the Draft IRS Strategy and examine controversial issues. It provides for public
debate and independent scrutiny of selected matters before an Independent Panel.

Following the EiP, the Panel will issue a Report setting out their findings and any
recommendations for changes to the draft Strategy.

Stage 8: Regional Refinement & Finalisation of the IRS, January – October 2012
This final stage will involve refinement and sign off of the IRS in accordance with the process
prescribed by Government. In response to the Panel Report, proposed changes can be made
before the refined Strategy is submitted to the Secretary of State for approval. Government
Office, on behalf of the Secretary of State, will publish any proposed changes for statutory
consultation. Following consideration of any responses, Government Office will then finalise the
Strategy before approving it for publication by the Responsible Regional Authority.




                                                                                                     24
Table 1 - Summary of Timetable Stages

Stage 1: Project Planning & Key Lines of Enquiry: August – October 2009


   Develop and issue Project Plan, working with key stakeholders to set out the
    approach
   Identify Key Lines of Enquiry in the Project Plan to focus the scope of the IRS and
    guide evidence base work
   Give notice of the IRS development process commencing through agreement of the
    Project Plan with GOYH (in October)
   Develop and commission Integrated Appraisal approach (including all aspects of
    sustainability appraisal, covering environment, habitats, health, equalities, rural, etc.)


Stage 2: Initial Evidence & Outcomes: November – December 2009

   Gathering, analysis and commissioning of evidence in response to Key Lines of
    Enquiry
   Initial assessment of evidence presented to JRB to identify challenges and issues
   JRB to develop views on high level IRS outcomes and the outline vision that these
    support
   Integrated Appraisal scoping study commences
   Approach to monitoring framework and implementation plan developed to inform
    policy development approach.

Stage 3: Further Evidence & Developing Policy Options: January – July 2010

   Consultation on Integrated Appraisal scoping study.
   Submission of ‘Progress in the Region’ and initial Local Economic Assessments
   Completion of evidence collation and analysis, including IRS ‘evidence hearings’ and
    Regional Conference. March 2010 is the guide deadline for the submission of major
    pieces of evidence.
   Integrated IRS Appraisal of Draft Policy Options undertaken to help inform emerging
    issues and options
   EiP Panel invited to review evidence in light of emerging options
   Detailed Draft Policy Options, and associated delivery mechanisms, developed in
    discussion with key stakeholders

Stage 4: Consulting on Policy Options: August – October 2010

   Consultation stage on policy options and Integrated Appraisal of options

Stage 5: Production of a Draft IRS: November 2010 – March 2011

   Complete collation and analysis of options responses
   Drafting of IRS, including finalisation of vision, outcomes, policies etc. based on the
    preferred Policy Options
   Preparation of an Implementation Plan




                                                                                                 25
Stage 6: Statutory Consultation on Draft IRS: March - June 2011

   Formal statutory consultation on Draft IRS, including Integrated Appraisal
   Begin collation and analysis of representations

Stage 7: Examination in Public: June – December 2011

   Finalise analysis of responses and make minor/uncontroversial changes in response
    before submission (by mid June 2011)
   EiP Panel identify matters and participants for EiP
   Examination in Public (EiP) held by September/ October 2011 to test Draft IRS and
    make changes in response
   Panel Report published by December 2011

Stage 8: Regional Refinement & Finalisation of IRS: January – October 2012

   Refinement of the IRS in light of EiP Panel Report
   GOYH publishes refined Strategy for statutory consultation by April 2012
   GOYH considers responses and prepares final version of IRS
   Final strategy approved by SoS and published by the JRB by October 2012




                                                                                        26
SECTION 3: CONTENT (WORKSTREAMS & LINES OF ENQUIRY)
The Content of the IRS

3.1     An IRS should deliver Sustainable Economic Growth5, but in doing so it should fully
contribute to and be consistent with Sustainable Development. That includes
consideration of social, economic and environmental issues, including how environmental
limits apply to development. A key element of this will involve clarifying how Yorkshire and
Humber will contribute to ambitious commitments on the reduction of CO2 emissions, and
how it will adapt to climate change.

3.2     Although the content of the IRS will be developed as evidence and issues are
gathered and as work progresses, it is likely that it will need to take account of the
following:

         An overview of the key regional and Sub Regional opportunities and
          challenges - covering economic, environmental, social, health and well
          being, infrastructure and spatial characteristics and needs (including
          equality and diversity) across the region (urban and rural).
         How best to deliver sustainable economic growth, taking into account
          employment and the key drivers of productivity - innovation and knowledge
          transfer, skills, enterprise, investment and competition.
         How to provide for and meet housing needs for all our population and how
          we can achieve high quality housing (both new and existing) that contributes
          to creating sustainable, well-connected and inclusive mixed communities.
         The need for proactive and innovative actions on climate change and
          energy in a way that makes a significant contribution to climate change
          mitigation and meets greenhouse gas targets.
         The need to be clear about areas that need to be priorities for regeneration,
          development and investment, taking account of a range of factors.
         How plans for sustainable economic growth, housing and other
          development take account of available infrastructure, including
          environmental infrastructure and what are the strategic needs for new
          infrastructure. Strategic priorities for the protection, enhancement and
          access to the built and natural environment, including biodiversity.
         Priorities for widening access to culture, media and sport.

Yorkshire and Humber’s Challenges and Opportunities

3.3     The above are general requirements. For the IRS to be truly distinctive it must
address the issues that are of specific importance for Yorkshire and Humber – issues that
arise from real places and communities. Identifying those issues and deciding whether a
specific response is required in the IRS will be a key part of the process of preparing the
Plan. However, to start the process an initial review of evidence was undertaken earlier
this year and presented to the Joint Regional Board in July 2009. A summary of key
issues for each of the FSRs is included in Table 2. By identifying issues that will need to

    Sustainable economic growth means economic growth that can be sustained and is within
    environmental limits, but also enhances the environment and social welfare, and avoids greater
    extremes in future economic cycles.




                                                                                                     27
be considered during the development of the IRS this evidence provides a starting point for
work to develop the Strategy. The key issues and opportunities set out will be further
refined and consolidated as the evidence base is developed.

