EEDA Implementation plan cover PRINT FILE FEB 2010:Implementation plan cover artwork 26/2/10 15:49 Page 1 East of England Implementation Plan
The East of England Implementation Plan has been developed by EEDA, EERA and GO-East in partnership with stakeholders in the region.
If you have any questions about the implementation plan or the plan development process, please email [email protected]
If you know anyone who needs this document in another format or language, please contact the East of England Development Agency and we will do our best to help. East of England East of England Development Agency Victory House Vision Park Chivers Way Histon Implementation Plan Cambridge CB24 9ZR Telephone: 01223 713900 Fax: 01223 713940 How the region will deliver Web: www.eeda.org.uk East of England Regional Assembly the East of England Plan and Flempton House Flempton Bury St Edmunds Regional Economic Strategy Suffolk IP28 6EG Telephone: 01284 728151 Fax: 01284 729429 Web: www.eera.gov.uk
February 2010 February 2010 Foreword
East of England Implementation Plan 1 Foreword
Foreword
The East of England set out its long-term vision for the future in its regional economic and spatial strategies published in 2008. These set ambitious targets for economic growth, housing and affordable homes, employment, skills, the environment and more efficient use of resources.
The East of England Implementation Plan sets out how the region will deliver that vision. It creates a common framework for the alignment of national, regional and local investment and sets out compelling evidence to accelerate the funding and delivery of key schemes. This is critical at a time when there are growing pressures on public spending and the East of England already receives one of the lowest levels of public spending per head of any region of the UK. The need to align the funding and activities of partners against commonly shared priorities is greater than ever.
The East of England is the first region to integrate the delivery of its economic and spatial strategies in one Implementation Plan – and on the basis of a shared evidence base. It has been led by the East of England Development Agency (EEDA) and the East of England Regional Assembly (EERA) and developed through consultation with a wide range of stakeholders in the public, private and third sectors. It demonstrates how we are working together to drive forward sustainable economic growth in a challenging environment and to improve the quality of life for everyone who lives and works in the region.
The region will need to overcome many challenges in the future, from improving our transport infrastructure to building the skills level of our workforce, to addressing the supply and affordability of housing and tackling climate change. As this Implementation Plan is taken forward, it will need to be updated to take account of new priorities, legislative developments and constraints on public spending that affect how the objectives of the economic and spatial strategies are delivered. Under the guidance of the new Regional Strategy Board, it is anticipated that this Implementation Plan will assist in the process of future prioritisation and form the basis of a new Single Regional Strategy.
Richard Ellis
Chair, East of England Development Agency
John Reynolds
Chairman, East of England Regional Assembly
2 East of England Implementation Plan Foreword
East of England Implementation Plan 3 Contents
Implementation Plan
1 Introduction 2
1.1 Purpose of East of England Implementation Plan 2
1.2 Context 3
1.3 Our approach 5
2 Our ambitions 10
2.1 Our vision 10
2.2 Ambitions and performance 10
3 Themes and cross-cutting issues 14
3.1 Introduction 14
3.2 Key challenges 16
3.3 Cross-cutting issues 19
4 Housing 25
4.1 Ambitions 25
4.2 Status 25
4.3 Programmes 26
4.4 Key milestones and phasing 40
4.5 Synergies 41
4.6 Delivery and capacity 41
5 Transport 43
5.1 Ambitions 43
5.2 Status 44
5.3 Programmes 44
5.4 Key milestones and phasing 59
5.5 Synergies 60
5.6 Delivery and capacity 60
6 Utilities 63
6.1 Ambitions 63
6.2 Status 64
East of England Implementation Plan Contents
6.3 Programmes 64
6.4 Key milestones and phasing 80
6.5 Synergies 81
6.6 Delivery and capacity 81
7 Enterprise, innovation and business support 84
7.1 Ambitions 84
7.2 Status 85
7.3 Programmes 85
7.4 Key milestones and phasing 104
7.5 Synergies 105
7.6 Delivery and capacity 106
8 Skills and employability 108
8.1 Ambitions 108
8.2 Status 109
8.3 Programmes 110
8.4 Key milestones and phasing 124
8.5 Synergies 125
8.6 Delivery and capacity 126
9 Culture, creativity and the visitor economy 130
9.1 Ambitions 130
9.2 Status 130
9.3 Programmes 131
9.4 Key milestones and phasing 144
9.5 Synergies 145
9.6 Delivery and capacity 145
10 Green infrastructure, landscape, heritage, flood and erosion risk management and the coast 148
10.1 Ambitions 148
10.2 Status 149
10.3 Programmes 149
10.4 Key milestones and phasing 160
East of England Implementation Plan Contents
10.5 Synergies 161
10.6 Delivery and capacity 162
11 Places - our sub-regional priorities 164
11.1 Geography and definition 164
11.2 Common cross-cutting priorities 165
11.3 Introduction to sub-regional priorities 167
11.4 Bedford/Northern Marston Vale 167
11.5 Greater Cambridge 169
11.6 Greater Norwich 172
11.7 Greater Peterborough 174
11.8 Great Yarmouth and Lowestoft 177
11.9 Haven Gateway 181
11.10 Heart of Essex 184
11.11 London Arc West - Hertfordshire 186
11.12 London Arc East - Harlow/Stansted corridor 188
11.13 Luton and Southern Bedfordshire 191
11.14 North/West Norfolk and West Suffolk 194
11.15 Thames Gateway South Essex 198
12 Delivery and monitoring 202
12.1 Leadership and capacity 202
12.2 Regional governance structures 203
12.3 Sub-regional delivery 204
12.4 Regional intelligence 205
12.5 Monitoring 206
Appendices
Glossary 2
Acronyms 9
East of England Implementation Plan Introduction 1
East of England Implementation Plan 1 1 Introduction
1 Introduction
1.1 Purpose of East of England Implementation Plan
The East of England Plan, the regional spatial strategy (RSS) and Inventing our Future, the regional economic strategy (RES) set out a long-term vision for the region’s economic and housing growth. The strategies are owned by the region and can only be delivered through the collaborative work of political, business and community leaders and institutions. This East of England Implementation Plan sets out how the region is working together to deliver the vision and priorities set out in these two strategies.
The East of England is the first region to undertake implementation planning jointly for the RES and the RSS. The publication of these two regional strategies within months of each other and the move towards a Single Regional Strategy under the Local Democracy, Economic Development and Construction Act made a compelling case for developing a joint implementation plan. This approach has been achievable due to the unique degree of alignment between the targets of the two strategies.
The main objectives of this plan are to:
enable a greater co-ordination of delivery and alignment of major investment decisions across organisations to deliver the long-term vision and objectives of the RES and the RSS assist in the process of future prioritisation by setting out robust and compelling evidence to underpin cases for support in the region create a common framework which partners and stakeholders are invited to use to align business and investment plans provide a platform for the development of the proposed Single Regional Strategy that will combine the region’s spatial and economic strategies.
As this Implementation Plan is delivered, the region will need to adapt to a reduction of public resources. This brings into focus the importance of aligning what is available against agreed priorities, and to bring forward new and innovative means of maximising resources.
Much work is already taking place at a regional and sub-regional level to support delivery of the vision of the RES and RSS, and this Implementation Plan does not attempt to cover the full breadth of such activities. The focus is on those developments that bring added value in the area of collaborative working either at a regional or sub-regional level.
This Implementation Plan is the product of a highly collaborative process involving a range of partners from across the region. Partners have been integral in developing the programmes contained in this plan and a draft plan was subject to a formal written consultation. The East of England Development Agency (EEDA), the East of England Regional Assembly (EERA) and the Government Office for the East of England (GO-East), have led on its development with support and endorsement from a range of regional and sub-regional partners. These partners include the Association of Universities for the East of England (AUEE), the Arts Council East, English Heritage, the Environment Agency, the East of England Skills and Competitiveness Partnership (EESCP), the Highways Agency, the Homes and Communities Agency (HCA), the Learning and Skills Council (LSC), Natural England, the East of England Strategic Health Authority, and business representative groups such as the East of England Business Group.
This Implementation Plan has been subjected to, and informed by, an independent appraisal process that combined strategic environmental assessment, sustainability appraisal, equality impact assessment, urban and rural proofing and an assessment of health impacts (ISA), together with a Habitats Regulation Assessment (HRA).
2 East of England Implementation Plan Introduction 1
Notwithstanding these appraisals, this Implementation Plan does not create new policy or make amendments to existing policy. The statements contained within this document form agreed next steps in the process of implementing the RES and the RSS and do not supersede the relevant policies that are regional and expressed locally. For the avoidance of doubt, the contents of this Implementation Plan are not designed to be used in determining planning and other related applications for new development.
1.2 Context
Sub-national review
Publication of this plan comes at a time when there are many planned changes in the organisational landscape of the region. Future structures, roles and responsibilities are still being defined in the light of the proposals under the Sub-National Review (SNR) and other national developments, and these may change further following a general election in 2010.
The Local Democracy, Economic Development and Construction Act supports the creation of new governance arrangements for the region from April 2010. The Regional Strategy Board will be the mechanism by which the responsible regional authority (EEDA and the newly created Local Authority Leaders’ Board acting together), will conclude the review of the RSS and, in time, prepare a new long-term strategic framework called the Single Regional Strategy.
Under the Act, the RSS and the RES will become the Single Regional Strategy from April 2010. The Regional Strategy Board with representation from EEDA, local authorities and regional partners, will take responsibility for leading and monitoring delivery of this joint Implementation Plan.
More information on the delivery and governance structures for this Implementation Plan is set out in Section 12.
Legislative and policy developments
The focus of this Implementation Plan is on delivery of the existing RES and the RSS. However, there are a number of other policies and legislative developments that are influencing how the RES and the RSS are being delivered, and which have therefore been important factors in developing this Implementation Plan.
National Framework for Regional and Local Economic Development
Published in December 2009, the National Framework sets out how the government expects local authorities, regional development agencies (RDAs) and other public sector agencies to collaborate, align resources and help shape the conditions for economic growth and job creation to drive recovery. The National Framework outlines the roles for local, regional and national partners across key economic policy areas and the need for places to focus on their particular strengths. In addition it emphasises the importance of cross-regional collaboration on economic investment, and the need for a more co-ordinated approach across key government departments to support local, city and regional delivery.
The RES and the RSS are consistent with the key economic policy approaches set out in the framework. In particular the RES sets out the need for a collaborative approach with partners in the Greater South East to realise our potential in global markets, and focusses on those sub-sectors and technology areas where the East of England has existing or emerging comparative advantage. The Implementation Plan contains programmes that take this agenda forward, not just in terms of strategic investments in innovation, but in aligning other policy areas such as skills and infrastructure to drive recovery and growth.
East of England Implementation Plan 3 1 Introduction
New Industry New Jobs
In April 2009, the government published ‘New Industry, New Jobs: Building Britain’s Future’. This advocated a strategic approach to industrial policy to prepare for the economic upturn and beyond, and to support investment to build the manufacturing and services for the UK’s future. Alongside, ‘horizontal’ policies to improve the ‘total business environment’, the document set out a number of key ‘vertical’ interventions focussed on high-value areas of global growth and/or rapid and fundamental technological change. These areas included four sectors – digital industries/information and communications technologies (ICT), advanced manufacturing, health and life sciences and low carbon. A number of programmes in this Implementation Plan, particularly in the Enterprise, Business Support and Innovation and Skills and Employability themes are designed to support both the horizontal and vertical elements of the policy.
National Skills Strategy
The National Skills Strategy – ‘Skills for Growth’ – was published in November 2009. The White Paper strengthened the Government’s commitment to a demand-led system in which businesses are given the power to shape the provision of training. RDAs have been given a key role, particularly in terms of leading the preparation of regional skills strategies as part of the Single Regional Strategy and annual investment plans, which will articulate the region’s economic and social requirements with respect to skills and the types of qualifications and training that should be funded and delivered in the region in relation to economic need. The activities needed to deliver the National Skills Strategy at a regional level are reflected in the Skills and Employability theme.
Other national policies
A number of other new developments in national policy have, and will continue to have, an impact on delivery of this plan. These policies, which are referenced within the appropriate theme, include Delivering a Sustainable Transport System, Digital Britain and the UK Low Carbon Transition Plan.
As this Implementation Plan is taken forward, there will be new policies and agendas published. While this Implementation Plan is about implementation of agreed policy, it will be updated to take account of new policies that are aligned to the RES and RSS objectives and affect how the two strategies’ objectives are delivered. This Implementation Plan will continue to require periodic updates to reflect changes to partners’ business plans and strategies and to reflect the new governance arrangements for the Single Regional Strategy. It is anticipated that updates of this plan will form the basis of a new implementation plan to support the Single Regional Strategy as it is developed.
Impacts of the economic downturn
While the strategic objectives of the RES and RSS are long-term, the scale and nature of the delivery challenges are conditioned by economic circumstances. The actions within this Implementation Plan are designed to respond to the current economic downturn and position the region for the upturn.
Many businesses in the East of England are experiencing lower demand for goods and services, unemployment is rising and business and consumer confidence is failing. Housing market activity has fallen sharply as a result of reduced mortgage lending, lack of finance for developers and weak consumer confidence. As a result, the construction of new homes has declined rapidly.
The current situation also makes it more difficult to augment public investment with private or European match funding (such as the European Social Fund (ESF) and the European Regional Development Fund (ERDF) monies). Some public sector budgets, such as EEDA’s single programme budget, have been reduced by central government to fund initiatives to respond to the downturn. A number of public-sector projects have been delayed, often where government funding has been for infrastructure or social housing costs to leverage in private sector development.
4 East of England Implementation Plan Introduction 1
As a live process, the resource requirements in the Implementation Plan will be under continual review through the corporate planning processes of the delivery partners identified. The Implementation Plan takes forward the development of new funding mechanisms, like a Regional Infrastructure Fund (RIF) and Local Asset Backed Vehicles, to stretch the value of up-front public sector investment by clawing back private sector contributions, including from the development sector, at a later date. The RIF work is also looking at the longer-term potential for attracting up-front private sector investment in transport.
1.3 Our approach
This Implementation Plan is the first of its kind and has therefore necessitated an innovative approach to its development. Working with a range of partners, the response has been through two key stages set out below, which is also reflected in the structure of the document.
Stage 1: This Implementation Plan brings together the objectives and policies of the two regional strategies, demonstrates the scale of their shared ambition and, importantly, evaluates the scale of current activity and performance against these. This has allowed us to understand what current and planned activity will deliver and the scale of the challenge still facing us.
Stage 2: Based on a full understanding of our ambitions and current progress towards them, a targeted set of programmes of activity and spatial priorities has been developed. These programmes address the gap between the ambitions of the two strategies and current delivery. They build on existing activity and an understanding of where new interventions are needed and respond directly to the challenges that the East of England is facing, including an understanding of the impacts of recession on the achievement of long-term targets.
Figure 1 illustrates the structured approach to the Implementation Plan and how the identification of a set of targeted regional programmes and spatial priorities will enable us to deliver our stated aims.
Figure 1: Relationship between regional and sub-regional interventions
Section 1 Introduction gives an overview of the purpose of the Implementation Plan, the policy context in which it operates, together with an assessment of the impact of the economic downturn in which it operates.
East of England Implementation Plan 5 1 Introduction
Section 2 Our ambitions sets out the vision and headline targets of the RES and RSS, and gives an indication of our progress against these objectives. The Implementation Plan is published alongside a portfolio of supporting documentation that includes further information on how we are performing against the targets in the RES and the RSS. The supporting documentation also includes an ISA statement, HRA report and other evidence-base documents that have informed the development of this Implementation Plan.
The portfolio of evidence-base documentation is available online alongside the Implementation Plan.
Section 3 Themes and cross-cutting issues introduces the seven themes that are used to structure the delivery programmes of this Implementation Plan. These programmes, which have been developed with partners, set out the short to medium term actions that have been identified as critical to delivering the ambitions of the RES and the RSS. Figure 2 illustrates the 29 programmes of the Implementation Plan.
The thematic programmes support a number of cross-cutting issues that are important to the delivery of sustainable communities, such as health, climate change and equality and diversity.
Sections 4 to 10 cover the programmes in detail under the seven themes.
Figure 2: The programmes of the East of England Implementation Plan
Programme name Page no
Housing
1 Ensuring the supply of market and affordable homes 27
2 Increasing the efficiency and effectiveness of existing homes 31
3 Increasing the supply of affordable homes in rural areas 33
4 Skills and support for delivering and managing sustainable communities 35
Transport
5 Managing transport in growing and congested urban areas 45
6 Improving performance of inter-urban transport corridors 49
7 Improving journeys to international gateways and freight destinations 53
8 Ensuring transport contributes to performance of small market towns, rural and coastal areas 57
Utilities
9 Developing low carbon energy sectors to facilitate sustainable economic growth 65
10 Delivering required water and waste water infrastructure 69
11 Moving to better water efficiency 72
12 Upgrading regional broadband speed and access 75
13 Providing required regional waste infrastructure 77
Enterprise, innovation and business support
14 Key business support products and services 86
6 East of England Implementation Plan Introduction 1
Programme name Page no
Housing
15 Business finance 91
16 International and inter-regional trade, investment and collaboration 94
17 Strategic investments in innovation 98
18 ICT and the workplace 101
Skills and employability
19 Leadership and high-level skills 111
20 Skills for business 116
21 Integrated employability offer 120
Culture, creativity and the visitor economy
22 Supporting creative and cultural industries 132
23 Creative places and communities 135
24 Growing and sustaining the tourism visitor economy 137
25 The London 2012 Olympic Games and Paralympic Games 140
GI, landscape, heritage, flood and erosion risk management and the coast
26 Flood and erosion risk management 150
27 Integrated coastal management 153
28 The natural and historic environment 155
29 Delivering green infrastructure 158
Sub-regional delivery is critical to delivery of the Implementation Plan and is reflected in Places – our sub-regional priorities (Section 11). While the focus is on regional level interventions, both the RES and the RSS include sub-regional objectives and policies. Achieving these is fundamental to the delivery of the wider targets of the RES and the RSS. In the context of the Sub-National Review and the greater emphasis on sub-regional delivery, the identification of implementation priorities for sub-regions is an important step.
This Implementation Plan is not seeking to replicate the content of sub-regional delivery plans. Rather, the aim here is to identify those sub-regional interventions of a scale that makes them significant to the delivery of regional strategy targets and objectives. This approach of working with sub-regional partners to identify priorities and schemes that have a major impact on regional targets helps to increase the coherence of between regional strategy and sub-regional delivery.
More information on delivery at both regional and sub-regional level is set out in Delivery and Monitoring (Section 12). This section sets out the principles of effective leadership, regional and sub-regional delivery arrangements, regional intelligence priorities and monitoring mechanisms.
East of England Implementation Plan 7 1 Introduction
The breadth of the Implementation Plan and its focus on the most critical regional interventions, means that it is not possible to detail all the projects and deliverables being undertaken across the region either at a sub-regional or a regional level. Corporate and business plans of individual organisations will set out more precisely the deliverables referred to in this document. EEDA, for example, will be using the Implementation Plan to guide its own corporate planning processes.
In some cases, it is appropriate to develop a more detailed thematic business plan on a particular aspect of this plan, particularly where the interventions are likely to be delivered jointly by different partners. An example of this is in the climate change action plan, which is published alongside this document. The action plan uses the programmes of the Implementation Plan as its framework for delivery, but gives more detail on the specific projects, outputs, resources and milestones relevant to that area. Other thematic delivery plans will be developed where necessary.
8 East of England Implementation Plan Our ambitions 2
East of England Implementation Plan 9 2 Our ambitions
2 Our ambitions
2.1 Our vision
The regional spatial strategy (RSS) sets out a vision that by 2021 the East of England will be realising its economic potential and providing a high quality of life for its people, including by meeting their housing needs in sustainable inclusive communities. At the same time it will reduce its impact on climate change and the environment, such as through savings in energy and water use and by strengthening its stock of environmental assets.
The vision set out in the regional economic strategy (RES) is for the region to be:
internationally competitive with a global reputation for innovation and business growth a region that harnesses and develops the talents and creativity of all at the forefront of the low-carbon and resource-efficient economy.
This Implementation Plan outlines the key activities over the short to medium term that need to be undertaken to support the longer-term visions of the two strategies.
2.2 Ambitions and performance
The targets in the RES and RSS are uniquely aligned. This was made possible by the ‘joint-modelling’ approach embodied in the East of England Forecasting Model, a model that comprises data and forecasts for housing, demography and the economy, disaggregated by district authority and industrial sectors for the economy. The model was used to develop the headline regional targets in the RES – consistent with the scale and distribution of housing allocations in the East of England Plan.
Figure 3 sets out our current performance against the headline ambitions in the RES and RSS. It also forecasts our likely performance against the targets, assuming no additional interventions and setting out the scale of the delivery challenge in meeting RES and RSS targets. The projections are based on past trends and take account of current interventions insofar as they have impacted on recent performance.
The projections demonstrate that it will be challenging to achieve all regional headline ambitions based on existing activity. It can be seen that most targets have become more challenging since the onset of the economic downturn in 2008, particularly the productivity and jobs and housing growth targets. Significant additional intervention is therefore required to achieve the ambitions of the RES and RSS. The East of England Implementation Plan programmes aim to produce a significant uplift in regional performance, such that regional ambitions are achieved.
Figure 3: Headline targets of the RES and RSS
Headline Target Current Performance Trajectory
Productivity: 2.3 per cent real 1.9 per cent real 1.6 per cent real Based on forecasts gross valued growth per annum, growth per annum growth per annum, from the East of added (GVA) 2008-2031 England per capita 2001-2008 (and 2008-2031, broken Forecasting Model, projected growth of down as follows: Autumn 2009 minus 4.2 per cent in 2009) 2008-10: -2.2 per cent growth per annum
10 East of England Implementation Plan Our ambitions 2
Headline Target Current Performance Trajectory
2010-31: 2.0 per cent growth per annum
Productivity: 2.1 per cent real 1.8 per cent real 1.7 per cent real Based on forecasts GVA per growth per annum, growth per annum growth per annum, from the East of employee 2008-2031 England 2001-2008 (and 2008-2031, broken Forecasting Model, projected growth of down as follows: Autumn 2009 minus 2.3 per cent in 2009) 2008-10: 0.3 per cent growth per annum
2010-31: 1.9 per cent growth per annum
Employment 70 per cent by 2031 67.7 per cent in 2008 68.3 per cent by Based on forecasts Rate for (and projection of 66.6 2031 from the East of 16-74 Year per cent in 2009) England Olds Forecasting Model, Autumn 2009
Adult Skills At least 40 per cent 27.8 per cent qualified 38 per cent qualified Based on rates of qualified to level 4 to level 4 and above in to level 4 and above improvement from and above by 2020 2008 by 2020 2001 to 2008, Annual Population 68 per cent qualified 46.5 per cent qualified 55 per cent qualified Survey to level 3 and above to level 3 and above in to level 3 and above by 2020 2008 by 2020
At least 90 per cent 67.6 per cent qualified 75 per cent qualified qualified to level 2 to level 2 and above in to level 2 and above and above by 2020 2008 by 2020.
Earnings Lower quartile Lower quartile earnings No trajectory Annual Survey of Inequality(1 ) earnings at 60 per at 56.7 per cent of available Hours and Earnings cent of average average earnings in earnings by 2031 2009
Greenhouse CO2 emissions that are CO2 emissions fell at an Average annual Based on forecasts Gas Emissions 60 per cent lower average annual rate of reduction of 0.61 per from the REEIO than their 1990 level 1.31 per cent between cent between 2005 model (Cambridge by 2031 – equivalent 2005 and 2007 and 2031 Econometrics, to a 2.25 per cent 2008) annual average reduction between 2005 and 2031
1 Average earnings relates to gross earnings. Hence, future changes to the tax system, eg more progressive taxes that would narrow the gap between net average earnings and lower quartile earnings, would not affect the outcome in relation to the target.
East of England Implementation Plan 11 2 Our ambitions
Headline Target Current Performance Trajectory
Water Domestic Water Domestic Water Domestic Water Environment Consumption: Consumption at 120 Consumption at 153 Consumption at 144 Agency: derived All Housing(2 ) litres per head per l/h/d in 2008/09 l/h/d by 2030/31 from Water day (l/h/d) by Companies’ Water 2030/31 Resource Management Plans, 2009
Housing: Net 508,000 net 179,500 net additions No trajectory Based on data from Dwelling additions to the total to the total housing available(3 ). Meeting the East of England Completions housing stock stock the target would Annual Monitoring 2001/02-2008/09, require a significant Report 2009/10 2001/02-2020/01 – equivalent to average uplift on annual equivalent to average annual net dwelling completion rates at annual net dwelling completions of 22,400 27,400 per annum completions of throughout 25,400 2008/09-2020/21
Housing: 35 per cent of Affordable housing No trajectory Based on data from Affordable housing coming completions as a available. the East of England Housing forward through percentage of total Performance would Annual Monitoring Completions planning permissions completions rose from require a significant Report 2009/10 granted after the 10.4 per cent in uplift on past publication of the East 2001/02 to 25.6 per performance of England Plan (May cent in 2008/09 2008) to be affordable
Job Growth Net increase of Net increase of Net increase of Based on forecasts 452,000 jobs 171,200 jobs 360,500 jobs from the East of 2001-2021 2001-2008 (and an 2001-2021 England estimated net Forecasting Model reduction of 33,700 jobs in 2009)
2 No data are available to forecast domestic water consumption in new build housing (RSS Target is for domestic water consumption to reduce consumption to 115 l/h/d). Water companies provide an estimate of per capita consumption (PCC) in new homes completed in each year, but this only relates to housing built in that year. New build housing in previous years is included within a category for all metered properties. As such it is almost impossible to disaggregate the PCC of new homes built in previous years from all the other types of metered properties. There is also very little data currently reported on the actual level of water efficiency being achieved by new homes. 3 Trajectories showing local authority expected completions up to 2021 will be published in the East of England Plan Annual Monitoring Report in March 2010.
12 East of England Implementation Plan Themes and cross-cutting issues 3
East of England Implementation Plan 13 3 Themes and cross-cutting issues
3 Themes and cross-cutting issues
3.1 Introduction
This plan comprises 29 programmes classified under seven themes designed to reflect the ambitions of the regional economic strategy (RES) and the regional spatial strategy (RSS). Each theme has been through a process of identifying joint implementation priorities and the scale of the implementation challenge reflecting current activity. The programmes have been developed in close consultation with partners and include a range of interventions that include infrastructure projects and broader areas of activity.
Each of the programmes in this plan has been through a rigorous process to ensure they all adhere to the following set of criteria:
are not restricted to short-term funding cycles are of regional significance. have long-term objectives that are derived directly from the RES/RSS are designed specifically to tackle market failure contain a portfolio of projects, rather than a single project are underpinned by distinct and individual logic models.
The programmes cannot be delivered in isolation from one another. Links between the programmes are detailed in a section under each of the themes. Figure 4 summarises the main links between programmes and the themes.
Figure 4: Links between programmes and themes
Themes the and e ability and
Programme name Support economy Innovation Employ eativity ransport Infrastructur Utilities Housing cr T and e, visitor een Business Gr Skills Cultur Enterprise,
Housing
1 Ensuring the supply of market and affordable homes ** ** * * * *
2 Increasing the efficiency and effectiveness of existing ** ** ** homes
3 Increasing the supply of affordable homes in rural areas ** ** * *
4 Skills and support for delivering and managing ** * ** ** sustainable communities
Transport
14 East of England Implementation Plan Themes and cross-cutting issues 3
Themes
5 Managing transport in growing and congested urban ** ** ** areas
6 Improving performance of inter-urban transport * ** ** corridors
7 Improving journeys to international gateways and freight destinations
8 Ensuring transport contributes to performance of small * * * ** market towns, rural and coastal areas
Utilities
9 Developing low carbon energy sectors to facilitate ** ** ** sustainable economic growth
10 Delivering required water and waste water infrastructure ** ** **
11 Moving to better water efficiency * * * **
12 Upgrading regional broadband speed and access * * * *
13 Providing required regional waste infrastructure ** * *
Enterprise, innovation and business support
14 Key business support products and services ** *
15 Business finance * *
16 International and inter-regional trade, investment and * * collaboration
17 Strategic investments in innovation * ** **
18 ICT and the workplace ** ** *
Skills and employability
19 Leadership and high-level skills * ** *
20 Skills for business * ** *
21 Integrated employability offer * * * ** *
Culture, creativity and the visitor economy
22 Supporting creative and cultural industries ** *
23 Creative places and communities * * *
24 Growing and sustaining the tourism visitor economy * * **
25 The London 2012 Olympic Games and Paralympic Games *
GI, landscape, heritage, flood and erosion risk management and the coast
East of England Implementation Plan 15 3 Themes and cross-cutting issues
Themes
26 Flood and erosion risk management * **
27 Integrated coastal management * * *
28 The natural and historic environment * **
29 Delivering green infrastructure ** * *
3.2 Key challenges
Responding to the recession
While the strategic objectives of the RES and RSS are defined over long-term horizons, the scale and nature of the delivery challenges are conditioned by immediate economic circumstances. How we respond to the current economic downturn, and position the region for the upturn across the breadth of the thematic programmes and sub-regional priorities, will be critical for the success of this Implementation Plan.
Some drivers of the business environment changed during this recession and they will influence the speed and nature of recovery(4 ). The programmes set out in this Implementation Plan address them directly while delivering against the region’s long-term ambitions:
access to finance: as financial institutions consolidate bad debts and re-build their balance sheets, this is likely to be partly financed by charging more for credit and banking services. Financial institutions may become more risk averse and lending criteria are like to remain strict for some time to come. The business finance programme includes a package of measures to improve access to finance, from transition loans for short-term needs to growth loans for longer-term investment. consumer demand: consumer demand is likely to be dampened in the years to come as individuals pay off loans or retain savings in the face of job and financial insecurity. The business finance programme includes a proof of concept package for testing the commercial viability of new and innovative products, while grants for research and development (R&D) will help businesses conduct research and development work for technologically innovative products or processes. intermediate demand: demand for raw materials, semi-finished goods for manufacture, or finished goods for resale is reduced during and after a recession. The key business support products and services programme includes specialist support for embedding IT systems, while the region's Manufacturing Advisory Service (MAS-East) helps manufacturers move towards leaner production processes. external demand: the recession has been global in nature and has affected the UK’s main trading partners. The international and inter-regional trade, investment and collaboration programme strengthens the support infrastructure for businesses trading in international markets and collaborating internationally. business restructuring and reconfiguration: recessions create a business environment in which improving efficiency and lowering costs are necessary for immediate survival and future profitability. The key business support products and services programme includes measures like the Improving Your Resource Efficiency service, which will help businesses improve their efficiency and long-term
competitiveness whilst also reducing CO2 emissions, landfill, water consumption and materials use.
To survive, many businesses have needed to reduce their workforces or close parts of their business. This process of restructuring and adaptation has resulted in job losses and fewer employment opportunities. The Implementation Plan includes programmes of activity to address these challenges:
4 See East of England Recession Impacts (September 2009), Insight East.
16 East of England Implementation Plan Themes and cross-cutting issues 3
lack of opportunity for new labour market entrants as the main driver of rising unemployment: unemployment has risen over the course of the downturn, particularly amongst young people. The integrated employability offer programme will provide young people with training to develop their employability skills as well as information, advice and guidance based on spatial and sector needs and future job markets. labour demand and the legacy of unemployment: experience from past recessions shows that unemployment continues to grow even after a recession has officially ended and that high unemployment rates can persist for years. The integrated employability offer programme will provide comprehensive support to individuals made redundant or at risk of redundancy, guided by sector and spatial needs and focusing on re-training in areas of employment growth.
The recession has also severely affected the region’s housing market, stalling the delivery of new homes and affecting the supply of affordable housing. The Implementation Plan includes measures to support the delivery of homes in this difficult context. The market and affordable homes programme includes support for new models of delivery capable of introducing new resources such as Local Asset Backed Vehicles (LABVs) and Local Housing Companies (LHCs). The affordable homes in rural areas programme supports Community Land Trusts as routes to delivery in rural parts of the region.
However, the impact of the recession has varied across the region(5 ). The areas experiencing the greatest increase in unemployment are mostly those that had high rates of unemployment prior to the recession.
Figure 5 below shows how the pattern of increased unemployment has played out across the region.
Figure 5: Unemployment in the East of England 2008-2009
Unemployment in the East of England 2008-2009
The sub-regional priorities of the Implementation Plan address the local effects of the downturn while positioning for the upturn.
As this Implementation Plan is taken forward, it is likely that public expenditure will continue to be reconfigured in order to reduce the public-sector budget deficit. Some public sector budgets and projects have been cut or delayed and this situation is likely to continue. For example, the £100 million regeneration of Hatfield town centre has been postponed due to the current investment climate. The current situation also makes it more difficult to augment public investment with private or European match funding.
5 The sub-regional sections of the evidence base in the supporting documentation portfolio present more detailed information on the region’s economic geography.
East of England Implementation Plan 17 3 Themes and cross-cutting issues
Resource requirements for each of the programmes have been identified as far as possible. However, as a live process, the resource requirements will be under continual review through the corporate planning processes of the delivery partners identified.
Delivering sustainable communities
This Implementation Plan is designed to allow the region to deliver sustainable communities. A sustainable community is one that is organised so as to enable all its citizens to meet their needs and enhance their well-being without damaging the natural world or endangering the living conditions of other people, now or in the future. The following principles are adopted:
governance – well-run communities with effective and inclusive participation, representation and leadership. environmental – providing places for people to live in an environmentally friendly way, including awareness of, and action on, climate change. economic – a thriving, vibrant and diverse local economy. housing and the built environment – well-designed, high-quality buildings in a well-balanced built and natural environment. transport and connectivity – well-connected communities with good transport services linking people to jobs, health and other services. services – public, private and community and voluntary services that are available to all. social and culture – active, inclusive and safe with a strong local culture and other shared community activities. Equity – fair for everyone in our diverse world and both for today’s and for tomorrow’s communities.
These principles guide both the RES and the RSS - and in consequence this Implementation Plan – and will be implemented at the local level through Sustainable Community Strategies, Local Development Frameworks and a range of supporting strategies. A practical toolkit, shown in Figure 6, is designed to embed these principles. Sustainable Communities is cross cutting in that it describes in a holistic way the principles, and associated actions, required to deliver the sort of well-balanced society we all strive for. It is a composite of the themes and cross-cutting issues such as equality and diversity and health.
The delivery of the place-based elements of the programmes in this Implementation Plan is designed to support and strengthen local sustainable communities, by promoting the delivery of regionally important interventions in ways that are integrated with, and add value to, local delivery.
The principles of sustainable communities fit with holistic approaches to planning and delivering local services, and to programmes for growth and change, exemplified in recent strategic initiatives at the regional and local level within which the Implementation Plan will be delivered.
One example is the Total Place Initiative being introduced by government in partnership with local authorities. The impact of the economic downturn means all of the public sector needs to find radical new solutions not only to deliver better value for money, but also to deliver better local services more tailored to local needs. A number of local authorities and partnerships are piloting a re-consideration of the way public services are planned and delivered through Total Place. This takes a ‘whole area’ approach to public services, which can lead to better services at less cost. It seeks to identify and avoid overlap and duplication between organisations – delivering a step change in both service improvement and efficiency. It may also lead to transformational change where agencies agree to change existing processes and priorities to make a radical change in delivery to one where the overriding concern is about outcomes rather than the independence of operation of agencies.
18 East of England Implementation Plan Themes and cross-cutting issues 3
Figure 6: The Excellence Framework, Inspire East
The Excellence Framework, Inspire East
At the sub-regional level, the East of England Development Agency (EEDA) has pioneered the development of Integrated Development Programmes (IDPs), in conjunction with the East of England Regional Assembly (EERA), Government Office for the East of England and Regional Cities East. IDPs are investment planning tools, based on functional economic areas, which set out how local partners aim to deliver sustainable growth and where, in order to challenge market failure or to provide essential infrastructure, priority investment should take place. They have been developed for most of the region’s ‘engines of growth’ areas and provide the evidence and business case at the more local level for both public and private sector investment. A Toolkit has been developed to assist local partners develop their IDPs and this has been updated to take account of major changes such as the introduction of the Community Infrastructure Levy. It also provides advice to both local and regional partners in how best to make use of assets at a time of diminishing public sector resources.
A third example is the Single Conversation, promoted by the Homes and Communities Agency. This is a dynamic business process designed to bridge local ambition and national targets, providing a shared investment agreement and local delivery, based on a shared vision and objectives for places. The term ‘Single Conversation’ refers to its comprehensive coverage – including the full range of housing, infrastructure, regeneration and community activities that is within its scope.
3.3 Cross-cutting issues
Under the umbrella of sustainable communities, three cross-cutting issues have been identified that are viewed as particularly pertinent to the delivery of the RES and RSS, that cut across the themes and sub-regional regional priorities:
climate change equality and diversity health
East of England Implementation Plan 19 3 Themes and cross-cutting issues
The delivery of objectives associated with these areas is often about the way programmes are designed and delivered and, therefore, appropriate actions are integrated into the relevant programmes. Delivery of all programmes need to have regard to the proposals within these cross-cutting areas.
It should be noted that, in many cases, the cross-cutting areas are part of wider national, regional and local strategies and programmes. The issues and proposals addressed here in the cross cutting areas specify the particular areas that overlap with and have relevance to the ambitions of the RES and the RSS.
Climate change
This Implementation Plan will be delivered within the context of a rapid social and economic transition to a low carbon economy. Global, national and regional targets are in place to make substantial reductions in greenhouse gas emissions over the timescale of this document. This transition offers many potential rewards and opportunities if we act early, appropriately and effectively.
We will make this transition during a time when the impacts of climate change will introduce increasing economic, social and environmental risks. The UK Climate Projections (UKCP09)(6 ) provide the best available information for how the climate is likely to change across the region in the future and helps to define what these risks may be. To effectively address these risks, our interpretation of these projections should be evident across all programmes.
To progress mitigation and adaptation to the required scale, credible solutions will need to be integrated into core service delivery, embedded into measurements of success and have long-term viability. Our ability to make these changes and encourage stakeholders to take responsibility for this shared challenge will shape the extent of the benefits low carbon will bring. As yet, not all of the solutions are evident, so a flexible innovative approach must be encouraged.
The Implementation Plan has been subject to an integrated sustainability appraisal based on the region’s Integrated Sustainability Framework (ISF). The ISF contains objectives that seek to ‘reduce greenhouse gas emissions’ and ‘adapt to the impacts of climate change’.
Climate East, the Regional Climate Change Partnership, has reviewed and revised each theme in this Implementation Plan. Actions from the programmes that forward the shift to a well-adapting, low carbon region are detailed below. Alongside these actions, Climate East has developed a plan of work that will support and strengthen this implementation and also focus on short-term climate change imperatives. The Climate East Action Plan is available from www.climate-east.org.uk.
Actions in this Implementation Plan that forward the shift to a well-adapting, low carbon region include:
the instigation of measures that will provide a reduction in greenhouse gas emissions associated with transport, commensurate with levels of predicted growth. A clear shift to more appropriate, efficient modes throughout the region with an improving role for information communications technologies (ICT) and improved mechanisms for the distribution of regional freight and the impact of gateway passenger movements targeted steps to ensure the reduction of energy use within existing housing and the upgrading of skills to make certain that future domestic growth will be holistically resource efficient and fit for the purposes of low carbon society a facilitation of the development of low carbon energy business sectors such as offshore wind, marine energy, nuclear power, carbon capture and storage, low carbon construction and ultra-low carbon vehicles support for some of the ambitions of New Industry, New Jobs agenda by improving skills for a responsive modern economy, by promoting resource efficiency in business enterprise, and by helping businesses respond to the new economic opportunities given by the shift to a low carbon economy. Strengthening
6 http://ukclimateprojections.defra.gov.uk/
20 East of England Implementation Plan Themes and cross-cutting issues 3
the region’s agricultural economy by responding to the market for local food production, by building on new food consumption patterns a planned approach to refining processes across sectors to draw out improvement and efficiency, particularly in use of utilities, eg effective and efficient water systems, use or disposal of waste arisings. Results will signify smarter, innovative, integrated ways of working that are intrinsically low carbon positioning of culture, creativity and the visitor economy at the heart of the region’s performance, increasing efficient practices and enhancing the quality of our environment the continued development of green infrastructure aligned with a landscape scale perspective of habitats that will contribute to protecting natural and historic assets evaluation of the risks posed by changing weather patterns associated with climate change leading to proportional, considered mitigation measures and adaptation of regional assets and infrastructure, including integrated, concerted action to combat the effects of climate change on the coast.
Equality and diversity
All communities make a vital contribution to the economic, social and cultural success of the region. Promoting equality and tackling barriers, which affect under-represented groups, ensure that we are able to harness the potential of the region’s diverse and talented population.
An equality impact assessment (EqIA) of the Implementation Plan was undertaken, as part of the broader integrated sustainability appraisal (ISA). The primary function of an EqIA is to assess whether the Implementation Plan is likely to have a positive or negative impact on different groups of people, or how it may have a differential effect on different groups. The EqIA assessed the impacts of the draft Implementation Plan across six equality strands within the community - race, disability, age, gender, sexual orientation, religion and faith. Recommendations from the ISA informed the development of the final version of this Implementation Plan.
Actions to promote equality, diversity and inclusion are integrated throughout this Implementation Plan, examples of which include:
low-quality housing and a poor environment are often acute for disadvantaged groups. Actions under the housing programmes to increase the supply of affordable, decent and accessible housing will be of particular assistance to a wide range of groups within the community facing social or economic hardship in the short term, the recession can be a threat to economic and social participation in the region. Providing support to employers to help them attract and retain the best talents in their workforce and invest in their future is needed. A diverse talent pool of people can help businesses through the downturn, and enable them to respond swiftly and appropriately when the economy starts to recover. The enterprise theme includes measures to help ensure that mainstream business support is accessible to a wide range of communities. Initiatives such as the women’s enterprise programme are designed to encourage entrepreneurial aspirations among groups that have traditional low start-up rates there is evidence that unemployment is increasing most amongst the lower-skilled, which disproportionately include those from disadvantaged backgrounds, such as disabled people, certain sections of the ethnic minority communities, and people from the younger and older age groups. Actions within the skills and employability theme are designed to provide the unemployed with a comprehensive offer of support to build their skills and find employment, particularly in the region’s least prosperous areas the rural character of the region and problems with transport can further compound the disadvantage experienced by these groups. People with mental health problems for example, can face social isolation and economic exclusion because of poor transport preventing them from accessing the appropriate services they need. The transport theme includes action to improve access there are areas of deprivation in urban areas, which disproportionately affect the region’s ethnic minority communities. The sub-regional section of this plan highlights the need for a targeted approach to
East of England Implementation Plan 21 3 Themes and cross-cutting issues
improve the physical fabric of our urban areas, alongside tackling barriers to social and economic participation the 2012 Olympic and Paralympic Games, under the culture theme, provide a huge opportunity for the region to promote social and economic inclusion for disadvantaged groups through, for example, volunteering schemes, and healthy living schemes.
In order to deliver our programmes effectively, we also need improved disaggregation of data so that we can better understand the region’s demography and identify trends and gaps affecting the different communities that make up the East of England.
Health
Improving the health and well-being of those who live and work in the region, and those who visit, is important for the success of the Implementation Plan. The delivery of health services themselves are dealt with outside of the scope of the Implementation Plan, directly through Primary Care Trusts and Hospitals and in partnership with Local Strategic Partnerships. However, local services such as social care, education, housing, culture, environmental services, community safety and transport all have a huge impact on the health of our population. Ensuring good employment and training opportunities is a key determinant for how healthy people are. Health is, therefore, a cross-cutting issue throughout the Implementation Plan.
The ambitions of both the RES and the RSS include a wide range of objectives that are critical to creating and sustaining healthy communities. The actions set out in the Implementation Plan seek to achieve this, both directly and indirectly. The principles set out in the Department for Communities and Local Government's (CLG's) Securing the Future: Delivering UK Sustainable Development Strategy are followed: “to ensure a strong healthy and just society which aims to meet the diverse needs of all people in existing and future communities, promoting personal well being, social cohesion and inclusion and creating equal opportunities for all.” More specifically, Planning Policy Supplement 1 Delivering Sustainable Development has required that the RSS should: “protect human health and address accessibility for all members of the community to a range of facilities including health, leisure and community services [and produce] safe, healthy and attractive places to live, and support the promotion of health and well being by making provision for physical activity.”
NHS East of England has adopted a Health in All Policies approach, which considers the health implications and the linkages with health delivery in all policy areas. The Implementation Plan also takes this approach and recognises the importance of health as a key contributor to the region (the NHS is our largest employer and invests over £8 billion each year), the importance of health as a key determinant of economic success as well as the impact of the themes on the health of the population. EEDA and the Strategic Health Authority have agreed a concordat of joint working, the focus of which is around Innovation, Employment and Health, and Sustainability.
The Implementation Plan demonstrates that Health is present throughout all of the action themes:
the housing theme includes programmes aimed at providing a decent home for all, recognising that this is key to educational attainment and employment prospects as well as physical and mental well-being. Particular attention is given to vulnerable groups transport aims are to reduce congestion and associated health problems, together with ensuring accessibility to the range of facilities and services essential for a healthy community the utilities theme works towards a low carbon future as part of action to tackle climate change which, unless mitigated, will cause health stress both within the region and beyond. It also seeks to improve accessibility to all through universal broadband coverage, which has the opportunity to help those who would otherwise be isolated within the community the region has particular strengths in Life Sciences and Health Care, and a key priority within enterprise is to maximise job and business creation by facilitating taking potential products to commercial viability
22 East of England Implementation Plan Themes and cross-cutting issues 3
recognising that for many people being in meaningful work is perhaps the most important factor in determining physical and mental well-being, the skills and employability theme acts to ensure training opportunities are both accessible and appropriate the emphasis on quality of place includes a commitment to high-quality design in the built environment, responding to the need for healthy living opportunities in circulation and movement, leisure and recreation through culture, the opportunities for both exercise and the development of places where people enjoy living, will be better achieved and, finally, the assurance of protecting bio-diversity, the quality of places and the impact of a healthy natural environment will be delivered through the green infrastructure theme.
East of England Implementation Plan 23 Housing 4
East of England Implementation Plan 24 Housing 4
4 Housing
4.1 Ambitions
Providing good quality and affordable housing in sustainable communities is central to the region’s ambitions as set out in the regional economic strategy (RES) and the regional spatial strategy (RSS). Housing is at the heart of sustainable place making and has a huge impact upon the quality of life and health of local people, but is also critical to the attraction, development and retention of business and skilled labour. How the region delivers the housing agenda will impact directly on high-level outcome targets for CO2 emissions and housing numbers, and indirectly on gross valued added (GVA) growth and employment numbers. Housing is closely related to a wide range of considerations including transport, health, educational attainment and utilities demand. The region is concerned with more than just the number of new homes delivered (important as this is): ensuring high quality and design of homes and neighbourhoods; meeting housing needs; creating balanced and sustainable communities; and contributing to the economic and social well-being of the East of England.
The growth of housing in the region is of national significance. The government identified three of the four national growth areas within, or as part of, the region: Thames Gateway; M11 corridor; and Milton Keynes (covering large parts of Bedfordshire). Growth points have been formally identified for Peterborough, Stevenage, Chelmsford, Bury St Edmunds, Greater Norwich, King’s Lynn, Thetford and Haven Gateway. The total growth – of 508,000 new homes to be built within the 20-year period to 2021 – is a very challenging target.
Housing growth issues are extensively covered in the RES and the RSS. The RSS contains two housing related targets: 508,000 new homes to be built between 2001 and 2021; and a target of 35 per cent of these new homes to be affordable (social rented or shared ownership). In addition to these high-level targets, the region has broader housing objectives including: ensuring existing stock of all tenures is decent; the needs of vulnerable groups are met; improving the environmental performance of all homes existing and new; and ensuring that the spatial distribution of new homes is aligned to jobs growth and the creation of places, of communities, that people will want to live in. Housing will be one of the sectors that has very strong potential to be able to deliver the CO2 reductions that will be required for the transition to a low carbon society.
In June 2008, the government asked the East of England Regional Assembly (EERA) to undertake an immediate review of the RSS in order to extend the period until 2031 and to take account of how further potential increases of supply would impact on affordability. Consultation on the possible levels/locations of such growth was completed in November 2009 and the draft plan is due for submission to the Secretary of State in March 2010. At this stage the review is not part of this Implementation Plan.
4.2 Status
The period from 2001-2007 saw annual supply falling short of the required annual average of 25,400 although completions in 2007-08 reached 26,700 which, if growth continued at this level for the remaining years of the Implementation Plan would have achieved the overall target. Since then, the recession has had a dramatic impact on housing completions and early indications are that under 21,000 new homes were completed over 2008-09. Local authorities are predicting even lower estimates for the next two years, rendering an already challenging target very difficult to achieve.
Affordable homes are much needed and the RSS states that at least 35 per cent of the total number of new homes built need to be affordable in order to contribute towards the identified need of 11,600 new affordable homes per annum. These affordable homes are normally constructed alongside those built by private housebuilders for general sale and, in the main, delivery is achieved through obligations placed on planning permissions for new housing - also known as Section 106 agreements (s106). Public funding via the National Affordable Housing Programme (NAHP) has also played an important part in supplying new affordable homes. Delivery of affordable homes exceeded the targets set in the NAHP, consistently delivering the best value in
East of England Implementation Plan 25 4 Housing
the country in terms of lowest grant per affordable home delivered. Affordable housing comprises homes for rent and low cost home ownership (usually shared ownership); the region has agreed a tenure split target for affordable housing of 70 per cent rent and 30 per cent intermediate rent and low cost home ownership.
