Get documents about "Unleashing the potential of Cheshire and Warrington
Document Sample
Draft Sub-Regional Strategy
July 2010
UNLEASHING THE POTENTIAL
OF
CHESHIRE AND WARRINGTON
Sub-Regional Strategy
July 2010
Draft Sub-Regional Strategy
July 2010
Contents
1 Introduction ......................................................................................................................
2 Key assets /opportunities .................................................................................................
3 Key challenges ................................................................................................................
4 What needs to be done which the Strategy could now deliver? ........................................
5 Plan..................................................................................................................................
Evidence Base ........................................................................................................................
Draft Sub-Regional Strategy
July 2010
1 Introduction
Cheshire and Warrington‟s (C&W) economic performance already outstrips every other sub-
region in the North West by a significant margin. As well as supporting its own very
successful economy, the population of C&W also makes a strong contribution to the success
of the wider city regions of Manchester and Liverpool. It is now ready to significantly
accelerate growth in population, jobs and productivity in order to boost its competitive
position in a changed post-recession economy. C&W is recognised as a great place to live,
work, visit and do business, and attracts a high level of graduates, managers, professionals
and knowledge workers. In times of more constrained public expenditure C&W, with its
strong culture of private sector investment in both housing and economic development, will
be in a strong position to unleash the potential of its economic resources and contribute
strongly to the growth the nation will need.
To achieve these objectives at a time of limited public funding, we will need to develop new
and innovative finance models. There will also be political and planning challenges in
delivering significant housing growth.
The C&W economy is currently worth £18.7 billion per annum in GVA and it contributes
some 16.4 per cent to overall regional GVA of £114.3 billion1. Analysis, shown in Figure 1,
indicates that Cheshire performs significantly better in terms of GVA per head than any other
part of the North West and that this is based particularly on its relatively high levels of
productivity.
Figure 1 – Components of sub-regional GVA per head
-50 -40 -30 -20 -10 0 10 20 30 40 50
Percentage difference from UK average
Source: ONS Economic & Labour Market Review, February 2010
The area‟s key strengths are: its Knowledge Economy linked to the high proportion of
graduate level skills; its geographical location with train journey times of under 2 hours to
London from its key towns, as well as good connections to the region‟s main airports, the city
regions of Manchester and Liverpool, the Midlands and North Wales; and its high quality of
life. C&W also has the economic capacity in terms of underutilised assets that could enable
it to develop and grow significantly more, without compromising sustainability and its high
quality of environment.
1
Source: Baseline projections from the Cheshire and Warrington Econometric Model (CWEM) at 2006 prices. Data obtained using
Cambridge Econometrics/IER LEFM software and consistent with Regional Economic Prospects, Feb 2009.
1
Draft Sub-Regional Strategy
July 2010
C&W’s aim is to contribute significantly to economic growth by accommodating
significant increases in population, housing, jobs and GVA, which will be achieved by
sustainable development of existing settlements across the area. The sub-region has
the potential to increase annual GVA by at least £10 billion to some £30 billion by 20302
based on increasing levels of productivity, together with increasing population by 2030 by
100,000 or more (to a total population of around 1 million) and employment by no less than
22,000 (to 451,000). Its ambitions for growth are underpinned by Housing Growth Point
status in West Cheshire and Warrington but are also reflected throughout the area.
Economic growth will drive complementary regeneration in locations of need in certain parts
of the sub-region. Where public support is required to create the conditions for private
investment, this is likely to offer attractive returns on investment (ROI). The C&W authorities
will work together to support areas of mutual benefit including potential emerging
frameworks such as Atlantic Gateway.
2 Key assets /opportunities
C&W benefits from important assets and opportunities, giving it significant competitive
advantage. These include:
Location – C&W is favourably placed with strong linkages to local, regional, national
and international markets. It is locationally advantaged in relation to its links in
particular to the Midlands, London and the South East, North Wales and Ireland.
Land – land and premises are readily available within strategic sites, urban
extensions, and in brownfield locations to meet significant growth in employment and
housing.
Skills and education – the area has a highly-skilled population with over a third of
working-age people having a university degree. Its representation of higher
occupational groups (managers, professionals, and technical) is significantly above the
average for the NW and the UK. A number of its FE Colleges are outstanding and it
has university campuses in Chester, Crewe and Warrington. In addition, there are
strong links to the world class HE/university resources in Manchester and Liverpool, as
well as across the region.
Knowledge economy – C&W has one of the highest proportions of knowledge
economy workers and high technology businesses outside London and the South East
– making a vital contribution to high productivity and future growth opportunities.
Business base – C&W has a very strong business base providing some 429,000
employee jobs. It has particular strengths in key sectors including advanced
manufacturing (especially engineering, chemicals and automotive), food and drink,
energy and nuclear, financial and insurance services, public administration and health,
the visitor economy (including business tourism), and creative industries.
Flexible and entrepreneurial population - more than 80% of working-age people are
economically active. C&W is also an Enterprise Generator, overall possesses a
culture of entrerpreneurship and has high levels of business formation and number of
businesses per head of population.