Table 2: Overview of Key Issues

                            Hull and Humber Ports City Region
      The need to increase productivity and address issues of unemployment, worklessness and
       low levels of basic and higher level skills.
      Improvements to road and rail links, to the ports in particular, will help the city region
       maximise its potential, whilst improved connectivity, particularly for rural communities, will
       help residents access opportunities.
      Housing market failure and affordability remain issues in some places.
      High levels of flood risk, which impedes development of new housing and industry, and
       affects existing developments and settlements.
      The impact of the current economic downturn, but the potential to capitalise on renewable
       energy and resource efficiency, including industrial symbiosis, to help drive its sustainable
       economic growth


                                       Leeds City Region
      Despite strong economic growth in recent years parts of the city region continue to
       experience skills shortages, particularly in the high level skills needed to take advantage of
       key growth sectors within the city region.
      There are persistent problems around basic skills and worklessness in the most deprived
       areas.
      Housing affordability and supply present a real threat to continued economic growth.
      Historically, low levels of investment in transport have caused significant city region
       transport connectivity issues, with road and rail networks particularly congested at peak
       hours into Leeds.
      There are opportunities from Higher Education and the Finance and Business Sector,
       however innovation levels remain low (in business).


                                     Sheffield City Region
      Progress has been made in economic transition but there are still challenges from relatively
       low levels of productivity, employment and enterprise and underperformance on skills at all
       levels.
      The highway network is congested around key settlements, access to current and potential
       employment sites is difficult and Sheffield is poorly connected to cities outside the city
       region.
      There remain significant numbers of deprived communities, and this is compounded by
       transport connectivity problems in many cases.
      As demonstrated in 2007, some areas can be prone to flooding.
      Whilst the recession will impact heavily on Doncaster (and Barnsley) there will be
       opportunities in future from diversifying, modernising and innovating within traditional
       industries.
      Recent physical improvements in key centres (e.g. Sheffield) are widely acknowledged.


                                  York and North Yorkshire
      High environmental quality and the presence of skilled residents provide key opportunities
       for the sub-region to drive economic growth, particularly through growing the knowledge
       economy and the low carbon economy and extracting value from ecosystem services such
       as carbon sequestration and flood mitigation.
      Further opportunities exist to provide greater benefit from the visitor economy, and
       particularly the cultural offer. These measures will provide much needed diversification of
       the rural economy.
      The ageing population profile will create both issues and opportunities, whilst housing


                                                                                                   28
       affordability remains a very significant challenge.

3.4     Reflecting on the issues and evidence that will be considered during the
development of the IRS, the Joint Regional Board in July also identified some shared
challenges that cut across the four Functional Sub-Regions. The questions below reflect
the desire to ensure that Yorkshire and Humber makes best use of its distinctive assets,
taking full advantage of the opportunities inherent within these shared challenges:

      Economic Ambition - Does the recession mark a fundamental shift that demands
a stronger focus on resilient and sustainable economies? Is a focus on closing the north-
south GVA6 gap realistic or helpful? Is maximising GVA at any cost the goal or do we
balance GVA growth with wider goals?
        Knowledge Performance – Low skills and innovation levels could make us a ‘low
skills-low pay’ economy. Is this inevitable or can we make a fundamental breakthrough?
      Land and Infrastructure – What is the best approach to transport and housing
growth pressures given limited land and investment?
      Low Carbon Challenge – We are energy intensive and vulnerable to rising costs
but major change and opportunity lies ahead. How ambitious should we be?
     Demographics – There will be an older and more diverse population.                  What
response would best exploit this and promote cohesion and quality of life?
      Equalities and Quality of Life – How can the benefits of economic growth be
shared across society and lead to a better quality of life for all the region’s residents?

Co-Production: Six Workstreams

3.5     To make the preparation of the IRS manageable and to tie in to the Regional
Governance Structures, a series of Workstreams will take forward detailed work on the
content of the IRS. The six Workstreams inter-relate and links between them will be
rigorously and continually made; their value is to help to make a very large task
deliverable and bring additional expertise and key stakeholders/partners into the strategy
development process. The six Workstreams are:

   Economy and skills
   Housing and Regeneration
   Transport
   Spatial Planning
   Climate Change and Environmental Resources
   Quality of Life and Equalities

3.6     Workstreams will be led by either Yorkshire Forward or LGYH, depending on which
Thematic Board they relate to (Climate Change and Environmental Resources will be led
by Yorkshire Forward, Quality of Life and Equalities will be led by LGYH). Reflecting the
principle of joint working, FSRs will play a key role in the development of the Workstreams.
Other relevant partners with relevant expertise and interests will also and contribute to
their operation. Diagram 2 outlines the relationship of the content development
Workstreams with the rest of the governance structures, including the process
management Task and Finish Groups (see section 4). Each Workstream will be guided by
a more detailed delivery plan.



6
  GVA (Gross Value Added) measures the contribution to the economy of each individual producer,
industry or sector in the UK, but does not measure wider social or environmental impact.

                                                                                             29
3.7     The Climate Change and Environmental Resources and Quality of Life and
Equalities Workstreams have been established to bring together specific expertise and
drive in those areas. Both Workstreams also have very significant cross cutting elements.
The cross cutting elements require attention by all Workstreams and this will be factored
into their work on evidence and policy development. A small number of ‘Common
Threads’ that cut across Workstreams are specified within the following section on Key
Lines of Enquiry (see para 3.12). These will further ensure that connections between
issues are made. The Workstreams build on issues covered in the previous RES, RSS
and the Landmark Issues and Regional Challenges identified in the Progress in the Region
Report (2008) and Integrated Regional Framework.

Lines of Enquiry

3.8     The Key Lines of Enquiry are an expression of the fundamental questions that the
IRS is seeking to answer during its development. They will be used to structure the open
submission of evidence and to provide a starting point for subsequent analysis and policy
development. In this way we hope that evidence submissions will be concise and effective
in addressing the region’s key strategic issues. Whilst the Key Lines of Enquiry are
seeking to address the fundamentals of the strategic challenges facing the region –
including urban, rural and coastal areas - they also need to recognise that in some
instances we are not starting with a blank sheet of paper. In many cases there is existing
evidence.

3.9      The Key Lines of Enquiry and evidence required under each Workstream are
questions for all spatial areas – the summation of local, Functional sub regional and
regional scales. They are set out under each work stream. These serve to provide a focus
for the IRS on key strategic issues and particularly for developing the evidence base. The
focus on overall outcomes by December will seek to develop a wider context to detailed
policy development. A series of Task and Finish groups are also being established to
manage key “process” elements namely evidence, consultation & engagement,
sustainability appraisal, implementation and monitoring & evaluation. The work of these
task groups will also serve to foster overall coherence to the preparation approach.