Even with public investment and the planning gains through s106 the proportion of affordable homes delivered remains well below 35 per cent. Between 2001 and 2008 only 15 per cent of total new housing was affordable, though this had improved to 19 per cent in 2007-08. This still only delivered 5,247 new homes, well below the needs of the region. The gradual progress of Local Development Frameworks (LDFs), which apply local affordable targets, should increase the number delivered, though, as of December 2009, only 11 core strategies have been adopted in the East of England. Percentage figures of affordable homes delivered will rise substantially in 2008/09 - owing to the impact of recession and reduction in private completions - but this will fall well short of targets in terms of absolute numbers of new homes.
Meeting the impact of climate change, including the need to ensure that both existing and new homes are far more efficient, will prove very challenging. Progress has been made on improving delivery on environmental targets. Examples include the exemplar Carbon Challenge project in Peterborough, continued improvement in the energy efficiency of existing – largely social housing – stock, and pilot projects on providing more sustainable energy sources for ‘off gas grid’ housing in conjunction with the Anglia GO Warm Fuel Poverty Programme. The scale of the challenge, however, means that there is much to be done, particularly in embedding the good practice already developed across the region.
The region has made progress in action to meet the skill requirements to facilitate sustainable growth and is well advanced in ensuring effective integrated planning and delivery mechanisms are in place locally.
The total resource allocation for housing and regeneration in the Regional Funding Advice 2 (RFA2) (2008-2011) is £1,340 million, or which £712 million (53 per cent) is for affordable housing, the rest being spread across public sector decent homes, private sector renewal, Regeneration and Growth Area Funding. In addition, local councils and Housing Associations make an important contribution. Local authorities may contribute resources for new homes through use of their land and assets and where they still have their own stock of council housing though direct investment in its upkeep and improvement. Housing Associations may supplement new build through use of their own reserves and through maintaining and improving existing homes.
4.3 Programmes
The following programmes have been identified as key to delivering the ambitions for this theme.
Programmes Programme components
1 Ensuring the supply of market and affordable (1a) Regional collaboration on the approach to homes integrated delivery
(1b) Roll-out of the single conversation and IDPs/investment plans
(1c) Ensuring the housing needs of vulnerable groups are recognised and met
(1d) Delivering housing and economic growth through regeneration
2 Increasing the efficiency and effectiveness of (2a) Promoting take-up existing homes (2b) Development of a regional retrofitting for resource efficiency programme
26 East of England Implementation Plan Housing 4
Programmes Programme components
(2c) Best practice advice on maximising the use of housing stock
3 Increasing the supply of affordable homes in (3a) Funding for rural affordable housing rural areas (3b) Facilitating local initiatives
(3c) Community Land Trusts
4 Skills and support for delivering and managing (4a) Guidance and support to creating successful sustainable communities places and housing’s role within it
(4b) Development of a single regional action plan on skills for sustainable communities
(4c) Meeting current and future skill needs
(4d) Sharing intelligence and best practice
(4e) Specialised support for sustainable development
(4f) Innovation
Programme 1: Ensuring the supply of market and affordable homes
Description and strategic fit
The scale of the challenge of building open market (i.e. unsubsidised) and affordable homes required by the RSS is a significant challenge. Recession has had a major impact on the delivery of housing in the region. Prior to the downturn, the majority of affordable housing in the East of England was being delivered as a result of s106 planning agreements, but as values have dropped so has the economic viability of sites and the volume of homes delivered through this route. The constraints on performance to date, set out above, means that there must be a concerted effort by the region to maximise delivery and resources, in particular by collaborative and cross-regional working. This will require making resources go further, attracting new investment and developing innovative uses of these resources to deliver more housing. The introduction of community infrastructure levy (CIL) early in 2010 will be a significant change to the way infrastructure will be funded and will need to be factored into future delivery.
Key to the process will be: the adoption of core strategies and other local development plans; roll out of the Single Conversation; and the continued development of the Integrated Development Programmes (IDPs).
The needs of vulnerable groups must be met within the region both through improving existing support and housing and through the provision of new homes as well as meeting the requirements of an increasingly ageing population.
This programme seeks to improve the planning and delivery of new homes within a more integrated framework that aligns the activity of key partners and which maximises the resources available. Given that the housing market will take some time to recover and public resources are constrained, efforts will be focussed on maximising the use of assets. Whilst housing delivery will still be influenced by market shifts, the region should be better placed to weather future difficulties.
East of England Implementation Plan 27 4 Housing
The programme supports Policy H1 (Regional Housing Provision 2001-2021), and Policy H2 (Affordable Housing) of the RSS and plays a role in furthering the aims of the Resource Efficiency, Economic Participation and Spatial Economy goals in the RES. It also supports the delivery of national housing targets for new and affordable homes.
Implementation
Leadership
The East of England Development Agency (EEDA) and East of England Local Government Association (EELGA) together with the Housing and Communities Agency (HCA) will lead on this programme.
Monitoring
EEDA and EELGA together with the HCA will be responsible for monitoring this programme.
Resources
The programme is geared around existing funding programmes and seeks to gain leverage by aligning the investment of partners and by developing means to attract additional investment.
1a Regional collaboration on the approach to integrated delivery
Providing a regional focus to the provision of the prerequisites to ensure a healthy supply of new homes. being provided, particularly affordable homes. This focus will be co-ordinated by the establishment of an appropriate grouping of regional partners to give guidance and oversight to: support for the delivery of major housing sites lobbying, support and application of new models of increasing resources for infrastructure (Regional Infrastructure Fund (RIF), Transport Innovation Fund (TIF), etc) The development of new delivery models capable of introducing additional resources (eg Local Asset Backed Vehicles (LABVs), Local Housing Companies, Equity investment) supporting existing delivery vehicles and mechanisms the encouragement of the provision of mortgage options and availability for low-cost home ownership/shared ownership provision the encouragement and co-ordination of the release of public sector land and assets to support and stimulate housing delivery.
Key Delivery Agents Budget Results
Regional collaboration will The process of better Outputs: include: collaboration will not require additional regional partner arrangements which result HCA resources. The budgets in improving the ability to delivery (within EEDA likely to apply to the actual 2010) EELGA delivery are the sites brought forward GO East mainstream budgets of the delivery models created Highways Agency key organisations together mortgage facilities agreed and provided Environment Agency with local authorities. new sites released. National Health It is accepted that funding Service (NHS) Outcomes: for infrastructure is not fully Natural England. identified hence efforts to an increase in supply of new homes which find additional resources. can be evidenced to the action taken
28 East of England Implementation Plan Housing 4
1a Regional collaboration on the approach to integrated delivery
The HCA will lead on improved value for money delivery with local an increase in resources able to be invested authorities, registered better quality development due to the social landlords and other alignment of infrastructure needs. providers.
1b Roll out of the single conversation and IDPs/investment plans
Establishment of priorities for housing and regeneration delivery and the requirements, in terms of investment and logistical support, to deliver them. A joint statement will be produced by HCA and EEDA setting out the relationship between the Single Conversation and IDPs.
Key Delivery Agents Budget Results
HCA will lead on the Single Within existing resources. Outputs: Conversation and EEDA for IDPs, following priorities the Single Conversation commenced across agreed with local the region, with at least two formal authorities and agreements signed (March 2011) sub-regional partnerships. IDPs (or equivalent) in place for all of the The plans will be locally ‘engines of growth’ owned and delivered. the joint statement between HCA and EEDA agreed in early 2010. Both the Single Conversation and IDPs will Outcomes: involve various partners (regional and local) in clear plans for future housing delivery establishment and delivery. an increase in the numbers and range of appropriate housing outputs delivered increased GVA .
1c Ensuring the housing needs of vulnerable groups are recognised and met
Support for local authorities in their development and delivery of their housing strategies and LDFs accompanied by a requirement to address the needs of older people, gypsies and travellers (etc) in their delivery.
Development should support meeting the housing needs of all ages, for example a range of options for elderly people.
Key Delivery Agents Budget Results
The responsibility for Funding for delivery will be Outputs: delivery rests with local through existing HCA and authorities, but support local authority budgets.
East of England Implementation Plan 29 4 Housing
1c Ensuring the housing needs of vulnerable groups are recognised and met
should be given through There is a need to align arrangements – including best practice HCA, EELGA and Regional revenue spend, including advice and direct assistance – in improving Housing Advisory Group Supporting People funding, the consideration of vulnerable groups (RHAG). with agreed capital included in appropriate plans investment. an increase in the numbers and range of appropriate housing outputs delivered.
Outcomes:
an increase in the numbers and range of appropriate housing outputs delivered.
1d Delivering housing and economic growth through regeneration
Joint working between the HCA and EEDA to identify and deliver opportunities for regeneration leading to additional housing provision with a focus on:
town centre regeneration Thames Gateway South Essex coastal towns market towns with significant challenges.
Opportunities will be taken to incorporate local labour and skills training to help provide sustainable benefit to local communities.
Key Delivery Agents Budget Results
Regional partners, Thames Gateway has ring Outputs: particularly EEDA and HCA, fenced budgets to March together with the relevant 2011. There are no specific a series of jointly agreed investments with local authorities and budgets for other areas. clear outputs and outcomes set out. delivery agents. Funding will come from existing budgets (local Outcomes: authorities, HCA, EEDA, increased GVA Department for Communities and Local demonstrable progress against the key Government (CLG)) priorities agreed (eg numbers employed and together with leveraging in quality of jobs, homes improved or private investment. As it is completed, environmental objectives likely that these resources achieved). will not match overall needs, additional resources will need to be identified together with a strict approach to prioritisation within the region.
30 East of England Implementation Plan Housing 4
Programme 2: Increasing the efficiency and effectiveness of existing homes
Description and strategic fit
Reducing energy consumption and the production of CO2 from existing homes within the region is critical to delivering both RES and RSS ambitions. Given its CO2 impact, the energy efficiency of existing housing stock warrants particular attention. To further this, the region needs to understand better where the most pressing challenges are in order to ensure resources are deployed in the most effective manner. Whilst the government has developed national approaches, such as requiring energy companies to support energy saving measures, further coordination and targeting would increase take-up, lower unit costs and maximise benefit.
Homes in the East of England have average thermal efficiency; but private rented and homes in rural areas are some of the least efficient. Targeting the right tenure and locations will be significant part of the programme. Water and waste efficiency in homes will be incorporated into the programme. Finally, although the way in which existing stock is utilised is a matter for local authorities, better dissemination of best practice can improve the way stock is used, such as quicker turn-round of voids, returning long-term empty properties back into use and tackling under- or over-occupied homes.
The programme supports Policy ENG1 (Carbon Dioxide Emissions and Energy Performance) and WAT1 (Water Efficiency) of the RSS and plays a role in furthering the aims of the Resource Efficiency goal in the RES.
Implementation
Leadership
EEDA and EELGA will oversee the whole programme, although delivery at the local level will be co-ordinated by local authorities and other stock-owning bodies.
Monitoring
It is proposed that lead agencies be identified.
Resources
Resources for this work are spread across a wide variety of organisations (utility companies, HCA, local authorities, EEDA, etc) and a key task of the programme is to assist the alignment of their operation. Some elements are not yet funded.
Programme components
2a Promoting take up
A regional approach to maximising the take-up of national insulation and efficiency schemes will be implemented to support local delivery.
Key Delivery Agents Budget Results
Regional partners to lead This would be organised as Outputs: but a lead agency would a co-ordination of existing need to be agreed. arrangements. Some a regional take-up plan agreed and rolled additional funding would out, including lead agency responsibility (by need to be identified (albeit end of 2010). relatively modest). Outcomes:
East of England Implementation Plan 31 4 Housing
2a Promoting take up
an increase in take-up across the region and resultant improvement in efficiency and bills for residents.
2b Development of a regional retrofitting for resource efficiency programme
A regional programme to bring together action on:
reducing water usage identifying the most effective means of ‘retro-fitting’ energy efficiency features into existing homes developing take up of use of more sustainable energy sources supporting local businesses to benefit from product development and delivery.
This will require assessing best practice already being developed both within the region and nationally/internationally. The monitoring of the effectiveness of pilot schemes within the region will be an important feature. From this programme, an exemplar delivery scheme will be rolled out as appropriate, and lessons incorporated into the regional programme and advice and disseminated to partners across the region. Appropriate lead agency roles will be identified.
Key Delivery Agents Budget Results
Although there is activity in Resources are spread Outputs: this area, it is developed across a number of and delivered by a variety agencies and activity areas. development of regional programme and of agencies. Regional Funding for a retro-fit agreed lead agency roles (by end of 2010) agencies, particularly HCA, programme will require and exemplar programme to run in 2011/12. EELGA, EEDA and the some of these to be Environment Agency will brought together (largely Outcomes: need to establish the within HCA and local more effective use of available resources programme in conjunction authorities, although (numbers of improvements/average cost) with organisations such as budgets are at present Renewables East and utility unknown and so any improvements in energy ratings of buildings companies. Local delivery programme will be Increase in business creation. will involve local dependent on the quantum authorities. of resource available).
2c Best practice advice on maximising the use of housing stock
Improvement of the dissemination of best practice guidance on tackling empty homes, use of redundant stock. Advice will also be provided on best practice in working with tenants to free up properties that are currently under-occupied.
Key Delivery Agents Budget Results
EELGA and RHAG to lead, Delivered within existing Outputs: together with HCA resources.
32 East of England Implementation Plan Housing 4
2c Best practice advice on maximising the use of housing stock
production of best practice material together with a process of engagement with housing authorities by 2010.
Outcomes:
overall reduction in empty homes impact on homelessness numbers.
Programme 3: Increasing the supply of affordable homes in rural areas
Description and strategic fit
The region has a very large rural population and the rural economy is of critical importance to the overall regional economy. The lack of affordable homes means that local people, particularly younger people, find it extremely difficult to find housing within their community or within a reasonable distance of their work. This has impact on local demographics, the creation of balanced communities, the supply of labour for rural business and the sustainability of village services.
Guidance on meeting rural housing and other needs has been renewed in recent months and a first task is to incorporate this into the region. The rest of the programme seeks to confirm the importance of continued investment and to make it easier for local communities to articulate the demand for, and facilitate the delivery of, new affordable homes in rural areas. New ways of aligning rural housing delivery to employment (such as live-work units) and the physical regeneration of town centres would also be promoted.
The programme supports Policy H2 (Affordable Housing) of the RSS and plays a role in furthering the aims of the Spatial Economy goal in the RES.
Implementation
Leadership
EELGA will lead on this programme, with EEDA support on economic matters.
Monitoring
EELGA will monitor this programme.
Resources
Public funding to support the delivery of new affordable homes is largely through the HCA, with some funding from local authorities and land disposed of at less than market value by local landowners. Although relatively modest, no resources are yet identified for the actions to improve support to local communities.
East of England Implementation Plan 33 4 Housing
Programme components
3a Funding for rural affordable housing
Maintaining support for new affordable homes through the NAHP. The region has been extremely successful in delivering new affordable homes in rural areas and the social and economic importance of its provision is recognised. Whilst no commitment can be given on the exact levels of funding that might be made available, assurances are given that it will remain a key part of the overall delivery of affordable homes within the region.
Key Delivery Agents Budget Results
The HCA and local authorities, An element of NAHP is normally Outputs: together with parish councils identified to provide affordable and providers of affordable rural housing. number of affordable homes in rural housing, will deliver. areas, maximising the use of resources available.
Outcomes:
development of more balanced and sustainable communities in rural areas.
3b Facilitating local initiatives
Current processes of stimulating action on delivering rural homes is complex and time consuming and often rests with community volunteers to deliver. It is proposed to develop a model approach to assist local communities to assess housing need and the most appropriate solutions. Advice on effective means of satisfying the requirements of the Planning process will be included. Creative means of stimulating housing and supporting rural services concurrently have been developed within the region and should be showcased elsewhere in the country.
Key Delivery Agents Budget Results
The HCA, EELGA, EEDA and No resources are currently Outputs: RHAG would lead with local identified for this activity. authorities. development of model approach and provision of advice within 2010/11. Take-up of approach from 2011 onwards.
Outcomes:
an increase local interest and potential take-up a significant impact on the quality of life in rural areas, which can be measured by facilities retained/created, jobs numbers as well as affordable homes created.
34 East of England Implementation Plan Housing 4
3c Community Land Trusts (CLTs)
Although currently relatively small scale, there is considerable support and potential for the CLT model. The process could be made much easier for local communities wishing to pursue this route, rather than simply using an Registered Social Landlord (RSL), if a means to carry out the ‘back office’ elements of putting a CLT together were put in place, possibly taking the shape of a County CLT to obtain economies of scale. The action is for this concept to be further developed and its potential evaluated.
Key Delivery Agents Budget Results
HCA, the EELGA and EEDA No resources are currently Outputs: would lead with local identified for this activity. authorities and parish councils. agreement to, and carrying out of, a feasibility study appropriate to the region's needs assessment of findings and consideration of applicability, potential funding and delivery establishment of model if agreed and if funding is available.
Outcomes:
an increase in the output of affordable homes produced via the CLT model.
Programme 4: Skills and support for delivering and managing sustainable communities
Description and strategic fit
The need for sufficient professional resource and expertise, with both specific and generic skills, in order to deliver sustainable communities is recognised as is the severe shortage of such professionals. This ranges from the construction industry through to architects, surveyors, urban designers, planners and housing professionals.
Taking a lead from Delivering Better Skills for Better Places (2009) – an action plan agreed by government, HCA and a wide range of built environment organisations - the programme seeks to bring together existing best practice guidance to advise local delivery plans and to identify, and meet, skills and knowledge gaps that are preventing the best practice from being implemented. There are numerous partners involved in working to meet the skills needs, but this is somewhat disjointed and difficult to access, therefore improved co-ordination and information is required. Specific support is included for delivery agents – normally local authorities – on skills which are crucial to successful delivery and which are now generic but which have traditionally fallen to individual professions; this would include financial viability assessments, design matters, negotiating skills, masterplanning and funding.
The programme is broader than planning for housing, although it will often be new development which stimulates the need for new skills. The programme supports regional objectives on improving skills and, through better application of knowledge, improvements to resource efficiency, the reduction of CO2 and the delivery of new homes and jobs.
East of England Implementation Plan 35 4 Housing
The programme will build on the successful existing work of Inspire East, Improvement East, Regional Cities East and a range of professional and higher education bodies. The arrival of the HCA, with regional responsibility for the work of the HCA Academy, provides an opportunity for co-ordination and needs to be included in the region’s response to these needs.
The programme supports Policy SS1 (Achieving Sustainable Development) of the RSS and plays a role in furthering the aims of the Spatial Economy goal in the RES.
Implementation
Leadership
Inspire East have, to date, the brief for the promotion of skills for sustainable communities. HCA has the national brief through the HCA Academy. Governance arrangements for this programme will need to be agreed.
Monitoring
Monitoring arrangements for this programme need to be developed once the governance arrangements are known.
Resources
These are spread across a range of organisations: Inspire East; Improvement East; HCA; professional institutions; universities; and local authorities.
Programme components
4a Guidance and support to creating successful places and housing’s role within it
Developing guidance, and focusing support, on ‘place shaping’ and making which encompasses a strong emphasis on social, economic and climate change considerations. For housing this requires a much broader approach than design considerations.
Key Delivery Agents Budget Results
Regional bodies should develop Within existing budgets. Outputs: the guidance in conjunction with professional bodies and production of guidance and, local authority practitioners alongside developing capacity such as Commission for locally, the uptake to help produce Architecture and the Built more successful places. Environment (CABE). The process should be led jointly by Outcomes: EEDA, EELGA and HCA. an improvement in design and functionality of places, including sustainability impacts increase in local employment
4b Development of a single regional action plan on skills for sustainable communities
Delivering a unified approach to place making skills – the region will:
36 East of England Implementation Plan Housing 4
4b Development of a single regional action plan on skills for sustainable communities
refocus activity and effort on ensuring skills for delivering sustainable growth seek to increase knowledge and understanding of its importance and subsequent take up and application provide clear direction.
Under the leadership of the HCA, key regional partners will establish a high-level delivery plan and monitor its impact and effectiveness. This plan will use existing intelligence on skills needs and bring together current and planned activity.
Key Delivery Agents Budget Results
The key delivery agents will be Within existing budgets. Outputs: the HCA, the EELGA/Improvement East development of regional action plan (acting as enablers) and EEDA in 2010/11. Subsequent monitoring through Inspire East. and review of its effectiveness Improved co-ordination of resources.
Outcomes:
reduction in skills gaps and shortages
4c Meeting current and future skill needs
continued encouragement for the increase in the numbers of new entrants into the built professions enhancing existing joint professional continuous professional development (CPD) working addressing generic skills needs (such as leadership, project management, community engagement) within existing organisations development of specific professional development products to cover negotiation skills (specifically s106 and working with developers), viability assessment and use of strategic housing market assessments (SHMAs) and strategic housing land availability assessments (SHLAAs) in planning policy and delivery targeting skills gaps across organisations by co-operative working (taking forward and disseminating Regional Cities East ‘CURE’ programme) and focussing on specific sectors/specialist subjects analysing evidence of the nature of skills deficits and needs emerging from the Single Conversation and Integrated Development programmes.
Key Delivery Agents Budget Results
The strategic lead will come Budgets to fund this work are Outputs: from the HCA, EELGA and EEDA. spread across a wide range of The development and delivery participants. Both Inspire East
East of England Implementation Plan 37 4 Housing
4c Meeting current and future skill needs
will be from a variety of and Improvement East have delivery of appropriate training and sources: Inspire East, Higher funded delivery along with local increases in the uptake Education establishments, authorities, CLG, HCA Academy, analysis of outcomes of nature and professional bodies and local professional institutions, scale of skills shortages suggested authorities. private sector practices and so by the Single Conversation, IDPs and on. CURE work and adaptation of support accordingly.
Outcomes:
reduction in skills gaps and shortages
4d Sharing intelligence and best practice
enhancement of virtual best practice library linked to professional and improvement bodies sharing experience of Design Review Panels development of thematic networks dissemination of learning from the roll out of the single Conversation and from IDPs.
Key Delivery Agents Budget Results
This would be led by Regional Within existing budgets. Outputs: agencies, in particular HCA, EELGA and EEDA, together with further development of best practice Inspire East, Improvement East, and its dissemination with evidence CABE and local authorities. of practical uptake. Outcomes:
an improvement in design and functionality of places, including sustainability impacts increase in local employment
4e Specialised support for sustainable development
Structured co-operation and support between regional bodies and local authorities (including local delivery vehicles) in the formation of evidence-based policy particularly with:
s106 agreements economic viability assessments forming and evidenced tariff or levy (CIL) new models of funding and delivery masterplanning collection, analysis and use of evidence climate change adaptation and meeting zero carbon targets
38 East of England Implementation Plan Housing 4
4e Specialised support for sustainable development
Using professional bodies, establishing a better understanding of the availability and potential need for specialist knowledge. Forming a business case for joint commissioning and sharing of specialist support services.
Key Delivery Agents Budget Results
The HCA, EEDA, EELGA to Within existing budgets. Outputs: co-ordinate delivery of Further funding support to be support. sought if savings are identified. establishment of an agreed approach across appropriate partners to The HCA’s ATLAS programme provide support (2010/111). Parallel would assist with large establishment of appropriate masterplanning. materials and means of delivering.. development of at least one pilot for Improvement East to act as shared services within 2010/11. enablers with potential efficiencies through shared Outcomes: services. increase in number and quality of new homes produced within available resources (including stretching those resources). use of best practice, compared to current performance to be regularly evaluated.
4f Innovation
stimulating the development and commercial application of housing related green technologies ensuring cross-sector linkage with innovation stimulation and associated business support working with the construction sector to better awareness of Modern Methods of Construction, (MMC) and ensuring the availability of appropriate professional and construction skills utilising lessons and best practice emerging from work on achieving zero carbon (including the Carbon Challenge project in Peterborough) to identify skills needs and response and commercial opportunities.
Key Delivery Agents Budget Results
Innovation and assistance to This will be delivered through Outputs: apply commercially will be led existing services for business by EEDA and associated support and innovation advice and support given to business support development. Where businesses arrangements, including links possibilities are significant but identification of product with appropriate sector leads. require funding beyond that development and roll-out It is likely to also include; currently available efforts will proportion of new build using MMC. need to be made to access additional resources.
East of England Implementation Plan 39 4 Housing
4f Innovation
HCA, Inspire East, SmartLIFE, Outcomes: National Construction College, and Building Research number of businesses successfully Establishment. bringing new products to commercial take-up improvements in the sustainability profile of new and existing homes better value for money for the application of new products.
4.4 Key milestones and phasing
The deliverables set out in the programmes are primarily focussed on the first three to five years of the Implementation Plan. The immediate priority for the region is to ensure that new housing, in particular affordable housing, continues to be delivered during what are very difficult economic circumstances. This will mean that the HCA, local authorities and other delivery bodies will identify opportunities which do not require significant additional investment in infrastructure, but that also support social and economic objectives. Prioritisation may also focus around where there are opportunities to use public assets, normally land, to make schemes viable.
The provision of key intelligence to inform where spatial/sectoral investment will be most effective is an urgent but essential prerequisite for delivery of some of the programmes (for example, on resource efficiency in existing homes).
Figure 7 sets out the sequencing for a few of the most critical interventions to be made in the region over the first five years of the Implementation Plan.
Figure 7: Phasing of key milestones
Retrofitting for resource efficiency Delivering major Key housing and regeneration investment projects agreed and commenced investments Retro fit exemplar programme
Establishing funding and Single Conversion/Investment delivery Planning mechanisms
Skills for Sustainable Building Communities Action Plan strategic Joint statement Model approach to priorities and agreed between stimulate local action intelligence HCA and EEDA on on rural homes, Single Conversation including CLTs and IDPs 2010 2011 2012 2013 2014 2015
40 East of England Implementation Plan Housing 4
4.5 Synergies
Housing has very strong linkages with most of the other themes. Delivery of an adequate and sustainable supply of new housing is crucial to maintaining the health of the region’s economy, its people and its environment. There are clear synergies to be gained in both housing provision and concurrent economic growth. This includes stimulating innovation in meeting new challenges particularly moving towards a low carbon economy and adaptation to climate change, enhancing the region’s natural resources and meeting the needs of an ageing population. Though these linkages are recognised and understood, they have not always been delivered in a coherent way. While there is recognition that a choice of housing in attractive places is a key factor influencing skilled labour and business investment, there is insufficient guidance as to how the two can best be delivered together. Developing an evidence base and best practice approach to integrate better the delivery of housing and economic development would assist in this.
There are strong linkages with transport and how new communities are designed to minimise the distances and the need to travel. There are a number of key sites within the region that can only be delivered alongside infrastructure improvements, not only transport but green infrastructure. New developments add to the demand on utilities, the planning and delivery of which need to be aligned. Affecting a change in behaviour to conserve resources is a sustainability priority.
4.6 Delivery and capacity
Private developers and other businesses are fundamental to the development of new homes, places for work, shopping and recreation. The challenge is to support private activity alongside public investment, regulation and service delivery. Much has been done by regional bodies and local authorities in meeting this challenge, not least through forming local development documents that are based on sound evidence.
Local authorities play a fundamental role in the delivery of new and improved homes in the region, and this will be reflected in their Sustainable Community Strategies, Local Development Frameworks and Housing Strategies. It is at this level that tenants and residents input into how provision will happen.
The technical demands placed on local authorities in planning for growth has become substantial and these demands are unlikely to change. In addition, financing new infrastructure will be limited and new approaches, such as using the total place through integrated programmes, are needed.
The HCA has a critical role. Its main and short-term focus will be the supply of new homes, particularly affordable ones. However, regeneration and moving to more sustainable communities are also fundamental concerns, which are shared by several other organisations within the region. There is an obvious need to align priorities, but there is also the potential to share knowledge.
Some of the programmes require better exchange of information and, in moving to a Single Regional Strategy, co-ordination of monitoring between different organisations. The programmes in this theme address the need to move to a more strategic approach whilst recognising the likely constraints in public funding. The development of new delivery and funding models will be important components to ensure the best use of investment by aligning partner activity against agreed priorities.
East of England Implementation Plan 41 Transport 5
East of England Implementation Plan 42 Transport 5
5 Transport
5.1 Ambitions
Providing appropriate transport infrastructure and investment, and implementing appropriate policies, is crucial to the delivery of the regional economic strategy (RES) and the regional spatial strategy (RSS). The effective and efficient movement of people and goods underpins the health of the economy and the delivery of new jobs and housing. How that movement takes place has an obvious impact on quality of life and the environment.
Transport has a direct impact on the high-level outcome targets for gross value added (GVA) growth and CO2 emissions in the East of England, and indirect effects on jobs and employment rates. Transport also has a clear impact on safety, security and health, equality of opportunity, quality of life, and the natural environment. Housing growth and transport are also inextricably linked.
Transport issues are extensively covered in both the RES and the RSS. One of the RES goals is focussed on Transport, and the RSS incorporates the Regional Transport Strategy. The region’s strategies are also aligned with government policy for transport set out in Delivering a Sustainable Transport System (DaSTS). Importantly, DaSTS sets out 14 corridors of strategic national importance of which seven are located in (or partially in) the East of England. This reinforces the key role that an efficient and effective transport system in the East of England has in supporting both the regional and national economy, and wider government objectives.
Two of the key DaSTS goals relate to supporting economic competitiveness and growth, and reducing transport-related greenhouse gas emissions. Significant regional research against these two goals has already been undertaken and it is important that this is used to inform delivery of the RSS and RES.
The Transport Economic Evidence Study (TEES) showed that:
congestion in the East of England currently costs the UK economy and residents £1 billion per year and this will rise to £2 billion per year by 2021 tackling congestion within the region’s engines of growth, and on a number of key corridors, is essential if these costs are to be reduced although targeted investment in further capacity at key bottlenecks on the region’s networks is vital, ‘demand-side’ measures will also be needed to help further reduce these economic costs.
The Transport and Carbon Study (or TraCS) showed that:
under a ‘business as usual’ scenario, carbon emissions from transport will increase by 33 per cent between now and 2031, primarily from the growing use of private vehicles pursuing the Department for Transport's (DfT’s) carbon reduction strategy in the region, which has a focus on technological improvements, would reduce transport carbon emissions by 9 per cent between now and 2031, and have positive economic implications combining this with a big regional push on promoting alternative modes and more efficient driver behaviour would reduce emissions by 11 per cent by 2031 but with important early year benefits; this would also have positive economic consequences overall a radical scenario with more challenging measures, including road user charging and changes to speed limits, would result in a 27 per cent reduction in emissions but could have negative economic consequences.
In addition to the above research, the region’s DaSTS study programme will result in further evidence, and the development of regional delivery priorities, that will support the DfT’s goals for transport and delivery of the RES and RSS.
East of England Implementation Plan 43 5 Transport
5.2 Status
Evidence points to some stark messages with regard to the current position of transport in the East of England:
despite some innovative interventions, the East of England is falling behind in terms of the performance of its transport infrastructure as defined on a number of key metrics such as modal shift, reducing the need to travel, and road/rail network stress. given the scale of planned growth, the pressure on the transport infrastructure will increase significantly and housing and jobs growth may simply be unachievable without significant transport intervention. transport investment and management measures matter greatly in terms of achieving other key outcomes
from the regional strategies, in particular, the region’s performance in relation to GVA and CO2 emissions. congestion in the region is currently costing UK businesses and residents £1 billion n per annum, and is likely to rise to more than £2 billion per annum by 2021. current regional growth targets and transport interventions are predicted to result in an increase in annual transport related carbon emissions of one-third by 2031, against a target of reducing the region’s emissions across all sectors. This includes predicted performance enhancements of future vehicles, so attainment could actually be less. the maintenance of the region’s existing transport infrastructure needs to be adequately funded, including the ability of the region’s transport networks to adapt to the effects of climate change. These measures are likely to be ongoing in nature rather than reactive one-off activities, and need to be considered as part of the cross-cutting climate change adaptation theme set out in this Implementation Plan.
5.3 Programmes
The following programmes set out a series of activities to address the gap between the ambitions of the two strategies and current delivery. They build on existing activity and an understanding of where new interventions are needed.
Programmes Programme components
1 Managing transport in growing and congested (1a) Region-wide delivery of local measures in urban areas urban areas to support sustainable economic growth
(1b) Wide scale Regional Travel Planning in growing urban areas
(1c) Investigation and delivery where appropriate of a regional demand management programme in growing urban areas
(1d) Implementation of ICT to improve transport in urban areas
2 Improving performance of inter-urban transport (2a) Targeted road and rail capacity enhancements corridors at key pinch-points
(2b) Improving East–West connectivity
(2c) Enhancement of rail passenger services to maximise economic growth
(2d) Making better use of infrastructure through ICT
44 East of England Implementation Plan Transport 5
Programmes Programme components
(2e) Inter-urban road network resilience and demand management
3 Improving journeys to international gateways (3a) Identification and delivery of sustainable and freight destinations surface access interventions to and from the region’s international gateways
(3b) Identification and delivery of transport (and non-transport) measures to maximise regional economic benefit of international gateways development
(3c) Increasing the capacity of the rail network to handle freight traffic
(3d) Delivery of innovative measures to increase the sustainability and efficiency of freight operations in the East of England
4 Ensuring transport contributes to performance (4a) Audit of transport and other services available of small market towns, rural and coastal areas in rural and regeneration areas
(4b) Innovative ways of delivering services in rural areas
(4c) Evaluation and delivery of innovative methods of public transport provision
Programme 1: Managing transport in growing and congested urban areas
Description and strategic fit
The key aim of this programme is to maximise transport’s contribution to sustainable economic growth, by reducing the economic costs and the growth in greenhouse gases associated with transport movements within the region’s growing and congested urban areas, particularly those classified as Key Centres for Development and Change within the RSS.
The TEES outlined that 85 per cent of the economic costs of congestion are borne by businesses and residents located in the region’s urban areas. Tackling the transport externalities (congestion, carbon emissions, and other impacts) in urban areas, caused by the mismatch between transport demand and supply, will have significant economic, greenhouse gas emissions reduction, and other benefits, thus contributing to RES and RSS delivery.
The programme primarily supports Policy T4 (Urban Transport), T2 (Changing Travel Behaviour) and T3 (Managing Traffic Demand) of the RSS and plays a role in furthering the aims of the Transport goal in the RES.
East of England Implementation Plan 45 5 Transport
Implementation
Leadership
The lead organisation for leading this regional level programme will be the East of England Development Agency (EEDA) and the East of England Local Government Association (EELGA) acting jointly as the responsible regional authority. The programme will delivered in part by the actions coming from DaSTS and local authorities’ delivery of Local Transport Plans.
Monitoring
Whilst EEDA and EELGA acting jointly as the responsible regional authority will compile the monitoring report, data will be required from the following sources:
local transport authorities Highways Agency Network Rail regional bodies DfT private sector sources
Resources
The East of England has been allocated approximately £1.2 billion from 2008/09 to 2018/19 from the DfT in the regional funding allocated to invest in regional transport measures, in addition to the funding directed to local authorities to deliver Local Transport Plans. Additional funding is also directed towards transport from the private sector, European funding and other sources.
Programme components
1a Region-wide delivery of local measures in urban areas to support sustainable economic growth
Packages of local transport improvements that are tailored to the local area including consideration of the following: improved public transport priority and facilities improved cycling and walking infrastructure, including improved urban design and linking of Sustrans national cycle networks within and to urban areas traffic management through use of IT, reallocation of road space travel planning (including personalised journey planning and car clubs) for schools, businesses, visitors and residents.
Key Delivery Agents Budget Results
EEDA and EELGA, acting jointly, Regional funding allocation and Outputs: and the regional transport local transport plans budget Development Implementation are already being utilised (or roll-out of current Local Transport Board (DIB) will lead the work have been committed) for Plans (by March 2011) on identifying RFA and DaSTS some aspects of this roll-out of third Local Transport priorities. programme, could be accessed Plans (April 2011 onwards) for this sub-programme. For delivery of RFA transport priorities Whilst the DfT is responsible for example, particular regional (by 2014) agreement of regional (and funding advice (RFA) schemes RFA transport priorities to be National DaSTS priorities) and that will contribute towards this reviewed in line with DaSTS funding of measures, it is for programme will include: recommendations (from 2014).
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1a Region-wide delivery of local measures in urban areas to support sustainable economic growth
Highways Agency, Local Ipswich town centre Outcomes: authorities, passenger scheme transport authorities and Chesterton station reduced costs for businesses for Network rail to deliver the Cambridgeshire guided travel required schemes in urban bus increased travel options for areas, alongside other key Luton Dunstable guided businesses and residents partners such as Sustrans. bus. enhanced accessibility, particularly around key employment sites in There is still a shortfall in urban areas funding. Options for further spin-off benefits, such as improved funding include EU, private health. funding, developer funding and possibly more innovative mechanisms such as using tariff-type approaches.
1b Wide scale regional travel planning in growing urban areas
Increased uptake of travel planning activities for the East of England. Measures to be included within this could include: wider and more effective uptake of employer travel plans implementation of pilot work hubs development of site or area travel planning networks or employer travel planning groups increased uptake of information technology to reduce the need to travel.
Key Delivery Agents Budget Results
EEDA, working with Currently no budget allocated Outputs: organisations such as National beyond those relatively small Business Travel Network, local authority, Highways Regional Travel Planning Strategy ACT-Travelwise and the local Agency and private sector by 2011 and implementation of key authorities, to lead on budgets allocated to local measures at a regional scale developing a regional travel travel planning measures. throughout the period of the planning strategy. programme. This programme will require Local authorities, Highways significant additional funding Outcomes: Agency and businesses to be which would come from: key delivery partners. reduced costs for businesses for EEDA, DfT, private sector, local travel authorities and European reduced emissions of carbon and funding sources. other pollutants increased travel options for businesses and residents
East of England Implementation Plan 47 5 Transport
1b Wide scale regional travel planning in growing urban areas
reduction of congestion, particularly around key employment sites in urban areas spin-off benefits, such as increased health.
1c Investigation and delivery where appropriate of a regional demand management programme in growing urban areas
Work already taking place in the region, such as the Cambridge TIF bid, has shown that demand management should be implemented as part of a wider package of measures where this is a demonstrable economic benefit.The implementation of the ‘carrot’ type measures, such as better public transport, is already being taken forward in a number of urban areas.
Key Delivery Agents Budget Results
EEDA and EELGA, acting Currently no budget Outputs: jointly, with local allocated. authorities and investigation of any demand management businesses to engage in Will require funding which opportunities by 2012 through DaSTS and the investigative and would come from a delivery of options post-2014. development programme. variety of sources including future regional Outcomes: It is expected that any funding allocations, the measures will be private sector, local reduction of congestion and transport identified through the authorities, European greenhouse gas emissions in urban areas region’s DaSTS Funding, Highways revenue from fiscal measures could potentially programme. Agency and the DfT's TIF increase funding available for transport in urban (or equivalent). areas.
1d Implementation of ICT to improve transport in urban areas
A range of activities that include: traffic management measures, integrated ticketing, real-time public transport information, and greater roll-out of Wi-fi/broadband and business hubs.
Key Delivery Agents Budget Results
It will be for local authorities, Currently funding available Outputs: businesses and ICT service from ad hoc resources, providers to implement the including local transport plans, identification of opportunities by strategy by rolling out these but more funding required if a 2011 (including through the DaSTS measures but within the regional level programme is to process) context of the transport be delivered. implementation of measures from aspirations set out in the RES, now to the end of the RSS and DaSTS. DaSTS could identify ICT Implementation Plan period. measures for delivery post-2014. Outcomes:
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1d Implementation of ICT to improve transport in urban areas
greater use of ICT leading to reduced costs of congestion and reduced greenhouse gas emissions arising form transport in urban areas.
Programme 2: Improved performance of inter-urban transport corridors
Description and strategic fit
The key aim of this programme is to improve the performance of inter-urban transport corridors, incorporating both demand and supply side measures, in order to increase transport’s contribution to economic growth and carbon reduction.
The programme seeks to address the economic costs of transport constraints by reducing delays and congestion on the road network and addressing performance and connectivity of the rail network. Alongside this, the programme seeks to reduce the growth of emissions currently attributed to the strategic transport network.
This programme will help deliver key RES and RSS objectives, particularly those related to the sustainable development of the region’s key inter-urban transport corridors, and action taken under this programme will be closely linked to the actions coming from DfT’s DaSTS programme for the region. It is intended that this programme will build on the existing measures currently being implemented, including Crossrail and Thameslink.
The programme primarily supports Policy T5 (Inter Urban Public Transport) and T6 (Strategic and Regional Road Networks) of the RSS and plays a role in furthering the aims of the Transport goal in the RES.
Implementation
Leadership
The implementation of the programme will be overseen by EEDA and EELGA, acting jointly. However, the Highways Agency will be primarily responsibly for delivering the road aspects of the programme, whilst Network Rail with the train operating companies will be responsible for delivering the rail elements. Where key inter-urban links are the responsibility of the local transport authority, these organisations would have a key delivery role.
Monitoring
Whilst EEDA and EELGA, acting jointly, will lead co-ordination of the monitoring data, the key sources of the data will be Highways Agency, local transport authorities, and Network Rail/train operating companies.
Resources
The current Regional Funding Allocation pot, from which 'regional major' schemes generally receive funding, is currently just over £1.2 billion for the East of England from 2008/9 to 2018/19. In addition, national spend from Highways Agency and Network Rail resources (for national road corridors or the rail network), although not designated on a regional basis, will be eligible for spend on this programme. Additional funding is also directed towards transport from the private sector including via rail franchises, and from European funding and other sources.
East of England Implementation Plan 49 5 Transport
Programme components
2a Targeted road and rail capacity enhancements at key pinch-points
Improved capacity of the road and rail network where evidence has identified that improvement at key bottlenecks would have significant benefits for RES and RSS objectives.
Key Delivery Agents Budget Results
The key delivery agents will be Whilst these are eligible for Outputs: Highways Agency, local funding from both the Regional authorities, and Network Rail. Funding Allocation and national removal of key bottlenecks on key However, it is anticipated that Highways Agency and Network inter-urban transport corridors. key actions will be identified Rail sources, it is recognised through the DaSTS process that more is required. Outcomes: being led by the region and DfT. improved reliability and journey times.
2b Improving East–West connectivity
Evidence has suggested that poor East-West connectivity across the region is hampering economic growth and opportunity. This sub-programme, primarily delivered through the DaSTS process, will seek to address these constraints.
Key Delivery Agents Budget Results
The key delivery agents will be As above, whilst existing Outputs: Highways Agency, local sources can be utilised, more is authorities, and Network Rail, required from those and other delivery of key infrastructure, as well as public transport sources. potentially including the East-West operators, including coach and rail link during the ‘control period 5’ rail. for rail 2014-2019. Outcomes:
improved connectivity across the region increased use of public transport to make east-west movements.
2c Enhancement of rail passenger services to maximise economic growth
Evidence (eg from the TEES report) has shown that increased rail capacity, and improved levels of service, particularly on the key radial routes to and from London, would have significant economic benefits.The exploration of benefits of new interventions, such as high speed rail, as well as making better use of existing rail infrastructure should be considered.
Key Delivery Agents Budget Results
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2c Enhancement of rail passenger services to maximise economic growth
Network Rail and the train The high-level output Outputs: operating companies are the specification (HLOS) key delivery agents. settlement for 2009-2014 is it will be crucial to deliver measures already set, but there is an in line with rail control periods The DaSTS being led by the opportunity for the region to control Period 4 (CP4) for region and DfT will further influence the next settlement 2009-2014 contains a number of identify rail measures to be period of 2015 to 2019. Rail measures to be taken forward in delivered. refranchising may also offer relation to this programme, including scope for service train and platform lengthening on a improvements to be secured. number of key radial rail routes, and improved rolling stock the region should make an early start to identify measures required for the CP5 period from 2015-2019.
Outcomes:
improved frequency, speed, reliability and quality of the regional network contributing to sustainable economic growth and reduced carbon emissions from the transport network overcoming rail capacity constraints into London increasing frequency and availability of rail services and destinations, especially from the north of the region reducing journey times to make rail competitive with other modes of transport.
2d Making better use of infrastructure through information communications technology (ICT)
Increased use of technology needs to be implemented, both to manage the existing network via traffic management measures and hence make it more resilient, and to reduce the need to travel through innovative solutions for businesses and homes. There are clear links between this and other programmes identified elsewhere in this Implementation Plan.
Key Delivery Agents Budget Results
It is for regional bodies to For traffic management, £90m Outputs: develop an overall ICT strategy, has been allocated through TIF in partnership with others; for A14, and £120m allocated specific scheme outputs include the however, it will be for local by DfT/Region for the A12; A14 intelligent transport system (ITS) authorities, Highways Agency, however, much more is scheme by 2011, and the A12 ITS Network Rail, businesses and required, particularly to scheme by 2016 introduce measures across the
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2d Making better use of infrastructure through information communications technology (ICT)
ICT service providers to region more widely and for identification of further measures will implement the strategy by measures to reduce the need be delivered through DaSTS option rolling out the measures. to travel. generation in 2011 wider roll-out of ICT measures across the region throughout the Implementation Plan period.
Outcomes:
greater efficiency in use of existing road and rail network reduced need to travel for businesses and residents greater resilience of the road network.
2e Inter-urban road network resilience and demand management
There remains an underlying requirement to ensure the existing network is more resilient. Consideration should also be given to demand-side measures, which might include pricing, but with strong links to any measures established in the key urban areas (see Programme 1 above). Although this Implementation Plan seeks to reduce regional greenhouse gas emissions, climate change is likely to impact on the long-term operation and resilience of the region’s transport networks. It is therefore important that wider climate change adaptation measures are considered throughout this Implementation Plan.
Key Delivery Agents Budget Results
The Highways Agency, working Limited funding currently Outputs: with the local transport allocated for implementation authorities, is responsible for of demand management development of demand this programme. measures and more is required management measures for regional for the future. road network, through DaSTS, to be delivered from 2014 onwards.
Outcomes:
greater efficiency in use of existing road network reduction of congestion costs and greenhouse gas emissions on regional road network greater resilience of the road network.
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Programme 3: Improving journeys to international gateways and freight destinations
Description and strategic fit
The East of England is one of the key international gateway regions in the UK. The key aim of this programme is to improve the performance of the transport networks and systems responsible for transporting passengers and freight to and from the region’s international gateways, as well as focusing on freight movements not linked to an international gateway, but still economically significant.
The programme seeks to address the economic costs of freight and passenger delays, and poor connectivity, by improving journey reliability and connectivity to the international gateways. Furthermore, the programme seeks to address the externalities caused by trips to and from our international gateways that have origins or destinations outside of the region. Alongside this, the programme seeks to reduce the growth of greenhouse gas emissions currently attributed to regional freight and gateway passenger movements.
Whilst decisions on international gateways themselves are predominantly taken by central government, local authorities and the gateways operators, it is important that action is taken to ensure that the economic benefits arising from the presence of the gateways is maximised, whilst simultaneously achieving RES and RSS objectives.
The programme primarily supports Policy T10 (Freight Movement), Policy T11 (Access to Ports) and Policy T12 (Access to Airports) of the RSS and plays a role in furthering the aims of the Transport goal in the RES. In particular, this programme will need to incorporate the work taking place with regard to DaSTS and the work already completed on the East of England Regional Freight Strategy.
Implementation
Leadership
Whilst the implementation of the programme will be overseen by EEDA and EELGA, acting jointly, a wide number of partners are required to govern elements of the programme. Port and airport operators are expected to meet planning obligations and undertake voluntary measures to ensure delivery of the programme. In addition, local transport authorities, Highways Agency, Network Rail and public transport operators will be responsible for delivering aspects related to the key transport networks. Freight operators will be responsible for delivering some parts of the programme related to freight movements.
Monitoring
Whilst the EEDA and EELGA, acting jointly, will lead co-ordination of the monitoring data, the key sources of the data will be the ports and airports themselves, Highways Agency, Network Rail, local transport authorities and transport/freight operators.
Resources
There is currently a range of funding sources available for activities under this programme, although this will not be sufficient to deliver all the interventions required. In terms of road and rail, the Highways Agency and Network Rail currently allocate funding to the region from nation-wide budgets, which include the recently developed Strategic Freight Network allocation. The region could also allocate funding from the Regional Funding Allocation. Beyond this, the programme is reliant on private sector, European or limited local transport authority investment in gateway and freight-related transport interventions.
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Programme components
3a Identification and delivery of sustainable surface access interventions to and from the region’s international gateways
In order to provide regional impetus to the delivery of sustainable surface access interventions, a programme is required which: identifies the gaps in provision for sustainable surface access (for both passengers and freight) to and from international gateways (including links to ports, airports, Ebbsfleet and St Pancras International Rail Stations) identifies and delivers low carbon options through gateway surface access strategies or similar develops a ‘gateway employers travel group’ to guide development of the programme leads to the increased uptake of ‘voluntary’ low carbon travel planning initiatives to be developed at existing and new gateway operations.
Key Delivery Agents Budget Results
EEDA and EELGA, acting jointly, Some public sector funding Outputs: to lead in partnership with local available, for example through authorities, international the rail HLOS settlement, identification of a programme of gateways and other transport however limited budget regionally specific measures by 2010 providers to implement. currently identified beyond delivery of regionally specific existing private funding measures from 2010 onwards. sources. Outcomes:
increased economic benefit and opportunities arising from the development of international gateways reduction of greenhouse gas emissions and regional congestion associated with surface access to gateways.
