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The Lodge The Catalyst Building www.businessinspiredgrowth.com BETTER JOBS The , North 2, Racecourse Lane University of York and East Baird Lane 01609 532 681 Enterprise Partnership DL7 8AH York L MORE HOMES YO10 5GA @bizinspiredgrow NEW INVESTMENT

STRATEGIC ECONOMIC PLAN UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 2 Contents 3 Our focus 2016-21

CONTENTS PRIORITY PRIORITY PRIORITY PRIORITY PRIORITY A VIEW FROM THE CHAIR ...... 4

KEY ASSETS FOR A HIGH VALUE ECONOMY . 7

TAKING STOCK 2014-16 ...... 8 . TAKING STOCK 2014-16 ...... 10. . 1 2 3 4 5 FOCUSSING ON OUR BIG OPPORTUNITIES &

CHALLENGES ...... 12. . 1 5 10 14 18 Help fledgling businesses get Facilitate connections between Increase employability of our Unlock the housing growth the Improve east west connectivity, PROFITABLE & SUCCESSFUL BUSINESSES . 14 off the ground agri-food / biorenewables young people and attract and area needs particularly between towns businesses and support supply keep young talented people in and their neighbouring cities A GLOBAL LEADER IN AGRI-FOOD & THE 2 chains interventions our area 15 Help established small and Fast-track employment sites 19 BIOECONOMY ...... 16 micro businesses be more 6 11 with market demand for high Maximise high speed rail successful Enable businesses to access Develop our local workforce value sector growth investment through station INSPIRED PEOPLE ...... 18 . new intellectual property, improvements and better 3 technology and processes 12 16 access KEY PLACE BASED PROJECTS ...... 20 Help growth minded which drive commercial value Work to develop strong Stimulate market demand on businesses achieve their communities and build the the coast 20 SUCCESSFUL AND DISTINCTIVE PLACES . .22 ambitions 7 skills, attitude and ambition to Ease congestion in York and Attract investment to our area help people access jobs 17 A WELL CONNECTED ECONOMY . . . . .24 . 4 and our businesses Enable sustainable rural Establish ‘How’s Business’ as 13 economies 21 DELIVERY & COLLABORATION . . . . . 26. . the preferred access point to 8 Ensure that the area has Enhance the resilience of the public and private business Develop markets the right investment in skills road network, particularly to support infrastructure flooding 9 Develop the skills needed by 22 businesses for the future Ensure widespread reliable telecommunications and high speed broadband IN SUMMARY OUR FOCUS 2016-21 FOCUS OUR SUMMARY IN PROFITABLE & & PROFITABLE SUCCESSFUL BUSINESSES LEADERA GLOBAL IN AGRI-FOOD & BIORENEWABLES INSPIRED PEOPLE SUCCESSFUL AND DISTINCTIVE PLACES A WELL CONNECTED ECONOMY STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 4 Introduction 5 Introduction

INTRODUCTION

A VIEW FROM THE CHAIR

York, North Yorkshire and the East Riding’s economy is growing strongly, creating jobs and delivering major economic opportunities for the future.

