Going for Growth - investing in your future.

Economic Development Going for Growth - investing in your future. A shared vision and action plan for the economic development of Braintree District 1 “One District, One Voice One District, One Vision” 2 Contents Introduction Our Ambitions, by Nigel Harley, Deputy Leader and Portfolio Holder for Enterprise, Culture & Leisure, Braintree District Council Our Shared Vision, by Brian Cutmore, Chairman of the Braintree District Economic Development & Transportation Partnership Board National, Regional and Local Context Challenges and Opportunities Strategic Priorities Objectives and Key Tasks Delivering the Vision Managing Performance Page 4 Page 5 Page 6 Page 8 Page 14 Page 17 Page 18 Page 20 Page 21 Appendices Appendix 1: Economic Development Strategy Evidence Base Appendix 2: Analysis of Strengths, Weakness, Opportunities and Threats Appendix 3: Stakeholder and Community Engagement Process. Appendix 4: Glossary of Terms Page 22 Page 25 Page 30 Page 33 Publication date: June 2009 3 Introduction The clear message from our local businesses, partners and communities is that Braintree District needs to be ambitious and pro-active and to continue to embrace and manage sustainable growth. Settling for “business as usual” will not allow us to reduce our carbon footprint and capitalise on our diversified business base, and strategic location in relation to Stansted Airport, London, Cambridge and the Haven Ports to attract new businesses and infrastructure investment and provide local well paid jobs. Braintree District Council will build on its reputation for being innovative and open for business; being flexible in terms of compliance with planning policy, simplifying regulations and removing bureaucratic barriers to setting up and growing businesses. Our shared economic development strategy aims to address areas of concern and create and promote the conditions for the whole community to enjoy economic prosperity. It is backed up by a separate detailed action plan which will drive the work of the Council and the Local Strategic Partnership through its Economic Development and Transportation Partnership Board. The strategy was commissioned by the District Council and the Economic Development and Transportation Partnership Board in October 2008. It is the product of the efforts of over sixty organisations and individuals who have contributed their considerable energy and unique insights to create a picture of how the local economy functions currently and how it could be made more successful by more targeted and co-ordinated public interventions. Local businesses have grasped the opportunity to shape the strategy despite having other preoccupations during the current economic downturn and will continue to be encouraged to participate in reviewing the performance of the action plan. In addition, the Local Committees for Braintree, Halstead and Witham have debated and endorsed the strategy and the views of adjoining Local Authorities and the wider community are reflected in this document and the accompanying Action Plan. 4 There is a culture in the District for blazing new trails and embracing growth of the right sort such as ‘Freeport’, Great Notley Village and the ‘Skyline’ Business Park. Despite the current recession, the District Council and its partners will continue to promote the right level of growth to tackle structural issues such as safeguarding and creating jobs, improving skills levels and reducing the need for residents to commute to find well paid work. Underpinning the management of future growth is the imperative to safeguard the rural, historic and natural environment of the District, to reduce carbon emissions and to maintain the diversity of the economy. The production of the economic development strategy has coincided with the public consultation period for the Braintree District ‘One District, One Vision’ draft strategy. This comprises two elements: the ‘Sustainable Community Strategy’ which sets out the social, economic and environmental priorities for people and communities in the District for the time between now and 2025; and, the ‘Core Strategy’ of the Local Development Framework (LDF) which shows locations where housing, employment and other types of development could take place in the District and the policies which will underpin development within the District and make sure that it takes place in the best possible and most sustainable way. The economic development strategy is influencing the drafting of planning policies in the emerging LDF, in particular, by making the case for introducing more flexibility on the size and type of industrial and commercial buildings that will be allowed, encouraging more innovative policies that can accommodate the requirements of new growth businesses, acknowledging the pull of Haverhill and Sudbury as business locations in adjoining local authorities by promoting the retention and creation of employment sites in the rural north of the District; and, reflecting that increasingly, people are working from home and wish to walk or cycle work in their local communities. Delivery of the economic priorities in ‘One District, One Vision’ will be carried out through this Economic Development Strategy and action plan. Since the commissioning of the strategy, the economic downturn has turned into a full-blown recession and challenging housing growth targets up to 2031 have been suggested for the District in studies that are contributing to the Review of the East of England Plan. The economic development strategy has been coloured by these events and includes both short-term measures initiated by the District Council and other public agencies to help businesses and communities to thrive through the recession and longer-term aspirations for managing economic growth, post recession. The District Council is proposing to hold an economic summit in June 2009 to consider the impact of the recession upon businesses and the local economy and has put in place a package of actions to support businesses and communities. These are included in a separate economic development Action Plan for 2009 - 2011 available at www.braintree.gov.uk/Braintree/ business. 5 Our Ambitions by Nigel Harley, Deputy Leader, and Portfolio Holder for Enterprise, Culture & Leisure Braintree District Council Recent dramatic shifts in the global financial landscape have forced us all to reconsider the way that we create and distribute wealth whilst maintaining a good quality of life for everyone. It is important not to feel paralysed by the enormity of this challenge. Every body needs to play their part in responding positively to the opportunities that this break with the accepted way of managing our economy could bring about. In the Autumn of 2008, Braintree District Council, in conjunction with the LSP, commissioned the production of an economic development strategy to encourage local businesses and the wider community to have their say on how public resources should be used to nurture new businesses, support existing companies to survive and prosper and equip our residents with the education and skills needed to compete for jobs. Also at the end of last year, the ‘One District – One Vision’ strategy for people and places in Braintree District in 2025 was produced for public consultation by the Council and the LSP. Although this strategy covers a longer time period, it will be informed by the priorities identified in the economic development strategy whilst at the same time it will provide a development framework for the delivery of the economic development action plan. The economy of the District is characterised by its diversity with a high proportion of small and micro businesses, a traditionally strong manufacturing base, large modern agricultural holdings, a high proportion of residents who commute out of the District, for service sector jobs, particularly in the financial services sector and several small/medium sized towns that require investment to develop their retail and commercial potential. More information on the District’s economy can be found in the ‘Economic Facts & Figures’ section of the Evidence Base in Appendix 1. Clearly the area administered by the District Council is not an island: the District is at cross-roads geographically, surrounded by designated and potential economic growth areas associated with Cambridge, Harlow, Stansted Airport, Chelmsford and Colchester. The local government boundaries that established the District Council in 1974 do not necessarily reflect or influence the way that people decide to establish businesses, find work, live, shop or seek training. It is therefore essential that the District Council develops good working relationships with surrounding Districts and Essex County Council, the East of England Development Agency and increasingly, with established sub-regional economic partnerships, such as the Haven Gateway Partnership which focuses on the expanding international ports at Harwich, Felixstowe and Ipswich and securing improvements to the transport corridors that serve them, and the emerging London Arc East ‘engine of growth’ which comprises two sub-areas: the ‘M11 Corridor’ (Epping Forest, Harlow and Uttlesford Districts) and the ‘Heart of Essex’ (Braintree, Brentwood, Chelmsford and Maldon Districts) that focus on the growth centres of Harlow and Chelmsford respectively. 6 6 Braintree District Council recognises that it has an important role to play in orchestrating economic development initiatives and is committed to “raising its game” by focusing on the needs of employers and their workforces and capitalising on the major economic drivers such as the expanding international gateways at Stansted and Harwich/Felixstowe. The Council’s own Corporate Strategy (2008-2012) is based on what local people have told us are their priorities. In relation to economic development these include regenerating our town centres, improving skills levels, providing opportunities for long-term inward investment and lobbying to secure key infrastructure improvements in the District. To achieve our new shared vision it is imperative to decide on the positioning of the District in relation to the surrounding growth areas to ensure that we are not marginalised. Other prerequisites to effect a step change are the introduction of measures to make demonstrable improvements in skills attainment; the allocation of appropriate employment sites; more intensive one to one help to small businesses to ensure their survival; the promotion of alternative travel modes and energy; encouragement of further farm diversification and rural businesses; support for the expansion of tourist accommodation to service visitors to London 2012 and major attractions such as Great Leighs Racecourse and Unex Towerlands; more effective town centre management; congestion busting initiatives and increased use of public transport for travel to work journeys. 7 Our Shared Vision by Brian Cutmore, Chairman of the Braintree District Economic Development & Transportation Partnership Board, Achieving a shared vision for the way that local government and other public and voluntary organisations can support potential entrepreneurs, employers and those employed or seeking jobs to succeed is challenging. The Braintree District Local Strategic Partnership (LSP), which represents a wide slice of the community, has given its Economic Development & Transportation Partnership Board a strategic role in engaging business people and others with a stake in the success of the local economy to agree how they would wish the District’s economy to develop by drawing up an Economic Development Strategy and Action Plan. As a starting point to shape this new strategy, the LSP have an agreed overall Vision for the District for he period 2008 – 2025 as follows: “ To improve, promote and support the well-being of people and communities in the Braintree District – ensuring that local needs are met and are balanced against our duty to protect the District’s special environmental qualities – now and for future generations ” The associated Aims/Themes are to: • To create a clean and green environment • To achieve a prosperous local economy • To enable everyone to enjoy a safe and healthy lifestyle. The ‘One District , One Vision’ strategy for people and places in Braintree District in 2025 produced for consultation by the LSP and District Council at the end of 2008, is proposing an associated vision for future planning and development in the District. This is called the ‘spatial vision’: “ To shape and develop the future of the Braintree District, with our partners and residents, by maintaining, improving and protecting our historic towns, villages and attractive countryside, and by harnessing economic innovation to create self-supporting, sustainable communities which are accessible, safe, healthy, prosperous and desirable places in which to live and work ” One of the key objectives to achieving this spatial vision is: “ To support and provide for the required growth and diversity of the District’s economy both at the main towns and in rural areas, in ways which are compatible with environmental objectives, deliver increased prosperity for the whole community, and encourage people to live and work locally ”. 