3b Identification and delivery of transport (and non-transport) measures to maximise regional economic benefit of international gateways development
The RES clearly articulates the ambition to maximise the opportunities arising from the presence of the region’s international gateways. This sub-programme outlines a course of action to identify and deliver any actions that can facilitate this in a sustainable way.
Key Delivery Agents Budget Results
EEDA and EELGA, acting jointly, No budget currently identified Outputs: and International Gateways, in for this programme. partnership with local authorities and other local partners.
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3b Identification and delivery of transport (and non-transport) measures to maximise regional economic benefit of international gateways development
the identification and delivery of local and regional measures to facilitate economic growth related to gateways identification by 2010 and delivery throughout the Implementation Plan period.
Outcomes:
essentially the RES transport priority 3 which aims to maximise the economic benefits arising from international gateway development.
3c Increasing the capacity of the rail network to handle freight traffic
Implementation of rail measures outlined in the route utilisation strategies of relevance to gateway access (specifically including the Felixstowe to Nuneaton rail freight improvements), plus implementation of planning obligations. Beyond this, the region needs to identify and help deliver further rail freight upgrades as required however, it is important that measures do not negatively impact on passenger services.
Key Delivery Agents Budget Results
Network Rail, rail freight The region should target the Outputs: operators and DfT will be key National Strategic Freight delivery agents for this budget, in addition to other delivery of the Felixstowe to programme. sources, such as EU funding. It Nuneaton Rail full capacity and is estimated that a further gauge upgrade by 2016 £250 -£300m will be required delivery of other key rail outputs as for this programme to 2019. identified.
Outcomes:
increased shift of freight from road to rail, leading to: a reduction in the growth of greenhouse gas emissions and congestion caused by road freight greater economic benefits arising from port development a more resilient and reliable freight transport network including reduced road maintenance.
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3c Increasing the capacity of the rail network to handle freight traffic
increased numbers of passengers accessing gateways by non-car means leading to: reduced congestion reduced greenhouse gas emissions and other environmental impacts flourishing transport gateways in the region.
3d Delivery of innovative measures to increase the sustainability and efficiency of freight operations in the East of England
In order to improve the sustainability and efficiency of freight operations within the region, this programme will focus on delivering innovative solutions to freight challenges. This will include: exploring the potential for inland logistics centres to act as distributive sub-centres and nodal points for economic activities including consolidation centres (in conjunction with adjoining regions and subject to environmental assessments) examining the potential for using short sea shipping and inland waterways for the distribution of containers and other cargoes, and the need to safeguard existing wharf facilities increased use of ICT in freight operations.
Key Delivery Agents Budget Results
Regional bodies and Funding is currently limited, and Outputs: partnerships will lead this partners will need to identify programme, including the additional funding sources in identification of innovative Regional Freight Quality order for this programme to be programme of freight measures by Partnership. The private sector delivered. 2011 will be important partners in delivery of innovative measures leading on measures such as throughout the period of the inland logistics centres. Implementation Plan.
Outcomes:
reduction of greenhouse gas emissions associated with freight increased economic benefits realised by freight operators and other regional businesses from delivery of the programme measures.
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Programme 4: Ensuring transport contributes to the performance of small market towns, rural and coastal areas
Description and strategic fit
Access to services in peripheral and regeneration areas of the region can be a major source of exclusion and needs to be addressed: residents and businesses often experience some difficulty or hardship in gaining access to the services that they need, particularly those only located in thriving urban areas. In addition, the low-lying nature of much of our rural and coastal areas puts its transport network at risk from flooding and other climate change impacts.
Funding for rural transport provision is difficult as it is often commercially unviable, and furthermore short-term grant funded projects often end with no exit strategy or means to continue provision. This programme must seek to address these challenges.
The programme primarily supports Policy T7 (Transport in Rural Areas) and T13 (Public Transport Accessibility) of the RSS and plays a role in furthering the aims of the Transport goal in the RES.
Implementation
Leadership
Local Transport Authorities are primarily responsible for delivering accessibility improvements, however, such improvements should be developed in partnership with key stakeholders such as public transport operators, community transport bodies and regeneration/economic development partnerships.
Monitoring
Whilst EEDA and EELGA, acting jointly, will lead co-ordination of the monitoring data, the key sources of the data will be local authorities, as well as local economic development partnerships and community transport bodies.
Resources
One of the substantial challenges for this programme is the lack of resources to deliver it, as outlined earlier. One of the DaSTS option generation studies will identify the key challenges around peripheral communities, and it will be through this process, as well as ongoing development of local transport plans and other local strategies, that transport challenges and potential priorities for rural and coastal areas will be identified.
4a Audit of transport and other services available in rural and regeneration areas
Whilst rural transport is generally delivered at the local level, value can be added to rural transport at the regional level by way of firstly auditing existing service provision, and then developing rural transport solutions to deliver improvements where economies of scale over a region would increase efficiency and service provision.
Key Delivery Agents Budget Results
Delivery agents are the EEDA Funding for this programme is Outputs: and EELGA, acting jointly, and currently unallocated. local authorities, in partnership the delivery of an audit of relevant rural and regeneration transport measures.
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4a Audit of transport and other services available in rural and regeneration areas
with transport operators. The Potential sources of funding in Outcomes: DaSTS programme is looking the future could be EU, Local at peripherality as one of its Transport Plan (LTP) and reduction of transport and workstreams. regional funding through connectivity as a barrier to economic DaSTS. growth and prosperity in rural and regeneration areas reduction of greenhouse gas emissions associated with rural and regeneration area transport.
4b Innovative ways of delivering services in rural areas
In rural areas, transport constraints can reduce access to services; however, this sub-programme will take forward measures which reduce the need to travel for services in the first place.
Key Delivery Agents Budget Results
Local authorities to lead, with Limited funding available from Outputs: assistance from regional bodies LTPs, and more funding and particularly service required from non-transport identification and delivery of providers. source, for example roll-out of innovative solutions that reduce the broadband programmes, need to travel in the first place. potential development of live-work units, etc. Outcomes: reduction of transport and connectivity as a barrier to economic growth and prosperity in rural and regeneration areas reduction of greenhouse gas emissions associated with rural and regeneration area transport.
4c Evaluation and delivery of innovative methods of public transport provision
In view of the specific challenge of accessibility in rural areas, this programme will build on the first programme above to identify how public transport can be provided in rural areas over the longer term (even if not conventionally commercially viable).
Key Delivery Agents Budget Results
Local authorities to lead, with Very limited funding available, Outputs: assistance from regional bodies the key challenge for this and particularly public programme is to identify if delivery of innovative public transport providers. tackling this issue from a transport provision in rural areas. regional level can increase overall funding. Outcomes:
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4c Evaluation and delivery of innovative methods of public transport provision
increased public transport accessibility for residents and business in rural areas, leading to reduced greenhouse gas emissions and greater economic prosperity.
5.4 Key milestones and phasing
The immediate focus of this Implementation Plan is on the preparation and delivery of the third round of LTPs. These include local measures to promote walking, cycling and public transport, delivery of RFA transport priorities and other significant schemes on the national networks, and delivery of rail improvements identified in Network Rail and operators’ investment programmes for ‘Control Period 4’. The region’s study work on DaSTS will also be completed early in the Implementation Plan period and will identify measures for delivery in the post-2014 period.
Immediate priorities also include making better use of the existing networks through increased travel planning and ‘smarter choices’ initiatives, and increased use of ICT in transport including Intelligent Transport Systems (ITS) and improved travel information.
Longer-term ambitions include delivering the options prioritised via DaSTS, and further interventions that will be developed for the rail network. Making better use of the networks will continue to be a priority but there may be a need to develop stronger demand management mechanisms, potentially using fiscal measures, to better align the demand for, and supply of, transport in the region.
Figure 8 sets out the sequencing for a few of the most critical interventions to be made in the region over the first five years of the Implementation Plan.
Figure 8: Phasing of key milestones
Deliver Local Delivering Transport Plan 2 Deliver RFA programme major measures Deliver key national highway interventions investments Deliver Control Period 4 rail measures
Establishing funding and Prepare Local Develop rail priorities for Control Period 5 delivery Transport Plan 3 mechanisms
Building strategic Complete DaSTS priorities and study programme intelligence
2010 2011 2012 2013 2014 2015
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5.5 Synergies
The transport programme needs to take into account its strong linkages with a number of other themes in order to maximise its effectiveness. There are clear links with housing, with skills needs to deliver sustainable communities, and with rural housing and regeneration projects. Green infrastructure also provides significant synergy with the aim towards more non-motorised forms of transport. Other programme measures that transport should link with include skills training and marketing to globally mobile investment, in addition to development of transport technology, information technology and alternative fuels.
Transport is also a cross-boundary issue, and as such requires alignment with transport strategy of the surrounding regions and London; for example, the Mayor’s Transport Strategy for London, and emerging strategies in the adjoining non-Metropolitan regions of the South East and the East Midlands.
5.6 Delivery and capacity
There are indications that there will be insufficient resources to fund all the transport measures required under the programmes for this theme. The 2009 review of the Regional Funding Advice to Government highlighted the fact that demand for transport funding in the region significantly exceeds that made available in our region.
Public sector funding and delivery
Across the region as a whole, the funding and delivery of transport interventions can be grouped into three categories:
These can be categorised into national, regional and local delivery:
national delivery: some regional transport is delivered at a national level. The High Level Output Specification (HLOS) and Route Utilisation Strategies for Railways sets the context for investment and delivery by Network Rail and the Train Operating Companies, whilst the Highways Agency funding from DfT is allocated towards our region’s roads that have greatest strategic national importance (defined as M1, M11, M25 and A14). Airports and ports have national policy positions but no specific public sector funding streams attached regional delivery: the region has been allocated just over £1 billion to spend on regional schemes through the Regional Funding Allocation for 2008/9 to 2018/19. This includes bus and road schemes (including maintenance) costing over £5 million (excluding those roads listed above), and works out at approximately £100 million per annum, adjusted by 2 pr cent inflation local delivery: many transport schemes are delivered at the local level, via funding from DfT. The Integrated Transport Block provides funding to County and Unitaries, currently based on interventions set out in their Local Transport Plans, plus Maintenance funding for smaller schemes. This funding is part of the Regional Funding Allocation, so in the future the region will be asked to determine the spread of investment across authorities. Other sources of local transport funding include specific national bid programmes, such as Transport Innovation Fund, Growth Area Fund. Local delivery also includes money raised by local authorities or provided as a development contribution and can incorporate community transport operators in delivery.
Additional support is potentially available via bids for European Union funding, under the trans-European transport network (TEN-T) programme can provide 10 per cent (or more on Priority Routes) of scheme costs. However, the criteria of eligibility is tight and competition across Europe is strong.
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Stretching public sector funds
The region is actively exploring mechanisms, such as a Regional Infrastructure Fund (RIF), to stretch the value of upfront public sector investment by clawing back private sector contributions, including from the development sector, at a later date. The RIF work is also looking at longer-term potential for attracting up-front private sector investment in transport
Private sector investment and delivery
Private sector investment in transport is also important, ranging from direct investment in our gateways by port and airport operators, through to investment in public transport by train operating companies and bus service providers, as well as investment in innovation such as research and development (R&D) into new engine technologies.
The programmes identified within this chapter will need to take into account these delivery mechanisms, and in particular the East of England’s emerging work programme under the DaSTS programme.
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East of England Implementation Plan 62 Utilities 6
6 Utilities
6.1 Ambitions
Strategic investment in utilities is essential to support the region’s targets for longer- term housing development and jobs growth. Much of the East of England’s utilities infrastructure is at, or nearing, capacity and there is an urgent need to deliver a coherent response to future capital investment. The way in which this infrastructure is planned for will impact significantly on the region’s low carbon ambitions and environmental targets. This is both directly through the employment of renewable energy technologies and approach to water and waste, but also through the innovative application of information and communications technologies (ICT) to encourage more efficient behaviour. Finally, by supporting innovation in this area, there are opportunities to positively affect the region’s ambitions for gross value added (GVA) growth and employment.
The ambition of the region is therefore to ensure the necessary infrastructure to deliver growth, whilst at the same time improving resource efficiency across the energy, water and waste sectors and maximising the economic opportunities from key infrastructure growth sectors. Investing in utilities infrastructure and improving our resource efficiency will directly impact on the following specific regional targets and outcomes:
Energy:
by 2010, 14 per cent of the region’s electricity supply should come from renewable sources by 2020, 44 per cent of the region’s electricity should come from renewable sources(7 ) 10 per cent of the supply of energy for developments of more than 1000 sqm of non residential floorspace, or more than 10 residential dwellings, should be from decentralised, renewable and low carbon energy sources.
Water:
reduce the average per capita consumption of water used in all homes to no more than 120 litres per head per day (This target equates to savings in water use of at least 25 per cent in new development and 8 per cent in existing development, compared with 2006 levels).
ICT:
a digital infrastructure which ranks highly among leading international regions with widespread access to the latest digital infrastructure for businesses and households reduction in overall travel through use of ICT.
Waste:
eliminate the landfilling of untreated municipal and commercial waste by 2021 by 2021, increase to 98 per cent the proportion of waste arisings processed through an initial recycling or recovery stage reduce the annual tonnages of waste imported into the region from London from 1.6 million tonnes in 2010/11 to 0.8 million tonnes by 2015/16 waste arisings per £ million GVA in 2031 that are 37 per cent (143 tonnes) below 2005 levels.
This theme is also important in the region delivering against a number of national policies including Digital Britain (2009), New Industry, New Jobs (2009), EU Landfill Directive, the Low Carbon Industrial Strategy (2009) and Low Carbon Transition Plan (2009).
7 The Renewable energy targets for 2010 and 2020 have been amended from ‘energy’ to ‘electricity’. This is due to changes in the definition of ‘energy’ in relation to government policy, where it is clear from the regional spatial strategy (RSS) evidence base that these targets are electricity only.
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6.2 Status
Given the levels of growth that are planned for the East of England, there are real challenges in ensuring that the region is able to both support new housing and jobs, and to take a lead in the areas of resource efficiency and renewable energy generation. Infrastructure deficiencies are already impacting on our capacity to deliver new development and business growth.
The East of England is already a major generator and supplier of energy. It supplies half the UK’s domestic gas requirements, generates nuclear energy and is the leading region for renewable generating capacity and potential. The scale of growth planned for the region means that the supply of energy will need to increase, both overall and in specific localities where there are already constraints. In particular, the supply of renewables
will need to increase rapidly to achieve the CO2 emissions targets and the target of 44 per cent of the region’s electricity to come from renewable sources by 2020.
The East of England is the country’s driest region and has high levels of water consumption, yet it has a valuable water environment, which is a key feature contributing to a high quality of life in the region. Much of the region's local water resources are fully developed and in some cases over-committed. Work undertaken by the Environment Agency has identified a number of locations where the region will move into water deficit as a result of proposed growth. Meeting the future demand for water and wastewater services will require a ‘twin-track’ approach that combines infrastructure enhancement and more efficient use of water by all users.
Basic broadband coverage in the region appears to be relatively comprehensive. However, in terms of download speeds, the East of England is amongst the poorest performing in the UK and there is the prospect of a new, and more persistent, digital divide opening up in terms of access to next generation broadband services.
The East of England has, jointly with the East Midlands, achieved the highest regional waste recycling rate in the UK and has the second lowest arisings of household waste. While waste arisings per head may be stable, there is now a real challenge to maintain and improve this, given the level of growth planned in the region. This will require an approach that addresses both municipal and commercial waste.
6.3 Programmes
The following programmes have been identified as key to delivering the ambitions for this theme.
Programmes Programme components
1 Developing low carbon energy sectors (1a) Regional low carbon electricity
(1b) Regional low carbon heat
(1c) Regional low carbon transport fuels
(1d) Community energy solutions - Anglian GOwarm Fuel Poverty Programme
2 Delivering required water and waste water (2a) Delivery and monitoring of water infrastructure infrastructure investment
(2b) Evidence and future planning for water infrastructure
3 Achieving better water efficiency (3a) Monitoring of water use in new development
(3b) Water efficiency guidance
(3c) Winter storage and rainwater harvesting
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Programmes Programme components
4 Upgrading regional broadband speed and (4a) Eastern Regional Broadband Uplift Scheme access (EREBUS)
(4b) East of England Broadband Co-operative
(4c) Local broadband projects
5 Providing required waste infrastructure (5a) Intermediate waste infrastructure provision
(5b) Development of waste recovery and disposal infrastructure
(5c) Skills in waste management and planning
Programme 1: Developing low carbon energy sectors to facilitate sustainable economic growth
Description and strategic fit
The supply of renewables in the East of England will need to increase rapidly to achieve the CO2 emissions targets and, more specifically, if the target for renewable electricity to 2020 is to be achieved.
New Industry, New Jobs, published by government in May 2009 highlights a number of market failures associated with low carbon investment, such as the inability to capture the full benefits of investment in innovation and system failures such as barriers to collaboration. The East of England needs to adopt a pragmatic approach to identifying solutions to these problems. For the East of England the key sectors include offshore wind, marine energy, nuclear power, carbon capture and storage, low carbon construction and ultra-low carbon vehicles, and specialist financial and business services.
The UK Low Carbon Transition Plan and associated strategies published in July 2009 highlight the significant impacts and also major opportunities in moving toward a low carbon economy.
This programme will make a major contribution to the region’s carbon reduction of 60 per cent by 2031 and renewable electricity generation targets, which will set the region on a path to achieve new national targets of 80 per cent greenhouse gas reduction by 2050. It primarily supports Policy ENG2 (Renewable Energy Targets) of the regional spatial strategy (RSS) and the Resource Efficiency goal in the regional economic strategy (RES).
It is important that this programme is closely aligned with the regional waste infrastructure programme.
Implementation
Leadership
The programme delivery will be led by the East of England Development Agency (EEDA), and in part by funded activities of regional delivery bodies eg Renewables East, the East of England Energy Group (EEGR), and also through local authority partners via Local Development Frameworks. This role may possibly be taken up by the Low Carbon Leadership Council at a later date.
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Monitoring
Working in partnership for the Department of Energy and Climate Change (DECC) on emissions data and energy generation statistics, the East of England Local Government Association (EELGA), NHS East of England, EEDA and its funded delivery bodies will be required to compile monitoring and performance data.
Resources
The region does not have specific regional funding allocations targeted at investing in regional low carbon energy measures. At present, limited funding is made available through DECC, EEDA and some local authorities for specific project activity. Additional funding is directed towards low carbon energy from the private sector, European funding and other sources. The region does not have specific regional funding allocations targeted at investing in low carbon community energy. This limited investment will not be enough to fund all the measures required under this programme.
Programme components
1a Regional low carbon electricity
Low carbon electricity generation will play a key role in delivering carbon emission reduction targets and renewable energy generation targets for the region. The following activities need to be developed and delivered: improved access to the electricity transmission and distribution networks, by working with the Office of Gas and Electricity market (Ofgem) and the private sector working with key private sector partners in the development of strong supply chains for generation plant, components and associated goods and services eg offshore wind, carbon capture and storage and new nuclear build supporting new and existing centres of expertise in low carbon technology research continuing drive to encourage low carbon and renewable energy developments eg wind and biomass, working with the Regional Planning Body, LAs and project developers.
Key Delivery Agents Budget Results
Industry support organisations There are currently limited Outputs: such as Renewables East and public budgets to support this EEEGR. activity. Delivery will only be by 2010, 14 per cent of the region’s funded by partnership working electricity supply should come from Support programmes such as and investment, leveraging renewable sources (10 per cent, the Manufacturing Advisory public, private and EU funding excluding offshore wind) Service and enterprise hubs wherever possible. by 2020, 44 per cent of the region’s such as Hethel Engineering electricity should come from Centre and OrbisEnergy, local The scale of investment renewable sources (20 per cent authorities in encouraging low required to support this excluding offshore wind) carbon development. programme needs further ten per cent of the supply of energy consideration. for developments of more than 1000 sq m of non-residential floorspace, or more than 10 residential dwellings, should be from decentralised, renewable and low carbon energy sources.
Outcomes:
increased GVA
66 East of England Implementation Plan Utilities 6
1a Regional low carbon electricity
reduced CO2 emissions enhanced capacity of the region’s renewables sector and supply chain.
1b Regional low carbon heat
Low carbon heat generation is a relatively new policy priority. To enable the targets to be met, the following activities need to be developed and delivered: support for the development of district heating infrastructure and high proportion of renewables in new settlements work with National Grid/Ofgem to support introduction of biogas into the national gas distribution network mapping of regional and sub-regional biomass supply chains, identifying organic waste material that could used as a biomass feedstock work with local waste authorities to divert biodegradable municipal waste from landfill identification of opportunities for advanced energy from waste facilities, eg pyrolysis and advanced gasification) continued support for Woodfuels East as the regional woodfuel supply chain programme.
Key Delivery Agents Budget Results
Industry support organisations There are currently limited Outputs: such as; Renewables East, public budgets to support this EEEGR, Woodfuels East and activity. Delivery will only be by 2020, 10 per cent of the region’s also planning bodies. funded by partnership working heat consumption should come from and investment, leveraging renewable sources. This target forms The support of National Grid public, private and EU funding an integral part of the 15 per cent and Ofgem in relation to the wherever possible. primary energy target. national network is also essential. The scale of investment Outcomes: required to support this programme needs further increased GVA consideration. reduced CO2 emissions
1c Regional low carbon transport fuels
The region currently accounts for around 12 per cent of national transport fuel consumption (third highest in UK). Given growth in demand, the carbon intensity of existing fuels and the uncertain global security of supply, there needs to be more encouragement of sustainable, low carbon transport fuels. The following activities need to be developed and delivered: work with key ports and logistics operators to promote the region as a centre for handling imports/exports of sustainable fuels support research into advanced biofuels at regional universities and research institutes; work with the agricultural sector, research partners and businesses to implement demonstration projects in biofuel feedstock production.
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1c Regional low carbon transport fuels
Key Delivery Agents Budget Results
Industry support organisations There are currently limited Outputs: such as Renewables East, public budgets to support this EEEGR, and also planning activity. by 2020, between 5 and 10 per cent bodies eg local authorities in of the region’s transport fuels should support of infrastructure-led The scale of investment come from renewable sources. This developments. required to support this target forms an integral part of the programme needs further 15 per cent primary energy target. Research and Higher Education consideration, and may come institutes will also play a key from a variety of sources Outcomes: role in supporting research and including: future regional development (R&D) in funding allocations, increased GVA advanced transport fuels. reduced CO2 emissions the private sector, local sustainable transport outcomes. authorities,
European Funding, Highways Agency and the DfT Transport Innovation Fund (or equivalent).
1d Community energy solutions - Anglian GOwarm Fuel Poverty Programme
The East of England has the second highest number of communities off the gas distribution network, with a good proportion in fuel poverty. This programme seeks to address the twin challenges of alleviating fuel poverty and improving social inequalities, whilst also driving increased use of renewable energy technologies in domestic properties: deliver a pilot fuel poverty programme utilising Low Carbon Building Programme funding to stimulate commercial markets in Air Source Heat pumps regional campaign to encourage domestic take-up of renewable electricity, heat and transport fuels; ‘green makeovers’ deliver a retrofit programme for existing homes, which could stimulate job creation from declining building and construction sectors.
Key Delivery Agents Budget Results
Anglian GO Warm, working in Between 09/10 and 2010/11, Outputs: partnership with key regional the programme will raise £5 organisations such as the million from public and private by Dec 2009, establish GO Warm as strategic health authority, local sources. the primary delivery vehicle authorities, DECC and EEDA. by 2011 deliver 500 domestic Future delivery will only be renewable energy installations. funded by partnership working and investment, leveraging Outcomes: public, private and EU funding wherever possible. increased GVA
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1d Community energy solutions - Anglian GOwarm Fuel Poverty Programme
The scale of investment reduced CO2 emissions required to support this greater community involvement in programme longer term energy and carbon related issues (beyond 2011) needs further particularly addressing issues of fuel consideration. poverty, greater fuel efficiency and use of renewables.
Programme 2: Delivering required water and waste water infrastructure
Description and strategic fit
Timely delivery of water and wastewater infrastructure is critical to ensure that water availability and quality are not a constraint to growth. Achieving the aims of this programme will also improve the quality of the region’s water bodies and help meet the requirements of the Water Framework Directive by delivering actions set out in the River Basin Management Plans.
This programme is focussed on supporting the appropriate investment in water infrastructure in the East of England through the region’s water companies. A clear case needs to be made for investment to accommodate planned growth in the region and to secure funding through water company charges, which are regulated by the Office of Water Services (Ofwat). If the right infrastructure cannot be provided in a timely manner, it will act as a brake to development and will compromise the ambitions of both the RES and RSS for growth. A regionally significant example is the need to further resolve the capacity issues of the Rye Meads waste water treatment works in East Hertfordshire (fundamental to the delivery of the housing growth allocations at Harlow and Stevenage for example) beyond the level of growth currently allocated in the adopted RSS.
The programme is central to the delivery of the headline growth targets for housing and economic growth, whilst at the same time protecting the important environmental assets that the East of England boasts. Appropriate investment in new infrastructure will also contribute directly to the government’s and region’s ambitions to reduce per capita consumption of water through more effective and efficient systems and consequently reduce CO2 emissions. The programme primarily supports WAT2 (Water infrastructure) and WAT3 (Integrated Water Management) of the RSS and plays a role in furthering the aims of the Resource efficiency goal in the RES. The Environment Agency’s national water strategy ‘Water for People and the Environment’ and the Regional Action Plan will also be supported.
Implementation
Leadership
Water companies, regulators, planners, developers and government need to work closely together to ensure the long-term provision of sustainable water and wastewater services. Responsibility for providing water and wastewater services, and management of water and wastewater infrastructure and assets, rests with the water companies. It is the Environment Agency's role to ensure the sustainable management of water resources and to protect water quality by granting permits to abstract and discharge water. It also has a role to provide and review evidence and in monitoring (see below).
Meeting future demands for water will require a twin-track approach combining programmes reducing demand and the planning and timely development of new water supplies and wastewater infrastructure. This programme therefore needs to be considered alongside the regional water efficiency programme as part of this approach, but also with the approach to regional flood risk as set out under green infrastructure.
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Monitoring
Part of the Environment Agency’s role is to review water company plans and provide advice to Department for Environment, Food and Rural Affairs (Defra). It also contributes to assessing the impact of regional growth. It will take the lead role in monitoring the delivery of the programme components, possibly through the Regional Water Partnership which includes the water companies.
Resources
Programmes identified in water company business plans are funded through water company charges, which are regulated by Ofwat. However, not all infrastructure will be delivered in this way and a number of funding sources will need to be brought together, in particular, infrastructure provision by developers, or financial contributions and growth funding.
Current resources being sought by the region’s water companies for 2010-2015 are set out in their final business plans. It is estimated that total investment being proposed by water companies in PR09 within the East of England is in excess of £500 million.
Proposals include for Water resources - increased water meter installation; enhanced water efficiency programmes; and resource development including raising Abberton reservoir in Essex and for Wastewater (Anglian Water Services only) - additional treatment works capacity; strategic network reinforcements; and requisitions and adoptions of several hundred km of sewers.
Programme components
2a Delivery and monitoring of water infrastructure investment
The Periodic Review 2009 (PR09) is the process by which Ofwat determines what the water companies can charge their customers and what they are expected to deliver in terms of infrastructure and environmental improvements. PR09 covers the period April 2010 to March 2015. Ofwat have approved a long term approach for up-front investment in infrastructure if it is part of the most cost-effective solution, making use of the new 'long-term, least cost planning' methodology. The ongoing management of the relationship between infrastructure planning and growth is key. It is essential to manage, monitor and learn from the implementation of the PR09 water company business plans.
Key Delivery Agents Budget Results
Ofwat, as the regulator will Current planned water Outputs: decide on the investment plans company investment in PR09 and the level of charging. to accommodate growth is Ofwat has made its final estimated be in excess of £500 determination for PR09 (November Water Companies have million in the region. 2009) and this will support responsibility for the delivery investment for the period 2010-2015 of their business plans with the 2010-2015 – Water companies will development industry. produce Annual Reviews updating on progress on actions in their The Water Partnership brings business plans together the main partners in implement actions set out in River the region around water and Basin Management Plans. should be the main body for monitoring and learning from Outcomes: the implementation of the plans with the Environment
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2a Delivery and monitoring of water infrastructure investment
Agency. Local authorities will continued links between water play a key role through the investment and growth, including planning process. evidence to support upfront investment. positive impacts on environmental targets and continued improvement in ecological status of water bodies positive learning for the next round of water company business plans.
2b Evidence and future planning for water infrastructure
Provision of evidence to support investment in infrastructure at the next periodic review (PR14). A draft version will be needed by 2013. Water company business plans and water resource management plans, water cycle studies and River Basin Management Plans are all essential to effectively planning for future infrastructure needs. These plans provide the evidence base to secure funding via the Periodic Review process. To prepare evidence to support and challenge these plans, a view is also required on the actions needed to meet demand for water in the long term. Infrastructure modelling linked to growth forecasts carried out by the Environment Agency will help to achieve this.
Key Delivery Agents Budget Results
A partnership approach with See above. Outputs: the water companies, Ofwat, the Environment Agency and A similar level of investment is 2010-2013 Draft regional evidence local authorities is essential in likely to be needed at PR14. complete to inform next Period developing an effective Review water companies produce evidence base. The regional draft business plans and water Water Partnership Group might company resource management be the best way of achieving plans in 2013 and final plans in 2014. this. Outcomes:
a long-term approach to water planning in partnership with water companies and the Environment Agency continued investment in water infrastructure to meet the region’s growth aspirations stronger partnership approach to water and waste water infrastructure investment.
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Programme 3: Achieving better water efficiency
Description and strategic fit
The East of England has one of the highest levels of water use per capita in England and Wales and is a seriously water stressed region with significant plans for growth. Forecast housing growth and the impact of climate change will increase demand for water. Actions set out in the region’s water companies’ water resource management plans will help. However, there is a need to do more.
This programme forms part of a twin track approach to water in the Implementation Plan. Whilst the delivery of infrastructure to accommodate growth, as set out in the RES and the RSS is picked up under programme 2, this programme seeks to address the other half of the equation in terms of improving water efficiency. This programme needs to be considered alongside the approach to regional flood risk as set out under the green infrastructure theme.
The programme seeks to achieve the following outcomes:
to ensure that water availability is not a constraint to growth, and that river and habitat quality continue to improve average water used by existing homes and businesses decreases, average per capita consumption declines and resources are freed up to mitigate the impact of new development and the impact of climate change greater awareness of the need to use water wisely and the better appreciation of the link between reducing water use and reducing carbon emissions.
This programme supports Policy WAT1 (Water efficiency) of the RSS and is the primary mechanism for meeting the RES’s target for reducing water consumption. It will also support the priorities of the Environment Agency in the region and the water companies’ water resource management plans, and contribute directly to the government’s ambition to reduce average per capita water usage to 130 litres per head per day by 2030.
Reducing water use also has benefits linked to reducing energy use and carbon dioxide emissions, both in terms of the energy used to supply and treat water and also in terms of the energy used to heat water in the
home and by businesses and as such will contribute to the region’s CO2 reduction target.
Implementation
Leadership
This programme will be led by the Regional Water Partnership Group and informed by work undertaken by the Anglian Region Water Efficiency Group. However, the water companies will have a key role in delivery through long-term water company water resource management plans.
Increased water efficiency in new developments is also a key component of the programme and will be informed by water cycle studies, growth modelling studies and by provision of design and planning guidance developed by Waterwise East.
Finally, whilst this programme contains guidance for water efficiency in new builds, existing housing also needs to be considered. The housing theme includes a regional retrofit programme, which will include water efficiency improvements and needs to also be considered as part of the overall approach.
Monitoring
The Environment Agency is funded to ensure the long-term sustainable use of water resources and to review water company plans and contribute to regional growth studies. In addition, Waterwise East should monitor the impacts of the water efficiency in new development.
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Resources
Programmes identified in water company business plans are funded through water company charges, which are regulated by Ofwat. Agriculture programmes include funding from the Environment Agency with other partners at Cranfield, Defra, Warwick University and central government. Finally, the approach includes the possibility of using Homes and Communities Agency (HCA) funds available for various housing programmes including energy efficiency.
Programme components
3a Monitoring of water use in new development
Water company led demand management programmes are about to be approved by Ofwat – these include the installation of water efficient devices in homes and businesses, water audits, education, targeted leakage control and water metering. There is a need to monitor the implementation of the measures and the effects that these have on the demand for water and to measure progress towards achieving the government’s aim of reducing average water use to 130 litres per person per day by 2030. A partnership approach is needed to set up a project to monitor water use in new builds.
Key Delivery Agents Budget Results
Delivery of investment to this Current planned water Outputs: programme will either come company investment in PR09 through the water companies to accommodate growth is now to 2010 approval of current or through the development estimated be in excess of £500 water company business plans and industry. million for the region. water resource management plans Jan 2010 – 2015 delivery of water The Environment Agency will Some local budget for company programmes undertake the main monitoring agriculture schemes as Jan 2010 -2015 effective regional overall water use across the identified above. monitoring of water use in the region region. A monitoring Jan 2010 -2015 annual report on framework has been proposed water usage in existing property and utilising information in the new build. water companies’ annual June Return to Ofwat. Outcomes:
improved water efficiency reductions in the average use of water greater water metering coverage better regional understanding of water efficiency.
3b Water efficiency guidance
Current levels of demand need to be reduced to achieve the RES target for per capita consumption. Increased water efficiency in new and existing developments is essential to help reduce household demand. Design and planning guidance has been developed by Waterwise East to help support this aim. There is now a need to promote this more widely and also to review and update the guidance. This will be informed by water cycle and growth modelling studies.
Key Delivery Agents Budget Results
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3b Water efficiency guidance
Waterwise East has produced No specific funding identified Outputs: the current guidance and would however, a range of funding therefore take responsibility for pots could achieve this 2009-2010 – promotion of current promoting it in conjunction with relatively low cost intervention. water efficiency guidance local authorities. 2010 – preparation and promotion Central government eg HCA of revised guidance. The next iteration of the funds available for various guidance should include housing programmes including Outcomes: involvement from the private energy efficiency. sector, HCA, Defra through the increased water efficiency in new and Regional Water Partnership. Water charges. existing development.
3c Winter storage and rainwater harvesting
In the East of England agriculture utilises around 5 per cent of all water abstracted. This is considerably higher than the average across England and Wales of only 1 per cent and often takes place at ties when there is already considerable strain on water resources. This programme seeks to focus funding for winter storage reservoirs and greater use of rainwater harvesting to help farmers and growers to reduce their water use, or at least get greater productivity from the water they currently use.
Key Delivery Agents Budget Results
Environment Agency will take Agriculture programmes - Outputs: the lead role. approximately £60,000 with £15,000 funded from 2009/2010 promotion of current Water Partnership Group to Environment Agency. Other guidance facilitate a joint approach with partners are Cranfield 2010 - Development of further the agricultural and University, Defra and Warwick targeted water efficiency horticultural community. University. information for agriculture sector, establish mechanisms for funding Ultimately, however, delivery local water efficiency schemes. will come from the farming community and therefore the Outcomes: involvement of the National Farmers Union and Country increased water efficiency in Land and Business Association agriculture. is essential.
Opportunities to link this with the work of Cranfield University and the UK Irrigation Association.
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Programme 4: Upgrading regional broadband speed and access
Description and strategic fit
In meeting the needs of a growing population and the high-level targets for GVA growth and job creation, effective access to a quality ICT network is essential. Broadband coverage in the region is relatively good; however, in terms of download speeds the East of England is amongst the lowest performing in the UK.
There is an emerging digital divide with perhaps 40-50 per cent of the region’s population unable to access next generation services. Next Generation Access (NGA) to higher speed broadband is essential for the region’s competitiveness and to ensure e-inclusion.
Without intervention, rural and more sparsely populated areas are unlikely to benefit from NGA. The likely focus of private sector investment will be areas of higher population density. The programme therefore focusses on the following components:
co-ordinating regional activity and sharing best practice (Digital Partnership East) creation and/or demonstration of demand (Eastern Region Broadband Uplift Scheme (EREBUS)) support for excluded communities wishing to take local action (East of England Broadband Co-operative) backhaul and middle mile initiatives in areas of market failure (Supporting Open Next Generation Broadband in Rural Areas (SONGBIRD)) promotion of broadband provision through planning legislation.
A positive relationship between ICT and productivity is supported by the BMG survey and this programme will directly support RES GVA targets and the Digital Economy goal of the RES. The programme will also contribute to the Rural Economy objectives of the RES and the CO2 reduction targets through reducing the need to travel.
As explained in the Digital Britain Report, Government is clear that true superfast broadband will be concentrated in the first two thirds of the market and that there is no obvious means whereby the market, unaided, will serve the final third of the population. Any subsidy scheme has to be carefully targeted to avoid distorting competition or subsidising activities which commercial operators would otherwise undertake.
Implementation
Leadership
A newly formed digital partnership will provide the overarching governance for this programme. The role of this body will be to act as a forum for information and the exchange of ideas as well as helping inform and shape broadband strategy across the region.
Monitoring
The Digital Partnership and EEDA will provide the monitoring role for the programme.
Resources
Research carried out for the Broadband Stakeholders Group by Analysys Mason indicates that it will cost up to £2.2 billion to deliver fibre to the home (FTTH) across the region . In the main, the private sector will meet demand. However, public sector investment will be required to stimulate investment in the final third of the region where the market will not deliver service.
Projects funded under the Rural Development Programme for England (RDPE) will help overcome the barriers some rural communities face in accessing broadband to deliver the true promise of Digital Britain throughout the region and to ensure the regional rural economy is able to thrive in the years ahead.
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Programme components
4a EREBUS
The overall aim of the EREBUS is to capture as much demand for next generation broadband services as possible in an information resource to demonstrate sufficient demand to make commercial investment worthwhile. The project will establish a database that will map demand (and supply) down to postcode level. It will be freely available to anybody who needs it to provide a service.
Key Delivery Agents Budget Results
EEDA to specify and build Costs for EREBUS are Outputs: EREBUS structure in order to estimated at £200,000 over monitor and stimulate demand. three years. EREBUS available December 2009
Members of the Digital Outcomes: Partnership will be encouraged to provide data and help potential reduction in public sector market the project more widely. costs for broadband (through aggregation).
4b East of England Broadband Co-operative
Designed to build on the Independent Networks Co-operative Association (INCA) proposal (for supporting community groups) outlined in the Digital Britain Report but offering a more hands on approach towards supporting community initiatives.
Key Delivery Agents Budget Results
EEDA to commission the RDPE funding may be available Outputs: Co-operative working closely to support this initiative. with INCA. cooperative established in Q1, 2010
SONGBIRD to support local Outcomes: community approach. high levels of community engagement common technical and business process standards established facilitating the development of open access networks dissemination of the benefits of next generation broadband and the value of local action common services and standards for local next generation broadband projects.
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4c Local broadband projects
Aiming to take fibre as deep as possible into the countryside (into areas where the market has no interest in delivering an effective, affordable product) this programme will operate as an open access network providing cost effective backhaul and middle mile capability to any communication provider or community group who wishes to deploy a last mile service to end customers. These local solutions will be deployed when there is sufficient demand identified within EREBUS to interest commercial communication providers or a properly supported community.
Key Delivery Agents Budget Results
Community Groups or Up to £5 million RDPE funding Outputs: communication providers will could be allocated to support be the main delivery agents. An broadband projects. invitation to submit EoI – Jan 2010 invitation to submit Expressions appraisal and approval of business of Interest will be issued. cases by July 2010.
Outcomes:
improved proliferation of NGA
reduction in digital exclusion, CO2 emissions and compensate for lack of services in rural areas Improved productivity.
Programme 5: Providing required waste infrastructure
Description and strategic fit
If regional, government and EU targets are to be met, the region needs to develop a more sustainable pattern of waste management. The programme is therefore focussed around:
reducing the levels of waste for disposal through continued investment in intermediate infrastructure the development and supply of waste recovery and disposal infrastructure, and providing appropriate capacity and skills in the waste sector.
There are a range of drivers to develop new waste treatment infrastructure, including the need to reduce the emission of greenhouse gases from landfill, the reducing availability of landfill sites in the East of England, the need to meet Landfill Allowances by each Waste Disposal Authority (WDA) and the need to conserve resources rather than send material to landfill.
This programme is designed specifically to meet the targets in WM1, WM2, and WM4 of the RSS and the CO2 reduction target of the RES. It is also essential for the region to meet the EU Landfill Directive and the National targets for the recovery of municipal solid waste. Reducing the amount of biodegradable waste going to landfill will reduce the production of greenhouse gases, although this is difficult to quantify. The programme will reduce waste to landfill and increase effectiveness across the region’s waste disposal activities.
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Implementation
Leadership
This programme will be managed by EEDA and EELGA, acting jointly as the responsible regional authority, possibly through a Regional Waste Board that would effectively bring together the private sector suppliers with the Waste Disposal and Collection Authorities. The programme will ultimately be delivered by WDAs, Waste Collection Agencies (WCAs) and the private sector. The role of the responsible regional authority is to facilitate this effectively.
Difficulties in delivery of facilities originate from the need to develop a clear understanding of the waste management requirements of the region and the need to secure appropriate sites with planning permission. Regional bodies in conjunction with local authorities play a significant role in these two areas at relatively little financial cost.
To be successful, all three components need to be progressed together. There is also a natural overlap between the skills elements of this programme and the skills for sustainable communities programme. Finally, the implementation of this programme will affect the success of the regional low carbon energy programme through the delivery of fuel.
Monitoring
EEDA and EELGA, acting jointly, will draw upon data from Defra, the Environment Agency, Waste Planning Authorities and regional analysis to monitor the delivery of sites, investment and skills provision.
Resources
Indicative costs for intermediate infrastructure are that an additional £110 million will be required over the Implementation Plan period. For residual waste infrastructure, a further £371 million would be required at current costs. Funding for the majority of intermediate infrastructure comes from local authority capital budgets, or private sources. For residual treatment facilities, the most significant funding stream is credit under the private finance initiative scheme managed by Defra. Some facilities are delivered through the private sector as purely merchant capacity and with increases in landfill costs, this route of delivery is expected to expand.
5a Intermediate waste infrastructure provision
There is an overriding need for the region to reduce the levels of waste going to landfill and to gain the economic value from waste products. The development of transfer stations, household waste recycling centres, sorting and bulking facilities and processing capacity for the manufacture of products from used material are essential to meeting wider waste targets. There is now a need to consider the land requirements of such development across the region, identify and plan for sites and to then assist in managing and delivery of development including planning.
Key Delivery Agents Budget Results
County and unitary authorities Much of the provision will be Outputs: as WDAs and local authorities done privately, including as WCAs. requiring waste sites in new sufficient capacity in recycling developments. centres, transfer stations, etc to help Private waste collection, meet waste reduction and recycling disposal and recycling On the assumption that targets, as well as landfill allowance companies. approximately 1.6 million trading system landfill allowance tonnes of municipal waste trading system (LATS) targets in requires this type of 2010, 2013 and 2020.
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5a Intermediate waste infrastructure provision
EEDA/EELGA/Environment management, an additional Outcomes: Agency in a regional monitoring £50 million (capital) would be role. required. a comprehensive network of collection, sorting and bulking A comparable figure for facilities to handle all of the different commercial and industrial waste streams and materials waste would be £60 million. a system for the management of secondary materials throughout the region sufficient to meet the quantities of materials in policy WM4 of the RSS.
5b Development of waste recovery and disposal infrastructure
The increasing scarcity of landfill in the region combined with the landfill tax escalator will cause disposal costs to business to rise to potentially punitive rates. The delivery of appropriate municipal waste infrastructure is therefore essential. There is now a need for regional coordination and monitoring of development and supply of municipal waste facilities to meet RSS targets.
Key Delivery Agents Budget Results
County and Unitary authorities There is expected to be Outputs: as WDAs. sufficient capacity to manage municipal waste for 2010 if the 2009/2010 delivery of current WDA Private waste collection, current project plans of each project plans disposal and recycling county are successful. by 2020 sufficient capacity to companies. separate, process and treat 3 million A sum of £444.2 million has tonnes of municipal waste and 5.6 EEDA/EELGA/Environment been allocated towards the million tonnes of commercial and Agency or future regional delivery of facilities in the industrial waste materials as a planning body in a regional region to date. At comparable material resource. planning and monitoring role. rates, a further £371 million (capital) would be required. Outcomes:
Beyond 2010 many of the continued investment in, and delivery WDAs will have secured funding of, waste infrastructure and the focus will be on the significantly increased capacity to identification and delivery of treat waste in line with regional and sites and monitoring of that national targets process to meet targets to reduced CO2 emissions from waste. 2015.
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5c Skills in waste management and planning
There is currently limited capacity in the waste management industry and in the public sector. Short courses are being run by Anglia Ruskin University in conjunction with waste planning authorities to meet their specific needs. The focus of activity is therefore on encouraging local authorities and the private sector to provide both students and funding and secondly, liaison with the training providers.
Key Delivery Agents Budget Results
A range of educational The costs of current Anglia Outputs: institutions are involved: Ruskin courses have been met from waste planning authority by 2015, increased regional provision Anglia Ruskin University budgets. and take-up of waste planning and the Chartered Institute of management training Waste Management It is estimated that £5,000 per delivery of sufficient numbers of (CIWM) student over three years could graduates from degree-level courses the Waste Management fill the gap identified. or equivalent high level or vocational Industry Training and qualifications by 2020. Advisory Board For an additional two members (WAMITAB) of staff for each of the ten Outcomes: the Energy and Utilities waste planning authorities, this a pool of sufficiently qualified staff Sector Skills Council. would amount to a total of £100,000 over three years. to deliver the waste management infrastructure required in the Region.
6.4 Key milestones and phasing
The programmes for this theme contain a range of actions and priorities. Figure 9 sets out the sequencing of the key interventions that are anticipated to be made in the first five years of the Implementation Plan.
Figure 9: Phasing of key milestones
Deliver EREBUS Delivering major investments 500 Domestic Renewable Energy Installations
Establishing funding and Water Company Delivery of WDA project plans delivery Business Plans mechanisms Submission of PR14
Building Establish Low Carbon Draft Regional evidence for strategic Leadership Council Ofwat priorities and intelligence Broadband cooperative established
2010 2011 2012 2013 2014 2015
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Over a three-to-five year timescale, the ambition of the region is to:
ensure the effective implementation of existing utility companies’ business plans and to monitor the performance against regional targets and ambitions based on regional evidence, work to achieve an enhanced regulatory environment that provides a greater alignment between growth and infrastructure investment continue the region’s leading role in the development of the low carbon and renewables sectors work closely with regional utilities providers and other partners to ensure that an effective case is made for the next round of infrastructure funding.
6.5 Synergies
The utilities theme focuses on investment in utilities infrastructure, whilst at the same time addressing the issue of resource efficiency. However, many of the outcome targets and priorities relating to energy, water, waste and ICT require an integrated approach with other themes and programmes. For example, achieving a 20 per cent reduction in household water consumption by 2030 requires interventions under the housing theme to reduce water use in new and existing housing.
There are also linkages between the approach to utilities investment and green infrastructure. Delivering water efficiencies is a fundamental requirement of protecting and enhancing a number of the region's habitats. Moreover, the approach to energy production, in particular, will potentially have significant impacts on the management of the region’s landscapes. The approach to maximising the economic benefits from innovation in the utilities sector will require a joint response with programmes under the innovation and skills themes. In particular, on ICT, the provision of broadband infrastructure has been matched with a programme approach that enables effective take up, and innovative approaches to the management of transport issues through ICT are included under the transport theme.
Finally, it is also important to note the linkages between programmes within the utilities theme (such as the recycling of waste as a fuel source).
6.6 Delivery and capacity
The primary providers of utilities infrastructure are the private sector companies operating in a regulated environment, be they energy, water, waste or ICT providers, and many of them have been involved in the development of the Implementation Plan. The capacity of utilities companies to invest for growth is constrained by commercial considerations. There are issues governing the effect of regulations on the utility companies’ ability to invest in advance of growth, because their principal responsibility to the regulator is to provide good-quality value for money services to existing customers. Whilst this is, to some degree, being addressed through the most recent Periodic Review (PR09) for water, issues continue to exist for energy and waste in particular. The programmes in this theme seek to better link the funding of infrastructure to the growth agenda and it is envisaged that there will be a key relationship developed between the above groups and the emerging national body Infrastructure UK.
There are a range of regional structures around the utilities sector that draw together the public and private partners. The regional Water Partnership brings together key bodies such as the water companies, Waterwise East and the Environment Agency to cover the region’s water issues. It is recognised that these structures are beneficial and that there is a strong rationale for bringing together the public and private sector in this way. Partly as a result of the work on this Implementation Plan, proposals are in an advanced stage to create a regional Carbon Leadership Council. In terms of waste, discussions are ongoing into the creation of a regional Waste Board that would bring together the Waste Disposal and Collection Authorities and private sector suppliers. A regional Digital Partnership is being formed comprised of regional bodies, local government, communications providers, community groups and commercial companies to act as a forum and strategy shaping body.
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The financial position for the delivery of infrastructure and resource efficiency in the region is mixed. In terms of energy, the energy companies are making significant investments in the region. However, the availability of public sector funding to support the low carbon agenda is presently limited. Current water company investment plans total in excess of £500 million, but this only covers the period 2010-2015 and it is anticipated that at least the same amount of investment will be required for the next Period Review period from 2015 onward. Significant capital for waste is required mostly through the private sector but also through Defra to WDAs. £444.2 million has been allocated to date with another £371 million likely to be required. The delivery of ICT infrastructure will require further private sector intervention. EEDA have secured some £200,000 to deliver EREBUS to prime this.
