Economic Development Framework Report June 2015 2015-2020 Economic Development Framework Report 2015-2020 Introduction and Banstead is the largest borough in by population and makes an important contribution to the economy of the county and the wider south east. As a Council we are not complacent about this. Our economic development priority is set out in the Reigate & Banstead Corporate Plan, and is: “to encourage existing businesses to thrive and growth within Reigate & Banstead and attract new businesses to the borough.”

Economic profile

Monitoring Local and review challenges

Content of this Framework This Economic Development Framework explains how we will

Corporate deliver this priority. It explores the local economic challenges faced Action objectives plan and in Reigate & Banstead, and how these have informed our corporate activities objectives and activities. It sets our local objectives and activities

Shared against shared economic priorities agreed with neighbouring Gatwick local authorities across the ‘Gatwick Diamond area. Finally, the Diamond priorities Framework introduces the Council’s Economic Development Action Plan, and explains how the Council will measure the success of our activities.

June 2015 2 Economic Development Framework Report 2015-2020 Partnership working How the Council leads, supports and influences can affect how businesses in the borough perform and what its residents achieve. However, the Council cannot support the economy through our own actions alone. We will therefore work closely with our partners to deliver our Action Plan. The actions set out in this Framework will not only benefit the borough, but also the wider regional and national economy. Strong partnerships will put the borough in the best possible position to access funds, lobby for investment and achieve cost effective outcomes. Together with our partners we can exert greater influence to ensure that the contribution of this area to the regional and national economy is recognised and rewarded. To deliver on our priorities, we also need to find more creative ways of financing our activities, as national deficit reduction objectives mean funding for local authorities is severely constrained. The Council will work with other organisations – such as Surrey County Council and the Coast to Capital Local Enterprise Partnership - to secure funding from Government and other sources1. The Council can also use other mechanisms to help boost the local economy. It can send market signals to investors about the sort of economy the borough wants, using its own land and assets, as well as its statutory powers, for local and wider economic benefit. As an example, we are currently actively engaged in progressing developments to help facilitate the regeneration of Redhill, Preston and Merstham. As a large local employer, we can also take a positive approach to recruitment and procurement, setting an example to other businesses and creating opportunities for local people.

Opposite are some of the partners we work with:

1 - The Council has had recent success in securing funding for transport network improvements in Redhill, sustainable transport measures in Redhill and Reigate, and to help unlock housing delivery in Horley. June 2015 3 Economic Development Framework Report 2015-2020

About the Borough

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Reigate & Banstead Borough Reigate & Banstead borough is deservedly recognised for its outstanding natural environment and beautiful countryside, including the Surrey Hills Area of Outstanding Natural Beauty. Yet it is also home to busy towns and smaller villages, and it sits in a strategically important location, between Greater London and . Key transport links run through the borough. North to south, the A23/M23 corridor and London to Brighton railway line link London with Gatwick Airport and South Coast. From east to west, the M25 runs through the centre of the Borough, towards Heathrow Airport in the west and international ports to the east, and the North Downs Line provides train links to cities and towns in the wider South East including Guildford and Reading.

The towns of Redhilll and Reigate are located at the heart of the borough. Redhill is the largest town in Reigate & Banstead, providing a range of retail, employment and leisure opportunities. It is well connected, especially by rail, however, in the past it has not fulfilled its potential as the borough’s main town centre. The Council is therefore focusing resources in transforming the image of the town. This includes working with partners to deliver improvements to the road network, new retail and leisure provision and improved public spaces.

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Whilst the two towns are closely situated, Reigate provides a very different offer from Redhill. The town has developed around a historic core, which provides a unique character. It is host to a range of small independent and specialist shops and restaurants. Reigate also benefits from high quality office provision, and is home to a range of national and international businesses.

To the north of the M25 lies the town of Banstead, and its surrounding villages. Including some of the most desirable places to live in the borough, these settlements are set within the beautiful North Downs countryside, yet are in close proximity to outer London towns including Sutton and Croydon.

To the south, the town of Horley is physically and economically related to Gatwick Airport. The town is well connected, and provides local shops and services for the surrounding area. Two new neighbourhoods are being built in Horley, to the north east and north west of the town, together providing over 2000 new homes and associated new community facilities. The Council is investing in the town in order to provide high quality services to support both the existing and new population.

June 2015 6 Economic Development Framework Report 2015-2020 The Wider area Coast to Capital Local Enterprise Partnership Coast to Capital (C2C) is the Local Enterprise Partnership (LEP) for Brighton and Hove, Croydon, Gatwick Diamond, East Surrey (including Reigate & Banstead), Lewes and West Sussex2. Reigate & Banstead is located at the very centre of C2C. It is a partnership between local authorities and businesses, with a focus on creating economic growth in an innovative, enterprising and international business environment. It has six strategic priorities, set out in its Strategic Economic Plan3: • Successful Growth Locations, including transport investment • Successful Businesses • Building Competitive Advantage Surrey Connects • Skills and Workforce Surrey Connects is the Economic Partnership for Surrey. It provides a forum for • Growth is Digital joint working between the County Council, district and borough authorities and • Housing and infrastructure. business to promote Surrey as a business destination and enhance the prosperity 4 [insert map of C2C area] of the county .