As the Local Enterprise Partnership, we the next generation have the skills and historic City of York. These areas are our breathing space. It is are all about growth, bringing together ambition our businesses demand. With no wonder we are regularly voted the area most people would the best of the public and private 30% of our workforce due to retire by like to live. No other UK city without a premiership football Profitable and ambitious sectors to maximise our area’s economic 2022, this is vital to our long term team is as well known internationally as York, and thi potential. Our job is to make sure the right economic potential. is no accident. small businesses infrastructure is in place, we have a high 1 quality skilled workforce and businesses We are also aware that the availability My vision of a Northern Powerhouse, is one that can compete are supported to deliver the growth and and affordability of housing is a real issue with the very best in the world. One where we have 5 million jobs that make our area one of the most for our workforce, which is why we are people and a £300bn economy all connected to deliver the A global leader in the sought after places to live in the country. investing heavily in stimulating house skills and industry to support global investment opportunities. building. We have seen a 30 per cent bioeconomy But we can’t rest on our laurels. In 2014, increase in the number of houses being We have much to celebrate in the North, let’s build together 2 we set out an ambitious Growth Plan built over the last two years, but we know on this success. Northern Powerhouse plans must recognise to Government securing £122m of we need to go further and faster if the next the assets of the north, capitalising on our real strengths, investment, and we are delivering on our generation of workers are to afford to live urban and rural, to build an offer which stands out on the Inspired People promises. We are on time and on track and in our wonderful region. world stage. Success will be a North which is connected this has allowed us to refine our strategy and delivering major investment and jobs for people across to reflect changes and ensure our future As a local economy we are in a strong the whole region. We will continue to build the Northern 3 investments deliver the most benefits and place, but we must also understand our Powerhouse, whilst remaining focused on delivering the greatest impact. role within the wider region. investment our area needs. Successful and distinctive Our area’s economy is performing well In our part of the North we don’t have the We have many great small and micro businesses, and we and we are well ahead of our job creation large cities of , , need to support their ambitions. Connectivity is key if we places and GVA targets. Since our first Strategic or . But we do have world class want them to grow and compete in national and international 4 Economic Plan, £1.7bn has been created in agriculture and food manufacturing markets. It is unacceptable that any part of the North growth with 29000 new jobs. We are also alongside internationally renowned does not have high speed broadband and reliable mobile making headway in house building – a real research. We are the energy powerhouse connections. We are making real progress, but delivering A well-connected priority for our area. of the North, with Drax and in 100% coverage must be a priority. I can promise you now, as , and one of the largest wind farms a largely rural LEP, we will continue to lobby hard for greater, economy We have refined our job creation target in the world is being built off our coastline. faster investment in these key services. 5 to focus on creating better quality jobs Let’s not forget a £1.7bn Potash mine, and increasing the productivity of our the largest private sector investment in And we are making progress. We have also lobbied hard for We remain focused, delivering the investment and businesses. This is important as whilst we North of , has received planning better more frequent rail services, with real success. The growth our region so richly deserves. don’t have the unemployment levels of permission near . None of this could latest rail franchises have improved connections to Harrogate, some of the major cities, our productivity happen in a city. Scarborough, Selby & Hull, this is testament to the strength of and wage levels lag behind the national our economy and its growth potential. average, something we are very focussed In the age of the global nomad, we must on addressing. not underestimate the importance of Two years on the fundamentals of our economy and our having a great place to live in attracting overall focus for action are broadly the same. Barry Dodd CBE From ensuring quality assured private sector investment from around the Chair employability and careers advice in world. We are blessed with an unrivalled schools, through to investing in higher quality of life: two national parks, the level apprenticeships, we want to ensure stunning Yorkshire Coastline and the STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 6 Our area 7 Our area

OUR AREA AND WIDER REGION

Food Enterprise Zone Yorkshire’s only food enterprise zone KEY ASSETS FOR A HIGH VALUE ECONOMY £1.7 billion Potash mine investment The York, North Yorkshire and East Riding Financial Services and Largest private sector is an impressive mix of urban, rural and coastal areas Advanced Manufacturing investment in the North with many opportunities to realise our local and national in and aspirations for a high wage, low welfare economy.

As a significant area in the Northern Powerhouse, we play a key role in addressing the North-South productivity divide. Largest offshore Whitby Our businesses and people are undoubtedly our greatest assets with strong business Wind Farm survival rates and high skills levels. Complementing this, the map across highlights just a few of the place-based assets which are generating momentum towards the high value in the world economy we aspire to. Investment at Dogger Bank As highlighted in our original strategic economic plan, our area is already regarded as one of the best places to live, work and visit in the UK: rich in heritage, culture and beauty across the geography. This is showcased by our vibrant tourism industry which underlines the reputation and desirability of the LEP area. : Delivering our ambitions will ensure business success matches this quality of life. Malton

Harrogate

York Skipton

Best place to live Selby as measured by Rightmove

Europe’s Largest decarbonisation project at Drax Power World-class research facilities The highest level of skills of any The City in the North, and world-class bioeconomy & agri-tech Energy Estuary research facilities Hosting global-scale investment in the generation of renewable forms of energy STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 8 Taking Stock 9 Taking Stock

TAKING STOCK 2014-16

So, two years in: how are we doing as an area? What does this tell us?

