Page 1 – Enabling Economic Growth

Agenda Item:

Environment & 11 the Economy Overview Committee/ Cabinet

Date of Meeting 20 October 2015/28 October 2015

Officer Head of Economy

Subject of Report Enabling Economic Growth 2015-2020

Executive Summary County Council is committed to playing a positive and proactive role to enable sustainable economic growth, in line with the Corporate Plan 2015-18.

The Enabling Economic Growth strategy has been developed to provide a clear statement of the Council’s position in relation to economic growth. It includes our vision, priorities, key sectors, and commitment to work in partnership. As a strategic document it provides an overview of the Council’s work programme in support of economic growth, and also highlights areas for further consideration and development.

The business community has been engaged in the preparation of the draft strategy, and it is currently being circulated for further feedback. The views and endorsement of the Environment and the Economy Overview Committee are sought, prior to formal approval by Cabinet.

Page 2 – Enabling Economic Growth

Impact Assessment Equalities Impact Assessment: An assessment has been completed and signed off by the Directorate Equalities Officer.

Use of Evidence: The draft strategy includes an economic review at appendix 1, which illustrates the data and intelligence used to inform the development of the strategy. This is a précis of the economic intelligence which has been scrutinised including the Local Economic Assessment for Dorset, and further data from the Research & Consultation Team.

Engagement with the business community was undertaken as part of the Ask Dorset initiative, and this has informed and shaped elements of the draft strategy.

Budget: There are no direct budget implications arising from this report. Resources have been identified for most of the activities in sections 2-5 inclusive of the draft strategy. However, the scale of delivery and some of the more aspirational interventions will depend upon securing additional resources, either from greater collaboration, innovative delivery models or external funding.

Risk Assessment: Having considered the risks associated with this decision using the County Council’s approved risk management methodology, the level of risk has been identified as: Current Risk: LOW Residual Risk LOW

Other Implications: None

Recommendation It is recommended that the Committee:

1. Considers the strategy and proposes any desirable amendments.

2. Endorses, with any agreed amendments, the Enabling Economic Growth strategy; and,

3. Recommends that Cabinet approves the Enabling Economic Growth strategy.

Reason for Enabling economic growth is one of the Council’s corporate Recommendation priorities.

Appendix , Enabling Economic Growth (Draft) 2015-2020 Page 3 – Enabling Economic Growth

Background Papers Dorset County Council Corporate Plan 2015-18

Report Originator and Name: David Walsh Contact Tel: 01305 224254 Email: [email protected] Page 4 – Enabling Economic Growth

1. Background

1.1 Enabling economic growth is one of the two priority outcomes included within the Council’s Corporate Plan 2015-18. The Enabling Economic Growth strategy document is a statement of how the Council will deliver this outcome, across the broad range of services for which we are responsible.

1.2 This is intended to be a strategic document, and not a detailed work plan. It is a working document and will need to be robust and flexible enough to respond to changes and challenges that will inevitably occur over the next five years. These could arise from macro or micro economic impacts, changes in Government policy, or revised funding and delivery arrangements.

2. Preparation of Enabling Economic Growth

2.1 The development of the draft strategy commenced with an audit of growth related activity and aspirations across the Council. It was also informed by a review of the economic evidence and intelligence available through various sources, including the Local Economic Assessment, State of Dorset reports, and other data sets.

2.2 As part of the Ask Dorset consultation programme, officers engaged with a number of business organisations, town chambers of commerce and business networks in order to ascertain their views of the barriers to economic growth and how the County Council could best enable further growth and prosperity. The outcome of these meetings informed and shaped elements of the draft strategy.

2.3 The development of the draft strategy has been overseen and shaped by the Corporate Leadership Team and Forward Together Board of the Council.

2.4 The attached version of the draft strategy was circulated to selected recipients in order to provide a sense check and obtain feedback. This has included some seventy individual businesses, business organisations such as the Dorset Chamber of Commerce and industry and Federation of Small Businesses, the Dorset Local Enterprise Partnership, Dorset Wildlife Trust and the Dorset local authorities (District and Borough Councils and unitary authorities).

2.5 Engagement is still underway as this report is being written, and an oral up-date will be provided at the meeting. However, the responses thus far have been generally welcoming of the Council’s prioritisation of economic growth, and the continued commitment to act positively during a difficult period for public sector services. The following are some of the specific feedback comments received:

welcome the publication of the document although Dorset County Council really does have to demonstrate that it is willing to enable economic growth and follow through Dorset is over reliant on our old businesses rather than actively supporting new sectors and markets where jobs and investment will be in the future (including renewables) Ministry of Defence presence in Dorset should be included within the Public Sector the energy sector should be included, with a Council commitment to support and develop a complex document, but well set out, very clear flows well. need to remove the ‘consultancy speak’, such as ‘strategic objectives’ and ‘spatial implications’ Page 5 – Enabling Economic Growth

appreciate that this is a strategic document, but it would be good to see the more detailed actions undertaken by the Council what is being done to rectify the challenges of the High Street? the Council hinders growth (no further detail provided)

3. Next Steps

3.1 Once considered, amended as appropriate, and approved by the Committee and adopted by the Cabinet, the Enabling Economic Growth Strategy will form the basis of the Council’s activity in economic development and growth.