2 - www.coast2capital.org.uk/ 3 - www.coast2capital.org.uk/strategic-objectives/strategic-economic-plan 4 - www.surreyconnects.com/

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Gatwick Diamond Initiative

The Gatwick Diamond is at the geographic heart of the Coast to Capital area. With 45,000 businesses and £20.7 billion GDP (Local Futures 2012) the Gatwick Diamond is one of the strongest regional economies in the UK The Gatwick Diamond Initiative (GDI) is a private public partnership which works jointly on strategic issues to promote the economic performance of the Gatwick Diamond economic area5. The GDI has identified seven priorities: • Gatwick airport • Existing business areas • Major town centres • Promoting strategic employment locations • Skills and employment for young workers and other unemployed people • Business support • Business critical infrastructure These priorities have been used to shape the Action Plan included within this Framework.

5 - www.gatwickdiamond.co.uk/the-gatwick-diamond/key-facts June 2015 8 Economic Development Framework Report 2015-2020

Economic profile and local challenges

June 2015 9 Economic Development Framework Report 2015-2020 Economic profile Economic profile of the borough Monitoring Local and review challenges Key business locations Reigate & Banstead Borough offers a wide range of business accommodation, including Corporate small low-cost start up units, well connected industrial and storage premises, and high Action objectives plan and quality town centre or campus-style HQ office accommodation. activities

Shared The main business locations in the borough are: Gatwick Diamond • Redhill town centre priorities • Reigate town centre • Holmethorpe Industrial Estate • Salfords (Salfords Industrial Estate, Perrywood Business Park) • Horley industrial estates Productivity and competitiveness

Each job in Reigate & Banstead, on average, generates around £57,000 gross value added (GVA). This is significantly higher than across the wider Gatwick Diamond area (at £44,500 GVA Main per job)6. employment locations in 7 The UK Competitiveness Index 2013 ranks the borough 28th Reigate & out of 379 local authorities, up from 42nd in 2010 and within Banstead the top 10% of all authorities. Reigate & Banstead ranks 8th for competitiveness (out of 11) in Surrey, and 3rd (out of 7) in the Gatwick Diamond.

6 - Experian 2014 7 - UK Competitive Index, Cardiff University 2013

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Key Sectors

The public services sector is the best represented employment sector in the borough, followed closely by professional and other private services. Financial and insurance services are also well represented.

Wholesale & Retail 11.2 Transport & Storage 1.6 Sectoral Public Services 22.2 Professional & Other Private Services 15.8 breakdown in Manufacturing 2.3 Reigate & Information & Communication 2.9 Banstead Finance & Insurance 10 Construction 6.2 Agriculture, Forestry, Mining & Utilities 1.7 ‘000 jobs Accomodation, Food Services & Recreation 4.7

0 5 10 15 20 25

There are geographic variations in the concentration of different sectors across the borough, with a higher presence of transport, storage and communication sector businesses in Horley as a result of its proximity to Gatwick Airport and a concentration of financial and business services in the north of the borough and Redhill /Reigate. Priority sectors identified by the Coast to Captial LEP include financial and business services, but also creative, digital and IT, advanced engineering, environmental technologies and healthcare/life sciences.

June 2015 11 Economic Development Framework Report 2015-2020 Business size Business size Despite the presence of major employers in the borough, the vast majority of businesses are small or in Reigate & micro-businesses. Banstead Whilst these smaller businesses individually have a lower annual turnover, together they make a vital contribution to the borough’s economy. No figures are locally available, but national figures indicate that together small and micro businesses make Micro (0 to 9) 90.7% up around 99% of all businesses (similar to this Small (10 to 49) 7.7% borough) and contribute 33% of total business Medium (50 to 249) 1.2% turnover8. Large (250+) 0.4% Major employers

Major employers in the borough include: • East Surrey Hospital • Legal and General • Pfizer • HM Prison Service • Towers Watson • Just Retirement • Fidelity Investments These employers provide jobs for around 8,000 people. Large employers can have the wider benefit of supporting local suppliers and raising the profile of the borough as a great business location.

8 - BIS 2013 June 2015 12 Economic Development Framework Report 2015-2020 Average business Enterprise birth rates/10,000 working age adults, Business birth rates in Reigate & Banstead, 2009-2012 whilst healthy when compared nationally, are low relative to other parts of Surrey. It is unclear what the reason for this is, however Waverley the low business birth rate suggests that there Elmbridge is room to increase levels of innovation and Surrey Heath competitiveness. SURREY Although business birth rates are low, Spelthrone business survival rates are relatively good, Tandridge Woking with 50% of new businesses surviving for Runnymede more than 5 years (higher than the county Guildford and national average), and 40% of businesses having been in existence for more than 10 years9. ENGLAND 0 20 40 60 80 100 120 140 Employment Levels Business births/10,000 working age adults The employment picture in Reigate & Banstead has improved in recent years following the recession, however the numbers of those out of work is still considerably higher than it was before the economic downturn. From a peak in 2010 (when the claimant count was 2.1% of all working age residents), the number of claimants is now falling (1.2% in 2014), although remains higher than it was before the economic downturn (0.75). The claimant count in the borough is considerably lower than nationally (2.7% in 2014)10. The numbers of young people not in employment, education or training remains high, with the borough having the second highest level of ‘NEETs’ in Surrey (366 at 2011/12). Data also suggests that there are a further 493 young people who are at risk of becoming NEET. REF

