Economic Development Strategy 2006-2009 June 2006

Contents Foreword Introduction

1 About South Holland

South Holland is a sparsely populated rural area, set in the south of Lincolnshire, in the Fenland sub-region of the English east midlands. It has many economic links across county and regional boundaries into Rutland, Nottinghamshire, Cambridgeshire and Norfolk. In particular there are many direct links with the city of Peterborough to South Holland’s immediate south. The eastern boundary of the district is the unspoilt coastline of the Wash.

Some facts about the district:

 The area consists of 74,238 hectares made up of small rural communities and five towns: Spalding, Holbeach, Long Sutton, Crowland and Sutton Bridge.  The district population is 79,400 (Mid-2003 population estimates)  One third of the population live in the administrate centre of Spalding.  In 2002 the average population density was 107 people per kilometre compared to 207 for the east midlands region and 380 for England as a whole.  In the 20 years between 1982 and 2002 the population of the district grew by 27% and this growth is set to continue.  The Census 2001 showed and average age of South Holland’s population as 42.8 years against an average for England and Wales of 38.7.  The Mid-2003 population estimates showed 5% of resident population were children under five and 25% were of retirement age. The equivalent figures for England and Wales overall were 6% children and 19% of retirement age.  In South Holland 3% of the resident population aged 16-17 years were school pupils or full-time students (Census 2001) compared with 7% of the population of England and Wales.  In the academic year 2003/04 57% of pupils in Lincolnshire achieved 5 or more GCSEs graded A* to C compared to an average for England of 54%.  The Census 2001 showed 97% of the resident population being “white British”.  The district has had full employment for many years and relies on a significant community of EU migrant workers to support the seasonal agricultural economy of the district, however the exact number if unknown.  The Indices of Multiple Deprivation rank South Holland district at 210 out of 354 English districts, thus giving it a marginally above “average” score.  The average gross annual earnings of people in South Holland is lower than the national average at £20,204 compared to £25,170 (New Earnings Survey 2003).

Sources of data used in this strategy (and potential further reading) are noted in Appendix 1.

2 Political and management structures within South Holland

South Holland is a district council located in the county of Lincolnshire and within the administrative region of the East Midlands Government Office.

The council has 38 elected Members made up of  Conservatives 26  Independent 11  Labour and co-operative 1

Political direction and policy is driven by a Cabinet with a number of working groups in support. Aspects of the operational requirements of the economic development function are progressed through the Capital programme group, the Risk Management group and the Spalding Town Forum.

South Holland District Council recognises that economic development is a complex, cross-cutting activity. There are close working relationships between the economic development team, the planning service, property services and community development. In addition, wherever possible, the Council works with its external partners to support and grow the local economy.

**** insert district Map ***

3 Vision and Priorities

Our Vision: To develop and promote South Holland as a thriving, living and working rural community.

The South Holland District Council Corporate Plan aims to develop and promote its vision through four themes, and within this it has some specific objectives for its economic development strategy:

Providing ….. To provide a safe, secure and healthy place to live  Provide high quality affordable housing - it is essential for workers to be able to live close to their palace of work and so reduce reliance on commuting by car, especially when local wages are below the national average.

Developing … to develop a thriving rural community  Improve the diversity of employment - the district has an over-reliance on the agricultural and horticultural sectors and needs to grow higher paid and higher quality work opportunities. In so doing it may help reduce out commuting for work in Peterborough.

Leading …. To be a leading edge authority providing value for money, quality services

Listening … to listen and involve the community and work with partners  Improve access to and delivery of customer services - SHDC is host to a range of partners at its Spalding offices that also deliver economic development services for local people. By acting in this way SHDC can provide a central “hub” of information for local people and help cut confusion in terms of provision.

Within that context, the Council’ Key Priorities for its economy strategy are to:

1. Help create an environment in which existing businesses can grow 2. Support the start-up, and location, of new businesses in South Holland 3. Generate a high quality of life so that people will want to both live and work in the district. 4. Work with partners to tackle issues holding back economic growth

These are our priorities because these are the priorities of the people of South Holland, the businesses already choosing to operate here and our partners. They have been agreed based upon:-  The need to develop our Economic Development Strategy in a way that is consistent with our corporate objectives and with other policies and strategies including our Local Plan and our financial plans.  Consistency with other service priorities.  Consistency with the objectives of the Community Plan 4  Consultation with local people, businesses and partners during the finalisation of the strategy – the section “working with communities and other stakeholders” provides details of the consultation adopted for this strategy, while Appendix 2 lists those partners who responded directly.  Collation of a range of research and knowledge about the local economy and South Holland’s economic role within the Fenland sub-region.

How the Economic Development Strategy fits in

Diagram 1 shows how the Economic development strategy fits in with the Council’s objectives and plans. The Economic Development Strategy is informed by and informs other key policies and strategies. The policy framework is a holistic set of documents that provide and integrated Corporate Plan.

United Kingdom national and local economic polices are increasing shaped by international trade. Given the central role of the economy to the UK way of life, it is little wonder that many government departments and agencies as well as other organisations have a key influence on domestic economic policies. For example the government through the Department of Trade and Industry (DTI) looks at how the UK competes in a global marketplace – one in which china has just joined the World Trade Organisation and countries such as India are producing 3 million graduates a year. In addition to its role in import and export control and advice and international trade, the DTI also provides funding for the national Business Link network and science and innovation support which impact on the delivery of domestic economic development. The government also intervenes with the operation of the domestic market in terms of payment for employment. The Department for Work and Pensions (and bodies such as the Child Support Agency) works closely with employers and employees through the delivery of personal benefits such as pensions, and support for people who are looking for work through the Jobcentre Plus network.

Despite that, the government has delegated the delivery of much of its local economic activity to either its Regional Government Offices or its network of Regional Development Agencies. The East Midlands Development Agency (EMDA) measures its success in terms of the regional economy’s performance against other regions in Europe. A long standing aim of EMDA has been to reach the top 20 in European ranking; it is currently in 28th position. At the time of preparing this strategy EMDA’s Regional Economic Strategy (RES) was being renewed with consultation closing on 18th April 2006. The information quoted in later parts of this strategy is taken from the consultation copy of the RES.

In order to respond to very local need, such as that in the South Holland district, EMDA has contracted the delivery of much of its local work to sub-regional partnerships; the one supporting South Holland being Enterprise Lincolnshire.

5 Create a diagram of the economic strategy and how it fits with other Council strategies

6 Priority 1: help create an environment in which existing businesses can grow

Options for involvement

Nationally 80% of businesses employ 10 or fewer staff. Many do not want to grow beyond the owner’s span of control. However, while growth might not always be achieved in terms of new jobs generated, it can be achieved in terms of business efficiency thus often giving rise to increased turnover and profitability. This provides security of employment for existing workers and boosts the economy through increased productivity.

For those businesses that do grow in terms of plant size and/or employment size, then suitable land and premises will be an issue. SHDC would not wish to see these existing business move out of district due to a lack of suitable sites.

Planned actions

 Ensure that there is a range of suitable land and premises available for business expansion though the planning process.  Where there is market failure, work with partners to develop suitable commercial premises.  Support partners such as Business Link to provide specialist business advice.  Encourage the on-going development of commercial services sector and local business to business networking though the establishment of local business forums.  Assist companies to up-skill their workforce to help them to keep a competitive advantage.  Assist companies to adopt modern working practises, including research and development, by adopting new technology.

What the government wants

The government wants a healthy and diverse private business base that will be able to compete on global terms. This will generate revenues for the government and income for individuals. The government has put many initiatives in place to specifically support small and medium sized enterprises (SMEs).

What the east midlands region is seeking

Relevant to this priority the draft Regional Economic Strategy has the aims:  To become a region of highly productive, globally competitive businesses.

7  To ensure that the quality and supply of development land and balance between competing land uses, contributes towards sustainable growth of the regional economy”  To move more people into better jobs in growing businesses.

