Bridgend County Borough Regeneration Strategy

1. Bridgend County Borough Regeneration Strategy Workshop 3: Action-Planning The Waterton Centre, Bridgend 18 October 2007

2. Welcome Louise Fradd Director of Regeneration Bridgend County Borough Council

3. Bridgend County Borough Regeneration Strategy – Workshop 3: Action-Planning Malcolm Williams Stephen Thomas

4. Agenda for today 09.35 The study – a reminder of what we are about 09.45 Reprising the Strategic Framework 10.00 The Action Planning Mapping Process 10.30 Q&A 10.35 Breakout Group logistics 10.40 Tea/Coffee 10.55 Breakout Group working 12.05 Plenary 12.45 What happens next & implementation issues 13.00 Closing Thanks 13.05 Lunch & Depart

5. A reminder of what we’re about

6. Study Objectives • 3 things • Producing an evidence base to better understand BCB’s socio-economic position – Businesses, People & Places • Taking forward the Vision for the County Borough as stated in the existing Community Strategy . . . . . . in a formal Regeneration Strategy for 2007-2021 • Underpinned the RS with deliverable actions • Sustainable • Impact-delivering

7. Stage 1: Baseline Identifying the themes & policies underpinning the Community Strategy & Council priorities Stage 2: Sector Review Identifying key economic sectors (& social implications) for the future of Bridgend Stage 3: Develop strategic framework Vision, Strategic Aims & Objectives Stage 4: Develop Action Plan Existing & new actions to go forward with Stage 5: Dissemination Bridgend CBC Stage 6: Launch & implementation of strategy Bridgend CBC A 6-stage process    

8. Stages 3 & 4  3a. First Partner SWOT Workshop (20 June 2007) Linking & focusing priorities for Regeneration, & responding to your queries  3b. Develop Draft Strategic Framework Document Draft Strategic Framework Document (Done)  3c. Strategic Framework Calibration Workshop (14th Sept 2007) Agreed Strategic Framework & first-cut ideas for actions (Done)  Identification of potential project champions, resources & timescales (end September) 4a. Bilateral telephone discussions with partners  Consultations by SQW specialists (Done) 4b. Development of Thematic Action Plans Today Actions workshop (today!) 4c. Develop monitoring & evaluation framework Monitoring & evaluation framework (mid November) 4e. Finalisation of strategy & action plan Final report & presentation (end November)

9. Reprising the Strategic Framework

10. 20 June SWOT workshop – your key regeneration priorities were to . . . • Link skills & knowledge development to global market trends • Tackle economic activity in 16-24 age group • Provide a clear environmental offer for residents & tourists that also addresses the challenge of climate change • Improve transport links to strengthen access to opportunities, & links from valleys to coast • Develop the emphasis on equity & social inclusion • Strengthen partnership delivery structures

11. The draft strategic framework • Components • Strategic Aims – defining our headline objectives • Operational Aims – defining in more detail what we are about • Indicative Activities – sorts of things, illustratively, that we might do to deliver change • Cross-Cutting Themes – golden threads that join • Finally, overarching Vision – strategy in a nutshell, linking back to Community Plan

12. Vision: By 2021 Bridgend will be a productive & dynamic economy attracting further investment, recognised for its natural & industrial heritage, with well-connected tourist & leisure facilities. It has led community regeneration through housing health & education & is home to a skilled workforce which engages young people in sustainable employment. Strategic Aim 1 Strategic Aim 1 Strategic Aim 1 Strategic Aim 1 Strategic Aim 2 Strategic Aim 3 Strategic Aim 4 Developing Business & Ideas: Increase economic growth & wealth creation Image & Environment : Understand & market Bridgend as a great place to live work & play Infrastructure: Improve services & facilities for all X Cutting Theme 1 -Foresight People & Communities: Drive up skills levels in a healthy workforce Operational Aims Operational Aims Operational Aims Operational Aims X Cutting Theme 2 – Purpose & delivery capability X Cutting Theme 3 - Equality Indicative Activities Indicative Activities Indicative Activities Indicative Activities X Cutting Theme 4 – Environmental Impact

