Devolution Prospectus- D2N2

DEVOLUTION PROSPECTUS
D2N2MARCH 2015

CONTENTS02
CONTENTS
03 Executive Overview
10 Enterprise
16 Skills to Employment
20 Built Environment
24 Transport
30 SMART Infrastructure
34 Summary of Proposals
DEVOLUTION PROSPECTUS
D2N2MARCH 2015

DEVOLUTION PROSPECTUS D2N2
EXECUTIVE OVERVIEW
We offer a unique devolution deal between Government
and the two Combined Authorities of the D2N2 LEP area.
The first deal in a two-tier area with significant physical,
social and geographic challenges. This deal represents a
nationally scalable model of sustained economic growth
in partnership with cities, counties and districts.
Using the two Combined Authorities as the platform for
strong cohesive delivery, we are resolute in ensuring that our
devolution ambitions drive sustainable economic growth
across the D2N2 LEP area. Detailed in this prospectus is our
approach of robust local collaboration and firm commitment
to work in partnership with Government. Our key proposals
that demonstrate this ambition are to establish:
1. A Free Trade Zone in association with East Midlands
Airport. We will work with Government to develop a
fully costed business case, and define its form, location
and development
2. An Investment Fund to maximise market success
through the finance required to develop infrastructure
and help business to grow
3. London Style Transport Powers for bus franchising to
better manage and rebalance the network, the devolution
of traffic management powers to allow more efficient
operation of local roads and direct influence over the
management and programming of enhancements to the
motorway and trunk road network.
Through this Devolution Prospectus, D2N2 makes the
offer to Government to:
• Provide a model of two-tier devolution that is scalable
nationally;
• Make resources and funding go further that will
demonstrate real value for money;
• Enable Government to talk to us as two Combined
Authorities;
• Increase competitiveness for UK businesses in terms
of trading on a global scale;
• Help create the 55,000 new private sector jobs
committed to in our Strategic Economic Plan;
• Develop a Further Education approach in the two areas
that is focused on business need now and in the future;
• Ensure more of our population become economically
active, reducing NEET levels, unemployment and the
welfare burden;
• Deliver a collective approach with developers to bring
forward sites that are exclusively or predominantly
employment-related, including the reclaiming of
contaminated sites;
• Coordinate local responses through our two Combined
Authorities to key national infrastructure decisions such
as HS2 and trunk road programmes;
• Deliver a detailed programme of strategic infrastructure
improvement through the Midlands Connect process;
• Develop an international exemplar through a Smart
Commission taking our traditional connectivity
strengths into a new age;
• Develop an advanced energy strategy that secures the
long-term security and affordability of supply and
development of the low-carbon sector.
03
01 ENTERPRISE
04 TRANSPORT
03 BUILT
ENVIRONMENT
05 SMART
INFRASTRUCTURE
02 SKILLS
TO EMPLOYMENT
D2N2DEVOLUTION

EXECUTIVE OVERVIEW04
A devolution deal to drive our global competitiveness...
Our vision, as Place Leaders, is that the D2 and N2 areas
will become more prosperous, better connected, and
increasingly competitive to ensure there are resilient
economies at the heart of the UK generating significant
earnings for UK PLC. We will do this through making a
significant contribution to the UK economy through our
seven priority sectors, especially in the areas of advanced
manufacturing and life sciences where we already lead
the way.
The Core City LEP area, comprising Derby, Derbyshire,
Nottingham and Nottinghamshire (D2N2), has already
identified itself as the UK’s ‘Most Inspirational postcode’
and at the forefront of rebalancing the UK economy.
Our economy is anchored by global giants such as
Rolls-Royce, Walgreen Boots Alliance, Toyota, Speedo,
British Sugar, Thorntons, Capital One and Bombardier.
However, SMEs are at the heart of our sustainable
economic growth. Innovation and entrepreneurship is
in our DNA, enabling our SMEs and start-ups to grow
faster, access finance, innovate and export.
Our Devolution Deal takes both the D2N2 Growth
Deal and Nottingham City Deal to the next level by
delivering:
• Increased productivity through a step-change in
matching skills to economic need-focused skills
• The roll-out of an integrated model that aligns
business support and skills development through the
D2N2 Growth Hub and approaches such as the
Nottingham Employer Hub and the Derbyshire
Guildhall
• Increased Foreign Direct Investment and exporting
through clustering
• Accelerated delivery of new homes and the
infrastructure to support this, creating more
prosperous, sustainable communities
• Modelling place leadership through establishing the
D2N2 area as the UK’s smartest region
• Comprehensive roll-out of super-fast broadband to
communities and businesses, and development of 4G
technology and beyond.
This devolution deal will provide the D2 and N2
Combined Authorities with the powers and levers to
deliver our ambition for sustainable “Growth and Jobs”.
Our LEP’s Strategic Economic Plan (SEP) focuses on our
one overarching target to create 55,000 new jobs by 2023.
This devolution deal will enable us to take our SEP to the
next level and increase productivity in the D2 and N2
areas.

...delivered by a strengthened local partnership...
The two proposed Combined Authorities of D2
(Derby and Derbyshire) and N2 (Nottingham and
Nottinghamshire) working intrinsically with the D2N2
LEP are making this proposal to Central Government to
start the process of securing a substantial devolution of
power, funding and responsibilities to deliver this
ambition.
We will continue to strengthen our collaborative
governance arrangements, building on our
well-advanced work to create the first model in the UK
of two Combined Authorities and one LEP with the
strong support of business leaders, universities and other
partners. We recognise the strategic importance to the
D2N2 area of the Sheffield City Region, Manchester City
Region and Leicester and Leicestershire LEP area. We
will maximise opportunities to collaborate with other
key stakeholders such as the HCA, Highways England,
Transport for the North, FE colleges and East Midlands
Airport to create innovative partnership delivery models
that secure robust solutions and will engage with them to
develop coherent plans that address the needs of business
and communities. We will explore new opportunities to
engage our citizens and communities in the decisions
that affect their prospects and prosperity. We respect the
principle of subsidiarity; that decisions should be taken
as close as possible to the people most affected.
Local areas should be the beneficiaries of local growth
with increasing local control over the public revenues
raised from sustainable growth. By acting locally we can
compete globally. The devolution of powers, resources
and the appropriate alignment of accountability will
ensure that our Place Leadership can create a great place
to live, work and invest.
...and based on 5 strands which will raise productivity,
stimulate sustainable growth and create jobs...
Building on our City Deal, Growth Deal, SEP and the
offers in the two Combined Authority proposals,
devolution will provide the tools and levers for our two
Combined Authorities and LEP as Place Leaders to meet
the diverse needs of our rural and urban communities in
creating growth and jobs to significantly drive up
productivity.
The five strands of our prospectus set out our
ambition which we will negotiate with Government.
01 ENTERPRISE
02 SKILLS TO EMPLOYMENT
03 BUILT ENVIRONMENT
04 TRANSPORT
05 SMART INFRASTRUCTURE
As well as the additional outcomes that each of our
strands will deliver, the D2N2 area will also benefit from
the ability to align and join up funding streams that are
currently driven by disparate and disconnected policy.
Devolution will allow joined-up local decision making,
linking our investment in skills, enterprise,
infrastructure and housing in ways that are not
possible whilst powers and funding is held in Central
Government departments. Devolution will also allow
the D2 and N2 Combined Authorities to take a
long-term perspective to addressing complex and
deep-rooted issues, rather than having to react to a
constant churn of short-term initiatives. By taking a
long-term view across these strands, we can invest to
create and unlock value over time as well as building the
confidence of investors from across the private sector to
locate, develop and thrive in the D2N2 area.

EXECUTIVE OVERVIEW06
01 ENTERPRISE
A Free Trade Zone in association with East Midlands
Airport, with favourable tax treatment to maximise the
opportunities for trade and supply chain development in
the D2N2 area. Our goal is to drive forward the area’s
global market presence by attracting new businesses,
growing indigenous businesses, supporting the growth of
SMEs in the wider supply chain and capturing new
foreign investments. This not only involves our ambition
to develop the largest UK freight hub but also to secure
international connectivity through the expansion of the
airport with more global passenger reach. We will work
with Government to develop a fully costed business case
to define its form, location and development, mapping
the implications for the UK and the D2N2 economy.
An Investment Fund to maximise access to the financial
mechanisms needed to develop infrastructure and help
businesses to grow. This would bring together devolved
capital funding for economic development, transport and
regeneration. Financed through existing funding in the
British Business Bank and UKTI’s overseas Regional
Investment Organisation (RIO) funds, including the
recently announced Legal and General Investment Fund;
and matched by European Investment Bank funding. It is
envisaged that the D2N2 Accountable Body will manage
these funds. We will also look to maximise local private
and public sector sources such as local government
pension funds.
Productivity gains in our seven priority sectors, forming
national/local task forces and associated supply chain
programmes to focus on maximising the benefits for our
SMEs in the supply chain from the competitiveness of
our world-beating companies.
Helping business grow through a joined-up approach
that includes control over national and local programmes
and funding streams to help D2N2 businesses to grow.
Devolved business support budgets matched by local
authority staffing would allow us to deliver a network of
local, integrated Growth Hubs in priority areas of the
two Combined Authorities providing local accountability
for the impact of this activity. Providing locally-focused
support to micro and SMEs, particularly in our most
disadvantaged and economically challenged areas where
structural change and rurality affect the ability of local
economies to reach their full potential, is critical to
sustaining successful growth.