In 2014 we had a number of ambitions to deliver by The area has delivered strongly in relation to job To narrow the gap between the area’s median creation having already exceeded the overall jobs wages and national average 2021. Headline data is only just becoming available for target. Given 20,000 of the jobs created between the period of the SEP (beginning 2014), but the below 2012 and 2014 were in low paid sectors of tourism, To narrow the gap between the area’s figures provide an indication of how things have changed retail, care and admin though, the challenge now is on productivity and national average delivering well-paid jobs. since the SEP was written: At a headline level, these replace the target on With an economy that has high skill levels and low connecting every student to business which cannot unemployment on the whole, the focus for investment easily be measured, but is instead a key contributing and activities should be aligned towards ensuring ambition which will help to deliver these overall quality well-paid jobs in high value sectors thereby outcomes and is detailed further under priority 3. increasing existing wage levels in every area of the Jobs Growth area. This may mean different approaches and House building rates have improved slightly, but more focus in different areas. To be a high pay low welfare work is clearly needed if we are to meet the current economy will also mean focussed attention on and future needs of the area as highlighted in local particular areas of deprivation or market failure. plans. This remains a top priority, especially when viewed with the area’s wages and house prices. So we are adding two interlinked targets for greater 21,900 110% focus over the next period: more jobs of 2021 ambition achieved

GVA Growth

£1.4b 70% GVA Growth of 2021 ambition achieved

House Building

1900 71% increase in more homes a year homes built STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 10 Taking Stock 11 Taking Stock

TAKING STOCK 2014-16

These headline figures only tell part of the picture of the last few years. Since 2014, as businesses and local partners we have:

£4.7m

Worked with the private sector to secure Received Enterprise Zone (EZ) status for Created ‘How’s Business?’, which has Invested £4.7 million in matched Delivered a Local Response Fund on skills, a £1.7bn investment into the Potash York Central, which will lead to up to 7,000 supported 3448 businesses through funding to improve skills infrastructure investing £1.5m and supporting nearly mine near Whitby, and £1.3bn in offshore jobs, and expansion to Humber EZ. advice, support and pop-up cafes. at and 700 SMEs. energy. College

300 Best £50m businesses affected

Attracted £50m investment in agri-food Created a Food Enterprise Zone in Malton Responded to major flooding in Seen major national policies Our fantastic local high streets have centres of excellence, cementing the area’s which will take advantage of local 2015/16 and its impact on around 300 announcements affecting regional received national recognition. In 2015, reputation for the sector strengths in agri-food and create jobs. businesses in the area. devolution, local business rate retention Road in York received the and the energy sector title of ‘Best British High Street’ and was voted the ‘Best British Market Town’. STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 12 big opportunities and challenges 13 big opportunities and challenges

PLANS FOR THE FUTURE The iconic new Hiscox office building in York. FOCUSSING ON OUR BIG OPPORTUNITIES & CHALLENGES Looking ahead, there are still considerable challenges which could undermine the long term prosperity of the area, as well as distinct opportunities to be realised. It is these areas which our actions must ultimately seek to address, delivering where there is biggest impact and where there the market alone will not produce the outcomes we want for our area.

Opportunities Opportunities

Agri-food and biorenewables/ bioscience Potash and energy investment with the Strong education system and high skill A strong business base with above Changes in Government policy including Quality of life, digital connectivity and as distinctive sector & research strengths associated supply chain opportunities levels to support high value job creation average survival rates High speed rail and One Public Estate. changing nature of work presenting greater viability for rural and coastal economy

Challenges Challenges

Areas of greater deprivation Maintaining confidence in the Affordability of housing, Risks to the businesses and the and weak market demand on business community following coupled with lack of local plans wider economy from flooding the coast uncertainties created by Brexit. and low house building rates in some areas

Median wages below national Risks to local energy Continuing to improve East-west connectivity average & a skew towards businesses from national policy broadband connections between our towns and lower paid fast growing sectors & other factors particularly for small neighbouring cities (e.g. care/tourism/retail) businesses in our rural area.

Our actions and strategic approach detailed in this document transport and digital connectivity. We believe in focussing on the are therefore not generic to any Local Enterprise Partnership, but main things and play our part in contributing to the prosperity and deliberately focussed towards the challenge of rurality including productivity of Yorkshire, the North and UK. STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 14 PROFITABLE & SUCCESSFUL BUSINESSES 15 PROFITABLE & SUCCESSFUL BUSINESSES

