Bridgend County Borough Regeneration Strategy

1. Bridgend County Borough Regeneration Strategy Workshop 2: Strategy Framework The Waterton Centre, Bridgend 14 September 2007

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

3. Bridgend County Borough Regeneration Strategy – Workshop 2: Strategy Framework Simon Pringle Malcolm Williams

4. Agenda for today 09.35 The study – a reminder of what we are about 09.50 The challenges we face 10.05 Introducing the Draft Strategic Framework 10.20 Q & A from the floor 10.35 Breakout group logistics 10.40 Tea/Coffee 10.55 Breakout group working 12.10 Plenary 12.50 What happens next? 13.00 Closing Thanks 13.05 Lunch & Depart

5. Agenda for today 09.35 The study – a reminder of what we are about 09.50 The challenges we face 10.05 Introducing the Draft Strategic Framework 10.20 Q & A from the floor 10.35 Breakout group logistics 10.40 Tea/Coffee 10.55 Breakout group working 12.10 Plenary 12.50 What happens next? 13.00 Closing Thanks 13.05 Lunch & Depart

6. Agenda for today 09.35 The study – a reminder of what we are about 09.50 The challenges we face 10.05 Introducing the Draft Strategic Framework 10.20 Q & A from the floor 10.35 Breakout group logistics 10.40 Tea/Coffee 10.55 Breakout group working 12.10 Plenary 12.50 What happens next? 13.00 Closing Thanks 13.05 Lunch & Depart

7. A reminder of what we’re about

8. Study Objectives • 3 things • Producing an evidence base to better understand BCBC’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

9. Our Approach • Evidence-based • Moving-on from simple assertion • Future-facing • Consolidating what has gone before . . . not simply reinventing • Engaging partners – you will make the strategy& Action Plan work! • Thinking boldly. . . & playing to strengths

10. 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 To be conducted by Bridgend CBC Stage 6: Launch & implementation of strategy To be conducted by Bridgend CBC A 6-stage process  

11. 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) Agreed Strategic Framework & first-cut ideas for actions (today!) 3c. Strategic Framework Calibration Workshop Today  Identification of potential project champions, resources & timescales (end September) 4a. Bilateral telephone discussions with partners 4b. Development of Thematic Action Plans Thematic action plan (early October, & workshop on 18 October ) 4c. Develop monitoring & evaluation framework Monitoring & evaluation framework (end November) 4e. Finalisation of strategy & action plan Final report & presentation (end November)

12. Outputs & engagement process • Outputs • SWOT Report • Strategic Framework Document • Action Plan • Final Strategy • Readying You… • Engagement Process • Bi-lateral scoping interviews with key people & groups • Workshop events – calibrating our process with you • Action planning discussions

13. Children, Young People & Older People Environment Employment & Economic Regeneration Health & Wellbeing Access to Opportunity, Transport Access to Services & Information Our Starting Point – The Community Strategy Our Mission: ‘To steer the county borough's natural, human & financial resources to help residents lead independent lives to the full’

14. International, European & UK Regional: SE Wales, SW Wales National: Wales Local: Bridgend & its places Community Strategy Bridgend Regeneration Strategy Corporate Plan Getting strategic fit South East Wales Development Strategy • European Policy: • The Lisbon, Gothenburg Agendas Wales: A Vibrant Economy Cardiff City Region South West Regional Economic Framework • UK Policy: • Treasury – Review of Sub-national Economic Development • DTI, Treasury – Five drivers of productivity • Green Paper on Housing Wales: A Better Country Swansea 2020 • Other Regional documents: • SE & SW Tourism Strategies • SW Regional Statement of Needs & Priorities (RSNP) for Skills • Other WAG documents: • Making the Connections • A Winning Wales • Property Strategy for Employment Changing International Policy Systems: e.g. World Trade Organisation (WTO) Swansea Bay – Waterfront & Valleys People, Places, Futures: The Wales Spatial Plan Sustainable Regeneration Frameworks SE Wales Spatial Plan – The Capital Network

15. The challenges we face

16. Commuting Demography Activity Rates Productivity Economic Success (GVA per capita) Employment Rates Determinants of Economic Success WAP/POP X LF/WAP X EMP/LF X GVA/EMP (or GVA / hour X hour/EMP)