02 SKILLS TO EMPLOYMENT
Skills Programmes: devolution of Adult Skills Budget,
AGE grant and the responsibility to commission the
national careers service through joint accountability
with the Skills Funding Agency shared between national
government and our two Combined Authorities. We will
improve the impact of the FE system and co-commission
activity from FE colleges and private training providers
to meet the immediate and long-term requirements of
the labour market. Focus will be on our seven priority
sectors to ensure the needs of the economy and our
employers are met. This will include filling the skills gaps
in our priority and growing sectors and delivering
enhanced apprenticeships that will make a real difference
to our economy. This will allow us to use the flexibility of
the devolution deal to create ‘real’ and meaningful
apprenticeships. We will build on our City Deal
Apprenticeship Hub, rolling out our brokerage service
and targeted incentive scheme to micro and SMEs across
the D2 and N2 areas.
Employment Programmes: devolved Work Programme
(or its successor), the Youth Contract and responsibility
for locally delivered DWP services, allowing joined-up
employability support to be delivered more effectively,
particularly to those with the highest needs, including
reducing the level of NEET across the D2 and N2 areas.
We will build on our work to develop integrated support
to families through our Early Intervention and Priority
Families strategies. We will also develop further our
existing integrated service provision with DWP through
the roll-out of the Employer Hub model established as
part of the City Deal process and the 21st
Century
Guildhall project.
03 BUILT ENVIRONMENT
A Housing Investment Fund delivering our ambitious
plans, including funds and guaranteed loans devolved
from the Homes and Communities Agency (HCA) and
assets owned by the HCA, including decontaminated
sites, being fully devolved to the Combined Authorities.
Social and affordable housing to lift the borrowing cap
on the Housing Revenue Account, to provide the D2 and
N2 areas with the flexibility to build the new social and
affordable housing needed to meet the changing
demands of our citizens across our diverse rural and
urban areas.
We seek to intervene in the private rented sector, as
well as the affordable and market sale sectors. We can
realise considerable savings on Housing Benefit for the
Treasury by delivering affordable, good-quality and
well-managed housing at below Local Housing
Allowance rates.
Crucially, we seek to unlock the housing market by
facilitating the development of stalled, smaller sites by
bringing vacant properties back into use, by generating
affordable homes and by working collaboratively and
strategically on housing land supply.
Our planning authorities will explore opportunities to
strengthen co-operative and strategic working both
within the combined authorities of the D2N2 area and
with adjacent LEPs and combined authorities such as
Sheffield City Region, Greater Manchester City Region,
Leicester and Leicestershire. The complexities of
differing planning responsibilities amongst local
authorities within our unitary and two-tier arrangements
will be fully recognised through this approach.

ENTERPRISE08
04 TRANSPORT
The creation of an integrated transport system that
includes powers for bus franchising to better manage
and rebalance our network; the devolution of traffic
management powers to allow more efficient operation of
local roads, and direct influence over the management
and programming of enhancements to the motorway
and trunk road network. This will be underpinned by
a 10-year transport funding allocation to create
certainty and stability through long-term planning.
Providing better connectivity, especially in our rural
and hard-to-reach areas, will ensure better and more
affordable access to employment for all our communities.
Commitment to ensure the D2 and N2 Combined
Authorities have influence over the investment plans for
our strategic transport connections, informed by
initiatives such as One North and Midlands Connect.
This commitment must include new rolling stock for an
electrified Midland Mainline that with scheduling
enhancements will achieve journey time reductions to
London. Commitment to improve strategic road and rail
links within the Midlands and to other Core Cities to
make our economy work more efficiently. This would
also include improved connectivity to the East Coast
Mainline through the Newark Interchange, more control
over the planning and delivery for preparation of HS2
and the development of a mass transit strategy for the
D2N2 area.
05 SMART INFRASTRUCTURE
Develop a SMART Commission that will drive the
improvement of telecommunications infrastructure across
D2 and N2 to provide universal connectivity and enable a
‘smarter society’. Building on our experience of broadband
and other communications projects, we believe that
universal superfast broadband connectivity is within our
grasp and that 4G coverage - and beyond - across our area
can be achieved. This will provide a strong boost to our
global competitiveness, ensuring that 100% of business
and residential premises are connected, including our
most remote areas, where digital exclusion is a real barrier
to economic growth and wellbeing. Working with
telecommunications and mobile providers and our
universities we can plan and deliver a rollout of advanced
technology that will fit the specific challenges of our
diverse areas. We want to work with Government and the
industry to develop a model for 100% connectivity.
Developing a Localised Energy Strategy taking local
control of energy-efficiency funding and programmes
to create a joined-up strategy for energy reduction and
production through engagement with the private, public
and education sectors. A key component of the strategy
will be the development of the high-value low-carbon
sector, including infrastructure development for electric
vehicles. Devolution here will ensure all communities and
businesses can contribute to and benefit from success
within D2N2, grow new and emerging sectors of
international significance and allow the development of
sustainable local solutions to national problems.

Public Sector Reform
All local authorities that form the two Combined
Authorities within the D2N2 LEP area are clearly of the
view that democratic decision makers are best-placed
to make decisions on public services that are required
to meet the needs of local citizens. The different
funding regimes and operating frameworks that apply
to the various public sector disciplines do not allow for
place-making decisions. The D2 and N2 combined
authorities want to use this devolution deal conversation
to open up a long-term dialogue about how aspects of
the public sector, such as social care and health, can be
replicated to a local governance model.

ENTERPRISE10
ENTERPRISE
Rationale
Through the Devolution Deal we will deliver an effective
relationship between national and local resources, programmes
and interventions that maximise the benefits from the
productivity gains of our unique and globally competitive
companies. Devolution gives us the opportunity to realise an
economic step-change, bringing about significant productivity
and innovation gains through added value business growth.
Our challenge is to unlock the potential of our geographic
cluster of internationally significant companies by enhancing
productivity and driving the growth and development of the
indigenous micros and SMEs in our supply chains.
01

Asks of Government and Powers to:
1. Establish a Free Trade Zone in association with East
Midlands Airport, working in partnership with
Government to define its form, location and
development
2. Create a Local Investment Vehicle to channel
resources and investment to businesses and projects
that need it through pooling local and national funds
3. Establish a dedicated team combining national and
local expertise and resources to drive productivity
across our globally significant businesses and growth
sectors, and support the competitiveness of local
supply chains
4. Configure a seamless package of business support
available to all D2N2 businesses, integrating the
resources and capabilities of national programmes and
partners matched with local commissioning and
capacity.
Benefits
Making the most of our most successful firms requires
that they are supported and that their growth benefits
the wider D2N2 economy. This in turn requires the
resources used by National Government (its network of
embassies, supply chain programmes, funding for growth
and collaborative research, enabling legislation) be
effectively integrated with the planning powers, skills
development and understanding of local supply chains -
with the power to support sectoral growth held more
firmly in local hands. Unlocking this latent potential
within the local ecology of 2nd
and 3rd
tier suppliers will
not only drive up their productivity but will also match
their competitiveness to that of the OEM’s (Original
Equipment Manufacturers). This ‘ask’ is a clear and
natural extension of the combined authority proposals
and will enhance our capacity and capability to secure
growth in better quality and more sustainable jobs in
key localities, enabled by technology and supporting
prosperity .
Proposals
We will deliver this step-change in economic prosperity
through four strategic, integrated interventions, forging a
new partnership with Government. In recognition of the
unique role of Government, our Devolution Deal blends
economies of scale and strengths of national programmes
of business support including UKTI and Manufacturing
Advisory Service (MAS), and seeks to enhance local
impact by focusing new interventions around
solution-specific opportunities of scale.
ENTERPRISE
START-UPS(2013)
START-UPS PER 10K POPU.
AGED 16-64 YRS
DERBY DERBYSHIRE NOTTINGHAM NOTTINGHAMSHIRE D2N2 ENGLAND
70 66.9 61.5 63.8 65.2 89.9

ENTERPRISE12
Free Trade Zone (FTZ)
D2N2 is located at the heart of manufacturing in the UK,
and situated on the edge of East Midlands Airport (EMA)
which is the second-largest international freight airport in
the country, after Heathrow, which is struggling with
capacity. Sea freight is now secondary to air freight.
This general area is well-served by the M1 and M42
motorways. Existing rail connectivity will be significantly
enhanced with the development of new rail hubs in the
area including the Roxhill Freight Interchange. In the
future, it will also have access to HS2 via the East
Midlands Rail Hub.
This is the best location in the UK to site a Free Trade
Zone to support international trade and inward
investment. There are specific site options to be considered
that are in close proximity to the airport, all offering
appropriate developable land for a designation of this
scale and importance. A Free Trade Zone would be sited
on a bespoke delineated location(s) with good connection
to road, rail and the airport. It would be available
particularly for new Foreign Direct Investment and
companies intending to radically expand their operations
to encompass international trade. Particular targets for the
zone would be tier one automotive and aerospace suppliers.
It would therefore be necessary to link UKTI inward
investment and trade activity to the zone.
We recognise that free trade zones in the UK previously
have not delivered to the level of expectation with
concerns around displacement and loss of revenues to the
Exchequer. We believe that the cluster of our OEM’s and
the strength of our local infrastructure assets (across road,
rail and air) create the conditions for a successful
designated Free Trade Zone.
In a global market place, locations which offer added
value services, are closer to the customer base, have close
proximity to sources of innovations and centres of
excellence, will be ideal for re-shoring and securing
investment from business. Currently there is a disconnect
across OEMs, their international customer base and
supply chains, curtailing innovation and new market /
product development. There is the need to further
stimulate the supply chain and innovation within it to
safeguard and drive future growth.
EMA is the UK’s premier airport for pure freight. Its
proximity to the Roxhill Freight Rail terminal, M1 (wider
strategic Road Network) new Business Park capacity and
future HS2 development, makes it ideal for a nationally
designated Free Trade Zone ‘Hub’. Coupled with this is
EMA’s ambition to double passenger numbers, rising to
10 million by 2040. The Free Trade Zone would become
an internationally competitive location of choice for
freight, OEM (and associated supply chains) and new
carriers (long-haul carriers). We are seeking dialogue
with Government to consider future public policy and
the specific opportunity of establishing a Free Trade Zone
in association with EMA.