Attractive environment and amenity – C&W benefits from a high quality
environment and quality of life that is attractive to visitors, new business and talented
people. A collection of key regional visitor attractions, the extensive and attractive
2
At 2006 prices
2
Draft Sub-Regional Strategy
July 2010
network of greenspace and waterways in C&W has great potential for supporting the
growth of leisure and tourism, as well as reinforcing its quality of life offer.
3 Key challenges
Despite its advantages, C&W faces a number of key challenges if it is to unleash its
economic potential. These include:
Connectivity and accessibility – while the sub-region is served by strategic
motorway and rail connections, there is a high dependence on private vehicles and a
very low rate of public transport usage, and consequently high transport CO2
emissions. Next Generation broadband will play a vital role in the development of
growth sectors and, linked to innovative measures to encourage more sustainable
lifestyle and better use of existing infrastructure, create opportunities for additional
more sustainable business development and growth opportunities.
Affordable housing – the sub-region requires strategies to address the shortages of
new affordable homes. A range of housing is required to meet the needs of growing
numbers of elderly people, those of young single people and couples, as well as the
wider workforce in order to support economic development and growth.
Maximising business competitiveness – targeted support to existing businesses to
improve their competitive position will pay dividends in maximising growth potential.
Creating the conditions for private sector investment – while some aspects of
economic growth will require public sector led intervention, many aspects of Cheshire‟s
growth will be unleashed by creating the right conditions and perception for investment
driven by the private sector. This will particularly include the bringing forward of key
employment sites.
Developing external links – the area‟s strong links in supporting the Greater
Manchester and Merseyside economies (including the higher education base) and the
North Midlands can be beneficially developed further, as can links with North Wales
through the Mersey Dee Alliance.
Regeneration – a renewed emphasis on supporting growth in cities, towns, and
villages to counteract less sustainable dispersed development and to maximise
agglomeration benefits, will drive growth forward.
Localised deprivation – despite the general affluence of the area, certain areas suffer
from severe economic and social deprivation which needs to be addressed to provide
equity and social inclusion. This includes the stimulation of enterprise and new
business creation.
Environment and amenity – while these are advantages, conversely they also
represent challenges. Maintaining the quality of life and contributing to environmental
sustainability will need to be balanced with the aims of economic growth.
4 What needs to be done which the Strategy could now deliver?
C&W has the potential to unleash its potential by growing its GVA by some 60 per cent by
2030. The growth strategy for C&W is based on clear aims and objectives. The key priorities
are:
accommodating significant growth in population, housing, jobs and GVA;
enhancing enterprise;
improving accessibility between the places where people live and where they work;
3
Draft Sub-Regional Strategy
July 2010
meeting the challenge of demographic change and improving the quality of life and
wellbeing of all citizens as part of the transition to a lower carbon economy.
Economic growth will be built on existing strengths in science and the knowledge economy,
with a focus on research and development and key sectors such as pharmaceuticals,
chemicals, advanced manufacturing, financial and business services, digital and creative,
ICT, environmental, energy and nuclear industries. In addition, other sectors such as the
visitor economy and health and related activities will be important, especially in relation to
employment generation.
Spatially, growth will be concentrated through expansion of key existing urban settlements,
in particular:
Warrington – Warrington has the capacity for significant expansion as a business
and commercial centre through regeneration of its central area, phased urban
extensions at Omega, and growth in other important sites3. Its central location in the
emerging Atlantic Gateway and its key positioning on both the strategic road and rail
networks provides the basis for it to form a more important role in the region‟s
strategic hierarchy than hitherto as a regional driver of economic growth;
Crewe - Following the development of a comprehensive strategic visioning for
Crewe, there is agreement that the town needs to significantly increase its economic
productivity, and is well positioned to do so in terms of unique strategic connections
and major development sites. To facilitate this, there is a clear emerging ambition to
have „super-charged‟ growth in Crewe – in the order of 25% growth in jobs and
population – to fulfil its wider potential.
Chester and the Deeside Hub - reinvigorating the dynamic contribution of Chester
to the cultural, heritage and visitor economy of the region, as well as extending its
offer as a high quality office location, and an important retail destination, is of
significant importance to growth and development4. Chester Zoo Natural Vision
offers the prospect of a world-class exemplar in businesses, veterinary and
conservation research and development5 adding to the growth of the visitor
economy. The impact of the Deeside Hub extends beyond the sub-regional boundary
to the Mersey Dee Alliance Area6, with Chester as its centre.
Ellesmere Port - The Atlantic Gateway programme raises the potential opportunity
of Ellesmere Port as a residential and employment7 Growth Point effectively serving
as Chester‟s development zone involving the re-use of the significant stock of
brownfield land released as a result of the decline of previous industrial uses, in
accordance with the emerging Vision and Economic Development Framework8.
Other sub-regional priorities are:
North East Cheshire – Macclesfield and North East Cheshire are the focus of the
region‟s most productive businesses and entrepreneurial people, built on a dynamic
symbiotic relationship with the economy of Greater Manchester. To maintain its
3
Regeneration Framework for Warrington (Warrington Borough Council, 2009)
4
Chester Development Frameworks
5
Natural Vision (Chester Zoo, 2009)
6
The Mersey Dee Alliance Area includes Cheshire West & Cheshire, , Denbighshire CC, Flintshire CC, Wirral MBC, and Wrexham CB.
