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South Cambridgeshire District Council

Economic Development Strategy 2010 – 2015

NIET • ZONDER • ARBYT

Foreword - 1

1 Overall Purpose and Aims - 2

1.1 Introduction - 2

1.2 TheContext - 3

1.3 TheDeliveryoftheStrategy - 3

1.4 TheApproachtoPreparingtheStrategy - 4

1.5 TheStructureoftheStrategyDocument - 4

2 The Economic Trends - 6


2.2 TheDriversofChange - 10

3 The Resident’s Survey - 12


4 The Survey of Businesses - 14


5 Discussions with Stakeholders - 18


6 Strategic Themes and Priorities - 24


6.2 RoleofSouthCambridgeshire - 26

6.3 SupportforBusinesses - 30

6.4 ALowCarbonEconomy - 37

6.5 BuildingSustainableCommunities(PlaceShaping) 40

6.6 ImprovedInfrastructure - 44

6.7 TheRecessionandSectorSupport - 45

7 Monitoring Progress - 49

Appendix A StakeholdersandTopicsforDiscussion - 50

Appendix B PolicyDocuments - 52

Appendix C Acronyms - 53

Contents

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We are proud to publish the Economic Strategy for South Cambridgeshire 2010 – 2015.

ThestrategyhasbeendraftedasaresultofathorougheconomicassessmentofSouthCambridgeshire.Itincludesworkwithourresidents,businesses,councillorsandstaff.

ThestrategyreflectsthevisionoftheCouncil;toensurethatSouthCambridgeshireisasafeplacewhereresidentsareproudtolive,andwheretherewillbeopportunitiesforemployment,enterpriseandworldleadinginnovation.Thisiscoupledwithprovidingavoiceforrurallifeandfirst-classservicesthatareaccessibletoall.

WenowhaveacomprehensivepictureofthecurrenteconomicsituationofSouthCambridgeshire,andfromthiswehaveidentifiedsixprioritythemesthatwillbeputintoactionbyusandourpartnersinboththepublicandtheprivatesectors.

Our six themes are:

TheroleofSouthCambridgeshire

Supportingforbusiness

Alowcarboneconomy

Buildingsustainablecommunities

Improvingtheinfrastructure

Recession&sectorsupport

AsoneofthefastestgrowingdistrictsintheUK,SouthCambridgeshirehasmanyopportunities,reinforcedbybeingvotedthebestplacetoliveinruralBritainforqualityoflife.Thedistrictboastsexceptionalconcentrationsofworkersinthehightechsector,with18timesthenationalaverageinemploymentinresearchanddevelopment.

Werecognisethattherearechallengestoovercome.Theseincludethestrainontheinfrastructureandtransportnetworks,lossofjobsinthedistrictasaresultoftherecession,housingmixandaffordabilityaswellastheneedtounderpinandprovidebusinesssupportforsmallandmediumsizedenterprisesandhightechsectors,allwhilstsustainingqualityoflifewithindiminishedresources.Wewilldoeverythingthatwecantomakethemostofavailableopportunities.

WearealsoproudtocontributetothenewlyformedLocalEnterprisePartnershipforGreaterCambridgeshireandGreaterPeterborough.

WelookforwardtoworkingtogethertocreateandsupportaneconomicallystrongfutureforSouthCambridgeshire,inwhichwecanallthriveandprosper.

Jean Hunter, Cllr Nick Wright ChiefExecutive EconomicDevelopmentPortfolioHolder

Foreword

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1.1 Introduction1.1.1 ThisreportsetsouttheEconomicDevelopmentStrategyforSouthCambridgeshirepreparedby SouthCambsDistrictCouncil(SCDC).IthasbeencombinedwithaLocalEconomicAssessment andPolicyImplicationspreparedbyeconomicconsultants(PACEC)fortheDistrictworkingwiththe Councilanditspartners.TheaimoftheLocalEconomicAssessmentwhichwastoprovideevidenceand informationforSCDConthelocaleconomyandtheissuesfaced,inturnassistedinidentifying actionstobetakenfortheeconomicbenefitofresidents,businessesandotherorganisationsinthearea.

1.1.2 PACEC,SouthCambridgeshireDistrictCouncilmembers,officersanddeliverypartnershave contributedtodevelopthisstrategy,comprisingsixstrategicthemes;theiraimsandobjectivesand proposedactionsfollowedconsultationwiththeresidents,businesses,partnersandother organisationstohelpbuildownership.