3.2 Many of the actions and interventions included within the strategy are already underway and being implemented. Further work is required in some areas, including identifying the scope and resources for the Council’s role.

3.3 As mentioned in section 6, Performance management, an internal Enterprise Board will be established to ensure that this strategy remains relevant, is delivered, and the actions have the desired, positive impact.

Matthew Piles Head of Economy October 2015

Dorset County Council Enabling Economic Growth 2015 - 2020 Introduction Contents The Council is committed to economic growth and making Dorset more competitive, making the best use of people’s talents and improving their skills, and being well connected, both physically and Photo Colin electronically. A thriving, robust and resilient economy is essential require please for the prosperity and well-being of Dorset, for its residents, its visitors and management of the environment. We want to bring new, high quality jobs into the area and ensure our workforce is suitably trained and qualified to meet the needs of business.

Dorset County Council is committed to playing a positive and proactive role to enable sustainable economic growth. The Council itself cannot create jobs and enterprise, but it is able to create the conditions for enterprise through the provision of economic and social infrastructure, and making it easier to do business. We also have an important role to play encouraging collaboration and the wise use of limited TBC after draft approved public resources to enable growth. We will work with private, public and voluntary sector partners where our objectives and priorities are aligned and where collaboration will achieve more than working in isolation. The Council is the accountable body for the Dorset Local Enterprise Partnership (LEP), and we will support the efforts of the DLEP to secure investment and benefits for the area.

Dorset County Council is the largest employer in the County, and despite significant cuts to our budget we currently spend some £350 million on goods and services. It is crucial that we recognise the responsibilities this places upon the Council to act as an exemplary employer and business partner. Further reductions in public spending are inevitable and we will carefully consider the impact that this will have on local businesses and supply chains, to try and ensure that we derive maximum local benefit from the way in which we do business and discharge our responsibilities.

There is a great deal to celebrate in the Dorset economy, but there are barriers to be addressed and opportunities to be realised to improve the area’s performance and contribute towards local and national prosperity. It is also crucial that everyone in the community has the opportunity to actively participate in economic growth, and reap the benefits in terms of personal satisfaction and well-being.

Dorset is not an island and we are subject to changes in policy and conditions at national and international levels. It is crucial that we are forward looking, do not lose sight of the big picture, and provide a strong voice for Dorset.

Colin Jamieson Portfolio Member for Economy

For further information please contact David Walsh, Economy and Enterprise Team Leader email: [email protected] Telephone: 01305 224254 1.Strategy and Vision These strands are inextricably linked and support for one strand will often have positive impacts for all of them. They involve the work of officers across the council and are intended to be led by members to drive forward growth in a locally relevant and sustainable way. Vision These aims are reflected in our long-term vision, showing where we want to be as an Our vision is for a strong and successful Dorset economy, with strong organisation in 2025 and beyond. We want to have high value and highly skilled employment businesses offering a diverse range of jobs to skilled and valued workers. as the norm, with innovative and forward thinking projects, which result in effective, joined up working with partners that result in high quality services and infrastructure across the region. Given the crucial and strong links between economic prosperity and health and well-being, we understand that a vibrant economy and opportunities for all are essential prerequisites to achieving wider corporate objectives Spatial implications around health, well-being and safeguarding. The Council cannot create Whilst the Dorset LEP area (including and ) is a relatively self-contained enterprise but can help to create the conditions for enterprise and provide area in terms of travel to work patterns it can be divided into three areas for the purposes of defining policy approaches: the economic (broadband, transportation, waste management, etc.) and social infrastructure (schools, skills, regeneration projects, etc.) to enable • South East Dorset (Bournemouth, Poole, Christchurch and parts of East Dorset and economic growth. Purbeck) containing the majority of Dorset’s population and employment. It benefits from an airport, a major port, two universities and a strong business services and visitor economy. The vitality and prosperity of South East Dorset is crucial to the economic well-being of the whole Corporate priorities of Dorset, and the Council will continue to support and deliver appropriate investment and interventions to ensure continued improvement in economic performance To create and support a strong and successful Dorset, our priorities are:- • enabling economic growth • The Western Dorset Growth Corridor based on Dorchester, , their • promoting health, well-being and safeguarding hinterland and links to the north, around which major employment sites, two ports and county wide services are based. This corridor contains areas that have demonstrated recent growth, areas that perform poorly, and opportunities that need support to be realised. Settlements Our strategy for the Dorset economy shows the areas and sectors we prioritise, the in the corridor are inextricably linked in terms of travel to work, transportation, supply chains, challenges we face, the actions we will take, and the ways in which we will measure housing market area and training providers. It therefore makes sense to work in collaboration success, in order to enable economic growth and therefore promote health, wellbeing and with partners to provide a shared vision and action plan to overcome barriers, drive and enable safeguarding for all of Dorset’s residents. economic growth for this area. Dorset County Council sees the at the heart of all public services and as • Growth Towns and Rural Dorset, is characterised by coastal and market towns, including one of the main driving factors to increase quality of life for residents and visitors. Dorset has Blandford, , Gillingham, Wareham, , , and , a competitive, diverse and successful economy with great potential in a number of sectors as well as the wider countryside; all of which accommodate a diverse range of businesses in and areas. To make the most of this, the council’s vision is for all authorities and residents to manufacturing, technology, tourism, retail, accommodation and food services. These towns work together for a strong and successful Dorset. The area’s economy already performs well have further potential for economic growth which will be encouraged in unison with local in many respects but it faces a number of challenges such as low pay, low productivity, and partners. Gillingham in particular has experienced recent growth and has potential for more; skills shortages, which are barriers to further growth and prosperity. the Council will strive to ensure that appropriate investment in infrastructure supports this growth. Rural Dorset has continued to demonstrate growth in recent years and this will be Strategic objectives encouraged to continue through providing infrastructure for growth, appropriate interventions to diversify and increase high quality job opportunities and productivity, harness environmental The Council is aligned to the four core priorities of the Dorset LEP:- assets, and enable communities to realise their ambitions and aspirations. Communities 1. Competitive Dorset: Encourage and facilitate business growth. will be enabled to identify barriers to growth and overcome them with local solutions with 2. Connected Dorset: Provide and facilitate the use of high quality infrastructure. the assistance of European Union funding in the form of the LEADER rural development 3. Talented Dorset: Maximise the council’s positive impacts on the local programme and European Agricultural Fund for Rural Development. economy and develop skills. 4. Responsive Dorset: Enable opportunities for communities and making it easier to do business. Environmental Goods and EGS is a major knowledge intensive sector with large employers, Services (including power) world renowned businesses, renowned environmental credentials, growth in renewables, large potential for cluster and supply chain development, strong history of development around cutting edge technologies and strong R&D, and large workspace and employment opportunities across Dorset. Key sectors of the local economy Food and Drink The Food & Drink sector in Dorset is acknowledged for quality The key economic growth sectors have been identified as advanced engineering and manufacturing niche products. It is a major exporter and excellent at promoting (with an emphasis on aerospace, defence and marine activities) and digital and creative industries. Dorset’s food and festivals. Social care and health is a crucial sector due to the demographics of the County and the pressure this places upon public services. Collaboration and synergy between sectors is crucial and Business, Professional Dorset has an average business and retail sector in terms of its size, productive and will be encouraged and enabled; for example, developments in the digital and and Retail Services though the sector has suffered in recent years. The Council will creative sector impact upon health and social care with advances in assisted living technology. support growth through positive Trading Standards provision.