PRIORITY 1

PROFITABLE & SUCCESSFUL Our focus for 2016-2021 is to: BUSINESSES #1 Help fledgling businesses get off the ground #3 Help growth minded businesses achieve their • We will support activity to help pre-start and start-up ambitions businesses become established, working with the private • Higher intensity public sector support will be used to support Our economy and our strategic approach are sector and invest limited public funds for those that need it growth minded businesses where this has a clear link to high fundamentally founded upon small and micro businesses, and are serious about starting up. value employment growth. arguably the single greatest driver for our growth. • This will include the provision of access to finance, support #2 Help established small and micro businesses be more for R&D and innovation, the development of leadership and successful In many ways, because of the demographic trends management skills, access to opportunities in supply chains • We will leverage support from the private sector, help business and with staff recruitment and development. and rurality of our geography, we must continue to owners get support from their peers, help develop new ideas outperform other areas in this regard if we are to deliver that respond to customer needs and make it simpler to engage #4 Establish ‘How’s Business’ as the preferred access with the public sector. point to public and private business support the long-term prosperity and quality of life our area and • We will ensure that the wealth of help and support available • Public funds will be used where there are clear market failures, locally is easy to access and our business owners make the residents aspire to. e.g. providing essential broadband infrastructure and helping most of it. with staff development. • This means stimulating demand to get help with business So we will continue to do all we can to • Small businesses that provide significant employment, such as improvement and establishing How’s Business as the trusted support this strategy, while remaining tourism, care and retail will be helped to survive and thrive. source of that help. mindful that direct public sector intervention of more programmes or advisers is not necessarily the answer if we are to sustain a consistent and high A taste of what we’re doing: quality long term approach. How’s Business Therefore, our focus is straightforward; we have two objectives: • To make it simpler for people running How’s Business - the LEP service that helps business owners talk This approach is now paying off, with a service that’s around 50 businesses to be successful shop with local experts and peers, took an innovative approach times more cost effective to run than the previous Business Link when it started out. Rather than recruiting public sector business model. What’s more, building local relationships leaves a lasting • To establish a sustainable system advisers, it was decided to make more of the capacity and legacy: business owners now have address books packed with to support business improvement, expertise of the private sector. The service also positioned itself to helpful contacts and diaries bulging with informal gatherings with making the most of the private sector, help business owners deal with the issues keeping them awake at their peers. investing limited public funds in a highly night, rather than hammering home the growth message. prioritised manner Looking to the future, we will continue to grow our reach into the We will enable a universal offer, This reflects our appreciation that the bulk of our business base business community and look to fill the gap left by the closure of acknowledging the support benefiting is micro and small businesses, run by hard working folk often the Government’s Business Growth Service. Ultimately, it’s all part large employment and growth in sectors pressed for time. We also wanted to show that we can think of our mission to make it simpler to be in business in York, North like care and tourism. We will also focus differently about how the public sector can support the private Yorkshire and the East Riding. our efforts on high value job creation (i.e. sector, and be demand led, driving engagement by meeting local jobs paid over £11p/h primarily in sectors needs. like advanced manufacturing or IT) given the low unemployment, highly skilled, but low pay characteristics of much of our economy. This will mean working with growing medium sized businesses in these sectors too to achieve our aspirations around raising wage levels. STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 16 A GLOBAL LEADER IN AGRI-FOOD & THE BIOECONOMY 17 A GLOBAL LEADER IN AGRI-FOOD & THE BIOECONOMY

PRIORITY 2

A GLOBAL LEADER The area has IN AGRI-FOOD & THE attracted £50m BIOECONOMY in funding for In moving towards a higher value economy, we must two national maximise the opportunities where our area’s assets centres based at provide a distinct competitive advantage for sustained growth and the creation of well-paid jobs. This requires ambition, focus and persistence.

Our biggest distinctive strength compared with other areas are our assets around agri-food and biorenewables and bioscience. These are key UK growth sectors, with the potential to lead on an international scale.

We have invested significantly in our innovation facilities and research base over the last few years which provide an excellent foundation for this growth. The focus for the next period should be to capitalise on this, better connecting with our businesses, and transferring knowledge more effectively to drive job creation and also encouraging the relocation of new companies here.

A taste of what we’re doing: Our focus for 2016-21 is to: Centres for Agri-Food Innovation