8 8 1 A Shared Vision for the Local Economy An environment within which community leadership and collaboration with partners and stakeholders generates and supports employment growth and creates conditions for economic prosperity. The ‘One District, One Vision’ proposes two Community Priorities for the theme “to achieve a prosperous local economy” as follows: • To increase basic skills levels and vocational training opportunities in the District • To increase opportunities for long-term inward business investment in the District. These Community Priorities were selected based on the results of the ‘evidence base’ for the theme – particularly in relation to the skills base in the District, out-commuting and the lack of high-skilled employment opportunities. This was reinforced by the results of the “Issues and Options” consultation; improving training opportunities (7th), providing local employment opportunities (8th) and improving educational facilities and skills levels (10th) all featured in the top ten priorities for the District. In 2006, Cambridge Econometrics produced “Braintree District Futures” for the District Council which recommended three alternative visions: Vision One, “Business as usual”, leading to Braintree becoming more of a ‘dormitory’ District; Vision Two, “Providing a focus on leisure heritage and nature”, improving the retail and recreational offer of the District; Vision Three, “Where ideas take shape”, leading to the District being regarded as a key part of the region’s knowledge and innovation economy. “Business as usual” would not achieve the challenging jobs target set out in the East of England Plan and would not fit the ambitions for change expressed by the LSP and the District Council. A combination of Visions 2 and 3 have found more favour locally and have informed the ‘One District, One Vision’ strategy. The implications of these visions were tested during November 2008 – January 2009 in a series of workshop and group sessions involving local employers and representatives from the public, education and voluntary sectors. An emerging consensus view from partners and stakeholders, influenced greatly by business people is that the District Council needs to provide strong leadership and give a clear message that it has an appetite for change and is prepared to put out the “welcome mat” to new investors and to support existing and start-up businesses. We all need to be committed to working collaboratively towards an economy which is dynamic, internationally competitive and inclusive. The economic development strategy sets out our priorities and how they will be delivered and monitored through the action plan to make a real difference to Braintree District’s future prosperity. The Action Plan for 2009- 2011 is on Braintree District Council’s website: www. braintree.gov.uk/Braintree/business 9 National, Regional and Local Context An economic development strategy for Braintree District has to fit with, and contribute to, the achievement of national and regional policies and priorities, the delivery of the economic targets in the Local Area Agreement for Essex (2008-2011) and the ‘One District, One Vision’ strategy prepared jointly by Braintree District Council and the Braintree District LSP. National Context The Government’s key policies for economic development aim to: • raise the productivity of the UK economy; • maximise job opportunities for all; • improve the economic performance of all English Regions and reduce the gap in economic growth rates between regions; • deliver sustainable development; • build prosperous communities by improving the economic performance of cities, regions and local areas. Through its Business Support Simplification Programme, the Government is streamlining thousands of public funded support products into a package of 30 products and services with a common look and feel that can be accessed via Business Link. Products will help businesses with common problems such as starting, growing, innovation, finance, skills and the environment. They are expected to be in place by March 2009 so it is important that this national approach to rationalising business support services and their delivery through a regionally based Business Link gives due acknowledgement to local aspirations to provide one to one tailored solutions for entrepreneurs and small businesses through Braintree District’s Business Development Services. 10 This appetite for streamlining national services is also extending to the integration of skills and employment initiatives. The Learning & Skills Council and Jobcentre Plus are introducing joint commissioning of services for employers wishing to upskill their workforce and take on apprentices and for individuals seeking work, training or work based learning. At the same time, there will also be a shift to local commissioning to improve understanding of employers’ needs. Representatives from the regionally based Business Link East, Learning & Skills Council and Jobcentre Plus are members of the Braintree District Economic Development & Transportation Partnership Board so there should be potential for partners in the District to influence the delivery of these national services to suit local needs. 11 Regional Context ‘The Regional Economic Strategy 2008 – 31’ (RES) sets out the vision for the economic development of the East of England and a series of priorities and actions to enable the region to realise that vision. Linked to the strategy are the Regional Spatial Strategy: ‘East of England Plan’, which establishes land use, and the Regional Transport Plan. Following the publication of the Government’s ‘Sub National Review of Economic Development’ the three plans will in the future be incorporated into one Regional Strategy. The RES acknowledges that the prosperity of the East of England and even more so, Essex and Braintree District is closely tied to the success of London, the world’s leading financial centre. This is most obvious in the high levels of people commuting into London and the increase in the number of people moving from London to live in the East of England. Despite the urbanising influence of the Capital, around 31 per cent of the region’s population live in rural areas and the East of England accounts for a fifth of the UK’s market towns. The region’s businesses and research community are well known as leaders in agriculture, food processing, bioenergy and non-food crops. However, the RES recognises that the economy of rural areas has changed significantly, with the service sector now playing a dominant role and predicts that the future will be driven by improvements in innovation, skills and access to markets, much as with the wider economy. The challenge for the RES is to tailor actions to meet the needs of rural communities, particularly in more remote rural places. This includes tackling barriers to growth, such as a lack of affordable housing and high-quality business space. The vision set out in the 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. And known for: • exceptional landscapes, vibrant places and quality of life • being a confident, outward-looking region with strong leadership and where communities actively shape their future. The RES identifies seven ‘engines of growth’, built on existing cross-boundary partnerships that will be encouraged to set out bold investment plans for these places though Integrated Development Programmes. The aim is to help cities and their surrounding areas to increase their competitiveness and grow sustainably. Braintree District has links with two of the ‘engines of growth’: the Haven Gateway Partnership that covers Colchester and Tendring Districts and parts of south Suffolk; and, Chelmsford and Harlow which are both designated as Key Centres for Development and Change in the ‘East of England Plan’ and are included in the London Arc ‘engine of growth’ by virtue of their economic associations with London. The District is also bordered in the north and west by the Greater Cambridge Partnership ‘engine of growth’. 10 12 There are eight goals in the RES that need to be considered in drawing up the economic development strategy for Braintree District: 1. Enterprise, improving business performance and a stronger culture of entrepreneurship; 2. Innovation, realising the value of innovation by bringing ideas to market; 3. Digital Economy, accelerating the use of digital technologies in public services, society and commerce; 4. Resource Efficiency, benefiting from a low-carbon, low-resource economy; 5. Skills for Productivity, developing skills for the changing economy; 6. Economic Participation, opportunity for all in the sustainable economy; 7. Transport, a transport system that fully supports sustainable economic growth; 8. The Spatial Economy, sustainable places that attract and retain the people and investment necessary for a world-class economy. ‘The East of England Plan’ sets out the overall planning strategies for the whole of the eastern region of England up to 2021. It says that the Braintree District must contribute towards the 56,000 jobs to be delivered in the “Rest of Essex”, (which is defined in the Plan as Braintree, Chelmsford, Uttlesford and Maldon Districts). The Braintree ‘One District, One Vision’ draft strategy aims to translate this regional requirement by providing for up to 14,000 new jobs, planning for a total of 66 hectares of employment land up to 2025 and making sure that there is enough land for seven years development at any one time. Publication of this list of potential locations for new development does not mean that the Regional Assembly, or local authorities such as Braintree District Council, are supportive of the study’s proposals. In developing future plans for the region, the advice of Councils is the primary source of evidence but expert studies are seen as useful additions. A key aim is to Three different types of major new ensure that new homes are linked to development were considered by the new jobs and also infrastructure such study as transport and other public services. including extensions to existing urban Later in 2009 the views of the public areas, expansion of smaller settlements will be sought on future plans for the and the creation of new settlements. region in a formal 12-week public The report recommends that the East consultation. of England Assembly and its member councils give further consideration to: The Arup study makes it clear that new settlements of this scale would require • Large scale growth at Cambridge, upfront and regional commitment and Norwich and Chelmsford (cities with infrastructure. They could be made strong economies and the potential attractive to newer low carbon related capacity for growth); businesses and other leading edge • Expansion in Ipswich, Colchester sectors. and Bury St Edmunds; • New regional-scale settlements Clearly, the economic development (20,000 + dwellings) at Huntingstrategy for Braintree District would don/Alconbury; the A5120/Midland need to be Mainline Corridor; East Bedfordshire reviewed in the event of firm proposals Strategic Corridor; Marston Vale; being accepted to develop a new Braintree area; and South of the settlement of the scale envisaged in A120, east of Stansted. the Arup study. An independent study by consultants Arup was published in January 2009 to feed into a Review of the East of England Plan. It considers the potential for major new developments that could help supply some of the thousands of additional new homes needed in the East of England region by 2031. 13 13 Local Context The Greater Essex Economic Framework was endorsed by the Greater Essex Prosperity Forum in November 2007 to provide strategic direction and ambitions for local authorities, business support agencies and the Essex Business Consortium to improve the County’ productivity and quality of life. This Framework which covers the period 2007 – 2021, reflects the RES goals and has guided the selection of economic targets in the Essex Local Area Agreement. The five strategic priorities included in the Greater Essex Economic Framework are: Priority One: We want to make a difference to the improvement of low skills attainment in Essex. Priority Two: We want a competitive economy which is an international leader rather than a follower. Priority Three: We want to create the right conditions in which businesses and people can flourish. Priority Four: We want to be a leader in environmental technology and in helping our businesses to reduce their carbon footprint. Priority Five: We want to build on the Essex entrepreneurial spirit by helping companies to start-up, innovate and grow. The Greater Essex Economic Framework will be updated in Spring 2009 to reflect changes over the last two years in economic development statistics and in Government policy. The most relevant in relation to national policy is the publication of ‘Prosperous Places: taking forward the review of sub-national economic development and regeneration’ published in November 2008. Here the Government aims to support its economic growth objectives and tackle deprivation at every level, by giving powers to local authorities to promote economic development through the production of an assessment of the economic conditions of their area. In two tier local government areas such as Essex, the economic assessment duty would fall upon the upper tier local authority, i.e., Essex County Council. “It is, however, the Government’s intention to place a duty on those upper tier authorities to work closely with District Councils in their area in completing their assessment. There will be a corresponding duty on District Councils to co-operate with the upper tier. This will ensure that Counties and District Councils work closely together in the preparation of the assessments and that both tiers are able to work from a consistent economic evidence base”. 14 The economic development strategy for Braintree District and the monitoring of its delivery will be used to inform an economic assessment for Essex as a whole carried out by the County Council. There are well established county-wide vehicles for facilitating this technical cooperation through the Essex Economic Development Officers Group and Essex Chief Executives’ Association. Local Area Agreements (LAAs) are three year programmes (2008-2011) that set out how local authorities and other major local delivery partners will deliver the best solutions for their areas. Central Government agrees targets with local authorities and their partners on outcomes delivered by local government on its own and in partnership with others. Essex’s Local Area Agreement (LAA) is a joint project between the county’s thirteen Local Strategic Partnerships, including Braintree District LSP and is designed to bring better value for money by channelling funds from different public organisations towards shared priorities and targets. Achieving a strong and competitive Essex economy will involve the Essex LAA partners in: • ensuring people have the skills for higher value-added jobs in a knowledge based economy; • improving employability and the attainment of lower level skills where this is a local issue; • a dynamic business sector with higher levels of inward investment and international trade; • business innovation and expansion. Braintree LSP has agreed to deliver specific economic targets in the Essex LAA by 2011as follows: National Indicator 163: Increase the proportion of population aged 19-64 for males and 19-59 for females qualified to at least National Vocational Qualification (NVQ) Level 2 or higher: County target 6%, equates to 3,000 people attaining Level 2 in Braintree District. The County action plan includes proposals for increasing take up of apprenticeships through a central support service, working with local employers cross Essex to address skills needs, staging events across the country to raise awareness and enhancing links between schools and business. Braintree District LSP has an agreed action plan which will help focus investment of resources into low levels of community and workplace qualifications and vocational skills and supports the Learning & Skills Council’s (LSC) project, ‘Test the Town’, which will assess Skills for Life (basic literacy and numeracy) and NVQ Levels 2 and 3 qualifications. It will also support the LSC apprenticeships project. National Indicator 166: Increase the median earnings of employees in the area: County target 3.8%, no District targets have been set. The County action plan includes proposals for supporting the growth and competitiveness of the manufacturing and engineering sector in Essex. This action will also help improve performance against LI8.1 (international trade assistance) and LI8.2 (inward investment), which in turn will help competitiveness and earnings. National Indicator 171: Increase the Essex Business Registration rate per 10,000 population so that it is 104% as a proportion of the regional rate by 2011. The 2011 target for Essex is approximately 7,993* which equates to an additional 798 business registrations since 2007, (*on the basis of regional projections). Business registration targets for Braintree District should be agreed by May 2009. The County action plan includes proposals for closer working with LSPs and Districts to help promote business support services. Braintree District LSP has an agreed action plan with proposals for local business support packages which should generate more start ups such as: • identifying opportunities to support new and emerging enterprises, existing businesses, and vulnerable businesses and business sectors; • part funding provision of business start up advice and guidance in the Braintree District; • providing funded one-to-one business advice and mentoring to young and small existing businesses in the Braintree District. Local Indicator 8.1: Increase the number of jobs saved and created as a result of foreign direct investment by 100%, (no District targets because work is carried out on a Greater Essex basis). The County action plan includes proposals for promoting the Essex inward investment offer directly to UK and international audiences, especially India, USA, China. Local Indicator 8.2: Help to 450 companies to trade internationally, (no District targets because work is carried out on a Greater Essex basis). The County action plan includes proposals for supporting the growth and competitiveness of the manufacturing and engineering sector in Essex, (see action plan for NI166 above). 