1.1.3 ThestrategywillreflecttheoverallvisionoftheCouncil,whichisasfollows:

ToensureSouthCambridgeshireisasafeandhealthyplacewhereresidentsareproudtolive andwheretherewillbeopportunitiesforemployment,enterpriseandworld-leadinginnovation.

ToensuretheCouncilisalisteningCouncil,providingavoiceforrurallifeandfirst-class servicesaccessibletoall.

1.1.4 TheCouncil,withitspartners,intendtounderpintheeconomicwell-beingoftheDistrictand maintainaprogressive,modern,innovative,balancedandresilienteconomyandbeopenfornew business.Accordingly,thisstrategyisfortheperiod2010to2015andwillbeupdatedannually.

1.1.5 TheroleoftheCouncilineconomicdevelopment,aswithotherLocalAuthorities,whilstimportant, islimited.Therearearangeofotherfactorsatwork–inparticulartheoveralleconomiccontext andpublicexpenditureconstraints.TheCouncilcanhoweverinfluencethelocaleconomythroughits policies,actionsandthroughworkingwithpartnerstooptimiseeconomicenvironment.Thisstrategy willbedeliveredbytheCouncilwithitspartners.Thesejointactionswillhelpincreasethesubsequent benefitstothearea.

1.1.6 Thestrategyhassomekeystrategicprioritiesandthemescovering:

TheroleofSouthCambridgeshire

Thesupportforbusinesses

Thelowcarboneconomy

Buildingsustainablecommunities

Improvingtheinfrastructure

Supportforbusinessesintherecession

1.1.7 ThesethemesreflectandunderpintheCouncil’scorporateaimsandcommitments,whicharereflected intheCouncil’spolicydocuments:

TobealisteningCouncilprovidingfirstclassservicesaccessibletoall

ToensurethatSouthCambridgeshirecontinuestobeasafeandhealthyplaceforresidentsand theirfamilies

ThemakeSouthCambridgeshireaplaceinwhichresidentsfeelproudtolive

Toassistwiththeprovisionoflocaljobsforresidents

Toprovideavoiceforrurallife

1. Overall Purpose and Aims

1SouthCambridgeshireDistrictCouncil.EconomicAssessment.(PACEC)July2010

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1.2 The Context1.2.1 SouthCambridgeshireandCambridgehavelongrunningstronginterdependentlinkagesandformakey partofawiderfunctioningeconomywhichembracesothercities,townsandruralareas2.

1.2.2 Whilstpreparingthisstrategythepolicycontextatlocal,nationalandregionallevelshaschanged significantlysincethecreditcrunch,therecession,andtheformationoftheCoalitionGovernment withitsemergingpoliciesonpublicspendingandthegovernancearrangementsforimplementing economicdevelopment,regeneration,planning,andbusinesssupportservices,alongwithotherpolicy measures.

1.2.3 ItisrecognisedthatasaresultoftheCoalitionGovernment’spolicies,thefunding,availabilityand deliveryarrangementsandorganisationsinvolvedwillchange.(e.g.BusinessLinkandthewinding upofEEDA).InparticularthenewLocalEconomicPartnership(LEP)anditsserviceswillpotentially beimportantinhelpingtoimproveeconomicprospectsforSouthCambridgeshire,simplifyingthe partnershiplandscape,andhelpingcoordinateactivityinconjunctionwiththeactivitiesof centralgovernmentdepartments.Therewillbeaperiodoftransitionintherun-uptothenewlocal governancearrangements.

1.2.4 Thecontextislikelytocontinuetochangeinthefutureandhenceourstrategywillbeflexibleand adaptedtomeetchangingcircumstancesandopportunitieswhilstretainingtheoverallaimsandvisionof theCouncil.

1.3 Delivery of the Strategy1.3.1 ThestrategywillbedeliveredbySouthCambsanditspartners(includingthenewlycreatedLEP,) workingcloselytogether,reflectingtheirfunctions,specialismsandresourcesavailable(includinglocal andcentralgovernmentresourceswithEUfunding).Thepolicythemesandactionsinsection6reflect these.Thedeliverywillalsoinvolvebusinesses,thevoluntary/communitysector,otherorganisations, andresidents.Thestrategywillbemonitoredandadjustedwherenecessarytoreflectopportunities, needandresources.

2LocalGovernmentAssociation.ProsperousCommunitiesII.2007.Sub-regionalmaps–Cambridgearea.