It is clear that central to overcoming the identified constraints and ensuring the timely delivery of infrastructure will be an improved relationship and joint working to include regulators, the utilities companies, local planning authorities and the development industry. The partnership between public and private sector is essential in terms of effectively marshalling resources. It is unlikely that all of the regional requirements could be funded by the private sector alone. In addition, the role of the planning process and in particular, any future Community Infrastructure Levy needs to reflect the needs of infrastructure appropriately, and local authorities will have a strong interest through their statutory responsibilities.
The implications for these programmes at a sub-regional scale are varied. Clearly, the development of broadband infrastructure is facing particular issues relative to rural and peripheral parts of the region, and the Broadband programme is designed specifically to address these locations. In terms of energy and water there is evidence to show that, whilst issues of infrastructure pressures are being felt across the region, there are some areas where this is particularly pressing. The Environment Agency has undertaken detailed modelling of the impact of housing and water efficiency policies on water supplies in the East of England.(8 ) This has shown that, under a variety of scenarios, a significant part of the region will enter into water deficit over the lifetime of the current RSS. Local ‘hotspots’ include: Luton, Stevenage and Harlow; Peterborough and Bedford; and Cambridge and surrounding area. The regional power study has similarly identified that there are pinch points in the region for electricity. These are largely linked to major developments such as Adastral Park in the Haven Gateway.
8 The Impact of Housing and Water Efficiency Policies on Water supplies to the East of England – Evidence for the Review of the East of England Plan – RSS14, Environment Agency March 2008.
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7 Enterprise, innovation and business support
7.1 Ambitions
The regional economic strategy (RES) identifies enterprise and innovation as strategic policy areas in raising economic performance and serving wider social and environmental objectives. The RES makes long-term priorities of addressing market failures to:
strengthen the region’s enterprise culture increase the opportunities from international trade, investment and collaboration improve the commercialisation of new ideas enable high-growth enterprises to realise their potential raise business performance through effective business support and embedding productivity-enhancing practices and technologies.
It recognises the commercial opportunities arising from tackling climate change. From pioneering new technologies around renewable energy to resource-efficient housing, the region’s strengths of research and development (R&D) and locational advantages offer the chance of a global leadership role in a huge growth market.
Enterprise and innovation are central to the regional spatial strategy (RSS). This includes the provision of employment land and premises for commercial activities to support job creation ambitions aligned to housing supply. The Regional Strategic Employment sites study(9 ) led by the East of England Development Agency (EEDA) with the East of England Regional Assembly (EERA) and Government Office for the East of England (Go-East) identifies the importance of strategic employment land to support enterprise in the regional economy. This theme focuses particularly on the delivery of regional strategic sites such as innovation centres, enterprise hubs and open innovation science parks: these are being established as regional and national centres of excellence in priority sectors. The provision of employment land and premises is covered by Integrated Development Programmes (and their equivalents) that comprise the sub-regional elements of regional strategy implementation.
The Implementation Plan’s sectoral focus is consistent with regional investment priorities agreed with the Technology and Science Board (TSB) and supports the government’s New Industry, New Jobs agenda (NINJ). Launched in April 2009, NINJ aims to create a ‘total business environment’ in which the totality of public sector activity supports industrial growth and sectoral strengths in priority areas such as: advanced manufacturing; composites; digital technologies; life sciences and medical; low carbon and plastic electronics.
To deliver higher rates of employment, economic growth and environmental sustainability, the RES and the RSS aim for specific outcomes for enterprise and innovation:
increasing the share of businesses that are ‘innovation active’ increasing start-up rates to 60 per 10,000 resident adults by 2031 (over 13,000 more businesses created each year than there were in 2007)(10 ) raising total entrepreneurship activity rates above the UK average and, within that, raising female entrepreneurship nearer to male entrepreneurship increasing the share of small- and medium-sized enterprises (SMEs) that use external advice increasing the share of East of England SMEs that operate internationally.
The Implementation Plan addresses this through:
ensuring the appropriate scale, focus and accessibility of publicly funded business support
9 Strategic Employment Sites Study, Arup 2009. 10 ‘Resident Adults’ refers to all people aged 16 and over.
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tailoring interventions to the short-term deterioration in economic conditions without neglecting investment in economic assets important to long-term performance. This includes prioritising investment, which strengthens existing and emerging areas of international comparative advantage such as R&D, life and biosciences, ICT and clean technologies delivering activity within a national context of fewer, simplified business support services (the Business Support Simplification Programme): 30 commonly branded ‘Solutions for Business’ products provide the structure through which all publicly funded business support will be delivered in future.
7.2 Status
The region had 217,930 VAT or PAYE registered businesses in 2009.(11 ) While enterprise survival rates exceed the UK average, there is still more to be done to improve the performance of the region’s businesses and encourage more people to start enterprises. In 2007 the region created around 20,000 new VAT registered businesses or roughly 43 for every 10,000 people aged 16 and over.(12 ) Based on the latest trends in population growth, achieving the RES target of 60 would mean creating around 33,000 new VAT registered businesses by 2031. On the basis of current trends and intervention, the region could undershoot its target for new VAT registered businesses by over 3,000 businesses a year in the period to 2031.(13 )
In terms of international trade, currently only a small percentage of enterprises in the region trade internationally. A dedicated programme seeks to enable more of the region’s businesses to exploit opportunities in international markets.
There has been significant progress on increasing the innovation activity of small firms. Businesses in the East of England benefit from being located in Europe’s third-most research and development (R&D) intensive region, which is home to global companies, world-class universities and research institutes. Strengthening the region’s position at the forefront of R&D and knowledge-generating sectors will require investment in the science base and supporting infrastructure to compete with global leaders and emerging economies. The government’s emerging national low-carbon industrial strategy recognises the region’s strength in environmental science and engineering and the international leadership of our universities. Concerted support from regional and national partners is required to accelerate the commercialisation of low carbon and low-resource technologies created in the East of England. The Implementation Plan builds on activities initiated in 2009 to this end, including:
EEDA and the Strategic Health Authority (SHA) working with the Technology Strategy Board (TSB) ensured the East of England was the first region to undertake a public sector innovation procurement programme (Small Business Research Initiative) a £5 million regional loan fund targeting high-growth businesses, together with an investment readiness programme, Understanding Finance for Business, to help businesses secure funding construction of two open-innovation science parks – Colworth Park and Norwich Research Park (NRP) – focused on food science and processing technologies and genomics, respectively Stevenage Bioscience Park: Led by Glaxo Smith Kline (GSK), and with investments from EEDA, the Department for Business, Innovation and Skills' (BIS’s) Strategic Investment Fund, Wellcome Trust and GSK, £38 million has been secured for the park, which will provide a regional and national focus for the commercialisation of drug discovery based on GSK’s primary global R&D centre and will create over 1,500 highly skilled jobs.
7.3 Programmes
The following programmes have been identified as key to delivering the ambitions for this theme.
11 Inter Departmental Business Register. 12 Though useful for gauging the direction of travel, this figure under-estimates the true extent of entrepreneurship as many new start-ups are not registered for VAT in their first year. 13 Based on December 2009 EEFM baseline results for population growth.
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Programmes Programme components
1 Key business support products and services (1a) Support for start-ups and growth
(1b) Innovation and collaboration
(1c) Women’s enterprise
(1d) Business resource efficiency
2 Business finance (2a) Business grants
(2b) Business loans
(2c) Innovation, equity and support products
3 International and inter-regional trade, (3a) Maximising foreign direct investment investment and collaboration (3b) Investor development
(3c) International trade
(3d) International collaboration
4 Strategic investments in innovation (4a) Science parks
(4b) Enterprise hubs
(4c) Knowledge transfer in key sectors
5 ICT and the workplace (5a) takeITon
(5b) Innovation in
(5c) ICT for flexible working
(5d) Regional skills
Programme 1: Key business support products and services
Description and strategic fit
This programme takes forward the RES implementation priority to develop a suite of high-quality business support products accessed through the single Business Link gateway service.
It implements the hovernment’s Business Support Simplification Programme (BSSP) in the region. Under BSSP, 30 commonly branded Solutions for Business (SfB) products provide the structure through which all publicly funded business support will be delivered in future. These products are now in place and are under continuous review to ensure they remain appropriate to economic conditions.
Business Link is the main route to support, offering impartial assessment, advice and bespoke packages of support. Bringing together information-diagnostic-brokerage (IDB) services for business support and Train to Gain under Business Link will improve links between skills and business support provision. Regions and local areas retain the flexibility to determine which of the products are delivered, and there is scope for interventions to be designed around the different needs of city, market town and rural economies.
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BSSP requires regional agencies to align their business support schemes. Partnership working through mechanisms like co-investment in SfB products by different local authorities and agencies is increasingly important. While local-level initiatives are beyond the scope of this Implementation Plan, there are opportunities for working regionally and sub-regionally.
This programme aims to deliver business support that is:
easily understood and accessed by businesses better and more effectively targeted joined up with the employment and skills agenda enabling more people from all communities to start and grow businesses characterised by a high-profile regional and sub-regional publicly-funded offer continuously monitored and evaluated to improve the impact and effectiveness of services flexible and responsive to changing economic circumstances and the needs of businesses.
The programme will deliver these aims by better identifying business needs, targeting products and services towards them, simplifying products and making them easily accessible through:
rolling out impact assessment work, mapping business needs and identifying opportunities for productivity gains and business growth expanding the provision of publicly funded business support, through an enhanced and locally relevant portfolio of SfB products marketing the enhanced portfolio of SfB products through a regional and sub – regional offer, responding to areas of greatest business demand and to areas where there are most opportunities for productivity gains integrating business support IDB services with Train to Gain under Business Link improving the co-ordination between delivery partners by adopting a common Client Relationship Management system – the Regional Business Support Information System (RBSIS) continuous evaluation and review to increase impact and respond to changing economic circumstances and demand.
Implementation
Leadership
The programme will be governed by strategic partnership working of EEDA, with the East of England Skills and Competitiveness Partnership, other delivery partners listed below and the East of England Business Group (EEBG). Management capacity will be provided by EEDA.
The main delivery partners include: Business Link East, Resource Efficiency East, enterprise agencies, Chambers of Commerce, business representative organisations, EEDA, local authorities, Strategic Health Authority (SHA) East of England, Learning Skills Council (LSC), Association of Universities in the East of England (AUEE) and individual universities.
The delivery arrangements build on the framework provided by the single regional Business Link service and the Integrated Specialist Business Support Service for manufacturing businesses. Business Link East will provide the focal point and main route for businesses to all business products in the region.
Monitoring
Detailed monitoring relating to the uptake of business support and impacts will be undertaken by delivery partners such as Business Link. EEDA will undertake programme monitoring and evaluation.
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Resources
Principle funding sources include EEDA, and EU funding streams at the regional level (European Regional Development Fund (ERDF), Rural Development Programme for England (RDPE)). This is complemented at sub-regional level by local authority funded schemes.
Programme components
1a Support for start-ups and growth
This component covers: enterprise coaching – one-to-one coaching for individuals in under-represented groups and areas of deprivation to encourage them to consider self-employment or starting a business. starting a business – universal service offered by Business Link to cover all aspects of starting a business. intensive start-up – targeted at priority groups and areas at individuals and businesses needing extra support. starting a high growth business – provision of support for high growth potential new businesses. public sector procurement – on-line portal enabling business to engage with public sector contract opportunities.
Key Delivery Agents Budget Results
Business Link, EEDA. Element of c. £40 million Outputs: (2009-11). one-to-one business coaching sessions delivered on-line portal launched simplified business support 4,000 jobs created 600 people supported into employment 2,000 businesses created 25,000 businesses supported 10,000 people supported to improve their skills.
Outcomes:
increased share of SMEs using external advice improved satisfaction rating with business support (93 per cent) improved business start-up and survival rates £200- £500 million gross valued added (GVA) generated improved GVA/worker reduced waste and energy used per unit of GVA
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1a Support for start-ups and growth
reduced carbon emissions from industrial and commercial sectors reduced water usage from industrial and commercial sectors.
1b Innovation and collaboration
This component covers: Knowledge Transfer Partnerships (Knowledge Partners East of England – KEEP) – to increase collaboration between universities and businesses to encourage new graduates to stay in the region. Innovation Vouchers – to help businesses purchase academic expertise from the region’s universities. Integrated Specialist Business Support Programme which includes: Manufacturing Advisory Service for the East of England (MAS-East) (subsidised support to manufacturing SMES) Designing Demand (support for businesses to use design as a process to improve performance) Innovation Advice and Guidance (subsidised help to enable them to innovate and improve performance) Networking for Innovation – to help businesses build relationships with other businesses, knowledge based institutions etc Collaborative Research and Development – support for businesses in key sectors to work collaboratively on development new products, processes and services. Small Business Research Initiative (SBRI) – funding and support for businesses to develop innovative devices, products or services, initially to meet healthcare priorities.
Key Delivery Agents Budget Results
EEDA, KEEP, private sector. £6.3 million (2009-11). Outputs: universities, (MAS East), Shared with programme outputs for Business Link, NHS East of international trade; strategic investments England. in innovation; and key business support products programmes
Outcomes:
increase in number of businesses that are innovative active improved satisfaction rating with business support (93 per cent) improved business start-up and survival rates £200- £500 million GVA generated improved GVA/worker reduced waste and energy used per unit of GVA
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1b Innovation and collaboration
reduced carbon emissions from industrial and commercial sectors reduced water usage from industrial and commercial sectors.
1c Women’s enterprise
This component covers: Inspiring Women - encourage and support women to start and grow businesses Enterprising Women - a network of over 5500 women entrepreneurs, which offers support, mentoring and access to business opportunities and finance creation of a ‘virtual centre’ - acting as an umbrella to the total women’s enterprise offer.
Key Delivery Agents Budget Results
Business Link, Enterprising £1.5 million (2009-11). Outputs: Women and Inspiring Women delivery partners. launch of ‘virtual centre’ networking events 88 jobs created 225 people supported into employment 100 businesses created 1,000 businesses supported 1,000 people supported to improve their skills.
Outcomes:
higher entrepreneurship rates amongst women improved satisfaction rating with business support (93 per cent) improved business start-up and survival rates.
1d Improving your resource efficiency
General and more specialist forms of support, advice and guidance for businesses on saving money by using raw materials, energy and water more efficiently.
Key Delivery Agents Budget Results
Resource Efficiency East, EEDA and ERDF. Outputs: Business Link, Carbon Trust, Energy Saving Trust, Waste and 40 jobs created 2,000 businesses supported
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1d Improving your resource efficiency
Resources Action Programme 70 business supported to engage (WRAP), local/sub-regional with the knowledge base delivery partners. £10 million investment levered 300 people supported to improve their skills.
Outcomes:
improved efficiency and innovation in businesses, and therefore lower resource use improved satisfaction rating with business support (93 per cent) improved business start-up and survival rates improved GVA/worker reduced waste and energy used per unit of GVA reduced carbon emissions from industrial and commercial sectors reduced water usage from industrial and commercial sectors.
Programme 2: Business finance
Description and strategic fit
Financial support for business is particularly important in the context of the credit crunch. Credit market constraints are having an adverse impact on R&D, threatening key clusters. The availability of venture capital is declining. Addressing gaps in market provision for businesses will support business start-ups, growth and the commercialisation of new ideas. This programme aligns the provision of publicly funded business finance products and services with the wider Business Support Simplification Programme.
This programme takes forward the RES implementation priority to 'develop a suite of financial products, support for creativity and incentives to encourage social and public sector innovation', and will also be important in relation to increasing ‘the rate of commercialisation of R&D, technology uptake and innovation in finance, marketing and distribution through integrated business support and access to finance packages'.
This programme has been designed to:
provide simpler access to business finance to provide liquidity for companies with growth potential to compete in, and respond quickly to, market opportunities and changing technological environments prioritise support for those businesses with the greatest potential for productivity growth support more start-ups with strong prospects of growth and survival foster more effective working relationships for business support brokers, advisors, solution providers and clients
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increase awareness of business finance products through collaboration of banks, investors and the public sector complement national initiatives such as the Enterprise Finance Guarantee, Capital for Enterprise and emerging recommendations from the Rowlands Review.
This programme delivers these aims by better identifying business needs, targeting business finance towards growth opportunities, simplifying products and making them easily accessible through:
enhancing investment-readiness interventions, including greater access to coaching and one-to-one support expanding and promoting the portfolio of access-to-finance products creating a dedicated low-carbon venture fund using ERDF co-financing monies promoting awareness of, and access to, key government-backed initiatives (such as the Enterprise Funding Guarantee scheme) working with banks.
Implementation
Leadership
The wider governance arrangements for this programme will be provided by EEDA/ Business Link, through the management and delivery of business finance will be through banks and investment institutions. Implementation requires a high degree of collaboration between the public and private sector through the mediation of Enterprise Agencies and business representative organisations. There is a strong interdependency between this and the business support products and services programme.
Monitoring
Detailed monitoring relating to the uptake of products will be undertaken by providers.
Resources
Principal funding sources include EEDA, the private sector and ERDF at regional level. This is complemented at sub-regional level by major local authority backed schemes such as Banking on Essex.
2a Business grants
This component comprises: grants for research and development - from £5,000 - £250,000 to help businesses conduct research and development work that will lead to technologically innovative products or processes. proof of concept grant - finance to enable entrepreneurs/businesses to test the commercial viability of an innovative business idea. Grants of between £5,000 and £20,000. Grants for Business Investment (GBI) - from £10,000 - £2 million to assist businesses to set up, expand, diversify and modernise.
Key Delivery Agents Budget Results
EEDA, Business Link. £6.9 million per annum Outputs:
500 jobs created 200 businesses supported £56 million of investment levered 30 businesses supported to engage with the knowledge base.
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2a Business grants
Outcomes:
increased proportion of businesses that are innovation active increased share of businesses that translate new ideas and research into new products, services and processes increased output and productivity in key sectors increased proportion of businesses engaging with universities, research institutes and private sector research centres.
2b Business loans
This component covers: small loans for business - from £500 - £50,000 for start-ups, SMEs and social enterprises. Loans are for businesses/individuals with a workable business plan, which have tried to obtain funding from traditional sources and have been refused. Regional Loan Fund which has two elements - Growth Loan – for businesses with a turnover of £500,000 who have potential for long-term growth with a long-term investment need (up to £200,000) Transition Loan – for established growth businesses with a turnover of £1 million + that have a short-term funding need (up to £150,000).
Key Delivery Agents Budget Results
Foundation East, Finance East, £5 million EEDA , £4 million Outputs: EEDA. bank finance 40 jobs created 100 businesses supported.
Outcomes:
increased proportion of businesses that are innovation active increased share of businesses that translate new ideas and research into new products, services and processes
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2b Business loans
increased output and productivity in key sectors increased proportion of businesses engaging with universities, research institutes and private sector research centres.
2c Innovation, equity and support products
This component includes: Understanding Finance for Business - advice and support for SMEs looking to secure more than £10,000 of external funding. Helps businesses to understand and access the most appropriate form of finance for their needs. Low Carbon Venture Capital Fund and Angel Co-Investment Fund - support for the region’s SMEs and companies with high growth potential (especially in low carbon products, resource efficient processes and supporting environmental sectors).
Key Delivery Agents Budget Results
EEDA, University of East Anglia £1.1 million EEDA, £8 million Outputs: (UEA). ERDF, £12 million + private funding. number of businesses receiving advice and funding.
Outcomes:
increased proportion of businesses that are innovation active increased share of businesses that translate new ideas and research into new products, services and processes increased output and productivity in key sectors increased proportion of businesses engaging with universities, research institutes and private sector research centres.
Programme 3: International and inter-regional trade, investment and collaboration
Description and strategic fit
This programme strengthens the support infrastructure for businesses trading in international markets and collaborating internationally, as well as aiming to attract more inward investment. Research shows that companies that export generally perform better and exporters are proving more resilient during the downturn. The actions under this programme address the RES priority of increasing opportunities from international trade, investment and collaboration and the government’s NINJ initiative.
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The programme addresses market failures arising from insufficient information on international and inter-regional trade and collaboration opportunities. EEDA has an established partnership with UK Trade and Investment (UKTI) that ensures integrated delivery of services to increase opportunities for trade, investment and collaboration.
The programme delivers these aims by:
making the process of investing in the East of England easier for overseas organisations – by providing support for key decisions such as locating premises, recruitment, training and legal arrangements in the UK for businesses in the East of England, UKTI providing support through networks, advice on developing export capabilities and a wealth of foreign market data - increasing their chances of export success. providing an integrated Thames Gateway service (Invest Thames Gateway), ensuring a single point of contact for new and potential investors and co-ordinating Gateway marketing and promotion providing support to businesses to identify international collaborative partners and access EU funding.
Implementation
Leadership
This programme will be delivered primarily by East of England IDB Ltd (EEIDB Ltd) under the Business Link East brand, commissioned by EEDA and UKTI. Sub-regional and inter-regional delivery partners include Invest Thames Gateway and Invest Essex. The programme seeks to achieve a joined-up approach across all agencies operating in the East of England.
Monitoring
Detailed monitoring relating to inward investment projects and collaboration will be undertaken by service providers and co-ordinated by EEDA and UKTI.
Resources
Primary funding support is provided by EEDA and UKTI for the integrated service. The ERDF Framework Programme 7 will also provide financial support to businesses to identify international collaborative partners and to secure access to private finance.
Programme components
3a Maximising foreign direct investment
Service supporting all inward investment prospects – focusing on businesses in key sectors – advanced manufacturing, life sciences, and cleantech.
Includes promotion of international opportunities through a new online web portal.
Key Delivery Agents Budget Results
EEIDB Ltd, EEDA, UKTI, local Element of £3.7 million Outputs: (shared across all elements of the authorities. (2009-11). programme)
on-line portal for international opportunities 3,000 jobs created 60 businesses created
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3a Maximising foreign direct investment
300 businesses supported 40 inward investment successes.
Outcomes:
increased share of businesses trading internationally higher rates of business start-up and survival rates improved efficiency and innovation in businesses higher employment rates higher rates of productivity growth.
3b Investor development
Working with overseas and strategically important indigenous owned companies located in the region on their expansion and retention opportunities.
Key Delivery Agents Budget Results
EEIDB Ltd, EEDA, UKTI, local Element of £3.7 million Outputs: (shared across all elements of authorities. (2009-11). the programme)
on-line portal for international opportunities 3,000 jobs created 60 businesses created 300 businesses supported 40 inward investment successes
Outcomes:
higher rates of business start-up and survival rates improved efficiency and innovation in businesses higher employment rates higher rates of productivity growth.
3c International trade
Helping local businesses to maximise their international trade opportunities.
Key Delivery Agents Budget Results
EEIDB Ltd, UKTI, local Element of c. £4 million Outputs: (shared across all elements of authorities. (2009-11). the programme)
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3c International trade
on-line portal for international opportunities 3,000 jobs created 60 businesses created 300 businesses supported 40 inward investment successes.
Outcomes:
higher rates of business start-up and survival rates improved efficiency and innovation in businesses higher employment rates higher rates of productivity growth.
3d International collaboration
Support for businesses, universities and research institutes to collaborate with international businesses and partners on development of new products, processes and services.
Key Delivery Agents Budget Results
EEIDB Ltd, AUEE, EEDA, UKTI, Element of c. £4 million Outputs: (shared across all elements of local authorities. (2009-11). the programme)
on-line portal for international opportunities 3,000 jobs created 60 businesses created 300 businesses supported 40 inward investment successes.
Outcomes:
higher rates of business start-up and survival rates improved efficiency and innovation in businesses higher employment rates higher rates of productivity growth.
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Programme 4: Strategic investments in innovation
Description and strategic fit
This programme builds on the region’s significant innovation assets and links. The East of England is successful at innovation – it ranks in the top three UK regions for 21 of the 36 national indicators used to measure innovation performance; 69 per cent of its businesses were involved in innovation activity between 2004 and 2006 – the highest proportion of any UK region.
This programme supports delivery of the RES Innovation Goal and the RSS Policy E4 Clusters. It also contributes to the delivery of national policy. Core to this are Innovation Nation, New Industry New Jobs and the TSB strategy, Connect and Catalyse.
In line with the government’s sector-based strategy and the priorities of the region’s Science and Industry Council (SIC), this programme provides a sectoral focus around: life sciences, healthcare and well being; energy and environment; and ICT, including technology-based creative companies, notably those in the digital media arena.
Increasingly, EEDA will work with other regional development agencies (RDAs), the private sector, TSB and universities to support and co-invest in the development of value and supply chains in key growth sectors. This includes building on existing investments such as Alphasat and StevenageBiosciencePark, to realise wider benefits to the UK economy. EEDA is committed to immediate work with the London Development Agency (LDA) and the South East Development Agency (SEEDA) on a Greater South East domestic retrofit programme, to stimulate demand for low carbon technologies alongside exploring a joint SBRI and Joint European Resources for Micro to medium Enterprises (JEREMIE) funding opportunities to support SME growth.
Implementation
Leadership
The Innovation Strategy is overseen and endorsed by the region’s Science and Industry Council (SIC), comprising leading industry and academic figures based in the region. Alignment between regional and national programmes is achieved through existing and emerging investment plans with BIS, the TSB, research councils and other RDAs.
Within the region, a ‘Hub of Hubs’ management group co-ordinates the work of the Enterprise Hubs across the region. Local authorities are actively supporting delivery of major interventions, in particular, major capital facilities, which are prioritised in Integrated Delivery Programmes and other sub-regional plans.
Monitoring
EEDA will monitor delivery and undertake impact evaluation of the overall programme. Individual project leads will monitor and evaluate at scheme level.
Resources
Major resources are provided by the private sector, EEDA, the TSB, BIS Strategic Investment Fund, research councils (notably Biotechnology and Biological Sciences Research Council (BBSRC)) and local authorities.
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Programme components
4a Science parks
Developing Science Parks linked to leading public and private research establishments. Major schemes include: the open innovation science park for food, health and wellness (Unilever R&D HQ, Colworth). the GSK BioScience Park (Stevenage) Innovation Martlesham Norwich Research Park expansion of the Cambridge Cluster through the West of Cambridge development incorporating the Hauser Forum, and the Cambridge Biomedical Campus at Addenbrooke’s hospital.
Key Delivery Agents Budget Results
University of Cambridge, £47.8 million Outputs: Cranfield University, UEA, EEDA, private sector (including 44 business supported Unilever GSK, and BT), BBSRC, 20 businesses supported to engage local authorities. with the knowledge base over 4,000 new jobs created (long term).
Outcomes:
increased proportion of businesses that are innovation active increased share of businesses that translate new ideas and research into new products, services and processes increased output and productivity in key sectors increased skills levels (higher and technical) in key sectors increased proportion of businesses engaging with universities, research institutes and private sector research centres growth in jobs, business creation rates and GVA in key sectors and clusters.
4b Enterprise hubs
Consolidating Enterprise Hubs and, subject to available funding, seeking to establish new ones in emerging sectors and areas that do not currently have them. Hub projects include: expansion of the Hethel Engineering Hub (open innovation park for automotive) offshore Renewables Enterprise Hub Building Research Establishment
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4b Enterprise hubs
Eco Innovation Centre NHS Innovation Hub.
Key Delivery Agents Budget Results
Individual hubs, EEDA, local £5 million (2009-11). Outputs: authorities, SHA, private sector. 340 jobs created 100 people supported into employment 110 businesses created 1,900 businesses supported 760 business supported to engage with the knowledge base 3700 people supported to improve their skills 1.5 hectares of brownfield land remediated £18 million investment leveraged.
Outcomes:
increased proportion of businesses that are innovation active increased share of businesses that translate new ideas and research into new products, services and processes increased output and productivity in key sectors increased skills levels (higher and technical) in key sectors increased proportion of businesses engaging with universities, research institutes and private sector research centres growth in jobs, business creation rates and GVA in key sectors and clusters.
4c Knowledge transfer in key sectors
Developing sector-specific and cross-cutting knowledge transfer solutions: life sciences, health and wellbeing - sector co-ordinator strengthens network between SMEs and regional centres of excellence (Enterprise Hubs, Universities, four BBSRC institutes and R&D facilities of leading companies (including Unilever and GSK)) energy and environment - Low Carbon Innovation programme (including low carbon vehicles) logistics Innovation Programme.
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4c Knowledge transfer in key sectors
Key Delivery Agents Budget Results
EEDA, ERBI, local authorities, £400,000. Outputs: private sector. 500 businesses supported 200 businesses supported to engage with the knowledge base 1,000 people supported to improve their skills £2.5 million investment levered.
Outcomes:
increased proportion of businesses that are innovation active increased share of businesses that translate new ideas and research into new products, services and processes increased output and productivity in key sectors increased skills levels (higher and technical) in key sectors increased proportion of businesses engaging with universities, research institutes and private sector research centres growth in jobs, business creation rates and GVA in key sectors and clusters.
Programme 5: ICT and the workplace
Description and strategic fit
There is now substantial evidence of the positive impact of business ICT adoption on economic performance. Many businesses, particularly small businesses, face difficulties when adopting and exploiting ICTs. Well-founded ICT business support programmes are effective in helping more businesses adopt and exploit more ICTs. At the same time, greater flexibility in regional working through the adoption of ICT will have significant benefits for the region in GVA uplift, efficiency gains and the reduction in congestion (with the environmental benefits that flow from that).
Nationally, the programme contributes to the Transformation ICT pilot within the Solutions for Business portfolio which seeks to test various options to overcome market failures.
The programme delivers against the region’s strategic objectives to:
increase the effectiveness of ICT across the region’s businesses reduce digital exclusion
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increase flexible working in the public, private and third sectors ensure that the region is effectively skilled to take advantage of ICT and emerging technologies.
Around a quarter of businesses in the East of England are of the view that the ICT skills of their workforce are inadequate. The numbers of pupils passing IT-related GCSEs and A Levels is lower than in many other regions, while the percentage of people enrolling on IT-related further education courses is lower than expected, given the size of the region’s IT workforce. A further challenge for the region is to properly equip its business managers to achieve productivity benefits from ICT.
Implementation
Leadership
The ERDF-funded takeITon programme is managed by an EEDA/Business Link programme board.
Monitoring
The programme will have a clear evaluation strategy linked to the national evaluation of the Transformational ICT programme.
Resources
The EEDA-funded takeITon campaign, delivered by Business Link, is currently supporting SME owners/managers to utilise IT effectively in their business. ERDF funding is agreed to March 2012 and further EU funding is being sought to support an enhanced regional programme.
There is a specific opportunity emerging through the Learning and Skills Council, in partnership with BT to develop a Centre of Excellence for IT skills in the East of England. Potentially located at Adastral Park, this would place the region at the forefront of the ICT skills agenda.
Programme components
5a takeITon
Encouraging firms to make transformational use of ICT through: awareness-raising activities: events and online activities designed to get businesses thinking about the potential benefits of ICT diagnostic and expert advice: delivered by accredited IT advisers and supplemented via electronic means grant funding: grant funding for eligible SMEs to support their implementation of a transformational ICT project.
Key Delivery Agents Budget Results
EEDA, Business Link. With ERDF funding the value of Outputs: takeITon is £5 million. 1,150 businesses supported by 2012 to increase their productivity, make efficiency gains and reduce their carbon footprint through a great understanding of the benefits of ICT in supporting their business.
Outcomes:
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5a takeITon
increased effectiveness of ICT across the region’s businesses reduction in the number of digitally excluded region well positioned to exploit emerging technologies.
5b Innovation in ICT
Research to understand the impact on the region of emerging technologies and programme to showcase those technologies.
Key Delivery Agents Budget Results
EEDA as part of the EU Subject to a successful bid that Outputs: INTERREG partnership. would attract a funding stream of circa €600,000 over 42 mini-programme to test use of new months matched by an EEDA technologies contribution of €230,000. regional innovation ICT strategy.
Outcomes:
region well positioned to exploit emerging technologies.
5c ICT for flexible working
Pilot project concept is to enable public sector office employees to use premises close to where they live. Hot desks would be made available in all the offices of participating organisations. An on-line booking service would then be established for employees of these participating organisations, providing information on desk space available and a booking service.
Key Delivery Agents Budget Results
EEDA, Work Wise East and Pilot requires up to £75,000 Outputs: public sector partners subject capital and £50,000 revenue to sign-up. expenditure. Region wide software commissioned and tested roll-out should be by Dec 09. self-financing. from Jan 10 roll-out across public sector offices shared Premises and Communications Environment (SPACE) software number of participating organisations.
Outcomes:
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5c ICT for flexible working
increased share of businesses adopting smarter/flexible working practices reduction in overall travel through use of ICT with resultant reductions
in CO2 emissions.
5d Regional ICT skills
IT skills are crucial to the regional economy. E-skills estimated that 73 per cent of the region’s workforce use IT in their day-to-day work. That analysis also predicted that the number of jobs requiring ICT skills is set to increase. There are two key areas of proposed activity:
• training and skills programme, drawing on the sector skills agreement, and targeted at the IT workforce and industry, IT professionals in other sectors, business managers and IT users
• development of a Centre of Excellence in the Region in partnership with BT.
Key Delivery Agents Budget Results
The Skills Funding Agency, To be confirmed. Outputs: EEDA, BT in conjunction with the Learning and Skills Council, 200 businesses supported (shared higher education institutions with 5a-c). and further education institutions. Outcomes: reduced IT skills gaps among the region’s workforce enhanced SME productivity increased innovate rates through digital technologies increased adoption of ICT technologies.
7.4 Key milestones and phasing
Figure 10 sets out the sequencing for a few of the most critical interventions to be made in the region over the first five years of the implementation plan.
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Figure 10: Phasing of key milestones
GSK BioScience Park opened
Delivering Network of Enterprise Hubs Open innovation major completed, including four new centres park for automotive investments Sector programmes launched opened at Hethel
Launch of integrated Train On line portal for international to Gain and Business Link opportunities established Establishing service Launch of new funding and international trade and Further SBRI schemes delivery investment service rolled out mechanisms Venture Capital Fund and Angel co- investment funds launched for high growth businesses Development of business support Building offer for large companies strategic Strategy Review Pilot to provide local authorities access to the priorities and Regional Business Support Information System intelligence
2010 2011 2012 2013 2014 2015
7.5 Synergies
There are strong links to the activities listed under other themes. Bringing together IDB services for business support and Train to Gain under Business Link will improve links and co-ordination between skills and business support provision. The Regional Skills Strategy, to be completed in 2010, will embed the ICT Skills element of the ICT and the workplace programme within a robust regional skills commissioning plan informed by the needs of business and the economy. The emphasis on employer-led skills development within the skills and employability theme will be important to raise business performance. The SME leadership and higher-level skills and skills for business programmes will provide greater support for embedding an entrepreneurial culture.
There are also important links to the green infrastructure theme. The natural environment plays a role in attracting and retaining skilled workers and inward investment. There are opportunities for business from sustainable management of the natural environment including access to resources; sustainable farming; the restoration of regionally significant landscapes and settlements; and the potential to develop an international lead in eco-systems services.
The culture, creativity and the visitor economy theme details specialist support to the creative and cultural industries (including digital content) and the tourist economy. This includes improved access to public procurement opportunities generated by the 2012 Olympic Games and support for developing a network of creative economy hubs that will support business growth through establishing centres of excellence. Aligned to this, the business finance, key business support products and ICT, and the workplace programmes of this theme will help address market failures around access to finance and resource efficiency for the creative and cultural industries.
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The Improving Your Resource Efficiency support product in the Utilities theme will contribute to the region's ambitions around resource use, such as water consumption. The ICT in the workplace programme complements the regional broadband speed and access programme through supporting greater take-up of ICT technologies by employers. The Innovation in ICT package supports the ambitions of the utilities theme by maximising the economic benefits from ICT-related innovations in the utilities sector.
Aligning transport infrastructure development to favour business growth improves the business environment and has the potential to raise productivity. The Implementation Plan includes programmes of activity to this end, including road and rail capacity enhancements at key pinch-points (including rail freight); and surface access interventions to and from the region’s international gateways (including links to ports, airports, Ebbsfleet and St Pancras International Rail Stations).
This theme also contributes to the cross-cutting priorities of the Implementation Plan. For example, on health, a sectoral focus of the strategic investments in innovation programme is life sciences, healthcare and well-being. At an operational level, equality and diversity will be supported through the design of contracts for service provision. Programmes in this theme are central to the regional response to promoting environmental and sustainability.
7.6 Delivery and capacity
There is already a large amount of regional-scale activity contributing to the delivery of the regional strategy targets. Much of the publicly funded business support activity is led by EEDA, which commissions Business Link East, the information-diagnostic-brokerage (IDB) service that works by connecting businesses to a broad range of support services in the public and private sectors.
The economic downturn in the last quarter of 2008 led to reductions in EEDA’s budget which has, in turn, constrained funding for regional-scale business support packages. By extrapolating from the impact evaluation evidence of EEDA’s past interventions, this reduction in budget is likely to cost the East of England between £140 million and £230 million of GVA from enterprise, innovation and business support interventions.
In addition to the regional-scale interventions and services, local authorities and other local business support organisations provide a valued service to their business community. Most local authorities in the region are engaged in activities that contribute to regional targets and priorities for enterprise and innovation. The main focus of local support is on business creation, particularly at a pre-start-up stage, and small firms. This includes support for enterprise training and advice provided through local enterprise agencies, grants and loans for start-ups, information and networking initiatives, and the provision of managed workspaces, incubators and other low-cost business premises. Recently, this has been extended to the provision of business finance such as that provided through the Banking on Essex initiative. There is also some sector-specific support, notably for tourism and land-based businesses and also for some clusters, which are also regional priorities, for example, motorsport and precision engineering. The East of England Sustainable Farming and Food Action Plan 2009 is an example of a plan that pulls together a number of innovative sector-focussed projects. EEDA's Economic Participation programme, alongside national programmes such as Local Enterprise Growth Initiative, have also funded business support activities in local areas.
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East of England Implementation Plan 107 8 Skills and employability
8 Skills and employability
8.1 Ambitions
Skills and economic participation are central to the region’s future economic success. To provide businesses and individuals with the best chances of competing within an increasingly competitive global economy, the East of England must build skills for the jobs of the future and improve the region’s capacity to innovate. This will involve increasing the number of technical and highly skilled people within the workforce and addressing skills gaps and shortages. This will enable the region to gain economic advantage from new and growing economic opportunities, such as the transition to a low carbon economy. The region must also maximise the opportunities for everyone in the region to participate in the economy, enhance their career options and move towards higher-level jobs.
The regional economic strategy (RES) has two goals dedicated to Skills for Productivity and Economic Participation. This theme sets out the action plan for delivering these goals. These actions will also be the primary mechanisms for delivering the RES skills, employment rate and earnings targets, and will contribute strongly to the RES productivity targets by improving business efficiency through skills development and addressing skills gaps and shortages. Three programmes of activity have been identified and a number of core principles and themes run throughout these programmes, including:
improving businesses’ and individuals’ desire for lifelong skills development a significant step-change in the way that skills are delivered by developing a skills system that responds to, and meets, the needs of businesses, individuals and the economy improving access to skills development for businesses and individuals enhancing opportunities for individuals to progress into and within the labour market, towards higher-level jobs.
The RES provides the key focus for skills and employment interventions in the East of England, but the RSS also includes policy areas that are of relevance to this theme:
planning for population growth (Policies SS3 and H1) the scale of population growth has implications for housing and jobs (Policies H1, H2 and E1) special provision should be made for the growth of key high-value clusters growth will be concentrated in 21 Key Centres for Development and Change (KCDCs) (Policy SS3), which will have implications in terms of the geography of demand for, and supply of, skills the region must respond to continuing deprivation, particularly within Priority Areas for Regeneration (Policy SS5) individual sub-regions have identified increased further education (FE)/higher education (HE) provision as a key route to regeneration and economic transformation and as a key priority for investment.
The programmes within the skills and employability theme are also consistent with the policy objectives and delivery arrangements set out in documents released in late 2009 by the Department for Business, Innovation and Skills (BIS): Higher Ambitions; Skills for Growth – the National Skills Strategy; and New Industry, New Jobs.
The region’s priority sectors for skills investment must reflect intelligence on likely drivers of current and future economic and employment growth. As such, the programmes emphasise the need to support sectors that will drive sustained economic growth, including those that will generate significant future jobs growth, as set out in Jobs of the Future. As part of New Industry, New Jobs, national government has also identified a number of high-technology sectors with strong potential for growth, which will provide the UK with international competitive advantage and a significant uplift in productivity. All of these sectors have a strong presence within the East of England and there is a need to ensure that the skills are available to support the sub-sectors in which the East of England can develop comparative advantage.
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In terms of local priorities, the programmes recognise the strong focus on skills and employment interventions in local areas within the region, as articulated in Local Strategic Partnerships' (LSPs’) Sustainable Community Strategies and Local Area Agreements (LAAs). Local authorities have therefore been identified as key delivery partners within the programmes. With local authorities becoming responsible for all education and training up to age 19 from 2010, the programmes aim to foster stronger working relationships between regional bodies and local authorities to strengthen links between young people’s education and adult skills development in the East of England.
8.2 Status
Skills have been identified as one of the key constraints on the region’s economic prospects.(14 ) The qualification attainment of the region’s population has improved over recent years, but the rate of improvement has been lower than in other regions and the region performs below average in terms of the qualifications held by its residents. At current rates of improvement, additional intervention will be needed to meet the region’s ambitions for a higher-skilled economy.
The region also performs below the national average in terms of workplace qualifications and employer-provided training is less likely to occur in the East of England than in other regions, for example, 26.7 per cent of employed working-age residents participated in on-the-job training in 2007(15 ) lower than the national average of 29.3 per cent. The East of England was also second from bottom in terms of the proportion of employers providing either on- or off-the-job training for staff in 2007(16 )
Challenges relating to employment and economic participation have also increased over the past two years, with the recession resulting in reduced labour demand, evidenced by redundancies, lower vacancies and increased unemployment.(17 ) Employers have also reduced recruitment, resulting in unemployment amongst new labour market entrants, in particular, young people. The lack of entry level jobs for new labour market entrants has led to significant increases in youth unemployment.
The recession has exacerbated sub-regional differences with unemployment increasing the most in areas that began the recession with higher-than-average levels of unemployment: Peterborough, Harlow, Basildon, Southend, Castle Point, Thurrock, Luton and Stevenage. This is partly explained by the industrial structure of these areas, with unemployment increasing the most amongst lower-skilled occupations. Evidence has suggested that businesses have – where possible – held on to their highest-skilled workers due to the expected cost and difficulty of recruiting skilled workers in the upturn.
Despite signs that the region’s economy is emerging from the recession, the downturn is expected to create significant longer-term impacts and challenges. Experience from past recessions has shown that unemployment is likely to continue to grow even after the recession has officially ended, and that high unemployment rates and totals could persist for many years. Some individuals made redundant may also find it difficult to re-enter employment without assistance, particularly if there is not like-for-like replacement of jobs lost and gained. The labour market will also take some time to create sufficient jobs to accommodate those unemployed in the recession, as well as future labour market entrants. Some young people who cannot currently find work could be at risk of long-term unemployment and becoming disaffected from the labour market. Addressing these impacts will be important in terms of setting priorities for intervention.
Demographic changes will also continue to impact on skills and employment needs in the region. The East of England’s population is growing faster than in many other UK regions and is also ageing. With the majority of the region’s 2020 workforce (ie the horizon for the region’s skills targets) having already left compulsory
14 Insight East’s ‘East of England Innovation Insight’ (March 2009) and Insight East’s ‘International Benchmarking Study’ (December 2009). 15 During the 13 weeks prior to being surveyed, Annual Population Survey 2007., 16 National Employers Skills Survey 2007. 17 For more information, see Insight East’s ‘Recession Impact Study’ (September 2009), EEDA’s ‘Economic Participation Study’ (October 2009), and Insight East’s Monthly Economic Outlooks, Quarterly Economic Reports and Labour Market Reviews.
East of England Implementation Plan 109 8 Skills and employability
education, upskilling the region’s workforce will require increased focus on workplace training. The rising and ageing population will also impact on employment growth and skills needs in sectors that will grow in line with population, such as health, care and retail.
The region’s workforce is also increasingly influenced by migration from other parts of the UK and overseas. The skills and employability programmes reflect the region’s proactive approach to attracting talented people and managing the effects of migration, such as increased demand for English for Speakers of Other Languages (ESOL) training.
8.3 Programmes
The following programmes have been identified as key to delivering the ambitions for this theme.
Programmes Programme components
1 Leadership and high-level skills (1a) Improving access to higher education in areas with low participation rates
(1b) Expanding workforce-orientated higher education provision
(1c) Developing progression routes to high level skills
(1d) Linking students and graduates with local job opportunities
(1e) Developing leadership and management skills within small and medium-sized enterprises (SMEs) (business owners/ managers in the private and third sectors)
(1f) Strengthening HE provision for science, technology, engineering and maths (STEM) in line with emerging growth sectors in the region
2 Skills for business (2a) Increasing individual and employer demand for skills
(2b) Enhancing the region’s economy-led and responsive skills offer
(2c) Developing skills for recovery and competitive advantage
(2d) Preparing young people for work
3 Integrated employability offer (3a) Integrated employment and skills
(3b) Developing adults’ and young people’s employability skills
(3c) Removing barriers to participation
(3d) Influencing employers’ working and recruitment practices
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Programmes Programme components
(3e) Enhancing redundancy support
Programme 1: Leadership and high-level skills
Description and strategic fit
This programme aims to create the highly skilled workforce that the region needs to fill increasing numbers of high-skilled jobs and enable businesses to improve their profitability, innovative activity, competitiveness and flexibility.
The programme recognises the benefits of enabling individuals to gain higher-level skills to compete in an increasingly highly skilled labour market. Access to higher education in the region has improved in recent years with the creation of new university campuses in the region. However, there are still areas with a lack of access, low participation in higher education and little opportunity for adult participation, which this programme seeks to address.
The programme also has a strong business and workforce-orientated focus. With around three-quarters of the region’s 2020 workforce having already left compulsory education, achieving a more highly skilled workforce for the future will require a focus on enhancing the skills of the region’s adult population and increasing the region’s graduate population. The programme includes initiatives to increase the number of graduates in the region’s workforce: improve access to higher education for those in the workforce; strengthen business leadership and management skills; and strengthen higher education provision for STEM in line with emerging growth sectors in the region.
The programme is the region’s primary mechanism for delivering the RES high-level skills target and Priority 1 of the RES Skills Goal: ‘Increasing the demand for, and supply of, higher-level skills’. The programme will also contribute to other skills priorities and RES productivity targets. It also supports the ambitions of New Industry, New Jobs in terms of improving skills to enable individuals to adapt to the specialist demands of a modern economy and to enable businesses to remain competitive and exercise comparative advantage. This will require those universities that already have strong research and development (R&D) links with key growth sectors to further develop these relationships to include the future demand for skilled graduates and to influence curriculum development.
Implementation
Leadership
The Business, Innovation and Skills Development and Implementation Board (DIB) will oversee programme management and delivery, as well as the development of the forthcoming Regional Skills Strategy. There will need to be appropriate linkages with the 14-19 Planning Group to ensure progression routes and to ensure that the needs of the economy are reflected in 14-19 planning.
Monitoring
The Skills Funding Agency (SFA), East of England Development Agency (EEDA), Jobcentre Plus, local authorities and other local and regional partners will propose appropriate mechanisms for monitoring and reviewing delivery against regional skills priorities. These arrangements will be developed in conjunction with the Business, Innovation and Skills DIB – who will oversee the planning and delivery of skills in the region – and the Department for Business, Innovation and Skills (BIS) to ensure alignment with emerging national monitoring and reviewing structures.
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Resources
The main sources of funding will be the Skills Funding Agency (SFA), Young People's Learning Agency (YPLA), Higher Education Funding Council for England (HEFCE) and EEDA. Due to the tighter public funding environment, increased investment will be required from the private sector – for example, to fund/part-fund additional student places at the region’s universities – if the regional economic strategy (RES) skills targets and ambitions are to be met. This will require significant changes to the way education and training is delivered, particularly ensuring that the supply of education and training meets individual and employer needs to encourage greater private investment.
Programme components
1a Improving access to higher education in areas with low participation rates
Increasing the presence of/access to higher education in areas with low participation rates and little opportunity for adult participation, and expand existing HE provision in parts of the region set for growth. This should be achieved with the context of improving progression routes from further to higher education and through a higher education offer that is more closely aligned to local businesses needs.
Key Delivery Agents Budget Results
HEFCE, EEDA, Association of Funding from HEFCE, YPLA and Outputs: Universities in the East of the private sector. England (AUEE), Association of HE capital investments completed Colleges in the Eastern Region Despite constraints in by 2012 (ACER), Aim Higher, local traditional funding of student sustaining growth patterns in new HE authorities. places, and uncertainty about campuses and securing increased the freedom of higher public and private investment in education institutions on student places. setting fees, the region’s universities are well placed to Outcomes: market themselves to businesses and individuals. increased participation in higher education in areas with low-participation rates – and increased local gross value added (GVA) over the longer term higher average wages of people living in these areas increased business start-up rates in areas with higher education expansion.
1b Expanding workforce-orientated higher education provision
This includes a number of elements: designing flexible and accessible provision for the workforce market, including developing accredited units which lead to full qualifications over time expanding the offer of non-qualification orientated courses vocational provision assured by Sector Skills Councils with input from local businesses
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1b Expanding workforce-orientated higher education provision
encouraging new and existing HE sites to expand their offer of workforce provision within business clusters, especially in the growth sectors which will lead the region’s economic recovery expanding foundation degree provision and take-up by people at work and encouraging employer-led development/use of foundation degrees marketing the value of learning for business profitability and individual life chances.