Investment Fund
Businesses, particularly micros and SMEs, continue
to encounter difficulty in terms of accessing finance
to help grow their business – either the finance is not
forthcoming or the terms and conditions are so
prohibitive that the deal is constrained from the outset.
We know from sector intelligence that 75% of all
investment funding for Life Sciences is concentrated
in the South East. In order to capture growth, in both
economic and productivity terms, we need to undertake
actions that help rebalance the UK economy.
In this area we have already established very successful
“access to finance” initiatives that have covered grants
and loans to enable businesses to grow. Our proposal is
to establish an Investment Fund and the creation of a
Local Investment Bank, bringing together devolved
capital funding for economic development, transport
and regeneration purposes. This innovative approach
will pool both locally and nationally determined funds.
Funding at a sufficient level will enable a £1billion
Regional Investment Bank to be developed and both
private and public match-funding (including European
and EIB funding and local partners through the Local
Growth Fund, local authority reserves, non-domestic
rates income and pension funds) to be secured to
support further the commerciality and sustainability
of the structure.
In this way, a Regional Investment Bank will be able to
properly address and target the “local” issues faced by
businesses in accessing finance under a single umbrella,
as well as providing investment capital to bring forward
infrastructure and regeneration projects – further
driving growth in the economy.
PRODUCTIVITY
GVA
GROSS
VALUE
ADDED
PER HOUR
WORKED
(2012)
D2N2 24.8
DERBY 30.2
EAST DERBYSHIRE 21.4
SOUTH & WEST DERBYSHIRE 23.4
NOTTINGHAM 25.1
NORTH NOTTINGHAMSHIRE 23.8
SOUTH NOTTINGHAMSHIRE 25.8
ENGLAND 28.3
£
£
£
£

ENTERPRISE14
Productivity Gains in priority sectors
Developing a conducive environment for our
world-beating companies Original Equipment
Manufacturers (OEM) is a priority, ensuring they take
advantage of global opportunities from the places in
which they exist. Our focus will be on our micros and
SMEs in their supply chains that need to be enabled to
match the level of productivity and innovation within the
OEM’s, creating a resilient, internationally competitive
and highly-skilled local eco-structure. Enabling this
eco-structure will require access to a suite of sector and
bespoke wrap-around programmes that will support new
investment, collaborative research, highly-skilled
workforce development and physical infrastructure
schemes.
To deliver this we propose the development of dedicated
Task Groups, incorporating national (Whitehall / BIS /
UKTI) and local (D2N2, LA’s, Chamber, universities
and business) partners to address sector-specific
opportunities and challenges. The focus will be to
design and shape the next generation, fit for purpose,
internationally competitive supply chains, starting with
Rolls-Royce’s Transport Equipment Manufacturing.
Ensuring the greatest impact of Rolls-Royce’s ambitious
plans in Derby and Nottinghamshire (Hucknall) would
be the first priority followed by the other priority sectors
in our SEP such as Life Sciences and Low Carbon.
Integrated Business Growth Hub
Businesses, micros and SMEs in particular need to be
able to access relevant and timely business support
products in order to maximise their growth potential.
National programmes through UKTI, Manufacturing
Advisory Service (MAS), and Growth Accelerator
provide much-needed generic support but are not
aligned or coordinated with local need. Local businesses
also find it difficult to know what is available and how to
access this provision. The D2N2 LEP and Nottingham
City Council are already establishing an integrated
Business Growth Hub that will act as a shop window for a
range of business support interventions – all coordinated
and designed to help micros and SMEs achieve growth;
this model will be rolled out to all areas in D2 and N2.
Extension of the Growth Hub will form part of an
integrated model that aligns business support and skills
development through approaches such as the
Nottingham Employer Hub and the Derbyshire Guildhall.
This will overcome the ongoing problem of a lack of
connectivity between national programmes and local need
and the remoteness felt by businesses in terms of accessing
the support to help them help themselves to grow.

In order to ensure real integration of support and a
clarity of message the main partners will co-locate.
This will include the LEP, City Council, Chamber of
Commerce and national providers such as MAS and
UKTI and further match from local authorities as the
model is extended across D2 and N2. This brings further
alignment, coordination and local targeting of support
that also has an integral account management function
for businesses in the strategic key growth sectors.
Our proposal is about more than integration – we want
to be held accountable directly to National Government
(BIS) for business growth and achieving business growth
targets. There will be two phases to this – the first will be
to commission business support that will meet the needs
of local micros and SMEs, including those in the supply
chains of our primary OEMs and to ensure that growth is
delivered. The second phase will be to take on the role of
a full delivery partner, again being directly accountable
for the resulting business growth to Government.

SKILLS TO EMPLOYMENT16
SKILLS TO EMPLOYMENT
Rationale
In a local labour market where skill levels are already well below the national average,
to enable the D2N2 economy to reach its maximum potential now and in the future,
we need to improve the quality, reach and integration of education and employment so
that it adequately prepares people for future work opportunities. We recognise that
businesses must play a central role in developing and delivering improvements to our
approach.
Asks of Government and Powers that:
1. The two Combined Authorities become responsible for reshaping and restructuring
under-performing local FE provision, and for co-commissioning the National
Careers Service and a proportion of the Adult Skills Budget
2. The two Combined Authorities become responsible for local delivery of the
Apprenticeship Grant for Employers (AGE)
3. The two Combined Authorities become responsible for commissioning the Work
Programme (or its replacement) and the Youth Contract
4. The two Combined Authorities become responsible for local delivery of DWP
services and commissioning of related activities.
02

THE PROPORTION
OF THE RESIDENT
POPULATION
AGED 16-64 YEARS WITH
QUALIFICATIONS
D2N2 10.5%
ENGLAND 9.1%
DERBY 10.9%
NOTTINGHAM 12.9%
DERBYSHIRE 8.5%
NOTTINGHAMSHIRE 11.3%
NO
Benefits
This ‘ask’ builds on the well-developed proposals of
the combined authorities and by devolving these
powers, funding and responsibilities to the Combined
Authorities, Government will secure a locally
coordinated, coherent approach to better align
employers’ demands for existing and future workforce
skills with local education, pre-employment training and
in-work training provision. The Combined Authorities
will target funding, commission bespoke training
programmes and deliver services to ensure businesses’
skills needs and skills gaps are filled. They will also
provide the support and pathways for young people from
their priority groups to ensure they can progress into
employment.
Proposals
The challenges of the employment and skills agenda are
twofold. Firstly, we need to ensure that everyone entering
or re-entering the labour market has the skills needed by
local businesses. Secondly, we must have clear
co-ordinated strategies in place to ensure that people
who experience high levels of disadvantage through
urban deprivation and rural isolation are able to benefit
from the job opportunities created by wider economic
growth. The D2N2 LEP has already set out its desire to
agree a Skills Deal with Government. This devolution
deal with the two Combined Authorities provides a
governance mechanism to achieve the ambition through...
Reshaping and Restructuring Local FE Provision
and Local Commissioning of Skills Provision
Through joint accountability for the Skills Funding
Agency shared between National Government and our
two Combined Authorities, we will improve the quality
of the local FE system where there is under-performing
FE provision, having responsibility for implementing the
recommendations of the current and future FE
Commissioners’ review. We would also co-commission
activity from FE colleges and private training providers
to meet the immediate and long-term requirements of
the labour market, with particular focus on our seven
priority sectors. By more closely aligning the education
and training offer to the needs of local employers, we will
ensure our future and existing workforce develop the
skills required to help grow businesses and the economy.

SKILLS TO EMPLOYMENT18
Local Delivery of the AGE Grant
Building upon our City Deal Apprenticeship Hub we will
roll out an independent brokerage service to support
employers (particularly small and medium enterprises
and those in the Voluntary and Community Sector) to
create additional Apprenticeship opportunities for young
people. Alongside this service the Combined Authorities
will deliver a targeted incentive scheme to micro and
SMEs across the D2 and N2 areas, building on the
lessons learnt from existing local incentive schemes.
Local delivery of the AGE grant will enable us to vary the
level of support according to the different types of
learner, sector/subject area and level of apprenticeship.
This will ensure that we drive up demand for
apprenticeships, particularly within our target sectors,
but also ensure that they are more accessible for all
individuals within the local labour market.
Commissioning of Work Programme and
Youth Contract
The policy and funding landscape for skills and
employment activity is complex and often confusing
for stakeholders and beneficiaries alike. There are
numerous organisations involved in designing,
commissioning and delivering services which aim to
tackle skills and employment issues. Not only is the
landscape complex but it is constantly changing and
nationally driven – this has its own consequences in
terms of sustaining impacts and delivering more holistic
services and programmes to tackle high levels of
deprivation and disadvantage.
Through local commissioning of the Work Programme
(or its successor), and the Youth Contract we will
implement joined-up employability support, which is
aligned to locally delivered employment support, but
also other local authority provision such as health and
care services, education, and careers guidance. We
will ensure provision is delivered more effectively,
particularly to those with the highest needs, including
reducing the level of NEET across the D2 and N2 areas.
This new localised approach to coordinating support will
contribute to the reduction of the number of long-term
unemployed in the area and deliver a reduction to the
Welfare Bill.
THE PROPORTION
OF THE RESIDENT
POPULATION
AGED 16-64 YEARS WITH
LEVEL 4 AND ABOVE
D2N2 29.8%
ENGLAND 35%
DERBY 29.5%
NOTTINGHAM 29.3%
DERBYSHIRE 29.5%
NOTTINGHAMSHIRE 30.4%

Local Accountability for DWP Functions
By devolving the responsibility to the Combined
Authorities for delivery of DWP employment and
benefit functions and funding, we will ensure that
provision aiming to support people into employment is
driven by local need and integrated with wider services,
thereby reducing duplication and maximising value for
money.
By more closely aligning DWP-funded provision to
locally coordinated strategies and their programmes,
the Combined Authorities will be able to minimise
the conflict between local and national priorities.
Building upon the success of the integrated employer
functions delivered though the City Deal, we will
develop further our existing integrated service provision
with DWP through the roll-out of the Employer Hub
model established as part of the City Deal process and
the 21st
Century Guildhall project and we will build on
our work to develop integrated support to families
through our Early Intervention and Priority Families
strategies.
We would also welcome the opportunity to discuss the
development of a locally coordinated approach to
supporting ESA claimants back into work, in line with
the Working Well Pilot established in Manchester.
D2N210.5%
ENGLAND9.8%
DERBY11.7%
NOTTINGHAM14.8%
DERBYSHIRE9.1%
NOTTINGHAMSHIRE9.7%
THE PROPORTION
OF THE RESIDENT
POPULATION
OUT-OF-WORK
BENEFITS
AGED16-64YEARS
CLAIMING
(OF ANY TYPE: JSA, ESA, LONE PARENTS ETC)