9 - ONS 2013 10 - ONS 2014

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Qualifications, Occupation and Earnings The proportion of borough residents who are educated to first degree level or above (36%) is broadly comparable to the figure for Great Britain (35%) but considerably lower than that for Surrey (45%). However Reigate & Banstead has a lower proportion of residents with no qualifications (4.5%) than Surrey (5.4%) and Great Britain (9.3%). A relatively high proportion of jobs in the borough are managerial and professional (50%); however a comparison between the types of jobs in the borough and the occupation of residents suggests and that those in the most senior occupations may need to commute out of the borough to work. Figures also suggest a deficit of jobs in the borough for those residents working in elementary occupations11. Earnings of residents in the borough are higher than the average (median) figures for Surrey, the South East or nationally, at £688 per week (gross), compared to £518 nationally12. Despite this, housing remains unaffordable for many borough residents.

800 0.25 700 Reigate & Banstead Comparison Earnings 600 0.2 of earnings Surrey Earnings and housing 500 England Earnings affordability 400 0.25 Source ONS/DCLG13 300 Reigate & Banstead Housing a ordability 200 0.1 Surrey Housing 100 a ordability England Housing 0 0.05 a ordability

11 - ONS 2014 12 - ONS 2013 13 - Relative housing affordability calculated as 1/ratio of lower quartile house prices to lower quartile earnings June 2015 14 Economic Development Framework Report 2015-2020 Local challenges

Our analysis of the economic profile of the borough has allowed us to identify the positive aspects of the Reigate & Banstead economy, but also the areas where improvement is needed. Reigate & Banstead economy: strengths, weaknesses, opportunities and threats

Strengths Weaknesses • Strategic location with good access to London, M25 and Gatwick Airport. • Quality of premises is poor in some places. • Wide range of employment premises. • Local transport network is poor in some places. • Relatively high productivity and competitiveness. • Considerable reliance on a small number of large employers. • Strong financial and business service sector. • Low business birth rate relative to the rest of Surrey • Relatively good business survival rate. • Relatively high levels of youth unemployment • Relatively low levels of total unemployment. • Out-commuting of skilled/higher earning workers • Skilled workforce with high earning potential • High house prices compared to earnings Opportunities Threats • Improve the quality of commercial premises. • Macro-economic conditions. • Improve local transport network. • Limited physical opportunity for employment expansion. • Capture benefits associated with location at the heart of the Gatwick • Further pressure on local transport networks. Diamond and benefits associated with proximity to Gatwick Airport • Complacency about productivity and competitiveness. • Support existing business sectors. • Competition with nearby business locations. • Facilitate the development of new sector strengths. • Overreliance on public service and financial sectors. • Better engagement with major employers. • Loss of major employers • Improve business intelligence and business support activities • Complacency about business survival rate • Improve business related infrastructure for local businesses and to attract • Continued out-commuting of most skilled workers. inward investment. • Increase training/qualification opportunities and improve links between educators and employers

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Our Corporate objectives and activities

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Economic The Council’s overall economic development objective is to encourage existing businesses to thrive profile and grow within Reigate & Banstead and to attract new business to the borough. Monitoring Local The Council’s Core Strategy, which sets the framework for spatial growth in the borough envisages, and review challenges by 2027, that the borough will be a prosperous place, providing the conditions and environment within which local businesses can thrive. Town centres and employment areas will offer attractive locations for commercial investment, contributing to a flourishing and internationally recognised Corporate Action objectives Gatwick Diamond. plan and activities

To deliver these priorities, the following corporate and spatial planning objectives, activities and Shared Gatwick policies have been identified, based on national economic and planning policy, an analysis of the Diamond priorities economic opportunities and threats faced locally and evidence about existing and future business needs and demands:

Corporate • To create new jobs for our residents’ benefit objectives: • To ensure that there is a resilient, vibrant and resource efficient economy Corporate • Offering support to local businesses activities: • Promoting the borough as a place to do business • Securing resources to maintain and improve business related infrastructure • Working with partners and businesses to ensure that benefits of economic growth in the wider geographical area are enjoyed in the borough. Spatial planning • To strengthen the vitality and viability of the borough’s town centres objectives: • To direct regeneration to the parts of the borough where it is needed to build vibrant and cohesive communities • To ensure the right amount, range, size and type of commercial areas are available and that the necessary infrastructure and facilities are provided to support a level of economic growth compatible with protecting the environment • To enhance the role of Redhill town centre as a centre of strategic importance, part of a regional transport hub, and as a safe and attractive retail, cultural and leisure destination with a high quality environment. Spatial planning • Recognise and nurture the distinctive economic role of different parts of the borough, and work with adjoining authorities and other partners to activities: maximise the opportunities arising from our position within the Gatwick Diamond and our proximity to London • Plan for a range of types and sizes of employment premises to cater for the needs of established, growing and start up businesses, and ensure sufficient flexibility to meet their changing needs and to attract new business. • Plan for the delivery of additional employment floorspace by (a) focusing on retaining and making the best use of existing employment land; and (b) ensuring that new employment development outside these areas reflects wider sustainability principles • Support entrepreneurship and innovation by facilitating the provision of affordable start up/incubator units in the most accessible locations June 2015 17 Economic Development Framework Report 2015-2020