Responding to local issues

There are in excess of 1,850 businesses already operating in South Holland. Many are linked to traditional sectors of agriculture and are susceptible to changes in local and global markets. The RAZ’s Community Strategy notes that people say they want:  Support for shops and businesses  An improvement in long term job opportunities.  Agriculture to invest in and protect the natural and built environment

SHDC will support the growth and development of businesses by adopting a sectoral approach to its economic development activity which will emphasise support for existing businesses in  the agricultural and horticultural sector, particularly with the application of new technologies,  retailing, and particularly small unit, non-chain speciality shopping  services linked to tourism development such as cafes, accommodation, restaurants, attractions etc

In addition this will help achieve the objectives of the Council’s Corporate Plan:  Use opportunities from the Wingland Power Station contribution to create secure and diverse employment  Encourage business clusters around the University Food Campus at Holbeach and the Search environment site at Long Sutton.

SHDC will not employ business advisors directly but will work through partners in the public and private sectors to ensure that their services can be accessed by local businesses. The Council’s statutory planning process will assist with the availably of suitable land and premises. There is a large amount of commuting to Peterborough for work and it is hoped that growth of high quality jobs locally might help to reduce this in the future.

8 Priority 2: support the start-up, and location, of new businesses in South Holland

Options for involvement

There are two routes by which new businesses can come into South Holland, either by local people starting a new one up or through the re-location of an existing business from elsewhere. Each type of business has quite different needs.

 A new start-up business generally requires capital, premises, staff and a considerable amount of skill and entrepreneurial acumen. Many businesses start as sole traders or partnerships and take a number of years to fully establish within their markets.  Re-locating businesses tend to be those already well established that have outgrown their current premises or want to locate closer to a key business partner – such as a local customer base, or to be nearer to a supplier or transport hub.

Planned actions

 Ensure that there is a range of suitable premises available for business start up on an “easy in/easy out” basis.  Ensure that there is a range of suitable land and premises available for relocating businesses though the planning process.  Develop a range of “key site” marketing materials to help promote South Holland as a suitable location for businesses.  Support partners such as Business Link to provide specialist business start-up advice.  Support partners such as Invest Lincolnshire and Enterprise Lincolnshire to provide specialist support to potential inward locating businesses.

What the government wants

The government wants to ensure the UK is competitive in a global market. It actively promotes the UK as a suitable business location to overseas companies through its international diplomatic routes and is active in supporting British export markets through trade delegations. It funds the national Business Links network to expressly encourage and support business start ups.

What the east midlands region is seeking

Relevant to this priority the draft Regional Economic Strategy has the aims  To develop a dynamic region founded upon innovative and knowledge focused businesses competing successfully in a global economy.  To improve the quality of regional infrastructure to enable better connectivity within and outside the region.

9  To ensure that the quality and supply of development land and balance between competing land uses, contributes towards sustainable growth of the regional economy.

EMDA has funded Enterprise Lincoln to provide Invest Lincoln its inward investment activity arm. This service will provide a bespoke service to potential inward investors with links to a specialist web site with local property data.

Responses to local issues

The RAZ’s Community Plan notes that local people want “new businesses attracted to the area”.

The Council’s Corporate Plan specifically notes activities to be delivered in support of this priority:  Use opportunities from the Spalding Power Station contribution to enable new managed workspace for starter business  Set up a Food Heritage Centre  Work with Partners to establish the “Fens Waterways Link” and create a marina at Spalding.

There is anecdotal evidence to suggest a need for modern serviced office accommodation in the district. The existing office stock is located in older ex-residential buildings that do not provide modern office facilities such as air conditioning, computer cabling and similar. Newly forming businesses also prefer serviced office accommodation so that they do not have the responsibility of maintaining reception areas, conferencing facilities and such like while they are small and this is particularly the case with knowledge based companies. However the true level of local need would have to be ascertained through a feasibility study.

It is the district council that has the statutory responsibility for land use planning, and works within guidance and structure managed through the Office of the Deputy Prime Minister (ODPM). At the time of preparing this strategy the Council’s Local plan was at enquiry stage which might alter the amount of land allocated for employment uses. However the Council has tried to ensure a spread of suitable sites across the district. It has adopted this approach in order to ensure that employment opportunities are located close to areas of population density in the hope that this will not only provide choice to businesses but also assist their employees to live close to their place of work and so diminish commuting. While South Holland may be able to offer land and premises, it is somewhat remote from large centres of population and industry which will be a disadvantage to it in terms of inwards investment. Employment growth also needs to be balanced against population growth in the district and the surrounding area pf Peterborough.

SHDC is not resourced to deliver its own direct inward investment activity but it will work pro-actively with partners in the region to promote the district as a suitable business location, particularly by the identification and marketing of “key sites”.

10 Priority 3: generate a high quality of life so that people will want to both live and work in the district.

Options for involvement

The local economy provides not only jobs but also services for local people. For example a high quality offer from the retail and catering sectors has a significant impact on people’s choices and so adds to their perceived quality of life. The ability to afford to live near to your work place is valued when off set against a long daily commute. High performance schools can influence housing markets with parents eager to move into the catchment area and then staying for the duration of the children’s education.

The local council impacts on quality of life issues at many levels, not just through its economic strategy but also through the direct provision of services such as cleansing, parks maintenance, and leisure actives and similar. Partners such as the Lincolnshire County Council are also integral to this agenda through the provision of education services and social support for those in need.

Planned actions  Support the active management of town centres – especially Spalding  Support the accessibility and enhancement of vocational training facilities  Support the ongoing development of the Rural Action Zone’s (RAZ’s) economic sub-group  Assess local demand for affordable childcare to enable parents to access employment and vocational training.  Assist with the integration of migrant workers into local communities.  Help grow tourism services and products that will also enhance choice for local people.

What the government wants

Much of the government’s policy work related to this area is grouped under the term “sustainability”. A widely-used and accepted international definition of sustainable development is: 'development which meets the needs of the present without compromising the ability of future generations to meet their own needs'. The government has four priorities for this agenda:

 Sustainable Consumption and Production

 Climate Change and Energy

 Natural Resource Protection and Environmental Enhancement

 Sustainable Communities

11 In 2003 the Office of the Deputy Prime Minister (ODPM) published the “Sustainable Communities” white paper which set the context for the national house building agenda. This strategy provided for considerable growth in the southern region around London and its commuter belt. It also called for large scale house clearances in the north. South Holland is just outside the northern peak of the East of England Region’s growth area of Cambridge, Peterborough and Stanstead. The Sustainable Communities policy work has directed national planning matters which need to link housing growth to jobs growth. This link has been made to reduce work related commuting distances.

Government also fund the national Learning and Skills Council which aims to “Make England better skilled and more competitive.” They are responsible for “…planning and funding high-quality vocational education and training for everyone.”

What the east midlands region is seeking

The east midlands has a Sustainable Communities growth zone around Milton Keynes and Northampton. South Holland’s location just outside of Peterborough’s growth zone means that while it will not get approvals for dramatic increases in its housing allocations, it may well experience pressure in other aspects of activity, for example a growth of day trip leisure users from Peterborough.

In terms of EMDA, the draft Regional Economic Strategy has the aims  To ensure that the quality and supply of development land and balance between competing land uses, contributes towards sustainable growth of the regional economy.  To create enterprising and sustainable communities through economic renewal  To enhance and mobilise social capital to contribute to the regions adaptive capacity and a more equitable, inclusive and productive economy.

Responses to local issues

The RAZ’s community strategy notes that people want:  Support for shops and businesses  Town centres to be good places in which to live, work and socialise  People to be encouraged to continue with learning and training  More basic skills training to be available especially literacy, numeracy and information technology  Chances for all, including migrant workers, to improve basic skills  More affordable housing

12 South Holland has seen considerable population growth which been matched with growing out commuting for work to Peterborough, rather than in a growth of local employment. In addition, the traditional food linked sectors have relied on migrant workers who are increasingly being sourced from countries such as Latvia, Poland and Lithuania rather than from within the UK as in past decades. This has given rise to language and cultural integration issues within communities.

The South Holland labour market is characterised by a higher than average number of low skilled jobs with consequently low wage rates. Local people who want to increase their vocational skills usually have a long distance to travel to access higher or further educational establishments. Many employers are concerned that they will not have the correct skills to assist their businesses grow in the future. It is the Council’s aim to work with appropriate partners to support the local economy to provide a broader range of employment opportunities that include the growth of higher skilled and better quality jobs.