BUILT ENVIRONMENT20
BUILT ENVIRONMENT
Rationale
Delivering housing development is central to supporting
and facilitating all aspects of growth. The devolution asks
and offers to bring about increased housing delivery as well
as higher standards through a number of flexibilities and
more effective use of existing resources and levers.
We want Government to acknowledge the role that local
authorities have in bringing about housing growth, so
amply demonstrated by the recent Elphicke / House review.
So much more could be achieved by lifting some of the
restrictions upon the use of resources that currently exist.
The Planning system is often experienced as complex with
outcomes uncertain and presenting a block to development.
It is reactive in nature and does not consistently deliver the
good-quality development that communities deserve.
Building great places requires civic leadership and
collaboration across the built environment disciplines;
this is what we seek to bring through our proposals.
03

1. Consolidate existing and future HCA grant, loans and
equity schemes into a single amount and flexibility of
their use
2. Lift the borrowing cap on Housing Revenue Accounts
and extending the scope of their use
3. Have greater flexibility on the use of Right To Buy
receipts and the ability to negotiate packages of grant
for Registered Providers to support a wider range of
housing needs, ranging from social rent to
intermediate and market products
4. Create joint vehicles between the Government and
each Combined Authority around the disposal of
assets between public bodies including HCA assets
including decontaminated sites to enable those
best-placed to fully realise their potential to do so.
Benefits
We believe that Government is not realising the full
potential of its investment in housing because it is often
allocated via national programmes which don’t always
meet the specific needs of more challenging localities.
By channelling investment via our two Combined
Authorities we can ensure that Government gets
maximum delivery and value for money by ensuring the
types of projects which are most relevant to the LEP
area’s needs are those which receive investment. The asks
build on the proposals of the two Combined Authorities
in securing a more affordable supply of housing and
facilitating more appropriate land for development and
redevelopment.
Proposals
Whilst our asks are fiscally neutral, one proposal is that
Government helps to unlock private sector investment in
housing by indemnifying private sector lease-back
schemes. There appears to be a strong appetite for such
schemes, whilst all the risk remains with local
authorities, they will not realise their potential.
Housing
A Housing Investment Fund delivering our ambitious
plans including funds and guaranteed loans devolved
from the Homes and Communities Agency (HCA), with
assets owned by the HCA, including decontaminated
sites, being fully devolved to the Combined Authorities.
This will enable the two Combined Authorities flexibility
beyond the national programmes or deviation from
set criteria to allow funding to be more appropriately
applied to the needs of the area, in turn getting more
out of investment and producing a more sustainable
and impactful result. Our approach will facilitate
development of stalled, smaller housing sites through
targeted remediation and infrastructure work and bring
vacant and underutilised properties back into residential
use – to assist the vitality and sustainability of market
towns and more vulnerable settlements
Social and affordable housing to lift the borrowing cap
on the Housing Revenue Account, to provide the D2 and
N2 areas with the flexibility to build the new social and
affordable housing needed to meet the changing
demands of citizens across our diverse rural and urban
areas. The new-build programmes will be self-funding
through increased rental income streams.

BUILT ENVIRONMENT22
We seek to intervene in the private rented sector as well
as the affordable and market sale sectors. We can realise
considerable savings on Housing Benefit for the Treasury
by delivering well-managed housing of good quality at
below Local Housing Allowance rates. Ideally, we would
like to link the payment of Housing Benefit to the
delivery of certain minimum housing standards, again
improving outcomes for Government at both a fiscal and
social level. We would also like to be able to use the
appropriate levers for raising standards in the private
sector more effectively. Interventions to improve the
management of the existing PRS stock, combined with
the opportunity to bring significant new investment into
the sector for new private rented homes could transform
the tenure into one which fully delivers for the local
communities of the LEP, providing high-quality,
easy-access housing for those working in a growing
economy.
Crucially, we seek to unlock the housing market by
facilitating the development of stalled, smaller sites by
bringing vacant properties back into use, by generating
affordable homes and by working collaboratively and
strategically on housing land supply.
Place Leadership
As part of the Devolution Deal and D2N2’s offer to
Government, the planning authorities will explore
opportunities to strengthen co-operative and strategic
working both within the Combined Authorities of the
D2N2 area and with adjacent LEPs / Combined
Authorities such as Sheffield City Region, Greater
Manchester City Region, Leicester and Leicestershire.
The complexities of differing planning responsibilities
amongst local authorities within our unitary and
two-tier arrangements will be fully recognised through
this approach.
We will explore three areas for improving collaborative
working:
1. Prioritising Employment Sites
A collective approach with developers to bring
forward sites that are exclusively or predominantly
employment-related. The ambition being to prioritise
them for funding given a market influence and
addressing barriers to development. The opportunity
exists to set up an ongoing, structured four-way dialogue
between the Combined Authorities, the local authority
(planning) partners, developers and end-users /
businesses in bringing forward employment land that
is serviced, market-driven, reflects the (sector)
opportunities and where barriers to development exist,
targets resources – financial and otherwise – accordingly.
2. Co-ordination over Section 106 / Developer
Contributions
A LEP / Combined Authority position on S106 and
wider developer contributions. The ambition is to
ensure co-ordination between the local authorities
with developers to ensure sustainable and viable
developments are secured. The current consultation
on S106 Agreement relates in part. Section 106
requirements are often cited as late additional burdens
prevailing against viability.
3. LEP-wide Planning Charter
We would explore the option of creating a practical
planning charter to demonstrate and facilitate a business
friendly approach to the planning process. The ambition
is to ensure that collectively we deal with employment /
large mixed use sites etc in a timely, joined-up and
cost-effective manner. The Charter will have the core
objective of creating sustainable economic growth within
smarter, sustainable communities, being a mutually
agreed process between the respective local authorities
and developers.

In addition to these three areas we recognise that
good design builds communities, creates quality of
life, and makes places better for people to live, work
and play in. A key component of new development
in a thriving, successful region is quality: quality of
design and materials; sustainable functionality for
immediate users and the locality, sympathetic to
existing heritage but progressive enough to inspire.
To secure this kind of development, the D2N2 region
will embed the recommendations of the Farrell
Review into a more proactive planning approach,
integrating PLACE leadership and the development
of a Built Environment Strategy.
One Public Estate
Maximising the release of surplus public sector land is
critical to supporting the Government’s ambitions to
reduce the deficit, increase the number of homes being
built and drive economic growth. This aligns with the
D2N2 ambition to maximise the economic returns from
public sector land assets.
D2 and N2 Combined Authorities are seeking to work
with Government to maximise the economic returns
from public sector property assets. Economic return is
defined as efficiency through significant rationalisation
of the public sector estate, using surplus public sector
property to deliver housing and commercial
development and using the strength of the public sector
covenant from its own occupation to stimulate economic
growth. Both our Combined Authorities would seek to
create a vehicle such as a Joint Asset Board with
Government to influence asset development in a way that
supports the growth of the local economy. The Board’s
primary aim will be to achieve a more integrated
approach to how the public sector uses its assets in the
two Combined Authority areas, to support growth and
deliver better value for public money.
Local setting of charges
The Combined Authorities are asking for the freedom to
set planning and licensing fees locally. Currently the fees
payable for planning and licensing are set centrally by
Government. Planning application fees form a very small
proportion of development costs – less than approx. 0.5%
– and thus recovery of true costs would not impact upon
the viability of developments. An average spend per
application in 2013/14 in the N2 Combined Authority
area was £1069.90 with an average fee income per
application of £584.36 resulting in an average subsidy per
application of £485.54 and therefore do not accurately
reflect the cost of delivering these services.

TRANSPORT24
TRANSPORT
Rationale
Good transport is a key driver of economic growth, however, with high levels of
congestion and physical barriers to bus and rail connectivity across the region,
we know more innovative travel and transport solutions are needed if we are to
sustain and increase growth. Across the D2N2 area we need to better connect our
communities to employment opportunities whilst ensuring we meet the demands
of businesses and a challenging physical geography. We are keen to develop a
very different vision about our place and our people; we want to demonstrate
strong leadership in the better use of technology, in creating genuinely
sustainable communities (with live/work opportunities at their heart) through
better-quality and better-designed developments that enable people to make
better choices about their need for travel; we want to make sure that any future
investment in transport, traffic and highways is focused on improving the quality
and experience of essential travel, but moreover, that through a more imaginative
approach of integrating advance technology into new developments, we can
significantly reduce the need to travel at all. In both rural and urban contexts
we need coordination and local influence over decisions on investment and
deployment of current and future resources if we are to achieve this.
04

We know this is deliverable as our approach builds upon
the existing powers available to London and similar
components to the Manchester and Sheffield Devolution
Deals; but we are also keen to work with Government on
developing a much more ambitious approach to travel
and transport that could set the standard for
development and spatial planning across the UK.
Asks of Government and powers to:
The key proposals for the D2N2 area are...
1. A 10-year commitment to the devolving of Central
Government funding for transport already not
devolved consistent with other Deal areas.
2. London style powers and devolved funding to
introduce bus franchising on a staged basis and to
better manage and rebalance the network.
3. Powers to better manage and more efficiently operate
the local road network and directly influence the
management and programming of enhancements to
the motorway and trunk road network; make and
amend traffic and parking orders, and change local
rights of way. We seek a coversation regarding the
potential for de-trunking specific strategic roads
within the D2N2 area.
4. The ability to directly determine strategic
infrastructure priorities to drive economic growth.
EASTMIDLANDSHAS9%
OFTHEPOPULATION
BUTONLY6%OF
TRANSPORTSPEND
THISCOMPARESTO
LONDONTHATHAS16%
OFTHEPOPULATIONBUT
32%OFTRANSPORTSPEND
EAST MIDLANDS
6%9%
LONDON
32%16%