Shared Gatwick Diamond Priorities

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Economic profile

Monitoring Local The Council, together with other Gatwick Diamond Local Authorities, has identified and review challenges seven priorities to deliver prosperity in the wider Gatwick Diamond area, taking into account the local economic challenges and objectives of authorities across this area. We have used these priorities to structure our Action Plan to deliver on our locally specific Corporate Plan priorities. They have also been used to help inform Coast to Corporate Action objectives Capital’s Strategic Economic Plan for the LEP area. plan and activities

Shared Gatwick Diamond priorities Gatwick Airport Gatwick Airport sits just beyond the Reigate & Banstead administrative area to the south. It is London’s second biggest airport, and plays an important role in the local economy and the international competitiveness of the wider Gatwick Diamond area. With or without a second runway, the airport will continue to be central to the local economy; attracting global businesses, providing jobs, and acting as a major international interchange or ‘hub’. It is therefore vitally important that RBBC continues to work closely with the Airport itself, surrounding local authorities and other partners to ensure the provision of infrastructure, housing and employment opportunities needed to support the airport’s success in a sustainable way. This shared priority will help achieve our corporate objective to ensure there is a resilient, vibrant and resource efficient economy and will be delivered through our local activities to work with partners and businesses to ensure that benefits of economic growth in the wider geographical area are enjoyed in the borough.

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Existing business areas There are a range of established business areas in Reigate and Banstead that form part of a wider network of opportunities across the wider Gatwick Diamond area. There is the potential to improve our existing commercial and industrial areas to make them more attractive to existing and potential new businesses. This could include physical investment, improvements to access and connectivity, closer working with businesses to understand their needs and/or better branding/marketing, delivered either locally or across the wider area. This shared priority will help achieve our corporate objective to ensure there is a resilient, vibrant and resource efficient economy. Delivered through our local activities to promote the borough as a place to do business and secure resources to maintain and improve business related infrastructure.

Major town centres There is the potential for regeneration and redevelopment within a number of town centres across the Gatwick Diamond. Many inward investment projects are already underway. Investment in our towns will create more vibrant town centres, providing a wider range of retail, employment and leisure activities. Making them more attractive to residents, businesses and visitors and encourage people to spend time and money in these centres. Redhill town centre is the main focal point for town centre investment in Reigate & Banstead, however there are smaller opportunities that may be pursued in the other town centres. This shared priority will help achieve our corporate objective to create new jobs for our residents’ benefit and will be delivered through our local activities to promote the borough as a place to do business.

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Promoting strategic employment locations As well as existing business areas and town centres, there is the potential for new strategic employment locations within the Gatwick Diamond area, to drive continuing economic prosperity, attract new business investment and create new jobs. Possible locations need to be explored and evaluated before being brought forward in local authority planning documents: the exercise should focus on opportunities that are well located strategically, would allow existing priority sectors to expand and enable new and emerging sectors to be fostered, particularly those related to the knowledge economy. This shared priority will help achieve our corporate objective to ensure there is a resilient, vibrant and resource efficient economy. Delivered through our local activities to work with partners and businesses to ensure that benefits of economic growth in the wider geographical area are enjoyed in the borough.

Skills and employment for young workers and other unemployed people Ensuring a strong skill base across the Gatwick Diamond area is an important priority to deliver on shared economic objectives. A skilled workforce (with skills that match the needs of local businesses) will attract new businesses and enable existing businesses to thrive. Engagement between employers and local education providers can help achieve this. Youth unemployment, and developing youth skills, is a significant problem, both nationally and locally. The Council’s successful ‘young worker scheme’ demonstrates how the opportunity to gain work experience, mentoring, training and confidence can be extended to young people, and there is potential for this or similar schemes to be rolled out further. This shared priority will help achieve our corporate objective to create new jobs for our residents’ benefit and will be delivered through our local activities. Working with partners and businesses to ensure that benefits of economic growth in the wider geographical area are enjoyed in the borough.

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Business support Positive business support interventions can increase entrepreneurship and business start-ups and growth. Following the end of ‘Business Link’ there is an opportunity for local Councils to provide support/signposting for local businesses. Reigate & Banstead Borough Council has already launched a programme of support and there is the potential to expand these activities This shared priority will help achieve our corporate objective to ensure there is a resilient, vibrant and resource efficient economy and create new jobs for our residents’ benefit. It will be delivered through our local activities to offer support to local businesses.

