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Bridgend County Borough Regeneration Strategy. Workshop 2: Strategy Framework The Waterton Centre, Bridgend 14 September 2007. Welcome. Louise Fradd Director of Regeneration Bridgend County Borough Council. Bridgend County Borough Regeneration Strategy – Workshop 2: Strategy Framework.

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Bridgend county borough regeneration strategy l.jpg

Bridgend County Borough Regeneration Strategy

Workshop 2: Strategy Framework

The Waterton Centre, Bridgend

14 September 2007


Welcome l.jpg

Welcome

Louise Fradd

Director of Regeneration

Bridgend County Borough Council


Bridgend county borough regeneration strategy workshop 2 strategy framework l.jpg

Bridgend County Borough Regeneration Strategy – Workshop 2: Strategy Framework

Simon Pringle

Malcolm Williams


Agenda for today l.jpg
Agenda for today 2: Strategy Framework

09.35 The study – a reminder of what we are about

09.50 The challenges we face

10.05 Introducing the Draft Strategic Framework

10.20 Q & A from the floor

10.35 Breakout group logistics

10.40 Tea/Coffee

10.55 Breakout group working

12.10 Plenary

12.50 What happens next?

13.00 Closing Thanks

13.05 Lunch & Depart


Agenda for today5 l.jpg
Agenda for today 2: Strategy Framework

09.35 The study – a reminder of what we are about

09.50 The challenges we face

10.05 Introducing the Draft Strategic Framework

10.20 Q & A from the floor

10.35 Breakout group logistics

10.40 Tea/Coffee

10.55 Breakout group working

12.10 Plenary

12.50 What happens next?

13.00 Closing Thanks

13.05 Lunch & Depart


Agenda for today6 l.jpg
Agenda for today 2: Strategy Framework

09.35 The study – a reminder of what we are about

09.50 The challenges we face

10.05 Introducing the Draft Strategic Framework

10.20 Q & A from the floor

10.35 Breakout group logistics

10.40 Tea/Coffee

10.55 Breakout group working

12.10 Plenary

12.50 What happens next?

13.00 Closing Thanks

13.05 Lunch & Depart


A reminder of what we re about l.jpg

A reminder of what we’re about 2: Strategy Framework


Study objectives l.jpg
Study Objectives 2: Strategy Framework

  • 3 things

    • Producing an evidence base to better understand BCBC’s socio-economic position – businesses, people & places

    • Taking forward the Vision for the County Borough as stated in the existing Community Strategy . . . . . . in a formal Regeneration Strategy for 2007-2021

    • Underpinned the RS with deliverable actions

      • Sustainable

      • Impact-delivering


Our approach l.jpg
Our Approach 2: Strategy Framework

  • Evidence-based

    • Moving-on from simple assertion

  • Future-facing

  • Consolidating what has gone before . . . not simply reinventing

  • Engaging partners – you will make the strategy& Action Plan work!

  • Thinking boldly. . . & playing to strengths


A 6 stage process l.jpg

Stage 1: 2: Strategy Framework

Baseline

Identifying the themes & policies underpinning the Community Strategy & Council priorities

Stage 2:

Sector Review

Identifying key economic sectors (& social implications) for the future of Bridgend

Stage 3:

Develop strategic framework

Vision, Strategic Aims & Objectives

Stage 4:

Develop Action Plan

Existing & new actions to go forward with

Stage 5:

Dissemination

To be conducted by Bridgend CBC

Stage 6:

Launch & implementation of strategy

To be conducted by Bridgend CBC

A 6-stage process


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Stages 3 & 4 2: Strategy Framework

3a. First Partner SWOT Workshop (20 June 2007)

Linking & focusing priorities for Regeneration, & responding to your queries

3b. Develop Draft Strategic Framework Document

Draft Strategic Framework Document (Done)

Agreed Strategic Framework & first-cut ideas for actions (today!)

3c. Strategic Framework Calibration Workshop

Today

Identification of potential project champions, resources & timescales (end September)

4a. Bilateral telephone discussions with partners

4b. Development of Thematic Action Plans

Thematic action plan (early October, & workshop on 18 October )

4c. Develop monitoring & evaluation framework

Monitoring & evaluation framework (end November)

4e. Finalisation of strategy & action plan

Final report & presentation (end November)


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Outputs & engagement process 2: Strategy Framework

  • Outputs

    • SWOT Report

    • Strategic Framework Document

    • Action Plan

    • Final Strategy

    • Readying You…

  • Engagement Process

    • Bi-lateral scoping interviews with key people & groups

    • Workshop events – calibrating our process with you

    • Action planning discussions


Our starting point the community strategy l.jpg

Children, Young People & Older People 2: Strategy Framework

Environment

Employment & Economic Regeneration

Health & Wellbeing

Access to Opportunity, Transport

Access to Services & Information

Our Starting Point – The Community Strategy

Our Mission: ‘To steer the county borough's natural, human & financial resources to help residents lead independent lives to the full’