7
Including through the energy and advanced manufacturing sectors
8
Ellesmere Port – Vision and Economic Development Framework – Cheshire West and Chester Council – in development in partnership
with North West Regional Development Agency and the Homes and Communities Agency.
4
Draft Sub-Regional Strategy
July 2010
competitiveness, targeted growth and collaboration with key employers (while
maintaining its key heritage and landscape assets) will enable it to maintain its
contribution to competitiveness and its role as an important economic driver.
Sustainable Market towns9 – the market towns and larger villages are an important
component of economic growth in C&W and service centres for the rural and
agricultural communities, as well as supporting food and drink industries. They also
provide attractive residential locations particularly for managers, professionals, and
knowledge workers, and a high quality of place. The „Weaver Towns‟ of Northwich
and Winsford have particular potential for economic and quality housing growth,
linked to improved public transport accessibility and there are deliverable
opportunities for substantial development in these towns linked to the West Cheshire
Growth Point Programme.
5. Plan
9
These include the ‘Weaver Towns’ of mid-Cheshire (Northwich (the ‘Northwich Vision’), and Winsford (‘Winning Winsford’) and Rural
Cheshire comprising the independent rural periphery.
5
Draft Sub-Regional Strategy
July 2010
6 . Vision, aims and objectives
Figure 2 - Vision, aims, and objectives
Vision Cheshire and Warrington will realise its significant potential for economic
growth while remaining an outstanding place to live, work, and visit.
Aims 1. to enhance the development and growth of enterprise
2. to further develop the skills base
3. to expand links between employment and those seeking work;
4. to address issues of deprivation and social exclusion;
5. to improve transport accessibility, especially by public transport; and
6. to improve the quality of life and wellbeing in a transition to a lower
carbon economy.
Objectives 1a to increase GVA by 2030 to at least £30 billion per annum (at 2006
prices), population by some 100,000 or more, and employment by no
less than 22,000.
1b to further develop key high value sectors of the economy.
1c to promote increased levels of business development and
entrepreneurialism.
1c to support existing manufacturing, energy, and food and drink sectors
of the economy.
1d to exploit appropriate employment and housing land in order to support
the planned growth strategy.
2a to enhance the skills strategy in order to ensure that appropriate skills
are available to meet the demand for future employment.
3 to develop and enhance strategies to promote routes to work.
4 to address deprivation where this exists in urban and rural areas in
order to reduce inequalities.
5a to improve road and rail infrastructure to enable improved access to
employment opportunities.
5b to improve ICT connectivity, including next generation high speed
broadband to key locations and Market Towns.
6a to enhance environmental amenity, including opportunities for Green
Infrastructure;
6b to promote sustainability by ensuring that all new development is to
high standards in terms of energy and materials consumption.
6c to reduce greenhouse gas emissions, in particular CO2, and to develop
appropriate reduction targets.
.
6
Draft Sub-Regional Strategy
July 2010
7 THE STRATEGY
7.1 CONNECTIVITY & ACCESSIBILITY
OUR VISION is for a better connected and more sustainable sub-region with next generation
broadband available everywhere, transformed connectivity between where people live and
where they work, and with public transport as a real alternative to the car.
Ensuring that all parts of Cheshire & Warrington benefit from Next Generation Access to
high-speed broadband
Prioritised improvement of all Cheshire & Warrington railway stations, services and
infrastructure and development of improved rail links with Liverpool and Manchester,
including the provision of adequate parking facilities
Improved transport links between all of Cheshire & Warrington‟s towns and rural
settlements, facilitating links between work and home for residents.
Improved transport integration with Manchester, Liverpool and other adjacent sub-
regions
Improved transport links to Manchester and Liverpool Airports
Exploiting improved rail services between Cheshire & Warrington and London through
inward investment and tourism programmes.
Creating more sustainable transport approaches including walking and cycling.
Specific programmes include:
forming a sub-regional Digital Development Agency to lobby for Next Generation Access
to all parts of the sub-region and to develop implementation projects
integrating public transport systems within the sub-region and with those of Greater
Manchester and Merseyside, including initiatives such as cross-boundary ticketing, and
timetabling and smart-cards.
Improving the Mid Cheshire rail line, and reinstatement for passenger use of the
Sandbach-Middlewich-Northwich rail line with a new station in Middlewich - including
possible conversion to tram/train, and provision of park and ride to encourage increased
patronage
completing essential infrastructure including the Crewe Green Link Road and A500
dualling in support of strategic employment sites at Crewe
improved public transport access to Manchester and Liverpool John Lennon Airports,
including the Halton Curve and (in the longer term) a new western rail link to Manchester
Airport.
linking the Mid Cheshire towns of Northwich, Winsford and Middlewich with an effective
integrated public transport system, and connecting them with adjoining metropolitan
centres
work with the Highways Agency to implement the A556T (M6-M56) link, improving
access to Manchester from the M6.
7
Draft Sub-Regional Strategy
July 2010
improve rural transport links, through better connectivity with and between the main
urban areas, transport interchanges and visitor attractions.
7.2 HOUSING
OUR VISION is to provide a housing offer that supports the creation of balanced,
sustainable communities and the regeneration of the sub-region‟s most deprived
neighbourhoods. This will involve effective lobbying, partnership working and community
engagement, to create a sub-region where all residents can achieve independent living in
good quality, affordable homes that are appropriate to their needs.