13 Priority 4: work with partners to tackle issues holding back economic growth

Options for involvement

It is important that all organisations that are interested in the well-being of the South Holland economy work together in an appropriate manner and mutually support each other’s area of expertise and responsibility. This will enable local businesses and other organisations to access and maximise aid and support, which can seem confusingly diverse. Regional and national plans can have considerable consequences for the local economy.

Planned actions  Strengthen partnership working with county, regional and national agencies to raise an understanding of South Holland’s issues  Lobby effectively for funding support to deliver additional opportunities within South Holland  Strengthen partnership working locally in terms of businesses to businesses networking.  Strengthen partnership working within the Peterborough Sub-region.

What the government wants

The government controls national transport policy and road building programmes through the Highways Agency. Lincolnshire is identified as having a generally poor road infrastructure. However, set against that, it is a rural area with little or no congestion and has a number of “A” routes running nearby or through it.

The government is aware that changes in the European Union’s (EU’s) Common Agricultural Policy (CAP) can have a significant impact on farmers and producers in the UK and negotiates to this effect within the EU’s structures. The Department for the Environment, Food and Rural Affairs (DEFRA) leads on domestic rural issues. DEFRA is concerned with providing “environmental leadership” in terms of supporting energy efficiency and eliminating fuel poverty. The have a priority of “putting sustainable development into practice” by providing guidance on rural housing, streamlining funding provisions and protecting natural resources. This department is also responsible for farming regulation.

The Environment Agency is also very important to South Holland as it regulates many of the issues relating to drainage and flood risk in partnership with local drainage boards.

What the east midlands region is seeking

14 Lincolnshire County Council is responsible for the local transport strategy. Within that South Holland’s road links with Peterborough will be improved with a better link along the A1073 to the A47 to the south east of the district. South Holland has a good passenger rail link between Spalding and Peterborough and Lincoln.

Government Office for the East Midlands (GOEM) states that “it is important that we work together to improve productivity and developing enterprise and communities in the region”. GO-EM provides the secretariat to the East Midlands Rural Affairs Forum (EMRAF), which brings together local organisations working in the rural community to influence and implement rural policy in the region. It also leads the Think Farming and Food, the Regional Farming and Food Delivery Plan and participates in the England Rural Development Programme.

Responses to local issues

The rural nature of South Holland is important to local people. The RAZ’s Community Plan notes that people want  To be involved in protecting and improving our environment  Agriculture to invest in and protect the natural and built environment.

South Holland is a man-made landscape that requires constant maintenance. Thus much of the areas is at risk of flooding either from the rise in sea levels or from inadequate internal drainage at times of unusually severe weather. The decisions made by a wide range of national agencies could have significant impacts on local conditions. These types of issues are too complex for SHDC to have impact on alone. It needs to work with partners to achieve results and to make sure that its concerns and the voice of its people are heard.

In addition SHDC has limited resources. One way that it can directly influence the development of its local economy is to match-fund other agencies to both draw them in and so add value to the limited resources that it does have. SHDC currently hosts a range of partner’s staff within its own office accommodation in Spalding, such as Education and Businesses Link Organisation (EBLO) and the County Council’s Rural Academy. This has many advantages both by adding to SHDC’s own understanding of local issues and by offer support and structure to staff working remotely from their own employers. SHDC will continue to offer this resource to its partners in the future and will seek to act as a “hub” for local delivery of partners’ advice and services.

This latter issue will also assist the Council achieve one of the priority under its Corporate Plan of “Listening” by “Improving access to and delivery of customer services”.

15 The Economy of South Holland

South Holland covers 74,238 hectares and is a sparsely populated rural area set in the south of Lincolnshire. It is part of the man-made drained Fens and as such, while it offers beautiful flat open landscapes which extremely fertile soils, a large percentage of the district is subject to flood risk. South Holland has many economic links across county and regional boundaries into Rutland, Nottinghamshire, Cambridgeshire and Norfolk. Particularly there are many direct links with the city of Peterborough to its immediate south. The eastern boundary of the district is the unspoilt coastline of the Wash. Spalding provides the main population, economic and administrative focus of the district, but there are also significant settlements at Holbeach, Long Sutton, Crowland and Sutton Bridge.

The A16 and A17 are the major road routes through the district, providing access to the East Anglian and Midlands road networks. The A1073 links Spalding with Peterborough and is marked for improvement by the County Council. Port Sutton Bridge, in the extreme east of the district provides a sea port from the Wash at the entrance to the river Nene and adds to the district’s communications infrastructure.

The Indices of Multiple Deprivation rank South Holland district at 210 out of 354 English districts, thus giving it a marginally above “average” score. However, this masks some interesting local conditions that have the potential to have an adverse impact on the local economy.

Population

The population of South Holland is 79,400 (Mid-2003 population estimates), one third of whom live in Spalding. The district’s population is growing rapidly. In the 20 years between 1982 and 2002 the population of the district grew by 27% and it is predicted to grow by a further 9.1% in the period to 20101.

The population is sparse; in 2002 average population density was 107 people per kilometre compared to 207 for the east midlands region and 380 for England as a whole. This is reflected in high levels of car ownership, the Census showing that only 16% of households did not own a car compared to 27% in England and Wales as a whole. This also reflects the lack of public transport in the more outlying parts of the district, which can give rise to chronic isolation from services for some vulnerable residents.

South Holland is also characterised by out-migration of young people and in-migration by older people. The Census 2001 showed an average age of the population as 42.8 years against an average for England and Wales of 38.7. The Mid-2003 population estimates showed 5% of resident population were children under five and 25% were of retirement age. The equivalent figures for England and Wales overall were 6% children and 19% of retirement age.

1 South Holland Local Plan re-deposit 2005 16 The Census 2001 showed 97% of the resident population being “white British”. However, there is anecdotal evidence of a large community of Portuguese extraction living in district. Also historically as the population is sparse and the local economy has experienced considerable periods of full employment, the seasonal demands of agricultural and horticultural businesses have drawn in large numbers of migrant workers. In past decades these used to be sourced from within the UK, but by 2006 there is a significant community of EU migrant workers, many of whom originated in Latvia, Lithuania and Poland. The migrant workers deployment is organised through Gang masters. A limited survey of 135 businesses undertaken by South Holland District Council in 2005 concluded that 103 regularly used migrant workers. There are also early signs emerging form anecdotal evidence form schools that these EU migrants have aspirations to settle in South Holland but have difficulty in affording housing to achieve this due to low wages.

Housing

In April 2004 here were a total of 35,604 dwellings in South Holland 87% of which were either owner occupied or privately rented. South Holland operates in a housing market that centres on the city of Peterborough2. Within that market is Rutland with the highest house prices in the east midlands region and South Kersteven with the highest projected population growth in the east midlands. South Holland operates in tandem with Fenland District and Peterborough where house prices are just below average for the region. Between 1999 and 2004 house prices in South Holland rose by 150%. The tables below demonstrate this rise from Land Registry figures:-

October – December 1999 actual property sales in South Holland

Detached Semi-Detached Terraced Flat/Maisonette Overall

Region/Area Av Price £ Sales Av Price £ Sales Av Price £ Sales Av Price £ Sales Av Price £ Sales

SOUTH HOLLAND 77610 414 47656 174 38203 87 37062 14 64245 689

October – December 2005 actual property sales in South Holland

Detached Semi-Detached Terraced Flat/Maisonette Overall

Region/Area Av Price £ Sales Av Price £ Sales Av Price £ Sales Av Price £ Sales Av Price £ Sales

SOUTH HOLLAND 182537 264 124657 170 109066 83 101428 7 151038 524

As can be seen the average house price in this period in 1999 was £64,245 compared to £151,038 in 2005. This raises real issues of affordability particularly for young people wanting to set up their first home. In addition, suitable housing provision for the migrant

2 Housing in the East Midlands De Montfort University March 2006 17 workforce is a linked issue of concern for several of the Council’s support services3. On the other hand, there is the potential turn over of growing levels of capital locked in the houses of a more elderly population which could provide the district with a source of economic confidence and so encourage associated local spending and opportunity for business.