13. 14 September Framework Workshop – your comments • General endorsement of the direction & content of the framework, in particular the emphasis on Enterprise, Skills, Image & Infrastructure • Need for more detailed work on the Operational Aims to ensure they are correctly located (against Strategic Aims), that they are specific & of a similar scale of ambition • Need to ensure that social regeneration (& its concomitant requirement of consideration of the needs of existing residents) is integrated into the framework • More work would be needed to clarify the nature & role of the Cross-Cutting Themes • More work to consider implementation & partnership working going forward

14. Vision: By 2021 Bridgend CB will be recognised as a resilient & economically productive centre, with a skilled & utilised workforce: a place where people & businesses want to be Strategic Aim 1 Strategic Aim 1 Strategic Aim 1 Strategic Aim 1: Strategic Aim 2: Strategic Aim 3: Strategic Aim 4: Strengthening & renewing Infrastructure Enabling wealth, increasing enterprise & maximising employment Driving up skills levels in an active labour force Making a great place to live, work, visit & play • X Cutting Theme 1– • Integrated planning • Delivery • Monitoring & Evaluation Operational Aims Operational Aims Operational Aims Operational Aims • Raise GVA per employee • Prioritise sectoral growth, raising knowledge sector share • Close the enterprise gap, increasing business start-ups & support • Attract investment, bringing businesses & resources to Bridgend CB • Improve access to procurement for the voluntary sector • Raise the profile of Bridgend CB • Create a clear offer to existing markets in activity sports • Create a clear linked offer for heritage • Promote Bridgend CB as a great place to invest • Prioritise a clean & environmentally-neutral built & rural environment • Meet the challenge of climate change in planning & delivery • Prioritise sustainable development opportunities • Raise numbers of healthy workforce • Reduce numbers of residents on IB/SDA • Target young people from primary school age onwards • Prioritise young people with no skills • Promote higher skills in all age groups • Build on growth in earnings to retain graduates • Build skills in deprived areas • Retain older people in the workforce • Revitalised & functional Town Centres • Transport hubs linking need & opportunity • Improve deployment of the asset base of the public sector • Ensure a good & appropriate supply of land & property, identifying opportunities for change of use • Prioritise & renew existing industrial parks • Use housing investment as a neighbourhood regeneration driver • X Cutting Theme 2 - • Sustainable Communities: • Tackling inequalities • Environmental impact • Inclusion Indicative Activities Indicative Activities Indicative Activities Indicative Activities

15. SA1: Creating wealth, increasing enterprise & maximising employment • Operational Aims • Raise GVA per employee: close the gap with comparator geographies • Prioritise sectoral growth: meet changing global demand through prioritising & growing knowledge industries, raising sector share • Close the enterprise gap: increase the number of business start-ups, with stronger support for SMEs, to competitor geographies • Attract investment: bring major public & private sector businesses to Bridgend CB • Improve access to procurement: prioritise developing opportunities for the voluntary sector & social enterprise

16. SA2: Driving up skills levels in an active labour force • Operational Aims • Raise numbers of healthy workforce: raise the % of the Working Age Population who are economic active to exceed comparator rate, supported through health in the workplace • Reduce numbers of residents on Incapacity Benefit & Severe Disability Allowance: offer access into gainful activity reducing IB & SDA levels to below comparator geographies • Target young people from school age across a broad range of lifestyle issues: strengthen health promotion measures, & introduce an understanding of entrepreneurial activity

17. SA2: Driving up skills levels in an active labour force • Operational Aims • Prioritise young people with no skills: reduce % of population with no qualifications • Promote higher skills in all age groups: increase numbers of Bridgend Level 4+ NVQs • Build on growth in earnings: Retain graduates & attract higher skilled workers to live & work in Bridgend CB • Build skills in deprived areas • Retain older people in the workforce

