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Appendix 1
New Anglia LEP Scheme of Delegation
Context
The New Anglia Local Enterprise Partnership is company limited by guarantee, with
18 voluntary directors, supported by a full-time executive team.
This scheme of delegation sets out the main responsibilities and functions of the
organisation and the level to which they have been delegated.
The scheme of delegation is part of a suite of LEP governance documents including:
Local Assurance Framework, Articles of Association, terms of reference for sub-
boards and sub-committees, and agreement between Suffolk County Council
(accountable body) and the LEP.
The scheme of delegation is reviewed annually and changes require board approval.
Any decision taken in contravention of this scheme of delegation will be deemed
invalid.
Key responsibilities of the LEP Board
The board is responsible for:
• Approving the strategic direction of the LEP
• Agreeing clear objectives to focus activity and drive ambition
• Ensuring the LEP runs efficiently and effectively with appropriate controls in
place covering performance, finance and risk
• Upholding the values, ethos and culture of the organisation
Key responsibilities of the Accountable Body:
• The Section 151 Officer or their appointed deputy is a core member of the
Audit and Risk Committee.
• The Section 151 Officer is accountable for approving all Growth Deal and
Getting Building Fund grant agreements, and delegates authority to a suitable
team member for approval of grants awarded under other LEP programmes.
Last Updated: March 2022, confirmed at the LEP Board on 30th March 2022.
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Scheme of Delegation
Issue
Delegated To
Strategy
Vision, mission and values
Board
Development and approval of the Economic Strategy
Board
Implementation of the Economic Strategy
Board (on recommendations
from relevant sub-boards)
Changes to the overall operating structure of the LEP
Board
Approval of the LEP’s brand
Board
Programmes
Design of capital and revenue funding programmes
Board (on recommendations
from Investment Appraisal
Committee and relevant sub-
boards)
Awarding of capital or revenue funding to programmes
above £500k
Board (on recommendations
from IAC)
Awarding of capital or revenue funding to programmes
£500k or below
IAC
Awards from Growing Business Fund up to £500k
GBF panel (overseen by the
IAC)
Awards from Business Resilience and Recovery Scheme
up to £50k
Two of CEO/COO/Head of
Programmes
In programme funding changes above £100,000
Board
In programme funding changes up to £100,000
IAC
In programme funding changes up to £25,000
Change requests from programmes/projects with no
financial implications but major changes to outputs or
timeline
CEO – reported retrospectively
to board quarterly
CEO – reported retrospectively
to board quarterly
Change requests from programmes/projects with no
financial implications but minor changes to outputs or
timeline
CEO – reported retrospectively
to the Board quarterly
Governance
Responsibility for compliance with Government
Chair and CEO
National Assurance Framework
Board
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Annual declaration of compliance to Government
Suffolk County Council 151
Officer
Maintenance of Register of Interests
Board and CEO
Timely publication of agendas, reports and minutes
Chair, CEO and COO
Committee and Delivery Board appointments
Board
Code of conduct, Complaints and Whistleblowing policies
Board
Finance
Approval of financial budgets and forecasts
Board
Approval of annual accounts and financial statement and
audit letter of representation
Board on recommendation
from Audit and Risk
Committee
Bank account mandate, treasury management and bank
investment arrangements
In conjunction with Suffolk
County Council (via our
Accountable Body Agreement)
Prior authorised expenditure for day-to-day business, in
accordance with strategy budget and approved policies:
• Over £150,000
Board
• Between £50,000 and £150,000
Chair and CEO or COO
• Up to £50,000
CEO and COO
Human Resources
Performance management and remuneration of CEO
Chair and Remuneration
Committee
Recruitment of board members
Board (with recommendations
from sub panel comprising
board members)
Recruitment of CEO
Board (with recommendations
from sub panel comprising
board members)
Operational procedures and policies for Leadership team
and below
COO in conjunction with CEO
and Leadership team