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1.4 The Approach to Preparing the Strategy1.4.1 Inordertopreparethestrategy,therehasbeenconsultationwithpartners,stakeholders,businessesand residents.Thishasformedpartofanintegratedresearchprogrammecustomisedtobepolicysensitive anddrawoutthereleventlessons.Thisconsistedofthefollowingresearchtasks:

a Liaison with SCDC:MeetingswithkeyCouncillorsandstaffatSCDCwhoformtheSteering Groupfortheproject.

b A Desk Study: Thiscoveredawiderangeofpolicyandresearchreportsthatarerelevantto SouthCambs.

c The Economic Profile of South Cambs: ThiswascarriedoutusingthePACECLocal EconomicPerformanceSystem(LEPS).Thisincludedup-to-datedatafromtheOfficefor NationalStatistics(ONS)andotherdatasources.

d Drivers of Change:EconomicprojectionsfortheSouthCambsareafocusingonemployment, keysectorsandmajordevelopments(suchasNorthstowe).

e Discussions with stakeholders: Thesewereheldwithawidegroupofstakeholderswitha knowledgeofthelocalandsub-regionaleconomy.TheyareshowninAppendixA.

f A survey of businesses: Arepresentativesample(somefourhundredbusinesses)were interviewedonissuestheyfaced,withquotasbysize,sectorandlocationinSouthCambs.

g A survey of residents: Somethreehundredinterviewswereheldonkeyissueswithacross sectionofresidentsbyage,gender,andlocationinkeyvillagesinSouthCambs.

1.4.2 AformalconsultationperiodwasorganisedfromlateOctober2010toJanuary2011toallow commentstobemadeonthedraftstrategywhichwaspublishedbytheCouncil.Consulteescould responddirectlytotheCouncilorthroughaweb-basedsurvey.Aworkshop,meetingsand presentationswereheldinthisperiodwithpartnersintheSouthCambridgeshireareatoexaminethe evidence,policiesandthemes.

1.5 The Structure of the Strategy Document1.5.1 Theeconomictrendsareshowninchapter2,withthedriversofchangeandprojectionsforthefuture. Chapters3,4,and5summarisetheviewsofbusinesses,residentsandstakeholders.Chapter6discusses andthensetsoutthepolicythemes,actionsandpartners,priorities,andtimescales.Chapter7shows thearrangementsformonitoringandreview.

1.5.2 Theappendicesliststhestakeholdersinterviewedandthepolicydocumentsreviewed.

63BISandDCLGSubNationalReview2007andBISguidanceforLocalEconomicPartnerships20104WheredataforthewholeofGreatBritainarenotavailable,thenationalcomparatorusediseitherEnglandandWales,orEngland.

2.1 Introduction2.1.1 ThischapterexaminestheeconomicperformanceoftheSouthCambridgeshiredistrictas partofawiderfunctionaleconomicareawhichincludesCambridge.Itfocusesonthekey economicandsocialindicatorsthatareimportanttothelocaleconomy.Thisincludesand reflectsthosesuggestedintheSNRguidance3.TheSouthCambridgeshireperformanceis comparedwiththefollowingareas:

Cambridgedistrict

ThecountyofCambridgeshire

TheGreaterCambridgePartnershipArea(districtsofCambridge,South Cambridgeshire,EastCambridgeshire,Huntingdon,Fenland,StEdmundsburyandForest Heath)

TheEastofEnglandGovernmentOfficeRegion

GreatBritain4

2.1.2 TheeconomicanalysisfollowsthestructureoftheSNRguidancebyconsidering:

Prosperity,Employment,EnterpriseandSectors,seepanel1

Land,PremisesandInwardInvestment,seepanel2

LabourSupplyandSkills,seepanel3

TransportandMobility,seepanel4

Housing,SocialIssuesandFacilities,seepanel5

2.1.3 Theanalysishasbeencarriedoutusingthein-housePACECLocalEconomicProfilingSystem (LEPS).ThishousesandenhancestheOfficeofNationalStatistics(ONS)dataandother sources.Itcomprisesoveronehundredandfortykeyindicatorsasanintegratedcomputer basedandeasytoaccesspackage.Thedatahasbeenverifiedanddevelopedsothatitcould beusedwithconfidence.