18. SA3: Making a great place to live work visit & play • Operational Aims • Raise the profile of Bridgend CB: a locale for activity sports & leisure, a stunning coastline & a great location for business • Create a clear offer to existing markets in activity sports: surf, golf, cycling & walking • Create a clear linked offer for heritage: industrial & pastoral • Promote Bridgend CB as a great place to invest: excellent motorway access, new retail opportunities & high employment land availability • Prioritise a clean & environmentally-neutral built & rural environment • Meet the challenge of climate change in planning & delivery: reduce total CO2 emissions per capita to UK tonnage • Prioritise sustainable development opportunities: match the BREAM standards for new developments

19. SA 4: Strengthening & renewing infrastructure • Operational Aims • Drive forward Town Centre Regeneration • Focused improvements to transport hubs improving access for work, leisure & retail activities • Identify, understand, value & exploit the corporate asset base of the public sector: land & buildings • Ensure a good & appropriate supply of employment land & premises: exploit opportunities to change use of unused employment land & sites • Prioritise, upgrade & rebuild existing industrial parks • Use housing investment as a regeneration driver: improve the geographical balance & availability of affordable housing

20. The Action-Mapping Process

21. The draft Regeneration Strategy Strategy 1 Strategy 2 Strategy 3 Strategy 4 Shaping & encouraging Consolidating Stimulating Pipeline actions Existing actions New actions Moving from Strategy to Actions

22. Looking at existing & pipeline actions • Essential to map accurately to avoid damaging reinvention • Mapping represents a significant exercise . . . so, need co-ordinated process to collect information • Result is ~ 200 actions already underway . . . & counting • EU, national, regional, sub-regional, county borough & local area • If done well, highly valuable resource for the future

23. Looking at existing & pipeline actions • In broad terms, an equal mix of existing & pipeline actions . . • . . . few actions (12%) extend beyond five years • Actions spread evenly across the SAs – exception is SA1: Business & Ideas . . . • . . . Also lack of pipeline actions within SA1 (5 actions so far) • 86% of all actions claimed to have ‘strategic fit’ • Mix of high, medium & low cost actions provided

24. SA1: Creating wealth & increasing enterprise • Existing Actions • Bridgend Business Support Framework – grants to SMEs (£350k p.a. plus additional private sector investment) • Valleys 2 Coast Investment Programme (£110m over 10 yrs) – supporting local/sub-regional supply chain • Education Business Links – a range of Range of Enterprise/Business awareness activities delivered to school/college pupils • Town centre renewal programmes (Bridgend, Porthcawl, Maesteg) & investment in strategic sites – will create the conditions for growth & enterprise • + Business support at the sub-regional level through Business in Focus

25. SA1: Creating wealth & increasing enterprise • Pipeline Action • Plans to establish Centre of Excellence for the Construction industry – at College’s Pencoed campus

26. SA2: Driving up skill levels in an active labour force • Existing Actions • Key Central Govt initiatives to address LT unemployment: • New Deal • Pathways 2 Work • Local Employer Partnerships • Bridgend 14 - 19 Network – Have actions (inc Studio 34) to address young people who have low level skills & are in danger of becoming NEETs (16-18 yr olds not in education, employment or training) • Careers Wales Mid Glamorgan & Powys – currently providing a range of employment/careers/training initiatives in sub-region • Community Centre Development – for improved Adult learning opportunities

27. SA2: Driving up skill levels in an active labour force • Pipeline Actions • BAVO initiatives: • Volunteer to Work – volunteering as a pathway to work for the economically inactive • Equipping young people with the skills needed for employment