Key objectives are:
To increase the supply of affordable housing to support economic growth and
development.
To make best use of the sub-region‟s existing housing stock.
To meet the housing and accommodation-related support needs of the sub-region‟s
most vulnerable residents.
To increase the supply of market housing to support continued economic growth and
regeneration and to meet local housing needs.
provide new housing opportunities close to areas of concentrated economic
development to maximise the opportunity for people to live close to their place of
employment and reduce travel to work
Specific programmes include:
Deliver the Growth Points in West Cheshire and Mid Mersey
Increase opportunity and choice for people to live in rural areas, improving access to
affordable housing by developing local solutions to housing shortages in rural areas,
giving rural communities the opportunity to identify their own housing needs; and
ensuring strategic plans set rural targets for affordable housing provision.
To provide a housing offer that supports the creation of balanced, sustainable communities
and the regeneration of the sub-region‟s most deprived neighbourhoods, to create a sub-
region where all residents can achieve independent living in good quality, affordable homes
that are appropriate to their needs.
7.3 ENTERPRISE & BUSINESS
OUR VISION is that Cheshire & Warrington will maintain and enhance its role as an
enterprising sub-region. It will be a place where people are inspired to be enterprising, and
where in all parts of the sub-region there is encouragement for businesses to be created and
to grow. To achieve this vision the main priorities will be to:
Inspire young people
Stimulate enterprise and capitalising on the experience of older people
Overcome cultural barriers and encourage start-ups in under-represented places and
groups
Ensure availability of commercial sites and premises
8
Draft Sub-Regional Strategy
July 2010
Maintain and improve long-term relationships with strategically important businesses
Identify key growth sectors and proactively target inward investment
Support the growth and diversification of social enterprises
Maintain and enhance a good business environment and awareness of the sub-region‟s
competitive advantages
Ensure comprehensive access to, and use of next-generation broadband and ICT
Actions will include programmes to:
Work closely with national and regional agencies to scrutinise performance and to
provide an integrated, simple and high quality level of support
Inspire young people to be enterprising, in schools, Further and Higher Education
Stimulate enterprise in business and capitalise on the wealth of experience of older
residents, for example through mentoring
Overcome cultural barriers faced by potential entrepreneurs and encourage business
start-ups, especially in rural areas, disadvantaged areas and among under-represented
groups
Ensure the availability of suitable workspace for small businesses
Nurture long-term relationships with strategically important businesses
Support the growth and diversification of social enterprises
Maintain and enhance a good business environment and awareness of the sub-region‟s
competitive advantages, particularly in key sectors, both established and emerging
take advantage of Reaseheath College as an enterprise hub, including linkage to the
regional food offer; and support other rural based enterprise, such as equine industry
Ensure that the sub-region has high speed broadband availability and that local
businesses maximise the use of ICT for competitive advantage
7.4 SKILLS, PEOPLE & JOBS
OUR VISION is that by 2020, Cheshire and Warrington will be a place in which businesses
thrive and employers are committed to ensuring that local people have the skills to meet
their current and future needs.
Our priorities are to:
Inform, influence and lobby on skills issues at local and regional level with the aim of
affecting improvements to the employment and skills system.
Increase the resilience of the local economy by developing stronger links between
economic priorities and further/higher education and by ensuring that businesses
have easy access to effective business support and high quality skills provision
Engage employers to develop their leadership and management skills and increase
their commitment to raising the skills of the workforce
Provide employment opportunities for local people and adopt good employment and
skills practice
Make young people and adults work ready, addressing employability skills
Improve the coordination, quality of, and access to employment and skills activities in
the sub-region.
9
Draft Sub-Regional Strategy
July 2010
7.5 CHESTER & THE DEESIDE HUB
OUR VISION is that Chester and the Deeside Hub will continue to make a major contribution
to the success of the region as a place to live, work, visit and do business, by building on its
vibrancy, prosperity and distinctiveness. Key aims are:
To ensure that Chester has a national, European and globally competitive profile
To focus sustainable growth on the city centre and station area
To exploit the city‟s rail connectivity to London and the South East
To further develop the tourism offer
To exploit and develop its university
To enhance Chester‟s cultural offer
Enable the benefits of wealth generation to extend into areas of need
Recognise Chester as a crucial cross-border centre of high economic performance
To develop a Knowledge Corridor reaching from North East Wales, through Chester, to
Ellesmere Port and Wirral
Programmes include:
Provide new, high quality business accommodation at the heart of Chester
Regenerate the area around the Chester Station
Make Chester a “must see” world class European city and a beacon of retail quality,
range and distinctiveness
Improve the visitor and cultural offer, including the development of flagship attractions
such as the Chester Zoo Natural Vision Project, delivering the master plans for
development of the Cathedral Quarter, the Rows and Castle.
Plan for the delivery of a revised Northgate redevelopment and Amphitheatre to ensure
Chester retains its long-term competitiveness as a retail and historic centre.
Develop a new theatre/performing arts centre, a conference centre and an improved
programme of events
Increase the proportion of new knowledge-based employment and the diversity of
employment, encouraging innovation, HEI links and cluster development acknowledging
the opportunities offered by the “ knowledge industry corridor”.