TRANSPORT26
Benefits
Improvements to transport infrastructure, traffic and
network management are inherent in the proposals of
our two Combined Authorities. This devolution deal
is a natural extension of these proposals. By securing
long-term funding commitments and devolving powers
and funding decisions to the D2 and N2 Combined
Authorities, the area will be able to redress the
underinvestment in transport and exploit the full
potential of linking local transport decisions to
sustainable economic growth. Ensuring investment is
targeted at critical road corridors, particularly those
with essential links to wider economic geographies in
Sheffield, Manchester and the West Midlands, will
enhance connectivity and support growth. Better
management of our bus system will allow us to ensure
adequacy of service in rural areas, whilst removing the
negative impacts of destructive competition that
undermines investments in quality improvements in
urban areas, such as the expansion of the Nottingham
Express Transit system. Better management of the local
road network is more efficient than investing in
infrastructure improvements in the first instance.
Proposals
The D2 and N2 Combined Authorities believe that local
decision-making will bring significantly better use of the
existing transport infrastructure and assets. This is not
merely a case of spending more money, although a
rebalancing of national transport spending towards the
area is requested. The premise of our asks are that local
knowledge and control will lead to smarter decisions,
reducing uneconomic competition and arbitrary
decision-making, thus saving the Government money
in the future.
A 10-Year Funding Commitment
Being located in the centre of the country, major
strategic routes are key arteries for both movements
within the area but also for transitional routes from
and to areas beyond. As a result inefficiencies in the
transport network here also adversely impact further
afield. Early analysis through Midlands Connect
identifies that large and widespread journey time
savings can be achieved through improved strategic
road improvements with rail improvements, achieving
large savings for key population centres. Specific
growth corridors are being identified based on
economic connections. We are seeking a fair deal for
local transport funding in the form of a 10-year
commitment to devolving Central Government funding
for transport already not devolved, consistent with other
Deal areas.

This would include:
• A D2N2 Local Growth Fund allocation (capital)
• Local transport block settlements for Integrated
Transport Block and Maintenance (capital)
• D2N2 authorities to be recognised Cycle Ambition
partners and secure an ongoing £10 per head per
annum funding commitment (capital)
• Direct allocation of OLEV programme funding (capital)
• Local Sustainable Transport Fund long-term
continuation funding (capital and revenue)
• More flexibility over the use of concessionary fares
budgets.
London Style Bus Franchising Powers
The D2N2 area is diverse in its make-up, including
high-density urban centres predominately situated
around two cities, a number of market towns and rural
communities. The barriers and constraints of physical
geography compound the limited opportunities for
improved connectivity and accessibility. In each of these
places there are transport challenges which require
bespoke solutions. In urban areas competition is stifling
coordination and more efficient movement of
passengers. In rural areas a lack of service provides
challenges in connecting people with employment.
A better-regulated and rebalanced bus network will
establish a stable high-quality public transport network
and allow a simpler, fairer integrated smart ticketing
approach across the D2N2 area, offering the potential to
target discounted fares and other special offers, opening
up new employment opportunities and broadening
travel horizons from areas where employment levels are
significantly below the national average.
In requesting these style powers and devolved funding
to introduce bus franchising on a staged basis the D2
and N2 areas wish to see:
• A streamlined process to introduce bus franchising
within current legislation, in line with process
recommended by the Passenger Transport Executive
Group
• Funding to effect this change – business case, legal,
procurement, set-up costs for contract formulation
and adherence
• Devolution of traffic commissioner registration
powers
• Devolution of commercial BSOG incentive payments
schemes for smartcard, real time and green bus
investment
• Devolution of commercial bus service operators’
grants beyond current Better Bus Areas period (2018)
• Devolution of associated concessionary fares budgets.
THE COST OF
CONGESTION
IS EQUIVALENT TO
AROUND£300
PEREMPLOYEEIN
NOTTINGHAMAND
DERBY,ANDWILL
MORETHAN
DOUBLEBY2025
77

TRANSPORT28
Powers to better manage the local road network
The ability to better manage the local road network at
the local level will lead to a reduction in road congestion
and a more efficient and reliable public transport
network that will improve business productivity. Powers
to better manage and more efficiently operate the local
road network and take over the operation of some trunk
roads, make and amend traffic and parking orders, and
change local rights of way including:
• Directly influence the management and programming
of enhancements to the motorway and trunk road
network to support major employment and housing
development sites
• Enable local moving traffic offence enforcement
(Part 6 of the Traffic Management Act)
• Extend the existing statutory framework used in
London to enable the introduction of Low and Ultra
Low Emission Zones
• Flexibility to allow changes to the Nottingham
Workplace Parking Levy Order to be amended locally
• To locally decide on consultation procedures for
introducing traffic orders
• Devolved powers to consider requests and to make
orders to change local rights of way.
Local determination of strategic infrastructure
priorities
Ability to directly determine strategic infrastructure
priorities to drive economic growth. This means directly
influencing decision-making processes and securing the
necessary investment to deliver the findings of Midlands
Connect, more control over the planning and delivery of
an East Midlands Hub Station at Toton (and Staveley
depot) as part of an HS2 Phase 2 Eastern leg and support
for the development of a mass transit strategy for the
D2N2 area that also improves connections to the East
Midlands Airport growth area.

Specific elements to include:
• Commitment to new rolling stock for the Midland
Mainline following electrification and more evenly-
spaced services to achieve consistent reductions
between urban centres and London
• Journey time reductions for strategic rail connections
particularly to Birmingham, Manchester, Sheffield
and Leeds and connectivity to the East Coast Mainline
through the Newark Interchange
• Direct influence over the trunk road programme to
support D2 and N2 major employment and housing
development sites. Negotiation to include the
potential for full detrunking of some routes
• More control over the planning and delivery for the
preparation of HS2 (both the proposed East Midlands
Hub Station and Staveley Depot)
• Support and funding for a mass Transit Strategy for
the D2N2 area including improved connections to
East Midlands Airport growth area, focused on
opening up access to the rapidly expanding
employment opportunities. We would also like to
explore opportunities for a more streamlined
approach to delivery of mass transit routes. We also
wish to work with Network Rail to explore the
tram-train potential for the LEP area.

SMART INFRASTRUCTURE30
SMART INFRASTRUCTURE
Rationale
A central tenet of a devolution deal for D2N2 is to develop
activity that future-proofs growth and prosperity for citizens
and businesses. The delivery of Superfast Broadband is a
high-profile issue across the UK and is being addressed
through several separate programmes. The rapid pace of
technological change and advancement requires continued
investment in this critical “fourth utility” if our communities
are to be fully inclusive; if our businesses are to maintain a
competitive advantage in a global economy; and if we are to
achieve our ambitions to reduce travel and target transport
investment more effectively. Creating a long-term plan for
energy security, reduction and generation will be a key activity
for any future Government, with new models for meeting the
energy needs of local businesses and communities.
05

1. Develop with Government a SMART Commission to
include telecoms and mobile providers and working
with our Universities to support the procurement and
delivery of IT infrastructure and ‘smart’ products and
services to 100% of business and residential premises.
2. Develop a Localised Energy Strategy to take local
control of energy-efficiency funding and programmes
to create a joined-up strategy for energy reduction
and production through engagement with private,
public and education sector stakeholders. A key
component of the strategy will be the development
of the high-value low-carbon sector.
Benefits
D2N2’s central UK location has under-pinned industrial
development over 250 years. Our physical connectivity
with the rest of the UK and the world is a key strength.
The A1, A50, M1 and A46 effectively mean we are a central
hub in national road networks. The Midland Mainline and
East Coast mainline serve our area and HS2 will further
strengthen national and international rail connectivity.
East Midlands Airport is a key UK asset in global trade.
These physical connections are critical for our future.
Our proposals will create a competitive advantage for the
UK through the expertise and innovative use of digital
technology and tackling the digital divide particularly in
our vulnerable and rural communities. Our proposals
would also significantly reduce local CO2 emissions and
improve energy efficiency, security and affordability.
Proposals
Digital connectivity will be a critical aspect of global
competitiveness. Our aspirations are therefore beyond
any current plans. We want to achieve 100% connectivity
across D2N2, going beyond current broadband
programmes to achieve universal connectivity,
developing capacity for the highest speeds, achieving
4G and beyond mobile coverage by working with the
industry through infrastructure sharing, developing
public wifi access in urban centres and using creative
resources to innovate in digital applications. Creating
‘smart communities’ supported by high quality
development will provide D2N2 with an attractive
economic advantage.
Develop with Government a SMART Commission
The delivery of Superfast Broadband is a high-profile
issue across the UK and is being addressed through
several separate programmes. The rapid pace of
technological change and advancement requires
continued investment in this critical “fourth utility”
if our communities are to be fully inclusive and our
businesses are to maintain a competitive advantage
in a global economy.

SMART INFRASTRUCTURE32
The physical geography across D2N2 has created a
dispersed social geography. As a result, digital coverage
and connectivity is inadequate, leaving many businesses
and more remote settlements at serious risk of exclusion
and economic disadvantage. Key ‘not spots’ also exist in
urban locations, such as Pride Park in Derby and areas
within NG1 and NG2, as intervention programmes
have focused on other priorities. Existing solutions
seek to maximise increased digital speeds in the more
easy-to-reach localities, further exacerbating the divide.
National programmes aimed at rolling out broadband
have lacked local knowledge and sensitivity to deliver the
right outcomes. More imaginative and ‘smarter’ solutions
are needed to ensure the social and economic wellbeing
in these areas is protected and enhanced.
Our ambition is to achieve 100% connectivity across
Nottinghamshire and Derbyshire, with a blend of
technical solutions to address the hard-to-reach
communities and a forward programme which recognises
the potential for delivering hyperfast broadband through
fibre infrastructure. This ambition also includes coverage
of mobile networks offering high speed data services
across Derbyshire and Nottinghamshire. Our ambition
goes beyond providing infrastructure and includes the
development of innovative uses of connectivity which will
ensure that businesses are able to secure competitive
advantage and public service reform can be supported.
To address these issues we wish to work with Government
to deliver affordable roll-out of broadband and mobile
networks through the release of funding streams or
powers from Government. To do this we will establish a
SMART Commission which will include telecoms and
mobile providers and our Universities.
We want Government to be an active and supportive
participant in this SMART Commission and compel
other partners to participate too.
The SMART Commission will work to:
• Create competitive advantage through extensive and
innovative use of digital technology, stimulating
investment to drive growth
• Tackle inequality of opportunity (“the digital divide”),
particularly in vulnerable and rural communities by
developing a wide range of technological solutions, for
example using small cell networks and use of a wider
range of the radio spectrum
• Build smarter, sustainable communities by creating the
required infrastructure and community-based
solutions
• Enable more joined up, effective and efficient delivery
of public services through innovative use of advanced
technology.
A SMART Commission will help the UK to develop an
international exemplar, taking our traditional
connectivity strengths into a new age.
Localised Energy Strategy
Creating a long-term plan for energy security, reduction
and generation will be a key activity for any future
Government, with new models for meeting the energy
needs of local businesses and communities being a
central part of this. D2N2 has a broad base of
stakeholders involved in this agenda, including:
world-leading university departments; energy producers
and suppliers; high-energy-users; large stock-holding
local authorities and other landlords and leading
businesses in the burgeoning low-carbon sector. It is also
home to the UK’s largest District Heating Network, has a
growing international reputation in the green agenda and
has ecological strengths such as access to local renewable
energy and existing power stations.
Bringing these factors together, D2N2 will develop a
localised energy strategy, taking a joined-up approach to
energy usage, security, affordability, and the development
of the low-carbon sector.
To enable this to happen, D2N2 seeks to take local
control of energy-efficiency budgets, including the
transfer of ECO obligation including carbon target to
Local Authorities. This will be blended with other
energy-efficiency improvements/funding arrangements
to deliver an area-based energy strategy.