15 15 Challenges and Opportunities In pursuing the ambitious vision for our local economy, Braintree District will be in competition with several other locations in Essex and the rest of the East of England. It has already been argued that the District will need to develop relationships with areas beyond its boundaries; particularly Chelmsford and Colchester which are better resourced and are recognised growth locations. In defining these relationships, it will be necessary to identify and promote the key strengths or selling points of the District that could give it a competitive advantage such as: • the proximity and easy access that businesses in Braintree enjoy to Stansted Airport and the M11; • Witham’s location on the A12 and East Coast mainline; • improved road links between Braintree and Chelmsford; • a strong manufacturing base; • a major specialist retail centre at Freeport; • major equestrian attractions at Towerlands and Great Leighs Racecourse; • lower land prices relative to Chelmsford, Colchester and Bishop’s Stortford; • and, an extensive rural hinterland with very attractive small towns and villages. The ‘One District, One Vision’ draft strategy suggests some key economic issues for the District: • To make sure that delivering job growth is balanced with protecting the environment and is sustainable. • How to maintain our low unemployment rate but also reduce the growth in unsustainable outcommuting. There is a need to broaden the opportunities for a range of businesses, especially in the “knowledge based” and tourism sectors, and develop new land for employment. This may include the development of a new business / innovation and enterprise park adjacent to the A120 near Braintree. • To secure the regeneration of major sites in the Main Town centres and in some of the Key Service Villages as a key element of the Economic Development Strategy • To retain and improve most of our existing employment areas but recognise that a small number may be more suitable for other uses. It is anticipated that the current review of the District’s Economic Development Strategy will identify key challenges in terms of sustainable job growth, skills training, workforce development, and also confirm that some employment sites are no longer “fit for purpose”. • Braintree is a very rural district and there is a need to provide more local job opportunities for those living in the small towns and villages if there is to be a move towards more sustainable employment. • How to recognise and accommodate the growing trend for businesses to be started as “working from home”, especially in the rural areas. • How to maximise the potential for redevelopment and regeneration of the town centres and some key service villages. To focus attention on developing a competitive advantage for the District, an analysis was carried out of its internal Strengths and Weakness and the external Opportunities and Threats that it faces. This SWOT is reproduced in some detail in Appendix 2. The SWOT analysis and the economic issues identified above in the ‘One District, One Vision’ strategy were debated by over 30 private and public sector representatives from the District, the County and the Region at a workshop on 7th November 2008 and a list of key economic challenges emerged. These are summarised in teh following paragrapghs. 16 16 Workforce Development and Employment 1. The District has a major skills challenge in relation to people with no skills and poor levels of attainment at all NVQ levels. The relatively high levels of smoking, obesity combined with low levels of physical activity are barriers to economic activity. 2. The flow of well qualified young people into the workforce needs to be increased. Some young people do not appear to appreciate that they need to be skilled and both they and their parents appear to have low aspirations. The ‘more you learn, the more you earn’ perception seems to have gone. The status of vocational qualifications does not appear to be valued by young people. Changing the physical environment of learning institutions is needed to contribute to raising aspirations. 3. The performance of local secondary schools and Braintree College relative to other areas of Essex is of concern. Levels of literacy and numeracy are poor even amongst those with NVQ2 or 3. This needs to be a priority for schools. 4. There is a lack of employer engagement in schools, particularly in the curriculum. Braintree College has not taken a strategic view on how it engages with employers and has not invested in infrastructure to respond to employers needs. 5. There appears to be confusion about the apprenticeship offer amongst both employers and potential apprentices. The large proportion of small businesses and self-employers affects the take-up of apprentices. 6. Employers are not taking up opportunities for free training for their employees through Train to Gain. 7. There is a proven business support model in Braintree District which can make a difference to survival rates in the first 3 years. There is a need to be entrepreneurial about combining public funding to support businesses. 8. Businesses which may be struggling to survive could tap into expertise in large and small companies, (plus early retirees) to provide mentoring and nonExecutives on Boards. Location, Infrastructure and Land 1. Transport infrastructure deficiencies are a barrier to growth aspirations. 2. A120 improvement from Braintree to Marks Tey is not be recognised as a national priority. 3. Traffic congestion hotspots and poor travel reliability are adding to business costs. 4. Improving capacity of the Braintree – Witham branch rail line by construction of the Cressing Loop is a requirement for further economic growth. 5. Lack of a rail link to Stansted Airport reduces the potential to attract tourists. 6. Town centre regeneration in Braintree, Witham and Halstead is required by 2012 to unlock their economic potential as catalysts to stimulate new development. 7. Braintree District’s alignment with surrounding sub-regional partnerships needs to be clarified to avoid it “falling through the cracks” in accessing economic growth funds from county, regional and national sources. 8. Employment sites are no longer fit for purpose 17 17 Business Creation and Survival 1. The continuing decline in manufacturing jobs is of concern. 2. There is an increase in the service sector with a preponderance of low skilled and low-paid jobs. 3. There is an over-reliance on Financial Services jobs outside the District. 4. More one to one sustained support is needed for small businesses to start up, survive and grow. Inward Investment and International Trade 1. Braintree District could derive more economic benefits from its proximity to Stansted Airport. There were some views expressed at the workshop that consideration should be given to supporting the 2nd runway if economic growth is really wanted in the District. The District Council does not endorse these views and has adopted a formal position against the development of a second runway. 2. The London 2012 and its legacy may be limited to the training camps and accommodation venues at Unex Towerlands, Felsted School, Great Leighs Racecourse and the Essex Golf & Country Club. There is opportunity to develop tourism but accommodation is a real issue. 3. Why is there an apparent lack of interest by businesses in exporting and finding new markets overseas? What are the barriers? Opportunities to meet the buyers are needed. 4. More employment sites are needed to cater for future growth but further intervention is required to ensure that they are occupied. This could include land assembly, pump-priming the required services for the land and robust marketing. 5. Braintree District needs to have a “welcome mat” to attract and retain business investors by having a co-ordinated “can do” response”. 6. Need to keep skilled people in the area and increase skill levels in the district. 7. Improvements to infrastructure are needed to unlock economic potential, for example, the Skyline industrial site only took off once the A120 was dualled to the M11. Business Growth and Innovation 1. Nearly half the working population commute out of the District putting a strain on road and rail infrastructure and reducing opportunities to use the skills and talents of the commuters to start new enterprises in the District. 2. New business development opportunities are focussed on the urban areas although 96% of the District is rural and 57% of businesses consider themselves to be based in a rural area. 3. A new Enterprise and Innovation Business Park is required to attract high value jobs to the District. 4. Braintree should be proactive in deriving benefits from the Regional Growth Agenda that is focussing resources on Chelmsford and the Haven Gateway. 5. Braintree District businesses are not seeking support to innovate. 6. Access to ICT Infrastructure is not uniform, particularly in the rural parts of the District. 7. Are we doing enough to promote the resources of the district? 18 Strategic Priorities Priority 1: Location, Infrastructure and Land • We need to secure investment to overcome the transport infrastructure deficiencies that are a barrier to the District’s growth aspirations. • We need to reduce the economic costs of congestion and travel reliability. • We need to clarify the District’s alignment with surrounding sub-regional growth areas/partnerships to ensure that it can benefit from economic investment and funding opportunities. Priority 2: Business Creation and Survival • We need more one to one sustained support for small businesses to start up, grow and survive beyond the first three years. Priority 3: Business Growth and Innovation • We need to promote the uniqueness of the District’s physical location, high quality environment and its businesses. • We need to attract high value jobs to the District to increase local earnings levels and to reduce the dependence on commuting. Priority 4: Inward Investment and International Trade • We need to derive more economic benefits from the District’s proximity to Stansted Airport. • We need to have a co-ordinated “can do” approach and clear offer to attract and retain business investors. Priority 5: Workforce Development and Employment • We need to support the improvement of performance in the District’s secondary schools, particularly in literacy and numeracy, to provide a local workforce with higher level skills. • We need to address the unacceptably high numbers of adults with no qualifications/skills and the poor levels of attainment at all NVQ levels. 19 19 Objectives and Key Tasks At the economic development strategy workshop last November, it was agreed that small Task & Finish Groups would be set up each focussing on one of the five strategic priorities. These groups were led by a prominent business person and met twice in December and January to generate ideas on what needs to be done to turn the priorities into concrete, practical actions. See Appendix 3 for the membership of the Task & Finish Groups. The following Objectives were established by the Groups along with detailed actions, outcomes and performance measures. See Action Plan for 2009 – 2011: www.braintree.gov.uk/Braintree/business Strategic Priority 1 Objectives: Location, Infrastructure and Land 1. To improve travel reliability for everyone. 2. To improve rail connectivity to Braintree. 3. To ensure that bus routeing, timetabling and fare structures are in step with the needs of those travelling to work. 4. To ensure that the national significance of the A120 as a major east west route linking the M11/ Stansted Airport to the Haven ports is acknowledged and commitments made to improvements east of Braintree. 5. To boost the attraction of town centres as retail, commercial and leisure/cultural centres. 6. To extend regeneration initiatives to improve the viability of smaller town centres, such as Sible Hedingham and Coggeshall. 7. To ensure that existing employment sites are in the right place and of the right standard to suit the needs of future businesses. 8. To ensure that the distribution and delivery of services to rural areas/ villages supports efforts to increase employment opportunities and business creation. 9. Braintree District should be proactive in deriving benefits from the Regional Growth Agenda that is focussing resources on Chelmsford, Harlow, the Haven Gateway and Thames Gateway South Essex. Strategic Priority 2 Objectives: Business Creation and Survival 10. Improve the skills levels of existing small and medium sized enterprises (SMEs) owners/managers and their workforce. 11. Help start-up companies to grow so that they can employ more staff. 