Identify key sectors that require expanded support, in particular Energy and
Environmental Technologies, to take advantage of developments such as the
Capenhurst Energy Innovation Centre, also life/biosciences, advanced materials,
digital/ICT and supporting the next generation of financial and professional services.
Build on educational excellence, particularly by making more effective use of the
University of Chester and by supporting the re-development of the West Cheshire
College site in Handbridge.
7.6 ELLESMERE PORT
OUR VISION is to exploit Ellesmere Port‟s major potential for housing growth and
regeneration; and to develop the area as a location for environmental and energy industries
in order to diversify the economic base. Specific actions will include:
To exploit Ellesmere Port‟s potential for housing growth and as a location for
environmental and energy businesses
10
Draft Sub-Regional Strategy
July 2010
Realise opportunities offered by the Ellesmere Port waterfront, town centre, key corridors
and underused sites that can be linked to a knowledge industry corridor.
Deliver the West Cheshire Growth Point – Ellesmere Port has a housing and
employment opportunity which has the potential to be regionally significant.
Maintain and enhance the further development of sites adjacent to Cheshire Oaks, within
a Green Infrastructure Plan.
Build upon the manufacturing base of Ellesmere Port as a centre of excellence,
supported by R&D and skills development.
Support green infrastructure, accessibility planning/implementation and other low carbon
strategies to enable the transformation of underused / derelict land and address
unsustainable commuting patterns
take advantage of current manufacturing and engineering excellence especially in
Ellesmere Port and building on the potential of the 4M EDZ investments.
Encouraging the University of Chester and West Cheshire College to expand their
activities in Ellesmere Port.
7.7 CREWE
OUR VISION is to exploit Crewe‟s significant growth opportunity in its role as a strategic
gateway to the rest of the sub-region and the North West and to North Wales, and for Crewe
to develop as a distinctive location for homes and jobs. It will be the focus for growth in
South Cheshire, building on its relationship with its neighbours including the Potteries to the
South. The profile and image of the area will be improved and its location on major national
road and rail corridors, with high quality local and strategic transport links, will mean that
Crewe becomes a location of choice for both public and private investment.
Key objectives are:
redeveloping the University Quadrant including the town centre; building on the
expansion of MMU; and by completing the development of the Crewe Gateway with the
station on its current site or in a new location at Basford (which is now a Regional
Strategic site)
completing essential infrastructure including the Crewe Green Link Road and A500
dualling in support of strategic employment sites at Basford
building on the success of the Crewe Business Park, on strengths in existing sectors
such as engineering, and by attracting new sectors where possible.
Programmes include:
reposition Crewe as a distinctive commercial destination and place, and the main focus
of development in the south of the sub-region, by reinventing the town centre and
delivering a town centre redevelopment scheme when financial conditions allow,
improving both retail and leisure opportunities
focus on the existing strengths of Crewe in particular the Crewe Business Park, and
identify opportunities for sustainable business park development
take advantage of existing engineering excellence, especially Bentley Motors, which can
act as a catalyst for future investment in the engineering sector
11
Draft Sub-Regional Strategy
July 2010
take advantage of existing infrastructure at Crewe Railway Works by ensuring its current
capacity is retained as a basis for future investment
capitalise on expansion at Manchester Metropolitan University at Crewe, developing
links with Keele University to take advantage of its research and development
capabilities and business park expansion. This would enable to economy to benefit from
spin-outs and technical Higher Education/business knowledge transfer
develop a cross border strategy for improving linkages and interactions across the
border with the North Staffordshire conurbation, in particular the North Staffordshire
Regeneration Zone
develop and market a visitor offer based on Crewe‟s railway heritage
7.8 WARRINGTON
OUR VISION is that by 2030 Warrington will be recognised as one of the best places to live
and work in the UK, where everyone enjoys an outstanding quality of life.
Key objectives are:
to build on its East/West and North/South road and rail and access
to secure the social and economic regeneration of Warrington Town Centre and the
Waterfront
to exploit Omega as an opportunity for a sustainable urban extension
taking full advantage of the town‟s location in the heart of the Atlantic Gateway
corridor, its Growth Point status and utilising the newly established Urban
Regeneration Partnership – „Warrington & Co.‟
Main Programmes include:
develop the emerging regional strategic site of Warrington Central, including
regenerating underused areas for significant employment, housing, leisure, and
appropriate retail uses. Significant enabling infrastructure is required to improve
accessibility. The four main areas are Bridge Street; Golden Gardens;
Wireworks/Central Hub and Warrington Waterfront
develop Omega as a significant mixed use and sustainable urban extension, and
investing in transport links
focus on Warrington‟s successful business locations – supporting Birchwood and
Omega, regenerating Woolston Grange, developing Port Warrington and improving the
corridor along the Northern Spine (A49) for a range of business and enterprise uses
deliver the Orford Project as an exemplar for sport, health and community facilities in the
sub-region.