Land-based industries Land based industries are a major part of Dorset’s econamy, and Major Sectors of the Dorset Economy (including agriculture, do much to shape the pressenation and management of the agri-tech, minerals and mining) environment. Developing around Kingston Maurward College, agri-tect is een as a growth area, particulary in its application to Advanced Engineering AEM is a priority sector for development. It is a key, well dairy and small field farming. and Manufacturing established, knowledge intensive sector which develops innovative products, has businesses with strong international reputation and Emphasising: can deliver strong local growth in high technology and medium- Tourism and Leisure Tourism has traditionally been a major part of Dorset’s economy. Dorset has many assets, including a UNESCO World Heritage - Aerospace high technology manufacturing. Site (Dorset and East Devon Coast, known as the ), - Defence and is a world-renowned area for outdoor leisure and sports. - Marine Activities The council will support and promote the growth of the sector; encourage exporting and inward investment; support retention of However, improved productivity and competitiveness will require existing businesses; and bring forward economic growth at priority smarter destination management. The sector must also address employment sites. issues around low pay, low skills, limited career opportunities and seasonal employment.

Creative Industries/Digital CDI is a priority sector for development. With the Silicon South project underway; superfast broadband being rolled out across the Public Sector Dorset’s public sector has a highly skilled work force. The public county; and increased links with Bournemouth University and AUB, sector is the largest employer in Dorset. Major projects around the D&CI have major growth potential. sector include the local authority trading companies and research into creating a combined authority. The Council’s main aim is for The council will promote 100% geographical coverage of Dorset the public sector to use its resources to facilitate economic growth. for both superfast broadband and mobile internet / Wi-Fi coverage as well as developing a virtual University for Dorset. The strength of the Dorset economy is its diversity, resilience and ability to withstand the worst impacts of global downturns and volatility. This strength in diversity will be supported through Health and Social care HSC is a priority sector for development given Dorset’s investment and interventions, with focus to strengthen specific sectors and area based growth demographic challenge of an aging population. Significant job opportunities as identified above. The Council will be active in influencing policy and securing growth is anticipated and the sector is predicted to become ever resources in collaboration with partners to ensure that economic growth is not constrained more important over the next two decades. by lack of employment workspace, suitable to the needs and demands of current and The council will enable and promote the development and use future enterprise. of e-health and e-care solutions utilising the superfast broadband network investment.