Getting strategic fit l.jpg

International, European & UK 2: Strategy Framework

Regional: SE Wales, SW Wales

National: Wales

Local: Bridgend & its places

Community Strategy

Bridgend Regeneration Strategy

Corporate Plan

Getting strategic fit

South East Wales Development Strategy

  • European Policy:

  • The Lisbon, Gothenburg Agendas

Wales: A Vibrant Economy

Cardiff City Region

South West Regional Economic Framework

  • UK Policy:

  • Treasury – Review of Sub-national Economic Development

  • DTI, Treasury – Five drivers of productivity

  • Green Paper on Housing

Wales: A Better Country

Swansea 2020

  • Other Regional documents:

  • SE & SW Tourism Strategies

  • SW Regional Statement of Needs & Priorities (RSNP) for Skills

  • Other WAG documents:

  • Making the Connections

  • A Winning Wales

  • Property Strategy for Employment

Changing International Policy Systems:

e.g. World Trade Organisation (WTO)

Swansea Bay – Waterfront & Valleys

People, Places, Futures: The Wales Spatial Plan

Sustainable Regeneration Frameworks

SE Wales Spatial Plan – The Capital Network


The challenges we face l.jpg

The challenges we face 2: Strategy Framework


Determinants of economic success l.jpg

Commuting 2: Strategy Framework

Demography

Activity Rates

Productivity

Economic Success

(GVA per capita)

Employment Rates

Determinants of Economic Success

WAP/POP

X

LF/WAP

X

EMP/LF

X

GVA/EMP (or GVA / hour X hour/EMP)


Determinants of economic success17 l.jpg

Commuting 2: Strategy Framework

Demography

Activity Rates

Productivity

Economic Success

(GVA per capita)

Employment Rates

Determinants of Economic Success

  • Population base

  • Migration

    • employment prospects

    • character of the area

    • housing offer


Determinants of economic success18 l.jpg

Commuting 2: Strategy Framework

Demography

Activity Rates

Productivity

Economic Success

(GVA per capita)

Employment Rates

Determinants of Economic Success

  • Age profile

  • Skills/education attainment

  • Employment offer


Determinants of economic success19 l.jpg

Commuting 2: Strategy Framework

Demography

Activity Rates

Productivity

Economic Success

(GVA per capita)

Employment Rates

Determinants of Economic Success

  • Job creation

  • Skills match


Determinants of economic success20 l.jpg

Commuting 2: Strategy Framework

Demography

Activity Rates

Productivity

Economic Success

(GVA per capita)

Employment Rates

Determinants of Economic Success

  • Treasury drivers

    • Skills

    • Enterprise

    • Investment

    • Innovation

    • Competition

  • Nature of employment

    • sectors, markets, occupations


Determinants of economic success21 l.jpg

Commuting 2: Strategy Framework

Demography

Activity Rates

Productivity

Economic Success

(GVA per capita)

Employment Rates

Determinants of Economic Success

  • Relative employment prospects

  • Role within wider economy


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Bridgend CBC at a glance 2: Strategy Framework


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Business Registration (Start-up) rates 2: Strategy Framework

Source: NOMIS

Challenges from the data - economy

  • Headline Economy

    • Need to modernise our economy – raise productivity & GVA per capita too

    • Increasing the share of modern service sector is key – absorb losses from manufacturing & reduce reliance on the Public Sector

  • Productivity

    • Our productivity has grown . . .

    • . . . but not as much as in our competitor geographies

    • We need to close the productivity gap before it becomes unbridgeable

    • Will require further restructuring, but we must keep key assets

  • Enterprise & business

    • Continue to support & grow our SMEs

    • Develop more new-starts.

Key GVA indicators

Source: Cambridge Econometrics & ONS


Challenges from the data people l.jpg
Challenges from the data - people 2: Strategy Framework

  • Labour market

    • Relatively good headline levels of labour-market activity

    • Need to engage our young people more

    • Key to this will be education & skills…enabling access to opportunity

  • Education & skills

    • Deficit of people with the highest level skills – skills needed by modern business & to attract investment

    • Educational standards are low – need to encourage leaning from an early age

    • Increasing peoples’ aspirations – helping people to ‘aim higher’

  • Health

    • Bridgend CBC suffers from poor health outcomes (smoking, obesity, alcohol)

    • . . . has an impact of people accessing the labour market

Labour Market inactivity rates

Source: NOMIS

IB/SDA Claims

Source: DWP


Challenges from the data place l.jpg
Challenges from the data - place 2: Strategy Framework