Key Delivery Agents Budget Results
HEFCE, EEDA, AUEE, ACER, Funding from HEFCE, YPLA and Outputs: foundation degree forward the private sector. (FdF), higher education new, flexible, business-facing institutions (HEIs), further provision targeted at working adults education colleges (FECs). over 50 per cent of foundation degree provision delivered flexibly by 2013 increased linkages between universities’ R&D activity with business and curriculum development activities.
Outcomes:
increased number of working people with high-level skills increased employer investment and adult participation in work-related training.
1c Developing progression routes to high level skills
Increase skills development opportunities that promote progression towards higher-level skills and jobs by improving progression routes from further education and non-traditional/vocational forms of learning – such as apprenticeships – to higher education.
The region’s universities all have direct links with further education colleges (FECs), and new higher education campuses are co-located with FECs. The FECs need to place a priority on progression opportunities to HE, including for their apprenticeships offer.
Key Delivery Agents Budget Results
EEDA, HEFCE, AUEE, SFA, YPLA, Little funding required. Outputs: local authorities, Aim Higher. Funding for the FE capital mapping FE provision against HE programme is currently offer to identify major gaps (by constrained. YPLA/local authorities/SFA) increased number of students moving from FE to HE within colleges.
Outcomes:
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1c Developing progression routes to high level skills
increased percentage of people with high-level qualifications.
1d Linking students and graduates with local job opportunities
Expand information to graduates on job opportunities in the region, as well as housing and key worker schemes, and link students and graduates with local businesses by targeting specific business sectors. This work is currently carried out by the university careers services, who come together as GradsEast, funded by HEIs and EEDA (through AUEE).
Key Delivery Agents Budget Results
HEFCE, EEDA, AUEE, Sector Funding within HEI Careers Outputs: Skills Councils. Services, linked to EEDA funding for Grads East. increased graduate use of GradsEast, (including via emails/Facebook/Twitter)
growing numbers of businesses using Grads East for recruitment.
Outcomes:
increased percentage of graduates working in the region (in graduate-level jobs) reduced higher-level skills shortages reported by businesses.
1e Developing leadership and management skills within SMEs (business owners/managers in the private and third sectors)
Expand, integrate and increase the uptake of leadership and management provision in the region by providing more web-based, bite-sized leadership and management units geared to the needs of SMEs, increasing the financial support to SME managers undertaking continuing professional development (CPD) by promoting and flexing existing programmes, and expanding the region’s mentoring offer. EEDA’s Beyond 2010 programme is the main tool to reach SMEs and offer leadership and management training without qualifications. This tool will be expanded to include new web-based courses and new HEI offers to local SMEs.
Key Delivery Agents Budget Results
EEDA/ESF, HEIs (CPD). EEDA/ESF funded programme, Outputs:
HEI CPD funded by businesses Ask Uni East portal to include and individuals. leadership and management courses, acting as a virtual portal to training opportunities, led by HEIs
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1e Developing leadership and management skills within SMEs (business owners/managers in the private and third sectors)
increased number of SMEs using Beyond 2010 for leadership and management training delivery of leadership and management within HEIs’ CPD offer.
Outcomes:
increased business productivity Increased business start-up rates reduced business failures.
1f Strengthening HE provision for STEM in line with emerging growth sectors in the region
Through the region’s increased focus upon growth sectors, there are specific activities which can be encouraged to develop new STEM provision linked to emerging new sciences and technologies. There are a number of centres of excellence where this can be focussed such as medical technologies, bioscience, low carbon and environmental technologies.
It will require strengthening the relationship between existing research-excellent departments in our universities, with their business development teams and curriculum development teams, to ensure that curriculum development is driven by emerging demands of growth sectors.
These links need to connect with the business-facing activities of FECs, which also need to respond to emerging demands for Level 3 and technician skills in new vocational areas.
School provision of STEM subjects needs to be secured, especially where there are opportunities to progress into STEM technical and higher level skills.
Key Delivery Agents Budget Results
EEDA, AUEE, ACER, HEIs, FECs, STEM University Enterprise Outputs: Sector Skills Council, SFA, Network, universities’ R&D and YPLA, local authorities, CPD income, and private new HE STEM provision led by growth National Apprenticeship sector. sector demand Service (NAS). new Level 3 vocational courses and advanced apprenticeships for growth sectors.
Outcomes:
reduction in skills shortages reported by growth businesses increased clusters of globally leading businesses.
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Programme 2: Skills for business
Description and strategic fit
This programme aims to boost regional productivity by linking businesses’ improvement and expansion plans to skills development (increasing the demand for skills) and by providing the skills that businesses need to succeed and grow (improving the supply of skills and training provision). Mechanisms will be enhanced to ensure that businesses across all sectors can identify, articulate and access the training that they need as well as ensuring that provision is available, which is influenced by, and meets the needs of businesses.
The programme also promotes the personal benefits of workforce-related skills development for individuals and will work to ensure that workforce-related skills development is transferable between workplaces. Career progression is central within the programme, with career development routes being developed and clearly communicated. This will encourage and enable employees to progress towards higher-level jobs. The programme also seeks to improve access to training for all learners currently in the workforce and encourage the presence of tutors/providers in areas of poor access.
In light of limited funding opportunities, it is recognised that there will be a need to prioritise the intensity of skills support towards certain sectors and levels of skills. There will need to be a balance between targeting high employment sectors and those set out in national, regional and local policy aimed at improving economic growth, particularly in sub-sectors in which the region has existing capacities and capabilities.
The programme also aims to develop the skills of the region’s future workforce by recognising the importance of preparing young people for the world of work by driving up demand for skills and ensuring that compulsory education is responsive to the needs of the economy. There will be a particular focus on influencing schools, colleges and other providers to support and promote STEM subjects and ensuring that they have the knowledge and capacity to teach these subjects to international standards.
The programme recognises the value of apprenticeships, which are a key vehicle for businesses to train and develop new and existing staff and will deliver skills to meet business needs. The intention is for one in five young people to be undertaking an apprenticeship by 2020, with an increase in advanced apprenticeships at Level 3.
The programme will contribute to the RES skills targets and is the region’s primary mechanism for delivering Priority 4 of the RES Skills Goal: Providing education and training that meets the needs of individuals, employers and the economy. The programme will also contribute to other skills priorities and the RES productivity targets. It supports the ambitions of New Industry, New Jobs in terms of enabling individuals to adapt to the specialist demands of a modern, low carbon, economy and enabling businesses to remain competitive and exercise comparative advantage.
Implementation
Leadership
The ‘Business, Innovation and Skills’ DIB will oversee programme management and delivery, as well as the development of the forthcoming Regional Skills Strategy. There will need to be appropriate linkages with the 14-19 Planning Group to ensure progression routes and to ensure that the needs of the economy are reflected in 14-19 planning.
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Monitoring
The SFA, EEDA, Jobcentre Plus, local authorities and other local and regional partners will propose appropriate mechanisms for monitoring and reviewing delivery against regional skills priorities. These arrangements will be developed in conjunction with the Business, Innovation and Skills DIB – who will oversee the planning and delivery of skills in the region – and with BIS to ensure alignment with emerging national monitoring and reviewing structures.
Resources
The main sources of funding will be the SFA, YPLA, HEFCE and EEDA. Due to the tighter public funding environment, increased investment will be required from the private sector – for example, to fund/part-fund additional student places at the region’s universities – if the RES skills targets and ambitions are to be met. This will require significant changes to the way education and training is delivered, particularly ensuring that the supply of education and training meets individual and employer needs to encourage greater private investment.
Programme components
2a Increasing individual and employer demand for skills
Articulate the economic value and benefits to individuals and business of expenditure on different training types (vocational, apprenticeships, work-based learning, qualifications). This would include using the public sector as an exemplar within organisations and through procurement via supply chains.
Key Delivery Agents Budget Results
Brokers, providers, industry EEDA funding for skills Outputs: bodies and champions (such as brokerage (£4.1 million 2010/11, trade unions/unionlearn), uncertain after this). increased referrals for skills National Apprenticeship development services through a Service (NAS), local authorities. SFA funding. more tightly integrated brokerage service (Business Link, FE brokerage, HEI business development teams), improved web content and signposting (eg Bizmapeast, Talentmap), other forms of marketing (eg case studies demonstrating positive returns on skills investment) and increased sign-up to the ‘Skills Pledge’ integrated intervention, with funding for skills delivered alongside other interventions, eg those associated with innovation and low carbon public sector procurement designed to influence skills development by suppliers.
Outcomes:
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2a Increasing individual and employer demand for skills
increased individual and employer investment in economically valuable skills development reduction in skills gaps and shortages.
2b Enhancing the region’s economy-led and responsive skills offer
This includes a number of elements: developing a Regional Skills Strategy that articulates the skills requirements of the region’s economy and skills investment plans that direct SFA funding and skills commissioning developing the means to enable employers to articulate their skills needs and influence the design, continuous improvement and assurance of training (within schools, colleges, universities and other training providers) directly or via Sector Skills Councils or industry organisations at regional and local level improving accessibility of learning opportunities by encouraging providers to develop flexible learning solutions within the workplace and within business clusters (this will also include apprenticeships, foundation degrees, basic skills, ESOL and migrant worker support) ensuring that skills development opportunities promote career progression, as set out within the Leadership and High-Level Skills programme (developing progression routes to high level skills) widening access to tutors/providers in coldspots, including through information and communications technologies (ICT).
Key Delivery Agents Budget Results
EEDA, SSCs, Skills Alliance, Main funding sources are SFA Outputs: industry bodies and champions and HEFCE. (such as trade Regional Skills Strategy and unions/unionlearn), providers, Investment Plan developed in 2010 SFA, HEFCE, ACER, AUEE, with annual delivery of regional skills JobcentrePlus, local priorities statements to BIS authorities, NAS. improved mechanisms for employers and employer representative groups to articulate business needs delivery of regional sector-focused training programmes, such as LandSkills East (2009-12, 17,000 training days, 3,500 learners) increased number of employer accredited courses at FE and HE institutions increased delivery of skills development outside providers’ premises increased skills assessment based on portfolios of work developed within the workplace.
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2b Enhancing the region’s economy-led and responsive skills offer
Outcomes:
increased funding for career change towards skills shortage occupations increased individual and employer investment in economically valuable skills development employee progression to higher-level jobs reduction in skills gaps and shortages.
2c Developing skills for recovery and competitive advantage
Ensure that skills sets required by employers exploiting rapidly developing new technologies are developed into training to meet skills gaps and shortages. The focus will be on sectors identified in New Industries, New Jobs, specifically the sub-sectors in which the region has existing capacities and capabilities. This will require influencing curricula with an increased focus on STEM subjects in schools, further education and higher education, as set out in the leadership and high level skills programme.
Key Delivery Agents Budget Results
EEDA, Technology Strategy SFA, SSCs, EEDA, HEFCE. Outputs: Board, Science and Industry Council, Enterprise Hubs, AUEE, funding routed towards growth ACER, YPLA, local authorities, sectors and STEM subjects employers, industry bodies, increased numbers of people trained providers, NAS. in growth sectors and STEM subjects.
Outcomes:
fewer skills gaps and shortages in growth sectors.
2d Preparing young people for work
Ensure permanent links between young people’s education and adult skills development, including the need to ensure schools, colleges, higher education and other training providers develop young people’s employability skills and skills for enterprise development. The programme will develop progression routes for economically valuable skills throughout the education system (schools, FE Colleges, higher education and other provision including apprenticeships), particularly for STEM subjects.
Key Delivery Agents Budget Results
East of England Implementation Plan 119 8 Skills and employability
2d Preparing young people for work
YPLA, local authorities, EEDA, Funding will come through the Outputs: SFA, ACER, AUEE, NAS. YPLA to local authorities on agreement of a commissioning mapping learning and career plan that meets the entitlement progression pathways for young people and reflects access to high quality information, the economic needs of the advice and guidance which reflects region. economic need and opportunity and promotes the need for higher level and technical skills access to employability skills through work experience and vocational learning a range and breadth of appropriate training opportunities for 16-18 year olds when the compulsory training age is increased (2013).
Outcomes:
increased percentage of young people progressing to higher skills levels increased percentage of young people studying STEM subjects.
Programme 3: Integrated employability offer
Description and strategic fit
This programme aims to maximise the contribution of the whole working-age population to the economy, evidenced by higher employment rates in the region, reduced inequalities in employment and increased aspirations among the region’s residents.
The ‘Integrated Employment and Skills’ initiative will be vital to achieving these aims. This involves delivering integrated provision of employment support and skills development that responds to employer and individual needs. This provision must also include high-quality information, advice and careers guidance that signposts people to specialist support to address personal barriers to employment and progression, is linked to local labour market opportunities and career pathways, and promotes self-employment.
A number of people currently out of work face barriers – often multiple barriers – to economic participation. This is particularly prevalent among certain groups of people and places in the region. This programme aims to remove barriers to economic participation through effective engagement and holistic support for people with multiple barriers (such as caring responsibilities, low confidence, health or disability, language or culture, offender history, financial barriers), development of employability and economically valuable skills, promoting diversity and challenging individual and employer perceptions (for example, age, ethnicity, mental health).
Once in work, many also require support to remain in employment and progress. This programme will improve employment retention and progression through in-work support (for example, mentoring and promoting health in the workplace), raising employer demand for and utilisation of skills and influencing employer practices, such as flexible working.
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In response to the economic downturn, providing support for those made redundant and unemployed young people to remain close to the labour market has become imperative. The programme will provide redundancy support that is focussed on employment growth sectors, signposts individuals to debt/financial and health advice and is aimed at delivering sustainable employment outcomes and uplifting skills and productivity in the workforce. The programme will also provide 18 to 24 year olds with a coherent offer of pre- and post-employment support, including work placements, apprenticeships and volunteering opportunities.
It is important that employability skills are considered as part of local economic strategies, particularly for those parts of the region that have been most affected by the recession and where unemployment is likely to remain a persistent problem. Regional and local authorities need to work together to develop a strategic economic response and to put in place effective interventions through joined-up public investment, which would include Integrated development programmes (IDPs), Single Conversation and developing the Total Place agenda.
This programme is the region’s primary mechanism for delivering the RES employment target and Economic Participation goal. It contributes directly to Community Strategies and Local Area Agreements, in relation to worklessness, inclusion and regeneration.
Implementation
Leadership
The Business, Innovation and Skills DIB will oversee programme management and delivery, as well as the development of the forthcoming Regional Skills Strategy. There will need to be appropriate linkages with the 14-19 Planning Group to ensure progression routes and to ensure that the needs of the economy are reflected in 14-19 planning.
Monitoring
Monitoring and evaluation data will come from the key delivery agencies (Jobcentre Plus, SFA, EEDA, local authorities, YPLA) and will be used to monitor trends across places and for particular groups of people. EEDA will also produce baseline data and updates to enable progress to be monitored against the future Regional Skills Strategy and its implementation plan.
Resources
The main sources of funding will be Jobcentre Plus SFA, YPLA, European Social Fund, local authorities and EEDA. Improved coordination will be essential to align, maximise and better target the funding available within the region.
Programme components
3a Integrated employment and skills
Ensuring that the skills needs of those seeking work are more effectively addressed by implementing and evaluating the region’s integrated employment and skills offer. This will join up the current Learning and Skills council (LSC) and Jobcentre Plus offer and include the Adult Advancement and Careers Service. It will be important to ensure that there are effective links to labour market information, spatial and sector needs and future job markets.
Key Delivery Agents Budget Results
SFA, Jobcentre Plus, EEDA, FE Key sources of funding include Outputs: colleges, local authorities. SFA, Jobcentre Plus and ESF.
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3a Integrated employment and skills
Integrated employment and skills offer rolled out across the region and Adult Advancement and Careers Service by August 2010 evidence-based Information Advice and Guidance (IAG) offer available to all young people.
Outcomes:
previously unemployed/ inactive people entering and progressing in employment, leading to reduced unemployment and inactivity and higher employment.
3b Developing adults’ and young people’s employability skills
Pre- and post- employment skills training and support for adults and young people – including those not in employment, education or training (NEETs). This could include work placements, volunteering, apprenticeships, basic/entry-level skills, and ESOL. Support and training must be guided by labour market information, spatial and sector needs and future job markets. Young people’s employability and enterprise skills are also addressed within the Skills for Business programme as well as through the Young Person’s Guarantee.
Key Delivery Agents Budget Results
SFA, YPLA, local authorities, Key sources of funding include Outputs: Jobcentre Plus, EEDA, FE SFA, YPLA, Jobcentre Plus and colleges, NAS, the third sector. ESF. Regional Skills Strategy and Investment Plan in place by 2010 measures for effective training to include job outcomes improved job outcomes for people undertaking employability training.
Outcomes:
achievement of RES skills targets, including basic skills reduction in NEETs reduced unemployment and inactivity and higher employment.
122 East of England Implementation Plan Skills and employability 8
3c Removing barriers to participation
Joined-up local approaches to engagement to reduce worklessness, tackling barriers to participation in a holistic way. Regional agencies will work with local authorities, local strategic partnerships and the third sector to provide an enhanced service with a focus on disadvantaged groups and places. Support services for key target groups will need to be better co-ordinated and co-located. Interventions will be underpinned by strong evidence, evaluation and sharing of good practice.
Key Delivery Agents Budget Results
Local authorities, LSPs, third Key sources of funding include Outputs: sector, Citizen Advice Bureaux SFA, Jobcentre Plus, ESF and (CABx), EEDA, Jobcentre Plus, local authorities. agree priority places for providing Primary Care Trusts (PCTs). enhanced services to tackle local employability issues plans in place for providing enhanced services in priority places.
Outcomes:
increased employment rates for particular groups (black minority ethnic (BME), lone parents, people with work limiting illnesses/disabilities, homeless, 50+ and 18-24s) reduced unemployment and inactivity and higher employment in priority places.
3d Influencing employers’ working and recruitment practices
A more co-ordinated approach to engagement with businesses to influence practices with regard to recruitment, retention, flexible working, health in the workplace, etc – with links to Business Link brokers and Solutions for Business.
Key Delivery Agents Budget Results
EEDA, Jobcentre Plus, Business Within existing resources. Outputs: Link East, Strategic Health Authority. coherent public sector offer through single route for employers increased employer sign-up to Local Employment Partnerships.
Outcomes:
East of England Implementation Plan 123 8 Skills and employability
3d Influencing employers’ working and recruitment practices
a more diverse workforce, with reduced inequalities in employment rates for priority groups, particularly for those with disabilities or health problems.
3e Enhancing redundancy support
A simplified redundancy offer that supports businesses considering redundancies and helps individuals who are facing redundancy or have recently been made redundant, with easy access for employers and individuals. The offer will be more comprehensive and will signpost to other support, including health and money management.
Support and training must be guided by labour market information, spatial and sector needs and future job markets with a focus on providing re-training in areas of employment growth.
EEDA, Jobcentre Plus, SFA. Key sources of funding are Outputs: EEDA, ESF, Jobcentre Plus and SFA. a joint approach to redundancy support through a single access point for businesses within agreed framework and transparent service standards minimum offer to individuals includes skills assessment, training offer and signposting to other support (eg health and money management).
Outcomes:
faster transition into sustainable employment for those affected by redundancy.
8.4 Key milestones and phasing
Immediate priorities for skills and employability in the region include:
responding to the impacts of the economic downturn by supporting people into employment capitalising on opportunities created by current changes to the delivery landscape by improving the responsiveness of the skills delivery system to the needs of the economy (via the Regional Skills Strategy and Investment Plan) developing priorities for European Social Fund investment completing the planned programme of investment to improve access to higher education in the region’s coldspots and sustaining growth patterns in student numbers.
124 East of England Implementation Plan Skills and employability 8
In terms of medium-term priorities, the region must start to plan for economic recovery by directing funding towards priority sectors; respond to the skills and employment needs of the region’s most deprived places; and roll out the integrated approach to employment and skills support across the region.
Figure 11 sets out the sequencing of key interventions that are anticipated to be made in the first five years of the Implementation Plan.
Figure 11: Phasing of key milestones
Progress HE capital expansion programme and Delivering sustain growth patterns in student numbers major investments Adult Advancement and Careers Service established
ESF Framework Range of appropriate training in place when and Co- compulsory education age is increased Financing Plans Establishing funding and Launch of integrated delivery Train to Gain and Business Link service mechanisms Direct funding to support priority sectors
Widen opportunities for the third sector to engage with service delivery, particularly through sub-contracting
Roll out the Integrated Employment and Skills offer
Develop cross-agency responses to tackling local priorities for employment and skills in priority Building places strategic Regional Skills Strategy, priorities and Evidence Base intelligence and Investment Plan Annual Regional Skills Priorities Statements
2010 2011 2012 2013 2014 2015
8.5 Synergies
The delivery of the skills and employability programmes underpin the achievement of the aims and ambitions of other themes within the Implementation Plan:
activities within the theme must be closely aligned with the business support and innovation programmes, ensuring holistic delivery of the range of business support services, including skills development and promoting initiatives such as Local Employment Partnerships, and ensuring that the skills are available to support innovative activity, international trade and growth in key sectors and clusters. To improve outcomes for interventions associated with enterprise and innovation, it is essential that funding for skills is considered and delivered alongside these interventions.
A number of other themes include skills interventions to enable the delivery of their respective programmes:
promoting the development of ICT skills is fundamental to business change, innovation, creativity and entrepreneurship. It is important to enable businesses and residents to take advantage of and exploit the opportunities available from ICT, as set out in the enterprise theme (ICT in the workplace)
East of England Implementation Plan 125 8 Skills and employability
the skills capacity within the region has been identified as one of the most critical issues affecting the delivery of sustainable growth, including provision of infrastructure, creating sustainable communities, and moving towards low energy and environmental technologies. The delivery of skills programmes is therefore fundamental to the delivery of the housing, enterprise/innovation and utilities themes, alongside the overall shift to a low carbon, well adapting society summarised by the cross cutting theme of climate change improving opportunities for industry-led skills development will support the growth of the creative and cultural industries, as set out within the culture, creativity and visitor economy theme. Improving the skills in the tourism, hospitality and leisure sector will also be essential in providing high standards when hosting visitors and events in the region at the 2012 Games.
The achievement of programmes in other themes will also affect the delivery of the skills and employability programmes:
activities to support the success of the cultural sector are imperative to the delivery of the integrated employability programme. The sector includes a number of third sector organisations offering volunteering opportunities as a route into employment and to help improve outcomes for disadvantaged groups. Many arts organisations offer exemplary arts activities which target specific groups delivery of appropriate transport and ICT interventions in small market towns, rural and coastal areas will be important in terms of providing access to services – such as education and training – and employment opportunities delivery of housing (particularly affordable housing), maintaining and improving the region’s natural environment and improving the cultural offer will be important factors in retaining and attracting students, graduates and workers to the East of England.
8.6 Delivery and capacity
The supply and delivery of education, vocational learning, higher education and workforce development is a complex network of national, regional and local funders and providers. A number of changes to the system are currently planned to reduce the complexity of the system and ensure that it is more responsive to the needs of its customers and the economy.
From April 2010, responsibility for securing sufficient education and training provision for all young people, up to age 19, will pass from the LSC to local authorities. A YPLA will be established, with a small number of staff in each region, to provide regional planning and commissioning support, information, advice, analysis and specialist expertise.
The SFA will also be established as the single funding provider for adult skills outside higher education. The SFA will take an activist approach to deliver the skills that employers and individuals need now and in the future, supporting skills development in areas of strategic importance to the economy. HEFCE will continue to be responsible for funding higher education in the region and widening higher education participation. AUEE brings together the region’s HEFCE-funded higher education institutions to engage in developing and responding to regional skills priorities.
EEDA has been given greater responsibilities within the skills system, recognising that skills delivery must be effectively aligned with economic need. From April 2009, the EEDA-funded Business Link East service has delivered an integrated brokerage service, combining the Train to Gain skills brokerage service previously delivered by the LSC with Business Link East’s business support brokerage service to ensure that customers have access to a single service which supports the identification and fulfilment of their training needs.
Skills for Growth – the National Skills Strategy (November 2009) also set out important new strategy-setting roles for Regional Development Agencies. EEDA, working in partnership with the Sector Skills Councils, local authority leaders and sub-regional bodies, will take responsibility for producing a Regional Skills Strategy, as an element of the Single Regional Strategy.
126 East of England Implementation Plan Skills and employability 8
The Regional Skills Strategy will articulate the region’s economic and social requirements with respect to skills and will include matters relating to the employability of the region’s residents in so far as they relate to skills development and barriers to skills development. EEDA will develop an annual regional skills investment plan, which will articulate the types and levels of qualifications and skills that should be funded and delivered in the region in relation to economic need. This will direct the element of SFA expenditure associated with economic development. The SFA will contract with colleges and providers to deliver the skills priorities in the strategy.
EEDA will also take on responsibility for skills advocacy, partnership building and spearheading multi-agency action in support of employers to identify and resolve mismatches in the supply of skills to meet new employer demand. Closer working with Sector Skills Councils (SSCs) is increasingly important. SSCs will have a lead role in determining the qualifications which deliver skills that add economic value and should be eligible for public funding. There is still some way to go to ensure regional representation and engagement from all relevant SSCs and from the private sector. While employers have been given a pivotal role within the new skills system, there remains a need for partners to broker and facilitate greater engagement.
Jobcentre Plus will continue to be responsible for delivering services to people that are out of work. Of increasing importance is delivering an integrated employment and skills system – joining up the current Jobcentre Plus and LSC offer alongside the new Adult Advancement and Careers Service – and developing solutions for learners and employers, such as links between pre- and post-employment training.
Increasingly, the third sector is making an important contribution to supporting and delivering services to excluded groups to increase levels of economic participation in the region’s economy. To support the delivery of this theme – particularly the integrated employability offer – there is a need to:
engage with the third sector on strategic issues (as part of the Business, Innovation and Skills Development and Implementation Board) work effectively with the third sector in delivering services widen opportunities for the third sector to engage with service delivery, particularly through sub-contracting ensure that social enterprises and voluntary organisations can access mainstream business support and workforce training improve leadership and management in third sector organisations (as part of the Leadership and High-Level Skills programme).
In terms of local delivery, the delivery mechanisms for skills, economic participation and employability are – for the most part – local in focus. Skills and employment are of crucial importance to LSPs and Sustainable Community Strategies, while LAAs increasingly constitute a key part of the delivery infrastructure. EEDA’s support for economic participation is now delivered through sub-regional partnerships which feed into the work of the LSPs. One role of the SFA will be to ensure that skills are prioritised in LAAs and Multi Area Agreements (MAAs). Many of the interventions set out within the programmes – particularly the Integrated Employability Offer – outline regional scale activities to increase the effectiveness of local interventions and ensure that regional-scale ambitions are achieved.
Skills partners in the region are working to simplify and align funding and activities to address skills and employability priorities. EESCP brings together regional skills partners to facilitate closer collaboration among the public, private and voluntary organisations responsible for skills, employment and economic growth to and more effectively align the supply-side delivery of skills and employment with RES priorities. To promote businesses’ skills priorities and discuss a regional response, EESCP partners have been working with business groups and SSCs. EESCP is also working closely with regional partners to ensure greater local influence and buy-in to regional policy and provide a clearer mechanism for prioritising and identifying regional needs and a regional dialogue with Government. This will mean greater involvement by local authorities and businesses
East of England Implementation Plan 127 8 Skills and employability
in EESCP and greater influence over regional funding bodies. Over the coming year, EESCP will be adapted to fit in with new Sub National Review (SNR) transition arrangements, which will see Development and Implementation Boards (DIBs) set up to manage and deliver theme-based work.
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East of England Implementation Plan 129 9 Culture, creativity and the visitor economy
9 Culture, creativity and the visitor economy
9.1 Ambitions
The cultural, creative and visitor economies play a crucial role in improving regional competitiveness and enhancing the vitality of the East of England. They nurture talent which in turn drives international competitiveness, innovation and business growth. The strength of our creative and cultural offer contributes to our region being one of the best places in Europe to live, work or visit. It is within this context that the region will experience substantial growth over the period of the Implementation Plan and beyond.
Culture in the context of this theme is used to cover arts, museums and libraries, sporting activities, tourism and the creative and leisure industries. The theme covers the growth of the creative and cultural sector as a key driver for the economy, the development of creative places and communities, growing our strong tourism offer and maximising the opportunities of the London 2012 Olympic and Paralympic Games.
Our shared ambition is to enhance the creative capacity of our economy, to build on the strengths of our digital and media sectors, and to raise the profile of the region through promotional activities centred on the region’s cultural centres of excellence, heritage and the towns and cities in which they are based. Tourism is a critical part of our regional economy. Our focus is on encouraging longer visitor stays, particularly from the domestic market. This approach reduces environmental impact and encourages an increase in spend, which helps maintain the quality of the environment and the cultural and historic assets on which the visitor economy relies.
The programmes identified within this theme contribute to the regional economic strategy (RES) and regional spatial strategy (RSS) targets through:
the above-average sectoral growth rate of the creative industries, with particular regional strengths in digital and media industries the role of cultural and sporting infrastructure in improving the quality of place and catalysing regeneration, along with raising the profile of the region and attracting inward investment skills development programmes, such as the creation of the National Skills Academy for Creative & Cultural Skills in Thurrock a high level of business creation and labour market opportunities within the visitor economy sector that are particularly suitable for those with low or no skills or who wish to work flexibly the positive potential tourism, business and community development opportunities presented by the London 2012 Olympic and Paralympic Games.
This theme is also important in terms of the delivery of key national policies such as Creative Britain: New Talents for the New Economy (2008), Innovation Nation (2008), Digital Britain (2009) and New Industries: New Jobs (2009).
9.2 Status
Given the region’s underlying strengths, there is the potential to position culture, creativity and the visitor economy at the heart of the region’s economic performance, as well as ensuring that there is a strong and diverse cultural and leisure offer valued by existing and new communities. The region offers a varied cultural portfolio and a rich historic built environment and landscape that are attractive to businesses and to those wanting to live in the region.
The visitor economy in the East of England is one of the region’s largest business sectors worth over £5 billion per annum and employing more than 180,000 people. Visits to the region are becoming more appealing to many UK residents, with the current economic decline encouraging more people to explore domestic holidays. The sector continues to grow above national trends. In 2007 the value nationally of domestic tourism increased by just 1.6 per cent, while the East of England grew by 15 per cent. There are opportunities to further enhance
130 East of England Implementation Plan Culture, creativity and the visitor economy 9
the region’s competitive position, based on the many distinctive destinations and attractions that we have on offer. The potential of the London 2012 Olympic and Paralympic Games to highlight the regional tourism offer is clear
Nationally, the creative and cultural industries(18 )is a fast-growing sector and makes a strong contribution to gross valued added (GVA) targets, as GVA output per employee for this sector tends to be higher than the UK average for other sectors. The East of England accounts for seven per cent of total employment in the creative industries across Great Britain. Computer games, software and electronic publishing are the largest creative industries sub-sectors in the East of England, representing 37 per cent of employment. The region’s growth in the new media or digital content industry, which is the use of digital technologies in the creation and distribution of creative products, is of national significance and the region will be working to ensure the East of England remains at the forefront of the development of this sector.
The region has a strong track record in collaborative working exemplified by joint investment in arts infrastructure through a shared prospectus approach which, to date, has generated a portfolio of eight new world-class facilities worth more than £110 million. However, the activities set out in the following programmes should be viewed against a backdrop of tight public funding for this theme over the short to medium term. The region has traditionally had tight budgets for this theme (funding for some of the key delivery agents for this theme such as Arts Council East and East of England Tourism is the lowest across the English regions). There is evidence that corporate sponsorship, local authority funding for cultural provision and running costs in cultural organisations have all tightened further in the last 12 months as a result of the economic downturn. Ensuring value for money from existing assets and considering innovative means to lever in additional funding will be important for the success of the programmes.
It will be important to ensure that pressure on expenditure resulting from the economic downturn does not impact negatively on the region’s rich offer, limiting the growth potential of the creative and visitor economy and limiting the sector’s ability to deliver on the RES and the RSS.
9.3 Programmes
The following programmes have been identified as key to delivering the ambitions for this theme.
Programmes Programme component
1 Supporting creative and cultural industries (1a) Digital content
(1b) Creative economy hubs
(1c) Skills development
2 Creative places and communities (2a) Cultural centres of excellence
(2b) High quality cultural engagement opportunities for communities
(2c) Embedding culture in sustainable communities
3 Growing and sustaining the tourism visitor (3a) Promotion and marketing economy (3b) Business support and skills development
(3c) Visitor accommodation
18 For the purposes of the Implementation Plan, the sector definition used is that adopted by the Department for Culture. Media and Sport (DCMS) “those industries which have their origin in individual creativity, skill and talent and which have a potential for wealth and job creation through the generation and exploitation of intellectual property.” , DCMS 2001 and encompasses 13 industries.
East of England Implementation Plan 131 9 Culture, creativity and the visitor economy
Programmes Programme component
(3d) Sustainable tourism
4 The London 2012 Olympic Games and (4a) Sporting infrastructure and major sporting Paralympic Games events
(4b) Cultural Olympiad
(4c) Procurement opportunities
(4d) Skills development
(4e) Tourism
(4f) Health/well-being/volunteering
Programme 1: Supporting creative and cultural industries
Description and strategic fit
This programme aims to create the optimum framework to support the growth, innovation and productivity of the creative and cultural industries and its supply chain in the region.
The programme focusses on three main areas. Firstly, digital content is a particular priority. The region hosts a strong cluster of design, animation and other niche films, games and media-orientated companies, as home to half the UK’s studios and production facilities. There are particular market failures around access to finance and resource efficiency which will be the focus of activity in the short term.
Secondly, the region plans to support the development of creative industries clusters through a programme of investment in specialist creative economy hubs that build on the expertise of our cultural centres of excellence. Because of the nature of the region, with no large conurbations, the region lacks the concentration of activities that in other places nurture and support the creative industries, leading to a risk of creative talent seeping from the region.
Thirdly, the skills associated with creativity are among the most important in securing improvements in the productivity of the economy overall. There is a shortage of industry-specific skills in key creative industries and more broadly of knowledge on how to commercialise creative ideas. While large businesses may provide training for specialist skills, the majority of businesses in this sector are small and are unable to provide the necessary learning opportunities. Skills development has become a priority for all of the cultural agencies, particularly as a result of the recession. Opportunities available, or being developed, include apprenticeships, Future Jobs placements, higher education (HE) and further education (FE) courses and professional development programmes.
The programme supports Policy C1 Cultural Development in the RSS and plays a role in furthering the aims of the enterprise and innovation goals in the RES. It also supports the national strategy Digital Britain.
Implementation
Leadership
The East of England Cultural Partners (currently termed CREATE) involving Arts Council East (ACEE), the East of England Development Agency (EEDA), English Heritage, Government Office for the East of England (GO-East), Heritage Lottery Funding (HLF), Museums and Libraries Association (MLA), Screen East and Sport England,
132 East of England Implementation Plan Culture, creativity and the visitor economy 9
is responsible for the delivery and management of the cultural aspects of this programme. Screen East, with EEDA, is responsible for the delivery and management of the digital content and commercialisation aspects of the programme, working with the East of England Cultural Partners. EEDA and the Arts Council are responsible for the delivery of creative economy hubs working closely with local authorities and other partners.
Monitoring
EEDA and the Arts Council will produce annual reports on the cultural outcomes. EEDA and Screen East will produce annual reports on the digital content commercialisation outcomes, which will feed into the monitoring for this programme. Monitoring on the skills component will be derived from the reports of key delivery agents in this area, such as English Heritage.
Resources
Much of the investment required to support this programme has been secured or is in the process of being secured. Phase 1 of the creative economy hubs capital development has been developed or complete. Phase 2 is currently at feasibility stage.
Programme components
1a Digital content
Implementation of the Digital Content Industries Plan 2010-2015, including the digital content investment fund. Establishment of Digital Eden content industries business network incorporating Games Eden and TV Eden.
Key Delivery Agents Budget Results
Screen East, EEDA, business £10 million (including private Outputs: networks. sector leverage and European funding). investment provided for 15 regional SMES as part of digital content Funding for Digital Eden not yet venture capital fund established. reduction in carbon emissions from participating small and medium-sized enterprises (SMEs) number of SMEs assisted through Beyond 2010 and Digital Eden as set in respective business plans.
Outcomes:
growth in digital content sector.
1b Creative economy hubs
Development of a network of specialist creative economy hubs that build on the region’s centres of artistic excellence to attract and retain talent, and increase knowledge transfer and research and development (R&D) opportunities.
Key Delivery Agents Budget Results
East of England Implementation Plan 133 9 Culture, creativity and the visitor economy
1b Creative economy hubs
ACEE, EEDA, HE/FE, local Total to be confirmed but likely Outputs: authorities, local delivery to be from arts capital lottery, vehicles, MLA. local authorities, EEDA, HCA delivery of creative economy hubs. and others. Outcomes: Investment to date (end 2009) for feasibility and initial capital increase in number of business investment is £438,000. start-ups percentage of innovative active businesses in sector.
1c Skills development
Improving opportunities for industry-led skills development including work-based qualifications, continuous professional development for the sector, training opportunities for entries into the sports and leisure sector and establishment of the National Skills Academy for Creative and Cultural Skills (NSA). Activities also include continued delivery of the Beyond 2010 higher level skills investment for the Creative Industries.
Key Delivery Agents Budget Results
ACEE, MLA, Skills Active, EEDA, £1.3 million for East-Links: Outputs: HLF, Learning and Skills Council Leading the Field and £2 million (LSC), Sector Skills Councils, for Team East for Skills. outputs set out in appropriate skills NSA, HE/FE providers, local programmes authorities, the Commission for £60 million for NSA ROH NSA established by 2012. Architecture and the Built Production Park; £333,000 Environment (CABE), English from LSC to NSA for Outcomes: Heritage. development of Apprentice Training Company. reduction in skills gaps in the current workforce reported by employers £200,000 for Beyond 2012 qualifications levels in the sector. Skills programme.
Additional funding for individual skills programmes.
Funding for Digital Eden not yet established.
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Programme 2: Creative places and communities
Description and strategic fit
This programme aims to create distinctive places and vibrant communities by ensuring that culture makes a significant contribution to growth and regeneration. Culture is intrinsic to the character of a place and one of the main considerations in businesses and employees deciding where to locate. It also plays an important role in helping communities, including hard to reach groups, develop new skills therefore increasing their potential for economic participation, as well addressing other important issues such as health and well-being.
The region has an existing portfolio of cultural organisations and events that are funded by the Arts Council, English Heritage, MLA, Screen East, local authorities, and other regional and local bodies. Many of our cultural organisations already play an important role in the civic leadership of the towns and cities in which they are based. Building on this strong basis, the programme’s focus is on extending the reach of our strongest cultural assets to promote community engagement and economic participation. The development of cultural and sporting opportunities and infrastructure as part of a sustainable community is a priority for areas of the region that are faced with significant growth.
The programme supports Policy C2 Provision and location of strategic cultural facilities in the RSS and plays a role in furthering the objectives of the spatial economy goal in the RES.
Implementation
Leadership
The East of England Cultural Partners group involving Arts Council East, EEDA, English Heritage, GO-East, HLF, MLA, Screen East and Sport England, is responsible for the overall delivery and management of this programme. Cultural Strategic Partnerships (CSPs) and Local Strategic Partnerships (LSPs) also manage and deliver parts of this programme.
Monitoring
The Arts Council and other delivery agents will provide material for the monitoring of this programme. Engagement in cultural activity is measured by the cultural national indicators 8,9,10 and 11, which are reported on a local level as part of LAAs.
Resources
Much of the investment necessary to deliver this programme will come from cultural agencies and local authorities, either through cultural or cross-cutting opportunities such as commissioning. In terms of new facilities, these are set out in integrated development programmes IDPs, Local Area Agreements (LAAs) and other local/sub-regional plans and associated local policies, with resources being identified according to likely availability.
Programme components
2a Cultural centres of excellence
Embedding the region’s new cultural centres of excellence and sporting facilities in their locality.
Building on the region’s cultural specialisms, including supporting Norwich’s bid for United Nations Educational, Scientific and Cultural Organisation (UNESCO) City of Literature and Peterborough’s plan to be UK Environment City; supporting Norwich, Ipswich/Haven Gateway and Southend’s ambitions around UK City of Culture and supporting Basildon Sports Village.
East of England Implementation Plan 135 9 Culture, creativity and the visitor economy
2a Cultural centres of excellence
Key Delivery Agents Budget Results
ACEE, Sport England, EEDA, Funding varies for the centres Outputs: local authorities, MLA; Regional of excellence and is mainly Cities East; Metal, Wysing Arts derived from lottery capital Royal Society for the Centre, UK Centre for Carnival investment and Arts Council encouragement of Arts, Arts, Aldeburgh Music, firstsite, revenue investment (£4.17 Manufactures and Commerce (RSA) Jerwood Dancehouse, the Royal million in 2010/11), with support led Citizens of the Future programme Opera House Production Park, from EEDA and local authorities in Peterborough including the National Skills on a case-by -case basis. opening of two centres of excellence: Academy. Royal Opera House Production Park (2010) and firstsite (2011).
Outcomes:
increased number of visitors to regional attractions increased value of visitor economy improvement in perceptions of the region.
2b High-quality cultural engagement opportunities for communities
A series of initiatives designed to enhance community engagement with culture, with a focus on up-skilling opportunities and audience development. Examples include the museums’ Renaissance programme, Heritage Open Days, arts led community events, film and heritage projects and outreach activities run by regional libraries.
Key Delivery Agents Budget Results
ACEE, MLA, libraries, English Renaissance programme has Outputs: Heritage, Screen East, local secured £7 million funding for authorities, other cultural 2009-11. community engagement activity. partners. Lottery investment on a project Outcomes: basis. increase in engagement in cultural Arts Council revenue activities (Active People Survey). investment to be determined.
2c Embedding culture in sustainable communities
Promoting high quality design and taking forward an integrated approach to developing cultural and sporting facilities as part of place-shaping using the Culture and Sport Planning toolkit.
Key Delivery Agents Budget Results
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2c Embedding culture in sustainable communities
Local authorities, with Budgets are allocated through Outputs: assistance and guidance from individual IDPs and LAAs. regional bodies such as CABE, new cultural facilities developed Inspire East, English Heritage, within growth areas. MLA and Sport England. widespread use of toolkit.
Outcomes:
improved planning for sport and cultural facilities.
Programme 3: The tourism visitor economy
Description and strategic fit
The region aspires to be a leading region for sustainable tourism, based on the quality of its environment, culture and heritage. This programme aims to increase the rates of growth in the visitor economy and raise the profile of the region. The visitor economy is one of the region’s largest business sectors and is well placed to continue to grow above the national trend. The focus of this programme is on encouraging domestic visitors to stay longer in the region, reducing the impact of travel while concurrently boosting tourism-related income.
Continued growth of a sustainable visitor economy is dependent on promoting the region; this requires public sector intervention due to the fragmented nature of tourist providers. In addition to core promotional activity of East of England Tourism, opportunities to dovetail with other marketing opportunities such as those associated with the new cultural centres of excellence and with the 2012 Olympic and Paralympic Games will be explored.
The region needs to raise the quality of the visitor experience, particularly in the light of the opportunities afforded by the 2012 Games. This will be carried out through skills development and business support activity in order to help businesses improve their performance and the quality of the products and services that they provide. A particular priority will be on raising the quality of accommodation within the region.
The sustainability of the visitor economy is dependent on travel both within Britain and to and from international destinations. Therefore, climate change is an important consideration in implementation of this programme. There is evidence that consumers are starting to consider a more responsible approach to tourism and the East of England has the potential to become a leader in this area, putting the principles of sustainable tourism at the centre of its visitor economy policy.
This programme is the main programme for delivery of the objectives set out in Policy E6: Tourism of the RSS, as well as supporting other policies such as the provision of strategic cultural facilities, historic environment and the coast. It also supports priorities set out in the spatial economy goal of the RES.
Implementation
Leadership
East of England Tourism (EET), supported by EEDA, has overall responsibility for the delivery and management of this programme, working with sub-regional tourism partnerships. Policies within Local Development Frameworks (LDFs) also provide for a range of sites and identify specific tourism initiatives that support the visitor economy. Continuing to develop relationships with the private sector, such as with regional airports, is also critical to the delivery of this programme. The region’s local authorities are essential partners in the
East of England Implementation Plan 137 9 Culture, creativity and the visitor economy
development of the visitor economy, through their support for East of England Tourism and subregional and local tourism destination marketing organisations, their support for tourism attractions, and their critical work in destination management, making their areas more attractive and enjoyable both for visits and for residents.
Monitoring
EET reports on progress against its business plan and this will form the basis of the monitoring for this programme.
Resources
EEDA provides core funding to EET through its single programme budget (approximately £3 million over three years). Sub-regional partnerships are funded by local authorities and business, and budgets vary across the region.
Programme components
3a Promotion and marketing
Promotion and marketing of the region, sub-regions and destinations to national and international key and emerging markets and to different market sub-segments. Two themed marketing campaigns will be carried out per year. The approach to responsible tourism is reflected in all aspects of marketing. Marketing campaigns will also be supported by public relations activity, with additional support provided for joint activity with National Express, Scene on Screen and gateway partners.
Key Delivery Agents Budget Results
EET, sub-regional tourism Approximately £3 million over Outputs: partnerships, Screen East, Visit 3 years. Britain, Visit England. two themed campaigns per year (short breaks/cities and towns in first year of plan) new gateway brand image campaigns.
Outcomes:
three percent increase in business and international visitors within 5 years improvements in profile and perceptions of the region domestic tourism to exceed the average rate of growth for the other English regions within 5 years.
3b Business support and skills development
Continuing and enhancing programmes to improve customer service standards, skills development and signposting to business support services.
Key Delivery Agents Budget Results
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3b Business support and skills development
EET, sub-regional tourism Some activity is covered by EET Outputs: partnerships, Business Link, core budget, but additional Tourism sector skills. funds needed to extend skills 50 businesses receiving training activities. support through Beyond 2012 programme 1,280 participants in Welcome to Excellence suite of customer care training courses.
Outcomes:
increase in GVA from the visitor economy increase in spend per visitor.
3c Visitor accommodation
Activities include the development of market intelligence to attract hotel developers to the region, and advocacy work around encouraging take up of standardised quality ratings.
Key Delivery Agents Budget Results
EET, sub-regional tourism Share of EET’s core budget Outputs: partnerships, local authorities, above. private sector. collection of market intelligence. Outcomes:
improvement in visitor satisfaction increase in spend per visitor above average increases in the percentage of accommodation that is quality rated by recognised schemes.
3d Sustainable tourism
Delivery and embedding of the responsible tourism agenda, including the Sustainable Tourism East programme, funded through the rural development programme for England (RDPE) covering promotion of green accreditation, local information provision and internet marketing and support for businesses to overcome barriers to adoption of sustainable tourism practice.
Key Delivery Agents Budget Results
EET, EEDA. £900,000 RDPE. Outputs:
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3d Sustainable tourism
300 green business advisory visits 920 delegates through a variety of sustainability courses including smarter marketing and Green Advantage courses.
Outcomes:
100 Green Tourism Business Scheme (GTBS) accreditations greater awareness of sustainability opportunities amongst tourism businesses.
Programme 4: The London 2012 Olympic Games and Paralympic Games
Description and strategic fit
The London 2012 Olympic and Paralympic Games provide unique opportunities for the region in a number of areas that directly influence achievement of the RES and RSS objectives. In economic terms, it could bring in excess of £600 million to our region through an uplift in tourism activities, business procurement opportunities and skills development, as well as providing long-term health and wider social benefits.(19 ) However, the benefits are not guaranteed and, if no action is taken, there is a risk of negative impacts on some sub-regions, with visitors, labour and expertise flowing from the region.
The Games will be a valuable source of contract opportunities for our regional businesses. Priorities include encouraging companies in the East of England to secure new business through public procurement opportunities, stimulating investment in skills and training in areas related to the 2012 Games and making the most of the economic and health benefits of the two Olympic sporting venues located in the region.(20 ) Tourism is the business sector that is most likely to deliver the greatest economic benefits from the 2012 Games, as long as the opportunity is appropriately managed, and so this programme has strong links to the visitor economy programme.
The four-year Cultural Olympiad, which runs up to the Games in 2012, is also contributing to a large amount of additional cultural activity, including regional delivery of national major projects by each of the cultural agencies, a series of major regional events both sporting and arts based, along with local activity designed to celebrate the countdown to the Games, and activity focussed on leaving a strong legacy beyond 2012.
This programme supports the objectives set out in Policy C1: Cultural Development and Policy E6: Tourism of the RSS, as well as priorities set out in the spatial economy goal of the RES which specifically identifies opportunities linked to the 2012 Games. The regional strategy The Power of Possibilities is the region’s primary strategy and business plan for setting out the region’s ambition for the achievement of legacy benefits from the 2012 Games.
19 Economic Impact Study of the London 2012 Olympic Games and Paralympic Games, prepared by Grant Thornton for EEDA July 2006. 20 White Water Canoe Slalom Course in Broxbourne, Hertfordshire and Mountain Biking course at Hadleigh Farm, Essex.
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Implementation
Leadership
Nations and Regions East (NRE) is a representative group that co-ordinates and champions 2012 Games-related strategic issues across the region. NRE has a seat on the national Nations and Regions Group, which is responsible to the London Organising Committee of the Olympic Games and Paralympic Games (LOCOG) and the Department for Culture, Media and Sport (DCMS). NRE comprises a number of regional agencies, together with representation from the county areas and central government departments.