Construction Construction has a key role in supporting economic development and growth and is an important facilitator for the development and growth of all other sectors. Skills Harnessing the environment The development of skills in Dorset is crucial for achieving economic prosperity and general The council places great importance on working with the Dorset LEP to deliver growth wellbeing for all residents. Amore highly skilled and highly educated workforce will boost through enterprise and the environment and support a strongly performing, productive productivity and employment. and sustainable economy. Dorset has high levels of economic activity and low levels of unemployment; however, there are Alongside this, the council recognises the unique assets in Dorset in terms of its environment and currently a number of barriers to developing a higher skilled workforce. These include a shortage of natural beauty. Working with organisations such as the Dorset Local Nature Partnership (DLNP), we high paying and high skilled jobs, fears that trained personnel will leave, and limited information and will strive to protect, enhance and invest in the environment to make sure that it is richer in quality guidance for young people. The Council envisions Dorset becoming a national leader in our priority and diversity and more resilient to change, and we understand that maintenance of a healthy sectors and intends to work in partnership with partners to develop and implement our ‘Talented environment is recognised as the critical success factor in the well-being of current and future Dorset’ priorities. generations. The Council is committed to assisting the delivery of the Skills Plan for Dorset (Dorset LEP) and More than 50% of Dorset is defined as Area of Outstanding Natural Beauty. Furthermore, there enhance the skills of our current and future workforce. are extensive designations of wildlife and habitat which are of not just national but international importance. The historic nature and architectural heritage of our settlements and the abundance of The Council will focus on the critical transition from education to work through supporting the listed buildings and ancient monuments all serve to enhance the natural beauty of the area and give vision of the DCC Increasing Participation Strategy, including working with partners to ensure: our towns and villages their distinctive character. • All young people are aware of all post 16 opportunities to participate and are The coastline between Lyme Regis and Swanage has world heritage status (Dorset and East Devon supported and encouraged to use this knowledge when making decisions. Coast World Heritage Site). This reflects the quality and significance of the coastal zone to Dorset. The majority of the population lives on or near the coast, and it serves as the major attractor for • All young people have the skills required to meet the needs of the local visitors to the area. economy as expressed by the Dorset LEP and its Employment and Skills Board.

The quality of the Dorset environment gives the area a competitive advantage proving attractive • All young people understand and are supported to progress onto, through and from their to businesses, employees and visitors. It is also a source for direct and indirect jobs, and offers real post - 16 learning. potential for new and sustainable enterprise and economic growth. It is important to both harness and conserve the assets of the environment to deliver economic growth. Addressing disadvantage As noted above, Dorset does have clear issues that need to be tackled with both short innovate, redesign services and adopt commercial practices and cultures in order to achieve corporate and long-term plans. These include an ageing population, pockets of unemployment objectives, safeguard service quality and make the required efficiency savings to ensure they are sustainable in the long term. and lower incomes, a skills gap, and a lack of attractive jobs for young people. The Council is a major spender/investor in the local economy, and still has considerable assets in According to the most recent Index of Deprivation, thirteen areas in Dorset are in the top 20% the form of buildings, land, vehicles and skilled staff. It will strive to utilise and engage these assets most deprived areas nationally for multiple deprivation. These are concentrated in Weymouth in innovative ways to maximise impact and deliver improved services in support of achieving the and Portland, but also occur in Christchurch and Bridport. corporate objectives. This could take various forms, including partnership investment to enable the availability of employment land, as at Dorset Green in Purbeck, or collaborative working where the Care Act Council’s contribution will enable significant activity and/or the securing of external funding for Dorset. Adult Social Care is crucial in Dorset and the Care Act is changing the way that quality care is provided across the country. Dorset has a significant proportion of older people in the population and this is driving growth in the social care and health sector. Collaborative working No economy is isolated, and no single organisation can bring economic prosperity to Dorset. The council sees both significant challenges and significant opportunities in the sector. The Council has a long and successful track record of working with partners across our district Synergies are evident between the social care and health and the advanced engineering and and neighbouring authorities, as well as groups nationally and locally to improve our manufacturing and digital and creative industries, e.g. around ICT and medical technology. economic performance. New models for the delivery of care and health services will provide new enterprise and job opportunities. Social enterprise and the voluntary sector can provide skilled, well paid jobs We envisage closer and stronger partnership working, in order to stimulate business, enterprise and in Dorset and help ameliorate supply gaps in the market. As such, the Council aspires to an creativity, support employment, education and skills, and facilitate the delivery of projects which integrated and innovative Care sector that is supported and enabled by local authorities. contribute to growth across Dorset.

The Council recognises the importance of the Voluntary sector to Dorset’s economy. Commercial approach With the ability to bring new sources of income into Dorset and making up 4% of Dorset’s economy, Commercialism in local government is essential in securing efficiencies and improving the Voluntary sector is a valuable market and is relatively undermanaged at the moment. Recognising service delivery. Local authorities have faced an average 40% spending reduction over the contribution of the Voluntary sector and taking a more strategic approach to development will recent years, with more to come in the immediate future. be crucial to future economic success in Dorset and promoting the enabling effects of the sector in areas such as childcare, training, transport, and skills is a priority for the council. Engagement at both Subsequently, the Council has adopted an increasingly commercial approach. This involves strategic and grassroots levels is a priority for the council and encouraging links with other sectors of generating revenue, behaving in a more business like way, increasing commissioning of services the economy to realise the potential of the Voluntary sector is a priority for the council and a crucial and being more business friendly. Under tough financial constraints all local authorities must way to develop economic growth across the county. 2.5 Host and provide financial support for ‘Property Pilot’, the web-based 2. Competitive Dorset interactive database of employment and commercial land and premises for Dorset, Bournemouth and Poole. This also serves to provide account The objective of competitive Dorset is to unleash the potential of existing businesses, management for business engagement, and informs responses to inward encourage the creation of new ones, and attract investment. Dorset businesses are investment enquiries. increasingly operating in a competitive trading and investment environment, both within the UK and overseas. Moving businesses up the value chain to enable them to 2.6 Promote Dorset as a business location, for inward investment and further be more productive and competitive remains a key challenge. Dorset County Council investment by foreign owned companies already present in the area. will collaborate and co-ordinate with partners to make the area more competitive in the following ways:- 2.7 Manage and deliver the Growing Places Fund on behalf of the Dorset LEP; a multi-million pound revolving loan fund to unlock stalled employment, Resources have been identified for the majority of activities in sections 2-5 inclusive. housing or transport schemes. However, the scale of delivery and some of the more aspirational interventions will depend upon securing additional resources, either from greater collaboration, 2.8 Secure funding and delivery of business support services, including Broadband Connection Vouchers, to enable and ensure Dorset businesses innovative delivery models or external funding. The Council has identified six exploit the full potential of the roll-out of superfast broadband. activities (highlighted in blue) which are considered crucial for further research and development within the first year of this strategy. 2.9 Assist the development of major investment proposals, such as ‘’ and ‘MEMO’ on Portland.