2.2 Findings/Results Panels1-5onthefollowingpagessummerisetheresultsoftheanalysis.

2. The Economic Trends

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Panel 1: Prosperity, Employment, Sectors, Enterprise and Innovation

Prosperity

SouthCambridgeshirehasanincome(expressedasGrossValueAdded)of£26,300perannumperperson,whichishigherthanthatforCambridgeshireasawhole,theregion,andGreatBritain.

SouthCambridgeshirebusinessesarerelativelyproductivecomparedtothecountyandtheregion,witheachlocaljobadding£48,500ofvaluein2008.

TheproductivityofSouthCambridgeshireremainshighwhenadjustedforindustrialstructure,suggestingthatitderivesfromefficientbusinessesaswellasitsconcentrationsofhightechandvalueaddedindustries.

Meanworkplace-basedweeklyearningsinSouthCambridgeshirein2009were£727,comparedwith£640inCambridgeand£589nationally.

ThedisparitybetweenmeanearningsofmenandwomeninSouthCambridgeshireisgreaterthanitisintherestofthecountry

Employment and Sectors

SouthCambridgeshirehashadverystrongworkplacejobformationoverthelasttwodecades,bybothlocalandnationalstandards.Therearesome77,300employeesin2008andfollowingadeclineto2010,thenumberislikelytorisetoc.77,000in2014–butsubjecttothegovernment’spolicystanceandthepostrecessionaryperiod.

ThehighestemployingsectorsinSouthCambridgeshirearefinanceandbusiness(20,700),publicservice(14,000),andmanufacturing(12,200).

UsingadefinitionofhightechindustriesdevelopedwithGreaterCambridgePartnership,SouthCambridgeshirehascirc16,200jobsinhightechin2008(afigurewhichhasdoubledsince1991).Thisrepresentssome21%ofjobsinSouthCambsandover3timesthenationalshare.Thereareafurther10,300jobsinknowledge-basedindustries,thoughthisshareof13%isslightlylowerthanthenationalshare.ThekeyhightechgrowthsectorswereR&D(withalmostatwofoldincreasesince2001)withdeclinesinelectronics,computing/softwareandchemicalsfromtheearly/midpartofthelastdecade.

Thestrongestgrowingsectorsoverallsince2001wereR&D,wholesale/storage,professionalbusinessservices,andeducation.

Thedecliningsectorsoverthesameperiodweremanufacturing(especiallyelectronicandchemicalactivities)andtransport.

TheindustrialstructureofSouthCambridgeshire’semploymentshowsaverysignificantconcentrationofresearchanddevelopment,withalocationquotientof18.Therearealsohighconcentrationsofemploymentinhigh-techengineeringmanufacturingandincomputersoftwareandservices5.

Professionaloccupations,includingthoseinresearchandeducation,areextremelywell-representedinSouthCambsandCambridgerelativetothenationalaverage.Managers,seniorstaff,andskilledtradesoccupationsarealsowell-representedinSouthCambridgeshire.

5Anyfigureabove1ishigherthanthenationalaverage.

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Enterprise and Innovation

Therearesome7,240establishmentsinSouthCambridgeshire.

Thestockofactivebusinesses(includingVATregistrations)hasbeengrowingstronglyinSouthCambridgeshire,withanincreaseof700(2004-2008).Thisrepresentsgrowthof10.3%recordedoverthisperiod.ThiscomparesfavourablywithCambridgewheregrowthwas7.1%.

SouthCambridgeshire’sbusinessbaseisveryproductiveintermsofthenumberofpatentsobtainedrelativetothenumberofcompanies,reflectingthelocalspecialisationinR&D.

InnovationisalsoreflectedintheemploymentandoccupationsinhightechbusinessesandtheR&Dsectorshownabove.

Panel 2: Land and Premises: Existing Businesses and Inward Investment SouthCambshasarangeofpremisesforbusinessesofallsizeswithbothsmallerandlarger

individualindustrialestatesinorclosetothevillages.Italsohassomesignificantflagshipdevelopmentsincludingthescienceandtechnologyparksandinnovationcentreswhichofferhighqualitypremisesandfacilities,withbusinesssupportservicessetinattractivephysicalenvironments.

TheaveragerateablevalueasareflectionofdemandforcommercialandindustrialfloorspaceinSouthCambridgeshireishighbynationalstandards,butmuchlowerthaninCambridgeCity.