Monitoring
The NRE Board takes a lead responsibility for monitoring the actions contained in The Power of Possibilities strategy, which sets out measurement indicators for success. An interim meta-evaluation study will be undertaken in 2009/2010 and this will also establish a framework future evaluation. It is the responsibility of individual projects and programmes to establish appropriate evaluation and monitoring processes to allow reporting to NRE.
Resources
Funding for the two proposed sporting venues required for the Games is from the Olympic Delivery Authority, with EEDA also contributing £4 million for the White Water Canoe Centre (WWCC) in Broxbourne in Hertfordshire for legacy enhancements. Sport England East and Lee Valley Regional Park Authority have also committed substantial funding to the WWCC, again for legacy elements. EEDA is the sole funder for the core activity of NRE, which has a budget for core staffing, communication, co-ordination and advocacy work, and EEDA is covering the regional costs of the CompeteFor project. Arts Council, MLA, English Heritage and Screen East co-fund the 2012 Creative Programmer.
Core funding for tourism channelled through EET is a major resource for this programme but as there are no specific funding streams available, most of the activity will be incorporated where possible into existing marketing programmes.
Programme components
4a Sporting infrastructure and major sporting events
Delivery of two proposed Olympic venues in the region (Broxbourne White Water Canoe Course and Hadleigh Farm Mountain Biking Course), sporting participation programmes, major sporting events and engagement with Cultural Olympiad and Health/social agendas.
Key Delivery Agents Budget Results
EEDA, Sport England East, Lee £4 million funding secured from Outputs: Valley Regional Park Authority, Olympic Delivery Authority, local authorities. EEDA, Lee Valley Regional Park two Olympic legacy venues in the Authority and Sport England region NRE co-ordination and for capital investment for two Olympic events plus at least two communication. WWCC. further major sporting events roll-out of regional 2012 cultural, Funding requirements for health, volunteering and sports plans Mountain Bike venue to be pre-Games Training Camps located determined. in the region.
Legacy Trust. Outcomes:
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4a Sporting infrastructure and major sporting events
Major Events Funding. increased regional participation in sport Sport England growth in visitor economy. East/Department of Health/NRE.
4b Cultural olympiad
Delivery in region of programme of: national major events (Artists taking the lead, Discovering Places, Stories of the World, Unlimited, Film Nation), a series of major events in 2012, local Inspire marked cultural activity.
Key Delivery Agents Budget Results
ACEE, English Heritage (EH), ACEE £500,000 for artists Outputs: MLA, Screen East, LOCOG, local taking the lead plus solicited authorities. lottery for major events. a high number of major cultural activities. NRE (co-ordination and Legacy trust £500,000 major communication). events (four cultural and two Outcomes: sporting). increase in engagement in cultural activity increased capacity in the cultural sector.
4c Procurement opportunities
Encouraging and supporting businesses to register and publish on CompeteFor (national online portal for London 2012 related contracts) and improving skills of businesses engaging in public procurement process.
Key Delivery Agents Budget Results
EEDA, Business Link, NRE c. £1million for CompeteFor. Outputs: (co-ordination and communication). publication levels on CompeteFor maintained between 40 and 50 per cent increasing level of business stock registered and published on CompeteFor (4 per cent in Dec 2009) percentage of contracts won via CompeteFor by businesses in the East of England.
Outcomes:
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4c Procurement opportunities
businesses to secure five-ten percent of total value of Games’ contracts.
4d Skills development
Working through existing projects and programmes such as CompeteFor, Train to Gain and Skills for Volunteering to target skills support at those sectors most related to 2012 Games.
Key Delivery Agents Budget Results
Skills agencies led and Varying budgets of skills Outputs: co-ordinated by the East of providers. England Skills and delivery of outputs for the Legacy Competitiveness Partnership Trust Volunteering into Employability (EESCP) (Executive Operations programme, and Sports and leisure Group). and Construction skills programmes.
Nations and Regions East Outcomes: (Co-ordination and Communication). increased participation in skills, education and training.
4e Tourism
A range of tourism initiatives linked to the 2012 Games, including a series of major 2012-related national marketing campaigns and targeting substantial national and international media coverage of the region before, during and after the Games.
Key Delivery Agents Budget Results
EEDA, EET No specific budget attached, Outputs: but delivered as part of EET’s NRE (co-ordination and core marketing campaign. international marketing campaign in communication). 2011/12.
Outcomes:
increased number of domestic and international visitors.
4f Health/wellbeing/volunteering
Using the 2012 Games as a catalyst to improve health and well-being and reduce health inequalities. Encouraging East region residents to be more active and engaged in their communities.
Key Delivery Agents Budget Results
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4f Health/wellbeing/volunteering
Strategic Health Authority, Existing budgets of key Outputs: Sport England East, EEDA, strategic agencies. voluntary and community legacy Trust volunteering into Sector, local authorities. Legacy Trust Fund/ European employment project outputs Social Fund (ESF) EEDA revised Regional Physical Activity NRE (coordination and (Volunteering into Employment strategy communication). initiative). various initiatives for health, sport and volunteering.
Outcomes:
increase in numbers of individuals physically active increase in number of volunteers reduction in obesity levels.
9.4 Key milestones and phasing
The deliverables set out in the programmes are primarily focussed on the first three years of the Implementation Plan, where funding has been, or is in the process of being, secured, and on those areas where the region needs to act most urgently. The immediate focus is to secure cultural and economic returns from the large-scale investment in cultural infrastructure projects undertaken over the last three years which are now coming to fruition, together with delivering activities associated with the 2012 Games.
Over a longer timescale, the region aims to sustain and grow investment into the creative and cultural economy in order to:
develop innovative initiatives to support the film and computer games sectors to maximise our strengths in the digital sector develop a network of new creative economy hubs to attract and retain talent, generate high-quality product, and support R&D, innovation and skills development broaden our tourism and cultural promotional activities with a focus on using new media and investment in new public/private partnerships.
Fig. 12 sets out the sequencing for a few of the most critical interventions to be made in the region over the first five years of the Implementation Plan.
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Figure 12: Phasing of key milestones
Digital content Delivering fund established RDPE sustainable tourism major programme Opening of Firstsite investments and ROH Production Preparation for 2012 Games Park
Establishing funding and Clarification on delivery role of CREATE mechanisms
Building strategic Regional culture and Agreement on vision and priorities for next wave priorities and sport evidence base of creative economy hubs intelligence
2010 2011 2012 2013 2014 2015
9.5 Synergies
The programmes set out in this theme have clear interdependencies. For example, the region’s museums, the natural and historic environment, galleries and festivals help to attract tourists to the region. Specific cultural and sporting events, such as the London 2012 Olympic and Paralympic Games can, if appropriately managed, have immediate and long-term effects on the region’s profile, levels of tourism, business performance and health and well-being of residents.
Activities to support the cultural and creative industries sector need to be closely aligned to the business support, finance and innovation programmes set out in the enterprise, business support and innovation theme. Successful delivery of the informations and communications technologies (ICT) and the workplace programme will also be integral to the growth of the sector. The skills programme Skills for business will reinforce activities to develop the skills needed to grow the cultural and creative industries sector, and to support creativity in the knowledge economy more widely.
The region’s heritage and environmental assets are important drivers for the visitor economy programme. The programme Protecting, restoring, enhancing the region’s distinctive natural and historic landscapes, built heritage, habitats and species in the green infrastructure theme will be critical to the success of the aims of the visitor economy programme. Equally, tourism is critical for supporting the care and management of our historic and natural environment, and for contributing to the region’s low carbon aspirations.
9.6 Delivery and capacity
The East of England Cultural Partners group involving Arts Council East, EEDA, English Heritage, GO-East, HLF, MLA, Screen East and Sport England, takes a regional lead on regional strategies, working with local partners and providing support for sport, heritage, museums and archives, and the arts and creative media. Other regional strategies for other themes, such as in the areas of business support, complement the activities of the Cultural Partners group. The Cultural Partners group will need to consider its role in relation to the new
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Development and Implementation Boards as they become established. NRE provides strategic leadership and co-ordination of activity to maximise benefits from the London 2012 Olympic Games and Paralympic Games. Members of the Cultural Partners group sit on NRE to co-ordinate activity across the cultural sector.
Given the links between this theme and other programmes, joint delivery is an important principle. For example, in driving forward the skills needed for the cultural and creative economy, collaboration is needed among cultural agencies and the LSC, sector skills councils, the national skills academy for creative and cultural industries in Thurrock, and HE/FE providers as well as employers.
Many of the programmes have a particular spatial dimension, and in implementing these programmes it is important to ensure cultural initiatives are relevant to, and reflect, local communities. For example, the particular emphasis of the creative economy hubs is on: Greater Cambridge; Colchester and Ipswich within the Haven Gateway; Luton within the Milton Keynes South Midlands growth area; Norwich; Greater Peterborough; and Southend and Thurrock within the Thames Gateway. Delivery will be through, and in partnership with, the relevant integrated development programmes (IDPs) or other sub-regional partnerships such as MAAs. Similarly, the impact of tourism varies across the region. It is Norfolk and Suffolk’s largest industry, and is particularly important for the region’s coastal and rural areas.
Underpinning delivery of the programmes is a requirement for a greater emphasis on regional intelligence. Market intelligence is a core activity of EET, and particular attention is being given to understanding the changing consumer approach to responsible tourism and the impact of the Olympic Games. In the first year of the Implementation Plan, the region will be investing in dedicated resource to strengthen the regional culture and sport evidence base in collaboration with Insight East. This will be linked to the Culture and Sport Evidence (CASE) research programme, led by DCMS in partnership with the national cultural agencies. The region is progressing two important evaluation projects. The first is focussed on the joint EEDA/Arts Council East capital investment projects made under the ‘Creative Collaborations’ prospectus. The second is a cross-regional development agency (RDA) project to establish a framework for measuring the economic impact of destination marketing and promotion activity.
In terms of regional financial resources, it should be noted that these are significantly constrained over the first few years of the Implementation Plan. Core funding to the delivery agencies central to this theme is low compared with the rest of the UK and is likely to be affected by the immediate squeeze on public expenditure. Many cultural organisations and projects also rely on investment from local authorities, trusts and foundations, and other partners, all of which are also affected. However, the programmes identified reflect important, prioritised activity for the region and local partners.
Despite relatively low levels of public sector investment, the region continues to demonstrate its ability to form innovative partnerships that exploit regional strengths through joint investment. For example, Creative Collaborations is a nationally unique prospectus between EEDA and Arts Council England East, resulting in a transformative world-class portfolio of joint capital investments with sub-regional and local partners worth over £110 million. Support for the theme also comes from the EU Structural Funds including the European Regions Development Fund and Interreg programmes, which has supported many of the components of the Digital Content Action Plan. NRE has developed a unique and robust structure that brings together county areas with regional agencies and has seen the establishment of county area working groups and the leverage of significant additional resource from local authorities to deliver interventions to capture benefit from the Games. The region has a clear vision for culture, creativity and the visitor economy that will enable delivery partners to attract additional investment to implement our programmes.
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East of England Implementation Plan 147 Green infrastructure, landscape, heritage, flood and erosion 10 risk management and the coast
10 Green infrastructure, landscape, heritage, flood and erosion risk management and the coast
10.1 Ambitions
The implementation of the regional economic strategy (RES) and regional spatial strategy (RSS) depends on managing the East of England’s environmental resources sustainably. This is essential for securing the future supply of environmental services, to help us adapt to climate change and to make the transition to a low carbon economy. Respecting the value of the region’s natural and historic environment also holds the key to experiences critical to our health and well-being.
Aspects of this theme contribute to high-level objectives of both strategies. The region’s environment provides a wide range of essential natural services – food and raw materials, clean air and water, a moderation of climatic extremes and defence against flooding, a habitat for ourselves and other species of wildlife, and space to lead healthy and happy lives. The region’s distinctive landscapes and settlements make the region an attractive place within which to live and work and for others to visit and this value needs to be sustained throughout the delivery of both strategies.
Given the large land area involved, the region’s farmland is a critical factor in the successful delivery of the RES and the RSS. Agricultural policy and practice has an important bearing on how well we sustain wider environmental services, adapt to climate change, increase food security and decide on the right places to develop. Forestry policy, and the expansion of woodland in the region, also have significant contributions to low carbon and climate change adaptation objectives.
Managing flood and coastal erosion risk is a key challenge in delivering the RES and RSS. There is a strong correlation between sustainable management of the natural environment and the choice between investing in further ‘hard’ defences and developing more ‘natural’ solutions (which can bring wider benefits). Cost-benefit considerations under future public expenditure constraints, coupled with increasing recognition of the realities of climate change, would point to an increasing need to work with, rather than against, natural processes to manage these risks in a sustainable way.
The region’s coast makes a key contribution to regional ambitions with important economic regeneration and environmental protection issues to manage. There are challenging adaptation needs to address in response to sea-level rise and climate change. How the region manages the governance of the complex social, economic and environmental inter-relationships at play along the region’s coast is an important concern.
Managing these challenges is important to delivery of the RES gross value added (GVA) target. Firstly, effective flood risk management is important for securing business confidence and investment. Secondly, the quality of our environment affects personal and business investment decisions, and is important for the tourism economy. Thirdly, a number of the region’s coastal economies are under-performing and improvement would have a positive overall impact on the region’s GVA.
This theme comprises four inter-linked implementation programmes that address flood and erosion risk management, coastal management, the natural and historic landscape and green infrastructure.
These programmes contribute to ambitions in both the RES and the RSS to:
adapt to climate change, achieve a low carbon economy and improve resource efficiency, fundamental
for meeting the region’s CO2 target meet regional targets for enhancing biodiversity, landscape and natural habitats deliver green infrastructure in supporting sustainable communities
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adopt an integrated approach to managing coastal issues secure the sustainable management of the region’s natural and historic resources and the services these provide.
10.2 Status
Delivering the growth set out in the RES and the RSS in a sustainable way depends upon meeting the challenges set out in these programmes. This includes a long-term approach to managing flood and coastal erosion risk. The region needs to build a stronger consensus over an approach that reconciles the realities of climate change and natural processes with the appropriate needs of existing communities. Delivering a cost-effective, risk-based approach which meets this challenge is emerging.
Well-designed and managed green infrastructure is an essential prerequisite for sustainable development, as much as conventional ‘grey infrastructure’ requirements, such as roads and sewers. The existing good examples of green infrastructure in the region need to be followed in the emerging growth areas. The challenges of funding for green infrastructure in a more constrained financial environment need to be resolved.
A comprehensive approach to managing the wider environment is evolving, with plans to create and restore large-scale regional landscapes such as through the Great Fen Project, the Alde/Blythe Project, the Wetland Vision and with restoration of rivers such as the Nar and Wensum. These kinds of project need to be applied more widely across the region, and at a faster rate, to deliver both the environmental resilience and ecosystem services necessary to support the growth.
The region’s long length of coastline contributes to both strategies and competing demands here need to be better managed. The particular economic, social and environmental challenges faced on the coast require an integrated approach and the right governance arrangements to deliver this. The Coastal Initiative is currently trialling ways to integrate social, economic and environmental objectives, reflecting the particular risks from climate change and sea-level rise.
With the recent acknowledgement of the need to address food security, the call for greater quantities of renewable energy crops and pressure for land for growth in the region, there is a conflict surrounding land use. Farmers currently are able to receive financial rewards for managing the landscape in an environmentally beneficial way via Environmental Stewardship administered by Natural England. This is being reinforced by the Campaign for the Farmed Environment, which was recently launched as a voluntary initiative for farmers to retain the benefits of ‘set aside’ following its abolition in 2008. The pressure to produce more food for a growing global population will be a real challenge and will impact on the existing landscape.
10.3 Programmes
Programmes Programme component
1 Flood and erosion risk management (1a) Delivering the actions of Catchment Flood Management Plans (CFMPs) and Shoreline Management Plans (SMPs)
(1b) Coastal and flood risk management over the next three years
(1c) Long-term investment strategy for managing flood risk and coastal erosion
2 Integrated coastal management (2a) East of England Coastal Initiative
(2b) Regional Habitat Creation Programme
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Programmes Programme component
3 The natural and historic environment (3a) Restoring regionally significant landscapes and settlements
(3b) Meeting Biodiversity Action Plan targets for habitats and species
(3c) Heritage at risk monitoring and grant funding
(3d) Environmental stewardship, catchment sensitive farming and the water framework directive
(3e) Biodiversity monitoring and recording
4 Delivering green infrastructure (4a) Delivering multi-functional green infrastructure
Programme 1: Flood and erosion risk management
Description and strategic fit
This programme addresses the sustainable flood risk and erosion management necessary to support the region’s growth. It includes the management of flood risk arising from the sea, rivers and ground/surface water run-off. The East of England contains many low-lying areas at particular risk from fluvial or coastal flooding and also places where soft sea-cliffs are eroding rapidly. Climate change and sea-level rise are combining to exacerbate the risks from flooding and coastal erosion. The trend for a higher frequency of extreme weather events, as the climate continues to change, will make flood events more frequent and less predictable. Localised surface water flooding events are also likely to become more frequent.
In the East of England, an estimated 23,000 properties are currently affected by a 1 per cent Annual Exceedance Probability (AEP) fluvial event, rising to approximately 40,000 properties at risk from the future 1 per cent AEP fluvial event. (21 ) A risk-based approach to flood and coastal erosion management is essential to limit the distress, damage and loss of life that can occur. The Floods and Water Bill clarifies that upper tier authorities have lead responsibilities for local flood risk management (surface water, groundwater and ordinary watercourses). The Environment Agency is now responsible for the strategic overview of all sources of flooding. A long-term strategic approach is set out in Catchment Flood Management Plans (CFMPs) and Shoreline Management Plans (SMPs) which are prepared by the Environment Agency. This Implementation Plan advocates the delivery of the initiatives set out in such plans in order to deliver the objectives of the RES and the RSS.
Investment in the delivery and maintenance of traditionally engineered ‘hard’ flood defences will continue to be necessary to defend certain parts of the coastline most at risk from flooding, to safeguard existing communities and maintain growth and investment. Increasingly, this will need to be augmented by allowing naturally functioning systems to help manage flooding in a sustainable and cost-effective way. Applying this eco-systems approach to managing flood and erosion risk can have the added advantage of bringing forward additional benefits and provide a cost-effective solution to addressing a wider range of the objectives of both the RES and the RSS.
This programme supports delivery of RSS Policy WAT4.
21 East of England Regional Assembly Regional Flood Risk Appraisal, March 2009
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Implementation
Leadership
The Floods and Water Management Bill clarifies that upper tier authorities have lead responsibilities for local flood risk management (surface water, groundwater and ordinary watercourses). The Environment Agency is now responsible for the strategic overview of all sources of flooding. Governing regional bodies and Government departments will also play an important role.
Monitoring
Monitoring of the RSS and Local Development Framework annual monitoring will provide the basis for this programme’s monitoring.
Resources
Resources come from central government spending via grant-in-aid to the Environment Agency, flood management spending by local authorities and Internal Drainage Boards, contributions to flood risk spending from other pots (eg Growth Area Funding), external contributions through direct provision or funding via s106 or Community Infrastructure Levy. The long-term approach to managing flood risk should not assume that the costs of flood risk will be met centrally. There are direct beneficiaries from flood risk management work that needs to be aligned with those who pay. The Environment Agency’s external contributions policy outlines how beneficiaries can bring investment forward and/or deliver improved solutions.
Programme components
1a Delivering the actions of CFMPs and SMPs
Supporting the delivery of a longer-term more sustainable approach to fluvial and coastal flood protection.
Key Delivery Agents Budget Results
Environment Agency, Regional No long-term budget has been Outputs: Planning bodies, local fixed. authorities. regional and local planning policies and development management decisions, which reflect the actions of CFMPs and SMPs.
Outcomes:
new development or regeneration which avoids, mitigates or is resilient to flood risk and contributes to funding for new or retro-fitted flood risk management measures.
1b Coastal and flood risk management over the next three years
The short-term funding programme for defence and resilience measures in areas at most risk from flooding and coastal erosion.
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1b Coastal and flood risk management over the next three years
Key Delivery Agents Budget(22 ) Results
Environment Agency, Internal £75 million 2010-2011 Outputs: Drainage boards, local authorities. £98 million 2011-2012. prioritised defence and resilience measures for communities at most risk from coastal erosion or fluvial/coastal flooding based on affordability/sustainability criteria.
Outcomes:
confidence for further investment and development in locations where policy is for further growth.
1c Long-term investment strategy for managing flood risk and coastal erosion
The longer-term investment response to flood risk and coastal erosion reflecting the adaptation needs arising from climate change. The Environment Agency’s long-term investment strategy gives evidence and analysis of the investment needed to adapt to climate change and manage the increased risk over the next 25 years.
Key Delivery Agents Budget Results
Environment Agency, Internal £1,040 million (plus inflation) Outputs: Drainage Boards, regional per year is needed nationally planning bodies, local by 2035 to maintain current delivery of the Environment Agency’s authorities. levels of protection. long-term investment strategy 2010 2035 (LTIS) published in June 2009.
Outcomes:
a planning and investment framework better geared to meeting EU Floods Directive and adaptation needs for future climate change scenarios stronger community resilience, flood proofing of plans and a framework for external funding.
22 Figures apply to the Environment Agency Eastern Region’s central and eastern areas and applies to Environment Agency funding only.
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Programme 2: Integrated coastal management
Description and strategic fit
This programme highlights the broad implementation priorities for integrated policy delivery on the region’s coast.
Our coast is studded with often quite remote settlements of varying size, interspersed by larger historic towns, such as Great Yarmouth and King’s Lynn and major ports like Felixtowe, Harwich and Tilbury. The coastal economy is supported by key employment sectors, such as tourism, fishing, support to offshore industries and manufacturing. Change in these sectors has led to significant pockets of social and economic deprivation, such as in Great Yarmouth and Lowestoft.
The region has 723 km of predominantly low-lying coastline. It provides for some of the region’s highest value landscapes and most of the region’s nationally and internationally important wildlife habitats. The combination of sea-level rise and increased storminess as a result of climate change is threatening many coastal locations thorough increased coastal erosion and/or flood risk.
Sea-level rise, the effects of climate change and the loss of sediment are increasing the erosion of natural habitats, such as salt marsh, which provide a natural flood defence and can avoid expenditure on engineered defences. Existing hard defences prevent coastal habitats migrating inland in a natural response to erosion. This results in the habitat loss termed ‘coastal squeeze’.
The East of England’s coastline is a valuable part of the region’s heritage. Stretches of the Suffolk and North Norfolk coasts are designated Heritage Coasts and form parts of Areas of Outstanding Natural Beauty. Our coastal settlements contain a considerable part of the region’s historic built legacy.
The particular environmental, social and economic challenges on the coast call for the integrated approach, embraced by the East of England Coastal Initiative. This is an innovative, multi-agency project that is responding to a number of the long-term challenges facing the region’s coast and seeking to bring together partners at the national, regional and local levels to address these.
This programme supports delivery of RSS Policy SS9 and plays a role in delivering the objectives of the Spatial Economy goal in the RES.
Implementation
Leadership
A partnership of local authorities (and local stakeholders) with regional bodies, government departments and key agencies (Environment Agency, Natural England, Homes and Communities Agency (HCA) and others) will take a lead on delivering this programme. A range of non-government organisations will also play an important role.
Monitoring
The main source of monitoring will be through Local Area Agreements and Local Development Frameworks, monitoring of the RSS and Agency State of the Environment reporting.
Resources
Funding will come from a wide range of local, regional and national pots.
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Programme components
2a East of England Coastal Initiative
Delivering the environmental, economic and social objectives for the coast in an integrated way building on models trialled through the Coastal Initiative.
Key Delivery Agents Budget Results
The East of England Coastal Coastal change pathfinder Outputs: Initiative Coastal - a funding: partnership initiated by improved community engagement GO-East and involving EEDA, £3 million to North Norfolk DC in decision-making affecting the EERA, HCA, the Environment coast Agency, Natural England, £1.5 million to Waveney DC a stronger evidence base over issues coastal local authorities and influencing coastal planning £0.3 million to Great Yarmouth Sustainability East. consensus on priorities for each of BC the four coastal pathfinders:King’s £1 million to Tendring DC. Lynn and West Norfolk/North Norfolk; Great Yarmouth and Lowestoft; Haven Gateway; and Thames Gateway.
Outcomes:
a more integrated, better evidenced and more inclusive basis for implementing policy affecting the coast better aligned and streamlined governance for managing coastal change and adaptation.
2b Regional Habitat Creation Programme
The measures necessary to deliver compensatory habitat lost as a result of coastal defence measures in order to comply with the EU Habitats Directive. Minimising the need for compensatory habitat through the development of coastal habitats as a natural defence, and increasing this resource through managed realignment of hard defences where appropriate.
Key Delivery Agents Budget Results
Environment Agency and Precise figure not available. Outputs: conservation partners (Wildlife Trusts, RSPB, National Trust the funding and delivery of natural and private landowners). habitats to compensate areas through coastal squeeze and flood risk management measures on the coast adapting natural coastal defence systems, and applying managed realignment where appropriate, to
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2b Regional Habitat Creation Programme
minimise the loss of natural habitat through flood-risk and coastal erosion measures.
Outcomes:
the coherence of the network of internationally designated coastal habitats is maintained additional habitat is created for people and wildlife.
Programme 3: The natural and historic environment
Description and strategic fit
This programme captures measures needed to conserve, restore, and enhance the region’s distinctive natural and historic environment, its landscapes, built heritage, wildlife habitats and native species.
The East of England is noted for its high-quality environment and its characteristic natural and historic landscapes and settlements. Protecting and enhancing this heritage is part of the vision of both the RES and the RSS. These natural and historic resources are important to the region’s economy and form an important driver for investment and population growth in the region. They deliver a wide range of services, which are vital to the growth ambitions of both strategies but must be sustainably managed to accommodate the pressure that this growth places upon them.
Enhancing the natural and historic environment can improve the region’s quality of life, boost tourism and the economy, add to its distinctive appeal which attract new residents and investment, provide opportunities for a healthy lifestyle and support our adaptation to climate change.
However, the region’s natural and historic landscape has suffered from the demands placed on it by intensive agriculture, development, infrastructure and providing resources, such as freshwater. There has been recent good progress to restore some semi-natural landscapes and improve the conditions of the region’s special sites and populations of rare species. However, in general, our natural areas remain highly fragmented and much needs to be done to restore their extent and ability to function healthily to maximise the benefits they can deliver. Elements of our historic environment remain at risk with their future yet to be assured.
This programme supports RSS Policy ENV1, ENV2, ENV3, ENV4 and ENV6, as well as furthering the aims of the Spatial Economy goal in the RES.
Implementation
Leadership
This ranges from local authorities, governing regional bodies to government departments, with a strong role for the private and third sector, non-government organisations and government agencies.
Monitoring
Monitoring of the RSS and Local Development Frameworks, together with agencies’ state of the environment reporting will form the basis of monitoring for this programme.
East of England Implementation Plan 155 Green infrastructure, landscape, heritage, flood and erosion 10 risk management and the coast
Resources
A variety of local, regional and central government funding streams in partnership with the private and third sector.
Programme components
3a Restoring regionally significant landscapes and settlements
Re-creating distinctive regional landscapes at a large-scale through multi-agency and partnership working and funding.
Key Delivery Agents Budget Results
Partnership of central £10 million annually from Outputs: government, regional bodies, partners, contributions and local authorities, private and match funding from available focussed investment on wide-scale third sector. sources such as the Heritage restoration of regionally distinctive Lottery Fund and EU. landscape, natural or historic environment Wildlife habitat restoration and the implementation of the region’s creation funding from 12 priority large scale projects Environment Agency Regional (identified by the East of England Habitat Creation Programme, Biodiversity Forum) - Blackwater Natural England Wetland Vision Estuary, Brecks Biodiversity Project, and agri-environment scheme Bythe to Alde, Great Fen Project, funding and NGO habitat Green Arc, Greensand Ridge, Norfolk creation and restoration and Suffolk Broads, Marston Vale projects. Community Forest, Thames Estuary, Thames Chase Community Forest, Wallasea, Wicken Fen Vision.
Outcomes:
enhancing the multiple dividends of landscape restoration in terms of ecosystem services, climate change adaptation, health, recreation, biodiversity enhancing the visitor economy.
3b Meeting Biodiversity Action Plan targets for habitats and species
Delivery of the specific regional targets for habitat and species restoration set out in Biodiversity Action Plans.
Key Delivery Agents Budget Results
Local Biodiversity Partnership, £100,000 per annum for Outputs: Natural England, Environment heathland restoration. Agency, Forestry Commission, Proportionate funds for other habitats and species.
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3b Meeting Biodiversity Action Plan targets for habitats and species local authorities and NGOs Agri-environment scheme a range of programmes geared to such as Wildlife Trusts, RSPB, funding the recovery of habitats and species National Trust. in the region prioritised under the UK Also funding from Enriching Biodiversity Action Plan. Nature programme 2, eg SITA £300,000 per annum for three Outcomes: years plus other landfill tax credit operators, money a long-term recovery in the health available nationally. and condition of the habitats and species population targeted. Contributions to wider environmental programmes and spillover benefits to other regional objectives.
3c Heritage at risk monitoring and grant funding
Delivering the funding necessary to safeguard and bring into productive use the region’s valuable built and historic heritage.
Key Delivery Agents Budget Results
English Heritage, local c. £2 million grants from English Outputs: authorities, Heritage Lottery Heritage across all asset types. Fund (HLF) and owners. £1m HLF funding for Places of buildings, monuments, areas and Worship. Additional HLF landscapes taken off, or prevented funding on a from being added to, the At Risk project-by-project basis. Register. Outcomes:
increasing investment in region’s tourism base buildings brought back into economic use.
3d Environmental stewardship, catchment sensitive farming and meeting the Water Framework Directive
Delivering the measures necessary to integrate sustainable agriculture and food security with the need to protect wider environmental services, including water quality.
Key Delivery Agents Budget Results
Environment Agency, Natural Funding to meet Water Outputs: England, local authorities. Framework Directive objectives for the region. more environmentally friendly farming practice and land use.
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3d Environmental stewardship, catchment sensitive farming and meeting the Water Framework Directive
Agri-environment funding Outcomes: administered by Natural England. better conservation of the landscape, historic and wildlife value of farmland, maintaining soil quality and long-term food security, a reduction in diffuse pollution and soil erosion. better water quality.
3e Biodiversity monitoring and recording
Developing a coherent and comprehensive basis to recording and monitoring the region’s biodiversity to inform wider policy and implementation.
Key Delivery Agents Budget Results
Local authorities, Wildlife Trust, Additional funding required, Outputs: Natural England, Environment potential sources may include Agency, Local Biological specific programme funds from the development of a Regional Records Centres, Government the Department for Biodiversity Information Group. Office for the East of England Envrionment, Food and Rural (GO-East) and EEDA. Affairs (Defra). Outcomes: regionally consistent biological information that can be used to accurately monitor the health of the region’s priority habitats and species.
Programme 4: Delivering green infrastructure
Description and strategic fit
All the programmes in this theme help deliver green infrastructure in its broader sense. Delivery of green infrastructure takes place at different geographical scales and includes the large-scale restoration of landscapes and habitats covered in the previous programme. This programme refers specifically to the delivery of green infrastructure to underpin the sustainable delivery of growth.
The delivery of multi-functional green infrastructure is critical to the ambitions of both the RES and the RSS and is increasingly recognised as an essential component to creating sustainable communities. Policies and plans for development growth recognise the existing and potential environmental features that can be incorporated into the design of growth areas to provide a range of essential benefits.
Green infrastructure can contribute to wider objectives addressed across the Implementation Plan and can deliver multiple benefits such as climate change adaptation, flood attenuation, creation of biodiversity habitats and accommodation of safe cycleways/footpaths and opportunities for health and recreation. It also encompasses the water environment, with water bodies, river systems and the sea coast (sometimes referred to the ‘blue infrastructure’) forming an integral part.
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At the urban planning scale, green infrastructure ranges from parks and gardens, amenity green space (including private gardens), incidental greenspaces (allotments, cemeteries, etc.), woodland and other semi-natural areas to the green corridors that connect these.
Planning for green infrastructure involves an understanding of the range of existing green infrastructure resource and the opportunities for adding new spaces to this in order to create a linked-up system that is able to deliver the necessary multiple benefits (such as sustainable drainage systems, ecological mitigation, wildlife corridors, sustainable transport, etc.). This will require evidence gathering and partnership working at the plan-making stage to ensure that growth strategies evolve alongside opportunities to provide a supporting green infrastructure. Good examples found in the region, such as the Hamptons development in Peterborough, need to be rolled out more widely wherever growth takes place.
As important as plan-making, is the delivery and future management of green infrastructure. Local authorities need to work closely with developers, agencies and statutory undertakers, and the wider community, to work out what needs to be provided and how it is to be funded. External contributions, either financially or through direct provision, need to be worked out carefully in advance. With a large-scale development there will be a pooling of contributions to the provision and future maintenance of green infrastructure.
The programme primarily supports the RSS Policy ENV1 and plays a role in supporting the objectives of the Spatial Economy goal in the RES.
Implementation
Leadership
Local authorities will play a leadership role in delivering this programme.
Monitoring
The main source of monitoring will be Local Development Framework monitoring linked to delivery of Local Area Agreements and Comprehensive Area Assessment.
Resources
Developer contributions via s106 or Community Infrastructure Levy. Additional advance funding may be required from the public purse, from local authority funds and from support through Growth Area Funds, the HCA or other public sources. Budgets must factor in provision and long-term management and maintenance of green infrastructure.
Programme components
4a Delivering multi-functional green infrastructure
Providing a regional steer to the funding, delivery and maintenance of a green infrastructure foundation to the varying levels of development growth.
Key Delivery Agents Budget Results
Regional agencies and Funding spread across a wide Outputs: partnerships, local authorities, range of public bodies, agencies and statutory agencies and developers. regional advocacy and good practice undertakers, developers. to ensure the delivery and maintenance of a multi-functional green infrastructure sufficient to support new development growth
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4a Delivering multi-functional green infrastructure
greater prioritisation of developer contributions towards green infrastructure via Community Infrastructure Levy or alternative local arrangements encouraging long-term management of green infrastructure through commuted payments to vest future maintenance of green infrastructure assets to appropriate body.
Outcomes:
sustainable communities, resilient to climate change and offering a wide range of benefits through a multi-functional green infrastructure.
10.4 Key milestones and phasing
The programmes for this theme contain a range of actions and priorities. Over a three-to-five year timescale, the priority is to:
integrate the design, funding, delivery and future management and maintenance of green infrastructure frameworks in all plan reviews promoting significant growth ensure that funding is provided to create and maintain flood defences for all at-risk settlements deliver a model for integrated coastal zone management for the four pilot locations expand the landscape-scale restoration model currently being delivered to additional priority areas where key environmental services can be enhanced.
Figure 13 below sets out the sequencing of the key interventions that are anticipated to be made in the first five years of the Implementation Plan.
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Figure 13: Phasing of key milestones
Delivery of further large area natural and historic Delivering landscape restoration schemes major Full integration in spatial plans of SMP/CFMP investments Defence and resilience measures for communities at objectives support by EA Long-term Investment most risk from coastal erosion and/or fluvial/coastal Strategy flooding
Developing funding streams for integrating Establishing green infrastructure in growth plans funding and Guidance on applying delivery CIL or alternative mechanisms developer contribution to secure delivery of green infrastructure
Building Integrating green strategic infrastructure in growth Mainstreaming Coastal Zone Management principles priorities and plans in coastal governance/delivery intelligence
2010 2011 2012 2013 2014 2015
10.5 Synergies
There are strong synergies both across this theme and to other themes in this document. The delivery of green infrastructure takes place at varying levels, from the delivery of development growth at varying scales to the restoration of much more expansive areas of landscape. Both have similar aims to enhance the level of essential natural services provided. There is a particular link between managing the natural environment and managing flood and erosion risk. Allowing or managing areas to function in a more natural way can offer a sustainable and cost-effective way to manage flood risk, whilst recognising that the future of many communities and areas will continue to rely on providing and maintaining hard defences. With climate change increasing the incidence of extreme weather patterns, natural areas will generally have a greater role in providing increased resilience to climate change impacts.
Policy on the coast provides a particularly urgent context where, due to factors relating to geographical location, natural change and the influence of climate change, an integrated approach to environmental, social and economic policy is needed. Consequently, many of the programmes under other themes such as the Integrated Employability Offer in the Skills and Employability theme are fundamental to meeting the objectives set out for the coast in this theme.
Green infrastructure, and natural solutions to land management issues more generally, offer synergies with other themes in this plan. They encourage, and offer opportunities for more sustainable modes of travel, which links to the delivery of regional transport objectives. Environmental enhancement will often be a necessary means to mitigate or compensate for the impact of transport proposals, such as a road or rail scheme or extensions to a port. The programme ensuring that transport contributes to the performance of small market towns, rural and coastal areas in the Transport theme is of particular relevance here.
Green infrastructure is an important ingredient in the recipe for creating sustainable communities and delivering regional housing growth and providing the multiple benefits flagged up in this chapter. There are links to the utilities theme with close links to a sustainable approach to water supply, water quality, carbon capture and community energy schemes.
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There are critical links between the natural environment and providing opportunities for health and well-being and for tackling issues such as mental health and obesity. In cost terms, there is payback potential through investing in green infrastructure as part of a preventative approach to healthcare. There are, of course, major opportunities too in terms of education (the natural environment providing an ‘outdoor classroom) and for cultural and sporting events.
As well as meeting social policy objectives, the natural and historic environment is of huge value to the regional economy, although this is not easy to quantify in monetary terms. Apart from its clear value to the tourism sector, the high-quality natural and historic environment in the East of England holds value as a driver for the regional economy more generally, and is a major influence for investment decisions.
Most crucially, an increased emphasis on managing the natural environment sustainably to carry on delivering a range of essential services, such as through green infrastructure, becomes all the more important in the region’s response to the need to mitigate and adapt to climate change.
10.6 Delivery and capacity
The delivery components of this scheme are not always amenable to exact quantification and many will result from a wide range of partners, implementation initiatives and funding streams and, in turn, deliver a wide range of benefits. The early-year capital and revenue funding to flood defences by the Environment Agency is easier to display in monetary terms than, for example, the desired array of green infrastructure schemes that will be delivered alongside growth throughout the region and where funding cannot be precisely defined.
For the coastal theme, the initiatives will be trialled initially in the selected pathfinders and addressed in the relevant sub-area sections of this document. The Coastal Initiative is an example of fostering partnership and multi-agency working and governance arrangements, which capture the integrated delivery of environmental, economic and social policy objectives.
The delivery of green infrastructure is largely the responsibility of the local planning authorities and growth area partnerships working with developers, agencies and other stakeholders. At a regional level, the role is to develop and disseminate good practice to help meet the green infrastructure objectives of the regional strategies.
Restoring large-scale areas of semi-natural landscape will involve a multi-agency and partnership approach taking place at the locality in question with match-funding from various sources. The regional bodies and partnerships will need to provide support and advice, funding where available and allow for the sharing of good practice.
The capacity to sustain the natural environment so as to deliver the competing range of demands placed upon it is not infinite. The concept of environmental limits to the capacity should increasingly form an important aspect of the approaches adopted to meet regional needs. This makes joint-working and partnerships all the more critical if the region is to ensure that its environmental capital is not exhausted through the pressure of competing and conflicting demands.
Underpinning delivery of this theme is a need for improved research and intelligence. In particular, a greater understanding is needed on where to develop environmental services, such as green infrastructure, food and biomass, and natural flood capacity. Improved research is needed on the embedded energy values of the historic environment, the inherent sustainability of using local building materials and the environmental benefits of traditional building methods adapted for new-build projects.
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East of England Implementation Plan 163 11 Places - our sub-regional priorities
11 Places - our sub-regional priorities
11.1 Geography and definition
Given the diverse nature of the region, the successful achievement of the strategies will rely to a large extent on effective sub-regional delivery. Moreover, it is at the sub-regional scale that many of our implementation imperatives can be effectively integrated and where the thematic outcomes and headline regional targets as set out in this implementation plan will be achieved.
The importance of a positive approach to defining the region’s places is recognised in the regional strategies with the regional economic strategy (RES) advocating engines of growth and the regional spatial strategy (RSS) identifying a small number of sub-regions, with a longer list of key centres for development and change (KCDCs). As Figure 14 overleaf illustrates, there is broad alignment between the engines of growth and the KCDCs and therefore the approach taken in the Implementation Plan has been to use the RES engines of growth as the start point for defining our priorities geographically.
As much information is presented at a local authority district level, the Implementation Plan nominally allocates these to the sub-regions on a ‘best-fit’ pragmatic approach to ensure geographic coverage that best fits regional strategies, whilst accepting that geographically there may not be a complete match. The notable exceptions to this are the key centres of King's Lynn, Thetford and Bury St Edmunds (which are designated growth points). These have therefore been aligned under the banner of North/West Norfolk and West Suffolk in line with the housing strategy sub-regions in the RSS. Importantly, all of the sub-regions pick up issues not only around their urban drivers, but also around their market towns and rural hinterlands including the region's coastal environments.
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Figure 14: Engines of Gr owth and KCDCs in the East of England
11.2 Common cross-cutting priorities
Maximising the benefits of sub-regional distinctiveness must lie at the heart of our integrated approach to delivering our plans and targets. Every sub-region will develop in ways that reflect the distinctiveness of its places. However, our sub-regions face a number of common issues and, whilst recognising that there are individual responses to these that reflect each unique place, it is worth reflecting on the shared challenges.
Urban and town centre regeneration The East of England’s overall economic performance can mask some real issues of underperformance and disadvantage, particularly in our urban areas. In many cases this is reflected in a need for investment and change in our town and city centres to maximise their contribution to the development of the regional economy and as a focus for sustainable living through agglomeration principles. Moreover, across the region there are pockets of deprivation that are affecting the quality of life of our residents. There is a need for a targeted approach to this that not only responds to the physical fabric of our urban areas, but that also tackles barriers
East of England Implementation Plan 165 11 Places - our sub-regional priorities
to social and economic participation (see below). A focus on the region’s urban areas is apparent in a number of programmes in the Implementation Plan, in particular in the housing and transport themes, which seek to reinforce sustainable communities and address issues of transport in our towns and cities.
Strategic employment sites Delivery of employment across the region of the quality and quantity required to meet the needs of business will be essential to achieving the growth envisaged in the RES and the RSS. The identification of strategic employment sites to support this is important in order to ensure such sites are protected from other development pressures once the economy recovers. Such sites can be classified as regional strategic sites, regional gateway and logistic sites and sub-regional strategic sites.(23 ) Where appropriate, strategic sites are identified as part of the sub-regional priorities.
Promoting economic inclusion and access to opportunities Reflecting some of the challenges identified elsewhere in the Implementation Plan, there are particular challenges across our sub-regions in ensuring that the benefits of growth are felt by all of our residents. Providing good local jobs for local people requires an approach that includes increasing employment demand, tackling barriers to employment, encouraging entrepreneurship and targeting locations of disadvantage and deprivation. This holistic approach is reflected in the thematic programmes under skills and employability, and enterprise, innovation and business support. Programmes such as the integrated employment offer, skills for business and starting and growing a business will all contribute, whilst the identification of this issue as a priority in the sub-regions should ensure a focussed local response.
Providing infrastructure to support growth The levels of growth being faced by places across the region is leading to real challenges around the provision of infrastructure, and the position with current and future public sector funding is likely to exacerbate this further. There is a direct link between the sub-regional priorities identified around infrastructure and the thematic programmes under the utilities and transport themes, in particular, which seek to provide a focussed and prioritised response to this issue in collaboration with the private sector. It should be recognised, however, that there are also a range of creative responses emerging at a sub-regional level that are making significant progress in overcoming these barriers to delivery.
Rural and coastal challenges Approximately 31 per cent of the population of the East of England live in a rural area and rural areas will continue to play an active role in a sustainable future for the East of England. Our expansive rural areas cover the largest parts of our natural ecosystems, the management of which are vital for the delivery of essential natural services, such as water, food and raw materials. The value of the food and farming sector in the East of England is one of the most productive, dynamic and progressive anywhere in the world. With a world-class research base, temperate climate, productive soils and progressive businesses, this region has been at the forefront of agricultural development for well over a century. The region also has 723 km of coastline, which is one of our most important assets, both economically and environmentally. It is also home to some of our most deprived communities and faces some of the most immediate challenges arising from climate change.
Whilst there are clearly distinctive issues relating to both rural and coastal locations, these have been mainstreamed into the thematic and sub-regional responses. As a result, there are a range of programmes in the Implementation Plan that directly address these challenges. The housing theme includes a programme for the delivery of affordable rural housing, and issues of peripherality are considered through programmes on transport and rural broadband provision. The theme dealing with the region’s coastal environment addresses integrated coastal zone management as it is being applied through the East of England Coastal Initiative within the region’s four coastal zones.
23 See Strategic Employment Sites, Arup June 2009.
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11.3 Introduction to sub-regional priorities
The remainder of this section of the Implementation Plan sets out the priorities for action at the sub-regional level. The priorities derive from current and emerging sub-regional plans and strategies, and/or discussion with sub-regional partnerships or local authority officers. These embrace Integrated Development Programmes (IDPs), sub-regional economic strategies, Local Area Agreements (LAAs), Local Development Frameworks (LDFs), Local Transport Plans (LTPs), priorities from Regional Funding Advice (RFA) funding streams, Programmes of Development (PoDs) and other joint strategy work in the form of sub-regional investment plans. Sources have been listed after each set of priorities. However, specific interventions may still have to go through other relevant processes of appraisal/assessment and testing (such as Local Development Documents, future RFA appraisal, sustainability appraisal and/or Habitats Regulation Assessment).
For each sub-region, a short profile of the area is provided, followed by a summary of the key delivery challenges that are faced in that location. How the themes and programmes play out across the sub-regions is where the real challenges of integrated delivery lie. As such, in considering the sub-regional interventions of regional importance, these have been linked back to the implementation themes. At the same time it is imperative that the sub-regional priorities also deliver locally and therefore all priorities identified have been aligned to the appropriate national and local LAA targets.
11.4 Bedford/Northern Marston Vale
Profile
Bedford has developed as a flourishing market town associated with the river Great Ouse, and contains a rich architectural and tourism heritage in and around its town centre. The town enjoys a central position, between London and Birmingham, between Oxford and Cambridge and between the A1 and the M1. It is strategically placed as part of the Milton Keynes and South Midlands (MKSM) growth area, with the fastest rail links to London and the opportunity to reinforce this advantage through the proposed Bedford Station Quarter. Bedford’s central location has led to the substantial growth of distribution businesses and also growth of innovative and research and development businesses. These have benefited from the Oxford to Cambridge Arc location, together with the east-west road infrastructure improvements, such as those at Bedford i-Lab.
Bedford/Kempston/Northern Marston Vale is one of a number of identified and designated growth nodes within the MKSM growth area, where substantial growth in housing, employment and other land uses is being planned and delivered. The countryside around Bedford has also been used for clay and gravel extraction, and has great potential to provide for a range of leisure and sporting facilities serving Bedford, as reflected in the recent proposal for Center Parcs at Warren Wood.
Challenges
Although the planning framework has been transformed in the past three years, with planning permission being granted for 14,000 new units, a step-change in housing delivery is still needed. Annual housing completion rates have historically been low and are still too low to deliver against the targets of the regional spatial strategy.
There is strong pressure to support these emerging housing developments through a growth in employment and economic development activity. The sub-regional joint economic development strategy indicates that Bedford's economy needs to grow by 16,000 jobs (net) by 2021, and this is regarded as a realistic and achievable target. The MKSM sub-regional strategy sets a target of 19,800 jobs to be created in the growth area by 2021. Both targets imply a step-change in the economic performance of the area to achieve them. The MKSM sub-regional strategy addresses the need to align housing and economic growth.
Both residential and employment development need to take account of the risk of flooding in the area and the potential downstream effects.
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Delivery
On 1st April 2009 there was a change to the Local Government landscape in the East of England, the county of Bedfordshire ceased to exist and in its place will be a new Bedford Borough unitary and a new Central Bedfordshire unitary.
Bedford Borough comprises of the old Bedford Borough district and Central Bedfordshire comprises of the old Mid and South Bedfordshire districts. Both new authorities are now responsible for not only delivering district services but also for the first time, key service areas such as Education, Children's services and Adult services. The new authorities are also expected to take full advantage of the new opportunities that unitary status offers around stronger local leadership, genuine opportunities for neighbourhood engagement, community empowerment and delivering improved value for money and equity for public services.
There is a continuing issue of capacity to deliver the growth agenda in the sub-region, although the establishment of a local delivery vehicle will assist with this. Work is now required on the development of the local development framework through the joint committee and wider partnerships. Joint working between Bedford/Marston Vale and Central Bedfordshire is currently progressing in a number of areas.
Sub-regional priorities
Overall priorities seek to deliver significant growth of the population, developing the town centre and maximising the benefits of the surrounding rural environment. This growth in housing needs to be matched with a significant uplift in employment, supported by the growth of the universities and serviced by appropriate infrastructure. The regeneration of Bedford town centre is a key priority. In addition, there is a need to strengthen Bedford’s green infrastructure.
Bedford/Northern Marston Vale
Sub-regional priorities Contribution to Contribution to LAA targets Implementation Plan theme
Securing a significantly higher rate of housing delivery, principally through the Housing National Indicator (NI) 154 net implementation of existing housing Utilities additional homes provided allocations and commitments, whilst ensuring greater quality.