In return for this D2N2 offers the expertise and
partnerships within its broad base of engaged
stakeholders, including: world-leading university
departments; energy producers and suppliers; high
energy users and large stock holding local authorities
and leading businesses in the burgeoning low-carbon
sector.
Devolvement here will deliver:
• The development of technology models for improving
energy efficiency/reducing energy use that can be
easily replicated in neighbouring authorities, creating
a hub for investment, innovation and ability to share
commercial business cases
• Improvements in public health and reductions in
associated bills
• Further development of international significance in
the low-carbon sector
• Solutions to energy reduction and security concerns
that can be rolled out across the rest of the country
and sold to markets overseas
• Enhanced business growth and associated receipts due
to reduced bills and greater energy security.
This strand will not only future-proof success, but
will also see D2N2 lead the way in developing the
technologies and processes of tomorrow, creating
opportunities for sharing these across the rest of the
United Kingdom and exporting them across the wider
globe.
SUPERFAST
BROADBAND
CONNECTIVITY
% CONNECTED
DERBY
NOTTINGHAM
DERBYSHIRE
NOTTINGHAMSHIRE
79.9%
95.9%
92.9%
54.7%

SUMMARY OF PROPOSALS34
1. FREE TRADE ZONE In association with East Midlands Airport
(EMA) work with Government to define the
form, location and development of a Free
Trade Zone.
e goal for the zone will be to drive forward
the area’s global market presence by attracting
new businesses, growing indigenous
businesses and capturing new foreign
investments.
D2N2 is at the centre of the UK
geographically and the strategic east-west and
north-south routes.
Within an hour’s drive of seven million people
and two hours or less by train from London
and six of the seven other core cities.
Studies indicate a positive connection
between increasing air traffic and the number
of firms in a region – the establishment of a
Free Trade Zone (FTZ) will maximise this
connection by providing additional stimuli to
economic growth and benefits to businesses.
Businesses and Supply Chains.
Government benefit from increased trade
Jobs at the Free Trade Zone and within the
supply chain across the LEP area.
2. INVESTMENT FUND Create an Investment Vehicle to maximise
market success through finance required to
develop infrastructure and help business grow.
To work with Government to pool funding
made available through national programmes,
through sources such as the British Business
Bank, Innovate UK and Regional Growth
Fund, is devolved to LEPs and local
authorities.
is will provide funding at a sufficient level to
enable a £1 billion Regional Investment Bank
to be developed and both private and public
match-funding (including Europe and EIB
funding and local ‘partners’) to be secured to
further support the commerciality and
sustainability of this structure.
Entrepreneurship and innovation constrained
by limited access to finance.
25% business say access to finance is affecting
business growth.
Since the 2008 financial crash, lending to
businesses has fallen and remains low, which
has had knock-on effects on business growth.
Whilst there are positive signs of recovery and
banks are responding to the growing demand
for finance, the supply of credit remains
subdued.
Business.
Micro and SMEs.
01 DEVOLUTION SUMMARY OF PROPOSALS – ENTERPRISE 1
THEME PROPOSAL RATIONALE BENEFICIARIES

LEP-wide. Increased global competitiveness.
Increased economic growth.
Connectivity across key infrastructure hubs of
EMA, Roxhill, Donington and HS2.
To provide the expertise and capacity across
the public and private sector in supporting the
design, development and designation of the
Free Trade Zone.
Designation, on application, of a Free Trade
Zone in association with EMA.
Work with D2N2 to develop a fully costed
business case.
is funding would address and target the
‘local’ issues faced by 25% of businesses in the
region who have indicated that accessing
finance is a barrier to their growth aspirations.
e commerciality and sustainability of these
devolved structures at a regional / pan-region
geography would be proven.
Combined Authorities resources, time and
technical support.
Businesses and commercial funders to bring
forward suitable structures.
Funding from British Business Bank and
Innovate UK devolved.
SMEs.
GEOGRAPHY OUTCOMES D2N2 COMMITMENTS GOVERNMENT COMMITMENTS

3. PRODUCTIVITY GROWTH
IN PRIORITY SECTORS
Establish a dedicated task force combining
national and local expertise and resources to
drive productivity across our globally
significant businesses and growth sectors,
and support the competitiveness of local
supply chains.
Utilising national business support
programmes (UKTI, MAS, Accelerator), in
order to build on economies of scale and take
advantage of the USP of National
Government contacts (Commercial Sections
of the FCO).
Within the D2N2 area there are a number of
major, world-beating companies and UK
head oﬃces, including Rolls-Royce, Walgreen
Boots Alliance, Toyota, Speedo, British Sugar,
orntons, Capital One and Bombardier. We
need to shape the next generation of supply
chains to maximise innovation and
productivity, retaining and growing the
strengths of the cluster of major OEMs in the
D2N2 area.
Additionally, an important factor relates to the
existing strengths in the area’s research base
through its three Universities and their links
with these major employers. Much of this
research is recognised globally and based on
strong links with employers such as Rolls-Royce.
Increased competitiveness through
innovation in the supply chain of these
OEMs incorporating increased numbers
of collaborations, R&D and spin-outs.
Rebalancing the growth in the
manufacturing base whilst increasing the
growth of SMEs in sub-sectors.
Collaboration and increased competitiveness
of SMEs across the East and West Midlands.
4. INTEGRATED BUSINESS SUPPORT Configure a joined-up package of business
support, including control over national and
local programmes, integrating the resources
and capabilities of these programmes and
partners matched with local commissioning
and capacity.
Design and commissioning of business
provision to be carried out by expanding the
remit of the Growth Hub network across D2
and N2 , tailored to address local
requirements through co-location and an
integrated service to local businesses.
Business support is too complex and does not
address local needs, yet D2N2 has a large and
diverse collective business base that is not
achieving its full growth potential.
Many business people find the business
support landscape too complicated and
time-consuming to navigate.
Businesses.
01 DEVOLUTION SUMMARY OF PROPOSALS – ENTERPRISE 2

LEP-wide. Increased competitiveness and economic
growth across OEMs, matching their levels of
innovation and productivity across the SMEs’
supply chain.
Higher levels of R&D and University spin-outs
– all adding value to the knowledge economy.
Slowing the decline of high-value
manufacturing base in the country.
GVA and GDP nationally and regionally. R&D
activity nationally and regionally. Numbers
employed. IP and Patent registrations.
Use of business rates upli to provide
support to SMEs in the supply chains.
Staﬀ (secondments from LAs and
Universities) and funding resource to
establish a small task group to facilitate links,
directly or through existing intermediaries,
with SMEs, Universities and OEMs.
Funding through the Integrated Business
Support Growth Hub for specific Account
Management activity and bespoke business
support as identified through the Task
Group.
Establishment of dedicated resource (people
and support programmes) to specific OEM /
Supply Chain development.
Apprenticeship funding to be used for
supporting apprentices in SMEs in the supply
chain.
LEP-wide. Increased business growth.
Increased GVA.
Increased employment.
Integrated business facing support.
D2 N2 Combined Authorities will be
contributing time and technical support from
local authority oﬃcers, business people and
business support providers to deliver the
Growth Hub concept which will greatly
enhance the accessibility and integration of
business support.
Control over UKTI, MAS and Growth
Accelerator provision, and nationally
determined business support programmes.

1. RESHAPING AND RESTRUCTURING
UNDER-PERFORMING LOCAL FE
PROVISION, CO-COMMISSIONING
OF NATIONAL CAREERS SERVICE
AND ADULT SKILLS BUDGET
Combined Authorities to: have powers to
implement and deliver the recommendations
of FE Commissioner’s reports;
receive proportionate SFA Adult Skills
Budget contract and commission delivery to
fill the skills gaps of local employers;
have joint role with DWP in commissioning
future NCS contracts and related activities.
FE Commissioner reviews of under
performing FE provision.
Current system driven by learner demand
causing mismatches between supply and
demand from employers.
Bespoke programmes commissioned to meet
local needs.
Colleges.
Training providers.
Employers.
Learners.
Schools.
2. AGE GRANT Combined Authorities to take on
responsibility for the local delivery of
Apprenticeship Grant for Employers (AGE).
Diﬀerentiated grant allows funding to be
targeted at priority geographic areas, groups
and sectors.
Small and Micro Employers in priority
districts / wards, sectors.
Young people from disadvantaged / priority
groups and geographical hotspots.
02 DEVOLUTION SUMMARY OF PROPOSALS – SKILLS TO EMPLOYMENT 1
3. WORK PROGRAMME AND
YOUTH CONTRACT
Combined Authorities to commission Work
Programme (or its replacement post 2016)
and Youth Contract.
Long-term unemployed claiming benefits.
High proportion of work programme
returning to JCP.
Not engaging hardest to reach.
Long-term unemployed.
Government (DWP) reduction in benefit
payments.