SouthCambshasattractedsignificantinwardinvestmentfromtheUKandoverseas.KeycountriesaretheUSA,theScandinaviancountries,GermanyandmorerecentlySouthEastAsiaandIndia.KeysectorshaveinparticularincludedhightechactivitiesintheR&D,computing,lifesciences/biosciencesandengineeringsectors.Othersectorshaveincludedretailinganddistribution,especiallyasbranchesofmajorUKbusinesses.

Panel 3: Labour Supply and Skills ThepopulationofSouthCambridgeshirehasbeengrowingmorerapidlythanitscomparatorareas.

In2008,therewere142,000SouthCambridgeshireresidentswithanestimated146,000in2010.

SouthCambridgeshire’seconomicactivityrate(andthoseinwork)ishighbylocal,regionalandnationalstandards.

TheprofessionsarestronglyrepresentedinSouthCambridgeshireandmoresothaninCambridge,orelsewhere.

AhighproportionofSouthCambridgeshireresidentsareeducatedtodegreelevelbutlesssothaninCambridge.

ThestateschoolGCSEresultsareverystronginSouthCambridgeshire,withtherateofstudentsachieving5goodGCSEshavingbeenconsistentlyabove65%since2002onwards.

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Panel 4: Transport and Mobility TherateofcarownershipinSouthCambridgeshirehouseholdsisover80%inmostlocationsandis

somewhathigherthancarownershipinCambridge.

TheproportionofemployedpeoplewhodrivetoworkalsoincreaseswithdistancefromCambridge.

AsignificantnumberofresidentscommuteoutofSouthCambridgeshireonadailybasiswhilefewercommuteintowork.ThenetcommutingpositioninSouthCambridgeshireisthataround5,000morepeopleliveinSouthCambridgeshireandworkelsewhere(particularlyCambridgeCity),thanliveelsewhere(particularlyCambridgeCityandtherestofCambridgeshire)andcommuteintoSouthCambridgeshiretowork.

Panel 5: Housing, Social Issues and Facilities Homeownershipstandsat78%inSouthCambridgeshirecomparedto72%intheCambridgesub-

region.

TherateofowneroccupationofhousinginSouthCambridgeshirevariesbywardfrombelow50%toover90%.

HousepricesinSouthCambridgeshirehavebeenhigherthanthenationalaverageoverthepastdecadebutlowerthaninCambridge.

Comparedwithworkplacesalaries,housinginSouthCambridgeshirehasbeenmoreaffordablethanhousinginCambridge,buthadstillreachedamultipleofeightby2008.

Duetothenumberofdwellingsclassifiedinhigherbands,averagecounciltaxlevelsinSouthCambridgeshirearehighrelativetoitscomparatorareas.

SouthCambridgeshiredoesnotregisterinthepoorest10%ofareasnationallyonanyofthecomponentsoftheIndexofDeprivationapartfrom“BarrierstoHousingandServices”althoughtherearesmallpocketsofmoredeprivedresidentsinsomevillageswhichincludethemigrantresidentsandtravellers.

ClaimantunemploymenthasbeenconsistentlylowinSouthCambs,andthetrendshavefollowedregionalandnationaltrends.·

Incomesupportlevelshavealsobeennotablylow,althoughtheyhavebeendriftingslightlyhigherasnationallevelshavefallen.

The2001CensusreportedthatthreequartersoftheSouthCambridgeshirepopulationconsideredthemselvestobeingoodhealth.

CrimeratesasmeasuredbytheBritishCrimeSurveyarelowinSouthCambridgeshirerelativetoitscomparatorareas.

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2.3 The Drivers of Change2.3.1 AkeyissueforthestrategyisthelikelyfuturedirectionofchangeinSouthCambridgeshire.

2.3.2 ThissectionsetsoutprojectionsofeconomicactivityintheSouthCambridgeshirearea focussingonemploymentasakeyindicator.Itconsiderstheshort-andlong-termimpacts oftherecessioninordertogiveanindicationoftheeconomiccontextandprovideabasisto formulatepolicy.TheprojectionsaremadeusingthePACECin-houseLocalEconomic Performance(LEPS)forecastingsystem.Proposalsarealsoexaminedforthenewsettlements andhousingareasasimportantfuturedriversofeconomicactivityinSouthCambs.However, therearelikelytobeinfluencedbyeconomicandmarketprospectsandthegovernment’s futurepoliciesongrowthareas.