12. Ensure budding entrepreneurs and newly formed SMEs are well informed and given easy access to a range of business support services. 13. Improve intelligence on business development in the villages and rural areas of the District and consider ways of increasing the potential of these SMEs to provide local jobs. 14. Develop the potential of small tourism businesses to provide quality services and local employment to capitalise on the increased visitor numbers expected as a result of London 2012. 15. Encourage businesses to buy local and residents to shop local. 16. Improve customer service in retail and other local businesses. 17. Support local businesses to thrive during the recession. 18. Improve local economic and business intelligence. Strategic Priority 3 Objectives: Business Growth and Innovation 19. A new Enterprise and Innovation Business Park is required to attract high value jobs to the District. 20. Ensure that all businesses have access to ICT Infrastructure – broadband. 21. Support the manufacturing sector because of its significance in providing employment, export potential and in supporting local supply chains. 22. Provide opportunities for retail businesses to start-up and grow. 23. Develop an evening economy in Braintree. 24. Launch a Business Improvement District (BIDs) project in Witham (Eastways, Freebournes, Crittall Road business and industrial areas). 20 Strategic Priority 4 Objectives: Inward Investment and International Trade 25. Identify and exploit opportunities to maximise the economic benefits of having an international airport on the District’s doorstep. 26. Agree a clearer process for promoting the District to inward investors and secure commitment from BDC and other partners to ensure that their activities support inward investment. 27. Attract inward investment of companies providing jobs for highly skilled people to provide more opportunities for people to work locally. 28. Increase the number of companies that trade overseas. 29. Increase the stock of tourism accommodation and attractions in the District linked to the London 2012 Olympics. Strategic Priority 5 Objectives: Workforce Development and Employment 30. Improve the skills and qualifications of the existing adult workforce. 31. Obtain a better understanding of, and provide targeted support to address problems encountered by schools, young people and their families that lead to poor attainment levels, particularly in literacy and numeracy. Secure buy-in from Braintree District Council to improve schools performance. 32. Equip people to be employed in skilled jobs with local employers. 21 21 Delivering the Vision Successful delivery of the economic development vision will be achieved through sustained commitment to collective action by a range of organisations and individuals: the action plan indicates the partners who have agreed to contribute expertise and/or financial resources. The District Council will assume overall responsibility for managing the delivery of the action plan using its business planning model and project management processes. They will identify organisations which will have responsibility for leading on the delivery of the actions and those which will have a contributory role. Project management arrangements will be put in place to specify particular tasks, milestones and deliverables and these will be linked closely to the delivery and performance management processes being established for the Essex Local Area Agreement. To provide additional apacity in the Council’s Enterprise team, Essex County Council is proposing to employ a member of staff in their Community Regeneration service to assist in the implementation of the District’s economic development strategy. Delivery of the action plan will also be in conformity with Braintree District Council’s Statement on Equalities to ensure that services will be accessible for everyone in the District. The creation of a “clean and green environment” is a key priority for both the District Council and Local Strategic Partnership so the action plan will be monitored to ensure that it contributes to, and does not compromise the following commitments in the Council’s Corporate Strategy for 2008 – 2012: 1. The biodiversity of the District will have been protected and enhanced; 2. The District will have a clear response to the risks facing it by climate change; 3. Improved standards of environmental sustainability will be included in all new developments in the District; 4. Braintree District Council’s carbon footprint will have been reduced. The District Council will co-operate with the Local Strategic Partnership, Essex County Council, Business Link East and local business organisations to ensure that the carbon reduction and climate change targets in the Essex Local Area Agreement are met and that local enterprises are given advice and support to reduce their carbon emissions and seek alternative energy sources. Certain risks have been identified that might affect the delivery the proposed action plan and mitigating measures will be considered to reduce the impact of any adverse conditions. For example: 1. The District Council could decide to reduce funding for economic development activities. 2. A lack of partner engagement could prevent the ambitions of the Action Plan being delivered. 3. Partners could lack resource to deliver against the Action Plan. 4. The recession could be a disincentive for new business creation and inward investment. 5. The proposal for upper tier local authorities to produce economic assessments and any pooling across Essex of Local Authority Business Growth Incentive awards could affect the delivery of the District’s own economic strategy. 22 Managing Performance The Braintree District Economic Development & Transportation Partnership Board, the Braintree District Business Council and the District Council will all have a part in monitoring and reviewing the effective performance of the action plan on a bi-monthly basis. This process will dovetail with reporting arrangements on the progress of economic development work plans in the Essex Local Area Agreement (LAA) which will be carried out by Essex County Council and the new Essex Economic Board that will replace the Greater Essex Prosperity Forum, (the existing Essex LAA Thematic Partnership responsible for these targets) post April 2009. At a local level, as one of the six Thematic Partnership Boards which are the operational arms of the Braintree District Local Strategic Partnership, the Braintree District Economic Development & Transportation Partnership Board is responsible for delivering the District’s economic development strategy and actions which address the Sustainable Community Strategy priorities, the LAA targets which Braintree LSP has endorsed and local LSP projects. Given the current and foreseeable uncertainty about future economic conditions nationally and internationally, it is proposed that the economic development strategy and action plan be re-visited in two years time (2011) to coincide with the completion of the three year period of the Essex Local Area Agreement. 23 23 Appendix 1: Economic Development Strategy Evidence Base The following documents were used to create the evidence base for the economic development strategy and action plan: Braintree District o ‘One District – One Vision’ Local Development Framework Core Strategy for people and places in Braintree District in 2025, Consultation draft October 2008. o ‘Vision for the District (2008 – 2025)’, Braintree District Local Strategic Partnership o ‘Business Survey 2008’, June 2008, prepared by Linda Balodis, BMG Research, for Braintree District Council. o ‘Braintree District Futures’ produced for the District Council by Cambridge Econometrics, 2006. o ‘The Mid-Essex Economic Futures Assessment’, March 2006 produced by University of the West of England for Braintree District Council, Brentwood District Council, Chelmsford Borough Council, and Maldon District Council. o ‘Braintree College Ofsted report’, February 2008. Essex o o o o o o ‘Greater Essex Economic Framework 2007 – 2021’, Greater Essex Prosperity Forum November 2007. ‘Essex Local Area Agreement 2008-2001’, Essex Partnership/Essex County Council April 2008. ‘Essex Local Needs Assessment’, Learning & Skills Council, East of England Regional Research and Data Team, July 2008 ‘Corporate Plan 2008 – 2011’, Haven Gateway Partnership 2008. Public Health annual report 2007-08’, Mid Essex PCT. ‘Anglian Water, Draft Water Resource Plan 2008’, Anglian Water. East of England Region o ‘East of England Plan 2004 – 2021’, approved May 2008 and current sub-area review process managed by the East of England Regional Assembly (EERA). o ‘Regional Economic Strategy for the East of England 2008-2031’, East of England Development Agency (EEDA). o ‘Corporate Plan, 2008 – 2011’, EEDA 2008. o ‘Review of Sub-Regions – 2008’, EEDA Oct 2008. o ‘Review of Local Authority Economic Development capacity’, EERA, 2008 National o ‘Prosperous Places: taking forward the review of sub-national economic development and regeneration’, Communities and Local Government (CLG). o ‘Business Support Simplification Programme’, Business Enterprise & Regulatory Reform (BERR). o ‘Labour Market Profile 2008, Braintree District’, Nomis official labour market statistics o ‘Population 2007’, Office of National Statistics (ONS) midyear population estimates o ‘Resident based median Earnings’, ONS annual survey of hours and earnings resident analysis o ‘Work based median Earnings’, ONS annual survey of hours and earnings workplace analysis o ‘Job Seekers Allowance (JSA) Claimants’, ONS claimant count. o ‘Business stock 2007’ BERR vat registrations/de-registrations by industry. Key statistics from these data sets were drawn out to create a picture of the economy of the Braintree District, illustrated in the ‘Economic Facts and Figures, 2008’ that follow. 24 BRAINTREE DISTRICT: ECONOMIC FACTS & FIGURES 2008 EMPLOYERS After a fall in 2005 and 2006, the number of business registering for VAT in Braintree District rose in mid 2007 to return to the level achieved in 2003 and 2004. This trend was matched in Essex. Business registrations in Braintree District were at a peak at 545 in 2004. The stock of businesses in Braintree District at the end of 2006 was 5,500. Source: BERR vat registrations/de-registrations by industry, 2008 Although manufacturing accounts for 17% of all employment, there has been a shift away from manufacturing and agriculture and an increase in service industries with a predominance of low-skilled, low-paid jobs. Tourism only amounts to about 4% of jobs, but contributes almost £40m to the local economy. Source: Braintree District Council, ‘Core Strategy’, Oct 2008 AREA & POPULATION Source: Braintree District Council, ‘Core Strategy’, Oct 2008 The District covers an area of 612 sq kilometres: it is the second largest district (by area) in Essex and has the fourth highest population of Districts in Essex. The mid-year population estimate for 2007 was 140,900: males 69,300, females 71,600. Fewer than 5% Black and Ethnic Minority residents are recorded in the 2001 census. The population of the Braintree District is set to increase over the next 5 years. The percentage difference in the 65+ age group is predicted to increase by 14%. Those aged 15 and under will decrease by 5% compared to the mid 2006 population estimates and there will also be a reduction in the 55-64 year olds by 4%. Nearly half the population live in the rural areas and just under half in the three main towns of Braintree, Witham and Halstead. House prices are slightly lower than the Essex average but are mainly higher than the regional average (December 2006). HEALTH Source; 2008 Braintree Health Profile The health of people in Braintree District is generally better than the England average but there are health inequalities by location, gender, income and ethnicity. E.g., Bocking South, Witham West and Braintree South and East wards appear to be most deprived. Men from the most deprived fifth of areas have 2.8 years shorter life expectancy than those in the least deprived fifth of areas. Smoking rates are above the England average. Nearly 1 adult in 4 smokes. Smoking kills c. 200 adults each year. The level of obesity in Braintree District is higher than the England average. One adult in four is obese. Braintree District has higher levels of road injury and deaths than the England average. EARNINGS In 2007 Braintree District residents had higher gross weekly pay than the regional and national median – a reflection of higher salaries earned through working out of the District. Gross weekly pay for full-time workers resident in Braintree District: £502.3, compared with £479.1 for the Region and £459.0 in GB. Source: ONS annual survey of hours and earnings resident analysis 43% of people of working age travel outside the district to work (2001). Braintree has one of the highest percentages in the region of commuters working in financial services (31.6%). In 2007 residents working in Braintree District earned less than the regional and national median. Braintree District residents had median earnings of £440.0, compared with the Region (£450.0) and Great Britain (£458.6). Source: ONS annual survey of hours and earnings workplace analysis WORKFORCE Source: ONS mid year population estimates A higher proportion of Braintree District’s population is of working age (males aged 16 to 64 and females aged 16 to 59) than the regional average. All people of working age in Braintree District: 86,400 (61.3%), males 45,400 (65.5%), females 41,000 (57.2%). Compared with East of England (61.0%/65.1%/57.1%). A higher proportion of Braintree District’s working age population is economically active (in employment or unemployed) compared with the East of England and Great Britain average. Economically active in Braintree District: 73,000 (82.1%). Compared with East of England (81.0%) and Great Britain (78.6%). Braintree District has a higher proportion of self-employed people compared with the East of England and Great Britain average. Self-employed in Braintree District: 10,900 (12.3%) compared with the East of England (10.9%) and Great Britain (9.9%). Braintree District has a lower rate of unemployment than the Region or Great Britain. Unemployed in Braintree District: 3,100 (4.2%) compared with East of England (4.3%) and Great Britain (5.2%). In Sept 2008, Braintree District residents had a lower Job Seekers Allowance claimant rate than the East of England and Great Britain but had proportionately higher levels of claimants over 50 years and for over 12 months. 1,491 JSA claimants (1.7%) in Braintree District compared with 1.9% in the Region and 2.5% in Great Britain. Source: ONS claimant count with rates and proportions. Note: % is a proportion of resident working age people. 