Marches Local Enterprise Partnership

Marches Local Enterprise Partnership
Name	Marches Local Enterprise Partnership
Formation	2011
Type	Local enterprise partnership
Headquarters	Shropshire
Region served	Herefordshire, Shropshire, Telford and Wrekin
Leader title	Chair
Leader name	[See Governance and Organisation]
Website	[not displayed]

Marches Local Enterprise Partnership is a regional economic development partnership covering the counties of Herefordshire, Shropshire and the borough of Telford and Wrekin. Formed in 2011 as part of a UK-wide network of collaborations between local private sector leaders and public authorities, the partnership has aimed to drive business growth, infrastructure development and skills initiatives across a predominantly rural and market town landscape linking Worcester, Wales border economies and the West Midlands conurbation. Its remit intersects with national programmes such as the local enterprise partnership policy framework, investment funds like the European Regional Development Fund and regional transport schemes affecting routes such as the A49 road, M54 motorway and rail corridors to Birmingham New Street.

History

The partnership was established in 2011 amid the coalition government’s reorganisation of regional development, joining peers including the Greater Manchester Combined Authority, Liverpool City Region and the West of England Combined Authority in shaping local industrial strategy. Early governance drew on leaders from Hereford, Shrewsbury, Telford, the Federation of Small Businesses and chambers such as the Shropshire Chamber of Commerce, reflecting continuity with predecessor structures like regional development agencies and county councils including Herefordshire Council and Shropshire Council. The LEP secured Growth Deal funding negotiated with successive Department for Business, Innovation and Skills ministers and later engaged with Homes England and the National Infrastructure Commission on strategic priorities. Brexit and the end of certain European Union funds prompted reconfiguration of investment routes, while national initiatives such as the Industrial Strategy (United Kingdom) and the Levelling Up Fund shaped its later programmes.

Governance and Organisation

The LEP's board historically combined private sector chairs, such as business leaders drawn from firms headquartered in Hereford, Telford, and Shrewsbury, with local authority appointees from Herefordshire Council, Shropshire Council and Telford and Wrekin Council. Executive delivery was managed by a chief executive and a small secretariat working with advisory panels focused on sectors including advanced manufacturing, food and drink, and digital technologies linked to entities like Stoke-on-Trent supply chains and Jaguar Land Rover regional suppliers. Governance frameworks referenced national guidance from the Department for Levelling Up, Housing and Communities and reporting mechanisms interfaced with bodies such as the Public Accounts Committee-influenced scrutiny from local scrutiny committees. Risk management, audit and assurance were overseen in partnership with external auditors and stakeholders including the National Audit Office where applicable to funding conditions.

Economic Strategy and Priorities

Strategic priorities emphasised infrastructure, business support and skills pathways to serve clusters in aerospace-linked supply chains around Telford International Railfreight Park, agrifood sectors proximate to Herefordshire orchards, and advanced engineering connected to firms supplying Rolls-Royce and defence contractors. The LEP aligned with national sector deals and regional initiatives like the Marches Growth Hub to deliver enterprise advice coordinated with organisations such as Business West and the Construction Industry Training Board. Connectivity projects targeted road links to Birmingham Airport, rail service improvements on the Welsh Marches line, and digital coverage initiatives working alongside telecom providers and the Rural Payments Agency for rural broadband rollout. Skills priorities linked to further education providers including Hereford College of Arts and Telford College and to apprenticeships promoted through relationships with the Institute for Apprenticeships and Technical Education.

Projects and Investments

Major programmes included capital investments in enterprise zones, business parks and town centre regeneration projects such as schemes in Shrewsbury and Hereford designed to catalyse private sector development. The LEP managed Growth Deal allocations for transport improvements on corridors like the A5 road and backed innovation centres serving small and medium enterprises engaged with research institutions including University of Birmingham and technical colleges supplying talent to multinational employers like Babcock International. Funding instruments ranged from capital grants to revenue support delivered via intermediaries such as the British Business Bank and regional inward investment promotion with agencies like Department for International Trade to attract foreign direct investment into sites near RAF Cosford and industrial estates.

Partnerships and Stakeholder Engagement

The partnership model relied on collaboration with local authorities, business representative organisations including the Confederation of British Industry regional branches, education providers such as University of Wolverhampton, health providers like NHS England regional offices for workforce planning, and community stakeholders in market towns and rural parishes. Engagement channels included business forums, stakeholder panels, and joint ventures with housing bodies such as Homes England and transport authorities like West Midlands Rail Executive for integrated planning. Cross-border links with Powys and other Wales counties supported supply chains and labour market flows.

Performance and Impact

Performance assessment combined delivery of Growth Deal targets, job creation figures, and capital projects completed, measured against national spending conditions and local intelligence from councils and business surveys conducted with partners like Federation of Small Businesses and regional chambers. Impacts included business growth in targeted clusters, improvements to strategic road and rail links, and skills interventions resulting in apprenticeship starts managed through training providers. External reviews and government gateways periodically assessed value for money, with outcomes informing subsequent rounds of funding such as bids to the Levelling Up Fund and successor mechanisms for regional economic development.

Category:Local enterprise partnerships