The historic significance of the area’s migrant work force is still shown in the predominance of gypsy encampments. There were 796 registered gypsy caravans in the local housing market in January 2005 of which 23% were on unauthorised encampments. There was an increase of 12% in total gypsy caravans compared to January 2003.

Qualifications and skills

Young people do well at school in South Holland: 66% of pupils achieved 5 or more GCSEs grade A to C against a county average of 57% and a national average of 53%. However, only 3% of the resident population aged 16-17 years were school pupils or full-time students (Census 2001) compared with 7% of the population of England and Wales. This reflects the lack of FE and HE provision locally with more able young people leaving the area to continue to study.

This trend continues into the adult population of which 39% of working age have no qualifications against a national average of 29%. Only 11% of South Holland’s working age adults are qualified to the equivalent of NVQ 4 and 5 against a national average of 20%; nearly double. These figures broadly reflect the type of employment available in the district, with large numbers of jobs at lower skill levels and comparatively few managerial/technical jobs.

Almost 20% of the district’s residents who are qualified to NVQ levels 4 and 5 work outside the district. An above average proportion of out-commuters from South Holland are employed in financial services in Peterborough which has companies such as AMP and Travelex. There is considerable out-commuting to Peterborough for employment purposes which is also shown in local traffic flows at peak periods. There is a relationship operating between availability of suitable employment and affordable house prices.

Employment

South Holland has lower gross annual earnings at £20,204 than that of the national average of £25,170 (New Earnings Survey 2003). Unemployment rates have remained very low in the district for some years as is shown in the table below: Unemployment rates in South Holland, compared to Lincolnshire, East Midlands, and Great Britain

3 Migrant workers housing issues have included dealing with neighbour complaints and enforcement issues linked to houses in multiple occupation and permanent use of seasonal “tourist” caravans. 18 4.0 Great Britain

3.5 East Midlands

3.0 Lincolnshire

2.5 South Holland

2.0

1.5

1.0

0.5

0.0

The table below outlines the number of jobs in South Holland at different levels and makes comparisons between the split of jobs at local and regional level:

Employment by occupation

Employment by occupation 2002 Percentage Percentage split of split of employment employment in South in East Holland Midlands

Managers and senior officials 6,000 16.7% 14.5% Professional 2,400 6.6% 9.8% Associate professional and technical 3,100 8.7% 12.1% Administrative and secretarial 4,000 11.3% 12.1% Skilled trades 5,100 14.3% 12.6% Personal service 1,600 4.5% 6.8% Sales and customer service 2,800 7.9% 7.4% 19 Process, plant, and machine 5,500 15.6% 11.0% operatives Elementary 5,100 14.4% 13.7%

It can be seen from this that South Holland does appear to offer fewer highly skills jobs and proportionally more opportunities for lower skilled work. The next table shows the number of people working in key sectors and makes comparisons to the regional spread of sectors. South Holland’s over-reliance on the agricultural and transport sectors is apparent, as is it’s under representation of financial/business and other services.

Employment by sector in South Holland

Employment by industry 2002 Percentage Percentage spread of spread of employment employment in South in the East Holland Midlands

Agriculture, forestry, and fishing 3,600 10.1% 1.3% Mining and utilities 9 0.3% 0.8% Metals, minerals, and chemicals 600 Engineering 400 21.9% 19.5% Other manufacturing 6,800 Construction 2,800 7.9% 5.0% Distribution, hotels, and catering 9,500 26.7% 24.6% Transport and communications 2,500 7.1% 5.7% Financial and business services 3,800 10.4% 14.2% Other services 5,600 15.4% 28.9%

Local Economic Trends

When officers started to draft this strategy they found that they did not have enough regular contact with local businesses to have a proper understanding of the trends operating across the local economy4. This will be an action point to address in the future as part of this strategy. Officers undertook a SWOT analysis of the local economy in April 2006 and the results of this are in Appendix 3.

4 An exception to this was the retail sector in Spalding due to the considerable effort SHDC has put into Town Centre management activity following the development of the edge of town retail units at Springfields and ht subsequent S106 contribution that followed it. 20 In 2004 South Holland had 712 retail premises (including shops financial and professional services and food and drink outlets, but excluding public houses and hotels. There were also 270 office premises, 477 factories and 391 warehouses. (These totals exclude leisure and sports premises as are as public facilities such as schools hospital and libraries) Thus it can be stated with reasonable confidence that there are in excess of 1,850 private businesses currently operating in South Holland.

 Agriculture/ Horticulture

This is the most historic and significant sector in the district. It gives form to the local countryside and provides the demand for migrant workers due to its seasonality. It has considerable vertical and horizontal integration with other local businesses as well as national and international linkages. Lincoln University has established a food technology sector at Holbeach that can offer even the smallest local companies access to R&D facilities. This sector is susecpable to changes in food fashion and the buying power of the large multiple supermarkets. In South Holland’s favour is the natural fertility of the Fens soils, its food processing and packaging capabilities and its close proximity to the large population centres of central England and the east coast ports. Companies such as Geest dominate.

 Retailing

Spalding provides the main retail location for the district and has a strong offer with choice; large edge of town grocery stores and small speciality shops. “Springfields” has recently opened on the edge of Spalding, two miles from the town centre and linked by a novelty water taxi. Despite the geographical distance between the centre of Spalding and Springfields being too far to encourage cross-shopping, this does not seem to have undermined the traditional role of the town centre. This is due to the recent establishment of a large Sainsbury store and a Marks and Spencer’s food store. It is also in no small part due to the efforts of the Council which has used the S106 monies from the Springfields development to undertake several years’ worth of improvements in the town centre and to organise and run a highly professional Town Centre Management function. However, the S106 monies are nearly expended and SHDC will not be able to sustain the momentum seen in recent years. SHDC is currently undertaking a Master planning exercise in Spalding which will provide guidance on future interventions.

The remaining town centres in the district are perceived to have reasonably good convenience shopping but this statement requires further examination as local people have not been surveyed. Some parts of the district are very remote and there are known issues related to lack of services and lack of access for those without a car. For example it is unclear how far internet shopping is encroaching on traditional buying patterns locally. Also it is not clear how much of the district has broadband access.

 Tourism

21 Spalding is home to an annual Flower Parade which has provided a large scale spectacle every spring for the past 48 years drawing in crowds of over 60,000. However, the name South Holland has proved confusing to many in the past; assuming it is part of the Netherlands. Tourists also regularly enquire at the Tourist Information Centres (TICs) when they can visit the tulip fields but these are no longer a local feature. South Holland’s tourists come for a day trip or short break and are middle aged, middle income and middle class.

Many partner agencies are keen to promote the opportunities offered by the tourism sector but this can conflict with the interests of local people who want to see the area left unspoilt. The Local Plan recognises the need to assist the development of this sector and has marked land suitable for hotel development. There are regular planning applications for tourism related developments such as caravan sites or extensions to farm houses for Bed and Breakfast accommodation and obviously each scheme is considered on its own merits within the context of the Local Plan’s polices.

The Nene has seen a 20% growth in its use by leisure craft in the last five years. The development of the Fens Waterways Link by British waterways should considerably add to the value of this sector. There are also currently proposals to develop a leisure craft marina at Port Sutton Bridge.

SHDC is quite heavily involved in both the annual flower parade and through its direct support of the district’s Tourist Information Centres in Spalding; one at the South Holland Arts Centre and one at Springfields. SHDC also generates a range of printed tourist information material each year. SHDC does not currently have a clear enough focus for strategic tourism either in terms of overall development or of tourism marketing and this is an area of action for this strategy.

 Power Station Development

South Holland has seen the recent development of two gas powered electricity generation stations, one in Spalding and one at Sutton Bridge. (There is also at the time of drafting this strategy a planning application outstanding for a third station also at Sutton Bridge.) These have resulted in “windfall” S106 monies available to match fund initiatives that would strengthen the local economy.

Conclusions

South Holland offers an enviable quality of life to its residents. Set in the heart of the Fens, the market towns of Spalding and Holbeach provide an ideal location for a range of commercial activities and productive businesses. A profoundly rural area, where the population is one of the sparsest in the East Midlands, South Holland’s housing market is buoyant and operates within the travel to work area of Peterborough. Its schools have good academic achievements but it is lacking in further or higher education provision and consequently looses its more able younger people to centres offering more diverse employment and training opportunities. The district is a popular

22 place for people to retire to and the number of larger detached houses in the local market shows the potential spending power of this age group.