Employment:

- TherehasbeenareductioninjobsinSouthCambridgeshireofc.5,000 between2008and2010tosome72,300

- Itisanticipatedtherewillbearecoveryby2014toc.77,000jobs.However, theseestimatesarehighlydependentonthegovernment’spolicystanceandthe levelsofbusinessconfidence

- Thelargestprojectedcontractionsareintraditionalmanufacturing(-16.1%) andcomputersoftwareandservices(-15.5%).Thegreatestjoblossesare expectedinprofessionalbusinessservices(730)andeducation(580).

Growth Areas

- ThegrowthareaswithinSouthCambridgeshireatCambourne,Northstowe, CambridgeEast,TrumpingtonMeadowsOrchardPark,andNorthWest Cambridgeareanticipatedtoprovide3563dwellingsby2016based onthedrafthousingtrajectoryfor2010-2025includedintheAnnual MonitoringReport2009-2010(publishedinDecember2010).Thehousing targetsforthedistrictwillbereviewedthroughtheReviewoftheCore Strategywhichwillbeginpromptlyin2011.

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3.1 Introduction3.1.1 Thischaptersetsoutthesummaryresultsoftheresidents’surveyinSouthCambridgeshire. Residents’viewsareimportantinhelpingtoshapepolicyandtheresponseoftheCounciltoissues theyface.KeyissuesdiscussedincludedthestrengthsandweaknessesofSouthCambridgeshireas aplacetoliveandwork,forexample,itslocation,environment,housing,transportandfacilities, andtheprioritiesforaction.Discussionswereheldwith400residentsofSouthCambridgeshireon theirneedsandthepolicyissuesrelevanttothem.Inordertoensurethattheresultswere representativeofSouthCambridgeshire’spopulation,interviewquotasweresetbythenumberof residentsindifferentvillages,gender,andage.

3.2 Findings/Results Panels6-7onthefollowingpagessummerisetheresultsoftheresidentssurveyed.

Panel 6: Strengths and Weaknesses as a residential location

The views of residents are shown below (e.g. 75%)

Strengths Weaknesses

Employmentopportunities(33%):- Rangeofjobs(27%);- Statusofjobs(27%);- Salaries(26%).

Employmentopportunities(10%):- Rangeofjobs(16%);- Availabilityoftraining(16%);- Statusofjobs(14%);- Salaries(14%).

Thelocation(75%):- ProximitytoCambridge(80%);- ProximitytoUniversity(73%);- ProximitytoLondon(62%);- ProximitytoSouthEast(62%).

Thelocation:

- Noweaknesses

Environment(74%):- Attractivevillages(81%);- Ruralsetting(81%);- Countrysideaccess(81%).

Environment:

- NoWeaknesses

Housing(62%):- Quality(60%);- Availability(52%).

Housing(5%):- Affordability(24%);- Availability(6%).

Facilities:- Retail(59%);- Cultural(62%);- Tourist(61%);- Leisure(60%);- Heritage(60%);- Schools(59%);- Healthservices(58%);- Highereducation(57%).

Facilities:

- Retailandleisure(8%):- Retail(18%);- Villagecentreservices(14%);- Tourist(10%);- Hotel(10%);- Healthservices(9%);- Highereducation(5%).

3. The Residents’ Survey

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Imageandreputation(49%):

- Overallqualityoflife(58%);

- Asenseofplace(46%);

- “Onthemap”(42%).

Imageandreputation(6%):

- “Onthemap”(8%);

- Asenseofplace(7%).

Transport(38%):

- Rail(38%);

- Airports(36%);

- Roads(32%).

Transport(8%):

- Busservice(30%);

- Roads(21%);

- Rail(14%).

Asaplacetolive:

- Socialenvironment(37%);

- Voluntaryactivities(39%);

- Safetyandsecurity(31%);

- Racerelations(30%).

Asaplacetolive:

- Socialenvironment(4%);

- Crime(14%);

- Safetyandsecurity(12%).

Panel 7: Priority policies and actions. Residents Views To stimulate job opportunities, residents wanted:

- Greaterinwardinvestment/newbusinesses(23%);

- Lowerbusinessrates(40%);

- Moretrainingprovision(13%);

- Morebusinessgrants(11%).

To improve the transport system, residents wanted:

- Improvedbusservices(45%);

- Regularbuses(17%);

- ReducedcongestionontheA14(10%);

- Betterbusstations(10%).

To stimulate sustainable communities, residents wanted:

- Increasedpolicing(37%);

- Betterhealthprovision(25%);

- Morecouncilhouses(20%);

- Moreaffordablehousing(18%).