Business critical infrastructure Having the correct infrastructure in place to support new economic growth (and new housing growth) is critical. This not only includes business premises, but also transport and communications infrastructure. Congestion of the road and rail networks can be a significant barrier to business growth, whilst access to fast and reliable broadband can be a particular challenge for more rural businesses. Working together through the Coast to Capital Local Enterprise Partnership, local authorities can prioritise and seek funding for strategic infrastructure priorities. This shared priority will help achieve our corporate objective to ensure there is a resilient, vibrant and resource efficient economy. Delivered through our local activities, to secure resources, to maintain and improve business related infrastructure.

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Action Plan, Monitoring and Review

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The previous chapters of this document have set out the context for the Council’s economic Economic development function and our priorities, objectives and the broad scope of our activities. This chapter profile provides information about the actions that the Council will participate in to achieve these goals. Monitoring Local Our actions have been presented to align with the shared priorities agreed for the Gatwick Diamond. and review challenges In this way, it can be seen that our own local objectives will contribute to strategic objectives for economic growth across the wider functional economic area.

In some instances, the Council will be able to deliver actions on its own, but in most instances Corporate Action objectives plan and maximum benefit will be secured by working closely with other partner organisations and service activities

providers. Shared Gatwick Diamond In some cases, it will be possible to deliver actions quickly, and achieve progress in the short term. priorities Inevitably, though, some of the more ambitious actions are more complex and present greater challenges, and will therefore take longer to deliver. How will we measure progress? Each of our actions has one or more measures of success associated with it that will allow the Council’s progress to be monitored. Our Action Plan will be [regularly] reviewed and updated to ensure maximum benefit is secured through the Council’s actions. Wider trends will also be monitored, including: • The percentage of vacant commercial and industrial floorspace in the borough • The number of VAT registered businesses • The 5 year business survival rate • The number of Job Seekers Allowance claimants • The number of young people not in employment, education or training. Action plan The following action plan provides a detailed breakdown of how the Council will deliver our corporate plan commitments and contribute to achieving the shared priorities for a sustainable and prosperous Gatwick Diamond.

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1. Gatwick Airport

Gatwick is one of the emerging priorities of the Coast to Capital LEP, in tune with its focus on international growth. The Coast to Capital Strategic Economic Plan should prioritise supporting Gatwick Airport Limited to realise the potential of the airport and to ensure that its economic benefits to the LEP continue to be achieved. This is particularly important given the possible negative effects on the economy of the Gatwick area of the Davies Commission focusing airport growth in a single hub airport.

Projects Target/measure Next steps/lead 1.1 Develop a MOU with Gatwick Airport Ltd • Reduction in the % vacant commercial and Seek to achieve collective agreement to a MOA industrial space in the borough. setting out infrastructure needs should airport • Increase in number of VAT registered expansion be recommended. Gatwick Diamond businesses. Initiative, RBBC lead P & P. 1.2 Contribute to any 2nd runway consultation • Reduction in the % vacant commercial and Contribute to consultations within appropriate as appropriate industrial space in the borough. timescales. RBBC lead P & P. • Increase in number of VAT registered businesses. 1.3 Promoting inward investment by working • Reduction in the % vacant commercial and Maximise the opportunities created through the Local with partners to deliver more sustainable industrial space in the borough. Growth Fund programme. Coast to Capital, SCC and transport options for local people, such as local • Increase in number of VAT registered RBBC. RBBC lead P & P. bus services and cycle routes, from our major businesses. towns to Gatwick Airport 1.4 Promotion of the local area through • Reduction in the % vacant commercial and Work with the Gatwick Diamond Initiative and mechanisms such as the Gatwick Diamond industrial space in the borough. Gatwick Diamond Business to promote the area. Initiative and Gatwick Diamond Business • Increase in number of VAT registered RBBC lead P & P. businesses.

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2. Existing business areas

There is potential to regenerate and develop existing commercial and industrial business areas to make them more attractive to inward investors, to enable businesses to grow and expand, and to ensure that we retain significant local employers. To do this would require policy commitment and resources. It will be important to ensure that the priorities, needs and challenges of businesses are well understood through effective engagement, and that strategies and policies encourage businesses to develop locally.

Projects Target/measure Next steps/lead 2.1 Monitor and improve occupancy levels • Reduction in the % vacant commercial and Continue with regular monitoring of occupancy across the borough by applying current policy industrial space in the borough. Increase in levels. Share information with commercial to protect usage where appropriate, and allow a number of VAT registered businesses. agents, other stakeholders and the wider business degree of flexibility where necessary to respond community. RBBC lead P & P. to changing business needs 2.2 Pursue opportunities to address A217 • Pursue opportunities to address A217 Pursue opportunities created through the Transport congestion congestion element of the Local Growth Fund programme. Coast to Capital, SCC and RBBC. RBBC lead P & P. 2.3 Pursue opportunities to address A23 • Pursue opportunities to address A23 congestion Pursue opportunities created through the Transport congestion between Redhill and Gatwick between Redhill and Gatwick element of the Local Growth Fund programme. Coast to Capital, SCC and RBBC. RBBC lead P & P. 2.4 The promotion of the A23 corridor between • The promotion of the A23 corridor between Work with commercial agents and owners to ensure Gatwick Airport and Redhill, including the former Gatwick Airport and Redhill, including the we have the correct offer. Promote the opportunities Phillips site and Salfords industrial estates. former Phillips site and Salfords industrial where possible. RBBC lead P & P. estates. 2.5 Acknowledge East Surrey Hospital, as a • Acknowledge East Surrey Hospital, as a Work with the Hospital and other partners to create major employer. Work with them to help better major employer. Work with them to help a forward plan for site development. RBBC lead understand their plans for business development better understand their plans for business Development Management. with its potential for a business/research park as development with its potential for a business/ part of the framework to maintain / improve local research park as part of the framework to services. maintain/improve local service.