28. SA3: Making a great place to live work visit & play • Existing Actions • Bridgend Environment Programme – environmental enhancements to access corridors, town centres, etc. • Townscape Heritage Initiative grant schemes – in Bridgend, Maesteg & Porthcawl (application made) • Rural Development Plan – includes Tourism Development Fund & Events Fund • Implementation of the Bridgend Biodiversity Action Plan & the Bridgend Countryside Strategy • Pipeline Actions • Further environmental enhancements as part of the Bridgend Environment Programme • Plans to develop local tourism offer through Swansea Bay Wales Spatial Plan Group – e.g. maximise opportunities for sports-based leisure & Tourism

29. SA4: Strengthening & renewing infrastructure • Existing Actions • Town centre renewal – in Bridgend, Porthcawl, Maesteg • V2C investment – new homes provision, physical regeneration initiatives & assets review • Public realm improvements – e.g. Bridgend town centre river walkway • Pencoed Technology Park – a high quality HQ site for Technology & Food Sectors

30. SA4: Strengthening & renewing infrastructure • Pipeline Actions • Creation of new Town Library in Bridgend • Key strategic objectives from the draft Local Housing Strategy • Bridgend Transport Interchange – inc. Railway Station enhancements • Development of office/industrial sites – inc. Ty Draw Farm, Brocastle, Waterton Park, Brackla, Island Farm • 7 bays project – Porthcawl Waterfront developments

31. New Actions • Purpose: to fill gaps between the Strategic Aims & what is already being done/proposed • Innovative, bold & challenging actions for next 10 years . . . • . . . to inspire & drive forward Strategic Aims • Perhaps 2 or 3 per Strategic Aim • Working to identify local champions • Bilateral consultations

32. SA1: Creating wealth, increasing enterprise & maximising employment • Indicative Actions • Create a Foresight Observatory: lead investment & skills through improved understanding of changing global & local markets • Take advantage of major out-of-town projects such as • Defence Training Academy at St Athan: generate strong support for this in principle proposal linked to Bridgend CB inputs & benefits • Film Studios: engage developers in a partnership approach to develop major film studios in the Rhonnda Cynontaf CBC area - & the local commercial centre & associated social facilities at the adjoining proposed Pencoed Technology Park • Strategic Investment Sites • Explore potential for biosciences spin outs & commercial development: the research linked to Bridgend Hospital may offer opportunities

33. SA1: Creating wealth, increasing enterprise & maximising employment • Indicative Actions • Introduce procurement partnerships: support national agendas & local business awareness • council, prisons, schools, housing associations jointly reviewing opportunities for joint procurement – will coaching be required? • Strengthen support for SMEs, with focused physical & financial support, to meet demand • Make provision for entry level businesses: not just knowledge-based • Fully exploit existing technium spaces: build better links to higher & further education institutions • Develop small end workshops & offices: complement incubation already available

34. SA1: Creating wealth, increasing enterprise & maximising employment • Indicative Actions • Strengthen the development of enterprise awareness in education • Investigate opportunities for local rural & social enterprise development centres: building capacity & procurement links for local suppliers, & a community ownership pilots

35. SA2: Driving up skills levels in an active labour force • Indicative Actions • Skills Strategy to guide actions • Drive up basic skills • 14-19 learning pathways pilot: WAG should make Bridgend CB a pilot • Strengthen school/college partnerships around provision for 14-19 year olds: strengthen collaboration & area-based planning • Establish an HE centre in Bridgend CB: a growing market • Establish sector skills centres in Bridgend CB: supporting cluster development, eg a national construction college with SSC; a motor vehicle centre • A cross-sector apprenticeship scheme should be piloted: introduce a local employment subsidy for employers taking on apprentices

36. SA2: Driving up skills levels in an active labour force • Indicative Actions • Expand sheltered employment services for economically inactive people with special needs • Ensure that local labour is used: roll-out the success of local labour from within former council housing estates that are being improved & regenerated by replicating the criteria for direct & intermediate labour supply in V2C Housing Agency & other public sector contracts • Initiate a Area Community Learning programme: a multi-agency programme to co-ordinate existing work & develop, through the Learning & Skills Partnership