2.10 Establish the Dorset Arts Development Company (as a Community Interest 2.1 Purchase land and develop workspace at Dorset Green (Winfrith) in Company) to promote and develop arts, culture and the creative industries to collaboration with Purbeck District Council, the Dorset LEP and the Homes create jobs, benefit the community, and drive tourism. and Communities Agency.

2.2 Sponsor the delivery of business start-up courses, both generic and tailored 2.11 Assist businesses to reduce their carbon footprint, operate more sustainably to specific opportunities such as implementing the Care Act or alternative and improve their competitive edge. business models for service delivery. 2.12 The Council will support growth and development of the key sectors for 2.3 Provide financial support for the operation and enhancement of the Dorset the local economy as shown in the sector matrix. Business Mentoring Scheme (Dormen).

2.13 Support the establishment and operation of the Dorset Destination 2.4 Support the delivery of co-ordinated business support services through the Management Organisation to improve the productivity and competitiveness Dorset Growth Hub, including acting as the accountable body. of the tourism sector, especially through the development of culture and the creative industries, and the management and interpretation of environmental assets 3. Connected Dorset

The objective of connected Dorset is to improve electronic and physical connectivity, particularly through high-speed broadband. Dorset needs high quality, efficient and sustainable infrastructure if it is to deliver to its economic potential. 3.8 Lobby and evidence the need for and benefits from improved rail Dorset County Council will collaborate and co-ordinate with partners to make the infrastructure and services, including the route from Weymouth to area more connected in the following ways:- London via Yeovil and Salisbury.

3.9 Deliver a planned programme of highway improvements to continually improve the network, and respond to unforeseen circumstances. 3.1 Managing the roll-out of the Superfast Dorset broadband programme.

3.10 Assess the business case for the improvement of north-south road linkages 3.2 Identifying and finding solutions for those areas which will not be covered by through Dorset, to inform future prioritisation exercises. Superfast Dorset.

3.11 Encourage and promote community transport and the enabling role that the 3.3 Review and roll-forward the Digital Infrastructure Strategy for Dorset, Voluntary sector plays. in order to continue to secure investment and improvements.

3.4 Monitor the delivery of the National Mobile Infrastructure Programme, to ensure effective mobile phone service coverage to support economic growth across Dorset.

3.5 Deliver transportation infrastructure to remove barriers to growth at Bournemouth Airport, including major renewal of the A338 Spur Road.

3.6 Continue to engage in the ‘Three Towns’ travel initiative to reduce congestion in South-East Dorset.

3.7 Deliver a sustainable, integrated transport network, enabling access to employment, education, training and key services for all groups within the population. 4. Talented Dorset

The objective of talented Dorset is to enhance the skills of our current and future workforce. We must ensure that employment and skills related issues are comprehensively addressed, and that the interventions delivered address the needs and demands of Dorset’s economy and communities. There will be emphasis upon both the supply and demand for skills, as well as the retention of talent. Dorset County Council will collaborate and co-ordinate with partners to make the area more talented in the following ways:-

4.1 Engage in the work of the Dorset LEP Employment and Skills Board and the 4.8 Collaborate with appropriate partners to ensure a smooth and informed delivery of the Dorset Skills Strategy. transition from school to work.

4.2 Work with partners to ensure that economic opportunities are available 4.9 Continue to develop and deliver the Council’s apprenticeship to all residents. programmes,traineeship and assisted internships

4.3 Develop and deliver new initiatives to attract new entrants to the social 4.10 Support the Voluntary sector in providing training and experience to care and health sector in Dorset. increase the skills of the workforce and volunteers.

4.4 Work with local authority partners and Bournemouth University to introduce 4.11 Encourage closer cooperation between the Health and Social Care and students to the provision of domiciliary care during their time in the area Voluntary sectors to better tackle the Care gap in Dorset.

4.5 Collaborate with partners to develop and deliver the ‘Careers College’, and increase participation from schools across Dorset.

4.6 Take a strategic approach to work with schools to deliver impartial careers advice, improve their knowledge of the local economy, including local career opportunities and routes to employment, and engagement with the business community.