 3.10 A critical feature of work on the IRS will be building from the ‘sub regional and local’
(as explained in Section1). A co-production model is being developed – therefore the lines
of enquiry serve as focus for assessment work being undertaken at the sub regional level
for example to prepare Initial Local Economic Assessments and Spatial Planning
Assessments and to draw together existing/ongoing sub regional, housing strategy and
transport work (the latter in line with DaSTS - Developing a Sustainable Transport
System).

3.11 The inclusion of a Key Line of Enquiry at this stage of the process does not mean
that the IRS will necessarily include a policy on that issue. A key stage in the IRS
preparation process will be to examine whether any interventions can and should be
identified in the IRS and whether that issue is appropriately addressed at a Sub Regional
and or local level. Equally some flexibility will be retained to enable key lines of enquiry to
be further developed or refined as evidence emerges (e.g. from the initial Economic
Assessments).

Common Threads across Workstreams and Key Lines of Enquiry

3.12 It is important that responsibilities for work are clear, hence all six Workstreams set
out the key lines of enquiry most pertinent to their areas. All of these should be considered
within the context of sustainable economic growth and sustainable development. In
addition, there is a widely shared view that some issues are so overarching in nature that
they should be singled out as ‘Common Threads’. As well as having a lead Workstream to

                                                                                             30
drive them the implications of these for need to be considered, and then factored into
policy development, by all the other Workstreams. These common threads largely follow
on from the key challenges set out by the JRB (see paragraph 3.4) and are set out in the
table below:

Common Thread                                                     Driven by (Workstream)
a) Changing Population – how will the region’s                    Quality of Life and
   demographics change and what are the implications for          Equalities
   all areas of policy?
b) Regeneration and Inclusion – how can development               Housing and Regeneration
   benefit the places and people that are currently worst off
   and reduce widening inequalities?
c) Land – how can all the competing pressures for land –          Spatial Planning
   urban and rural - be managed, especially in the context of
   a changing climate?
d) Environmental Sustainability – how do climate change           Climate Change and
   and environmental limits affect policy and priorities?         Environmental Resources

3.13 The timetable set out in section 2 explains how the preparation process moves
from evidence and outcomes (Stage 2) to further evidence and policy development (stage
3). Analysis work will be required to move from evidence to policy options during this
development stage. This analysis work provides an important opportunity for all
Workstreams to:

      Develop specific policies in an integrated way, mindful of evidence and outcomes
       from across all Workstreams;
      Feed in development and investment priorities from FSRs;
      Place a strong focus on places and areas - so that there is a strong spatial
       dimension to the whole IRS; and
      Examine the relationships and interdependencies of places within and outside the
       region.

3.14 The scope and key lines of enquiry for all six Workstreams is now set out. Work in
each will cut across and combine all geographic scales, co-ordinated by the Workstream
lead with the support of the partners they work with. An early task for each Workstream
will be to compile and collate evidence on their topic and how it interrelates to other issues
during stages 2 and 3.




                                                                                            31
                          Workstream 1: Economy and Skills
Scope:
Sustainable economic growth; Productivity; Sectors; Employment; Worklessness;
Economic inclusion; Enterprise; Business competitiveness/survival and support; Access to
finance; Innovation; Tourism; Trade and investment; Low carbon/environmental economy;
Supply chains/procurement; Community economic development and the ‘non money’
economy; Skills levels/needs; Workplace training; Culture of learning and education;
Corporate social responsibility; Links between economy; Health and crime; Urban/rural
renaissance; Property and economic infrastructure (including IT); Spatial economic links.

Key Lines of Enquiry:
   What is the global and policy context for economic development and what growth
    model and aspiration should the region pursue taking this into account alongside
    current position and opportunities and ambitions for moving towards a sustainable
    and low carbon economy? What are the implications that stem from this?
   What are the key economic and employment growth sectors of the future?
    How can the region take advantage of these, and what are the issues, threats
    and opportunities for the business base? What should the sectoral priorities be
    taking into account issues like growth, employment, skills, environmental
    impacts and carbon emissions?
   How can business competitiveness and productivity be maximised, promoting trade
    and investment, resource efficiency and supporting businesses survival and growth?
   How far should a culture of enterprise and formation of businesses be promoted?
    What would be the best ways to achieve that and should any groups be targeted?
   What is the best way to embed recovery from the recession and to safeguard the
    economy from future downturns, e.g. through resilience and diversity?
   What is the likely nature and scale of the future ‘knowledge economy’, how is the
    region positioned regarding this and how can it best promote and take advantage of
    innovation in processes, technologies and services?
   How can the region enhance its current position on skills? What skills will be most
    needed by businesses and individuals (generic and subject/sector specific) and what is
    the role of and connection to education?
   What are future employment opportunities likely to be, and how will working patterns
    change? How can the quantity and quality of jobs be maximised? How much potential
    is there for ‘green jobs’ and what are the skills needs and implications?
   How can the region address deprivation and worklessness and their links to issues
    like health, crime, environment and ambitions? How far would market driven economic
    growth reach the excluded communities, and what additional action is required to make
    a difference? What role might community economic development play?
   What energy and resources pressures and changes (e.g. re. materials, energy, food)
    are likely and will these affect businesses and future market opportunities? What will
    the impact be on land use and sectors including agriculture, energy and tourism?
   How far can economic infrastructure and renaissance improve quality of place,
    social and economic outcomes? Can it enhance profile and perceptions and help to
    attract skilled people and investment? Where are the region’s key man made and
    natural physical assets, and where is the need for change greatest?




                                                                                        32
                       Workstream 2: Housing and Regeneration
Scope
Housing supply; Housing demand; Access and affordability; Stock condition and renewal;
Vulnerable groups; Housing quality; Place shaping; Household formation; Spatial
distribution of housing; Regeneration.

Key Lines of Enquiry

   What are the future needs arising from additional households and to stabilise the
    housing market?
   How do we ensure that all households have access to housing, what are the key
    issues?
   How do we make the best use of the existing housing stock, reduce emissions,
    address fuel poverty and ensure that the stock matches the needs of this and future
    generations?
   What is the type of housing accommodation required to meet the needs of all
    communities and what new models of finance and delivery will be required to
    achieve this?
   What type, mix and offer of housing is needed to meet the different and future
    needs of communities across the region and to support sustainable economic growth?
   How do we effectively capitalise upon the region’s regeneration achievements,
    assets and potential to secure, create, deliver and finance development.
   How can we create sustainable, distinctive and high quality places that play strong
    roles in the economy, addressing issues relating to deprivation and access to
    facilities/opportunities and making the region an attractive place in which to live, invest
    and visit?