A significant increase in employment, especially Skills and NI 152 working people on in offices and high-value knowledge-based employability out-of-work benefits industries and focusing on key sectors of NI 171 new business Innovation, business likely future demand including automotive registration rate support and and aerospace research and development NI 172 percentage of small enterprise and health. business showing growth
Developing cultural and heritage focussed NI 3 civic participation in the tourism through enhanced facilities and new Culture, creativity and local area attractions including Center Parcs and the visitor economy NI 11 (local) engagement in NIRAH. the Arts
Achieving a renaissance of Bedford town Housing NI 3 civic participation in the centre. Promote the town centre key areas of local area
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Bedford/Northern Marston Vale
Skills and NI 154 net additional homes change sites identified in the emerging area employability NI 175 (local) access to action plan such as the Station Quarter, Town services and facilities by Culture, creativity and Centre West and Riverside Square. public transport, walking and the visitor economy cycling
Achieving the environmental regeneration of NI 8 adult participation in the northern Marston Vale, in conjunction with sport and recreation Green infrastructure the Forest of Marston Vale as a key element NI 197 (local) enhancing green of sub-regional green infrastructure. infrastructure and biodiversity
Continuing to improve infrastructure connections between Bedford and other NI 175 (local) access to sub-regional centres, as well as the links to the services and facilities by Transport strategic road and rail networks through key public transport, walking and schemes such as the A428/A6 link, Wixhams cycling Station and upgrade of Bedford Station.
NI 117 16-18 year olds not in Skills and education, employment or Realising the role of Cranfield University employability training and the University of Bedfordshire in NI 163 proportion of addressing the below average skills issues in Innovation, business population aged 19-64 Bedford and supporting and developing the support and qualified to at least Level 2 emerging business sectors as set out. enterprise NI 165 proportion of population aged 19-64 qualified to at least Level 4
NB: These priorities are taken from the Bedford integrated growth strategy, Bedford Renaissance business plan and discussions with officers of Bedford and Central Bedfordshire Councils and Bedford Renaissance.
11.5 Greater Cambridge
Profile
The Greater Cambridge economic footprint covers parts of nine districts - Cambridge City, South Cambridgeshire, East Cambridgeshire, Huntingdonshire, Fenland, St Edmundsbury, Forest Heath, Uttlesford and North Hertfordshire. The sub-region is a centre of excellence and world leader in higher education and research. This has led to the attraction of world-class research institutes and science bases, globally significant information and communications technologies and biotechnology clusters, corporate and/or research and development functions of multi-national corporations, and a strong presence of professional service, legal and consultancy companies and networks. Taken with the historic character and setting of Cambridge and the surrounding market towns, this provides an important basis for future development.
The sub-region provides 365,000 jobs with an employment rate of 81 per cent. From 2001 to 2021 the area will be expected to deliver targets of an additional 73,000 houses and 75,000 jobs. The focus for this growth will be in and around the built-up area of Cambridge, the new settlement of Northstowe and market towns and key centres. The Cambridgeshire Quality Charter for Growth sets out the overall approach to sustainable
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development in the County. It includes key principles for community, connectivity, climate and character supported by the local authorities, Cambridgeshire Horizons, statutory agencies, utilities and major landowners and developers.
Challenges
High employment rates and a growing population point to success, but this has brought with it the pressures of growth, and there are also warning signs that the constraints in Greater Cambridge are beginning to erode competitiveness.
Greater Cambridge faces some considerable challenges. Housing affordability, high levels of congestion, considerable variation in economic and educational performance and some specific skills gaps all represent significant hurdles. Moreover, the ability to deliver growth, whilst at the same time ensuring carbon reductions, will be difficult and there is a need to secure the necessary infrastructure, including green infrastructure, to deliver on future growth aspirations.
Delivery
The economic success of Greater Cambridge has led to growth pressures. The sustainable provision for this growth is being positively responded to by both Cambridgeshire Horizons, in terms of housing, and through the Greater Cambridge Partnership in economic terms. There are significant issues here in the light of the current economic climate, as the expected private sector development is not coming forward in the manner anticipated and, where it is, the ability to deliver major infrastructure is looking difficult. The sub-region is responding to this challenge innovatively through measures such as the consideration of the use of the Community Infrastructure Levy (CIL). This will be a vital tool in helping to secure necessary developer funding for infrastructure.
Sub-regional priorities
The overall priority is to maintain and grow the benefits of the knowledge and innovation offer of Cambridge. Capturing and maximising the value creation from the innovation that takes place in the area is a priority. Supporting and enabling the growth of local businesses and support for high-value manufacturing will be key in supporting this aim. The unique historic character of the city and the sub-region's market towns should be protected and enhanced, whilst at the same time planning for sustainable housing growth and economic diversification. Reconciling growth with the historic character of the city and the purpose of the green belt, presents a major challenge.
A further challenge will be the delivery of appropriate infrastructure to address current deficits and to service growth. Transport is vital to the successful and sustainable growth of the Greater Cambridge area. A priority is to improve the quality and public perception of public transport and cycling and thereby encourage wider use. Improvements to the A14 are of fundamental importance to the future development and economy of the sub-region. The tourism industry is a significant source of employment across the area and the establishment of a creative economy hub will help to capitalise on the strength of the visitor economy.
Greater Cambridge
Sub-regional priorities Contribution to Contribution to LAA targets Implementation Plan theme
Overcoming shortages of affordable housing. Major Housing NI 154 net additional schemes are focussed at Northstowe, Southern homes Fringe, Cambridge North West, Cambridge East
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Greater Cambridge
Culture, creativity NI 155 number of and the visitor affordable homes and the Northern Fringe and all include significant Economy NI 159 supply of ready infrastructure inputs. to develop housing sites NI 188 adapting to Green infrastructure climate change
NI 186 per capita CO2 emissions Addressing the major transport infrastructure deficit. NI 177 local bus In particular, investigating the feasibility of major passenger journeys schemes such as the A14 and A428 Caxton to St NI 188 adapting to Neots and Haverhill Sustainable Transport Link Transport climate change alongside a programme of transport works under NI 47 people killed or the Transport Innovation Fund (TIF) to include injured in road traffic segregated busways, park and ride, cycling routes and accidents city centre improvements. NI 198 mode of children travelling to school
Health infrastructure investment. Supporting major Culture, creativity NI 131 delayed transfers health infrastructure investment at Addenbrookes and the visitor of care from hospital and Hinchinbrooke hospitals. Economy
Developing a stronger creative quarter in Cambridge and harness the potential of the area to be a leader in the interface between the arts, media and new technologies, Including a new international Innovation, business conference venue. support and enterprise NI 172 per cent of businesses showing Supporting the start-up and growth of clean-tech, growth ICT and life sciences businesses. Development of Culture, creativity the Cambridge Bio-Medical Campus, Haverhill and visitor economy Technology Park and working with the University of East Anglia to look into the feasibility of a low carbon creative industries incubator.
Diversification and regeneration of town centres. Culture, creativity Diversifying and improving performance whilst and the visitor preserving the distinctiveness of the sub-region’s economy NI 5 overall satisfaction market towns in Ely, Royston, Haverhill, Newmarket with local area (including horse racing), St Neots and Huntingdon to Transport enable them to serve the sub-region effectively.
Green infrastructure improvements through new NI 5 overall satisfaction developments, but also specifically through the with local area continued support for the Great Fen Project and Green infrastructure NI 197 improved local the Wicken Fen Vision and the implementation of biodiversity the Green Infrastructure Strategy.
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Greater Cambridge
NI 172 per cent of Developing comprehensive support packages for businesses showing emerging clusters such as plastronics, display Innovation, business growth technologies, bio-informatics, semi-conductor design support and NI 182 satisfaction of and environmental technologies. This will include enterprise businesses with local SmartLIFE, Citi-Life, Greater Cambridge Environmental authority regulation Technology Network, Low Carbon Creative Industries services Cluster and Open Innovation at the Hauser Forum.
To deepen the local and regional impact of the Skills and universities and regional colleges, in particular, employability NI 163 working-age support the expansion and growth of Anglia Ruskin population qualified to University in specialist research, creative and at least Level 2 or higher technical areas. Major developments/expansions Innovation, business NI 165 working-age of Huntingdonshire Regional College, College of support and population qualified to West Anglia, University of Cambridge, Cambridge enterprise at least Level 4 or higher Regional College and Cambridge East ICT college.
NB: These priorities are taken from the long-term delivery plan, the emerging sub-regional IDP and discussions with Cambridgeshire Horizons, Greater Cambridgeshire Partnership and the various authorities in the county.
11.6 Greater Norwich
Profile
Norwich is a vibrant city with an extensive cultural, leisure, sports and heritage offer. It has the largest collection of heritage assets of any UK city outside of London and access to the Broads and the Norfolk coast. Around 368,000 people live in Greater Norwich and the Norwich policy area has a population of 230,000, which is predicted to grow to 280,000 by 2025. About 123,000 people work in the Norwich area, which makes it the largest labour market in the East of England and it is the fifth most popular retail centre in England. The area’s economic strengths include a diverse economic base with existing and emerging sectoral strengths in finance and business services, a significant cluster of creative industries in the region, food processing, environment and bioscience and automotive engineering.
Norwich supports more than 50 regional or national headquarters and has an international reputation for research and development and higher education. The Cities Outlook 2009 report ranks Norwich as having the UK’s fourth highest percentage of employment in knowledge intensive businesses in the country, after Oxford, Cambridge and Reading. The Norwich urban area has several key strengths that can support the growth of its knowledge-based economy.
Challenges
Greater Norwich has a challenging growth agenda: the regional spatial strategy proposes growth of 33,000 dwellings and 35,000 additional jobs by 2021. It will be the main focus for the north-east of the region, and has the potential to develop further as a major concentration of long-term economic development and growth. However, to achieve its potential, and for all sectors of the community to share in success, growth will need to be coupled with a concentrated focus on addressing the marked deprivation within parts of the urban area. A key challenge will be the re-balancing of the labour market to create more high-level and intermediate-level economy jobs. Despite the high levels of graduates working within the private sector in the local labour market, Norwich has the lowest level of resident earnings of any urban area in the region. This has an impact on the
172 East of England Implementation Plan Places - our sub-regional priorities 11
overall prosperity of the city and adds to the high level of deprivation suffered by Norwich residents. Partners will also focus on developing an enterprise culture to support SME growth and rebalance an over dependence on relatively few (70) large employers.
Other key priorities will be to improve connectivity, as its relative remoteness is a potential weakness in attracting inward investment. Major improvements to the transport infrastructure, including the Norwich Northern Distributor Road, are an essential component for the long-term planning of the area.
Delivery
Greater Norwich has a long-standing and effective arrangement for partnership working and delivery through the Greater Norwich Development Partnership, including a joint core strategy for Greater Norwich. Both an Economic Development Strategy and an Integrated Development Programme have been produced, which are already being used to prioritise investment and development. These are supported by growth studies including infrastructure requirements, a clear transport strategy, alongside work on water and utilities.
Local Government Review will potentially produce significant change to local authority arrangements and it will be important to ensure that a focus on Greater Norwich remains and that progress is made quickly on the most effective delivery vehicle for the future.
Sub-regional priorities
Overall priorities include the growth of Norwich as a retail, leisure and cultural centre, with real opportunities to further develop tourism, heritage, arts and creative industries, alongside maximising the potential of its strength in research and development. The existing strength in financial industries will need to be further developed. Ambitious plans are in place for transportation improvements, particularly public transport, and moving to become an ‘exemplar’ low carbon city.
Greater Norwich
Contribution to Sub-regional priorities Implementation Contribution to LAA targets Plan theme
To become a leading Science City with further Enterprise and expansion of Norwich Research Park and the innovation western quadrant and the opportunities of NI 171 (Local) employment bio-technology, food and health research and Skills and in higher level occupations development. employability
Culture, creativity and the visitor economy NI 154 net additional homes Substantial city centre regeneration with housing provided and employment growth, in particular in media, NI 155 number of affordable creative, finance, insurance and cultural sectors. Housing homes provided This growth needs to be accompanied by continued NI 171 new business improvement of the public realm. Enterprise and registration rate innovation
East of England Implementation Plan 173 11 Places - our sub-regional priorities
Greater Norwich
Developing the north-east quadrant as a sustainable major urban extension of over 10,000 Housing NI 154 net additional homes new homes, 5,000 new jobs and with excellent provided accessibility to the city centre. This development will require the completion of the Norwich Transport NI 155 number of affordable Northern Distributor Road, which will also bring Culture, creativity homes provided considerable economic and transport benefits and the visitor NI 171 new business across the sub-region and meet existing transport economy registration rate needs. (24 )
Major transport improvements including road improvements (A11 five ways to Thetford, A47 and A14), enhancements to bus rapid transit proposals and rail services with improved NI 47 people killed or journey times and reliability to London, Transport seriously injured in road improved east/west links and new stations traffic accidents associated with growth in the north-east quadrant. These will also improve rural accessibility. Enhancement of the potential of Norwich airport, including links to Amsterdam Schiphol.
NI 117 16-18 year olds not in education, employment or training NI 152 working age people on out-of-work benefits Ensuring that growth helps tackle the severe Skills and NI 155 number of affordable deprivation in many parts of the city. Growth employability homes provided needs to be matched with continued focus on NI 163 proportion of skills and capacity building in those areas and population aged 19-64 communities together with physical Housing qualified to level 2 or higher regeneration in priority estates. NI 166 median earnings of employees NI 179 (local) decent homes in private sector; reduction in homelessness
NB: These priorities are taken from the Norwich IDP and from discussions with council officers and Greater Norwich Development Partnership.
11.7 Greater Peterborough
Profile
Peterborough is a major regional centre and gateway with an influence that extends into the East Midlands region. The sub-region has a strategic location on the national road and rail network, allowing easy access to national and international markets. More than 6,000 companies are currently located within Peterborough,
24 The feasibility for part of the Norwich Northern Distributor Road has been confirmed. The remaining section, including the possibility for the route to require mitigation to habitats along the River Wensum, is still being determined through the local planning process
174 East of England Implementation Plan Places - our sub-regional priorities 11
including some with their regional and international headquarters based in the city. Peterborough has demonstrated the strongest performance of the East of England cities in the State of the English Cities report. Peterborough sees growth as an essential catalyst to realising a significant improvement to the range and quality of infrastructure and facilities available in the sub-region. A fundamental part of Peterborough’s vision for the future is its aspiration to become the UK’s overall 'Environment Capital'.
Challenges
163,000 people live in the unitary authority area of Peterborough and the sub-region has experienced high levels of in-migration in recent years. The RSS is now targeting a minimum 25,000 additional houses and 20,000 jobs for the sub-region building on a series of target sectors and current strengths, in particular, environmental technologies. This is to be balanced with a concentration on improvements in the urban fabric and renewal of the city centre, new housing and investment in new educational and training opportunities, including the development of a university.
Delivery
Peterborough has recently completed its Integrated Development Programme which, together with a suite of related strategies/policies, including its developing local delivery framework, growth study, infrastructure audit and water cycle study, provides a clear programme of prioritised delivery. The council, together with Opportunity Peterborough and the local strategic partnership, has reshaped local arrangements to create a strategic growth board, which takes a co-ordinated and transparent approach to delivery.
Sub-regional priorities
Overall priorities include a focus on high-quality business support, improved promotion and perception of the city, enhancements to connectivity, particularly through integrated public transport improvements. In addition, the sub-region is seeking action to provide opportunities for disadvantaged and excluded communities and to ensure good community cohesion.
Greater Peterborough
Sub-regional priorities Contribution to Contribution to LAA targets Implementation Plan theme
Housing
Culture, creativity Maximising the potential of Peterborough's NI 186 per capita reduction in CO2 Environment City status and its ambition and the visitor emissions to be the UK’s overall ‘environment economy NI 188 planning to adapt to climate capital’ in its regeneration and growth. change This will build on the carbon challenge and NI 197 improved local biodiversity Skills and associated South Bank development to local ECO1a percentage of residents employability create an ‘eco-quarter’, including the who feel they can personally help expansion of environmental technologies limit climate change and eco innovation (such as renewable Transport local ECO3 number of and decentralised energy generation and environmental goods and services zero carbon technologies). sector companies Utilities
East of England Implementation Plan 175 11 Places - our sub-regional priorities
Greater Peterborough
Enterprise, business support and innovation
Green infrastructure
NI 151 Overall employment rate NI 154 Net additional homes provided In order to restore and enhance its Skills and NI 155 Number of affordable homes economic significance and reputation, a employability key priority is city centre regeneration NI 171 New business registration incorporating exemplar zero carbon rate
development, university presence and Culture, creativity NI 186 Per capita reduction in CO2 maximising major retail, employment and and the visitor emissions housing potential via developments such economy NI 188 Planning to adapt to climate as the Station Quarter. Such regeneration change will require a transformation of the public local GO4a Number of residential realm and the creation of attractive and Housing units applied for in town centre distinctive public spaces. local GO4b Number of vacant retail frontages local GO4c Footfall
Enterprise, business support and innovation NI 151 overall employment rate Development of key innovation and NI 171 new business registration business clusters including environment Skills and rate technologies but also focusing on other employability local ECO3 number of strengths such as financial services, environmental goods and services culture and knowledge employment. Culture, creativity sector companies and the visitor economy
Considering options for the development Transport of a major logistics centre of NI 151 overall employment rate regional/national significance, which may NI 171 new business registration Skills and require key transport improvements such rate NI employability as the Felixstowe to Nuneaton rail upgrade.
NI 117 16-18 year olds not in Development of a university in the city, education, employment or training together with improvements to further Skills and NI 153 working age people claiming education and training opportunities to employability benefits help tackle skills capacity and deprivation NI 162 number of entry level issues. numeracy
176 East of England Implementation Plan Places - our sub-regional priorities 11
Greater Peterborough
NI 163 proportion of population aged 19-64 qualified to at least Level 2 NI 165 proportion of population aged 19-64 qualified to at least Level 4 NI 166 median earnings for employees NI 171 new business registration rate
NI 153 working age people claiming benefits in worst performing areas Regeneration of the former new town NI 154 net additional homes neighbourhood centres together with Housing NI 155 number of affordable homes replacing/upgrading of substandard and Local GO4a number of units of outdated utilities and infrastructure. residential development applied for Providing progression routes for Utilities in city and district centres individuals into employment or enterprise, Local GO4b number of vacant retail access to skills and economic participation. stock in the city and district centres Local GO4c footfall within the district centres
NB: These priorities are taken from the Peterborough IDP and discussions with council officers and Opportunity Peterborough.
11.8 Great Yarmouth and Lowestoft
Profile
The area has significant strengths to build upon, including an attractive biodiversity, landscape and coastline, which provides major tourism opportunities and a unique built heritage and history. There are emerging economic catalysts in Great Yarmouth, with EastPort and offshore renewable energy in Lowestoft supported by OrbisEnergy and a critical mass of regeneration opportunities with over 300 hectares of land available for redevelopment within the next ten years, including 26 kilometres of water frontage.
Challenges
Challenges include inadequate road and rail connectivity to major markets and a perceived poor image, which reduce the attractiveness of both towns for new business investment.
There are high levels of deprivation, with average earnings below both county and regional averages, and below average percentages of the population with NVQ4 or above qualifications. Significant numbers have no formal qualifications at all. There is an inadequate supply of quality affordable housing.
The area will see significant growth to 2021, with targets of an additional 10,000 jobs and 11,800 new homes. The focus will be on the development of existing industries and diversification into new and emerging sectors, which make the most of the towns’ environmental and locational assets, which, combined with a healthy
East of England Implementation Plan 177 11 Places - our sub-regional priorities
housing market and improvements in accessibility, will contribute towards economic, social and physical regeneration. This delivery will be facilitated by 1st East, the urban regeneration company, which is the driving force behind the planned regeneration.
The two ports offer scope for further development of maritime-related industries and the ability to act as gateways to the rest of Europe. In particular, Great Yarmouth’s outer harbour, EastPort, will be a significant contributor to jobs growth and provide opportunities for promoting improvements on key transport corridors into the area and between the towns, together with measures to relieve congestion, improve access to regeneration areas, and enable a significant increase in public transport, walking and cycling.
The need to address flood risk is a one of the key challenges facing Great Yarmouth and Lowestoft. Development and regeneration in Lowestoft, for example, is heavily dependent on the prerequisite of financing flood defence and mitigation measures.
Addressing the transport issues in the area is a major challenge – including, for example, the need to improve the movement of traffic through Lowestoft to reach the strategic road network.
Delivery
There is strong partnership working between the councils on regeneration through 1st East and a clear set of priorities articulated for the docks and town centres. An IDP has been produced, incorporating a much wider area. Progress on the local development frameworks has been somewhat delayed, although Waveney District Council has made good progress on the local development framework with a Core Strategy adopted in January 2009.
The sub-region is unlikely to generate significant resources for infrastructure through s106 or Community Infrastructure Levy and will be dependent on attracting regeneration funding to achieve economic and social objectives.
Sub-regional priorities
The focus for development and change encompasses the built-up areas of Great Yarmouth and Lowestoft. Both towns benefit from high-quality beaches, proximity to the Broads and an important built heritage, which have traditionally attracted large visitor numbers, but face challenges including high unemployment, pockets of deprivation and areas vulnerable to tidal flooding events. It is accepted that the level of growth and land values alone will not fund key infrastructure. It will require significant public investment to achieve agreed objectives.
Great Yarmouth and Lowestoft
Sub-regional priorities Contribution to Contribution to LAA targets Implementation Plan theme
Given the peripheral location of the two Suffolk towns and their specific estuarial geography, the key priorities are for major local LT4 increase of employment transport improvements. These include Transport in key sectors further investigation into the potential for a further road/river crossing in each of the Norfolk towns (of particular and immediate
178 East of England Implementation Plan Places - our sub-regional priorities 11
Great Yarmouth and Lowestoft importance to Great Yarmouth and EastPort), major improvements to the A47, NI 171 new business registration including the A47/A12 junction, the rate electrification of the railway line to Norwich NI48 children killed or injured in and line improvements to Ipswich. These road accidents improvements are seen as critical to the success of the other sub-regional priorities.
Norfolk
NI 154 net additional homes Culture, creativity NI 155 no. of affordable homes and the visitor delivered economy NI 171 new business registration Regeneration of both town centres to rates and employment in include new housing, retail and commercial higher-level occupations space, improvements to public realm and Housing improving the public access and Suffolk connections between the centres and the waterfronts. Enterprise, business NI 154 net additional homes support and local LT4 increase of employment innovation in Suffolk’s key sectors local LT9 increase in affordable housing starts NI 152 working age people on out-of-work benefits
Norfolk
NI 186 per capita reduction in CO Enterprise, business 2 Development and promotion as a world support and emissions leader in energy technology with further innovation NI 188 and employment in development of Lowestoft Power Park, higher-level occupations building on the investment at Orbis Energy and the potential for renewables. This would Skills and Suffolk include a focussed upgrade of the business employability NI 186 per capita reduction in CO park, and development of advanced 2 engineering in oil, gas, nuclear and emissions renewables. Utilities NI 188 planning to adapt to climate change local LT4 increase of employment in Suffolk’s key sectors
Maximising the potential of EastPort, within Enterprise, business Norfolk permitted capacity, including improvements support and to connectivity and integration with the rest innovation NI 171 new business registration of Great Yarmouth, alongside the provision rate of sufficient land supply for port-related Transport Suffolk activity.
East of England Implementation Plan 179 11 Places - our sub-regional priorities
Great Yarmouth and Lowestoft
Skills and LT4 increase of employment in employability Suffolk’s key sectors
Norfolk
NI 154 net additional homes Enterprise, business NI 155 number of affordable homes Completion of flood mitigation works to support and delivered allow development of key sites including innovation NI 171 new business registration Lake Lothing, Lowestoft Power Park and rates parts of Great Yarmouth harbour areas. (25 ) Housing Suffolk
NI 154 net additional homes local LT9 increase in affordable starts
Norfolk
NI 117 16-18 year olds not in education, employment or training NI 163 proportion of population aged 19-64 qualified to at least Level 2. Skills and NI 166 median earnings of Improvements to further and higher employability employees education, including the existing college and expansion of the presence and Suffolk impact of the University of East Anglia Enterprise, business and University Campus Suffolk. support and NI 91 participation of 17 year olds innovation in education/training NI 163 proportion of population aged 19-64 qualified to at least Level 2 NI 165 proportion of population aged 19-64 qualified to at least Level 4 NI 166 median earnings of employees
NB: These priorities are taken from the local development frameworks, 1st East regeneration masterplan and discussions with officers of Waveney, Lowestoft, Norfolk, Suffolk councils and 1st East.
25 Mitigation and adaptation measures are required to implement the regeneration policies of the RSS that refer to brownfield and waterfront redevelopment. No specific proposals are promoted by the Implementation Plan and any such potential effects would be assessed through the consenting processes specifically relevant to such infrastructure developments.
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11.9 Haven Gateway
Profile
The sub-region is one of the key international gateways to the UK, containing the internationally significant Haven Ports, principally Felixstowe, Harwich and Ipswich. Its growth and infrastructure are therefore of national significance to the well-being of the regional and national economy. 740,000 people currently live in the Haven Gateway sub-region, which contains the regional cities of Ipswich and Colchester. The sub-region is also defined by its market and coastal towns and its high-quality rural hinterland, which includes a series of nationally and internationally important landscape and ecological designations.
Challenges
By the end of the East of England Plan period (2021) it is anticipated that the resident population of the Haven Gateway (all districts) will have grown from 700,000 (in 2001) to 800,000 – an increase of almost 15 per cent. Continuing these high levels of growth poses the following challenges:
matching job growth to housing growth – achieving the target of 50,000 new jobs (2110–2021) is becoming increasingly difficult with the effects of the recession which may see the sub-region losing 8,000 – 10,000 jobs between 2008 and 2010 improving gross valued added (GVA) growth, where, despite some regionally if not internationally recognised strengths in ICT (at Martlesham), research (at the University of Essex) and creative industries, GVA growth in the Haven Gateway is projected to be lower than the regional average with the main focus on low wage/low skill jobs.
Skill levels are poor as are start-up rates for new businesses. High-quality employment land is in limited supply. The urban functions (retail/services) of the larger urban areas and coastal towns are relatively weak and have problems of deprivation and so are in need of regeneration.
Port expansion may be limited and the pace of urban expansion curtailed if adequate infrastructure including road and rail enhancements are not progressed. Similar comments apply to improvements to utility supplies across the sub-region, in particular the issues of water supply and flood risk.
A further challenge will be to safeguard the sub-region’s quality of place as growth increases, requiring investment in green infrastructure.
Delivery
Sub-regional delivery structures are strong with the Haven Gateway Partnership bringing together key agencies to ensure appropriate guidance and coordination. The partnership is effectively using its ambitions to secure funding against agreed objectives for growth point funding (where the partnership identified the need for £100 million of public sector investment (2008-11) and to date has secured £18 million and Community Infrastructure Funding.
Within the Haven Gateway, serious consideration is being given to how the IDP might inform the content of a gateway-wide Multi-Area Agreement. A number of the priorities as set out now require further detailed work that raises capacity issues for partners. The partnership is also considering how to engage a wider range of delivery bodies eg Groundwork East of England, the Arts Council East and the Homes and Communities Agency in supporting the delivery of its IDP priorities.
East of England Implementation Plan 181 11 Places - our sub-regional priorities
Sub-regional priorities
Overall priorities seek to ensure a balance between economic and housing growth with the continued protection of the environmental strengths of the area. Ipswich and Colchester are set to see the majority of housing and employment growth, and there are major regeneration issues associated with the ports and coastal towns. A key priority is to create conditions supportive to the creation of new and expanded business.
Haven Gateway
Sub-regional priorities Contribution to Contribution to LAA targets Implementation Plan theme
Suffolk
NI 172 percentage of small businesses showing growth Transport Maximising its potential as an international NI 2 percentage of people who feel gateway with expansion and they belong to their neighbourhood modernisation of Felixstowe and Skills and local LT3 coastal zone Harwich ports, including expansion of employability LT4 Increase employment in key container capacity and associated sectors logistics. Associated with this is the need to regenerate Felixstowe and Harwich Culture, creativity Essex town centres, in particular the seafronts and the visitor and relationship with the port areas. economy NI 172 NI 151 overall employment rate NI 5 general satisfaction with local area local LI 8.1, 8.2. international trade
Major transport infrastructure Suffolk improvements largely associated with the NI 186 per capita reduction in CO gateway role and the need for improved 2 local LT2B Access to work by connectivity to national markets, including sustainable means the upgrade of the Felixstowe to Transport Nuneaton rail line and investigating Essex options to increase the capacity of the A12, A14 and A120 (which is crucial to the NI 186 per capita reduction in CO2 gateway links to Stansted). LI 5.2. congestion
Enterprise, business Suffolk Science-based business expansion with support and NI 163 proportion of adults qualified the development of an expanded business innovation park at Martlesham (which will facilitate to at least Level 2 considerable housing growth) and NI 165 proportion of adults qualified consolidation of the research and Skills and to at least Level 4 commercialisation capacity of the employability NI 172 percentage of small University of Essex with the creation of a businesses showing growth Knowledge Gateway and International local LT4 increase employment in Centre. Housing key sectors LT9 affordable homes
182 East of England Implementation Plan Places - our sub-regional priorities 11
Haven Gateway
Essex
NI 163, NI 165, NI 171, NI 172
Suffolk
NI 166 median earnings of Housing employees NI 2 percentage of people that feel Culture, creativity they belong to their neighbourhood and the visitor NI 154 net additional homes NI 152 working age people on Achieving the regeneration of coastal economy benefits towns, in particular Jaywick, currently one of the most deprived areas in the UK. local LT3 coastal zone Skills and local T4 increase employment in key employability sectors local LT9 affordable homes
Transport Essex
NI 154, 166, LI 2.2 affordable housing
Suffolk
local LT4 increase employment in Enterprise, business key sectors Unlocking the potential of key support and NI 166 median earnings of employment sites, currently underutilised innovation employees and underdeveloped, ensuring no adverse effects on the site integrity of important NI 172 percentage of small wildlife sites, including Sproughton and Skills and businesses showing growth Brantham. employability Essex
NI 171 new business registration rate NI 172
Suffolk
NI 8 adult participation in sport/recreation Further development of Haven Gateway’s LT10 cultural participation regional cultural and tourism potential with LT4 increase employment in key Culture, creativity a potential International Centre for sectors and the visitor Classical Music at Aldeburgh and economy building on the developments of Essex firstsite:newsite and Dance East. NI 8 NI 11 engagement in the arts LI 5.1. access to services LI 5.2 reduction in congestion
East of England Implementation Plan 183 11 Places - our sub-regional priorities
Haven Gateway
Suffolk
Transport NI 163 proportion of adults qualified to at least level 2 Town centre regeneration in Ipswich NI 165 proportion of adults qualified and Colchester. Ipswich requires major Skills and to at least level 4 transport improvements focussed on public employability NI 91 participation of 17 year olds in transport, flood defence works and the education/training expansion of University Campus Suffolk. NI 154 net additional homes Utilities Colchester’s focus is on sites for expansion, NI 172 percentage of small enhancing its cultural identity, improving businesses showing growth its public realm and the regeneration of its Culture, creativity LT9 affordable homes former port and associated river frontages. and the visitor economy Essex NI 154 net additional homes local LI2.2 affordable housing
NB: These priorities are taken from the Haven Gateway IDP and discussions with the Haven Gateway Partnership.
11.10 Heart of Essex
Profile
The Heart of Essex is focussed around the county town of Chelmsford, incorporating Braintree, Brentwood and Maldon; however, much of this area is rural in character, in particular, Braintree and Maldon, though Brentwood is heavily influenced by its proximity to London, and Chelmsford is one of the larger free-standing towns in the region with the benefit of a competitive location on the fringe of a world city. Railway links to London are very good (and set to improve with Crossrail) and the sub-region is well connected through the M25, M11, A12 and proximity to Stansted, though east-west links are poor.
Challenges
The sub-region will experience extensive growth with around 30,000 new homes by 2021 (of which 16,000 will be in Chelmsford and 7,700 in Braintree) and a contribution to 56,000 new jobs in Essex (outside of Haven Gateway and Thames Gateway) again largely in Chelmsford. (Housing is also required in Brentwood and Maldon). A key challenge will be to accommodate this growth whilst protecting and enhancing the rural areas and smaller and historic towns.
Chelmsford is a key centre for development and change and, together with Braintree, is a newly established growth area. Chelmsford has high skill levels, a strong and growing retail offer, the presence of high profile employers, such as BAE, and a growing research and development capacity supported by Anglia Ruskin University. Brentwood benefits from its location and transport links to London and the potential of Crossrail will enhance this. Crossrail services will, however, only extend as far north as Shenfield, and may have a detrimental impact on services to/from further north.
There are problems of low employment, wages and skills levels in the more rural locations such as Braintree and, in particular, Maldon, which will need to be addressed. The opportunities for education and employment for residents are currently restricted and a key challenge is to develop the skills in the sub-region by the expansion of further, higher and vocational education.
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In order to retain and enhance the high quality of the local environment, growth is concentrated in Chelmsford and Braintree. This will require the development of sustainable transport connections whilst tackling current problems of congestion.
Protecting and strengthening the sub-region’s natural assets through green infrastructure and environmental improvements is vital to its successful economic regeneration and will be a key challenge.
Delivery
This area has not been seen in the regional strategies as a named sub-region, and there is not a sub-regional partnership approach as such. However, Chelmsford and Braintree are working jointly on housing growth through the programme of development. Chelmsford is the most advanced in terms of progress on its Local Development Framework, in particular, on infrastructure requirements and establishment of a tariff. Chelmsford Tomorrow is a partnership delivery mechanism including the partners Essex County Council, EEDA, Homes and Communities Agency (HCA) and the Environment Agency. Through Chelmsford Tomorrow, an overview process for delivery has been established and an IDP is being undertaken.
Sub-regional priorities
An overriding challenge is to accommodate growth, including much needed affordable housing, whilst maintaining the quality of the local environment. An added pressure is the need to enhance strategic transport connections and tackle severe congestion problems in Chelmsford, Brentwood and Braintree.
Heart of Essex
Sub-regional priorities Contribution to Contribution to LAA targets Implementation Plan theme
Employment and business development building on existing strengths in higher value Enterprise, business NI 171 new business added knowledge jobs, making use of key support support and innovation registration rate to new or relocating businesses through ventures LI 8.1 jobs created from such as the provision of business/technology direct foreign investment incubator support and maximising the impact of Skills and LI 8.2 helping companies Stansted, Olympics and London connections, employability to trade internationally whilst supporting local people to access job opportunities.
Remedying the recognised deficiencies in current NI 186 per capita reduction provision through developing options for key in CO improvements to transport and connectivity, Transport 2 LI 5.2 reduction in including completion of the A120, dualling and congestion expansion of capacity on the A12, M25 and M11.
Housing NI 186 per capita reduction Provision of the key infrastructure to facilitate in CO2 growth in Chelmsford and Braintree including LI 5.2 reduction in flood alleviation, major highways and Transport congestion transportation schemes and community NI 154 net additional infrastructure to allow the development of over homes 4,000 homes in North Chelmsford and Culture, creativity and strengthening of green infrastructure. the visitor economy NI 197 improved Local Biodiversity
East of England Implementation Plan 185 11 Places - our sub-regional priorities
Heart of Essex
Green infrastructure
Enterprise, business support and innovation Town centre regeneration and enhancement NI 154 net additional in Chelmsford, Braintree, Brentwood and homes Maldon to increase the retail, housing and Culture, creativity and NI 171 new business cultural offers in the three towns and, particularly the visitor economy registration rate in Chelmsford’s case, to provide employment LI 2.2 affordable housing expansion opportunities. Housing
NI 163 proportion of 19-64 year olds qualified to at Tackling both high-level skill needs (including Skills and least level 2 or higher further expansion of Anglia Ruskin University) employability NI 164 proportion of 19-64 and low level employment/employability in the year olds qualified to at rural areas, in particular Maldon, by improvement least level 3 or higher Enterprise, business of further education and basic skill training NI 165 proportion of 19-64 support and innovation opportunities. year olds qualified to at least Level 4 or higher NI 166 median earnings
Increasing the delivery and availability of NI 154 net additional appropriate and affordable housing in all parts Housing homes of the sub-region, with major growth LI 2.2 affordable housing concentrated on Chelmsford and Braintree.
NB: These priorities are taken from the Chelmsford and Braintree programmes of development and discussions and contact with officers of Chelmsford, Brentwood, Braintree, Maldon and Essex County Councils.
11.11 London Arc West - Hertfordshire
Profile
This part of the London Arc is a complex polycentric area of market towns, commuter settlements and 20th century new towns over which London has a powerful impact. Long-standing greenbelt policies have restrained the outward spread of the capital and preserved the existing urban structure. The area is characterised by a generally buoyant economy, although there are pockets of poor performance and deprivation, particularly within the new towns. The key centres in the sub-region; Watford, Hemel Hempstead, Welwyn Garden City, Hatfield and Stevenage have a good record of matching new housing with employment and are located on strategic communications routes, which makes them both attractive for business growth and accessible to the London jobs market. However, it is these locations that are facing some of the biggest challenges around town centre regeneration and infrastructure provision. The downturn in the economy has resulted in the closure of many shops in these centres and high-class employment is urgently needed.
186 East of England Implementation Plan Places - our sub-regional priorities 11
Challenges
The challenges faced by this sub-region are largely as a result of the relationship to London, and how these locations manage the increasing pressures of growth and competition. There is very strong housing demand, and development pressures are intense. Coupled with this are shortages of affordable and key worker housing and other community infrastructure. There is also considerable pressure on the area’s road and rail networks, reflecting both the high levels of movement to and from London, and the complex movements for shopping, employment, education, leisure, etc between the towns. A further substantial challenge here is the need to resolve the waste water capacity issues revealed by the Rye Meads water cycle study which will affect the delivery of future housing growth allocations at Harlow and Stevenage for example.
Hertfordshire County Council and its partners have developed an infrastructure and investment strategy. The work has identified particular challenges for transport infrastructure, making clear distinctions between historic and future need. These pressures will be further challenged as a result of growth targets of an additional 65,000 new homes and 68,000 new jobs.
Pressures on the sub-region’s natural resources are significant and protecting and enhancing the area’s environmental resources present key challenges.
Delivery
The infrastructure and investment strategy was finalised in late 2009 and will inform future delivery priorities and mechanisms. As part of the current work being undertaken, a funding model is being considered, which will match the assessment of infrastructure needs with a proposed system for funding using money raised through the forthcoming Community Infrastructure Levy and directing it towards infrastructure funding priorities.
There are still a number of issues to be resolved sub-regionally in relation to this, including the most appropriate management structure, the nature of sub-regional charges as opposed to local charges, etc.
Sub regional priorities
Overall priorities seek to balance the priorities of restraining urban sprawl, enhancing the countryside and meeting development needs in sustainable ways. Critical to any future delivery within the sub-region is a positive approach to infrastructure provision.
London Arc West - Hertfordshire
Sub-regional priorities Contribution to Contribution to LAA targets Implementation Plan theme
NI 154 net additional Broadening the housing offer to deliver greater homes provided diversity and choice. Overcome particular Housing NI 155 number of shortages of affordable and key-worker affordable homes housing and other community infrastructure. NI 7 a thriving third sector
Skills and NI 163 proportion of adults Continuing to grow the University of qualified to at least Level 2 Hertfordshire as the UK’s leading business-facing employability NI 165 proportion of adults university qualified to at least Level 4
East of England Implementation Plan 187 11 Places - our sub-regional priorities
London Arc West - Hertfordshire
Enterprise, business support and innovation
A positive approach to green infrastructure including greenbelt review and embracing natural NI 8 adult participation in assets such as Lee Valley Regional Park, the Stort Green infrastructure sport and active recreation Valley, Weald Country Park and Aldenham Country Park.
Building on the performance of, and enhancements to, the sub-region's globally leading companies Enterprise, business and research institutes, supporting and enabling NI 172 percentage of small support and supply chains and business network and businesses showing growth innovation supporting the development of third-generation science parks.
Addressing the issues of the infrastructure Utilities deficit in the sub-region focusing particularly on water infrastructure capacity and energy Housing shortages.
Establishing feasibility for investment in NI 175 access to services transport infrastructure, with particular emphasis and facilities by public on routes into London including the M1, rail transport, walking and Transport capacity and sustainable connections between cycling
settlements and the airports and addressing NI 186 per capita CO2 east-west public transport links. emissions
Housing NI 175 access to services Supporting key towns as sub-regional centres, and facilities by public enhancements to town centres, in particular, Culture, creativity transport, waling and Stevenage, Watford and its cultural offer, and the and the visitor cycling town centre environments of the new towns. economy NI 172 percentage of small businesses showing growth
NB: These priorities are taken from the RES and the RSS, Hertfordshire’s emerging Infrastructure Investment Plan and discussions with officers of Hertfordshire's County Council.
11.12 London Arc East - Harlow/Stansted corridor
Profile
This area, which is heavily influenced by its proximity to London, comprises the areas of East Hertfordshire, Harlow, Broxbourne, Epping Forest and Uttlesford and has the key transport links of the M25, M11 and Stansted Airport within it. It has an excellent strategic location allowing good access to national and international markets. The quality of the natural environment is strong and, in Epping Forest, Hatfield Forest and the Lee Valley Regional Park it benefits from nationally and regionally important natural environments and greenspace. Although relatively affluent, it has, in Harlow and Lee Valley, a location with significant areas of deprivation.
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Challenges
A large proportion of the area is rural in character. A key priority is the protection and enhancement of this and the character of its smaller and historic towns. This will be a challenge, given targets of a minimum of 45,100 new homes by 2021 (of which 16,000 should be in and around Harlow) and a contribution to 56,000 new jobs in Essex (excluding Haven Gateway and Thames Gateway) and 68,000 jobs in Hertfordshire. Given its proximity to London, there is already strong demand for housing for people commuting, and the attraction of new employment will be its greatest challenge. High property prices, in particular in the south of the sub-region, present real problems of affordability for families in housing need already living in the area.
Whilst the area has key transport links and a good strategic location, east-west links are poor and encourage longer journeys via the M25.
Harlow and Lee Valley are identified as priority areas for regeneration and are strategic employment sites requiring the attraction of new businesses. New homes, economic growth and associated infrastructure are vital to achieving this regeneration. Harlow, in particular, will see employment and housing growth, but to deliver this successfully will require a significant transformation and growth of its retail, commercial, cultural and education offer to become the substantive sub-regional centre required. Addressing the negative image and perception of Harlow will be a major challenge. The town urgently requires new and improved retail and commercial space in order to realise its ambition to become a sub-regional centre. Major improvements to further education are also essential in order to address key skill shortages.
Successful regeneration will need to balance growth with maintaining the high-quality historic and rural character of the sub-region through high-quality design standards and green infrastructure.
Delivery
There has been joint working on the programme of development though currently all interventions are in Harlow. The RSS is clear that there must be co-operation between local authorities on the expansion of Harlow, but this is slow to proceed. There are also issues around maximising the employment impact of Stansted irrespective of further expansion. Harlow has established Harlow Renaissance as a delivery vehicle and is well placed to move forward, though is constrained by progress on the LDF. Delivery will be accelerated as the LDF progresses.
Sub-regional priorities
Overall priorities include a commitment to the retention of the quality of the environment whilst accommodating growth, including provision of much needed affordable housing. Continued enhancement of the existing strategic transport connections will be vital alongside tackling serious congestion problems in Harlow and some of the other main towns. Resolving waste water infrastructure issues for long-term housing growth at Harlow is also a significant issue linked to the capacity issues at Rye Meads treatment works in East Hertfordshire referred to in the London Arc West - Hertfordshire section. A key priority will be to develop and improve the quality of employment land in Harlow.
London Arc East - Harlow/Stansted corridor
Sub-regional priorities Contribution to Contribution to LAA targets Implementation Plan theme
Delivering the employment potential arising Enterprise, business Essex within the sub-region, in particular, the support and development of key business clusters. This will innovation NI 154 net additional homes require the provision of infrastructure NI 171 new business Transport registration
East of England Implementation Plan 189 11 Places - our sub-regional priorities
London Arc East - Harlow/Stansted corridor
improvements and local skills development to local LI 2.2 affordable housing facilitate this alongside the provision of a range LI 5.2 reduction in congestion of housing growth and connectivity LI 8.1 foreign direct investment improvements. LI 8.2 helping companies to trade internationally
Herts
NI 154 NI 172 percentage of small businesses showing growth
Securing Harlow as a sub-regional centre Housing Essex and catalyst for fundamental change. Joint and effective strategic planning and delivery Enterprise, business NI 154 net additional homes to ensure its expansion (of homes, jobs growth support and NI 171 new business and economic activity). innovation registration local LI 2.2, LI 5.2, LI 8.1 Transport Herts
NI 154, 172
Regeneration of Harlow town centre. Housing Essex Improvements and expansion of retail and commercial space. Address current problems Transport NI 154 of negative image and perception. The NI 163 proportion of adults provision of a university in the town, through Culture, creativity and qualified to at least Level 2 Anglia Ruskin University, together with major the visitor economy NI 165 proportion of adults improvements to further education, will greatly qualified to at least Level 4 Skills and assist this as well as addressing key skill employability NI 166 median earnings of shortages. employees NI 171 new business registration rate local LI 2.2, LI 5.2, LI 8.1
Herts
NI 154, 163, 165, 172
Developing options to improve transport Transport Essex infrastructure and to improve traffic management including M25 widening, M11 hard NI 186 per capita reduction in
shoulder operation, improving M11 Junction 7, CO2 upgrading of the A414 (including a northern local LI 5.2 relief road for Harlow to accompany the housing growth) and continued improvements Herts to rail services to London and Stansted.
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London Arc East - Harlow/Stansted corridor
NI 175 access to services and facilities by public transport, walking and cycling NI 178 bus services running on time
Balancing the growth agenda with the need to Green infrastructure Essex maintain the high quality historic and rural character of the area with high-quality design Housing NI 186 standards and ensuring excellent green NI 188 planning to adapt to infrastructure as a resource for local climate change communities. NI 197 improved local biodiversity local LI10.1 living landscapes
Herts
NI 186
Maximising the potential arising from the 2012 Skills and Essex Olympic Games and Paralympic Games, both employability directly and indirectly from the employment NI 163, 164, 165, 166, 171, LI 8.1 and business opportunities arising from Enterprise, business (26 ) support and Herts construction, tourism and legacy gains. innovation NI 163, 165, 172 Culture, creativity and the visitor economy
NB: These priorities are taken from the programmes of development and discussions with the officers of Harlow, Epping, Uttlesford, Broxbourne, Hertfordshire and Essex Council.
11.13 Luton and Southern Bedfordshire
Profile
Luton and the southern area of Central Bedfordshire have a combined population of around 304,000 people. The area is ethnically diverse, with 22 per cent of the population from ethnic minorities. The wider setting of the sub-region incorporates both the Chilterns and the Downs and is particularly attractive. The Luton and Southern Bedfordshire area is recognised in the regional spatial strategy as a priority area for economic regeneration and as a regional interchange centre owing to its close proximity to motorway (eg M1 and M25) and trunk road network. With direct road links to London, Luton also offers fast rail services to the capital and onwards to Europe. It is also home to London Luton Airport, one of the fastest growing airports in the UK, already serving over 50 European destinations. The area also benefits from the presence of the universities of Cranfield and Bedfordshire.
26 This priority relates to employment and business development on an economic basis, and is not intended to identify any particular physical sites
East of England Implementation Plan 191 11 Places - our sub-regional priorities
Challenges
Luton and Southern Bedfordshire has a target of providing 26,300 new homes by 2021 and a further 15,400 homes between 2021 and 2031, as set out in the sub-regional strategy for the Milton Keynes/South Midlands area. The housing strategies for the Luton and Southern Bedfordshire area identify the provision of affordable housing as the key issue to be addressed in the local area. They highlight that the existing demand for affordable housing is not being met, with a knock-on effect on homelessness and the creation of sustainable communities.
Over recent years there has been a demonstrable restructuring of the economy, resulting in significant loss of employment in manufacturing in the area, in Southern Bedfordshire in particular. As yet, only limited alternative employment is on offer. The area is expected to deliver 12,600 additional jobs by 2021 and a further 7,400 between 2021 and 2031. The predicted growth areas of employment will display a notable shift away from traditional industries to high technology manufacturing, aviation, construction, financial services, leisure and tourism and environmental sectors.
Notwithstanding its strategic position, the area continues to suffer from congestion and relieving current congestion and increasing capacity remain significant issues.
Delivery
Luton has been a unitary authority since 1997. From April 2009 a new unitary authority was created for Central Bedfordshire based upon the merger of Mid Bedfordshire District Council and South Bedfordshire District Council. Both unitary authorities are responsible for not only delivering district services but also for the first time, key service areas such as Education, Children's services and Adult services. The authorities are also expected to take full advantage of the new opportunities that unitary status offers around stronger local leadership, genuine opportunities for neighbourhood engagement, community empowerment and delivering improved value for money and equity for public services.
There is a continuing issue of capacity to deliver the growth agenda in the sub-region, although the establishment of a local delivery vehicle will assist with this. Work is now required on the development of the local development framework through the joint committee and wider partnerships. Joint working between Luton and Central Bedfordshire is currently progressing on a number of areas such as Total Place, Multi Area Agreement for Luton Gateway as well as existing programmes such as the LDF through the Joint Committee and the Joint Technical Unit.
Sub-regional priorities
Overall priorities seek to deliver growth of the population, reflecting a high-quality urban and rural environment, whilst at the same time continuing to transform the structure of the local economy and provide for necessary infrastructure.