4.7 Ensure children in the care of the Council receive appropriate and additional guidance, advice and opportunities to achieve their training and employment aspirations. 5. Responsive Dorset

The objective of responsive Dorset is to create the conditions for enterprise and make it easier to do business in Dorset. Dorset County Council will collaborate and co-ordinate with partners to make the area more responsive in the following ways:-

5.8 Collaborate with Local Planning Authorities to ensure that Local Plans 5.1 Develop and deliver the concept of the Western Dorset Growth Corridor are positive, consistent and co-ordinated and provide certainty to enable (Portland, Weymouth, Dorchester and links north) with partners, to clarify sustainable economic growth. ambition and secure investment to realise the economic growth potential of the corridor. 5.9 Enable and assist small and medium sized enterprises to bid and tender for County Council goods and services contracts. 5.2 Identify and facilitate access to external funding opportunities to enable economic growth aligned to the Council’s objectives and priorities, and assist the development of business cases to secure funding for interventions to 5.10 Make it easier to do business by providing the best Trading Standards advice enable economic growth. to businesses to ensure they trade fairly and safely.

5.3 Provide a strong and concerted voice for Dorset to inform and influence 5.12 The Trading Standards service will work more closely with the Dorset Growth policy and resource allocation, at local, national and European levels. Hub, Dorset Chamber of Commerce and Industry, and Town Chambers, to enhance regulatory advice services to businesses. 5.4 Implementing the Care Act in ways which meet need and demand whilst realising growth opportunities arising from the social care and health 5.13 Encourage business links and communication with the Voluntary sector. economy; including innovative service provision models, applying advances in assistive technology, and increasing the role of private and voluntary sector providers. 5.14 Support social enterprise across the county and encourage engagement with the public and private sector. 5.5 Provide economic intelligence and data for use by Dorset businesses and communities and by the public sector to inform policy and interventions, including economic impact modelling services.

5.6 Manage and deliver the LEADER rural development programme, through the Northern and Southern Dorset Local Action Groups.

5.7 Ensure that Minerals and Waste Local Plans provide a positive and sustainable framework for economic growth. 6. Performance Appendix 1: Economic review This section gives a summary of the key economic indicators of Dorset. It does not attempt to provide a full economic assessment as there is already a wide range of economic research and management data available (eg. Dorset LEP dashboard and Dorset Local Economic Assessment). Economic information will be updated and broken down during delivery and subsequent reviews of the Enabling Economic Growth Plan. This will be used to identify and address issues with specific The Council has introduced outcomes based accounting to monitor performance. The geographies and socio-demographic groups. Corporate Plan emphasises the importance of collaborative action and acknowledges that if we work together:- On the surface Dorset is an affluent area particularly in relation to employment.

• By increasing the number of businesses in the county, new businesses will thrive Dorset enjoys the 7th lowest unemployment... 7.0% and prosper and existing businesses will grow and become more productive, bringing greater wealth to the people and economy of Dorset 6.0% • Dorset’s natural, cultural and heritage environments will be well managed, healthy, Bottom 10 5.0% productive and vibrant • More people will be able to secure the employment opportunities of their choice 4.0% • Dorset will have an energy efficient, low carbon economy, and reduce 3.0% unnecessary waste • Children and young people will be confident and successful learners who can 2.0% Top 10 achieve personal success as they grow into adulthood 1.0% • Dorset’s workforce will be highly skilled • Young people will stay in Dorset and make a positive contribution to the economy 0.0% DCC Proportionresidentpopulationclaimantcountage of by working Surrey

• People have a reduced need to travel and will be able to move about the county Rutland Sandwell Blackpool Hartlepool Hampshire Nottingham Wokingham Oxfordshire Birmingham safely and efficiently when they need to of Isles Scilly West BerkshireWest Middlesbrough South Tyneside Cambridgeshire Wolverhampton Kingston upon Hull

• More businesses will start and prosper because of better internet and mobile Redcarand Cleveland

phone connections Windsorand Maidenhead Claimant count (Jan-Dec 2014 average), ONS • Communities will be strong and connected The claimant count in the DCC area is as low as 1.0% which indicates a strong labour The Council will establish an internal Enterprise Board to ensure that this Strategy market with a healthy number of claimants seeking new employment opportunities. remains relevant, is delivered, and that actions have the desired, positive impact. Progress towards the achievement of these outcomes will be monitored on a regular basis, reported to Council, and recorded on www.dorsetforyou.com website. ...and 10th highest economic activity of the upper-tier LAs 95%

Many of the interventions mentioned above will have their own performance 90% 64) management regimes. These could be derived from annual delivery plans or - Top 10 accounting for the use of external funding. These will also be used to evaluate 85%

performance and ensure that resources are well used and contribute to agreed 80% objectives and priorities. 75%

Economic (16 activity rate Bottom 10 Another tool for monitoring the performance of the Dorset economy is the Data 70% Dashboard which has been develop in association with the Dorset LEP and can be found at 65%

https://www.dorsetforyou.com/datadashboard 60% DCC Lambeth Newham Leicester Coventry Rochdale Liverpool Ceredigion Birmingham Manchester DundeeCity OrkneyIslands Aberdeenshire West BerkshireWest Cambridgeshire BracknellForest Shetland Islands Central BedfordshireCentral

South Gloucestershire Economic Activity (Jan - Dec 2014), ONS Blackburn with Blackburnwith Darwen

83.0% of the working age population in the DCC area are directly involved in economic activity, which is over 15 percentage points highest than the rate in the lowest areas. The proportion of DCC residents with a higher education qualification is above both It is also of concern that the above data cannot be broken down further and includes the regional and national averages. DCC also has a lower proportion of residents that urban areas (i.e. Christchurch, , Wimborne, , Blandford, Gillingham, do not possess a recognised qualification and young people that are Not in Education, Dorchester, Weymouth and Bridport) and may not show the complete picture in Dorset’s Employment or Training (NEET). rural economy.