17. Commuting Demography Activity Rates Productivity Economic Success (GVA per capita) Employment Rates Determinants of Economic Success • Population base • Migration • employment prospects • character of the area • housing offer

18. Commuting Demography Activity Rates Productivity Economic Success (GVA per capita) Employment Rates Determinants of Economic Success • Age profile • Skills/education attainment • Employment offer

19. Commuting Demography Activity Rates Productivity Economic Success (GVA per capita) Employment Rates Determinants of Economic Success • Job creation • Skills match

20. Commuting Demography Activity Rates Productivity Economic Success (GVA per capita) Employment Rates Determinants of Economic Success • Treasury drivers • Skills • Enterprise • Investment • Innovation • Competition • Nature of employment • sectors, markets, occupations

21. Commuting Demography Activity Rates Productivity Economic Success (GVA per capita) Employment Rates Determinants of Economic Success • Relative employment prospects • Role within wider economy

22. Bridgend CBC at a glance

23. Business Registration (Start-up) rates Source: NOMIS Challenges from the data - economy • Headline Economy • Need to modernise our economy – raise productivity & GVA per capita too • Increasing the share of modern service sector is key – absorb losses from manufacturing & reduce reliance on the Public Sector • Productivity • Our productivity has grown . . . • . . . but not as much as in our competitor geographies • We need to close the productivity gap before it becomes unbridgeable • Will require further restructuring, but we must keep key assets • Enterprise & business • Continue to support & grow our SMEs • Develop more new-starts. Key GVA indicators Source: Cambridge Econometrics & ONS

24. Challenges from the data - people • Labour market • Relatively good headline levels of labour-market activity • Need to engage our young people more • Key to this will be education & skills…enabling access to opportunity • Education & skills • Deficit of people with the highest level skills – skills needed by modern business & to attract investment • Educational standards are low – need to encourage leaning from an early age • Increasing peoples’ aspirations – helping people to ‘aim higher’ • Health • Bridgend CBC suffers from poor health outcomes (smoking, obesity, alcohol) • . . . has an impact of people accessing the labour market Labour Market inactivity rates Source: NOMIS IB/SDA Claims Source: DWP

25. Challenges from the data - place Proportion of KIBs/employment in KIBS • Investment & Innovation • No major HE institution in the CB – limits potential for knowledge transfer & spin-out/ins • But a base of KIBs – with right investment, this base can grow • Deprivation • Action has targeted our most deprived communities, e.g. through Communities First • But need must be linked to opportunity for long-term economic gain • Housing & Services • Successful transfer of housing stock • Strategies in place to meet housing needs, e.g. Around homelessness • However, housing provision should be proactive as well as reactive – attracting & retaining workers • Quality of life & Environment • Carbon neutrality – a key issue for us all • A scenic, natural environment - but health problems to address Source: ABI Housing & Services Indicators Sources: Land Registry, National Assembly for Wales

26. 20 June SWOT workshop – your regeneration priorities were to . . . • Link skills and knowledge development to global market trends • Tackle economic activity in 16-24 age group • Make a clear environmental offer for residents and tourists that also addresses the challenge of climate change • Improve transport links to strengthen access to opportunities and links from valleys to coast • Develop the emphasis on equity and social inclusion • Create a clear vision and promotional strategy • Strengthen partnership delivery structures

27. So, our response - the draft strategic framework

28. The draft strategic framework • Building blocks • 4 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 • 4 Cross-Cutting Themes – golden threads that join • Finally, overarching Vision – in a nutshell, linking back to Community Plan

29. The draft strategic framework • A draft for discussion today – not final!! • Focus today on Aims & Vision . . . • . . . Some illustrative actions to give sense of direction of travel • Need to make sure these elements are right before we move onto Action Planning

31. Strategic Aims • Business & Ideas: Increase economic growth & wealth creation Operational Aims • Close the gap in productivity & output between Bridgend & the UK • Prioritise sectoral growth to meet changing global demand, creating a modern & diverse blend of manufacturing, knowledge & service industries • Prioritise opportunities for new businesses in the knowledge sector, exploiting local expertise where available • Ensure skills development meets the needs of future economic growth • Build closer links between local companies, colleges & universities • Improve rate of business start-up to close the enterprise gap, with stronger support for SMEs • Ensure a genuine opportunity for employment is for valley communities