LEP-wide. All FE colleges graded two or above.
All Employers skills gaps and needs met.
Better alignment of supply and demand for
skills.
Support and brokerage for ways to secure
increased investment leading to
rationalisation of FE footprint.
Employer led governance body. Alignment of
ASB, ESIF and Growth deal funding.
Local delivery structures providing local
intelligence, engagement of schools,
employers and jobseekers.
Combined Authorities responsible for
control over and accountability for funding
relating to structural changes to FE landscape.
Combined Authorities become accountable
body with commissioning role for proportion
of SFA budget.
Combined Authorities have joint
commissioning role and are accountable for
NCS funding and contract.
LEP-wide. Increased uptake of Apprenticeships and
take-up of AGE grant funding. SME
involvement in Trailblazers.
Progression from Traineeships to
Apprenticeships.
Reduced NEET and Youth unemployment in
hotspots.
Localised delivery structures to deliver
brokerage and support service offer to SMEs.
Administration support for AGE grant
application process.
Financial management of the budget.
A proportionate share of the £85 million
nationally allocated AGE grant budget.
Ability to create differentiated offer in D2N2.
Combined Authorities to become the
accountable body for AGE funding.
LEP-wide. Reduction in long-term unemployed rates
and Government’s welfare bill.
Increases in progression rates and skills levels
of Work Programme participants.
Integration with locally-delivered services
and programmes producing coherent local
offer.
Combined Authorities responsible for joint
commissioning role and become accountable
body for WP & YC funds.

4. LOCAL DWP SERVICES AND FUNDING Combined Authorities responsible for
delivery of DWP employment services and
commissioning of related activities.
Plethora of support available creates a
crowded landscape and confusing for
employers and unemployed.
Unemployed.
Employers.
5. IMPLEMENTATION OF WORKING
WELL PILOT
Combined Authorities Working Well
programme for ESA claimants in N2 and D2.
6.4% of the working age population claim
either ESA or IB with Work Related Activity
Group representing one-third of the ESA
cohort.
Unemployed.
Government (DWP) reduction in benefit
payments.
02 DEVOLUTION SUMMARY OF PROPOSALS – SKILLS TO EMPLOYMENT 2

LEP-wide. Reduction in unemployment, duplication of
services and welfare bill and ESA rates
Increased alignment of funding, elibility and
outcomes.
Co-ordination of locally delivered services to
create integrated pathway into work for those
furthest away from the labour market.
Combined Authority to become accountable
body for DWP benefits and low level
procurement funds including Flexible
Support Funds and Community Work
Placement provision.
LEP-wide. ESA claimants leaving the Work Programme
into sustained work and bringing several
million pounds of benefits.
Combined Authority staﬀ to support
financial management of the pilot, including
investment.
Combined Authority to become accountable
body for DWP funding aimed at supporting
ESA claimants and have commissioning role
in delivering the pilot.

1. HOUSING INVESTMENT FUND To consolidate existing HCA grant, loan and
equity schemes into a single amount,
allocated outside of the bidding process (es)
and allow the authorities to flex the bounds
of the contributory funding streams within a
more inclusive, single framework.
Allowing authorities flexibility beyond
national programmes or deviation from set
criteria would allow funding to be more
appropriately applied to the needs of the area,
in turn getting more out of investment and
producing a more sustainable and impactful
result.
Citizens: Increased supply of housing.
Local Authorities: flexibility to concentrate
funding where it is needed and where it will
have the most impact, unlock overlooked assets.
Government: Fiscally neutral, unlock
overlooked assets, deliver more, and more
appropriate, schemes.
2. HRA BORROWING FLEXIBILITY To increase the borrowing cap on the
Housing Revenue Account and provide
flexibility as to the products/tenures which
can access this borrowing.
Liing this cap will enable authorities to
meet the changing housing demand by
investing in further new house-building
programmes.
e new build programmes will be
self-funding through increased rental income
streams.
Citizens.
Agencies delivering housing.
Businesses.
03 DEVOLUTION SUMMARY OF PROPOSALS – BUILT ENVIRONMENT 1
3. LOCAL AUTHORITY CONSENTS To provide the freedom to local authorities to
transfer land and buildings held within
Housing Revenue Accounts to other public
sector owned organisations and their
subsidiaries without the need for Secretary of
State approval.
e LA is limited to five disposals in any one
year to other public sector bodies and their
subsidiaries.
e freedom to dispose of more assets to
other public sector bodies will further ensure
that the LA asset management strategy will
ensure that the properties can be managed
and owned by the most appropriate
organisation without having to request
Secretary of State approval. is links closely
to theme four, as there is the potential to use
unviable HRA properties for this use.
Agencies delivering housing.
Businesses.

LEP-wide. Increase supply and tenure mix. To work with the HCA to establish
programme flexibilities and scope of
amended criteria.
To consolidate all relevant allocations into
one sum to be transferred to the LEP
authority and to extend a degree of discretion
over how it is spent.
LEP-wide, where housing stock has been
retained.
Increased and improved housing stock to
meet the needs of the local community.
Local employment and training
opportunities through house building
programme.
Delivery of aﬀordable housing. Flexibility over borrowing against the HRA
and its uses.
LEP-wide, where housing stock has been
retained.
Greater flexibility on the ownership and
control of public assets within the LA area.
Strategically considered use of assets to make
maximum use for housing delivery.
To negotiate separately, outside the current
disposal rules with asset holders.

4. REDUCING HOUSING BENEFIT /
LOCAL HOUSING ALLOWANCE
EXPENDITURE (LB/LHA)
To use the relevant financial and borrowing
capabilities to purchase homes outside the
HRA to enable the delivery of long-term,
good quality, well managed, market rented
housing, offered at rents below the existing
LHA rates in the Broad Rental Market Area
(BRMA) concerned.
Provides an opportunity to deliver savings in
LHA expenditure by demonstrating ability to
bring good quality rented property to the
market at cheaper rents.
Government via reduced HB/LHA expenditure.
Ability of local authority to share in
proportion of HB/LHA saved.
Citizens via increased choice of
accommodation to rent, better quality of
accommodation to rent, and via lower rents.
5. RIGHT TO BUY (RTB) RECEIPT
SPENDING FLEXIBILITIES TO
SUPPORT A WIDE RANGE OF
HOUSING NEEDS
To allow greater flexibility in the spending of
RTB receipts in support of a wide range of
housing needs ranging from social rent to
immediate and market products. To allow
delivery of affordable housing by partner
organisations and to invest in preparation of
sites and facilitation of affordable housing
delivery by other organisations, leading to
higher numbers of homes replacing those
sold under the RTB.
e current rules on the use of RTB receipts
are restrictive and are preventing this
resource being used as fully and effectively as
it could be. Having greater flexibility as to the
delivery organisations, affordable products
and delivery elements it can be spent on and
will better tailor affordable housing delivery
to the need of the LEP authorities.
Business: Viable sites for developers. Increase
in custom for local businesses. Increase in
housing available to workforce for existing
and prospective businesses.
Authorities: Increase in housing delivery,
better housing balance, ability to spend
receipts and maximise their impact.
Government: Increase in housing delivery,
increase in business activity and
employment, no additional funding required.
6. DE RISKING ENGAGEMENT WITH
LEASEBACK SCHEMES
To allow the relevant authorities to de-risk
engagement with private sector leaseback
schemes by requesting that Government
indemnifies the leaseback payments.
Leaseback schemes involve the establishment
of a fixed schedule of payments or return to
the investor, meaning any risk caused by
market rent fluctuation (and subsequently
the value of affordable rents) is absorbed
solely by the leasing authority. e ability to
confidently guarantee contingency would
allow effective engagement with such
schemes.
Citizens: Increased supply of rental housing
and increased standards and choice in the
rental market.
Local council: De-risks engagement with
innovative schemes, increasing investment
streams, increasing supply and standards in
the rental market.
Government: Increased supply of housing,
fiscally neutral.

Broad Rental Market Area (with pilot scheme
carried out within the area).
Levels of rent below existing LHA rates.
Monitoring of impact on LHA expenditure
during pilot scheme.
Monitoring of impact on households (e.g. to
examine extent of changed / reduced welfare
benefit claiming).
To deliver higher quality private rented
homes for those on low incomes at a saving
to the Government.
Government might consider financial
support to set up the scheme which will be
recouped through savings plus savings on
top.
LEP-wide where housing stock has been
retained.
Sites developed that would likely otherwise
have remained vacant.
Increase in housing supply and better market
balance; direct and indirect employment
stimulus.
Identify sites and commission remediation
works.
Work with HCA to market sites.
Local variation on RTB receipts agreement to
allow greater flexibility of use.
Areas of high private rental demand,
predominantly cities and immediate suburbs.
Increase delivery of aﬀordable and
intermediate tenure homes.
Increase £ for £ aﬀordable home delivery.
To oversee the establishment of leaseback
schemes and guarantee the successful
completion of payment schedules.
To provide an indemnity fund to reduce risk
to local authorities of entering into leaseback
agreements.