25 SKILLS Source: LSC, Essex Local Needs Assessment, July 2008 28% of the working age population in Braintree District have no qualifications. In 2006/07 Tendring and Braintree had the highest proportion of learners not achieving 5 A*-C grade GCSEs (NVQ Level 2) at 51 per cent and 47 per cent respectively and were ranked second and fourth in the region on this measure. The number of starters on apprenticeship programmes in Essex grew by 5 per cent between 2005/06 and 2006/07 to 2,260 learners. Most starters were from Braintree and Basildon Districts. Overall, apprenticeship and advanced apprenticeship Work Based Learning success rates for young people in Essex are lower than the regional and national average. In 2006/07 Braintree District had a 25% drop in Adult learning participation from 2004/05. This is mirrored in both the region and nationally, suggesting the trend is not localised but a national issue. Braintree District had the largest drop in adult participation in NVQ Level 2 (16% decrease) in Essex between 2004/05 – 2006/07. In the same period, East of England participation grew by 12% and Essex residents had a 3% increase. NVQ Level 3 participation by adults dropped in Braintree by 4% from 2005/6 to 2006/07. In the same period participation increased by 2% for Essex residents. Only 19,600 (22.7%) of Braintree District residents had NVQ4 qualifications: below the regional and national average in 2007. NVQ4 attainment in the East of England is 26.0% and for Great Britain it rises to 28.6%. NVQ4 attainment in Braintree District has risen by 6.5% since 2000. Over the same period there was a rise of 4.8% in the Region and 6.1% in Great Britain. Source: ONS annual population survey PUBLIC TRANSPORT Source: Braintree DC, ‘Core Strategy’, Oct 2008 Hatfield Peverel, Witham and Kelvedon have stations on the London to Colchester mainline and there is a high frequency of services from Witham. The north-east of the District is served by the Sudbury branch line with a station at Bures. Braintree, Braintree Freeport, Cressing and White Notley are served by a single track branch line. This limits the frequency of service and reduces its potential to promote more journeys by rail. Investigations are being undertaken into ways of increasing the frequency of service on the line. Bus services in and between the main towns are adequate during the day on weekdays but conventional services are limited or non-existent over much of the rural areas. Only a limited number of services operate in the evenings and on Sundays. EDUCATION/TRAINING Source: ECC, GCSE 5+ A* - C provisional results 2008 In 2008, only 2 of the 8 schools in Braintree District, (The Honywood, Coggeshall and Notley High, Braintree) exceeded the Essex average achievement for GCSE 5+ A* - C (64.05%) and GCSE 5+ A* - C including Maths and English (49.69%). The best performing Braintree school, Notley High at 71.33% for GCSE 5+ A* - C is still only placed 21 out of 80 schools in Essex. The Rickstones, Witham had the lowest achievement with only 38% and 19% respectively: the fifth worst in Essex. 3 of the Braintree District schools, Hedingham School and VI Form, The Honywood, Coggeshall and Tabor Science College, Braintree had lower achievement figures in both GCSE 5+ A* - C and GCSE 5+ A* - C including Maths and English compared with 2007. Essex schools as a whole saw an increase of 2.68% and 2.09% respectively over the same period. Braintree College’s effectiveness has moved from inadequate to satisfactory. Success rates have improved in most categories, and are now around national averages. Responsiveness to the needs and interests of learners and employers is satisfactory. Effective collaboration with local schools benefits learners. Careers advice is good for those progressing to higher education and satisfactory for those seeking employment but the development of productive links with employers is an area for improvement. Currently, resources are adequate to support plans for improvement but the college remains in a weak financial position. Source: Ofsted report (08/02/08) INFRASTRUCTURE Source: Braintree DC, ‘Core Strategy’, Oct 2008 The A120 has recently been upgraded from Braintree to the M11 but the Braintree-Marks Tey stretch remains unimproved, although there are long term upgrading proposals. Galleys Corner Roundabout at Braintree is a particular local bottleneck where congestion occurs regularly. The A12 has a significant impact on Witham, Hatfield Peverel and Kelvedon. Only local improvements between Witham and Hatfield Peverel, rather than full scale upgrading, are proposed. Expected deficits in water supplied by Anglian Water will be addressed through an extension to Ardleigh Reservoir over the next 25 years. Source: Anglian Water, Draft Water Resource Plan 2008. 0.4% of premises in Essex are too far from a BT exchange to make provision of a broadband service viable. Source: British Telecommunications 26 Appendix 2: Analysis of Strengths, Weaknesses, Opportunities and Threats (SWOT) 2 LOCATION, INFRASTRUCTURE & LAND Strengths No locational disadvantages for companies. Road infrastructure influences firms’ purchasing & marketing operations – orientation to NE and W of District. Weaknesses Transport seen as a constraint on efficiency maximisation. Increasing congestion affects travel reliability by road. High proportion of Braintree District businesses feel the Council is not friendly/helpful in combating road congestion and highway maintenance. The Braintree-Marks Tey stretch of the A120 remains unimproved, although there are long-term upgrading proposals. Galleys Corner Roundabout at Braintree is a particular local bottleneck where congestion occurs regularly. Braintree residents have some of the longest travel to work distances in the Region. A120 is not dual between Braintree and Mark Tey. Only local improvements are proposed on the A12 between Witham and Hatfield Peverel, rather than full scale upgrading. No direct rail link to Stansted Airport Braintree District has higher levels of road injury and deaths than the England average. Braintree, Braintree Freeport, Cressing and White Notley are only served by a single track branch line. The A120 has recently been upgraded from Braintree to the M11. Proximity to London – A12, Great Eastern Main Line; A120/M11, West Anglia Main Line. London is only 45 minutes away by road or rail from parts of the District so there is a significant “London effect”. Proximity to Stansted Airport – A120 82% of people in the District own a car and most travel to work in one. Hatfield Peverel, Witham and Kelvedon have stations on the London to Colchester mainline and there is a high frequency of services from Witham. The north-east of the District is served by the Sudbury branch line with a station at Bures. Bus services in and between the main towns are adequate during the day on weekdays. Opportunities Consultants are undertaking a review of the region’s transport priorities for funding over the next decade through the Regional Funding Allocation (RFA) process. This will build on priorities identified by the region during the previous RFA exercise and identify transport investment priorities for the East of England through to 2018/19. Ultimate outcome is a list ranking schemes depending on policy fit and deliverability. Proximity to Key Centres for Development & Change (KCDC) – Chelmsford, Colchester, Harlow, Cambridge. Opportunities should be taken to deal with local traffic problems, especially in relation to the A120, in the shorter term, perhaps linked to the growth locations. In the long term, the improvements to the Braintree-Marks Tey section of the A120 will be supported through the LDF. The Essex Business Consortium have thrown their weight behind the A120 in “Investing in Infrastructure for Essex” 2008. If car use is to be reduced, congestion and pollution reduced, and healthy lifestyles encouraged, good high quality walking, cycling and local bus links need to be made between all parts of the towns and new developments. The Proposed Core Planning Policy in relation to the Development of the Economy of the Braintree District: CS4 will broaden the opportunities for business and secure the delivery of employment land in the District. Conventional bus services are limited or non-existent over much of the rural areas. Only a limited number of services operate in the evenings and on Sundays. Lack of public transport connections to industrial estates and business parks. Threats The TEES (Transport Economic Evidence Study) commissioned by EEDA does not include the A120 as a priority corridor for intervention. Braintree District does not have a KCDC and is treated as “the rest of Essex” in the RSS. Braintree District Council, as the Local Planning Authority, has little direct control over the main transport networks because they are managed by the County Council, the Highways Agency and Network Rail. The A120 improvements may not be considered a priority in the RFA if there is not a robust business case. Public resources may not be made available to improve local bus links and cycling facilities. The current economic down-turn could affect the delivery of up to 14,000 new jobs in the District between now and 2025 across a broad range of the economy. 27 BUSINESS CREATION AND SURVIVIAL Strengths Braintree District has a higher proportion of self-employed people compared with the East of England and Great Britain average. A higher proportion of Braintree District’s population is of working age than the regional average. A higher proportion of Braintree District’s working age population is economically active compared with the East of England and Great Britain average. Braintree Business Development Services offer free one to one assistance to new and established businesses. 3 in 10 businesses feel that the image of Essex has a positive effect on their business. A third of businesses based in a rural area consider this has a positive impact on their business. Opportunities Braintree LSP has made a bid for Performance Reward Grant from Essex Local Area Agreement to provide one to one mentoring support to start-up businesses. Business Link East has increased the number of business advisers across the Region by 50% over the last year. Weaknesses The number of VAT registered businesses in Braintree District has fallen more in the last three years than in the Region or in Great Britain. 40% of businesses experience difficulty in recruiting people with the right skills. 4 in 10 businesses in Braintree District report skills gaps in foreign languages, IT professional skills and general IT skills. Businesses have a number of channels to access business support. This may cause confusion and be a barrier to the takeup of support. 1 in 7 businesses have considered relocating from their current premises in the last 2 years. 1 in 10 rural businesses feel that this has a negative impact. Threats The Essex Partnership Forum may not approve the bid. It may not be possible to focus on particular areas of need in Essex if Business Link’s success is measured on the basis of Regional targets. 28 BUSINESS GROWTH & INNOVATION Strengths Braintree District has one of the highest percentages in the region of commuters working in financial services (31.6%). Manufacturing accounts for 17% of all employment. A group of 20 Manufacturers have received help from Cranfield University to identify skills needs. Tourism contributes almost £40m to the local economy. Braintree District is home to several cutting edge innovative companies. 27% of Braintree District businesses are planning to introduce new products or services in the next two years. 17% plan to introduce new ways of working. 59% feel their businesses will grow over the next 5 years. Small business centres have recently been developed in rural parts of the District catering for businesses based on modern technology and working from home is also becoming much more common for the same reasons. High proportion of Braintree District businesses feel the Council is friendly/helpful in relation to improving the image of the area and Trading Standards. The Braintree District produced an average of 7.49 tonnes per capita which is almost 1.75 tonnes per person per year less than the UK average and is due to relatively low levels of emission from industrial and commercial sources. Opportunities 4 in 10 businesses acknowledge that businesses would benefit from support services after the start-up phase (especially in sales & marketing, quality standards, financial management and legislation). The Business Support Simplification Programme (BSSP) could streamline access to uniform national business support services. 72% of businesses have indicated that they would use waste recycling schemes if provided by the Council. The Essex Innovation Network provides mentoring support to budding entrepreneurs to commercialise innovative ideas, helps businesses to secure Proof of Concept funding and provides support to businesses in the Design; Environmental Technologies; and Manufacturing and Engineering sectors. There is at least one specialist company in Braintree District able to extend broadband to rural areas by working with the local community to increase demand. The rural economy is changing rapidly but it may to some extent be becoming more sustainable with the use of modern technology and the diversification of farms and older industrial sites. Weaknesses High dependence on a strong financial sector in London and other centres outside the District. Skilled workers in the financial services are not available for jobs in the District. Wage competition. There has been a shift away from manufacturing (3,000 jobs lost in the last 6 years) and agriculture and an increase in service industries with a predominance of low-skilled, lowpaid jobs. There has been a poor take-up by these employers of training opportunities through Train 2 Gain. Tourism only amounts to about 4% of jobs in Braintree District. Jobs tend to be seasonal and lower paid. Only 4 companies in Braintree District have taken advantage of the free mentoring support programme provided the Essex Innovation Network. Finance and finding the right staff are identified as barriers to growth by businesses in Braintree District. 0.4% of premises in Essex are too far from a BT exchange to make provision of a broadband service viable. High proportion of Braintree District businesses feel the Council is not friendly/helpful in supporting the retention of existing businesses. 43% of people of working age travel outside the district to work (2001). Rural communities now rely more heavily on commuting for most job opportunities. Threats BSSP may not be responsive to local needs and could stifle initiatives targeted to support local businesses. The pressure to meet ambitious housing targets without an increase in local jobs will increase travel to work carbon emissions. Expectations may be raised that cannot be resourced. Poor take up of opportunities to co-operate to extend broadband by rural communities. Local rural communities may not support the diversification of farms and the introduction of new businesses uses in the countryside. 