                                 Workstream 3: Transport
Scope:
Transport emissions; Connectivity; Journey times and reliability; Pricing, Road and public
transport capacity and constraints; information and attitudes; Accessibility of sustainable
housing; Inclusive transport; Safety; Transport infrastructure and service development; All
modes including road, rail, walking and cycling, freight, aviation and shipping; Factors that
influence demand for travel and travel patterns and choices.

Key Lines of Enquiry:
These will cover the full range of transport modes and the split between them. They will
focus on how spatial planning and the transport networks, services and infrastructure in
and to the region can be managed and developed to:
 contribute towards the reduction in transport related carbon dioxide emissions, build
    resilience to the effects of a changing climate, and enhance environmental quality;
 reduce lost productive time including by maintaining or improving the reliability,
    speed and predictability of journey times on key regional and City Region routes
    for business, commuting and freight
 improve the connectivity and access to labour of key business centres;
 support the delivery of sustainable housing through the provision of transport;
 enhance social inclusion and the regeneration of deprived or remote areas by
    enabling disadvantaged people to connect with employment opportunities, key local
    and cultural services, social networks and goods through improving accessibility,
    availability, affordability and acceptability; and

                                                                                            33
   reduce risk of death or injury on the transport networks, and more widely promote a
    healthy and active population.




                            Workstream 4: Spatial Planning
Scope
Physical, green, social and transport infrastructure; Scale and distribution of housing;
Scale and distribution of employment land; Flood risk and water management; Renewable
energy; Location of waste facilities; Minerals supplies; Settlement networks and strategic
patterns of development.
Key Lines of Enquiry
 What are the implications of transport, physical, green and social infrastructure
    constraints, capacities, and opportunities on the future scale and location of
    development?
 How many and what types of homes will be required to meet future population,
    economic, sustainability and regeneration needs?
 What type, location, quantity and quality of employment land and approach to town
    centres is needed for our future competitive and sustainable economy?
 How should flood risk, water quality and water resource management shape future
    development patterns and help the response to climate change?
 Where and what is the capacity to increase the provision of renewable energy?
 What type and location of waste infrastructure is needed to reduce the reliance on
    landfill, costs and the effects on our climate?
 How do we ensure a continuous supply of minerals to support the regional economy,
    reinforce distinctiveness and increase the use of renewable or alternative materials?
 What roles should different settlements play across the region, and what are the
    associated patterns of development that will best address climate change,
    environmental, social and economic needs?

            Workstream 5: Climate Change and Environmental Resources

Scope
Climate change mitigation; Climate change adaptation; Environmental limits; Water
management; Future energy eupply; Waste; Resource productivity; Food security.
Key Lines of Enquiry
 How ambitious should the region be in setting carbon reduction targets, should the
    region go beyond the national targets of a 34% reduction by 2020 and 80% by 2050?
    To what extent can the IRS actually influence regional emissions?
 How should these emissions reductions be delivered? Building on the national low
    carbon transition plan, what is the spatial or sectoral distribution of reductions?
 How are the climate and sea levels likely to change and impact on the region? What
    can the IRS do to adapt and build resilience to and benefit from climate change
    impacts across the region, and what are the opportunities and risks of doing so?
 How can the relevant aspects of the water cycle (flood risk, water quality and water
    resource management) be reflected within IRS choices and delivery?
 How can the region increase energy security whilst creating a diverse, low carbon
    energy supply? What are the key energy infrastructure and transmission requirements
    for a low carbon energy supply, including Carbon Capture and Storage?
 What are the key environmental limits and (how) can the region sustain growth within
    these? (How) can economic and wider development activity enhance and utilise
    environmental assets and expand the environmental limits we need to work within?
 What are the key sustainable consumption and production issues for the region, in

                                                                                       34
    terms of resource productivity (materials and waste; water efficiency; energy
    efficiency); sustainable procurement; and green design (products and built
    environment)? What are the associated opportunities and barriers?
   How can the region balance the diverse range of increasing pressures on land and
    resources, e.g. food security, flood storage, conservation, recreation and tourism, low
    carbon infrastructure and woodfuel and energy crops etc?
   How can we manage and enhance biodiversity, landscapes, our coast, and green
    infrastructure in ways that contribute to environment and tranquillity, economy and
    quality of place?




                      Workstream 6: Quality of Life and Equalities
Scope
Cohesion; Deprivation; Health and well being; Diversity; Worklessness; Culture (including
the arts, heritage, museums, sport, recreation and physical activity, etc.); Crime and
Community Safety; Access to services; Civic participation and engagement; Population.

Key Lines of Enquiry

   What are the key contributors to Quality of Life in the region, and how can the IRS
    positively influence and utilise these?
   How can we unlock latent potential and help the region’s residents achieve their
    ambitions and aspirations?
   What demographic changes are likely, and what would be the implications of a
    growing, changing and ageing population across and in different parts of the region?
   What are the key regional and Sub Regional ‘social’ challenges and opportunities for
    creating and sustaining diverse, cohesive, safe and inclusive places?
   What are the key health issues that the IRS can influence and what pro-active action
    is required?
   What areas or communities within the region should be a priority for regeneration
    action and investment based upon relative deprivation, worklessness, health,
    environmental and social inequalities? (tying in to housing stock, infrastructure,
    economic and skills issues emerging from other Workstreams)
   What effect do the above issues have on the other Workstreams e.g. on the
    economy, transport and housing?
   How can we maximise the contribution of heritage, culture and sport to the economy,
    communities, health and well being, and to making the region an attractive place to
    live, work, visit and play?
    What distinctive contributions can different sectors make to sustainable economic
     growth – including the voluntary, community and faith sectors?




                                                                                        35
SECTION 4: MANAGEMENT
4.1     The IRS will be the result of ‘co-production’ between Yorkshire Forward, LGYH and
local authorities at the Functional Sub Regional level, with a clear input to strategy
development building from the needs of real places, identified locally. A Co-ordinating
Group has been established comprising representatives of FSRs, LGYH and Yorkshire
Forward and other Key Stakeholders, to oversee the practical implementation of the
project plan. The Co-ordinating Group in turn is responsible to the Regional Executive
Group and ultimately the Joint Regional Board.

