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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

Bridgend County Borough Regeneration Strategy

Workshop 2: Strategy Framework

The Waterton Centre, Bridgend

14 September 2007

welcome

Welcome

Louise Fradd

Director of Regeneration

Bridgend County Borough Council

bridgend county borough regeneration strategy workshop 2 strategy framework

Bridgend County Borough Regeneration Strategy – Workshop 2: Strategy Framework

Simon Pringle

Malcolm Williams

agenda for today
Agenda for today

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
Agenda for today

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
Agenda for today

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

study objectives
Study Objectives
  • 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
Our Approach
  • 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
Stage 1:

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

stages 3 4
Stages 3 & 4

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)

outputs engagement process
Outputs & engagement process
  • 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
Children, Young People & Older People

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
International, European & UK

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

determinants of economic success
Commuting

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
Commuting

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
Commuting

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
Commuting

Demography

Activity Rates

Productivity

Economic Success

(GVA per capita)

Employment Rates

Determinants of Economic Success
  • Job creation
  • Skills match
determinants of economic success20
Commuting

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
Commuting

Demography

Activity Rates

Productivity

Economic Success

(GVA per capita)

Employment Rates

Determinants of Economic Success
  • Relative employment prospects
  • Role within wider economy
challenges from the data economy
Business Registration (Start-up) rates

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
Challenges from the data - people
  • 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
Challenges from the data - place

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
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
the draft strategic framework
The draft strategic framework
  • 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
The draft strategic framework
  • 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
Strategic Aims
  • 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
Strategic Aims
  • 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
Strategic Aims
  • 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
Strategic Aims
  • 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
Our Draft Vision for the County Borough
  • 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
4 cross cutting themes
4 Cross-cutting themes
  • 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
Logistics
  • 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
The inevitable questions
  • 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!
report back
Report Back
  • 45 minute Plenary
  • Answers from each Group on the 3 Qs
    • Fronted by the Rapporteurs for each Group
the inevitable questions44
The inevitable questions
  • 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)
moving from strategy to actions
The draft Regeneration Strategy

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
Looking at 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
Looking at 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
New 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 steps51
Next Steps
  • 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

Bridgend County Borough Regeneration Strategy – Strategy Framework Workshop

Close & thanks:

Louise Fradd, Director of Regeneration, Bridgend BC

contact
Contact

Malcolm Williams

Associate Director

SQW Consulting

t. 0161 475 2103

e. [email protected]

w. www.sqw.co.uk

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