29 INWARD INVESTMENT AND INTERNATIONAL TRADE Strengths The Braintree District contains much high quality landscape, green urban spaces, over 3,000 listed buildings and 39 conservation areas. I in 7 companies export to other countries. Braintree District’s crime rate is 37 per 1,000 people, compared with Essex at 46 per 1,000 people. Both are significantly lower than the England and Wales average of 61 per 1,000 people during 2006/07. Sites for an additional 1,600 dwellings are being proposed in the Local Development Framework to ensure that there is a continuous supply of building land to 2025. The main towns are the centres for most local jobs and provide a wide range of sites for business development. New investors establishing businesses in Braintree, Skyline report that the Council provides a positive welcome. Opportunities Braintree District’s location, accessibility to London and its attractive countryside, historic towns and villages has made it a popular place to live and provides the opportunity for realising a prosperous future with a high quality of life. Braintree offers a good potential location for a high quality business development. The promotion of local employment and appropriate economic development to contribute towards the 56,000 jobs in the ‘rest of Essex’ through the LDF Core Strategy. A new Business/Innovation park will be developed to complement the Skyline development near to the A120. The existing employment areas in Braintree will mostly be retained, upgraded and/or expanded. A limited number of employment premises and sites which do not meet modern day business needs will be redeveloped for alterative uses. In Witham, a large local employment area that has good transport links will be expanded. The expansion of existing employment locations and community services in Halstead will be supported. A mixed use development is proposed in Braintree – land to the north-west (off Panfield Lane (to include 15 hectares of employment land). There are nearly 30 Braintree District companies with potential to trade internationally based on turnover and number of employees that could targeted by business support agencies to receive support to export. Essex County Council and ExDRA are organising trade missions for Essex companies to China and India in 2008/09 using local contacts in these countries. Economic opportunities may come from London 2010. Weakness Braintree and Witham may not be perceived positively by potential investors in terms of quality of life, facilities, congestion and road and rail connectivity. Relatively few companies export or have considered doing so. Crime reported to be an issue for businesses by Witham Industrial Watch. Housing affordability is a serious issue for many people even with the current reduction in prices. More employment sites are needed to cater for future growth, whilst a few could usefully be redeveloped. High proportion of Braintree District businesses feel the Council is not friendly/helpful in developing overseas trading opportunities in supporting inward investment and retention of existing businesses. Threats Jobs growth in the District may not be commensurate with housing development in the current economic downturn. Location may not be enough if other factors such as a local workforce with required skills is not available. Jobs growth in the District may not be commensurate with housing development in the current economic downturn. Competition from other investment locations and the impact of the economic down-turn. The impact of the economic down-turn. The impact of the economic down-turn. The impact of the economic down-turn. The impact of the economic down-turn. The current economic uncertainty may discourage new exporters. Barriers appear to be not only the size of business but lack of interest in exporting. 4 in 10 businesses in Braintree District are not interested in attending business events hosted by Essex County Council. Competition from other areas in Essex and the Region to attract economic benefits from London 2012. 30 WORKFORCE DEVELOPMENT & EMPLOYMENT Strengths The health of people in Braintree District is generally better than the England average but there are health inequalities by location, gender, income and ethnicity. The ward with the highest life expectancy is that of Great Notley & Braintree West (84.6 years). The Braintree District is generally affluent and deprivation levels are slightly lower than Essex as a whole. In 2007 Braintree District residents had higher gross weekly pay than the regional and national median – a reflection of higher salaries earned through working out of the District. Braintree District has a lower rate of unemployment than the Region or Great Britain. In Sept 2008, Braintree District residents had a lower Job Seekers Allowance (JSA) claimant rate than the East of England and Great Britain. The number of starters on apprenticeship programmes in Essex grew by 5 per cent between 2005/06 and 2006/07 to 2,260 learners. Most starters were from Braintree and Basildon Districts. In 2006/07 Braintree District had a 25% drop in Adult learning participation from 2004/05. Braintree College’s effectiveness has moved from inadequate to satisfactory. Success rates have improved in most categories, and are now around national averages. NVQ4 attainment in Braintree District has risen by 6.5% since 2000. In 2008, 2 of the 8 schools in Braintree District, (The Honywood, Coggeshall and Notley High, Braintree) exceeded the Essex average achievement for GCSE 5+ A* - C (64.05%) and GCSE 5+ A* - C including Maths and English (49.69%). Opportunities Population growth - the population of the Braintree District is set to increase over the next 5 years. Weakness Smoking rates are above the England average. The level of obesity in Braintree District is higher than the England average. Only a minority of the population meets physical activity guidelines. The ward with the lowest life expectancy is Cressing and Stisted (75.6 years). There are pockets of isolated and deprived communities with quite large inequalities between different areas. Unemployment rates range from 2% to 5% across the District and the District has a number of areas where around 6%-7% of the population are living in fuel poverty, with households needing to spend more than 10% of income on fuel to maintain satisfactory heating. The pockets of deprivation are around two of the District’s three urban centres. These are the north and east areas of Braintree Town, and South Halstead. In 2007 residents working in Braintree District earned less than the regional and national median. Unemployment rates are not uniform, they range from 2% to 5% across the District. Braintree District had proportionately higher levels of JSA claimants over 50 years and for over 12 months. 28% of the working age population in Braintree District have no qualifications. Overall, apprenticeship and advanced apprenticeship Work Based Learning success rates for young people in Essex are lower than the regional and national average. Braintree District had the largest drop in adult participation in NVQ Level 2 (16% decrease) in Essex between 2004/05 – 2006/07. NVQ Level 3 participation by adults dropped in Braintree by 4% from 2005/6 to 2006/07. Only 19,600 (22.7%) of Braintree District residents had NVQ4 qualifications: below the regional and national average in 07. In 2008, 3 of the Braintree District schools, Hedingham School and VI Form, The Honywood, Coggeshall and Tabor Science College, Braintree had lower achievement figures in both GCSE 5+ A* - C and GCSE 5+ A* - C including Maths and English compared with 2007. The Rickstones, Witham had the lowest GCSE achievement with only 38% and 19% respectively: the fifth worst in Essex. Threats Aging population - the percentage difference in the 65 and over age group is predicted to increase by 14% and a further 2% of the population being aged 85 and over. The proportion aged 15 and under is going to decrease by 5% compared to the mid 2006 population estimates and there will also be a reduction in the 5564 year olds by 4%. Young people may not have sufficient aspiration to acquire qualifications at school and college that will provide a pathway to well paid jobs. Employers do not wish to be engaged in training their workforce. Employees and young people do not see the value of qualifications and acquiring skills. Schools will benefit from expansion and/or rationalisation (including the potential for Academy status) and there is a new primary school included in the Maltings Lane development in Witham. Increased resources are being channelled into employee training through Train to Gain and the Apprenticeship scheme. 31 Appendix 3: 1. 1.1. Introduction Stakeholder and Community Engagement Process. One of the main aims of the project brief was to ensure that the strategy and delivery/action plan was developed in partnership with key stakeholders and other public agencies, with their delivery roles and responsibilities for outputs and outcomes clearly identified. The engagement process is set out below, followed by a list of all of the organisations and individuals that have contributed generously with their ideas, energy and commitment. Engaging with partners and stakeholders Agreement to the economic development strategy project brief by members of the Braintree District Economic Development and Transportation Partnership Board on 16th October 2008. Identification of the public, private, voluntary and community partners and stakeholders that need to be included in the strategy development process. Organisation of a full-day workshop on 17th November 2008 for over 30 partners and stakeholders to engage them in a discussion on: the issues that arose from the “Economic Facts & Figures” and ”SWOT analysis; potential strategic priorities for economic development; the draft employment and tourism policies identified in the draft Local Development Framework Core Strategy consultation which ended in December 2008. actions that could meet the strategic priorities; the agencies that could deliver the actions; the resources that would be required to deliver the action plan and timescales; measuring and monitoring delivery performance. Analysis of the outcomes of the workshop in November/December 2008 to produce a list of strategic priorities with indicative actions and outcomes. Progress report on the workshop outcomes to the Braintree District Business Council meeting on 24th November. Establishment of five Task & Finish Groups led by prominent business people that met twice during December 2008 and January 2009 to agree a vision for the local economy and generate further actions that would deliver the strategic priorities. Progress update on the strategy and action plan to the Braintree District Business Council on 12th January 2009. Further engagement with partners and stakeholders at the end of January 2009 to secure commitment to resourcing and delivering actions and monitoring performance. Recommendations from Braintree District Council officers on key economic development tasks on 29th January 2009. Presentation of the first draft strategy and action plan to the Braintree District Economic Development and Transportation Partnership Board on 9th February 2009. Consultation on the second draft strategy and action plan with Braintree Local Committee on 10th March, Halstead Local Committee on 18th March, the Braintree District Business Council on 23rd March and the Witham Local Committee on 24th March 2009. Public consultation on the second draft strategy and action plan from 9th March until 24th April ad adjoining local authorities invited to comment. Consideration of the final draft strategy and action plan by Braintree District Council Cabinet on 11th May 2009. Final draft strategy and action plan endorsed by Braintree District Full Council in June 2009 for publication. Organisations and individuals who have contributed to the economic development strategy and action plan (alphabetically by organisation name), including members of the Braintree District Economic Development & Transportation Partnership Board (EDTPB) 2. 2.1. 2.2. 2.3. • • • • • • • 2.4 2.5. 2.6. 2.7. 2.8. 2.9. 2.10. 2.11. 2.12 2.13. 2.14. 3. 32 Organisation Amtek Aluminium Castings BAA Stansted Bidwells Braintree Association of Local Councils Braintree Business Council Braintree College Braintree District Council Braintree District Council Braintree District Council Braintree District Council Braintree District Council Braintree District Council Braintree District Council Braintree District Council Braintree District Council Braintree District Council Braintree District Council Braintree District Council Braintree Town Centre Strategy Group Braintree Town Centre Strategy Group Braintree Enterprise Acorn Units (BEAU) Business Development Services (N/W Essex) Ltd Business Link East ClientAct Public Relations/ Witham Chamber of Commerce Coggeshall Chamber of Trade The Consultancy Home Counties Countryside Properties Cranfield University East of England International East of England International East of England Development Agency Essex Chambers of Commerce Essex Chambers of Commerce Essex County Council Essex County Council Essex County Council Essex County Council Essex County Council Essex Education Business Partnership ExDRA ExDRA ExDRA ExDRA ExDRA ExDRA Representative Laurence Hurley, M.D. Rob Sibley, G2 Project Team Andrew Blackwell, Group Partner Planning Cllr Tony Hayward Brian Cutmore, Chairman Gerry Billington, Vice-Principal Kitty Barrett, Rural Policy Cllr Jo Beavis Cllr John Collar Dave Cookson, Planning Peter Crofts, Corporate Director Paul Munson, Head of Development Russell Everard, Head of Enterprise, Culture & Leisure Cllr Mrs Margaret Galione Cllr Nigel Harley, Deputy Leader, Portfolio Holder for Enterprise, Culture & Leisure Cllr David Mann Chris Trim Cllr Tim Wilkinson, Deputy to the Portfolio Holder for Enterprise, Culture & Leisure Ken Game George Shiffner Tony Comber Christina Hayward, Operations Manager Keith Hughes, Partnership Manager Sally Carpenter Hazel Picknell-Stride Sarah Cottrell, Train to Gain Broker Andrew Carrington, John Willcock Steve Toogood Ville Karhusaari Andrew Fisher John Clayton, CEO Denis Rossiter, M.D. Rob Bristow, 14-19 Adviser Daniel Grindey, Regeneration Kevin Fraser, Planning Nicola Keable, Transportation John Pope, Head of Passenger Transport Mark Sexton Lynn Ballard, Director Sarah Bell, Innovation Programmes Manager Ann Cousins, Inward Investment Manager Jessica Kneller Paul Martin Matt Willis, Beyond 