The most important traditional business sectors for the district are perceived to be agriculture, horticulture, retailing and short-break tourism. These sectors face considerable challenge. They offer poor rates of pay and demand low levels of skill. These sectors need to diversify and to increase their use of advanced technology. The seasonal nature of the local economy has given rise to a considerable demand for migrant workers who still need to be fully integrated into local communities. There is sizeable out-commuting to Peterborough, which the Council would like to diminish by providing a broader range of quality jobs within the district. Industrial land is available across the district which can be developed and so generate quality jobs for local people. The market towns have benefited from private investment for a number of years and there is a need to maintain confidence and continue to grow footfall. The Council has benefited from s106 input due to the development of Power Stations and this can be used to match fund future support for economic growth in the district.

23 Working with Communities and other Stakeholders

Consultation on economic issues

There are many agencies interested in the strength of the local economy simply because people’s ability to earn a reasonable living is central to their ability to achieve many things in their life. While absolute poverty in the UK is prevented due to the accessibility to universal and means tested benefits, people on low incomes are unable to participate fully in society and suffer a range of consequences due to this exclusion. For example health providers see increased levels of ill heath in less prosperous communities with an associated lower life expectancy. The main consultation processes that have underpinned this strategy are:-

The Community Plan Citizen’s Viewpoint Panel The Market Town Initiative Developers Forum A range of stakeholders consulted in the preparation of this strategy and listed in appendix 2.

South Holland Rural Action Zone (RAZ)

The South Holland Rural action Zone (RAZ) was formed in 2000 and is the district’s Local Strategic Partnership. It has set out to “develop and promote South Holland as a thriving, living and working rural community”. Economic Development and Regeneration is one of the priorities within the Community Plan’s Action Plan 2006-2009. The RAZ seeks to achieve regeneration through providing integrated solutions to traditional rural problems. This addresses community needs through improving social and economic well being.

Consultation undertaken specifically for the draft Economic Development Strategy

The Council’s Cabinet received a draft of the Economic Development Strategy at its meeting on 21st February and agreed that consultation should take three main approaches: firstly, a leaflet outlining the strategy should be sent to businesses and other partners; secondly, a presentation should be given to the Rural Action Zone economic theme group; and thirdly, meetings should be held with key partner organisations such as the County Council and Lincolnshire Enterprise.

The leaflet was sent out to approximately 150 businesses and partner organisations. The leaflet asked for general views but also asked four primary questions:

24  How would you like to see South Holland District Council and its partners supporting your business?  Have we missed any important activities that should be included within the strategy?  Which of the proposed work areas do you think we should prioritise?  How will you be able to help us deliver the economic development strategy?

Comments received largely agreed with the strategy’s aims. It was clear that there has been an emphasis from consultees on:

(i) recognising that the main way of attracting new business sectors to the district is by encouraging business growth in those sectors that provide services to the district’s strongest sectors –notably food production and horticulture, (ii) the need for the district council to work in partnership in order to present strong messages which lead to more resources being made available to support the district’s economic development (iii) the importance of improving the major routes in and out of the district, particularly as regards the working time directive and real time delivery and their impact on travel times (and vice versa).

A presentation on the draft strategy was made to the Rural Action Zone economic forum on Thursday 23rd March 2006 and to the board of Lincolnshire Enterprise on Friday 10th March 2006. Their comments have been taken into account as part of the strategy’s Action Plan.

Cross Boundary working on economic policy

South Holland District Council works very closely with partners in Lincolnshire such as Lincolnshire County Council and Lincolnshire Enterprise. For example the Council has had a secondee form Lincolnshire County Council working as part of its Economic Development Team preparing this strategy. SHDC has also benefited form financial support form Lincolnshire Enterprise for flag ship projects such as the Food Heritage Centre.

However in real terms the economy of South Holland is inextricably linked to the City of Peterborough which is in the East of England region. Administrative links with the Sub-regional partnership of Peterborough and Fenland are meagre. The Council is aware that there is considerable dial out-commuting to Peterborough for work and for leisure purposes. Peterborough is also at the northern edge of the Sustainable Communities growth area and this may have a considerable impact on the economy of South Holland in the future. One of the actions within this strategy is to review and strengthen these links in order to better support the growth of the local economy.

25 Resources

South Holland District Council has a gross expenditure of £46.9M (2006/07) and a planned capital expenditure of £5.3M (2006/07)

In meeting the economic challenges of the district we recognise that our Economic Development Strategy needs to be ambitious. To ensure that the appropriate resources have been allocated a clear financial plan has been approved based on the following principles

 Realistic forward financial planning including future resources that will be available to both the Council and its partners.  Corporate financial targets are met  The economic development strategy is informed by corporate aims  The action plan is supported with evidence of proven need and follows detailed consultation processes  Wherever possible the maximum use is made of match funding  Opportunities for service users, residents and other stake holders to influence decision-making  Continual monitoring of performance and review of priorities.

Revenue support

At the time of writing this strategy SHDC provides funding to support a team of officers and associated operational activities.

Economic Development Manager Regeneration and Market Town Officer Economic Development Assistant x 2 Team Support Officer

In 2006/07 the total revenue budget for this service (including internal re-charges) will be £332,090 divided as shown in the chart below.

26 Economic Development Team Costs 2006/07

EMPLOYEES

TRANSPORT

SUPPLIES & SERVICES SUPPORT SERVICES

CAPITAL CHARGES

CENTRAL CHARGES

The bulk of the resource available from SHDC is staffing. Thus the Council’s main role will be to provide staff expertise and assistance rather than cash grants. Thus SHDC’s primary role will be as a facilitator and enabler rather than a direct provider. Production of this Strategy has shown that the configuration of this team of officers and their work will need to change in order to successfully deliver the strategy’s action plan.

Capital programme

The following items are included within the Council’s 2006/07 capital strategy: -

Brenner Road industrial units Food Heritage Centre Spalding Master Plan

S106 for Economic Development

27 The last five years has seen the development of two gas fuelled power stations in South Holland, one at Spalding and one at Sutton Bridge. Both had S106 agreements put in place as part of their development. These agreements placed obligations on the Council to use income from these agreements to further develop the economy of the district. Each agreement is in excess of £1M. While there are individual conditions set on both agreements this provides an excellent opportunity for the Council to undertake direct support of local economic activity.

28 Economic Development Strategy 3 year action plan: 2006-2009

Priority 1:- Help create an environment in which existing businesses can grow

Actions No Projects Priority Lead role Opportunities and risk Resource implication Target & Date Milestones

Ensure that there is a 1.1 Process commercial planning H HoPS Part of statutory duty Part of statutory on-going XXXXX BVPI target range of suitable land applications work and premises available for business expansion and where there is market 1.2 Sell land on West Marsh Road, H Project Opps: SHDC can generate Cost of marketing site 17 hectares of Agent appointed failure; work with Spalding - encash Intergen S106 Manager revenue of approx £1.5m by comes from s106 industrial land sold partners to develop suitable commercial (GA) sale, site could create high agreement. for development Tenders for site quality jobs, cash can be received premises. used to enable other Sale agreed by commercial activity in December 2006 Site sold and Spalding payment received