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3. Major town centres

Our four town centres will be able to thrive as commercial locations, offering a competitive retail offer and contributing to making the borough a great place to live. Each of the town centres will retain their distinctive characteristics and Identities.

Projects Target/measure Next steps/lead 3.1 Deliver Regeneration Programme for Redhill • Reduction in % of JSA claimants. Continue to deliver the Regeneration Programme for Redhill • Increase in the proportion of residents to create: Develop major opportunity sites within 0 - 5 that also work in the borough. 15,000sqm retail comparison shopping space, years • Reduction in % of vacant commercial and 7,000sqm retail convenience space, industrial space in the borough. 3000sqm of leisure and food / drink/uses, • Increase in number of VAT registered 700 new homes, businesses. new jobs with associated training and apprenticeship opportunities. Redhill Regeneration Forum, SCC, RBBC and private sector. RBBC lead P & P. 3.2 Pursue opportunities to address congestion • Reduce % of vacant commercial and Pursue opportunities created through the Transport element in and around Reigate industrial space in the borough. of the Local Growth Fund programme. Coast to Capital, SCC • Increase in number of VAT registered and RBBC. RBBC lead P & P. businesses. 3.3 Complete a parking survey for Reigate • Reduce % of vacant commercial and Deliver an appropriate level of provision to meet needs. to determine level of needs, recognising the industrial space in the borough. Draft detailed programme for survey. RBBC lead P & P. priorities of both the commercial and retail • Increase in number of VAT registered sectors businesses. 3.4 Work to facilitate new high quality new • Reduce % of vacant commercial and Continue to deliver the Regeneration Programme for Horley. mixed use development on key development industrial space in the borough. Horley Regeneration Forum, SCC, RBBC and private sector. sites within Horley town centre • Increase in number of VAT registered RBBC lead P & P. businesses. 3.5 Make further improvements to the public • Reduce % of vacant commercial and Increase footfall, dwell time and satisfaction with Horley realm within Horley town centre to make it a industrial space in the borough. Continue to deliver the Regeneration Programme for Horley. more attractive and accessible town centre, to • Increase in number of VAT registered Horley Regeneration Forum, SCC, RBBC and private sector. attract town centre uses and inward investment businesses. RBBC lead P & P.

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3.6 Work with our partners to provide improved • Reduce % of vacant commercial and Increase footfall, dwell time and satisfaction with Horley. community facilities in Horley town centre to industrial space in the borough. SCC, HTC and RBBC. RBBC lead P& P. meet the needs of its population e.g. Horley • Increase in number of VAT registered library, Regents Hall businesses. 3.7 Delivery of High Street Innovation Fund • Reduce % of vacant commercial and Deliver an on-going programme of initiatives and events to projects in Redhill and Horley industrial space in the borough. increase footfall and dwell time. Increase satisfaction levels • Increase in number of VAT registered from town centre visitors. Redhill HIF Group, Horley Town businesses. Management Group, RBBC and private sector. RBBC lead P & P. 3.8 Protect the character of Banstead to help • Reduce % of vacant commercial and Planning Policy enforced. RBBC lead Development maintain its market position industrial space in the borough. Management. • Increase in number and VAT registered businesses. 3.9 Maintain and, where necessary, improve • Increase in the % of residents that are Resident satisfaction survey results used to drive public spaces and the green infrastructure for all satisfied with the borough as a place to improvements. RBBC lead P & P. town centres live 3.10 Maintain the safety and cleanliness of the • Increase in the % of residents that agree Town centres kept to agreed standard using the Cleanliness Borough’s town centres the borough is a safe place. Index. Resident Satisfaction survey results used to drive • Increase in the % of residents that are improvements. satisfied with the borough as a place to RBBC lead Environmental Health. live. 3.11 Develop and apply Policies that allow • Increase in the number of VAT registered Usage/occupancy reported through Monitors. Take this for flexibility of use within the town centres, businesses. forward in DMP. encourage usage and support vitality RBBC lead P & P.