Luton and Southern Bedfordshire
Sub-regional priorities Contribution to Contribution to LAA targets Implementation Plan theme
Central Bedfordshire
Further growing the role of London Luton NI 175 access to services and Airport within permitted capacity as an Transport facilities by public transport, international gateway to the area and a major walking and cycling employment generator/source. NI 171 new business registration rate
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Luton and Southern Bedfordshire
Luton
NI 151 overall employment rate
Central Bedfordshire Investment in infrastructure to support NI 154 net additional homes growth, including M1 widening, alternative Housing NI 175 access to services by public traffic management, junction 10a transport, walking and cycling improvements, a new Junction 11a, the A5-M1 Transport link and Woodside connection, East Luton Utilities Luton Corridor, Luton Northern Bypass, Luton North, and Luton Parkway Station. NI 154 NI 155 affordable homes provided
Central Bedfordshire Continuing the move to higher value NI 171 new business registration industries through the provision of sufficient rate high-quality employment land and adequate Enterprise , NI 172 percentage of small infrastructure, building on current business support businesses showing growth investments at Butterfield Business and and innovation Technology Park, Napier Park and providing Luton new opportunities for similar developments in the new growth areas. NI 151 overall employment rate NI 171, 172
Central Bedfordshire Town centre regeneration of the Culture, creativity and the visitor NI 3 civic participation in the local sub-regional centre of Luton, and the other area towns in the sub-region - Dunstable, Houghton economy NI 11 engagement in the arts Regis and Leighton Linsdale to address transport issues, provide modern-quality Skills and NI 175 urban environments and a range of retail and employability NI 171, 172 services to serve the growing population and Transport Luton attract visitors. NI 11, 171, 172
Central Bedfordshire
NI 197 enhancing green Protect and expand green infrastructure infrastructure and biodiversity across the sub-region, but with particular Green emphasis on effective integration of green NI 8 adult participation in sports infrastructure infrastructure into urban areas through and active recreation new development. Luton
NI 8
Address the issue of low skills. Promoting Skills and Central Bedfordshire the role of the University of Bedfordshire as a employability
East of England Implementation Plan 193 11 Places - our sub-regional priorities
Luton and Southern Bedfordshire
NI 163 proportion of adults qualified to at least Level 2 NI 165 proportion of adults qualified to at least Level 4 NI 117 16-18 year olds not in education/training NI 81 inequality gap in achievement knowledge hub and ensuring further education of Level 3 qualification provision is expanded at Barnfield, Luton and NI 82 inequality gap in Dunstable colleges. achievement of Level 2 qualification
Luton
NI 81, 82, 163, 117 NI 162 entry level numeracy achieved
NB: These priorities are taken from the Luton and South Bedfordshire IDP, and discussions with officers of Luton and Central Bedfordshire Councils.
11.14 North/West Norfolk and West Suffolk
Profile
This area includes the three distinct centres of King's Lynn, Thetford and Bury St Edmunds and their largely rural hinterlands, including the North Norfolk Coast. The area is not a defined sub-region, rather, it reflects the location of a number of smaller market towns each with a rural hinterland that share some similar challenges (although they are distinctive in their own right, for example the coastal issues faced by places like King's Lynn or Cromer). Given some of the similarities, they have therefore been described together here for the purposes of implementation, although the interventions need to be tailored to reflect each location.
The historic market towns of King's Lynn, Thetford are designated growth points, and St Edmundsbury District is a designated growth area. All are gearing up for the challenges of major new housing and employment development. Much of the area is rural in nature and includes a number of high-quality protected landscapes and habitats. Taken together, there is a population of some 409,000. Agriculture and tourism remain important sectors, even though there is a desire to move away from a low-wage economy to higher-skilled employment. The area also has strong functional links with the neighbouring settlements of Cambridge, Norwich, Ipswich and Peterborough and this presents particular opportunities and challenges.
Challenges
Significant growth is planned for King’s Lynn, Thetford and in St Edmundsbury District and the delivery of these growth points is a regional priority. The focus of change is on the three towns, although growth is also planned or proposed in and around some of the other smaller settlements, such as Hunstanton, Downham Market and Mildenhall, to further their roles as service centres and (in the case of Hunstanton) a seaside resort. The past designation of King’s Lynn, Thetford and Haverhill (the latter also being addressed as part of the Cambridge sub-region) as London over-spill towns has left a legacy of concentrations of deprivation and a reliance on larger employers that have been vulnerable to global economic pressures. There is a strong sense that the mistakes of past rapid population growth must not be repeated. In St Edmundsbury and King's Lynn there are particular issues around the infrastructure constraints that must be overcome and across the
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area a wide range of physical, environmental and social infrastructure needs have been identified. Provision for, and management of, transport is a key priority; power supply is also a significant constraint to growth in all areas.
One potential issue is the competing demand for infrastructure funding from the surrounding growth points. The area has significant natural resources important for biodiversity, recreation and tourism. The Brecks, Thetford Forest, the Fens, the Wash and the North Norfolk Coast are regionally and internationally important areas for wildlife conservation. Protecting these assets and integrating the natural environment with new housing and employment through the effective use of green infrastructure will be key to success. The protection of the coast from the effects of climate change is a particular issue for North Norfolk.
Matching the proposed housing development with an appropriate level of jobs is a real challenge facing the area in delivering a sustainable approach to growth and to reduce out-commuting. Whilst small firms are prevalent in North Norfolk, King’s Lynn has suffered from the loss of employment in larger firms. Economic policies centre on providing land for, and promoting the major towns to, key sectors to promote high-quality, highly-skilled jobs. In St Edmundsbury the economic challenges lie particularly around the provision of, and access to, additional employment land.
Delivery
As this area is not a defined sub-region and has a combination of distinctive growth points, growth area and rural hinterland, there is not a sub-regional partnership. Local partnerships are mainly the product of the activity of the local authorities or to respond to growth, as in the case of Thetford, King's Lynn and St Edmundsbury. The county and district authorities have worked through the local strategic partnerships and have produced PODs. Progress on planning legislation is varied. North Norfolk is the most advanced in terms of progress on the local development framework, having adopted its core strategy in September 2008, one of the first in the region.
Sub-regional priorities
An overriding challenge is co-ordinating the infrastructure to accommodate growth. However, this growth is needed to regenerate King's Lynn, Thetford and coastal communities, and the present market conditions could restrict their growth potential.
North/West Norfolk and West Suffolk
Sub regional priorities Contribution to Contribution to LAA targets Implementation Plan theme
Norfolk
The development of a range of new housing in NI 154 net additional homes the growth points at King’s Lynn, Thetford and NI 155 no. of affordable homes Bury St Edmunds. Supply of affordable homes Housing is a particular priority in parts of North Norfolk Suffolk and the other market towns. NI 154 local LT9 affordable homes
Norfolk Improving the amount and quality of jobs, in Skills and particular to address the low-wage economy employability NI 166 median earnings for employees
East of England Implementation Plan 195 11 Places - our sub-regional priorities
North/West Norfolk and West Suffolk
NI 171 new business registration rate NI 117 16-18 year olds not in education or training NI 163 19-64 qualified to Level 2 or higher through new employment sites and improving local LI 1.7 (employment in higher-level occupations) skills of the workforce. The King’s Lynn Academy, Enterprise, the National Construction College, and facilities business support Suffolk for the College of West Anglia, Anglia Ruskin and innovation University in King’s Lynn and University Campus LT4 increase Employment in Suffolk in Bury St Edmunds are vital components. key sectors NI 163 proportion of adults qualified to at least Level 2 NI 165 proportion of adults qualified to at least Level 4 NI 166 median earnings of employees
Coastal erosion is having a significant impact on the communities, economy and environment of the North Norfolk coast. Action needs to be taken Norfolk to defend or to compensate, to avoid uncertainty. Green NI 188 planning to adapt to Strategies for the coast should adopt an infrastructure climate change integrated approach that recognises and responds to the likelihood of increased flood and erosion risks as a result of climate change.
Norfolk Flood risk mitigation and adaption investment is NI 154 net additional homes a key priority to ensure the sustainable growth of Housing NI 188 planning to adapt to parts of King’s Lynn. climate change
Enterprise and innovation Tourism is important to sustaining the local Suffolk economy. The priority is to improve visitor spend Culture, creativity local LT4 increase employment whilst promoting sustainable tourism. and the visitor in key sectors economy
Norfolk
Resolving the infrastructure deficit and NI 154 net additional homes Housing delivering infrastructure to support growth. NI 155 number of affordable Whilst the growth points have some degree of homes resource for infrastructure, utilities, social and Transport NI 175 access to services by green infrastructure are required, in particular, Utilities public transport, walking and provision of new hospitals in Bury St Edmunds and cycling King’s Lynn. Suffolk
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North/West Norfolk and West Suffolk
NI 154 local LT9 affordable homes
Further establish feasibility for access improvements to road (A14, A10 and A47) and Suffolk rail (Sheringham-Norwich, NI 186 per capita reduction in Norwich-Cambridge, Bury St Edmunds bus and CO rail interchange and rail services). The Transport 2 local LT2 access sub-regional priorities are to improve the A47 between the A1 and Great Yarmouth, dualling LT2B access to employment by the A11, Peterborough/A1, Bury St Edmunds sustainable means relief road and A14 junctions.
Norfolk Housing Achieve greater self-containment by developing NI 154 net additional homes the role of town centres through improving the Transport NI 171 new business built environment, accessibility and ensuring that registration rate Enterprise, the range of services available are protected and business support NI 175 access to services by enhanced to serve the town and the rural and innovation public transport, walking and hinterland with a particular emphasis in Bury St cycling Edmunds on the provision of office space. Protect Culture, creativity the historic settlements of King’s Lynn, Bury St and the visitor Suffolk Edmunds and Thetford. economy NI 154, 172 local LT10 cultural participation
Norfolk
NI 197 improved local biodiversity Improvements to green infrastructure. In NI 8 adult participation in Thetford, the green infrastructure is critical to outdoor recreation and sport mitigate the impact of growth on protected Green local LI 4.5 (ecological habitats, a similar approach is likely to be required infrastructure networks) in King's Lynn and is an identified priority in Bury St Edmunds. Suffolk
NI 8 local LT8 active conservation management
NB: These priorities are taken from the emerging LDFs, programmes of development and discussions with officers from North Norfolk, Breckland, King's Lynn and West Norfolk, Norfolk and Suffolk Councils.
East of England Implementation Plan 197 11 Places - our sub-regional priorities
11.15 Thames Gateway South Essex
Profile
The Thames Gateway South Essex sub-region comprises all or part of the following authorities within Essex: Basildon, Castle Point, Rochford, Southend-on-Sea and Thurrock. The sub-region is designated as part of the Thames Gateway, a regional and national priority for regeneration and growth with the potential to make a major contribution to improvement of the region’s economy. The sub-region has been allocated challenging growth figures of 55,000 jobs and 43,800 dwellings to be created in the period 2001–21. Thames Gateway South Essex is the largest urban area in the East of England and represents a unique challenge for regeneration.
Challenges
Thames Gateway faces significant issues of marked difference in performance and prosperity between places. Perceptions of the area are mixed and have resulted in low levels of inward investment. There are significant existing pressures on transport infrastructure, which are having an impact on productivity levels, and the economy and are likely to be exacerbated by further growth.
The sub-region has made slow progress in transitioning to a modern knowledge-based, primarily service sector-driven economy. Deindustrialisation has left a significant economic, social and environmental legacy. Large areas of former industrial land are vacant, and these underutilised resources present huge opportunities for development and growth. The sub-region underperforms in terms of GVA, growth and has low levels of skills attainment. The proportion of the working-age population with NVQ Level 4+ is 16 per cent, significantly lower than the regional average (25 per cent) and there is a low proportion of economic activity in ‘knowledge-intensive’ sectors.
Whilst the scale of the challenge facing the sub-region is considerable, the area has significant potential. The sub-region benefits from excellent locational advantages - being close to London and key transport connections. The concentration of advanced manufacturing and engineering companies and high-quality research facilities along the A127 Corridor presents a significant opportunity. Town centres, Basildon and Southend, for example, are suffering from lack of investment and increasing competition. There are, however, opportunities to regenerate these and other town centres to transform them into vibrant, modern shopping and leisure destinations.
The sub-region has a special and exceptional natural environment with assets, which are of national and international importance for wildlife. Many of these assets are close to urban areas and also to areas targeted for future growth and regeneration. Protecting and enhancing these areas is vital in defining the distinctive character of the sub-region and is key to its economic regeneration.
Delivery
Thames Gateway has a complicated geography; it covers two county councils, three unitary authorities, eight London boroughs and five districts. This complexity presents challenges for delivery and the Thames Gateway executive, board and strategic partnership are all working to balance direct national influences, as well as unitary, local and partnership agendas through the Thames Gateway South Essex Partnership, the economic development investment plan and the IDP.
Sub-regional priorities
Overall priorities seek to deliver the major regeneration of the sub-region, revitalising town centres and urban areas through a holistic approach to change that incorporates housing and employment growth, supported by new physical infrastructure and significant improvements in skills and specialist expertise.
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Thames Gateway South Essex
Sub-regional priorities Contribution to Contribution to LAA targets Implementation Plan theme
Maximising the benefits of the strategic location NI 171 new business through the development of London Gateway registration rate Enterprise, business Port and the associated business parks as a NI 151 overall employment support and world-class gateway. The success of this is rate innovation dependent to a significant degree on the links Local LI 8.1 foreign investment with transport. LI 8.2 international trade
NI 163 proportion of adults qualified to at least Level 2 Matching growth to skills through the NI 164 proportion of adults development of new business-focussed qualified to at least Level 3 facilities including an academy for logistics Skills and NI 165 proportion of adults and ports. Maximise the benefits of the employability qualified to at least Level 4 university presence in Southend and major new NI 79 achievement of Level 2 college investments in Basildon and Thurrock. qualifications by 19 NI 117 16-18 year olds not in education/training
NI 186 per capita reduction in
CO2 emissions Transforming the gateway into an eco Enterprise, business NI 188 planning to adapt to sub-region. London Gateway has the potential support and climate change to act as a demonstrator for renewable energy innovation NI 191 residual waste per technologies building on current investments in household automotive energy efficiency in Basildon and a Utilities new bio-energy park in Thurrock. NI 192 percentage household waste reused, recycled and composted
Housing
Enterprise, business NI 154 net additional homes A programme of town centre regeneration is provided required with a focus on Southend-on-Sea, support and innovation NI new business registration Basildon, Thurrock and Castle Point, alongside rate the major re-invention of the Lakeside Basin and Culture, creativity NI 11 engagement in the arts West Thurrock. and the visitor Local LI 5.1 access to services economy
Promoting green infrastructure and NI 188 planning to adapt to innovative flood protection to improve the climate change quality of the environment and create Green infrastructure Local LI 10.1 biodiversity and habitats/attract visitors through the ongoing living landscapes application of the 'Green Grid'.
Supporting housing growth through the NI 154 net additional homes Housing creation of sustainable communities aligned with provided
East of England Implementation Plan 199 11 Places - our sub-regional priorities
Thames Gateway South Essex
NI 155 number of affordable economic development and unlocking the homes potential of sites. local LI 2.2 housing
Housing NI 152, 153 number of people Tackling regeneration of deprived on benefits communities. Targeted investment increasing Enterprise, business NI 5 overall satisfaction with life chances for those people living there and support and local area connecting local residents to new employment innovation NI 155 no of affordable homes opportunities. local LI 5.1 access to services
Meeting the challenges of connectivity by realising and harnessing the potential of London Southend Airport within permitted capacity as a key transport gateway. Investing in key road local LI 5.2 congestion infrastructure including J30/31 on the M25, the Transport LI 8.1 foreign investment A130/A13 junction and the A127 in Southend, LI 8.2 international trade developing an improved public transport system including enhancements to bus and rail and demand management.
Driving forward innovation across priority Enterprise, business sectors through support for creative industries, support and NI 171 new business including the Production Campus and Creative innovation registration rate National Skills Academy in Thurrock and a NI 11 engagement in the arts focussed offer in Southend-on-Sea built around Culture, creativity Local LI 8.1 foreign investment the university, the arts organisation Metal and and the visitor thriving arts and new media businesses and other economy LI 8.2 international trade potential hubs such as at Ford Dunton.
NB: These priorities are taken from the Economic Development Investment Plan and Thames Gateway Delivery Plan.
200 East of England Implementation Plan Delivery and monitoring 12
East of England Implementation Plan 201 12 Delivery and monitoring
12 Delivery and monitoring
12.1 Leadership and capacity
Key to the successful delivery of this Implementation Plan are strong leadership and partner commitment and action. Although the East of England Development Agency (EEDA) and the East of England Regional Assembly (EERA) are responsible for the drafting of this Implementation Plan, it is a multi-agency delivery document. This Implementation Plan, and even more so for the Single Regional Strategy, which will follow, will help guide the investment and priorities of the whole region. It will be important that all partners ensure they employ the resources required to deliver their part. Much has been achieved in the process of developing this Implementation Plan in bringing together key regional and sub-regional partners under the umbrella of integrated delivery, and the plan incorporates the ambitions of a range of public and, critically, private sector partners.
Effective leadership and governance will require a concerted focus on our headline ambitions. Strong political leadership as well as effective engagement with key investors in the region will be central to our success. Delivery of this Implementation Plan requires:
a comprehensive evidence base to make informed choices on programme objectives and to drive effective delivery and value for money clear accountability for delivery of actions and results shared understanding and agreement on the spatial scale at which delivery will be most effective, and a clear investment planning framework to enable this to happen capacity and capability to manage programme delivery and the associated major risks engagement with the full range of stakeholders and beneficiaries across the public, private and third sectors innovative funding mechanisms to lever private sector investment an ability to respond quickly and effectively to changing external circumstances or the lessons from evaluation a compelling and unified partnership approach to lobby for greater freedoms, flexibilities and investment in the East of England.
The Implementation Plan recognises the financial environment in which it works, in particular constraints on public sector investment in the short to medium term. It points to ways of working that will mitigate these circumstances that rely on joint working among regional partners and with local/sub-regional stakeholders. These seek to maximise resources and assets, develop innovative ways of leveraging in additional funding such as Local Asset Backed Vehicles, Tax Increment Funding and a Regional Infrastructure Fund. There will still be a need for more freedom and flexibility in how we prioritise our resources, along with a fair share of national resources commensurate with the economic importance of the region to the national economy, and the investment needs to maintain and develop this.
The Implementation Plan will be a 'live' programming document. Revisions to the Implementation Plan will need to keep abreast of policy changes initiated by the new regional leadership, as well as responding to their choices about programme and project prioritisation in light of resourcing, progress monitoring and review.
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12.2 Regional governance structures
Regional Strategy Board
The Local Democracy, Economic Development and Construction Act supports the creation of new governance arrangements for the region from April 2010. The Regional Strategy Board will be the mechanism by which the responsible regional authority (EEDA and the newly created Local Authority Leaders’ Board acting together), will take forward the review of the regional spatial strategy (RSS) and in time prepare a Single Regional Strategy.
The Regional Strategy Board will bring together the region-wide democratic mandate from local government leaders with the cross-sector, business-led focus of EEDA and the involvement of key public sector agencies and stakeholders vital to the development and delivery of the strategy.
The current proposal for the structure is set out in Figure 15:
Figure 15: Current proposed structure for the Regional Strategy Board
East of England National Policy / Sec(s) of State
Regional Strategy Board (RSB)
Delivery 30 members EEDA Agencies Board Formal sign off Prepare Regional Strategy for approval by EEDA of SRS by and LB; Produce Implementation Plan; Engage with plenary Stakeholder Local Authorities and other delivery partners; Provide Leaders’ meeting of both Partnership LB and EEDA with Annual Monitoring Report; Keep Board Boards. Regional Strategy under review.
Development and Implementation Boards
Environment Transport and Housing and Business, Social & Chair: RSB Member Infrastructure Regeneration Innovation & Community Chair: RSB Local Authority Chair: RSB Local Authority Skills Chair: RSB Member Member Member Chair: RSB EEDA Member
Development and Implementation Boards •Providing appropriate stakeholder engagement •Providing advice and analysis on strategy to the RSB •Developing an implementation programme to support Regional Strategy delivery •Monitoring delivery of the implementation programme
Sub-regional networks and place intelligence and analysis
The new responsible regional authority is required to produce, publish, and keep up to date an implementation plan for the Single Regional Strategy on behalf of the Leaders Board and EEDA. As such, the Regional Strategy Board is invited to adopt this Implementation Plan and to oversee its review and further development.
It will be for EEDA and the newly formed East of England Local Government Association (EELGA) to ensure that the Regional Strategy Board is effectively supported in its new responsibilities, including this Implementation Plan. Resources will need to be deployed from both organisations and sufficient priority given to its work as required by the Regional Strategy Board.
East of England Implementation Plan 203 12 Delivery and monitoring
Development and implementation boards
The terms of reference for the Regional Strategy Board state that it will establish Development and Implementation Boards (DIBs), comprising such organisations as the Regional Strategy Board thinks fit, to provide it with technical and professional expertise and stakeholder views. The DIBs will provide an important component for the governance architecture of the new Single Regional Strategy arrangements. The DIBs will take responsibility for programme management for one or more themes and for groups of the programmes set out within this Implementation Plan, aligned to secure a logical, simple and efficient clustering of themes and programmes within each DIB. In this way, the DIBs will provide the high-level oversight and governance for the Implementation Plan themes. The draft configuration of thematic responsibilities is set out in the diagram above.
12.3 Sub-regional delivery
Delivery of sub-regional priorities requires effective partnerships, targeted investment and a positive framework for action. Sub-regional priorities will be delivered in part by the implementation of the regional thematic programmes in a particular geography and, in part, through joined-up sub-regional action in the form of Integrated Development Programmes, Local Development Frameworks and other local Delivery Plans, such as the developing Single Conversation with the Homes and Communities Agency (HCA) and localities. By taking an integrated view of delivery at the right spatial level, the appropriate intervention can be defined. This reflects the need to link issues such as housing and employment provision with access to services, transport, education, community and social facilities.
Figure 16 below illustrates this relationship.
Figure 16:
Regional Sub-Regional Sub-Regional Programmes Priorities Actions
Delivery through Delivery through place Delivery through thematic based elements of sub-regional programmes in thematic programmes plans and the and programmes Implementation through sub-regional Plan actions that support delivery of regional priorities
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However, integrated sub-regional delivery is complicated and there are real challenges being faced by local authorities, partnerships and delivery vehicles. These can effectively be grouped under six main areas as follows:
the extent of sub-regional identity and functionality: this is variable across the region. Whilst some areas are significantly advanced in collaborative working to address issues of growth, etc, other locations are not yet operating in this way on shared issues the maturity of the sub-regional partnerships: where this is strong and there is good leadership and resources, significant progress is being made. There is unlikely to be a one size fits all approach the presence of a sub-regional vision and delivery plan: this is an essential prerequisite for success, as a key tool for reinforcing partnerships, interfacing with statutory processes and prioritising action, but is still at varied levels of development within the region. The integrated development programmes (IDPs) are a positive way forward in this respect particularly once the roll-out is complete the impacts of local government review: many sub-regions are working in the context of a changing political climate and structures, which is causing some uncertainty and complication the economic climate: this is an important context not only for thematic activity, but perhaps more critically for the delivery of sub-regional development as assumptions around housing delivery and s106 agreements become more challenging. Whilst there are actions that can, and should be, taken at national and regional scales, some of the most effective and innovative responses to the recession are being developed at a sub-regional level dependence on public sector funding: There is a continued dependence on public sector funding, particularly in locations of significant regeneration challenges.
One of the key functions of this Implementation Plan is to ensure that the investment programmes of regional and related bodies are aligned, reinforce each other and support the long-term regional vision and outcomes. Regional partners will work closely with sub-regional partnerships and delivery organisations, through means including direct investment where appropriate, advocacy, intelligence sharing and partnership working, to seek to realise the priorities identified.
Regional partners will support the ongoing roll-out of IDPs, Single Conversation or other appropriate mechanisms such as Multi-Area Agreements (MAAs) and will work on creative approaches to delivery through the Regional Infrastructure Fund, Tariffs and through ongoing direct investment where appropriate. Local Area Agreements (LAAs) will also make a major contribution to delivery of our regional targets. In particular, they will address many determinants of economic participation and performance – including employment and entrepreneurship rates, skills and health.
The ability for partners to affect efficiencies in delivery at sub-regional level is fundamental to any future approach. Improvement East, as the East of England Improvement & Efficiency Partnership, is working with partners including all 58 local and fire authorities across our region, together with EERA, the Improvement and Development Agency (IDeA), the Audit Commission, the Government Office for the East of England (GO-East) and EEDA to address efficiencies through the Total Place approach and other mainstream efficiency work. Significant progress has been made across the region, and Improvement East will continue to fund sub-regional activity but will also look to bring public sector chief officers together to go beyond the individual place-based approach and build a coalition of regional partners to collaborate more effectively in the harsh reality of our shared financial futures.
12.4 Regional intelligence
The Implementation Plan’s programmes are based on the latest understanding of the available evidence on challenges facing the region. The programmes will need to be refreshed periodically to reflect new or updated evidence. This will include updating projections against the region’s headline targets to assess where resources should be focussed.
East of England Implementation Plan 205 12 Delivery and monitoring
As this Implementation Plan is taken forward, it will be important to continue to monitor the impacts of the downturn and the shape of the recovery in the East of England. This is a key role of Insight East, the economic intelligence centre for the East of England. Driven by EEDA, it has been developed to help decision makers better understand the economy. Insight East’s core regional intelligence programme supports the regular needs of the region’s policy makers, the development of strategic processes and on-going evidence requirements of partners.
EEDA is taking a leadership role in establishing short-term output indicators (STOIs) to provide the region with a quarterly account of economic trends. The benefits of STOIs include: increased understanding of economic and structural change; a sounder basis for prioritising resources; reduced reliance on anecdotal evidence and business surveys; timely evaluation of policy impacts; focussed monitoring of sector-based interventions (such as those designed to support the New Industry, New Jobs agenda); and improved monitoring of future Single Regional Strategies.
From April 2010, Local Economic Assesments (LEAs) will form part of the evidence base for future local and regional strategies. These assessments should identify the strengths, weaknesses and specialisms of local economies, spatial linkages, obstacles to sustainable growth and regeneration challenges. Local authorities, EEDA and Insight East are working together to provide a common economic evidence framework for local, sub-regional and regional economic strategies to ensure that policy making at all levels is based on a shared understanding of local economic challenges.
A wide range of partners collect, analyse and utilise intelligence critical to the delivery of the Implementation Plan and, where possible, this information will be incorporated in taking it forward. This may be sector related, such as housing, specific to a cross-cutting theme such as climate change or health, or of direct relevance to the impact on theme based ambitions, such as transport. It will be for the Regional Strategy Board to determine how best to ensure this intelligence is captured and used.
A number of evidence requirements to support the Implementation Plan’s programmes have been identified through the implementation planning process and are set out in the relevant theme. Immediate priorities include:
an improved understanding of the current and future skills needs of the region’s economy, particularly in terms of spatial and sector needs and future job markets a single data source for the delivery of affordable housing, including monitoring variation in affordable housing policies used by local authorities and monitoring delivery of affordable homes at local authority level to assess success of delivery against Local Development Framework policies strengthening of the cultural evidence base in the region, beginning by establishing a dedicated short-term resource within Insight East, funded by Arts Council East and the Museum and Libraries Archive generating meaningful indicators relating to biodiversity, flood risk, the historic environment and the landscape.
In undertaking research, where relevant, attention will be given to how the research can meet the information requirements of the cross-cutting issues, particularly likely impacts on climate change and on particular communities of interest.
12.5 Monitoring
Introduction
To ensure that is programmes and activities are delivering on the ambitions of the regional economic strategy (RES) and the RSS, it is important that this Implementation Plan is monitored on a regular basis. Evidence gathered through the monitoring of this Implementation Plan will not only give valuable information on how we are performing against delivery of the RES and the RSS objectives, but will also help inform future regional or local strategy processes.
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This Implementation Plan aims to add value to existing monitoring arrangements and draw on existing sources of information gathered by the delivery agents identified in this Implementation Plan. The source of monitoring information for each theme is set out for each of the programmes.
It is envisaged that the Strategy Board and the DIBs will be responsible for overseeing the monitoring of this Implementation Plan and the programmes within it. The Strategy Board and DIBs will need to establish the appropriate format for reporting of this Implementation Plan and identify the resource needed to pull together the monitoring material from the identified sources.
Headline targets and outcomes
High-level progress and trends against the RES and the RSS goals and ambitions are monitored regularly against a set of quantitative core indicators. The main sources of information are:
Regional Economic Atlas – Insight East’s Regional Economic Atlas is a data visualisation tool that monitors the performance of the East of England in line with regional ambitions set out in the RES, together with over 150 economic datasets at regional and local authority level. Data are available to view simultaneously in map, chart and tabular formats, showing regional and local trends in economic performance.
RSS annual monitoring report (AMR) - there is a statutory duty to make an annual report to the Secretary of State containing information on the implementation of the RSS and the extent to which its policies are being achieved. Previous regional AMRs have monitored the achievement of core objectives, policies and targets within the RSS. The AMR shows progress towards these and its commentary highlights where policies may require review and where there is a significant gap in the evidence base. The monitoring process draws on information supplied by local authorities and other regional partners, and sets a consistent framework for monitoring information throughout the East of England. The annual report is supplemented by a number of background technical papers and working groups providing further evidence to support local and regional policy review.
RSS Data Atlas – EERA’s East of England Plan Data Atlas works in the same way as the Economic Atlas. It presents key data that forms part of the evidence base for the RSS and is used to provide commentary in the AMR. This includes demographic data, employment change (jobs and land), housing change (such as anticipated completions and development on previously developed land), affordable housing and environmental data.
Regional Integrated Sustainability Framework (ISF) Atlas – Insight East’s ISF Atlas works in the same way as the Economic Atlas. This Atlas contains over 30 datasets at regional and local authority level, showing trends in sustainable development performance.
In addition to the headline targets, it is important to measure the impact of the implementation activities. As the East of England Implementation Plan is ground-breaking work, there are currently no region-wide mechanisms in place to measure the – generally qualitative – impact of implementation activities across the breadth of themes identified in this Implementation Plan. Such a framework requires three elements of monitoring:
monitoring progress against programmes through the achievement of milestones measuring the impact of programmes and actions on achieving RES and RSS core indicators and targets identifying changes in conditions which may require modified or new responses.
Delivery milestones
Each programme has identified a number of anticipated outputs/deliverables and outcomes for the main components of the programme. Measuring the achievement of these milestones will be important for understanding whether the identified actions are achieving the objectives set out in the programmes. The
East of England Implementation Plan 207 12 Delivery and monitoring
sources of information for these milestones will differ for each programme and it is anticipated that most will be drawn from the relevant annual reports of the appropriate delivery partners, together with more detailed evaluation work assessing some of the programme outcomes.
Bringing consistency to how we measure common outputs and outcomes across the programmes will be an important area of work in taking forward this Implementation Plan.
Evaluation of programmes
Central to understanding the extent to which programmes are achieving regional goals and ambitions is evaluating the impact of programme activities on RES and RSS indicators and targets. This will be important to improve decision-making, effectiveness and value for money. We recommend that implementation plan programmes are assessed using a logic model, such as that set out in Figure 17. This model would aim to assess both the quantitative and qualitative impact of programmes.
Figure 17: Logic modelling
As well as evaluating the impact of a particular programme, it will also be important to better assess the linkages of policy areas, such as housing, jobs and infrastructure.
Sub-regional monitoring
The successful delivery of the region’s ambitions will come about through a combination of the realisation of thematic programmes in a particular location alongside the achievement of a number of sub-regional priorities. It is therefore imperative that sub-regional and local monitoring form part of the approach. Through a range of mechanisms, sub-regions are already monitoring activity and progress against targets and plans and it is key to ensure that this existing information is fed into the monitoring of the Implementation Plan.
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The changing legislative context at the local level has placed a much greater emphasis on delivery and monitoring. Monitoring is a key component of the government’s revised approach to the planning system and planning authorities are required to monitor on a pro-active and continuous basis. Critically, the required annual monitoring reports for Local Development Documents cover a wide range of issues of relevance to the Implementation Plan including:
progress on the policies and related targets in local development documents progress against any relevant national and regional targets progress against the core output indicators including information on net additional dwellings and an update of the housing projections to demonstrate how policies will deliver housing provision in their area. indication of how infrastructure providers have performed against the programmes for infrastructure set out in support of the Core Strategy.
In addition to the planning framework, LAA targets are also assessed and monitored by Local Partnerships covering a wide range of issues that go beyond those included in the annual monitoring reports for planning as set out above. Importantly, the sub-regional priorities of the Implementation Plan have been aligned with LAA targets for each sub-region to ensure that there is no need to duplicate activity and so that existing monitoring data can be effectively used.
Other considerations for monitoring include developing more effective monitoring requirements below programme level, such as closer monitoring of strategic employment and housing sites, and assessing the impact of programmes where sub-regions – such as the Milton Keynes South Midlands growth area – cross regional boundaries.
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210 East of England Implementation Plan Glossary
East of England Implementation Plan 1 Glossary
Glossary
Glossary
agglomeration
the geographical concentration of economic activity. This can create competitive benefits from shared labour markets, specialist suppliers and the flow of new and innovative ideas
basic skills
defined by the Basic Skills Agency as ‘the ability to read, write and speak in English, and to use mathematics at a level necessary to function at work and in society in general’
biofuel
biofuel defined broadly is solid, liquid, or gas fuel consisting of, or derived from, biomass. Biofuel is considered an important means of reducing greenhouse gas emissions and increasing energy security by providing a viable alternative to fossil fuels.
biomass
biomass is recently living organisms or their metabolic byproducts – such as cow dung. It is a renewable energy source based on the carbon cycle, unlike other natural resources such as petroleum, coal and nuclear fuels
brownfield
land that has been previously developed where some man-made features remain
comprehensive area assessment (CAA)
Comprehensive Area Assessment (CAA) is the new framework for the independent assessment of local public services in England and replaces the Comprehensive Performance Assessment (CPA) for local authorities.
climate change adaptation
measures to adapt to the future impacts of changing weather associated with climate change, eg flood defences
climate change mitigation
measures to reduce the rate at which greenhouse gases are emitted into the atmosphere, thereby reducing the effects of climate change
demand management
the management of the distribution of, and access to, goods and services on the basis of needs. In the Transport goal, demand management refers to the application of plans and policies to change or reduce the demand for car use by encouraging the behavioural change of household choices of travel. It is sometimes referred to as transportation demand management
economically active
those in employment or actively seeking employment and physically capable of taking up a job in the near future
2 East of England Implementation Plan Glossary
economically inactive those not in employment who are not actively seeking employment or are physically incapable of taking up a job in the near future ecosystems services the benefits people derive from ecosystems. Examples include protection from the sun’s ultraviolet rays, waste absorption and breakdown, water filtration, flood and disease control, nutrient cycling and maintenance and regeneration of habitat employment land review reviews undertaken by planning authorities to assess the demand for, and supply of, land for employment to assess existing supply and potential demand for land and premises for industrial and commercial purposes environmental goods and services goods and services to manage and protect our natural resources. Examples include remediation and reclamation of land; renewable energy; waste management, recovery and recycling; and water supply and wastewater treatment foreign direct investment direct investments in productive assets by a company incorporated in a foreign country, as opposed to investments in shares of local companies by foreign entities. This is also termed inward investment. This could include new projects, expansions of existing projects, or mergers and acquisitions activity functional urban area an area comprising a main town or city with surrounding settlements connected by patterns of work, business supply chains, housing, and the use of other services such as health, retail and leisure. Functional urban areas are likely to cross administrative boundaries. further education post-secondary education from basic training to higher national diploma or foundation degree. A small proportion of higher education is taught in further education colleges global value chain the globalisation of value chains – the process of producing goods, from raw materials to the finished product – with each stage of the ‘chain’ being undertaken in the most competitive locations globalisation the increasing economic integration of the world in terms of trade, investment and labour green infrastructure a network of protected sites, nature reserves, open spaces and other linkages such as river corridors and features of the landscape which are important as wildlife corridors. Green infrastructure should provide for a range of uses (wildlife, recreation and culture) and applies to features in urban areas and in the open countryside
East of England Implementation Plan 3 Glossary
gross value added
a measure of the economy’s output based on the value of the goods and services produced by the economy minus the cost of the raw materials and other inputs used to produce them
higher education
education encompassing diplomas of higher education (DipHEs), bachelor degrees, master degrees, MBAs and PhDs
integrated development programme
an investment planning tool that will enable partners (neighbouring and higher tier authorities, regional agencies and local stakeholders) to plan and manage social, economic and environmental growth holistically and sustainably based on a phased single investment delivery plan
international transport gateway
a pivotal point for the movement of people and merchandise into, from and within the region and UK, often connecting different modes of transport
inward investment
investment in this country by multinational enterprises, also termed foreign direct investment
key centres for development and change
a term used in the East of England Plan that identifies 21 existing urban areas where growth will mostly occur. These areas are the most sustainable considering the use of existing infrastructure and travel pattern for example
knowledge economy
part of the economy which is driven more by knowledge and technology than by the traditional factors of capital and labour. The term includes commercial scientific research, some service industries, media and other creative industries
labour force
refers to people who are offering themselves for work, that is those who are currently employed or self-employed, plus the (International Labour Office) unemployed
Leitch Review
the Leitch Review of Skills, Prosperity for all in the global economy – world-class skills – published in December 2006 – shows that the UK must urgently raise achievements at all levels of skills and recommends that the UK commits to becoming a world leader in skills by 2020, benchmarked against the upper quartile of the Organisation for Economic Co-operation and Development. This means doubling attainment at most levels of skill. Responsibility for achieving ambitions must be shared between central government, employers and individuals
local area agreements
local area agreements (LAAs) are three-year agreements that set out the priorities for a local area as agreed between central government (represented by Government Office) and local areas (represented by local authorities, local strategic partnerships (LSPs) and other key partners at local level)
4 East of England Implementation Plan Glossary
local development framework a suite of documents prepared by local authorities, which includes the policies, proposals and other documents about land use and spatial planning in a local area local strategic partnership non-statutory, multi-agency partnerships, which matches local authority boundaries. LSPs bring together at a local level the different parts of the public, private, community and voluntary sectors; allowing different initiatives and services to support one another so that they can work together more effectively lower-quartile earnings the level at which the bottom 25 per cent of all earnings are at, or below, market failure describes situations in which free-market outcomes lead to an inefficient allocation of resources, providing a rationale for government intervention. These include where buyers/sellers have imperfect information with which to make decisions; where the actions of individuals or firms affect others, but where these costs or benefits are not reflected in the price of the good or service; where public goods are required, which cannot be charged for; or where one or a few buyers or sellers have sufficient market power to influence prices masterplan a spatial plan covering a large area, such as a town centre or an extension on the edge of a town, which establishes a development framework for infrastructure, buildings and public spaces microgeneration the production of low quantities of electricity, heat and fuels by low-carbon and renewable methods such as solar power, biofuels and wind energy multi area agreements designed to facilitate greater cross-boundary collaboration on key economic issues in towns, cities and other areas. Essentially cross-boundary local area agreements, these are voluntary agreements between groups of local authorities on shared targets drawn from existing strategies and the national indicator set next-generation broadband broadband access which is at least ten times faster than the average download speed of broadband connections in the UK today and which offers more symmetric bandwidth – where the bandwidth for uploads is more equal to the bandwidth for downloads. Some forms of next-generation access also offer a guaranteed bandwidth that is not shared with others, meaning a more stable service at peak times onshore and offshore wind wind power is the conversion of wind energy into more useful forms, usually electricity, using wind turbines. Onshore turbine installations in hilly or mountainous regions tend to be on ridgelines generally three kilometres or more inland from the nearest shoreline. Offshore wind-development zones are generally considered to be ten kilometres or more from land open innovation sharing and use of new and existing ideas, research, processes and technologies
East of England Implementation Plan 5 Glossary
productivity
the measure of output per employee per period of time, either per year or per hour worked
qualifications
NVQ equivalents are used to classify qualifications. NVQ Levels 4 and above are usually referred to as ‘higher-level’ qualifications and equate to first degree and higher degree/professional qualifications. NVQ Level 3 qualifications are usually referred to as ‘intermediate’ qualifications and equate to two A-levels. NVQ Levels 2 and below are referred to as ‘lower level’ qualifications with NVQ Level 2 equating to five GCSEs at grades A* to C
regional assembly
provides advice to government on regional planning, housing and transport issues and scrutinises the work of the regional development agency
regional development agencies
the nine government agencies set up in 1999 to coordinate regional economic development and regeneration, enable the nine English regions to improve their relative competitiveness and reduce imbalances existing between regions
regional funding advice
public funding allocations based on advice from each English region on their spending priorities for transport, housing and economic development
regional spatial strategy
a statutory plan setting out how growth will be distributed within a region, or part of a region. It sets guiding principles that local development frameworks should follow and policies to which proposals for development must be assessed against
renewable energy
renewable energy flows involve natural phenomena such as sunlight, wind, tides and geothermal heat, as the International Energy Agency explains: ‘Renewable energy is derived from natural processes that are replenished constantly. In its various forms, it derives directly from the sun, or from heat generated deep within the earth. Included in the definition are electricity and heat generated from solar, wind, ocean, hydropower, biomass, geothermal resources, and biofuels and hydrogen derived from renewable resources’
resource productivity
a measure of the efficiency with which an economy uses energy and materials
retrofitting
improving the environmental efficiency of existing housing through the addition of new features and technologies
6 East of England Implementation Plan Glossary
section 106 also known as planning obligations - referring to the section 106 under the Town and Country Planning Act 1990 - these are legally binding agreements between a local planning authority, other authorities and organisations, landowners with applicant that wishes to secure planning permission. The agreement can require that something is done or not done and is frequently used to secure land and financial contributions to education, health and affordable housing skills gap where existing workers are not fully proficient at their job skills shortage where employers experience difficulties in recruiting to specific posts due to a lack of applicants with the necessary skills, work experience or qualifications social enterprise businesses with primarily social objectives whose surpluses are principally re-invested for that purpose in the business or in the community social exclusion the Social Exclusion Unit describes social exclusion as a ‘shorthand term for what can happen when people or areas suffer from a combination of linked problems such as unemployment, poor skills, low incomes, poor housing, high crime environments, bad health, and family breakdowns’
Sub-National Review of Economic Development and Regeneration the Sub-National Economic Review of Economic Development and Regeneration (SNR) published in July 2007 outlines the government’s plans to refocus both powers and responsibilities below the national level to encourage economic growth in regions, cities and localities and tackle persistent pockets of deprivation sustainable communities plan the plan sets out a long-term programme of action for delivering sustainable communities in both rural and urban areas. It aims to tackle housing supply issues in the South East, low demand in other parts of the country, to bring all social housing up to the Decent Homes standard by 2010, to protect the countryside and improve the quality of our public space. The plan was launched in 2003 by the Office of the Deputy Prime Minister sustainable development sustainable development defined by the World Commission on Environment and Development as ‘development which meets the needs of the present without compromising the ability of future generations to meet their own needs’ venture capital investment unsecured funding provided by specialist firms to start-up firms and small businesses with perceived, long-term growth potential, in return for a proportion of the company’s shares worklessness those who are out of work. Worklessness goes further than those who are unemployed and includes those who are ‘economically inactive’. Many are outside the labour market voluntarily because of family responsibilities or early retirement. But the evidence suggests that many others would want a job and would work if they had the right opportunity, incentive or path back into employment
East of England Implementation Plan 7 Acronyms
East of England Implementation Plan 8 Acronyms
Acronyms
Acronyms
ACEE Arts Council East of England
ACER Association of Colleges in the Eastern Region
AMR annual monitoring report
AONB areas of outstanding natural beauty
AUEE Association of Universities in the East of England
BBSRC Biotechnology and Biological Sciences Research Council
BERD business enterprise, research and development
BERR Department for Business, Enterprise and Regulatory Reform
BIS Department for Business, Innovation and Skills
BLF Big Lottery Fund
BSSP Business Support Simplification Programme
CAA comprehensive area assessment
CABE Commission for Architecture and the Built Environment
CCAP Climate Change Action Plan
CBI Confederation of British Industry
CCS carbon capture and storage
CESP community energy saving programme
CFMP Catchment Flood Management Plan
CHP combined heat and power
CIL community infrastructure levy
CLG Department for Communities and Local Government
CO2 carbon dioxide
COVER Community and Voluntary Forum Eastern Region
CREATE Cultural Regeneration and Transformation East
CRed Carbon Reduction Project
DaSTS delivering a sustainable transport system
DCM digital content market place
East of England Implementation Plan 9 Acronyms
DCMS Department for Culture, Media and Sport
DECC Department for Energy and Climate Change
Defra Department for Environment, Food and Rural Affairs
DfT Department for Transport
EA Environment Agency
ECA enhanced capital allowance
ECML east coast main line
EEBG East of England Business Group
EEDA East of England Development Agency
EEFM East of England forecasting model
EEI East of England International
EERA East of England Regional Assembly
EESCP East of England Skills and Competitiveness Partnership
EET East of England Tourism
EH English Heritage
ERDF European Regional Development Fund
EREBUS Eastern Regional Broadband Uplift Scheme
ESF European Social Fund
EU European Union
FCRM flood and coast risk management assets
FdF foundation degree forward
FDI foreign direct investment
FEC further education college
FTEs full time equivalents
GAF growth area fund
GCSE general certificate of secondary education
GDP gross domestic product
GEML Great Eastern Main Line
GI green infrastructure
10 East of England Implementation Plan Acronyms
GO-East Government Office for the East of England
GVA gross value added
HA Highways Agency
HC Housing Corporation (ceased operation on 30 November 2008 and replaced by two new agencies; Tenant Services Authority (TSA) and Homes and Communities Agency (HCA)
HCA Homes and Communities Agency
HEFCE Higher Education Funding Council for England
HEI higher education institution
HFCs hydrofluorocarbons
HLF Heritage Lottery Fund
HLOS high-level output specification (railways)
ICAEW Institute of Chartered Accountants in England and Wales
ICT information and communications technologies
IDP integrated development programme
ISA integrated sustainability assessment
ISF integrated sustainability framework
IT information technology
ITM intelligent transport management
ITS intelligent transport system
KCDC key centre for development and change
LAA Local Area Agreement
LATS landfill allowance trading system
LDA London Development Agency
LDD local development document
LDF local development framework
LSC Learning and Skills Council
LSP local strategic partnership
LTIS long term investment strategy (flood and coastal risk management)
LTP local transport plan
MAA multi area agreement
East of England Implementation Plan 11 Acronyms
MENTER East of England Black and Minority Ethnic Network
MIT Massachusetts Institute of Technology
MKSM Milton Keynes-South Midlands
MLA Museums and Libraries Association
MMC modern methods of construction
MP Member of Parliament
MSW municipal solid waste
MW mega-watt
NAHP National Affordable Housing Programme
NE Natural England
NEET not in employment, education or training
NGA next generation access
NHS National Health Service
NINJ New Industry, New Jobs
NIRAH National Institute for Research into Aquatic Habitats
N20 nitrous oxide
NRP Norwich Research Park
NVQ national vocational qualification
O2C Oxford2Cambridge Arc
OECD Organisation for Economic Co-operation and Development
ONS Office of National Statistics
PoD programmes of development
PR09 periodic review 2009 (water companies)
PSA public service agreement
PWS public water system
RBSIS regional business support information system
R&D research and development
RDA regional development agency
RDPE Rural Development Programme for England
12 East of England Implementation Plan Acronyms
REEIO regional economy environment input output model
REP PSA regional economic performance public service agreement
RES regional economic strategy
RFA regional funding advice
RFS regional freight strategy
RIF Regional Infrastructure Fund
RSL registered social landlord
RSS regional spatial strategy
RTS regional transport strategy
SA sustainability appraisal
SCS sustainable communities strategy
SDRT sustainable development round table
SEA strategic environmental assessment
SEEDA South East England Development Agency
SFA Skills Funding Agency
SfB Solutions for Business programme
SHA strategic health authority
SIC standard industrial classification
SME small and medium sized enterprise
SMP shoreline management plan
SoFA statement of funds available
SSSI sites of specific scientific interest
STEM science-technology-engineering-maths
SNR Sub-National Review of Economic Development and Regeneration
SSC sector skills council
SuDS sustainable urban drainage systems
TEES transport economic evidence study
TGSE Thames Gateway South Essex
TIF transport innovation fund
East of England Implementation Plan 13 Acronyms
TOC train operating company
UKCES UK Commission for Employment and Skills
UKCIP UK climate impacts programme
UKTI UK Trade & Investment
VRC vocationally related qualification
WAML West Anglia Main Line
WCA Waste Collection Agency
WDA Waste Disposal Authority
YPLA Young People's Learning Agency
14 East of England Implementation Plan EEDA Implementation plan cover PRINT FILE FEB 2010:Implementation plan cover artwork 26/2/10 15:49 Page 1 East of England Implementation Plan
The East of England Implementation Plan has been developed by EEDA, EERA and GO-East in partnership with stakeholders in the region.
If you have any questions about the implementation plan or the plan development process, please email [email protected]
If you know anyone who needs this document in another format or language, please contact the East of England Development Agency and we will do our best to help. East of England East of England Development Agency Victory House Vision Park Chivers Way Histon Implementation Plan Cambridge CB24 9ZR Telephone: 01223 713900 Fax: 01223 713940 How the region will deliver Web: www.eeda.org.uk East of England Regional Assembly the East of England Plan and Flempton House Flempton Bury St Edmunds Regional Economic Strategy Suffolk IP28 6EG Telephone: 01284 728151 Fax: 01284 729429 Web: www.eera.gov.uk
February 2010 February 2010