enhance the green image of Warrington through a range of integrated greenways and
waterways projects- the Trans-Pennine Trail, Mersey Way, Manchester Ship Canal,
Bridgewater Canal, Sankey Valley, Walton Hall and Gardens and - which link the area to
leisure networks in Manchester and Merseyside such as the Liverpool Waterfront
Regional Park and the Irwell Valley
enhance Warrington‟s public realm and the look of the Borough – in the town centre and
waterfront and along key gateway corridors as a priority
12
Draft Sub-Regional Strategy
July 2010
continue to invest in success of learning and skills programmes - build on the excellent
facilities at Warrington Collegiate and the University of Chester in Warrington to enhance
the skill levels of people to meet the needs of current and future businesses. Ensure that
all people have the skills and confidence to maximise their potential and their quality of
life as individuals and as a community in order to sustain economic success.
tackle multiple deprivation and health inequality in Warrington‟s Stronger Together areas
to enhance people‟s quality of life and their life chances
7.9 MACCLESFIELD & NORTH EAST CHESHIRE
OUR VISION is that Macclesfield and NE Cheshire will sustain its current position as one of
the most successful parts of the regional economy, that it will diversify its economic base as
a location for international business and exploit the wider potential of the pharmaceutical
sector. Through the development of high quality public transport links it will expand its role
as part of the Manchester City Region.
Priorities are:
diversifying the economy to reduce dependency on a small number of major companies
taking advantage of proximity to Manchester and Manchester Airport to further develop
the area as a location for international business
developing and implementing a comprehensive strategy for the delivery of affordable
homes in the right places
developing a comprehensive approach on the visitor economy, making NE Cheshire a
destination of choice for visitors as well as residents and businesses
facilitating the redevelopment of Jodrell Bank into a world class centre for science
research.
Programmes include:
provide additional support for public transport and improve access to skills training, to
enable residents in NE Cheshire to access employment opportunities at Manchester
Airport
unlock the potential of the South Macclesfield Employment Area, by providing gap
funding to overcome adverse ground conditions and access constraints.
explore how to get the most out of Hurdsfield Industrial Estate in the future as major
occupiers reduce their space requirements
regenerate Macclesfield town centre for mixed use, providing good quality office space to
stimulate the high value economy
maintain and develop Jodrell Bank into a world class science centre of excellence and
visitor attraction, both in its own right and as part of a network of visitor attractions in
Cheshire East
ensure that existing expertise in nuclear industry research and development is retained,
especially in Knutsford, in anticipation of expansion in the sector over the next 20 years
maintain and develop Tatton Park into a world class visitor attraction and as an anchor
for the local visitor economy
13
Draft Sub-Regional Strategy
July 2010
explore the visitor potential of better connectivity between Macclesfield and the Peak
District National Park developing a „Cheshire‟s Peak District‟ destination brand in
conjunction with the visitor axis of Tatton Park/Knutsford/Jodrell Bank/Congleton
sustain the site of Alderley Park as a world class centre of biomedical research and
realise the potential of incubation business units linked to the biomedical sector
develop and market a visitor offer based on the area‟s textile heritage
7.10 RURAL CHESHIRE & SUSTAINABLE MARKET TOWNS
OUR VISION is for a sub-region that supports opportunity and addresses need in rural areas
towards a sustainable environment where people feel socially inclusive and economically
prosperous.
Priorities are:
To address a lack of affordable housing
Improve access to services (including broadband)
developing and growing innovation and entrepreneurship.
improve connectivity (physical and virtual) between rural towns and their hinterlands,
particularly in terms of economic integration.
Programmes include:
A Key Service Centre Programme strengthening the role of market towns as service and
employment hubs, using local distinctiveness to better define their role and strengths.
Develop a new rural workspace / rural small buildings programme
Direct and target support to new enterprises to increase start-up rates, business and
skills development.
Developing cluster programmes, and promoting the sub-region as the regional hub for
entrepreneurship and innovation.
Strengthen the markets and opportunities for high value and niche goods and services,
including food and drink, countryside recreation, craft and environmental conservation.
Promote and support the tourism product, strengthen the sub-region‟s competitive
position as a leisure and business tourist destination
Stimulate and promote activity towards an economically & environmentally sustainable
farming and food sector, investing in and promoting value added local food.
identify development opportunities in key towns to provide more employment
opportunities and housing for local needs.
7.11 WEAVER TOWNS
The mid-Cheshire towns of Middlewich, Northwich, and Winsford are together of comparable
population size to the towns of Chester or Crewe but make a lower contribution to the
economic output of the sub-region. Individually these towns lack the scale and economic
strength to have a major impact at regional level. However, by integrated economic
development there is the potential to build on common advantages and overcome some
disadvantages, for these towns to generate significant economic contribution to the sub-
region.
14
Draft Sub-Regional Strategy
July 2010
OUR VISION is to drive forward an economic, environmental and social transformation of
the main towns in mid-Cheshire. A regeneration framework will be developed identifying the
key planning and regeneration actions necessary to deliver a collective vision, the two main
priorities of which are to:
secure the economic regeneration of Northwich, Winsford and potentially Middlewich
realising the high-value growth potential of these principal Weaver Valley Towns to
deliver sustainable economic growth and prosperity; and
develop improved transport (particularly public transport) links between the main towns
and Manchester, Liverpool, Chester, Crewe and Warrington.