Risk: site is not sold 1.3 Contribute financially to construction H Economic Opps: SHDC can use £100,000 contribution from 4 new units Partnership of new industrial units at Benner Development significant partner SHDC’s capital programme available for local agreement signed Road, Spalding in partnership with Manager contributions to pay for units, businesses to with LCC, EMDA, LCC businesses that might have expand into by June & Broadgate left the district will start up in 2007 these units LCC commence construction Risk: Slow construction of units may deter potential Units built on time investors, Units may not be and on budget let. Units are fully occupied by business tenants. 1.4 Provide serviced office space in H Project Opps: project will enable Average sized, new build, Office Feasibility study Spalding Manager diversification of commercial serviced office units can accommodation into serviced office (GA) make up of district by cost several million pounds available for need completed offering a base for to develop. business to move knowledge based into by January Finance package companies that are currently Partner contributions of 60- 2009 assembled for under represented in the 70% may be available to off project district set any investment by SHDC. Offices built on Risk: Limited resources time and on (staff and finance) to deliver budget. this; we need to be sure that this new market opportunity Units are fully is robust occupied by business tenants. Assist companies to 1.5 Co-ordinate a package of business M Economic Opps: European grants Staff time to prepare bid; Businesses are able Bid for funding 29 adopt modern support that enables local businesses Development available for this work in some revenue funding may to adapt to industrial assembled working practises to adapt to technological change in Manager– 2006/7/8; important sectors be required from SHDC to change and including research the food and horticultural sectors to support support elements of the embrace new Project and development by project technologies commences adopting new Risk: staff resource to bring technologies project together Working n partnership with Achievement date: organisations such as September 2006 University of Lincoln, Business Link, etc Support partners to 1.6 Host Peterborough Environmental M Economic Opps: provide local Accommodation and Businesses can Ongoing hosting of provide specialist City Trust to provide advice to Development businesses with advice on associated costs within adapt to PECT agreed business advice businesses on environmental best Manager addressing environmental Council Offices. environmental practise. changes; SHDC could build technologies Businesses better connections with local SHDC staff time monitoring advised and business any contractual Xxx no businesses secured/ expand arrangements. advised??? Risk: PECT may lose funding for SH based Achievement date: activity. This is a finite July 2006 funding package that may raise expectations that subsequently cannot be met when the funding expires. 1.7 Host Rural Business Adviser project in M Economic Opps: Mercian Matrix Accommodation and 60 rural SMEs Project officer SHDC offices Development (Business Link) will provide associated costs within assisted with recruited Manager business advice to local Council Offices. business advice companies Project starts SHDC staff time monitoring Achievement date: Risk: low take up of service. any contractual December 2008 Businesses This is a finite funding arrangements. SHDC staff advised and package that may raise time monitoring any secured/ expand expectations that contractual arrangements. subsequently cannot be met when the funding expires. Encourage the on- 1.8 Establish a quarterly business forum M HoECD Opps: Better links with local Administration of meetings Membership 200 First Business going development of for South Holland businesses with improved – staff time and stationery businesses by Forum meeting commercial services dialogue and understanding and postage. Room hire March 2007 sector and business of needs and catering. 100th Member to business networking through Risk: administratively the establishment of burdensome and possibly local business low attendances. May not forums. have access to NNDR records for contact information. Assist companies to 1.9 Support a seminar programme for M Economic Opps: improved profitability Seminar programme Shops provide an Identify needs up-skill their retailers on customer care and on Development of local retail sector requires costing - could be improved Cost project and workforce to help improved marketing Manager self –financing through fees professional service identify an them to keep a Risk: resources to establish to attendees. to their customers administrative competitive project, low take up of body. advantage. service Administratively Achievement date: Run training burdensome to SHDC March 2007 Review success in unless administered within 6 months time. 30 the business community e.g. chamber of commerce

1.10 Provide a base for the Education M Economic Opps: better connections Accommodation in Council Young people are Ongoing hosting of Business Links Organisation Development with local employers and Offices helped to EBLO agreed Manager local students understand, and consider, the Risk: EBLO may not secure workplace and local long term funding for South careers Holland Achievement date: July 2006

1.11 Assess demand for vocational M Economic Opps: ability to attract Staff time in compiling Better Agree scope of training, and gaps in provision, across Development capital resources for better information understanding of the study the district Manager training provision in the types of projects district Work in partnership with that need to be Commission study Learning and Skills Council developed Risk: limited awareness by and Rural Academy Study completed SHDC of training matters in Achievement date: the district March 2007

31 Priority 2: Support the start-up, and location, of new businesses in South Holland

Actions No Project Priority Lead role Opportunities and risk Resource implication Target Milestones

Ensure that there is a 2.1 See priority 1.1, 1.3 and 1.4 H HoPS range of suitable premises available for business start up on an “easy in-easy out” basis Ensure there is a 2.2 See priority 1.1 H HoPS range of suitable land and premises available for re- locating businesses through the planning process Develop a range of 2.3 Research the current position (sold, H Economic Opps: ability to better target staff time Improved marketing Commence “key site” marketing under offer, available) of commercial Development our marketing towards sites Cost of publicity materials of sites research into sites materials to help sites across the district to identify Manager that are difficult to sell. : (working in partnership with promote South “key sites” that will require additional improved marketing of sites LCC will allow substantial Achievement date: Gain Holland as a suitable marketing support and develop a in South Holland will attract sharing of costs and access July 2006 understanding of location for business strategy to market them in new business to expertise) local sites and and support partners partnership with specialist agencies. produce internal such as Invest Risks: some sites in South guide for Lincolnshire and Holland do not require colleagues Enterprise Lincoln to public sector intervention provide specialist Agree marketing support to potential plan inward k=locating 2.4 Support local land agents in putting M Economic Opps: stronger relationship Small amount of staff time Improved marketing Agree with land businesses their properties onto the Development with land agents, better working in partnership with of sites agents that they Investlincolnshire website Manager marketing of sites LCC, Brown and Co, and input data Longstaffs etc Achievement date: Risks: need to link land July 2006 Secure inward agentsinto broader investment due to marketing strategies availability of site information 2.5 Encourage housing developers to L HoPS Opps: people who might Staff time in sourcing lead Potential applicants Purpose and print a “Welcome to Spalding” and a have been deterred from private sector partner. for jobs in South format of guides “Spalding website” in Discover applying for jobs in Holland are aware agreed Lincolnshire branding Spalding are more likely to Cost of guide and website of the quality of life do so if they know what potentially £30,000 which in the main town. Guides launched Spalding can offer. Will could be met from provide practical commercial advertising Undertake user information for those survey to provide already choosing to move Achievement date: feedback to to the district June 2006 consider if worth repeating/ Risk: people may use other updating exercise. sources of information. Print may not be distributed. Lincolnshire 32 branding may be lost in commercial activities. Support partners 2.6 Research available sources of L ED Team Opps: improved working Officer time For the Economic ED Team such as Business business advice for local people relationships with partners Development Team members are Link and the considering starting their own and improved ability to to be able to confident to commercial sector to business. signpost enquiries – signpost people to signpost people provide specialist (Business link, LCC, appropriate sources appropriately. businesses start-up Prince’s Trust Etc. of advice. On going advice. Risk: Officer time spent in in-direct provision. 2.7 Officers undertake regular visits to M ED Team Opps Increased contact Officer time For ED Officers to Each officer of the existing businesses located in district with local business sector gain a clear ED team to and able to pass on “signposting” to Risk: Officer time spent in understanding of undertake 6 appropriate agencies if encounter a in-direct provision. the issues business visits business problem during discussion. confronting local each year. businesses. On going.

33 Priority 3: generate a high quality of life so that people will want to both live and work in the district.

Action No Project Priority Lead role Opportunities and risk Resource implication Target Milestones

Support the active 3.1 Create an internal meeting: Virtual H HoE&CD Opps: have internal Officer time All relevant Officer group management of Town Centre Management as SHDC specialists working on officers in SHDC established Town Centres – no longer has resources of a projects to support town Need to disaggregate budgets aware of especially Spalding specialist Town Centre Manager and centre development, thus to identify resource developments and Work programme so can make better use of other staff aligning projects with implications. prepared to focus agreed and resources broader council policy. their activity resourced against agreed Risk: other staff across aims SHDC will need capacity built into their work Achievement date: programmes to take on June 2006 extra work. Springfields S106 monies are diminishing and it is not likely that SHDC can deliver the same level of service as when it was more fully resourced. 3.2 Implement CCTV, in partnership with M Economic Opps: ability to reduce the Initial CCTV initiative will cost CCTV in each of Assemble funding Lincs Police volunteering scheme, in Development amount of business crime, £xxx the district’s package for CCTV parishes across the district Manager thus improving retailers’ service centres profitability Staff time working in Implement CCTV partnership with Crime and Achievement date: in each town Risk: must be a district Disorder Reduction March 2007 wide package in order to Partnership avoid simply displacing crime 3.3 Undertake a Masterplan of Spalding H HoE&CD Opps: provide a strategic Masterplan costs £70,000, A document which Public consultation framework to enable with £60,000 coming from sets out how events held Spalding to grow Lincolnshire Enterprise and Spalding can offer appropriately. A method £10,000 from SHDC capital a high quality Masterplan of working that will fit well programme. experience to presented to with the new Local people living in, or SHDC Planning Framework. visiting, the town over the next 20 Masterplan Risk: The Masterplan may years adopted by SHDC not fit with the Local Plan. Achievement date: July 2006

3.4 Deliver the final elements of the M Economic Opps: final elements of £100,000 from s106 New car park Signposts installed Springfields s106 agreement – Development s106 enable Spalding’s agreement developed and improved car parking Manager commerce not to be town maps Car park display distorted by Springfields installed in car boards put in effect parks place.