The percentage of employees deemed to be in knowledge driven industries is 48.8% Dorset CC SW UK (*Eng) within the DCC area compared to 52.9% nationally (2013 Business Register and Employment Survey). DCC has a relatively higher proportion of retail and hospitality % with qualifications to Level 4+ (aged 16-64)1 36.8% 36.6% 35.8% employees whilst employing less people in financial services. The Dorset Strategic Economic Plan states the LEP has ambitions to develop Dorset’s knowledge driven % with no qualifications (16-64)1 5.1% 5.6% 9.0% industries whilst appreciating the challenges of having an ageing population and needing to provide a workforce with the right skills. In a recent survey, a third of Dorset NEETS% 16-182 4.0% 4.5% 4.7%* respondents indicated that they had at least one vacancy that was hard to fill (2013 UK Commission’s Employer Skills Survey). 1 Annual Population Survey (Jan-Dec 2014) 2 Dorset Quarterly Report 16-18 year olds (Ansbury Jan 2015) The table below shows that average earnings in the DCC area and its districts are all lower than the national level. However, there appears to be a wide variation between Despite the promising overarching statistics on employment and skills, there remain a the districts with average earnings in Purbeck almost £7k per annum lower than those number of issues to be addressed. For example, the claimant count in certain areas is in Christchurch, possibly due to the greater reliance on employments in the seasonal up to three times higher than the DCC average and four areas (Melcombe Regis Town hospitality industry. Despite the relatively low level of earnings, house prices are well Centre, Melcombe Regis Park District, North and Littlemoor West) are in above national levels which may be attributed to Dorset’s exceptional offer to families, the 10% most deprived in (2010 Indices of Multiple Deprivation). retirees and second home owners. The combination of low earnings and high house prices makes the housing affordability in Dorset some of the lowest in the country, which In DCC, 30.6% of those in employment are working part time compared with 25.5% ultimately hinders the local economy through its ability to attract new employees. nationally (2014 Annual Population Survey) whilst the latest claimant count data (March 2015) shows that 28.0% claimants are under 24 years old compared to only 22.6% nationally. At the same time, 7.8% of 16-18 year olds in DCC are in jobs without Housing Earnings1 training compared with 4.0% nationally and as much as 9.7% in Purbeck. This should Affordability2 be of great concern as finding meaningful employment for young people will be crucial for enabling Dorset to reach its economic growth potential. England £27,500 6.72

Another significant indicator for DCC is that its gross value added (GVA) per head that Dorset £26,257 9.45 has failed to keep pace with the national and regional levels (as well as the Poole and Bournemouth area). It is appreciated that economic productivity is likely to be lower in Christchurch £29,174 9.69 rural areas but it is concerning that the gap appears to be widening. East Dorset £28,354 10.77

North Dorset £24,101 10.15 Productivity in Dorset continues to lag behind, particularly in rural areas £25,000 / head Purbeck £22,268 8.72

West Dorset £25,867 8.08

£20,000 / head Weymouth and Portland £26,667 9.38 1 Median gross full-time annual pay - 2014 Annual Survey of Hours and Earnings (resident analysis)

£15,000 / head

2 Ratio of median house price to median earnings - South West Bournemouth and Poole Workplace based GVA per head at current basic prices basic current at head per GVA based Workplace Q2 2013 DCLG Dorset CC

£10,000 / head 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Appendix 2: SWOT analysis of the Dorset economy The Dorset Strategic Economic Plan highlights that “barriers to housing and commercial development threaten to undermine Dorset’s ability to accommodate economic and population growth” and suggests it is “the single greatest challenge facing local partners”. A recent report states that only 62% of the new homes required in the South West are being built (Home Truths 2013/14: the housing market in the South West – National Housing Federation). Weaknesses • Complex and difficult partner relationships Latest projections suggest that supply and demand for employment land within • Limited engagement with businesses the Dorset LEP area is finely balanced over the next fifteen years (Bournemouth, • Average FE and limited HE Dorset and Poole Workspace Study 2012). It should be noted that all of the large Strengths • Low productivity sites identified in the study (Aviation Park East & West, Dorset Green, Blunts Farm • Low unemployment and high economic activity • Low wages and Brickfields) are within the DCC area and account for over a third of the required • Strong sectors and world-class businesses • Under-supply of residential/commercial premises/ supply of employment land. • International airport available workspace • Deep water port • Pockets of deprivation, low skills, NEETS • Outstanding environment and jobs without training • Roads capacity and limited rail service to • London and Bristol • Inadequate broadband and mobile telecoms • Lack of ambition • Issues often acerbated in rural areas

Opportunities Threats • Maximise potential of Dorset LEP • Global marketplace (Eurozone, low cost economies) • Develop key sectors • Reducing public funding • Utilise key strategic employment sites • Rural areas falling behind • Promote trade and inward investment • Lack of affordable housing for working families • Provide skills and training to maximise opportunities • Ageing population: limits workers & causes stagnation • Combined authority / growth unit • Complacency hinders economic growth • Harness outstanding environment to aid growth • Small business reforms • Maximise DCC’s impact on local economy • Perception of Dorset as business/investment location • Development of third sector/social enterprises Appendix 3: Summary of Dorset’s key sectors