2010 Contribution Task & Finish Group 4, Lead Task & Finish Group 4 Task & Finish Group 1 Workshop participant, EDTPB Workshop participant, EDTPB (Chairman) Task & Finish Group 5, Workshop participant Task & Finish Group 2, Workshop participant EDTPB EDTPB Task & Finish Group 1, Workshop participant Workshop participant, EDTPB Workshop participant Workshop participant, EDTPB EDTPB Workshop participant, EDTPB EDTPB EDTPB Task & Finish Group 2, Workshop participant, EDTPB Workshop participant Workshop participant EDTPB Task & Finish Group 2, Workshop participant, EDTPB Task & Finish Group 2, Workshop participant, EDTPB Task & Finish Group 2, EDTPB Workshop participant, EDTPB Task & Finish Group 5, Lead Task & Finish Group 3, Lead Workshop participant Task & Finish Group 4 Task & Finish Group 4 Workshop participant Task & Finish Group 4 Task & Finish Group 4 Task & Finish Group 5 Workshop participant Task & Finish Group 1, Workshop participant Task & Finish Group 1 Task & Finish Group 1 EDTPB Project Manager Task & Finish Group 3, Workshop participant Task & Finish Group 4, Workshop participant Designer Designer Task & Finish Group 5 33 Organisation Federation of Small Businesses/ Witham Chamber of Commerce George Yard Shopping Centre/Braintree Chamber of Commerce Green Cartridges Ltd Halstead Chamber of Commerce Jobcentre Plus Joscelyne Chase Learning & Skills Council Micromech Ltd Peke Services Ltd Rural Communities Council Essex Seetec Smith Law Partnership Voluntary Sector Training Witham & Braintree Rail User Group Witham Industrial Watch Witham Town Centre Strategy Group Representative Ian Cass Brenda Baker, Manager Neil Coulton Stephen Kirby Liz Hand Paul Bird Steve Thacker Dave Gronland Paul Evans Nick Shuttleworth Jim Wall Mrs Sue Carlisle Linda Riley Rod Lane Kate Carling Paul Ryland Contribution Task & Finish Group 3, EDTPB Task & Finish Group 3, Workshop participant, EDTPB Workshop participant EDTPB Task & Finish Group 5, EDTPB Task & Finish Group 1, Lead, EDTPB Task & Finish Group 5, EDTPB Task & Finish Group 2, Lead, Workshop participant, EDTPB Workshop participant, EDTPB Task & Finish Group 3 Task & Finish Group 5 EDTPB Task & Finish Group 5, EDTPB Task & Finish Group 1, Workshop participant EDTPB Workshop participant 34 Appendix 4: Glossary of Terms Organisations and Partnerships Braintree District Local Strategic Partnership (LSP) LSPs are non-statutory, multi-agency partnerships within local authority areas that bring together the public, private, voluntary and community sectors. With the local authority they identify priorities for local Community Strategies and Local Area Agreements. They aim to promote joint working to deliver sustained local economic and social regeneration, and improved public services to meet the needs of communities. The Economic Development Partnership Board builds on the partnership developed between Braintree District Council, the Association of Four District Chambers (Braintree, Coggeshall, Halstead and Witham) and the business community generally through the work of the Braintree Business Council. Its role is to embrace representatives of all the partners and key stakeholders in the future economic growth and development of Braintree District. The Board has a strategic role in drawing up and monitoring the District’s Economic Development & Transportation Strategies and is one of six Thematic Partnership Boards which are the operational arms of the LSP. The Business Council was established some 10 years ago as a means of raising key issues and challenges faced by the district’s growing business community. The Business Council is the voice for the district’s business community on practical issues such as the impact of planning and environmental regulations, skills training and workforce development requirements, the annual budget consultation, and other issues which might help, or hinder, inward investment activity or the development of indigenous companies. BDS helps local businesses with their support and development needs in Braintree District and in other areas of North West Essex. Through government funding and private sponsorship certain services are provided free of charge, such as guidance on starting a business. In addition to on-line information resources, there are specialist advisers who will deal with business needs on an individual basis. This could be something specific, such as an aspect of employment law, or something more general, such as how to increase profits over the next 3 years. The GEPF is one of nine Sub Regional Economic Partnerships (SREPS) in the East of England. Established in 2004, it brings together a range of public and private sector interests that represent the interests and shared aspirations of Greater Essex, including the two other sub regional economic partnerships in Essex, the Haven Gateway Partnership and the Thames Gateway South Essex Partnership. The HGP was established in 2001 to provide a framework through which its public and private sector partners could work together to promote economic opportunities and secure the future prosperity of the international gateways of Harwich, Felixstowe and Ipswich. It has been recognised as one of four areas in the East of England Plan “whose coherence and the particular nature of the issues and responses justifies sub-area treatment” and includes the “key centres for development and change” of Colchester and Ipswich. The area comprising the counties of Bedfordshire, Cambridgeshire, Essex, Hertfordshire, Norfolk and Suffolk and the unitary authority areas of Luton, Peterborough, Southend and Thurrock. The regional assembly/chamber established in response to the Regional Development Agencies Act as the designated chamber for the East of England. It comprises local government representatives and ‘community stakeholders’. Braintree District Economic Development and Transportation Partnership Board (EDTPB) Braintree District Business Council Business Development Services N/W Essex Ltd (BDS). Greater Essex Prosperity Forum (GEPF). Haven Gateway Partnership (HGP) East of England East of England Regional Assembly (EERA) 35 Regional Development Agencies (RDAs), East of England Development Agency (EEDA) Business Link East (BLE) Learning & Skills Council (LSC) Jobcentre Plus (JC+) Federation of Small Businesses (FSB) Essex Chambers of Commerce Regional Development Agencies are non-departmental public bodies sponsored by the Department for Business, Enterprise and Regulatory Reform to be strategic drivers of regional economic development and regeneration. They aim to enable the English regions to improve their competitiveness and reduce the imbalances that exist within and between regions. RDAs work with delivery partners and businesses on regional workforce skills to meet the needs of the regional economy and develop skills action plans to help match skills training to the needs of the labour market. Business Link East is the gateway to business support in the East of England region. Business Link provides advice and support to help people start, maintain and grow their businesses, signposting to specialist support providers as appropriate. A non-departmental public body sponsored by the Department for Innovation, Universities and Skills. It operates mainly through its nine regional offices. Its role includes: funding of providers of further education, work-based learning, adult education, and schools’ 6th forms; strategic planning of provision to meet government priorities; audit and review against targets and quality standards; funding of programmes such as Train to Gain and Centres of Vocational Excellence. The LSC is planned to close by 2010, handing over its functions to 150 local authorities, a new Skills Funding Agency and a new Young People’s Learning Agency. A government agency, part of the Department for Work and Pensions, it supports people of working age from welfare into work, and helps employers to fill vacancies. It provides help and advice on jobs and training for people who can work and financial help for those who cannot. Formed in 1974, the FSB is a not-for-profit organisation representing the self-employed and owners of small firms. It campaigns on behalf of its members, promoting and protecting their interests. It has over 215,000 members across the UK. Essex Chambers of Commerce is an independent body which operates from four principle locations in Basildon, Chelmsford, Colchester and Southend, offering a comprehensive and developing range of business services. The Chamber represents the views and needs of business at local, regional and national level by engaging with and influencing policy development forums. Strategies and Policy documents ‘One District, One Voice’ draft strategy. Draft strategy for people and places in Braintree District in 2025, produced for public consultation by the Council and the LSP in October 2008. This comprises two elements: the ‘Sustainable Community Strategy’ which sets out the social, economic and environmental priorities for people and communities in the District for the time between now and 2025; and, the ‘Core Strategy’ which shows locations where housing, employment and other types of development could take place in the District and the policies which will underpin development within the District and make sure that it takes place in the best possible and most sustainable way. Approved in May 2008, the East of England Plan sets out the overall planning strategies for the whole of the eastern region of England up to 2021. It sets out policies which address the needs of the region and key sub-regions. These policies provide a development framework for the next 15 to 20 years that will influence the quality of life, the character of places and how they function, and informs other strategies and plans. A major feature of the Plan is that it identifies the significant investment that will be needed in social, environmental, economic and transport facilities (‘infrastructure’) if it is to achieve its desired results. That investment will come from a variety of sources, including central and local government funding and private developer funding. ‘East of England Plan’ and ‘Review of the East of England Plan’. 36 ‘Regional Economic Strategy 2008 – 31’ (RES) ‘Engines of growth’ Regional Funding Allocation ‘Greater Essex Economic Framework’ Local Area Agreement (LAA) National Indicators Business Support Simplification Programme The strategy of the East of England Development Agency to increase prosperity for everybody living and working in the East of England. The East of England Plan recognises that key centres for development and change - the larger urban sub-regions, cities and their hinterlands - will drive growth, given the concentration of assets such as businesses, higher education institutions and labour pools. Evidence suggests that well functioning urban areas benefit the economic and social well-being of their rural hinterlands and market towns. These ‘engines of growth’ include: Thames Gateway South Essex; Greater Cambridge; Greater Peterborough; the Milton Keynes South Midlands growth area focusing on Luton as a regional city; London Arc; Greater Norwich; and Haven Gateway. The East of England region provides advice to Government on public spending priorities for transport, housing and regeneration, economic development and skills. This includes transport priorities through to 2018/19. After 2011, the funding allocation for each region has not yet been agreed but a 2% inflation increase per annum has been assumed to provide indicative totals. This is below the rate of inflation, particularly for transport improvements. The aim of Greater Essex Economic Framework is to provide a high level analysis of issues and opportunities and to identify key priorities on which the members of the Greater Essex Prosperity Forum and supporting organisations can add value by speaking with one voice and by working together to deliver solutions. The Framework’s strategic priorities were endorsed by GEPF members in November 2007 and form the basis of the priorities and targets in the Essex Local Area Agreement. LAAs are three year programmes (2008-2011) that set out how local authorities and other major local delivery partners will deliver the best solutions for their areas. Central Government agrees targets with local authorities and their partners on outcomes delivered by local government on its own and in partnership with others. Essex’s Local Area Agreement (LAA) is a joint project between the county’s thirteen LSPs, including Braintree District LSP and is designed to bring better value for money by channelling funds from different public organisations towards shared priorities and targets. The Local Government White Paper ‘Strong and Prosperous Communities’ published in October 2008, committed to introducing a set of streamlined indicators that would reflect national priority outcomes for local authorities working alone or in partnership. A single set of 198 national indicators was announced as part of the Comprehensive Spending Review 2007. These will be the only measures on which central Government will performance manage outcomes delivered by local government working alone or in partnership. The Business Support Simplification Programme (BSSP) aims to make it easier for companies and entrepreneurs to understand and access government funded grants, subsidies and advice with which to start and grow their businesses. In October 2008 it was announced that a streamlined package of support called ‘Solutions for Business – funded by government’ would be in place by March 2009. This package includes 30 national support products with a common look and feel accessible via Business Link. 37 ‘Prosperous Places: taking forward the review of sub-national economic development and regeneration’ ‘Prosperous Places’ proposed a way forward on implementing the recommendations set out in the review of sub-national economic development and regeneration, originally published on 17 July 2007. The Government’s response to ‘Prosperous Places’ sets out how it will deliver more effective economic decision making and planning in England’s regions and localities. These reforms will put in place a legal and policy framework which will assist regions, sub-regions and local areas in responding to current economic difficulties, preparing for the upturn and strengthening jobs and business growth in all areas in the longer term. Education and Training National Vocational Qualifications (NVQs) NVQ Level 2 NVQs are vocational awards in England and Wales that are achieved through assessment and training. There are five levels of NVQ ranging from Level 1, which focuses on basic work activities, to Level 5 for senior management. NVQ 2 = five GCSEs at grades A*-C, BTEC first diploma. Competence that involves the application of knowledge in