Risk: actions are only Achievement date: Car park open and 34 tangentially economic March 2007 being used by development and require Spalding shoppers a broader “team SHDC” approach 3.5 Design and then implement a public M Economic Opps: create a better and £xxx capital cost Attractive and Designs and realm scheme at Swan Walk/Pied Calf Development more attractive walkway accessible Costings agreed Yard Manager at Spalding’s point of walkway between highest footfall. Linking Holland Market Funding package Holland Market to the and town centre agreed town centre Achievement date: Work starts on site Risk: land not owned by June 2007 SHDC, time critical project in order to avoid disruption during the key shopping period of Christmas. 3.6 Agree and implement a car parking M HoCS Opps: improved town Officer time initially, but some Less congestion Local authorities strategy for Spalding, responding to centre parking flows, specialist survey work may be and easier/safer given lead role in decriminalised car parking legislation income from parking fines required walking within decriminalising town centre parking Risk: changes to parking could be perceived to Achievement date: Assessment made have a detrimental impact March 2008 of parking in each on some shops town

New parking orders come into force 3.7 Undertake a study of local people’s L Economic Opps: Understand issues Officer time initially, but some Report on which Scope of the study access to retail services and buying Development of isolation experienced specialist survey work may be SHDC’s Town agreed. patterns - especially in relation to Manager by residents in key required. Centre settlements outside Spalding and the services such as food Management work Funding in place use of the internet for purchases. shopping. can be based and and consultants focused in the identified. Risks: The act of future. undertaking a study may Study undertaken. raise expectations that Achieved by cannot be met. Study March 2007 Findings may not be undertaken. disseminated The study findings are not subsequently used or Actions built into delivered. future work programmes. Support the 3.8 Undertake a study of local people’s L Economic Opps: Understand issues Officer time initially, but some Report on which Scope of the study accessibility and access to Vocational training - Development experienced by residents specialist survey work may be SHDC and its agreed. enhancement of especially in relation to settlements Manager seeking to improve their required. Partnership working partners future vocational training outside Spalding and the vocational skills. with RAZ and LCC. work can be Funding in place facilities appropriateness and use of distance based. and consultants learning methods. Risks: The act of identified. undertaking a study may Achieved by raise expectations that March 2007 Study undertaken. cannot be met. Study 35 may not be undertaken. Findings The study findings are not disseminated subsequently used or delivered. Actions built into future work programmes. Support the ongoing 3.9 Provide secretariat to the RAZ M Economic Opps: forum can be used Small amount of staff time –in 4x meetings per Arrange meetings development of the Economic Forum Development to engage major local partnership with RAZ Co- year Rural Action Zone Manager partners on South Holland ordinator Agree economic issues Achievement date: action plan for RAZ ongoing Risk: forum must avoid becoming a talking shop Assess local demand 3.10 Identify local childcare demand and H Economic Opps: ability to attract Staff time in compiling Better Scope of the study for affordable set this against provision. Identify Development capital resources for information –in partnership understanding of agreed. childcare to enable gaps in services. – Work with partners Manager better childcare provision with Children’s Links and other the types of parents to access to fill these gaps in provision. in the district agencies projects that need Funding in place employment and to be developed and consultants vocational training Risk: limited awareness identified. by SHDC of childcare Achievement date: matters in the district June 2007 Study undertaken.

Findings disseminated

Actions built into future work programmes. 3.11 Work with the soon to be established M HoE&CD Opps: Enable Migrant Officer time working in local Children’s Partnership to identify workers to access partnership with local any special migrant worker’s childcare appropriate childcare children’s Partnership and needs. LCC Risks: demand and supply issues are unknown. Assist with the 3.12 Make an induction pack available, in a H Community Opps: smaller businesses £6,000 funded by the Businesses can Tender document integration of migrant variety of languages used by the Development are provided with support “Dynamics of Seasonal brief temporary for induction pack workers into the local district’s migrant workers, for small Manager to help them integrate Labour” project staff, in the produced communities and medium sized businesses migrant workers into their worker’s own workforce language, on Tender awarded issues affecting Risk: a range of broadly their working day Pack launched and similar packs are available such as Health posted on Internet (but they are generally and safety focused on specific sectors) and we need to Achievement date: avoid duplication September 2006 3.13 Undertake housing support for M HoHS Opps: enable and support Unknown migrant workers seeking to settle in EU migrant workers to Will require officer time in South Holland become more established partnership working – possibly in the district. Reduce the through developing joint use of inappropriate working with specialist accommodation Housing associations.

36 Risks: will require Resourcing by SHDC

Help grow tourism 3.14 Finalise the contractual agreements H Economic Opps: stand alone Councillor time in representing Creation of a Company formed services and for the water taxi and support the Development company can act SHDC on the company. stand alone products that will growth of the Spalding Water Taxi Manager commercially to market company also enhance choice Company itself, rather than SHDC Very limited and diminishing for local people supporting this on their Officer time and in partnership Achievement date: behalf. with Springfields and May 2006 Broadgate Risk: need to continue to make strong connections to broader marketing of the district. Pressure on officer time if marketing function is not moved back to the company. 3.15 Review the appropriateness and the H Economic Opps: improved marketing Tourism marketing budget of A range of Review existing use of the range of materials used to Development will increase potential approximately £20,000 which promotional materials promote South Holland to tourists. Manager visitors’ awareness of can be enhanced with materials in a Consider out sourcing production too South Holland, leading to commercial advertising “house brand” and Identify way ahead on the basis of gaining commercial more visitors revenue. advertisements –if necessary find advertising revenue. which are placed third party Risk: need to ensure that Officer time working in in newspapers etc organisation to materials fit with broader partnership with Lincs Tourism which are likely to produce tourism marketing policy, and Fens Tourism. attract likely limited SHDC budget visitors to the area Review impact means only modest marketing can be Achievement date: achieved September 2006

3.16 Develop a Food Heritage Centre in M Project Opps: town centre site 200K from SHDC, matched by A visitor/retail Land was Spalding. Manager (GA) can be turned into tourist 250K from LCC and 500K centre which purchased in attraction which also sells from EMDA showcases local March 06. local produce food Clear project plan Risk: untested demand for Achievement date: adopted project, if project isn’t March 2009 developed SHDC risk Planning repaying EMDA and LCC permission granted grants Construction starts

Project opens 3.17 Promote quality schemes to the L Economic Opps: increase in quality Cost of provision may be Increased quality Identify gaps in district’s bed and breakfast Development enables accommodation covered through European in tourism provision accommodation providers Manager providers to become more Social Fund grant. providers profitable. Promotion Develop training campaign may well Officer time –in partnership Achievement date: programme encourage more small with Fens Tourism and March 2008 business start ups in B&B Lincolnshire Tourism Run training sector. programme

37 Risk: businesses may not want to adopt quality standards. 3.18 Produce guides, such as the Church M Economic Opps: visitors spend £1500 is available in revenue Tourists visit a Identify which Tourism Trail, to encourage visitors to Development money in outlying villages, budget range of sites guides should be move around the district Manager thus creating financially across South produced viable centres Officer time –in partnership Holland with Community and Cultural Tendering Risk: Increased visitors Development Manager Achievement date: competition to may put pressure on October 2006 identify producer of smaller settlements, guides limited financial resources to produce many guides Guides launched 3.19 Review the district council’s H Economic Opps: Partner £21,000 is allocated in Improved working Agree operating relationship with Fens and Lincs Development organisations contribute revenue budget with the bodies relationship Tourism, and develop a new focus for Manager substantial funding and that can promote the relationship expertise to promoting South Holland Sign annual SLA South Holland effectively with each organisation Achievement date: August 2006 3.20 Support the development of a Leisure M HoE&CD Opps: to increase tourism Officer time working in Achievement date Project feasibility craft Marina at Sutton Bridge. activity in the district and partnership with Fenland DC marina operational study completed. increase spend in remoter and the Wisbech Port by March 2009 areas. Raise the profile of Authority. Pontoons installed. leisure craft opportunities as a growth tourism Possible costs if get involved Public realm segment. with public realm improvements improvements between the undertaken on Risks: That tourist traffic marina and the town. Nene bank side to will use the marina but not link marina with the disembark to spend town. money in Sutton Bridge.