Sector Key facts Key employers Strengths and Barriers to growth Sector Key facts Key employers Strengths and Barriers to growth opportuntunities and treats opportuntunities and treats

Advanced Engineer- High skilled and Atlas Elektronik; Key knowledge Skills gaps; lack Food & Drink Employment in line with Hall & Woodhouse; Quality niche Low paid work; ing & Manufacturing significant sector Cobham; Dextra; intensive sector of STEM skills; the national average, RWM Dorset; products; exports; seasonal employment. (including aerospace, accounting for 6% Curtiss-Wright; BAE with development perception of sector; but with concentrations Fudges; Olives et Dorset food composites defence of employees in Systems; Meggitt; of cutting ageing workforce; in North Dorset (3%) Al; Dorset Cereals; promotion and and marine) Dorset, with higher Ultra Electronics; edge products; suitable and readily and in West Dorset Keith Spicer; Clipper festivals; Dorset Food concentrations in Caterpillar Marine; businesses with available land and (2%); significant export Teas. and Drink; large Purbeck (12%), G3 Systems; Manor strong international premises; need for opportunities. employer locally; Christchurch (10%) Marine; AGC reputation and strong on-going expenditure nationally renowned and East Dorset (8%) AeroComposites; local growth in high on R&TD; further companies. (compared to 4% Sunseeker Int. technology. Key supply chain nationally). Well paid employment sites development may be Health & Social care Ageing population has Agincare; Bluebird Large job growth Low paid/skilled work; jobs and GVA per FTE including extension needed; businesses service implications for Care. anticipated. workforce retention is £62,800 (well above to Holton Heath, often more well DCC; large job growth and recruitment Dorset average). new workspace at known on a national in sector anticipated; difficulties; aging Bournemouth Airport, or international basis employment is in population has Dorset Green and than a local basis. line with the national significant service Cobham Gate; inward average at 14% with implications. investment potential. West Dorset above average at 18%. Business, Professional In Dorset 11% of firms National Bridport has least Retail has suffered & Retail Services and 11% of employees supermarket chains. number of empty in recent years with Land-based industries 10% of firms in Dorset Large estates and Agri-tech seen Ability for new in retail sector much in shops of town in closure of large (including agriculture, are in agriculture, landowners. as growth area; entrants to enter the line with the national SW and is in top 10 multiples. Impact of agri-tech, minerals and forestry & fishing, investment in agri- sector, potentially averages. Below national nationally. internet selling. mining) but with higher tech facilities at stifling enterprise. average number of firms concentrations in North Kingston Maurward and employees. (18%) and West Dorset College part funded (17%). Mining quarrying through Dorset LEP and utilities accounts for ; EAFRD Construction 12% of firms and 6% of John Reid & Sons; Construction training Skills shortages 4% of employment in programmes (eg. employees in Dorset Rollalong Limited; centre at Weymouth forecast; sector Purbeck. LEADER); demand are in the construction Wessex Group. College. performance follows for veterinary skills; sector, compared with closely state of aquaculture. 10% and 4% respectively economy; high levels nationally. of self employment. Tourism & Leisure The tourism and leisure Lulworth Growth and new Low paid work; sector accounts for 8% Estate; Monkey flight routes at seasonal employment; of employees which is World; Merlin Bournemouth Airport; poor perception of Creative Industries/ Employment in Dorset is Farrow & Ball; RLA; Silicon South project Increased coverage of above national average Entertainments; UNESCO World sector for career Digital low, at 1/2 the national New Look. underway; superfast superfast broadband of 6%. Higher levels of Bournemouth Heritage Site; world development; average, but may 'hide' broadband being needed for rural employment are evident Airport; West Dorset renowned area for fragmented nature self-employment. GVA rolled out across business parks and in Weymouth & Portland Leisure Holidays. outdoor leisure and of the sector; very per FTE is £52,800; county; Bournemouth remote locations; (13%), Purbeck (12%) sports; Destination competitive sector on attractive sector University & AUB. suitable and readily and Christchurch (10%). Management global scale. for young people; available land and Organisation knowledge intensive premises (DMO) established; sector; DLEP priority Weymouth & Portland sector. National Sailing Academy; MEMO Environmental Goods Highly skilled growth New Earth World renowned Supply chain not project; Jurassica. & Services (including sector with well paid Solutions; British businesses; growth in well developed; power) jobs; sector accounts for Solar Renewables; renewables; potential businesses often 2.5% of employees - in Perenco UK; Nuclear for cluster and supply more well known Public Sector Public sector remains a Local Authorities; Highly skilled work Restraints on line with the national Decommissioning chain development on a national or large employer in Dorset NHS; HM Prison force; large employer government funding, average - but with Authority (NDA). (esp. around Navitus international basis in spite of significant Service. in Dorset; local restructuring, job a particularly high Bay); development than a local one. job cuts, accounting for authority trading losses. percentage in Purbeck of cutting edge just over one-fifth of companies; combined (7%); attractive sector technologies & strong employees marginally authority; use of for young people; R&TD; workspace above the national resources to facilitate large employers; key and employment average. economic growth. knowledge intensive opportunities at sector. Dorset Green.