June 2015 28 Economic Development Framework Report 2015-2020 4. Promoting strategic employment locations The potential for new strategic employment locations in the Gatwick Diamond is also vital to driving economic prosperity and new jobs. The Coast to Capital LEP should support their delivery, including through the provision of road access and infrastructure improvements. Further potential locations need to be explored, evaluated and promoted with a clear focus on inward investment and types of jobs. Strategic employment locations need to capitalise on the sectors that are traditionally strong in the Gatwick Diamond as well as to foster new and emerging ones related to the knowledge economy that is a priority of the Coast to Capital LEP. It will be important for strategic employment locations to be well-related to Gatwick Airport, to existing business locations and to housing to ensure complementary business to business growth, cross-fertilisation and access to skilled workers. Support for science and business park development and research and innovation hubs would also reflect the overarching ambition for the Gatwick Diamond to be a world class, internationally recognised location for business. Some of the more attractive locations close to Gatwick Airport are in part constrained by nationally established safeguarding policies until such time as second runway issues are resolved. However, there are locations where science and business park developments are being considered or promoted.

Projects Target/measure Next steps/lead 4.1 Horley/Gatwick potential strategic • Increase the number of residents that also Investigate the need for an employment location with a view employment sites work in the borough. to commissioning research to establish an evidence base to • Reduce % of vacant commercial and take any proposal forward. Research currently being carried industrial space in the borough. out to determine viability. RBBC lead P & P. • Increase in number of VAT registered businesses. 4.2 Progress Core Strategy and Development • Reduce % of vacant commercial and Implement and review - policy CS3. Management Policies industrial space in the borough. RBBC lead P& P. • Increase in number of VAT registered businesses. 4.3 Promote the area and support enquiries to • Increase the number of residents that also Maximise any opportunity to secure inward investment and relocate work in the borough. Reduce % of vacant the creation of employment. commercial and industrial space in the Respond to all queries. borough. Work with Coast to Capital, Gatwick Diamond Initiative, • Increase in number of VAT registered Gatwick Diamond Business and SCC. businesses. RBBC lead P & P. June 2015 29 Economic Development Framework Report 2015-2020

5. Skills and employment - young people and unemployed

Youth unemployment is significant in the local and national economy and measures to address it need to be promoted. Successful schemes such as the Reigate & Banstead BC ‘Young Worker Scheme’ for 16-24 year olds and Horsham DC’s ‘Journey to Work’ Scheme for 18-24 year olds could be replicated in the public and private sectors for both young workers and for the significant pool of other workers made redundant / struggling to find work, particularly those who have been unemployed for a year or more. Such schemes offer participants the opportunity to gain work experience, mentoring and training, to build confidence and to develop ‘work skills’ which they may have been lacking.

Projects Target/measure Next steps/lead 5.1 Continue Young Worker/Worker Scheme • Number of work experience and other DWP and other public sector partners. RBBC lead Human for public sector employment opportunities provided by Resources. the Council. • Reduce % of JSA claimant (under 24 to 10% of claimant total). 5.2 Expansion of Young Worker/Worker • Number of work experience and other DWP and other public sector partners. RBBC lead Human Scheme to private sector employment opportunities provided by Resources. the Council. • Reduce % of JSA claimant (under 24 to 10% of claimant total). 5.3 Develop a placement/work experience • Number of work experience and other DWP, public and private sector partners. RBBC lead P & P. scheme for other young workers/workers not employment opportunities provided by yet ready for paid employment the Council. • Reduce % of JSA claimant (under 24 to 10% of claimant total).

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5.4 Create local employment opportunities • Maximise employment and skills Develop relationships and share information between Work with our partners to deliver apprenticeship development opportunities. developers, sub-contractors, training providers and Youth employment opportunities through the major • Reduce % of JSA claimants (under 24 to Support providers to ensure that opportunities are promoted regeneration development schemes, both during 10% of claimant total). and filed. On-going monitoring of take up and completions and post construction rates. RBBC lead P & P. 5.5 Allow people to move from unemployment • Reduce % of JSA claimants (under 24 to Maximise employment and skills development opportunities. Create routes to employment through the 10% of claimant total) RBBC lead Supporting Families. Supporting Families programme 5.6 Ensure that local people have opportunities • Maximise employment and skills Increase levels of ‘post 16 progression’ - reduce NEETs to gain employment that allows them to realise development opportunities. Maximise opportunities created through the ESIF their potential • Reduce % of JSA claimants (under 24 to programme to create pre-employment and in-employment Support improved attainment at GCSE level 10% of claimant total). support. Work with Coast to Capital and local partners to through contribution to mentoring schemes develop schemes and participate in bidding process. RBBC lead P & P.

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6. Business support In tune with the Coast to Capital LEP’s focus on entrepreneurship and innovation and the key objectives of the Gatwick Diamond Initiative’s Inspire work group, there is an opportunity to prioritise business support in the LEP’s Strategic Economic Plan. This should promote start-ups, small business locations, business mentoring and access to funding and finance for start-ups (and survivals), linked to the Gatwick Diamond’s growth sectors.