Programmes include:
develop a refocused cross-boundary regeneration framework
continue to develop the Northwich Vision, which provides a comprehensive regeneration
strategy for the town centre, including new retail, leisure and residential developments
(see below)
develop the new Northwich cultural centre, and enhance the Lion Salt Works as a visitor
attraction
develop the Winning Winsford regeneration programme with key projects including the
Learning Zone, All Through School, Town Park, Winsford Waterfront and Woodford
Business Park
promote the completion of Midpoint 18 and the Middlewich Eastern By-pass
deliver shop front, high street and public realm investment schemes for market towns
and work with business sectors to attract commercial investment
expand on the potential of Middlewich‟s Roman Heritage as a catalyst for economic
regeneration.
enhance the Weaver Valley public realm, developing high quality environment for town
centres, waterfront locations and along key gateway corridors, including Middlewich
Town Wharf, „Connect 2‟ footpaths and cycleways, and the canal and river network.
7.12 VISITOR ECONOMY
Cheshire and Warrington‟s visitor economy makes significant direct and indirect
contributions to the economic well-being of the area. The tourism and leisure industry is
both an important source of employment and a generator of wealth. Alongside its direct
economic benefits, our tourist industry plays a key part in creating a strong, positive image of
the sub-region as a place to live and invest in.
Our Vision is for Cheshire and Warrington to be synonymous with a high quality visitor
product. The sub-region will be known for its exciting attractions and the authenticity of the
experience of England that it offers to visitors. Its historic built fabric, its retail appeal and its
versatility will be prized by visitors, and it will be recognised for the exceptional quality of its
countryside experience.
The key objectives for the sub-region‟s visitor economy are:
Deliver sustainable growth in the value of the visitor economy.
15
Draft Sub-Regional Strategy
July 2010
Secure continued and long term investment to improve the quality of the visitor
product.
Harness the contribution of the visitor economy to wider objectives for the prosperity
of the sub-region‟s economy.
Enhance Cheshire and Warrington‟s local distinctiveness and image.
In addition to place-based priorities already mentioned, the main priorities include:
Develop and market a major events programme for the sub-region which will build on
the strengths of existing events or festivals, capitalise on the potential of the 2012
Olympics and attract new events.
Position the sub-region at the forefront of ICT media and off-line channels in
attracting and informing visitors, including exemplar visitor information centres.
Develop and promote Cheshire and Warrington‟s food and drink offer to underpin the
whole visitor experience.
Develop and promote the sub-region as a business tourism destination.
Ensure that the benefits of the sub-region‟s canals and waterways are maximised in
the visitor experience.
Build on the success of Cheshire‟s Gardens of Distinction programme.
Work with public transport providers to explore potential for joining up key attractions
and local visitor destinations within Cheshire & Warrington.
Develop the sub-region as a location for equine tourism.
7.13 CLIMATE CHANGE
The overarching consideration of climate change issues will be integral to the continuing
economic success of the sub region both by mitigating against further greenhouse gas
emissions and by adapting to changes in the climate that are already likely. The Cheshire
and Warrington Climate Change Action Plan includes a range of priority sub-regional
interventions that will be implemented to move this agenda forward including:
Developing the local supply chains for energy efficiency and microgeneration and
stimulating demand for these services by targeting businesses and households
Developing the wider Energy & Environmental Technologies and Service (EETS)
sector by pursuing projects in wind, climate change adaptation and, especially,
biomass and energy from waste
Safeguarding jobs in the manufacturing and service sectors by providing support to
businesses to help them become more resource efficient and to reduce their carbon
footprints
Doing more work to introduce travel choices and plans to large employers and
business parks and exploring the possibility for improved transport provision,
including Park & Ride schemes
Develop the significant opportunities in sustainable tourism by providing assistance
to tourism related businesses to reduce their carbon footprint and to advertise as „low
carbon‟ destinations.
All of the interventions need to be supported by the planning system, local authority
economic and transport policies, targeted R&D and innovation, a programme of skills
development and raising awareness of the climate change opportunities amongst policy
makers, businesses and the general public.
16
Draft Sub-Regional Strategy
July 2010
Appendix 1 Evidence Base
1. Components of sub-regional GVA per head
Currently, the most widely used indicator of regional economic performance is Gross Value
Added (GVA) per head. Policy makers frequently use GVA per head as a headline indicator
of regional productivity and of regional incomes when comparing and benchmarking regions
that differ in geographical size, economic output, and population. GVA per head is calculated
as the simple ratio of the economic activity in a region divided by the number of people living
in a region, while productivity is defined as the ratio of GVA divided by the labour input (jobs
or hours worked) used to create it.
In the North West, GVA per head above the average for the UK is particularly evident in
Cheshire where, in 2007, it was some 6.5 per cent above the UK average. It has consistently
outperformed other areas of the North West since 2002. Positive contributions to Cheshire‟s
GVA per head are based on its productivity (GVA per hours worked), the commuting rate
(the workplace based labour force as a proportion of the residence based labour force), the
employment rate, and the activity rate.
Figure 1 shows an extract illustrating the percentage difference from the UK average in
terms of GVA per head for the North West sub-regional areas (NUTS2) for 2002 -2007. The
Cheshire NUTS2 area includes Halton as well as Warrington.