4.2     To support a model of co-production five Task and Finish groups have been
established to help manage the overall process for preparing the IRS. It is important that
the IRS development process is managed effectively. To enable this there will need to be
an iterative relationship between Workstreams and process groups, delivering detailed
content within an agreed process structure and timetable. The five Task and Finish groups
are:

   Evidence
   Integrated IRS Appraisal
   Consultation and Engagement
   Delivery and Implementation
   Monitoring and Evaluation

4.3     Membership of each Task and Finish Group varies depending on its role, but
typically comprises members from each FSR, Yorkshire Forward and LGYH, along with
Key and Specialist Stakeholders.

4.4     These Task and Finish Groups will have as focused a membership as possible,
whilst still engaging the key organisations. In this manner they will be enabled to develop
their approach quickly and effectively. It will be through their relationship with the content
Workstreams that broader engagement with their work is achieved. Detailed delivery
plans will be set out for each group. Key activities are summarised below.

a) Evidence Task and Finish Group
 Establish and agree a core set of key headline indicators, data sets and economic
    forecasting tools to support consistency across all thematic areas and spatial levels.
 Work with Workstreams to undertake Evidence Mapping Exercise detailing major
    evidence resources and requirements. This will include a broad range of evidence
    types (quantitative and qualitative, evaluation, assessments, trends, forecasting and
    futures analysis, good practice, research studies, etc.
 Management and co-ordination of submitted evidence in line with the project plan,
    working with Workstreams and the Consultation and Engagement Task Group.
 Academic input will be sought to both the conventional evidence base and to bring in
    new ideas and challenges to conventional policy thinking (as part of stage 2).
 Analysis of the response to the Key Lines of Enquiry to determine the critical
    challenges and opportunities. The Evidence Task Group will act as steering group for
    this ensuring that all work is carried out in line with agreed principles.

b) Integrated IRS Appraisal Task and Finish
 Review, utilise and learn from previous appraisal work in the region where appropriate.
 Agree an appraisal framework and process that integrates the requirements of broader
    appraisals such as Health and Equalities Impact Assessment and Rural Proofing as
    well as those covering sustainability, environment and habitats.
 Procure external expertise as appropriate to deliver the technical aspects of the
    appraisal and to interpret and advise on the appraisal findings.

                                                                                             36
   Engage with and consult a broad range of regional partners with an interest in the
    appraisal process and content in order to gain both regional/local knowledge and
    specific expertise.
   Engage the regional Sustainable Development Board in commissioning and delivering
    the appraisal, seeking support for the overall process as well as views on appraisal
    approaches and findings.
   Work across all parts of the IRS process to ensure that appraisal requirements and
    criteria are taken into account, and that the appraisal findings are considered within
    IRS development so as to ensure the strategy is rooted in sustainable development
    principles.


c) IRS Consultation and Engagement Task and Finish Group
 Establish internal and external communication mechanisms for IRS development.
 Establish statutory requirements for IRS consultation.
 Identify organisations that need to be engaged with.
 Identify mechanisms of engagement.
 Provide a framework for engagement for governance structures, including protocols to
    guide and inform this activity.

d) Implementation and Delivery Task and Finish Group
 Understand the current implementation picture in the region, and any barriers or
    opportunities for delivery that relate to institutions, capacities and frameworks.
 Understand how a focus on implementation and delivery as part of the plan making
    process affects the need to do things differently.
 Think about how to engage potential delivery bodies in the plan making process.
 Think about how implementation and delivery fits with the need to adopt a medium to
    long term perspective.
 Begin process of identifying the priority implementation areas.

e) Monitoring and Evaluation Task and Finish Group
 Understand current monitoring and evaluation processes.
 Set out practical considerations.
 Establish principles to guide development of new monitoring framework, encompassing
    monitoring of outcomes, delivery and performance management.
 Establish detailed monitoring and evaluation framework and reporting mechanisms.
 Manage transition from current monitoring approaches and reporting mechanisms to
    new IRS framework.




                                                                                        37
                        Diagram 2: The relationship between content and process structures in the IRS




        Joint
Yorkshire Forward and
 LGYH management
  and coordination
     structures




                                                                                                        38
SECTION 5: COMMUNITY INVOLVEMENT POLICY STATEMENT

5.1      A strong collaborative approach and good engagement and consultation will be
vital to producing a robust, well owned and effective IRS that is built from local and Sub
Regional priorities. Local Government and Yorkshire Forward are committed to achieving
that and will demonstrate an open and positive attitude in our engagement with partners
that fully satisfies and where possible exceeds government and legislative requirements
for consultation on the IRS.

5.2    It is useful to use the distinction between collaboration, ongoing engagement and
more formal consultation in setting out the processes that will be in place.

Collaboration
5.3    The IRS is founded in a collaborative approach that will involve Local Government,
Yorkshire Forward and FSRs working together to develop the IRS. Regional partners
have a co-ordinating role, the capacity to lead on much of the detailed work that needs to
be completed, and a position that lends itself to strategic overview and policy. More local
partners can add to this through inputting evidence and priorities from closer to the ground
with ownership from those they most affect. The core IRS process is rooted in bringing
those abilities and insights together to produce a regional strategy that adds value and
respects all geographic levels and places within Yorkshire and Humber. Consultation and
engagement with a wider audience builds on this foundation.

Engagement
5.4      Engagement of stakeholders in the process of developing the IRS will be a high
priority and is fundamental to the approach adopted to develop and approve the IRS.
Going beyond the basic statutory requirements for stakeholder engagement is one of the
goals for the development of the IRS. Its process and documents will be characterised by
openness, transparency and good, proactive communication. There are great gains to be
achieved through proactive engagement to help shape the content of the Strategy rather
than to wait and do a more limited and difficult job of ‘retrofitting’ it if engagement only
occurs late in the process.

5.5      Taking into account the new regional governance structures there will be a number
of different types of engagement, with different types of partners involved in each.

5.6     Firstly, some partners are already deeply involved in the governance structures that
oversee the preparation of the IRS. These are primarily Local Government and the
Functional sub-regions that bring local authorities together. This involvement in all key
structures (e.g. Joint Regional Board, Regional Executive Group, IRS co-ordination group
and Thematic Boards) is the basis of the collaborative approach described. It provides a
direct route for Local Government input, and a conduit for Local Government to represent
partner and stakeholders at local level.

5.7    Beyond these organisations, there are a range of other organisations, partnerships
and individuals who will want to engage with the IRS. Table 3 outlines how a wide and
disparate range of perspectives will be engaged with the IRS, including those formally
required to be stipulated under relevant regulations.