To improve the quality of life, residents wanted:

- Betterwaste/bincollections(23%);

- Betterlandscapingofpublicareas(14%).

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4. The Survey of Businesses

4.1 Introduction4.1.1 Aspartoftheresearch,interviewswereheldwithlocalbusinessesontheirbusinessaspirations, theconstraintstheyfaced,thestrengthsandweaknessesofSouthCambsasabusinesslocation andthepolicyissuesandprioritiesforbusinesses.Thediscussionswerecarriedoutbytelephone usingastructuredquestionnaire.Some400businesseswereinterviewedrepresentingallsectorsof theeconomyandlocations.Ahighproportionoflargerbusinesseswereinterviewedasthey affectsubstantialnumbersofemployeesandresidentsandexertasubstantialinfluenceonthe economy.However,thesurveyresultspresentedinthischapterhavebeenweightedtobe representativeoftheSouthCambridgeshirebusinessesoverall.

4.2 Findings/Results Thesurveyofbusinessesissummarisedinpanels8&9.

Panel 8: Business objectives

Shortterm:- 44%expectedtogrowmoderatelyorrapidly;- 41%expectedtostaythesamesize;- 7%hopedtosurvive.·

Longterm:- 61%expectedtogrowmoderatelyorrapidly;- 30%expectedtostaythesamesize;- 5%hopedtosurvive.·

Themostimportantbusinessobjectiveswere:- toincreaseturnover(50%);- toincreaseprofitmargins(27%);- andtostabiliseexistingbusiness(20%).

Overthenextsixtotwelvemonths:- 73%expectedturnovertostaythesame;- 58%expectedemploymenttostaythesame;- 67%expectedproductivitytostaythesame.

Thelargestcompanieswere:- Morelikelytoexpecttogrow;- Morefocussedonprofits,productivity,andcostreduction.

Panel 9: Business constraints

Theeconomyandfinance(55%):

- Economicuncertainty(41%);

- Lowdemandforproducts(30%);

- Lackofconfidence(30%);

- Cashflow/finance(27%);

- Lackoffinance(24%).

Overallcosts(35%):

- Costofenergy(24%);

- Costofgoodsandservices(19%);

- Costofpremises(17%).

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Transport (20%):- Road(17%);- Busservices(7%);- Rail(4%).

Sites and premises (26%):- Transportandaccesstosites(11%);- Planningpolicies(9%);- Qualityofsitesandpremises(7%);- Parking(7%).

Skills (10%):- Managementskills(6%);- ITandinnovation(6%);- Lessskilled/elementaryoccupations(5%).- Significantrecruitmentuncertainty.

Panel 10: Strengths and Weaknesses of South CambridgeshireStrengths Weaknesses

The environment (71%):- Attractivevillages(64%);- Ruralsetting(63%);- Accesstothecountryside(58%).

Business support (19%):- Councilpolicytowardsbusiness (16%);- Councilbusinesssupport(14%).

The location (69%):- Proximitytocustomersandmarkets(51%);- ProximitytoCambridge(48%);- ProximitytotheSouthEast(47%);- ProximitytoLondon(46%);- ProximitytotheUniversity(38%).

Transport network (35%):- Roads(23%);- Buses(18%).

Facilities:- Retail(55%):- Retail(48%);- Heritage(48%);- Cultural(45%);- Leisure(45%).

Panel 11: Business linkages Proportion of sales by value:

- SouthCambridgeshire(30%)

- Cambridge(15%)

- RestofCambridgeshire(9%)

- Elsewhere(46%)

Advice sources used (20%):- Cambridge(15%)

- SouthCambs(10%)

- RestofCambs(9%)

Proportion of purchases by value:- SouthCambridgeshire(39%)- Cambridge(15%)- RestofCambridgeshire(7%)- Elsewhere(39%)

Collaboration with others (80%):- Otherfirms(73%)- Suppliers(51%)- Competitors(33%)- Universities(34%)

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Employees by area:

- SouthCambridgeshire(68%)

- Cambridge(16%)

- RestofCambridgeshire(7%)

- Elsewhere(9%)

Informal networking (75%):

- Otherfirms(67%)

- Suppliers(46%)

- Competitors(35%)

- Tradeassociations(30%)

Panel 12: The economic downturn Expected job losses:

- Allover(85%);- SouthCambridgeshire(6%);- Cambridge(5%).