Figure 1 - Components of sub-regional GVA per head
Percentage difference from UK average -50 -40 -30 -20 -10 0 10 20 30 40 50
Source: ONS Economic & Labour Market Review, February 2010
2. Key employers and employment structure
Figure 2 - Key employers
Manufacturing AstraZeneca UK Ltd (biotechnology); Vauxhall Motors Ltd
(automotive); Bentley Motor Cars (automotive); Shell U.K
Limited (chemicals);
Energy and water supply EA Technology; Urenco; British Nuclear Fuels plc; United
Utilities plc; North West Water plc; Norweb plc; Manweb plc;
UK Waste Management Ltd;
Wholesale and retail Tesco Stores Ltd (Retail); Sainsburys (Retail); Marks and
Spencers Plc (Retail);
Information and Post Office Services (Telecommunications);
17
Draft Sub-Regional Strategy
July 2010
communication
Financial and insurance Bank of America (Financial Services); Lloyds/HBOS -
activities (Financial Services); Barclays Bank Plc (Financial Services);
Marks and Spencer Financial Services (Financial Services);
Royal London Mutual Insurance (Insurance);
Public administration Local Government – various; Police, Fire, & Ambulance
services;
Education MMU Cheshire; Chester University (Education);
Health and social work Mid-Cheshire Hospitals Trust (Health); Countess of Chester
Hospital (Health); East Cheshire NHS Trust (Health);
Employment structure
Cheshire and Warrington has a very similar industrial structure to the North West and Great
Britain as a whole with some 10.7% of employee jobs in manufacturing, 5.0% in
construction, and 83.3% in services. This illustrates that it still retains a significant element of
traditional businesses. The breakdown of the service sector indicates that, compared with
the NW and GB it has proportionally more businesses in distribution, hotels and restaurants,
and finance, IT, and other business activities than the NW and GB, but less representation
proportionately of public administration, education, and health.
Figure 3 - Employee jobs (2008)
Source: Nomis (ONS annual business inquiry employee analysis)
3. Population, GVA, and employment aspirations
An aspirational scenario in terms of population, GVA and employment has been produced by
AMION Consulting, using the baseline economic projections from the Cheshire and
Warrington Econometric Model (CWEM) and population forecasts provided by Cheshire
West and Chester Council, both taking a 2006 base year. In order to develop this scenario,
a number of adjustments have been made to the baseline economic projections for C&W, as
follows:
a linear trend, based on a 10 year period, has been assumed, so as to enable the
baseline economic projections to be extended to 2030 (the Cheshire and Warrington
Econometric Model runs up to 2020);
18
Draft Sub-Regional Strategy
July 2010
an analysis has been undertaken of the economic impact associated with the „high‟
population forecasts10 produced for Cheshire and Warrington together with an
assumed additional increase in Ellesmere Port, in comparison with population
estimates assuming an RSS level of housing development. This has involved:
o extending population forecasts to 2030;
o calculating the likely number of additional residents who will be of working
age, based on ONS sub-national population projections;
o estimating the proportion of the additional working age population who will be
in employment, based on trend analysis of historic employment rates;
o assessing the potential proportion of additional residents who will work in
Cheshire or Warrington, using 2001 Census travel flows data; and
o converting estimates of employment growth to GVA impact, by applying
average GVA per employee figures derived from the Cheshire and
Warrington Econometric model (which take into account increasing
productivity over the period).
the economic impact associated with the „high‟ population forecasts has then been
added to the baseline economic projections in order to construct an aspirational
scenario.
Figure 4 sets out the aspirational forecasts for Cheshire East, Cheshire West and Chester,
and Warrington. While the forecasts are based largely on the Cheshire and Warrington
Econometric Model, it is important to note that they are only illustrative of potential
aspirations for the area and provide a basis for further discussion and agreement between
the partners.
Figure 4 - Population, GVA, and employment aspirations
District Population (000s) GVA (£million, 2006 prices) Employment (000s)
Base 2030 Change Base 2030 Change Base 2030 Change
year year year
Cheshire 359 399 40 11 7,882 13,53 5,653 72 188 197 9 5%
East % 6 %
Cheshire 326 381 55 17 6,129 9,238 3,109 51 168 179 11 7%
West & % %
Chester
Warrington 197 202 5 3% 4,667 7,035 2,367 51 130 132 2 2%
%
Cheshire & 882 982 100 11 18,679 29,80 11,13 60 486 508 22 5%
Warrington % 9 0 %
Source: AMION Consulting
If the population in the area was to increase by 100,000 by 2030 around 71,000 new
dwellings would need to be built over the forecast period. 71,000 new dwellings would meet
the housing needs of the likely number of new people moving into the area and also the
likely changes in age structure of the population, changes in household formation and
decreases in average household size over the period. 71,000 new dwellings over the twenty
year forecast period would represent around 3,500 new dwellings per annum. This is
around 25% above the average target of 2,847 completions per annum identified in the
current RSS for 2003 – 2021.
10
The ‘high’ population forecasts assume a level of housing development 25% above RSS levels year on year
19
Related docs
Other docs by yaofenjin
The_dead_easy_way_to_make_DivXmovies_from_DVDsThis_tut_test_research_1071197616
Views: 3 | Downloads: 0