37. SA3: Making a great place to live work visit & play • Indicative Actions • Develop the Activity Tourism portfolio: watersports as the key offer in a major focus to develop (golf, cycling, walking & watersports) raising local quality of life & creating aspirational images • Creating & supporting better leisure-based hotels: support tourism with lifestyle offers, moving on from current business-facing offer • Valleys Regional Park: play into this idea with heritage, activity hubs (Tondu Park) & links to the coastline – a thasso-therapeutic centre? • Create a “quality of life offer” to existing & incoming residents: promote the safe clean environment for housing & schools

38. SA3: Making a great place to live work visit & play • Indicative Actions • Secure office developments of strategic value: create knock-on development opportunities • Test out options to locate a waste processing plant to fulfil local & regional needs: requiring investment, with Council acting as a catalyst

39. SA4: Strengthening & renewing infrastructure • Indicative Actions • Promote private sector retail development in Bridgend, Maesteg, Porthcawl & Pencoed town centres: facilitate on-going public sector infrastructure investment subject to the results of the current Retail Study • Coordinate public sector improvement of district centres: within the urban areas between Welsh Assembly Government (WAG), Bridgend CBC & Valleys to Coast Housing Association (V2C) subject to the results of the current Retail Study • Porthcawl 7-Bay Waterfront comprehensive development linked to the current seafront scheme to provide retail, leisure, residential & community facilities around improvements to the harbour, promenade & sea defences • Identify existing employment sites that are no longer fit-for-purpose: look for alternative uses

40. SA4: Strengthening & renewing infrastructure • Indicative Actions • Improve linkages with adjoining County Boroughs, & seek opportunities to take advantage of the WAGS Heads of the Valley (HOV) & HOV Plus funding): regenerate the rural economy & develop tourism • Gateway development of the Waterton Depot & Parc Ewenni area: provide additional office space linked with strategic gateway landscaping along the A473 / A48 from Pencoed / M4 Junction 35 to Porthcawl • A major employment site at Sarn (near M4 Junction 36 north of Bridgend): revisit proposals to realise the benefits of the recent improvements to Junction 36 & enhance economic & social linkages between Bridgend & the three valleys to the north

41. SA4: Strengthening & renewing infrastructure • Indicative Actions • Expand successful housing estate & environmental renewal projects: both private sector improvements, & public sector with V2C • Carry out an audit of public sector land & built assets: identify opportunities for regeneration investment or divestment

42. Cross-Cutting Themes 1. Delivery capability: a strong sense of purpose & clear delivery capability must be built among businesses, communities & local people for regeneration to be successful • Foresight: able to understand & respond to changes in future markets & technologies, aligning physical & economic regeneration with an agenda for social change, inclusiveness & capacity-building • Leadership: clear ownership of the Regeneration Strategy, & the vehicle with implementation responsibility must be put in place or identified

43. Cross-Cutting Themes • Joint delivery partnerships: the Strategy is an opportunity to build new, effective working practice, from strategy through to implementation & then monitoring & evaluation • Funding: pursue & secure additional & continuing funding & investment to implement existing programmes & transformational projects across the Bridgend CBC area • Promote: launch the Regeneration Strategy to engage partners & community in transformation & sustainability

44. Cross-Cutting Themes • Develop regeneration professionals skills, through available MBAs & other courses, ensuring they remain updated on & apply the integrated approach to regeneration embodied in the Egan Report, & current policy developments

45. Cross-Cutting Themes 2. Sustainable Communities • ensure all regeneration plans & activities work consistently to reduce inequality & increase opportunity • test actions for environmental impact, ensuring compliance with WAG requirements