38 Priority 4: work with partners to tackle issues holding back economic growth

Action No Project Priority Lead role Opportunities and risk Resource implication Target Milestones

Strengthen 4.1 Twice yearly bulletin produced and M Economic Opps: awareness of issues Staff time , in partnership with Key Bi-annual bulletin Partnership working sent to key partners concerning key Development facing South Holland will Lincolnshire Research representatives of produced and with county, regional economic trends and issues within Manager be raised Observatory South Holland can used/ appreciated and national agencies South Holland. promote the by partners & to raise an Risk: unless used properly district’s case customers. understanding of staff time will be wasted in more effectively South Holland’s undertaking this work economic issues Achievement date: summer 2007

4.2 Maintain the economic development H HoE&CD Opps: ability to draw on Could use s106 monies as Ability to draw on partnership relationship with LCC, especially in specialist skills of LCC lever to encourage LCC levels of funding working agreed relation to work on the economic staff, possibility of joint investment and expertise from strand of the Local Area Agreement investment plans. Have LCC’s economic LAA content (LAA) as LCC are the lead body on South Holland’s interests LAA will bring additional development staff agreed behalf to the Lincolnshire Assembly. delivered as part of the resources in to the district LAA through the work of the RAZ. Achievement date: LAA targets July 2006 achieved and Risk: need to ensure that additional development is locally resources used to owned. LAA starts in April gain additional 2007 and South Holland outputs for local needs to have the people. opportunity to fund its priorities through this. 4.3 Attend Lincs Enterprise and Lincs H Economic Opps: making sure SHDC Staff time, opportunities to South Holland’s Representation Economic Strategy meetings Development issues are heard in sub attract extra resources into the needs are agreed at meetings Manager, in regional and regional district recognised in partnership forum could lead to countywide Meetings attended with Planning investment in key projects economic Policy development Manager Risk: officer time, other strategies parts of Lincs are perceived as having more Achievement date: difficulties ongoing

4.4 Lobby effective for funding support to H Economic Opps: additional Staff time as part of broader Additional grants Case for deliver additional opportunities within Development investment in South Lincs Economic Strategy work for economic investment in South Holland - pro-actively bid for Manager Holland. EU Structural development South Holland resources, especially those from funding programmes are made European sources in partnership with changing and there is Achievement date: the LCC opportunities to be at the April 2007 Funding awarded head of a new start of programme spend.

Risks: lack of capacity to bid, lack of capacity to 39 deliver. Bid for projects because the funding is available rather than because it is a local need Large amount of officer time spent preparing bids that do not succeed. Strengthen 4.5 As in priority 1.8 partnership working locally in terms of business to business Networking Strengthen 4.6 Meet partner organisations from M Economic Opps: build knowledge of Officer time Closer working Agenda for partnership working outside the East Midlands – Development investment programmes relationship leads meetings agreed within the Peterborough Regional Economic Manager being led by other areas, to joint initiatives Peterborough Sub- Partnership and Fenland District possible cross border of mutual benefit Meetings held region Council- on a regular basis working e.g. on tourism Achievement date: Risk: growth of October 2006 Peterborough could be a threat to SH

40 Appendix 1 -

Links to Further information http://neighbourhood.statistics.gov.uk This site provides a comprehensive profile of neighbourhood statistics that form the basis of our knowledge of South Holland’s residents.

Our Community, Our Future the Community Plan for South Holland - Action Plan 2006 – 2009 a full list of priorities and actions can be seen at www.ruralactionzone.com

South Holland Local Plan Written Statement Re-deposit 2005 SHDC

Housing in the East Midlands De Montfort University March 2006

Lincolnshire Employer Survey 2006

A Flourishing Region: East Midlands Regional Economic Strategy East Midlands Development Agency this is currently being renewed and has just been out for consultation with a closing date of 18th April 2006.

Sustainable Communities: Building for the future ODPM 2003

Delivering the Essentials of Life – Defra’s Five Year Strategy DEFRA December 2004

41 Appendix 2 –

Consultation SHDC would like to thank the following people for providing comments on the draft economic development strategy: Charlie Goodhall, Port Sutton Bridge David Norton, Springfields

Val Braybrook, University of Lincoln (Holbeach Campus) Mary Powell, LCC Tourism Officer Will Spinner, Peterborough City Council Cllrs Porter and Johnson, SHDC Lincolnshire Enterprise board meeting SHDC Cabinet Ian Canham, Broadgate Group

Stella Morgan (EBLO) Sustainable communities group, SHDC Cllr Brewis, SHDC

David Piccaver, JEPCO Cllr Williams, SHDC Performance Monitoring Panel, SHDC Amanda Spalding, Lincolnshire Enterprise John Honnor, Pipwell Manor (Civic Society) Anthony Keeling, Elsoms Sue Blakemore, Children's links Jo Brown, Mercian Matrix

42 Appendix 3 SWOT analysis of the South Holland April 2006

STRENGTHS WEAKNESSES  Labour availability and migrant workers via gang-masters  Dependency on narrow range of employment sectors  Agricultural Cluster with Vertical and horizontal integration  Susceptible to fluctuations in Global Market, especially agricultural  Good Quality of life (at certain age groups – open countryside) goods and supermarket buying patterns  Good school achievements  No head office functions (inc public sector)  Retail - good convenience shopping, farm shops.  Lack of further education opportunities  Good Town Centre Management record in Spalding  Few jobs for better qualified residents  Best of the small towns in sub-region  Port at Sutton Bridge is small and subject to strong competition  Geographical position for hauliers (Working Time Directive and ability  Large companies externally owned, not reinvesting locally? to access most of country) Therefore fast response capability to react  South Holland – name sounds non-UK to changes in agricultural/ horticultural product demand)  Lack of hotels for Business and family Short Breaks  Locally recognised profile (Flower Parade=national)  Dominance of major multiples on high street  Plenty of employment land availability  SH(DC) reputation at regional/national level  No traffic congestion  Rural area – do not want to over develop and need to protect  Growing number of speciality shops not undermined by Springfields environment development and S106 used to improve town centre.  On edge of two regions: - Peterborough is in eastern region. OPPORTUNITIES THREATS  Middle Class live here: can we draw their social spend out in South  Lack of right labour in right place Holland rather than Peterborough?  Lack of integration of Migrant workers – language skills etc  Peterborough’s growth as part of Sustainable Communities Plan  Downturn in global market e.g. for agricultural products  Grey spending power – restaurants/ bowls/ golf  Change in fashion for food away from prepared/ Food Miles  Diversify the evening economy  Young people (skilled/educated) move away – do they come back?  Up skill local labour  Global warming  New technology/ diversification: Grow small R&D/ High Tech  Gang-master Legislation might include local labour costs. companies  South Holland may not have a sufficiently high regional profile, nor  Sea port and could grow water leisure sector with partner agencies  A better road link to A1- North and South links  Local people do not want to develop some tourism products e.g. bird  Hotel: Springfields/ 1073 Crowland/ watching at the Wash due to perceived disruption.  Tourism – short break, waterway, green/ day trips, the Wash  SHDC Economic Development Team nor aligned to deliver the issues  How we react to global warming/ Wind Farms emerging form the strategy?  Increase in farm gate price  Recognition of Spalding as a Sub Regional Centre  Power Stations have provided considerable S106 “windfalls” that can be used to strengthen the future economy.

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