a significant range of varied work activities, performed in a variety of contexts. Some of these activities are complex or non-routine and there is some individual responsibility or autonomy. Collaboration with others, perhaps through membership of a work group or team, is often a requirement. NVQ 3 = two or more A levels, BTEC Ordinary National Diploma (OND), City & Guilds Advanced Craft. Competence that involves the application of knowledge in a broad range of varied work activities performed in a wide variety of contexts, most of which are complex and non-routine. There is considerable responsibility and autonomy and control or guidance of others is often required. Skills for Life qualifications are designed to help people develop the skills that are used in everyday life, such as reading, writing or maths. They can also help people move on to further study. A Skills for Life qualification can be accessed by those over 16 years of age, who have left compulsory full-time education and do not have an up-to-date English or maths qualification at level 2 on the National Qualifications Framework (such as a GCSE). Train to Gain is the national skills service that supports employers of all sizes and in all sectors to improve the skills of their employees as a route to improving their business performance. It is a joint investment – employers and the Government working together to boost business by improving the skills of individual staff members. Under the Learning and Skills Council’s Train to Gain programme, skills brokers provide a service to employers. They work with employers to understand the training and development needs of their employees, and broker suitable training with further education colleges and independent training providers. There are more than 180 Apprenticeships available across more than 80 industry sectors, including accountancy, business administration, construction, engineering, manufacturing and many more. Most apprenticeships last between one and two years, though some take up to five. How long it takes will depend on the profession chosen, the level of ability and the employer’s needs. NVQ Level 3 ‘Skills for Life’ ‘Train to Gain’ Skills brokers (Train to Gain) Apprenticeships 38 Appendix 1: Economic Development Strategy Evidence Base The following documents were used to create the evidence base for the economic development strategy and action plan: Braintree District ‘One District – One Vision’ Local Development Framework Core Strategy for people and places in Braintree District in 2025, Consultation draft October 2008. ‘Vision for the District (2008 – 2025)’, Braintree District Local Strategic Partnership. ‘Business Survey 2008’, June 2008, prepared by Linda Balodis, BMG Research, for Braintree District Council. ‘Braintree District Futures’ produced for the District Council by Cambridge Econometrics, 2006. ‘The Mid-Essex Economic Futures Assessment’, March 2006 produced by University of the West of England for Braintree District Council, Brentwood District Council, Chelmsford Borough Council, and Maldon District Council. ‘Braintree College Ofsted report’, February 2008. Essex ‘Greater Essex Economic Framework 2007 – 2021’, Greater Essex Prosperity Forum November 2007. ‘Essex Local Area Agreement 2008-2001’, Essex Partnership/Essex County Council April 2008. ‘Essex Local Needs Assessment’, Learning & Skills Council, East of England Regional Research and Data Team, July 2008. ‘Corporate Plan 2008 – 2011’, Haven Gateway Partnership 2008. Public Health annual report 2007-08’, Mid Essex PCT. ‘Anglian Water, Draft Water Resource Plan 2008’, 40 39 Anglian Water. East of England Region National ‘East of England Plan 2004 – 2021’, approved May 2008 and current sub-area review process managed by the East of England Regional Assembly (EERA). ‘Regional Economic Strategy for the East of England 2008-2031’, East of England Development Agency (EEDA). ‘Corporate Plan, 2008 – 2011’, EEDA 2008. ‘Review of Sub-Regions – 2008’, EEDA Oct 2008. ‘Review of Local Authority Economic Development capacity’, EERA, 2008. ‘Prosperous Places: taking forward the review of sub-national economic development and regeneration’, Communities and Local Government (CLG). ‘Business Support Simplification Programme’, Business Enterprise & Regulatory Reform (BERR). ‘Labour Market Profile 2008, Braintree District’, Nomis official labour market statistics. ‘Population 2007’, Office of National Statistics (ONS) midyear population estimates. ‘Resident based median Earnings’, ONS annual survey of hours and earnings resident analysis. ‘Work based median Earnings’, ONS annual survey of hours and earnings workplace analysis. ‘Job Seekers Allowance (JSA) Claimants’, ONS claimant count. ‘Business stock 2007’ BERR vat registrations/deregistrations by industry. Key statistics from these data sets were drawn out to create a picture of the economy of the Braintree District, illustrated in the ‘Economic Facts and Figures, 2008’ that follow. 40 Braintree District: Economic Facts & Figures EMPLOYERS After a fall in 2005 and 2006, the number of business registering for VAT in Braintree District rose in mid 2007 to return to the level achieved in 2003 and 2004. This trend was matched in Essex. Business registrations in Braintree District were at a peak at 545 in 2004. The stock of businesses in Braintree District at the end of 2006 was 5,500.Source: BERR vat registrations/deregistrations by industry, 2008 Although manufacturing accounts for 17% of all employment, there has been a shift away from manufacturing and agriculture and an increase in service industries with a predominance of low-skilled, lowpaid jobs. Tourism only amounts to about 4% of jobs, but contributes almost £40m to the local economy. Source: Braintree District Council, ‘Core Strategy’, Oct 2008 WORKFORCE Source: ONS mid year population estimates A higher proportion of Braintree District’s population is of working age (males aged 16 to 64 and females aged 16 to 59) than the regional average. All people of working age in Braintree District: 86,400 (61.3%), males 45,400 (65.5%), females 41,000 (57.2%). Compared with East of England (61.0%/65.1%/57.1%). A higher proportion of Braintree District’s working age population is economically active (in employment or unemployed) compared with the East of England and Great Britain average. Economically active in Braintree District: 73,000 (82.1%). Compared with East of England (81.0%) and Great Britain (78.6%). Braintree District has a higher proportion of self-employed people compared with the East of England and Great Britain average. Self-employed in Braintree District: 10,900 (12.3%) compared with the East of England (10.9%) and Great Britain (9.9%). Braintree District has a lower rate of unemployment than the Region or Great Britain. Unemployed in Braintree District: 3,100 (4.2%) compared with East of England (4.3%) and Great Britain (5.2%). In Sept 2008, Braintree District residents had a lower Job Seekers Allowance claimant rate than the East of England and Great Britain but had proportionately higher levels of claimants over 50 years and for over 12 months. 1,491 JSA claimants (1.7%) in Braintree District compared with 1.9% in the Region and 2.5% in Great Britain. Source: ONS claimant count with rates and proportions. Note: % is a proportion of resident working age people. 41 EARNINGS In 2007 Braintree District residents had higher gross weekly pay than the regional and national median – a reflection of higher salaries earned through working out of the District. Gross weekly pay for full-time workers resident in Braintree District: £502.3, compared with £479.1 for the Region and £459.0 in GB. Source: ONS annual survey of hours and earnings resident analysis 43% of people of working age travel outside the district to work (2001). Braintree has one of the highest percentages in the region of commuters working in financial services (31.6%). In 2007 residents working in Braintree District earned less than the regional and national median. Braintree District residents had median earnings of £440.0, compared with the Region (£450.0) and Great Britain (£458.6). Source: ONS annual survey of hours and earnings workplace analysis AREA & POPULATION Source: Braintree District Council, ‘Core Strategy’, Oct 2008 The District covers an area of 612 sq kilometres: it is the second largest district (by area) in Essex and has the fourth highest population of Districts in Essex. The mid-year population estimate for 2007 was 140,900: males 69,300, females 71,600. Fewer than 5% Black and Ethnic Minority residents are recorded in the 2001 census. The population of the Braintree District is set to increase over the next 5 years. The percentage difference in the 65+ age group is predicted to increase by 14%. Those aged 15 and under will decrease by 5% compared to the mid 2006 population estimates and there will also be a reduction in the 55-64 year olds by 4%. Nearly half the population live in the rural areas and just under half in the three main towns of Braintree, Witham and Halstead. House prices are slightly lower than the Essex average but are mainly higher than the regional average (December 2006). 42 43 SKILLS Source: LSC, Essex Local Needs Assessment, July 2008 28% of the working age population in Braintree District have no qualifications. In 2006/07 Tendring and Braintree had the highest proportion of learners not achieving 5 A*-C grade GCSEs (NVQ Level 2) at 51 per cent and 47 per cent respectively and were ranked second and fourth in the region on this measure. The number of starters on apprenticeship programmes in Essex grew by 5 per cent between 2005/06 and 2006/07 to 2,260 learners. Most starters were from Braintree and Basildon Districts. Overall, apprenticeship and advanced apprenticeship Work Based Learning success rates for young people in Essex are lower than the regional and national average. In 2006/07 Braintree District had a 25% drop in Adult learning participation from 2004/05. This is mirrored in both the region and nationally, suggesting the trend is not localised but a national issue. Braintree District had the largest drop in adult participation in NVQ Level 2 (16% decrease) in Essex between 2004/05 – 2006/07. In the same period, East of England participation grew by 12% and Essex residents had a 3% increase. NVQ Level 3 participation by adults dropped in Braintree by 4% from 2005/6 to 2006/07. In the same period participation increased by 2% for Essex residents. Only 19,600 (22.7%) of Braintree District residents had NVQ4 qualifications: below the regional and national average in 2007. NVQ4 attainment in the East of England is 26.0% and for Great Britain it rises to 28.6%. NVQ4 attainment in Braintree District has risen by 6.5% since 2000. Over the same period there was a rise of 4.8% in the Region and 6.1% in Great Britain. Source: ONS annual population survey EDUCATION/TRAINING Source: ECC, GCSE 5+ A* - C provisional results 2008 In 2008, only 2 of the 8 schools in Braintree District, (The Honywood, Coggeshall and Notley High, Braintree) exceeded the Essex average achievement for GCSE 5+ A* - C (64.05%) and GCSE 5+ A* - C including Maths and English (49.69%). The best performing Braintree school, Notley High at 71.33% for GCSE 5+ A* - C is still only placed 21 out of 80 schools in Essex. The Rickstones, Witham had the lowest achievement with only 38% and 19% respectively: the fifth worst in Essex. 3 of the Braintree District schools, Hedingham School and VI Form, The Honywood, Coggeshall and Tabor Science College, Braintree had lower achievement figures in both GCSE 5+ A* - C and GCSE 5+ A* - C including Maths and English compared with 2007. Essex schools as a whole saw an increase of 2.68% and 2.09% respectively over the same period. Braintree College’s effectiveness has moved from inadequate to satisfactory. Success rates have improved in most categories, and are now around national averages. Responsiveness to the needs and interests of learners and employers is satisfactory. Effective collaboration with local schools benefits learners. Careers advice is good for those progressing to higher education and satisfactory for those seeking employment but the development of productive links with employers is an area for improvement. Currently, resources are adequate to support plans for improvement but the college remains in a weak financial position. Source: Ofsted report (08/02/08) 43 PUBLIC TRANSPORT Source: Braintree DC, ‘Core Strategy’, Oct 2008 Hatfield Peverel, Witham and Kelvedon have stations on the London to Colchester mainline and there is a high frequency of services from Witham. The north-east of the District is served by the Sudbury branch line with a station at Bures. Braintree, Braintree Freeport, Cressing and White Notley are served by a single track branch line. This limits the frequency of service and reduces its potential to promote more journeys by rail. Investigations are being undertaken into ways of increasing the frequency of service on the line. Bus services in and between the main towns are adequate during the day on weekdays but conventional services are limited or non-existent over much of the rural areas. Only a limited number of services operate in the evenings and on Sundays. HEALTH Source; 2008 Braintree Health Profile The health of people in Braintree District is generally better than the England average but there are health inequalities by location, gender, income and ethnicity. E.g., Bocking South, Witham West and Braintree South and East wards appear to be most deprived. Men from the most deprived fifth of areas have 2.8 years shorter life expectancy than those in the least deprived fifth of areas. Smoking rates are above the England average. Nearly 1 adult in 4 smokes. Smoking kills c. 200 adults each year. The level of obesity in Braintree District is higher than the England average. One adult in four is obese. Braintree District has higher levels of road injury and deaths than the England average. INFRASTRUCTURE Source: Braintree DC, ‘Core Strategy’, Oct 2008 The A120 has recently been upgraded from Braintree to the M11 but the Braintree-Marks Tey stretch remains unimproved, although there are long term upgrading proposals. Galleys Corner Roundabout at Braintree is a particular local bottleneck where congestion occurs regularly. The A12 has a significant impact on Witham, Hatfield Peverel and Kelvedon. Only local improvements between Witham and Hatfield Peverel, rather than full scale upgrading, are proposed. Expected deficits in water supplied by Anglian Water will be addressed through an extension to Ardleigh Reservoir over the next 25 years. Source: Anglian Water, Draft Water Resource Plan 2008. 0.4% of premises in Essex are too far from a BT exchange to make provision of a broadband service viable. Source: British Telecommunications 44