#5 Facilitate connections between agri-food / #7 Attract investment to our area and our businesses The area has attracted £50m in funding The Crop Health & Protection Centre biorenewables businesses and support supply chains We will promote the local strengths in agri-food and for two national centres based at Sand (CHAP) aims to be the international interventions biorenewables/ bioscience and seek to secure investment that: Hutton to translate scientific agricultural gateway for innovation that unites National Agri-Food Innovation • We will connect businesses in the agri-food and • builds our reputation in the bioeconomy. innovation into commercial opportunities industry and non-industry partners to Campuse at Sand Hutton, biorenewables/bioscience supply chains and support for the agri-food business sector. revolutionise how global farming deals near York • supports small business growth through innovation. interventions that add value locally or connect supply chains to with crop threats like pests, pathogens develop a circular economy. • establishes or retains, high value jobs, including new The centres are being developed by a and weeds. businesses locating to key sites. consortia of private sector partners such • We will link complementary initiatives and commercial as Tesco, Bayer Crop Science and a number The Centre for Excellence in Livestock opportunities to maximise impact. #8 Develop markets of small and micro businesses, as well as (CIEL) brings together leading industry and #6 Enable businesses to access new intellectual property, • We will develop clear paths to export markets, as well as leading research institutions, to ensure academic partners to create a one-stop technology and processes which drive commercial value opportunities for bio-based materials in the new markets, such the equipment and research the centres shop for research and knowledge exchange We will do this through: as the construction industry. provide match the needs of industry. related to livestock production and product quality. • Business-led development of the Knowledge Transfer Interface. • We will also support activity that bridges the gap between While both centres will have a national • Innovation and resource efficiency support for businesses. concept and commercialisation, including fields such as the focus by being located at Sand Hutton The centres will place Yorkshire at the Open access technology and business growth space. valorisation of food waste, bio-refining non-food biomass to Campus they will also contribute centre of a growing agri-food research and high value chemicals and adopting technology in agriculture • Peer to peer learning. significantly to our ambition to become innovation community, enabling better and horticulture. a global leader in agri-food and access to the best people and investment • Linking businesses to innovation assets. #9 Develop the skills needed by businesses for the future biorenewables. as well as new market opportunities • We will develop, attract and retain an expert workforce by especially in Europe, Africa and other building a stronger academic and technical skills base through developing economies. industry-led actions. STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 18 INSPIRED PEOPLE 19 INSPIRED PEOPLE

PRIORITY 3 A taste of what we’re doing: Transforming INSPIRED PEOPLE Harrogate College

We need to ensure our area meets Harrogate College is changing! The College is currently undergoing its potential and our ambitious a £6m campus redevelopment that will see brand new industry standard facilities opening in September 2016 to aid student people are equipped with the right learning. The project, part funded by ourselves and part funded by The redevelopment skills now and in the future. Harrogate District Council to strengthen the local economy, will see the front of the college transformed into a high street, with a will represent restaurant, refectory and hair salon all open to the public. the start of a There is a strong link between The new Technology Centre will house construction trades and skills (especially higher level ones) motor vehicle workshops, plus there will be a beauty salon, art and design studios and state of the art science labs. new era for and business productivity. On average, businesses that invest in The existing main college building will also be remodelled and Harrogate College. redeveloped, further improving the college curriculum and training perform far better than facilities, making Harrogate College a centre of technical and those that do not. Likewise, people professional excellence in further and higher education. with better skills are far more Overall the redevelopment will represent the start of a new era likely to be employed and to earn for Harrogate College, one that matches the town’s stature and more. Skills are as vital to jobs and reputation for quality. inclusion as to business success. The investment supports the further education sector’s A female construction student at Scarborough Skills Village commitment to help our young people develop their careers herein the area, with curricula which meet local priorities and supports key business sectors. There are a number of challenges which we need to overcome. The make up of our population is top heavy with a Our focus for 2016-21 is to: high proportion of people over 65 (23% compared to 18% nationally) and 27% of the current workforce due to retire by #10 Increase employability of our young people and attract and keep young 2022. This puts pressure on the younger talented people in our area age group which is reducing. There is a • We will promote high quality apprenticeships and internships, improve links between vital need to attract and retain talent. At businesses and education providers and ensure that young people are connected to the same time we need to ensure that careers guidance and job opportunities. young people are prepared for the big • We will also work to increase graduate retention and broker graduate opportunities to economic opportunities coming to our connect every student to business. area and businesses can recruit people with appropriate skills. #11 Develop our local workforce • We will focus investment in priority sectors including the bioeconomy, engineering, There are also a number of challenges construction, health and social care, visitor economy and VCSE. linked to our geography. For example, we • We will also work with small and micro businesses to improve their staff’s skills have high levels of youth unemployment particularly linked to sector specific needs and leadership skills. in coastal areas and connectivity challenges in our rural areas. #12 Work to develop strong communities and build the skills, attitude and ambition to help people access jobs Despite these challenges, we have • We will tackle rural and coastal unemployment and skills challenges through place- many reasons to be confident. We based regeneration interventions, also tackling associated transport challenges . have a higher proportion of individuals • We will develop the capacity of the community and social enterprise sectors to meet with degree level qualifications than local needs. the national average, and York has the highest proportion of any city in the • We will build self-­ employment and enterprise skills. North. We also have lower than average unemployment rates. #13 Ensure that the area has the right investment in skills infrastructure • We will build on the earlier successes through the Growth Deal to bring all college infrastructure to a high standard and create a pipeline of future skills investments. Harrogate College redevelopment STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 20 Key Based Projects Map 21 Key Based Projects Map