5.8    The table is not intended to definitively exclude certain groups or the public from
being involved in certain processes. Neither does it limit the mechanisms that will finally
be used once these have been considered in depth in advance of each stage of
consultation. Rather it is intended to give an indication of what sorts of tools are best
placed to target what audiences and the basic level that will be expected.



                                                                                         39
5.9     It is also important to note that the table is not geographically specific to any single
level.    The approach taken both allows for input through local and FSR level
representatives/bodies who are themselves engaged in the IRS process, as well as
enabling others to make inputs directly to those co-ordinating the IRS process at regional
level. One example of this is for local authorities, who are represented through lead
partners in the IRS development process (via LGYH, the FSRs, and places on the Boards)
but whom may also have direct inputs to make at times as consultees or participants in
areas of work and evidence development. Existing communities of interest and networks
within the region will also be used to engage as wide an audience as possible.

5.10 Engagement will be achieved through a variety of interactive approaches. These
include meetings, workshops, conferences and seminars, online discussion fora and
through the work of the thematic Workstreams which will have membership appropriate to
their topics as outlined.

Engagement on Evidence
5.11 One specific and early opportunity for engagement is around the input of evidence
by partners and stakeholders (in stages 2 and 3 of the timetable). The submission of
evidence will be an opportunity for all organisations and individuals with pertinent evidence
to provide input to the development of the IRS. Analysis of the evidence will be carried out
in overview and through the thematic Workstreams in partnership with FSRs, with a view
to collaboratively developing the choices and options that emerge. The Key Lines of
Enquiry, which will be used to structure the submission and analysis of evidence, will be
further refined and developed collaboratively with a range of stakeholders.

5.12 Well targeted, robust and clear information, summarised to bring out key
implications will be especially valuable over and above that commissioned proactively to
support the IRS. A series of ‘evidence hearings’ will be organised to allow partners with
evidence to present it to those working on the IRS evidence base to allow key points to
come forward and facilitate discussion and questions. The Evidence and Consultation and
Engagement Task Groups will work together to oversee these, with a lead body allocated
responsibility to organise them on their behalf. The opportunity to submit evidence will be
clearly and widely communicated as soon feasible after the adoption of this Project Plan
together with details about how and when to make submissions. The evidence base will
be made transparent and openly accessible to partners through the use of the web site
and these opportunities will be communicated through Yorkshire Futures and other routes.

Formal Consultation
5.13 In addition to stakeholder organisations outlined in the Draft Regulations (Town and
Country Planning Regulations, 2010) there will also be opportunities for the public to
comment on the development of the IRS through the formal consultation periods, and to
engage with the development of the IRS online.

5.14 Formal consultation or input from wider stakeholders will take place at four key
points in the IRS process as detailed in the timetable. These are:

   Consultation on Policy Options (August - October 2010)

   Consultation on a draft IRS (March-June 2011)

   Examination in Public (June – December 2011)

   Consultation on revisions to the IRS proposed/made by government (April-July
    2012)



                                                                                             40
5.15 Consultation at these junctures will allow opportunities for influence at all the key
stages of strategy preparation – early on to feed into the shape of the strategy and the
options it considers, as well as later on to allow comment on specific drafting and detail
within the Strategy itself.

5.16 Consultation itself can take many forms, ranging from ‘mass consultation’
processes (such as surveys) which involve lots of people or organisations but in a limited
way, to much more involved and participative exercises, which offer more depth but reach
fewer people. Both approaches have strengths and limitations, and there is value in
combining elements of each into a consultation process – enabling any party to comment if
they wish to, but also proactively seeking deeper discussion with key parties.

5.17 Research by the New Economics Foundation commissioned by Yorkshire Futures
on behalf of regional partners (May 2006) provided a useful compendium of mechanisms
for consultation, engagement and participation and this and other sources point to the
strengths and weaknesses of different engagement mechanisms.

5.18 The Table 3 summarises some of the mechanisms that will be considered for use
at appropriate stages of consultation and engagement on the IRS. The Consultation and
Engagement Task Group which has been established specifically to involve key partners in
recommending means for engagement is charged with making more detailed
recommendations about what sort of mechanism to use to engage with what group at what
point in IRS development. Specifying that detail here would undermine that group’s role.
However, the table provides an overview of what types of mechanism will definitely or
potentially be included.

Information, Communication and Feedback
5.19 Good consultation and engagement are dependent upon good information. To that
end information provision about the IRS and the process for producing it will need to be
clear and prominent. Key mechanisms that will facilitate this include:

 Development of an IRS web site to provide updates to interested parties
 An electronic IRS bulletin to be posted proactively to partners and interested parties
 Presentation at key events and at the annual Regional Conference.

5.20 To support this, Yorkshire Forward and LGYH will be collaborating in the
production of a comprehensive partner and stakeholder database. Good information,
chiefly through the web site, will also be important to keep the general public informed
about the IRS, including in-between the periods of formal consultation when public
comments are invited.

5.21 Results of consultation will be collated and openly communicated, with feedback
provided to consultees where possible. Diversity and environmental good practice will also
be factored into approaches to consultation (e.g. choice of venues accessible by public
transport). Integrated IRS appraisal processes also include consultation requirements and
these will be factored into and integrated with the planned formal rounds of consultation.




                                                                                             41
  Table 3 - Mechanisms for Consultation and Engagement by audience and purpose (details are illustrative)*

Audience segmentation         Examples of Organisations                        Purpose of                   Core Processes                   Potential additional     Timing
                              (not a definitive or exhaustive list)            Consultation/                                                 mechanisms
                                                                               Engagement
Key Stakeholders              Government Office for Yorkshire and Humber       To keep engaged as              Formal IRS meetings             Online fora          Stages 1-8
(typically involved in at     Yorkshire Futures                                collaborators with a            Ad hoc and one to one           Real Time
least two of the structures   Homes and Communities Agency                     strong, regular and              meetings / conversations         Strategic Change
listed in this section –      Environment Agency                               contributory input to            as appropriate                  Appreciative
e.g. a task or                Natural England                                  make to IRS                     Written inputs                   Enquiry
Workstream group and          Highways Agency                                  development                     Events/ workshops               Invite to also use
the IRS co-ordination         LSC (or successor body)                                                          Evidence hearings                any of the
group)                        Regional Stakeholders and Partners Group                                                                           mechanism
                              Networked Business Representative                                                                                  devised for wider
                              Organisations                                                                                                      audiences in the
                              Regional Forum                                                                                                     boxes below
                              National Park Authorities