Proportion of KIBs/employment in KIBS

  • Investment & Innovation

    • No major HE institution in the CB – limits potential for knowledge transfer & spin-out/ins

    • But a base of KIBs – with right investment, this base can grow

  • Deprivation

    • Action has targeted our most deprived communities, e.g. through Communities First

    • But need must be linked to opportunity for long-term economic gain

  • Housing & Services

    • Successful transfer of housing stock

    • Strategies in place to meet housing needs, e.g. Around homelessness

    • However, housing provision should be proactive as well as reactive – attracting & retaining workers

  • Quality of life & Environment

    • Carbon neutrality – a key issue for us all

    • A scenic, natural environment - but health problems to address

Source: ABI

Housing & Services Indicators

Sources: Land Registry, National Assembly for Wales


20 june swot workshop your regeneration priorities were to l.jpg
20 June SWOT workshop – your regeneration priorities were to . . .

  • Link skills and knowledge development to global market trends

  • Tackle economic activity in 16-24 age group

  • Make a clear environmental offer for residents and tourists that also addresses the challenge of climate change

  • Improve transport links to strengthen access to opportunities and links from valleys to coast

  • Develop the emphasis on equity and social inclusion

  • Create a clear vision and promotional strategy

  • Strengthen partnership delivery structures



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The draft strategic framework to . . .

  • Building blocks

    • 4 Strategic Aims – defining our headline objectives

    • Operational Aims – defining in more detail what we are about

    • Indicative Activities – sorts of things, illustratively, that we might do to deliver change

    • 4 Cross-Cutting Themes – golden threads that join

    • Finally, overarching Vision – in a nutshell, linking back to Community Plan


The draft strategic framework29 l.jpg
The draft strategic framework to . . .

  • A draft for discussion today – not final!!

  • Focus today on Aims & Vision . . .

  • . . . Some illustrative actions to give sense of direction of travel

  • Need to make sure these elements are right before we move onto Action Planning


Strategic aims l.jpg
Strategic Aims to . . .

  • Business & Ideas: Increase economic growth & wealth creation

    Operational Aims

    • Close the gap in productivity & output between Bridgend & the UK

    • Prioritise sectoral growth to meet changing global demand, creating a modern & diverse blend of manufacturing, knowledge & service industries

    • Prioritise opportunities for new businesses in the knowledge sector, exploiting local expertise where available

    • Ensure skills development meets the needs of future economic growth

    • Build closer links between local companies, colleges & universities

    • Improve rate of business start-up to close the enterprise gap, with stronger support for SMEs

    • Ensure a genuine opportunity for employment is for valley communities


Strategic aims32 l.jpg
Strategic Aims to . . .

  • People & Communities: drive up skills levels in a healthy workforce

    Operational Aims:

    • Promote a healthy workforce participating fully in the labour market

    • Give residents on Incapacity Benefit & SDA access into gainful activity

    • Reduce Incapacity Benefit & Severe Disability Allowance levels to below comparator geographies

    • Raise occupational health standards

    • Strengthen health promotion measures to address drink, drugs & sexual health issues

    • Promote higher skills in all age groups

    • Prioritise young people with no skills

    • Retain graduates & attract higher skilled workers to live & work in Bridgend

    • Develop procurement opportunities for the voluntary sector & social enterprise


Strategic aims33 l.jpg
Strategic Aims to . . .

  • Image & Environment : understand & market Bridgend as a great place to live work & play

    Operational Aims

    • Ensure Bridgend is seen as a destination of choice with diverse natural assets & growing town centres

    • Create a national Bridgend identity exploiting connections to SW & SE

    • Make a clear offer to tourists including coastal & valley open spaces

    • Promote Bridgend as a great place to invest – 3 motorway exits & high employment land availability

    • Market a residential offer attracting new workers & raising aspirations of existing residents

    • Publicise the safe & clean urban environment

    • Meet the challenge of climate change in planning & delivery


Strategic aims34 l.jpg
Strategic Aims to . . .

  • Infrastructure: Improve services & facilities for all

    Operational Aims:

    • Drive forward Town Centre Regeneration

    • Focused improvements to the transport system improving access for work, leisure & retail activities

    • Make connections between the north & south of the borough

    • Improve the geographical balance & availability of affordable housing & use investment as a regeneration driver

    • Understand, value & exploit the corporate asset base of the public sector

    • Improve existing industrial estates

    • Ensure a good & appropriate supply of employment land & premises

    • Prioritise sustainable development opportunities


Our draft vision for the county borough l.jpg
Our Draft Vision for the County Borough to . . .