Projects Target/measure Next steps/lead 6.1 Provision of funding for start-up and • Increase in number of VAT registered Continue with Small Business Grant programme. direct support for new businesses. Encourage businesses Support New Enterprise Allowance Start up workshops. entrepreneurial behaviour / increase the Deliver Entrepreneurs Academy. rate of start ups by continued support to RBBC lead P & P. entrepreneurs and start ups. Including those who may not qualify for traditional methods of funding. Provide local entrepreneurs with the understanding and skills to set up successful businesses 6.2 Sector specific business support service for • Increase the proportion of residents that Secure the local delivery of appropriate business support existing businesses also work in the borough from partners including Surrey Chambers of Commerce and the University of Brighton. RBBC lead P & P. 6.3 Working with employers and education • Reduction in % of JSA clamaints. Establish a mechanism for on-going dialogue between providers to improve skills levels • Increase the proprotion of residents that employers and education providers regarding skills needs. also work in the borough Encourage more employers/schools engagement. RBBC lead P & P. 6.4 Identify ‘growth’ potential SMEs • Increase the proportion of residents that Emerge with identifed growth SME’s to sign post also work in the borough appropriate/relevant sources of support. RBBC lead P & P.

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6.5 Provide targeted support in subjects such as • Increase in number of VAT registered Invite organisations with long standing debts to the Council debt businesses. to engage in activities to help improve their financial position • Increase business 5 year survival rate and avoid involving bailiff services. RBBC lead Finance. 6.6 Publicise how local business can trade with • Increase the proportion of residents that Put clear guidance on the web and provide information at Council also work in the borough. dedicated workshops. RBBC lead Finance • Increase in number of VAT registered businesses. 6.7 Support the delivery of retail skills • Increase in number of VAT registered Establish a programme of retail skills provision. Encourage workshops within town centres businesses. local take up. RBBC lead P & P • Increase business 5 year survival rate. 6.8 Work with town centre stakeholders to help • Increase in number of VAT registered Increase footfall in Horley and Redhill with targeted town promote activities and events businesses. specific schemes. RBBC lead P & P. • Increase business 5 year survival rate. 6.9 Help local businesses to access information • Increase in number of VAT registered Address business transport needs though initiatives such as that might help them to reduce operational costs businesses. Travel SMART and ESRTP. RBBC lead P & P • Increase business 5 year survival rate. 6.10 Support local business networking • Increase in number of VAT registered Run, support and promote local networking opportunities. activities businesses. Ensure that at least twenty such opportunities are offered in • Increase business 5 year survival rate. the borough each year. E.g. Learning lunch scheme and the Redhill & Reigate Business Forum events. RBBC lead P & P. 6.11 Work with Coast to Capital to maximise • Increase in number of VAT registered Look to secure available funding to support business funding opportunities businesses. creation and growth. RBBC lead P & P. • Increase business 5 year survival rate.

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7. Business Critical infrastructure In accordance with the key objectives of the Gatwick Diamond Initiative’s Connect work group, we need greater powers and resources to drive business critical infrastructure. Having the correct infrastructure in place is crucial to support new housing and economic growth. At district and borough level this is set out in the Infrastructure Delivery Plans that underpin Core Strategies / local plans.

Congestion of the road and rail networks is a significant barrier to business growth. The Coast to Capital LEP’s Strategic Economic Plan should prioritise strategic infrastructure projects, such as those set out in the Surrey Future Congestion Programme and Rail Strategy and those identified by the Coast to Capital Transport Funding Body in their July 2013 list of prioritised projects

Projects Target/measure Next steps/lead 7.1 Improvements to the North Downs railway • Reduce % of vacant commercial and Engage with partners to help deliver improvements to the line linking Gatwick and Reading industrial space in the borough. rail network and other public transport LSTF Travel Smart. • Increase in number of VAT registered RBBC lead P & P. businesses. 7.2 Improvements to the London to Brighton/ • Reduce % of vacant commercial and Engage with partners to help deliver improvements to the Arun railway line industrial space in the borough. rail network and other public transport LSTF Travel Smart. • Increase in number of VAT registered RBBC lead P& P. businesses. 7.3 Improvements to the A23 corridor route • Reduce % of vacant commercial and Engage with partners to help deliver improvements to the industrial space in the borough. rail network and other public transport. • Increase in number of VAT registered RBBC lead P &P. businesses. 7.4 Reigate Road Network improvement scheme • Reduce % of vacant commercial and Engage with partners to help deliver improvements to the industrial space in the borough. rail network and other public transport. • Increase in number of VAT registered RBBC lead P &P. businesses.

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7.5 Work with C2C to maximise funding Update where necessary work done as part of core strategy opportunities and DMP evidence. Updating the economic evidence base July 2011 Reigate and Banstead Business Survey 2010 Economic Market Assessment Final Report October 2008 Industrial Estates Monitors Areas for Small Business Monitors Commercial Monitors Strategic employment site work 7.6 Effective planning for an supporting the • Reduce % of vacant commercial and Progress SUEs and consider any potential for employment delivery of new housing in the Borough to industrial space in the borough. uses within them. support economic development, including the • Increase in number of VAT registered Development of town centre sites. provision of affordable homes businesses. RBBC lead P & P. 7.7 Working with our partners to plan for and • Reduce % of vacant commercial and Work with SCC e.g. Surface Access to Airports Study deliver improvements to the road network industrial space in the borough. Balanced Network • Increase in number of VAT registered LSTF Travel Smart businesses. SCC – Operation Horizon. RBBC lead P & P. 7.8 Develop and help to deliver a Green Consider projects and potential funding to improve Infrastructure Plan environment and possible tourism opportunities

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