KEY PLACE BASED PROJECTS

PRIORITY 4 SUCCESSFUL AND DISTINCTIVE PLACES & PRIORITY 5 A WELL CONNECTED ECONOMY

RICHMOND/ ENABLING Delivering: CATTERICK SUSTAINABLE RURAL STIMULATING 4,000 new homes COMMUNITIES TO THE MARKET DEMAND YORK MOORS 4,000 new jobs

NORTHALLERTON SCARBOROUGH

ENABLING MALTON SUSTAINABLE RURAL COMMUNITIES TO THE YORK MOORS

HARROGATE YORK A59/56/6068 LINKS TO SKIPTON

LEEDS HULL

LEP infrastructure Improving East West road investments connectivity

Unlocking housing growth and Improving East West rail fast-tracking employment sites connectivity STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 22 SUCCESSFUL AND DISTINCTIVE PLACES 23 SUCCESSFUL AND DISTINCTIVE PLACES

PRIORITY 4 creating over 5,000 jobs and adding £1.1 billion of SUCCESSFUL AND additional economic value to DISTINCTIVE PLACES the Yorkshire economy Alongside working with businesses and skills providers, place-based interventions A taste of what we’re doing: are fundamental to address the major economic challenges for our area such Unlocking York Central as a declining percentage of working age residents, affordable housing and a shift York has long since had virtually all the ingredients to deliver Much work and investment has already taken place to make the significant high value business growth and inward investment, site deliverable by Network Rail and the , but to higher paid jobs. particularly in sectors like professional services, insurance and rail. abnormal site costs and up-front infrastructure requirements The missing piece has always been available quality office space have long hindered development of this key site. Our area is a diverse geography with a city economy in York, as in the right business locations. well as rural and coast towns, all with distinct opportunities and We were successful in bidding for Enterprise Zone status for the challenges. There are some similarities, but to maximise economic When developed, York Central will deliver game-changing site which means 100% of business rates for the next 25 years, prosperity, we believe taking an intelligent place by place approach high value economic growth for the area , with a city centre modelled at around £100m, are retained for the site locally. This to intervention focused on delivering the biggest impact for the office development inspired by the Kings Cross development, changes the business case completely, enabling infrastructure to whole area. creating over 5,000 jobs and adding an estimated £1.1 billion be funded through borrowing against future rates to make the of additional economic value annually to the Yorkshire economy. site happen. It is important though that this work is driven by the overall Given its location directly next to and the aspirations and priorities of the area, both as functional economic connections this provides, the site has huge potential to maximise Rate relief for businesses coming on site before 2022 will also geographies span far beyond single towns, and to make sure we business growth here and in the entire North. Existing transport help to drive early demand, enabling businesses to directly benefit are focussing our activity on what is most important. connections would enable businesses locating on the site to get to from the Enterprise Zone status. Scarborough - part of Yorkshire’s Opportunity Coast London in 1 hour 45 mins - with reduced journey times once HS2 is complete.

Our overarching focus for 2016-21 is to:

#14 Unlock the housing growth the area needs • Address market failures for specific sites. Without action, the area could easily become an economy • Fast-track take up of space through tailored incentives (e.g. characterised by high living costs, low wages and an ageing through targeted use of business rates freedoms). population. Central to this is providing sufficient housing to enable • Drive inward investment on a site specific basis through a market which is within the means of our current and future relationships with property industry and key intermediaries. working age population. To do this we will: • Ensure all local authorities have up to date local plans. #16 Stimulate market demand on the coast • Explore supply chain opportunities from major investments • Take a more collaborative approach to planning across local (e.g. potash, renewables) to drive job creation. plan areas, including adoption of a regional Strategic Plan. • Deliver place-based and business led interventions which • Work with the Homes and Communities Agency to address complement community-led regeneration, enhancing the market failures on major sites. desirability of towns for businesses and workforce. • Remove infrastructure barriers, and underlying issues e.g. skills • Explore use of business rate freedoms to stimulate demand. shortage, preventing local plan housing allocations being fully delivered. #17 Enable sustainable rural economies • Support the viable delivery of affordable housing. Intrinsically linked with priority 5, we will continue to stimulate support rural economies by: #15 Fast-track employment sites with market demand • Ensuring excellent digital/mobile connectivity as standard. for high value sector growth • Creating excellent transport links to employment/urban hubs. The second part of this high cost/low wage equation is driving high value sector growth through market led opportunities. As • Using new housing to sustain balanced communities. a largely rural geography, we need to maximise and deliver the • Enabling the area’s natural beauty as a driver for rural jobs. limited number of sites where there is strong market demand for new high value business space. We will:

Artist’s impression of York Central STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 24 A WELL CONNECTED ECONOMY 25 A WELL CONNECTED ECONOMY

PRIORITY 5

A WELL CONNECTED ECONOMY Superfast broadband Businesses need to move goods, people, and information quickly, easily and reliably if they are to realise their and mobile growth potential. Ensuring our transport, broadband and connections are mobile networks are fast and effective is therefore a vital enabler of growth. As the largest LEP area in the country, non-negotiable this priority is particularly important.

With the highest skilled residents in the North and an abundance of successful businesses, the area is well placed to address the North-South productivity gap as part of the Northern Powerhouse through targeted investment in infrastructure.

To do this means reliable, fast journey times with sufficient capacity on public transport from towns and rural areas into York, Leeds and Hull; and onto the motorway network. It means ensuring our urban centre of York capitalises on its position as a key national rail hub for the whole area’s benefit.

It also means addressing particular issues, such as congestion in our largest settlements and digital and mobile connectivity in our rural areas.

Clearly, transport networks span beyond our LEP boundaries, so there is significant overlap with neighbouring areas. We are therefore working closely with other LEPs and through Transport for the North to realise our ambitions, including integrated ticketing for public transport.

A taste of what we’re doing: Our focus for 2016-21 are to: Rail investment on the right track

• Alongside this, we will deliver sustainable transport #18 Improve East West connectivity, particularly Creating the conditions for growth is a key York is already a rail hub, connecting with improvements supporting low emissions vehicle and Park & between towns and their neighbouring cities role for the Local Enterprise Partnership, eight of the 10 largest cities in UK in under Ride infrastructures, and cycling networks. It is paramount to improve East-West transport connections influencing major decisions to increase two hours. Alongside transformation across the entirety of the LEP area, with the primary focus on investment into the area. projects such as HS2, our connectivity routes between towns and cities: specifically the A64, A164, #21 Enhance the resilience of the transport network, goes from strength to strength. These A1079, A1237 and corridors and the Leeds-Harrogate- particularly to flooding Working with local authorities and the improvements will deliver York, York-Scarborough and Leeds-Selby-Hull rail corridors. • Highlighted by the flooding in winter 2015/16, we will focus rail franchise bidders, rail in the area local highway improvements on improving resilience of known is set for a major boost. Alongside our Significant economic benefits - #19 Maximise high speed rail investment through station high risk areas. £9.6m investment in the rail line between supporting business, tourism and job York and Harrogate, which is crucial to growth through better connections and York Station improvements and better access • This includes A59 Kex Gill realignment. • Get York Station high speed ready and as multi-modal electrification plans, improvements we faster journeys. sustainable transport hub for the area. • We will also explore opportunities to enhance the resilience of have secured include: East Coast Mainline. Reduced crowding – more seats at the • Station improvements at Harrogate, , Selby and Seamer. • Four trains per hour between Harrogate and Leeds busiest times • Improve access to rail stations across the area. #22 Ensure widespread reliable telecommunications and • Twice as many trains between York and high speed broadband Improved customer service - increased Scarborough #20 Ease congestion in York and Harrogate To create a long term viable rural economies, high speed passenger satisfaction. • There are major improvements needed to add capacity to broadband and reliable mobile connectivity are non-negotiable, • Increased frequency between York and A1237 around York Ring Road and A59 / A61 Harrogate so we will support the roll out of this, particularly where there is Hull Enhanced connections with other Relief Road. market failure. forms of transport – making it easier • Newer, better trains and investment in for passengers to use a range of public station facilities transport options STRATEGIC ECONOMIC PLAN, UPDATE 2016 STRATEGIC ECONOMIC PLAN, UPDATE 2016 26 DELIVERY & COLLABORATION 27