  • By 2021, we want Bridgend County Borough to be:

    • A productive & dynamic economy attracting further investment

    • Recognised for its natural & industrial heritage, with well-connected tourist & leisure facilities

    • Regenerating communities through housing, health & education

    • Home to a skilled workforce which has especially engaged young people in sustainable employment


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4 Cross-cutting themes to . . .

  • Foresight

    • we need to be able to understand & respond to changes in future markets & technologies, exploiting them for the benefit of the County Borough

  • Purpose & capability

    • a strong sense of purpose & clear delivery capability must be built among businesses, communities & local people for regeneration to be successful

  • Reducing Inequalities

    • ensure all regeneration plans & activities work consistently to reduce inequality & increase opportunity

  • Environmental Impact

    • we must take into account the long-term, sustainable future of our rural & built environment when planning regeneration activities




Logistics l.jpg
Logistics to . . .

  • 4 Groups – you’ve been pre-allocated!

    • Red Group, Room 1 – Richard Shaddick (C), Louise Fradd (F), Mark Jones (R)

    • Blue Group, Room 2 – Brian Roderick (C), Malcolm Williams (F), Mark Halliwell (R)

    • Green Group, Room 3 – Graham Humphrys (C), Ray Pearce (F), Mark Sabine (R)

    • Orange Group, Room 4 – Paul Stauber (C), Simon Pringle (F), Jim McKirdle (R)


The inevitable questions l.jpg
The inevitable questions to . . .

  • To what extent do you agree with the Strategic Aims in the draft framework

    • Coherent, Communicable, Comprehensive? (20 mins)

  • What other perspectives would be helpful & are there further Operational Aims you want to see? (25 mins)

  • What would five specific priorities for the Action Plan be?

    • . . . more than normal business (25 minutes)

  • Evidence please . . . not assertion!


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Report Back to . . .

  • 45 minute Plenary

  • Answers from each Group on the 3 Qs

    • Fronted by the Rapporteurs for each Group




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The inevitable questions to . . .

  • To what extent do you agree with the Strategic Aims in the draft framework

    • Coherent, Communicable, Comprehensive?

  • What other perspectives would be helpful & are there further Operational Aims you want to see? (25 mins)

  • What would five specific priorities for the Action Plan be?

    • More than normal business (25 minutes)


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Looking towards implementation & to . . . Action Planning


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The draft Regeneration Strategy to . . .

Strategy 1

Strategy 2

Strategy 3

Strategy 4

Shaping &

encouraging

Consolidating

Stimulating

Pipeline

actions

Existing

actions

New actions

Moving from Strategy to Actions


Looking at existing pipeline actions l.jpg
Looking at to . . . existing & pipeline actions

  • Essential to map accurately to avoid damaging reinvention

  • Mapping represents a significant exercise – probably 250+ actions already underway

    • EU, national, regional, sub-regional, local

  • Need co-ordinated process to collect information

  • If done well, highly valuable resource for the future


Looking at existing proposed activities l.jpg
Looking at to . . . existing & proposed activities

  • Over next 4 weeks, mapping existing & proposed activities

  • Structured mapping matrix

    • Activity name

    • What it aims to do

    • Budget & duration

    • Necessary bending to fit with Swansea 2020

  • We need you to respond


  • New actions l.jpg
    New to . . . actions

    • Purpose: to fill gaps between the Strategic Aims & what is already being done/proposed

    • Innovative, bold & challenging actions for next 10 years …

    • … to inspire & drive forward Strategic Aims

    • Perhaps 2 or 3 per Strategic Aim

    • Working to identify local champions

    • Bilateral consultations


    Next steps l.jpg

    Next Steps to . . .


    Next steps51 l.jpg
    Next Steps to . . .

    • Output report from today

      • Your subsequent reflections

    • Revised draft Strategic Framework – Vision, Aims & Cross-Cutting Themes . . . locked-down

    • Onto Action Planning

      • Mapping existing/pipeline Actions

      • Hard thinking on transformational action

      • Bilateral Consultations with possible action delivers

      • Action Workshop on 18 October 2007

    • Monitoring & evaluation framework

    • Presentation to Cabinet on 9 November

    • Completion by end November


    Bridgend county borough regeneration strategy strategy framework workshop l.jpg

    Bridgend County Borough Regeneration Strategy – Strategy Framework Workshop

    Close & thanks:

    Louise Fradd, Director of Regeneration, Bridgend BC


    Contact l.jpg
    Contact Framework Workshop

    Malcolm Williams

    Associate Director

    SQW Consulting

    t. 0161 475 2103

    e. mwillia[email protected]

    w. www.sqw.co.uk


    Lunch l.jpg

    Lunch Framework Workshop


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