7. IMPROVING PRIVATE RENTED
STANDARDS AND PROMOTING VALUE
FOR MONEY FOR LOCAL HOUSING
ALLOWANCE
Increasing standards and quality of private
rented sector accommodation by linking
payment of housing benefit (or housing
component of Universal Credit) to the
delivery of minimum housing quality
standards by landlords. HB could be used as
an incentive to improve housing conditions.
In addition, the ability to apply a local quality
framework to organisations claiming
support-related HB.
Greater devolution, to the LEP authorities, of
powers to introduce compulsory local
schemes designed to increase and sustain
standards in private rented accommodation.
At present, there is no ability to restrict
access to HB where landlords are oﬀering
poor quality accommodation or high cost but
poorly delivered tenancy support.
e current powers to introduce schemes to
ensure minimum standards across an area
(usually Licensing schemes) oen require an
overly onerous process to be undertaken,
despite local people and local authorities
knowing that they could readily improve
housing standards, the broader
neighbourhood and deliver better value for
money for the taxpayer.
Government via savings on HB which is not
being spent appropriately nor delivering
value for money.
Local authorities, communities and citizens
benefit from improved standards and ease of
scheme introduction.
Government benefits from increased value
for money and savings on health and social
care services.
Landlords of good quality accommodation
benefit from improved sector reputation.
8. PLACE LEADERSHIP AND BUILDING
GREAT PLACES
We will adopt the recommendations of the
Farrell Review into a more proactively geared
planning approach integrating PLACE
leadership and the development of a Built
Environment Strategy.
To create better quality development and
better places by providing a Built
Environment Strategy and making the
planning system more proactive to support
the development and growth needs of the
Combined Authority areas.
Good design builds communities, creates
quality of life and makes places better for
people to live, work and play in. However,
the planning process is oen experienced as
complex, with outcomes uncertain and
presenting a block to development. It is
reactive in nature and it does not consistently
deliver good quality development for the
communities it aﬀects. Building great places
requires civic leadership and collaboration
across the built environment.
Business (particularly the development /
house building industry), citizens, statutory
agencies, infrastructure providers.

is could be introduced across a Broad
Market Rental Area, or across a local
authority area, to bring about consistent
minimum standards of private rented
accommodation.
Improved private rented sector
accommodation standards, measured via
participation in standards schemes, numbers
of interventions in relation to substandard
accommodation, clear evidence of taxpayers’
money not paid in respect of poor quality
accommodation.
Higher standards of private rented
accommodation, driving poor performing
landlords out of the market, resulting in
better value for money for Government.
To use accreditation and licensing schemes
judiciously to drive up standards and provide
a PRS fit for the growing economy it is
supporting.
Powers to prevent payments of public funds
to providers of housing / accommodation
that fails to meet certain standards.
Devolution of certain HB powers to be able
to withhold payment.
Flexibility or devolved powers for the easier
introduction of schemes defining minimum
housing standards across a geographical area.
LEP-wide. A Built Environment Strategy to support the
delivery of our growth needs.
A more proactive and efficient planning
system.
Greater certainty for applicants / developers
Support the delivery of more homes.
Better quality developments and places and
improved public perception.
Support the recommendations of the Farrell
Review.
Staff from partner organisations. No ask of Government this is an offer.

10. LOCALLY SETTING OF PLANNING
AND LICENSING CHARGES
To allow the Combined Authorities to set
planning and licensing fees locally.
Currently the fees payable are set centrally by
Government and therefore do not accurately
reflect the cost of delivering these services.
Consequently local authorities and their
council tax payers are providing a subsidy to
applicants.
Combined Authorities control of planning
and licensing fees will mean that we can
eﬀect full cost recovery thus ending the
current inequitable subsidy and be properly
funded to deliver good quality planning and
licensing functions to facilitate economic
growth and vibrant places including our
town centres.
Government - through growing the economy
therefore supporting UK as a whole.
Government – provide the process for other
areas in the country to be given the same
freedoms.
Council tax payers who will no longer be
subsidising these commercial applicants.
Local authorities who will be better able to
deliver good quality planning and licensing
functions.
9. ONE PUBLIC ESTATE e two Combined Authorities to work with
Government to create a joint vehicle with
Government to influence public sector asset
disposals in a way that supports the local
economy.
is would include HCA assets and
decontaminated sites to enable those best
placed to fully release their potential to do so.
e need for a more integrated approach to
how the public sector uses its assets in the two
Combined Authority areas, to support growth
and deliver better value for public money.
Maximising the release of surplus public
sector land is critical to supporting the
Government’s ambitions to reduce the deficit,
increase the number of homes being built
and drive economic growth.
Business.
Local Authorities Government.

LEP-wide. Transparent process that Government is
entirely comfortable with.
To develop a robust and transparent system
for setting planning and licensing fees locally.
Allow the freedom for the Nottinghamshire
Combined Authorities to establish the rate of
fees and charges.
LEP-wide. Maximise the economic returns from public
sector land assets.
Expertise from the two Combined
Authorities.
Commitment to create a joint vehicle.

1. A 10 YEAR FUNDING COMMITMENT 10 year local transport settlement for
transport including:
• D2N2 Local Growth Fund (capital)
• LTP Integrated Transport Block and
Maintenance (capital)
• Cycle Ambition £10 per head settlement
(capital)
• OLEV programme funding (capital)
• Sustainable Transport Fund continuation
funding (capital and revenue).
Transport investment in D2N2 is
substantially lower than in London and most
other Core City regions.
e stop start nature of existing funding
streams is an inhibitor to growth and makes
long term planning extremely difficult.
is was secured in the deals for both
Manchester and Sheffield.
Confidence for private sector public
transport operators to invest in new vehicles
and infrastructure.
Developers to bring forward employment
and housing sites within known timescales.
Allow expertise in sustainable transport
sector to be retained within the area and not
dissipate away.
2. LONDON STYLE BUS FRANCHISING
POWERS
Powers and devolved funding to introduce
Bus Franchising on an incremental basis:
• Streamlined process to introduce bus
franchising
• Funding to effect this change
• Devolution of traffic commissioner
registration powers
• Devolution of commercial BSOG incentive
payments schemes and other grants
• Devolution of associated concessionary
fares budgets.
ere has been a significant shi in the
deregulated bus market over the past three
years with an increase in the number of
competing operators. is has led to
significant problems of market failure and
inefficiency which work against the public’s
interest and wider local council policies in
terms of raising the quality of provision.
Improved offer to the travelling public.
Opportunities for more discounts and offers
for unemployed citizens.
Benefits for other road users.
04 DEVOLUTION SUMMARY OF PROPOSALS – TRANSPORT 1

LEP-wide. Increased investment certainty.
Accelerated infrastructure delivery.
Increase the scale of private sector
investment by public transport operators.
Bring forward employment and housing
development sites.
Increase inward investment.
Long term costed infrastructure strategy to
be pinned down setting out pipeline of
infrastructure projects to support the LEP
area economy.
D2N2 area to promote itself as a national
exemplar for sustainable transport delivery
set alongside Nottingham’s pioneering
Workplace Parking Levy scheme.
Government to commit to a 10 year capital
and revenue funding settlement.
D2N2 authorities to be designated as Cycle
Ambition partners.
An appropriate level of local determination
would be required and a model of separate
N2 and D2 franchising processes may be
sensible, with a protocol dealing with areas of
joint interest.
Also interface issues with Manchester and
Sheffield City regions.
Increase in public transport passenger
numbers.
Improvement in punctuality and reliability.
Reduction in traffic congestion.
Increase in accessibility to employment sites.
Reduction in unemployment.
Improved air quality.
Provision of high quality bus infrastructure :
‘Network Bus’:
• Regional real time information display
system at all bus stops and interchanges
• Regional ‘oystercard’ style smartcard and
integrated ticketing
• High quality bus stations and waiting
infrastructure
• High quality bus / tram / train / cycle
interchanges
• Ultra Low Carbon low floor bus fleets
(electric, hybrid, gas etc) and associated
charging infrastructure
• Network of Park & Ride
• Fully enforced network of bus lanes and
other bus priority measures
• Network of traffic signal priorities for late
running tracked buses, integrated to Urban
Traffic Control Centres.
Devolution of traffic commissioner
registration powers and of commercial BSOG
incentive payments schemes.
Funds to independently monitor and enforce
all conditions within a statutory partnership.
Streamlined process of bus franchising to
introduce this within current legislation, in
line with process recommended by the
Passenger Transport Executive Board.
Funding to effect this change.
Devolution of commercial bus service
operators’ grant beyond Better Bus Areas.

3. TRAFFIC MANAGEMENT AND
HIGHWAY SAFETY – BETTER
MANAGE THE LOCAL ROAD NETWORK
Following range of items:
• Transfer the powers and budgets for the
operation and maintenance of trunk roads in
the area
• To enable local moving traffic offence
enforcement (Part 6 of Traffic Management Act)
• To extend the existing statutory framework
used in London to enable the introduction of
Low and Ultra Low Emission Zones
• Flexibility to allow changes to Nottingham
Workplace Parking Levy Order locally
• To locally decide on consultation
procedures for introducing traffic orders
• Devolved powers to consider requests and
to make orders to change local rights of way.
Opportunity to integrate the operation and
maintenance of trunk roads with local roads.
Local experience of bus lane enforcement
shows that reduced violations of traffic
regulations improves public transport
reliability which is a key determinant of
encouraging greater public transport use.
Better management of the local network is
more efficient and oen achieves better value
for money than investment in infrastructure to
increase highway capacity. Trials of technology
capable of detecting moving traffic offences
show that there are regular offences of this
nature that are not currently addressed.
All road users.
Improved reliability for public transport
services.
Greater empowerment of local communities.
Significant cost savings for local authorities
in streamlining order making processes.
4. LOCAL DETERMINATION OF
STRATEGIC INFRASTRUCTURE
PRIORITIES
To directly determine strategic infrastructure
priorities and service improvements
including:
• A commitment for new rolling stock for the
Midland Mainline linked with evenly spaced
services and journey time reductions to
London
• A focus on achieving other journey time
reductions for strategic rail connections such
as to Birmingham, Leeds, Sheffield and
Manchester and to the East Coast Mainline
• Direct influence over the trunk road
programme
• More control over the planning and
delivery for the preparation of HS2
• Mass transit strategy including improved
connections to EMA and exploration of a
more streamlined implementation process.
Midlands Connect is the Midlands proposal
to ensure future transport investment
delivers economic growth and further
supports our successful growing export
markets.
Substantial investment in road and rail
infrastructure is taking place including the
electrification of the MML by 2020.
Currently, poor rail connectivity is a major
constraint on interaction for business and
other activity.
e development of a D2N2 mass transit
strategy (tram, tram-train and bus transit
corridors) are central to our plans for
unlocking growth and promoting
regeneration across the D2N2 area.
Benefits to public transport operators.
Reductions in traffic congestion.
Travelling public.
Reduction in road accident levels and in
environmental and health benefits.
Improved integration between different
modes of transport.
04 DEVOLUTION SUMMARY OF PROPOSALS – TRANSPORT 2

Devolution Prospectus- D2N2

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