Specialist Stakeholders       Specific Business Representative                 To engage as                    Formal IRS meetings             Online fora          Stages 2-8
(typically involved in one    Organisations:                                   collaborators with a            Ad hoc/more occasional          Written inputs
IRS group or partnership,     -Chambers of Commerce                            sector specific or               meetings between the            Invite to also use
or a group that brings        -CBI                                             specialist contribution or       sector interest and              any of the
together a range of           -EEF                                             perspective to input             relevant IRS co-ordination       mechanism
interests across a sector     -Federation of Small Businesses                                                   contacts                         devised for wider
                              -IoD                                                                             Written inputs                   audiences in the
                              English Heritage                                                                 Events/ workshops                boxes below
                              Equality and Diversity Network                                                   Evidence hearings
                              Inter Faiths Forum
                              Churches Regional Commission
                              Network Rail
                              Jobcentre Plus
                              HEFCE
                              Climate Change Partnership
                              Office for National Statistics
                              National Farmers Union
                              CPRE
                              Strategic Health Authorities
                              Utility Companies (including gas, electricity,




                                                                                                                                                                            42
                             water and communications)
                             Active and Engaged Communities
                                 Group (Yorkshire Gold)
                             Cohesion Network
                             Yorkshire Cultural Agencies
                                 Partnership
                             Culture networks
                             House Builders Federation
                             National Housing Federation
                             Regional Environment Forum
                             Natural Environment Leaders
                                  Group
                             PSA 28 Group
                             Friends of the Earth
                             Regional Biodiversity Forum
                             Regional Landscape Forum
                             Integreat
                             Transport Activists Roundtable
                             South Yorkshire Transport Users
                                 Group
                             Yorkshire Universities
                             Regional Colleges
                             NY Learning Consortium
                             Rural Affairs Forum
                             Transport Executive Group
                             Regional Transport Compact
                             Housing Advisory Group
                             Affordable Housing Group
                             Gypsy and Traveller Group
                             Private sector Renewal Group
                             Affordable Warmth Group
                             Private Rented Sector Group
                             Neighbouring regions and relevant authorities
                             (including the Northern Way)

Associated                   Parish Councils                                 To engage organisations           Ability to input through      Focus Groups and   Stages 4,6,7,8
Organisations (e.g.          Commission for Rural Communities                with an interest in the IRS       taking advantage of:           surveys
individual businesses,       Property Consultants and Agents                 and its outcomes, but            Consultation events
voluntary groups or other    Individual Developers                           lacking the capacity for         Written Inputs
bodies with an interest in   Individual Businesses                           ongoing engagement




                                                                                                                                                                       43
the IRS)                 Specific local interest groups                                               Online consultation
                         Specific voluntary bodies not listed elsewhere                               Input via ‘engaged
                         (e.g. with racial, religious, diversity or                                    representatives’
                         environmental interests)

Members of the Public    Members of the Public                            To engage interested        Questionnaires /surveys      Yorkshire Futures   Stages 4,6,7,8
                         Landowners                                       members of the general      Online consultation           Citizens Panel
                         Self employed                                    public                      Democratic input via          survey(s)
                                                                                                       elected representatives      Focus Groups
                                                                                                       involved in the process

  * Note – the table does not specify local authorities (including district, county and unitary councils). All local authorities in the region are considered as
  collaborators in the IRS and are at the core of the process and represented through LGYH, FSRs and on Thematic Boards. In addition, local authorities will
  be able to participate as individual authorities using the mechanisms in the table above, with any fine detail on the most appropriate routes to be agreed
  between local authorities and their representative bodies.




                                                                                                                                                               44
SECTION 6: RISK MANAGEMENT

                                                           Inherent Risk                                                     Residual Risk
                                                            Assessment                                                       Assessment
                        Risk                          Likelihood     Impact                Mitigation                  Likelihood      Impact   Owner
1   Change in government policy on regional           High         High       Work plan divided into clear and         High         Medium
    strategies leading to significant alteration to                           distinct phases / stages, factoring in
    required content or process for developing                                clear break points.
    the IRS.
                                                                              Wider benefits of key work to the
                                                                              region clearly identified – e.g.
                                                                              robust evidence base across broad
                                                                              policy areas.
2   Failure to achieve meaningful integration of      Medium       High       Strong regional governance               Low          High
    thematic Workstreams leading to continued                                 arrangements clearly identifying
    silo working and internal inconsistency in                                links between thematic
    IRS implementation framework and missed                                   Workstreams.
    opportunities for the region to achieve
    more sustainable economic growth                                          Strong project oversight during
                                                                              development and effective
                                                                              integrated appraisal processes in
                                                                              place.
3   Government timetable for associated               High         High       Formal input to draft timetables for     High         Medium
    evidence elements (e.g. LEA’s) not aligned                                key government requirements
    to IRS regional timescales leading to poor                                seeking alignment.
    strategy alignment and incomplete
    evidence base.                                                            Alternative regional arrangements
                                                                              for interim measures agreed and in
                                                                              place – e.g. FSR Economic
                                                                              Assessments.
4   Lack of effective coordination and project        Medium       High       Robust project plan and project          Low          High
    management leading to failure to deliver in                               management structures in place.
    line with regional expectations.




                                                                                                                                                        45
5    Lack of buy in to IRS development leading         Medium   High   Strong engagement and                  Low      High
     to strong challenges during consultation,                         consultation processes in place.
     EiP and/or subsequent legal challenge.                            Consultation and engagement task
                                                                       group established with key partners
                                                                       to oversee and direct work.
6    Failure to reach agreement on IRS                 Medium   High   Structured partnership engagement      Low      High
     evidence base resulting in stalled progress                       throughout the evidence base
     on developing & delivering the IRS                                development process to achieve
                                                                       clear consensus. Evidence Task
                                                                       Group established with partners to
                                                                       oversee and direct work.
7    Failure to reach agreement on IRS                 Medium   High   Structured partnership engagement      Low      High
     prioritisation resulting in stalled progress on                   throughout the development
     developing & delivering the IRS                                   process to achieve clear consensus
8    Failure to meet government and partner            Medium   High   Strong overarching project plan in     Low      High
     requirements and expectations relating to                         place detailing key requirements on
     consultation resulting in IRS been                                consultation in line with key
     challenged and subjected to further work                          government requirements.
     and/or Judicial Review
9    Failure to meet legislative requirements for      Medium   High   Strong overarching project plan in     Low      High
     appraisal resulting in IRS been challenged                        place detailing key requirements.
     and subjected to further work and /or
     Judicial Review                                                   Robust appraisal process in place
                                                                       in line with key legislative
                                                                       requirements including checks and
                                                                       balances to ensure compliance.