MAKING IT HAPPEN

DELIVERY & RESPONDING TO THE COLLABORATION EU REFERENDUM Our ambitions for our area, our businesses The outcome of the EU Referendum and our people are significant. If we are to has left passions running high, but achieve these things, as businesses, skills whatever personal opinion people may providers and public sector organisations have, a decision has been made and the working together, we must be very Government will now begin planning to intentional about how we achieve our negotiate an exit from the EU. goals. Learning from our experience, there a number of principles which we believe will be key to success in practice. Our LEP will respond to the impact of this . We need to ensure this level of investment is not lost when the There will be a period of financial and economic uncertainty, EU exit is negotiated. As a country we must continue to invest to which will affect business performance and confidence. However, deliver sustainable growth and good quality jobs. we are a region blessed with thousands of great businesses, Our ambitions for our area, businesses and people are significant. Working with other LEPs and the Northern Powerhouse who have proven time and again they are resilient, determined We are also aware that many of our partners also benefit from If we are to achieve these, learning from experience some Economies and businesses don’t work on administrative and successful. Now is the time to work together even harder to significant investment from the EU, be that our great universities principles will be key to our success. boundaries, and neither do we. Where business services can be achieve success in the future. undertaking world class research or our agricultural businesses made simpler by working across a larger geography, but remain through farm payments. The success of these organisations Strong partnerships tailored to particular sector or business needs, we will endeavour As the Local Enterprise Partnership, we will continue to support and businesses are crucial to the growth and sustainability of For us to deliver our ambitions, we need all partners, both public to make this possible. Similarly, there is significant scope working these many great businesses, providing the advice and support our economy and our communities, and we will work in close and private sector, to work together. We are committed to working as Yorkshire or the North for working at an internationally- when they need it, but we will all need to understand the full partnership with them to understand the impact of the EU together, delivering on our promises and supporting partners to significant scale, such driving distinctive sector growth or implications of the decision to exit the EU and put in place plans to exit and to build on their strengths, their capabilities and their deliver their ambitions. maximising our research strengths. As a geography connecting mitigate the downside wherever we are able to do so. potential. Yorkshire & Lancashire with the North East, we recognise our key Taking a commercially driven, business-led approach role in transport terms in the Northern Powerhouse; and many of The EU, for all its strengths and weaknesses, has and continues to It is always hard to be certain in the immediate aftermath of such Jobs are created by growing businesses, so we are working closely our transport priorities cross administrative boundaries. Therefore, invest significant funding across our area. As the Local Enterprise a significant decision, however one fact has not changed – we are with the market and sharing our plans at the outset to deliver we will work closely both with other LEPs, and Transport for the Partnership, currently we have circa €110m funding allocated for an ambitious area with world class assets, great businesses and their requirements. When using our resources, if programmes North and Rail North to drive solutions which benefit the whole investment through our EU Structural Investment Fund, between major ambition. We will continue to invest, partner and lobby to can be delivered by the private sector, we will avoid duplication, of the North, including strategic infrastructure improvements and now and 2021. This funding is intended for critical investments, ensure our ambitions are realised. using public funds only where there are clear market failures. integrated ticketing and pricing. such as improving rural broadband, helping businesses grow and Our decisions will be commercial and deliver maximum long term innovate and, importantly, helping the most disadvantaged in our impact. Developing a project pipeline and investing in feasibility area address barriers and gain the skills they need to enable them to ensure there are consistently investment-ready to gain good quality employment. Use our full range of local levers projects Rather than simply relying on Government funding as the default To deliver the major projects and programmes to achieve our to achieve every goal in our strategy, we will use the full range ambitions, we need to be on the front foot in fully understanding of public and private sector levers at our disposal, such as Local business cases and identifying viability gaps to both make the Plans, business rates policies, decisions about curriculum, private most of opportunities as they arise, and to target interventions investment, alternative financing models, stimulating business-led most appropriately. Beyond simply responding to funding calls solutions or enabling commercially viable products and services to when they come, we recognise the importance of proactively thrive. This will enable us to achieve more and to deploy national investing and deploying partnership and council resources in the programmes such as Growth Deals - a vital component of our feasibility work to enable a strong pipeline of investment-ready approach. Likewise, for our European programmes we will focus projects, and the flexibility to respond to changes. investment towards priorities where this funding will be most effective. The Lodge The Catalyst Building www.businessinspiredgrowth.com BETTER JOBS The York, North , Racecourse Lane University of York and East Riding Northallerton Baird Lane 01609 532 681 Enterprise Partnership North Yorkshire Heslington DL7 8AH York L MORE HOMES YO10 5GA @bizinspiredgrow NEW INVESTMENT

STRATEGIC ECONOMIC PLAN UPDATE 2016