46. Vision: By 2021 Bridgend CB will be recognised as a resilient & economically productive centre, with a skilled & utilised workforce: a place where people & businesses want to be Strategic Aim 1 Strategic Aim 1 Strategic Aim 1 Strategic Aim 1: Strategic Aim 2: Strategic Aim 3: Strategic Aim 4: Strengthening & renewing Infrastructure Enabling wealth, increasing enterprise & maximising employment Driving up skills levels in an active labour force Making a great place to live, work, visit & play • X Cutting Theme 1– • Integrated planning • Delivery • Monitoring & Evaluation Operational Aims Operational Aims Operational Aims Operational Aims • Raise GVA per employee • Prioritise sectoral growth, raising knowledge sector share • Close the enterprise gap, increasing business start-ups & support • Attract investment, bringing businesses & resources to Bridgend CB • Improve access to procurement for the voluntary sector • Raise the profile of Bridgend CB • Create a clear offer to existing markets in activity sports • Create a clear linked offer for heritage • Promote Bridgend CB as a great place to invest • Prioritise a clean & environmentally-neutral built & rural environment • Meet the challenge of climate change in planning & delivery • Prioritise sustainable development opportunities • Raise numbers of healthy workforce • Reduce numbers of residents on IB/SDA • Target young people from primary school age onwards • Prioritise young people with no skills • Promote higher skills in all age groups • Build on growth in earnings to retain graduates • Build skills in deprived areas • Retain older people in the workforce • Revitalised & functional Town Centres • Transport hubs linking need & opportunity • Improve deployment of the asset base of the public sector • Ensure a good & appropriate supply of land & property, identifying opportunities for change of use • Prioritise & renew existing industrial parks • Use housing investment as a neighbourhood regeneration driver • X Cutting Theme 2 - • Sustainable Communities: • Tackling inequalities • Environmental impact • Inclusion Indicative Activities Indicative Activities Indicative Activities Indicative Activities • Create a Foresight Observatory • Take advantage of major out-of-town opportunities • Explore potential for biosciences • Introduce procurement partnerships • Make provision for entry level businesses • Improve take-up of existing technium & incubation spaces • Develop small end workshops & offices • Strengthen development of enterprise education • Investigate opportunities for rural & social enterprise development centres • Promote private sector retail development & public sector improvements in Bridgend, Maesteg Porthcawl & Pencoed town centres • Porthcawl 7-Bay Waterfront • Improve linkages with adjoining county boroughs, & HoV actions • Identify existing employment sites that are no longer fit for purpose • Gateway development of the Waterton Depot & Parc Ewenni • A major employment site at Sarn • Promote follow-on to successful housing estate renewal project • Audit public sector assets to enable co-ordinated investment & use • Create a Skills Strategy • Drive up basic skills • 14-19 learning pathways pilot • Strengthen school/college partnerships around provision for 14-19 yr olds • Establish HE centre in Bridgend CB • Establish sector skills centres in Bridgend CB – e.g. a national construction college at Bridgend CB • A cross-sector apprenticeship scheme should be piloted • Expand sheltered employment services • Ensure that local labour is used • A Community Learning programme • Develop the Activity Tourism portfolio: Watersports as the key offer • Creating & supporting leisure-based hotels & accomodation • Develop activity hubs for the Valleys Regional Park • Create a “quality of life offer” to existing & incoming residents, linking homes, education & location • Secure office developments in strategic sites creating knock-on development opportunities • Investigate opportunities for creating energy through waste processing

47. Questions & Answers

48. Breakout Group Working

49. Logistics • 4 Groups – you’ve been pre-allocated! • Red Group, SA1 – Gareth Bray (C), Ray Pearce (F), Claire Saralis (R) • Blue Group, SA2 – John Bevan (C), Malcolm Williams (F), Mark Halliwell (R) • Green Group, SA3 – Graham Humphrys (C), Louise Fradd (F), Peter Cole (R) • Orange Group, SA4 – Peter Cahill (C), Richard Shaddick (F), Mark Sabine (R)

50. Today’s questions • Are there any final comments you want to make on the revised strategic aims & operational aims? (10 mins) • Are there gaps in existing Actions? (20 mins) • What are your top 6 new actions for your SA? (40 mins)