11   Incomplete work areas due to slippage             Medium   High   Realistic timescales agreed as part    Medium   High
     against tight timescales for IRS                                  of project plan.
     development.
                                                                       Robust project management
                                                                       structures in place to support work.




                                                                                                                              46
Contacts:

General questions about the IRS:
Tim Frenneaux, Principal Integrated Strategy Manager, Yorkshire Forward
0113 3949777 tim.frenneaux@Yorkshire-Forward.com

Thematic Boards & Workstreams:
Regional Work and Skills Partnership Board
Alison Wilson, Learning and Skills Manager , Yorkshire Forward
0113 394 9586 alison.wilson@yorkshire-forward.com

Economy and Skills Workstream
Patrick Bowes, Chief Economist , Yorkshire Forward
0113 394 9689 patrick.bowes@yorkshire-forward.com

Transport Board & Workstream
Jonathan Brown, Head of Transport , Yorkshire Forward
0113 394 9781 jonathan.brown@yorkshire-forward.com

Spatial Planning Board & Workstream
Richard Wood, Head of Planning Strategy, LGYH
01924 331 613 richard.wood@lgyh.gov.uk

Housing and Regeneration Board & Workstream
Carole Cozens, Principal Housing Policy Manager, LGYH
01924 331613 carole.cozens@lgyh.gov.uk

Climate Change and Environmental Resources Workstream
Debbie Rosen, Principal Sustainable Development Manager, Yorkshire Forward
0113 394 9783 debbie.rosen@yorkshire-forward.com

Quality of Life and Equalities Workstream
Sarah Tyler, People and Places Development Manager, LGYH
01924 331 613 sarah.tyler@lgyh.gov.uk

Task and Finish Groups
Evidence
Andrew Sharp, Principal Strategy Manager , Yorkshire Forward
0113 394 9895 andrew.sharp@yorkshire-forward.com

Consultation and Engagement
Tim Frenneaux, Principal Integrated Strategy Manager, Yorkshire Forward
0113 3949777 tim.frenneaux@Yorkshire-Forward.com

Integrated IRS Appraisal
Debbie Rosen, Principal Sustainable Development Manager, Yorkshire Forward
0113 394 9783 debbie.rosen@yorkshire-forward.com

Monitoring and Evaluation
Jenny Poxon, Head of Planning Delivery, LGYH
01924 331 361 Jenny.poxon@lgyh.gov.uk

Implementation and Delivery
Martin Elliot, Planning Manager, LGYH
01924 331361 martin.elliot@lgyh.gov.uk


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                 Annex 2 – Regional Stakeholders and Evidence

Organisation Main areas of work / evidence
Local          Spatial Planning Workstream for YH Strategy
Government     Assisting implementation of RE through guides and
Yorkshire and   toolkits
Humber         Integrated Infrastructure Study – will examine capacity of
                gas and electricity networks in context of current and
                potential future growth
               Climate Change Adaptation Study
               Sub-Regional Renewable Energy Assessment Targets
                Study (2004)
               Previous secretariat (as Regional Assembly) to Regional
                Energy Forum which produced Yorkshire & Humber Vision
                for Biomass Report (2007), The Status of Biofuels in the
                Yorkshire and Humber Region (2007) and Regional
                Energy Infrastructure Study (2007).
Local          Renewable Energy Studies underway in York, Hull,
Authorities     Harrogate, Kirklees and Calderdale
               North Yorkshire Study (2005) Delivering Sustainable
                Energy - Recommended Guidance for Developing Energy
                Action Plans and Strategies
               Renewable Energy Opportunities in the Humber Area and
                Humber Energy Study (2008)
               Waste and Minerals DPDs in preparation giving steer on
                Energy From Waste and Coal Bed methane capture
               Deliverability challenges inc. planning process, community
                engagement
               Meeting climate change obligations through LAAs
Yorkshire      Securing the region at least one Low Carbon Economic
Forward         Area
               Exploring the role of low carbon technologies
               Working with Regional Utilities Companies to ensure
                better alignment of investment and infrastructure for the
                region
               Development of evidence and targets for monitoring
                Progress in the Region
               Work on understanding environmental limits
CO2 Sense      Biomass delivery and supply chains
               Wood flows amd role of wood fuel
               Encouraging heat consumers and thermal electricity
                generators to be co-located in a way that encourages CHP
               Removing some of the barriers to the development of
                district heating networks
               Smoothing the path for low carbon energy project
                developers to find appropriate sites and secure
                permissions for development


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                   Improving bankability of projects by reducing the
                    regulatory and site risks
                   Encouraging industry to make best use of all resources,
                    including waste
                   Developing energy projects in the best way for improving
                    air quality
                   Developing skills in the region to support the low carbon
                    economy
Energy Saving      Yorkshire and Humber Carbon Reduction Plan
Trust              Home Energy Efficiency Database collating information on
                    renewables installations
                   Leading the Region’s residents towards low carbon homes
                    and low carbon lifestyles
                   Challenging and supporting delivery partners to respond
                    to customer demand; turning advice into carbon saving
                    measures and behaviour change
                   Provision of advice on microgeneration
                   Provision of a focus for householder and community
                    engagement
                   Development of ‘Green Communities’
                   Community communications expertise, channels, and
                    collateral
                   Expert support to Local Authorities
Natural            Providing more informed comments on DPDs and
England             planning applications.
                   Working currently on opportunity mapping for wind power
                   Understanding of spatial implications of renewable energy
                    targets in relation to their priorities
                   Advanced work on green infrastructure mapping
                   Emerging work on the roles of landscapes with Yorkshire
                    and Humber
Environment        Providing more informed comments on DPDs and
Agency              planning applications.
                   Working currently on opportunity mapping for biomass
                    and hydro power
                   Understanding of spatial implications of renewable energy
                    targets in relation to their responsibilities.
Ministry of        Providing comments on DPDs and planning applications
Defence             around radar concerns.
                   The MOD have indicated through recent meetings with
                    LGYH and Government Office that they are prepared to
                    produce “no go” maps.
Forestry           Regional Forestry Strategy (2008)
Commission         Working to explore wood fuel supply chains inc. wood fuel
                    storage.




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