32. Strategic Aims • People & Communities: drive up skills levels in a healthy workforce Operational Aims: • Promote a healthy workforce participating fully in the labour market • Give residents on Incapacity Benefit & SDA access into gainful activity • Reduce Incapacity Benefit & Severe Disability Allowance levels to below comparator geographies • Raise occupational health standards • Strengthen health promotion measures to address drink, drugs & sexual health issues • Promote higher skills in all age groups • Prioritise young people with no skills • Retain graduates & attract higher skilled workers to live & work in Bridgend • Develop procurement opportunities for the voluntary sector & social enterprise

33. Strategic Aims • Image & Environment : understand & market Bridgend as a great place to live work & play Operational Aims • Ensure Bridgend is seen as a destination of choice with diverse natural assets & growing town centres • Create a national Bridgend identity exploiting connections to SW & SE • Make a clear offer to tourists including coastal & valley open spaces • Promote Bridgend as a great place to invest – 3 motorway exits & high employment land availability • Market a residential offer attracting new workers & raising aspirations of existing residents • Publicise the safe & clean urban environment • Meet the challenge of climate change in planning & delivery

34. Strategic Aims • Infrastructure: Improve services & facilities for all Operational Aims: • Drive forward Town Centre Regeneration • Focused improvements to the transport system improving access for work, leisure & retail activities • Make connections between the north & south of the borough • Improve the geographical balance & availability of affordable housing & use investment as a regeneration driver • Understand, value & exploit the corporate asset base of the public sector • Improve existing industrial estates • Ensure a good & appropriate supply of employment land & premises • Prioritise sustainable development opportunities

35. Our Draft Vision for the County Borough • By 2021, we want Bridgend County Borough to be: • A productive & dynamic economy attracting further investment • Recognised for its natural & industrial heritage, with well-connected tourist & leisure facilities • Regenerating communities through housing, health & education • Home to a skilled workforce which has especially engaged young people in sustainable employment

36. 4 Cross-cutting themes • Foresight • we need to be able to understand & respond to changes in future markets & technologies, exploiting them for the benefit of the County Borough • Purpose & capability • a strong sense of purpose & clear delivery capability must be built among businesses, communities & local people for regeneration to be successful • Reducing Inequalities • ensure all regeneration plans & activities work consistently to reduce inequality & increase opportunity • Environmental Impact • we must take into account the long-term, sustainable future of our rural & built environment when planning regeneration activities

37. Questions & Answers from the Floor

38. Breakout Group Working

39. Logistics • 4 Groups – you’ve been pre-allocated! • Red Group, Room 1 – Richard Shaddick (C), Louise Fradd (F), Mark Jones (R) • Blue Group, Room 2 – Brian Roderick (C), Malcolm Williams (F), Mark Halliwell (R) • Green Group, Room 3 – Graham Humphrys (C), Ray Pearce (F), Mark Sabine (R) • Orange Group, Room 4 – Paul Stauber (C), Simon Pringle (F), Jim McKirdle (R)

40. The inevitable questions • To what extent do you agree with the Strategic Aims in the draft framework • Coherent, Communicable, Comprehensive? (20 mins) • What other perspectives would be helpful & are there further Operational Aims you want to see? (25 mins) • What would five specific priorities for the Action Plan be? • . . . more than normal business (25 minutes) • Evidence please . . . not assertion!

41. Report Back • 45 minute Plenary • Answers from each Group on the 3 Qs • Fronted by the Rapporteurs for each Group

42. Let’s break-out – having a tea/coffee on route

43. Plenary Feedback

44. The inevitable questions • To what extent do you agree with the Strategic Aims in the draft framework • Coherent, Communicable, Comprehensive? • What other perspectives would be helpful & are there further Operational Aims you want to see? (25 mins) • What would five specific priorities for the Action Plan be? • More than normal business (25 minutes)

45. Looking towards implementation &Action Planning

46. 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

47. Looking at existing & pipeline actions • Essential to map accurately to avoid damaging reinvention • Mapping represents a significant exercise – probably 250+ actions already underway • EU, national, regional, sub-regional, local • Need co-ordinated process to collect information • If done well, highly valuable resource for the future

48. Looking at existing & proposed activities • Over next 4 weeks, mapping existing & proposed activities • Structured mapping matrix • Activity name • What it aims to do • Budget & duration • Necessary bending to fit with Swansea 2020 • We need you to respond

49. 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

50. Next Steps