More business opportunities (24%):

- Fromclosures(36%).

- Flexibility/diversification(26%).

Occupations at risk:- Alloccupations(45%);- Construction(24%);- Drivers(13%).

Fewer opportunities (35%):- Businessesclosing(33%);- Joblosses(35%);- Lessmoneybeingspent(34%).

Panel 13: Energy efficiency: business practices Largely efficient in:

- Energyefficientpractices(44%);- Energyefficientequipment(33%);- Wateruseminimised(28%)- Energy-efficientpremises(27%).

Addressed environmental issues (fully or partially):- Energyefficientpractices(85%);- Energyefficientequipment(82%);- Energy-efficientpremises(75%)- Wateruseminimised(70%).

Panel 14: Key policy issues – to stimulate the following: Business growth:


- Grantprovision(18%);

- Lowerrents(9%).

Improved transport:- Betterbusservice(27%);

- ReducecongestiononA14(27%);

- Morebusroutes(17%);

- Betterroadconditions(16%).

Inward investment:- Lowerbusinessrates(54%);


- Taxbreaks(13%).

Sustainable communities:- Morecouncilhouses(37%);- Affordablehousing(29%);- Betterhealthprovision(27%);- Morepoliceonthestreet(23%).

Businesses start up:- Lowerbusinessrates(54%);


- Lowerrents(9%).

The quality of life:- Betterbincollection(13%);


- Fundingforcommunityfacilities (11%).

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Panel 15: Views of the high tech cluster businesses

The main results for high tech manufacturing and service businesses and knowledge-based firms were as follows:

44%ofhi-techmanufacturingfirmsviewedincreasingemploymentasanimportantbusinessobjective(comparedwith12%ofallfirms)

Only10%ofknowledge-basedorganisationsfacedeconomicorfinancialconstraintsontheirobjectives(versus55%ofallfirms)

Hi-techmanufacturingfirmsweremostlikelytoseethelocallabourmarketasastrength(58%,asagainst32%ofallfirms).Knowledge-basedorganisationsweremostlikelytoseehealthandeducationingeneralasstrengths(85%,asagainst43%ofallfirms).Hi-techservicefirmsweremorelikelytoseethesocialenvironmentandgeneralimageorreputationofSouthCambridgeaskeystrengthsthanotherfirms.

Hi-techmanufacturingandservicecompaniesweremostlikelytovaluelocationaladvantagessuchasproximitytoCambridgeortheSouthEastasstrengths.ICTfirmswerelessconcernedaboutthese,particularlyproximitytotheSouthEast(19%)orcustomers/markets(19%).

Servicefirmsweremostlikelytoviewthecostoftransport(32%)andbusinessrates(27%)asstrengths.

Manufacturingfirmsweremostlikelytoviewtheroadnetworkasaweakness(47%,asagainst23%ofallfirms).

AmongthefeaturesoftheSouthCambridgeshireeconomy,manufacturingfirmsweremostlikelytovaluethecultureforinnovation(55%,asagainst31%ofallfirms)andservicecompaniesmostlikelytovaluecollaborationbetweenbusinesses(47%,asagainst28%ofallfirms).

Manufacturingfirmswerethemostlikelytoseestrengthsinthelocallabourmarket,particularlythequalityoflabour,statusofjobs,willingnesstowork/train,availabilityoftraining,andcostoflabour.

ServicefirmswerethemostlikelytovaluethestrengthsinSouthCambridgeshire’sretailandleisureoffer,particularlytouristfacilities(66%,asagainst46%ofallfirms)andculturalfacilities(67%,asagainst47%ofallfirms).Theywerealsomostlikelytovalueallaspectsofthesocialenvironment,andthegeneralimage/reputationofSouthCambridgeshire,asstrengths.

Hi-techfirmstypicallymadealowerproportionoftheirsalesinSouthCambridgeshireandahigherproportionintherestoftheUKoroverseas.Inparticular,whiletheaveragefirmmade9%ofsalesoverseas,thecorrespondingfigurewas19%forhi-techmanufacture,22%forICT,and30%forhi-techservices.Hi-techmanufacturerswerealsomorelikelytomakepurchasesfromoverseas(24%onaverage,versus5%fortheaveragefirminterviewed).

ICTfirmsaremorelikelytoemploypeoplefromCambridgeandtherestofCambridgeshire,andlesslikelytoemploypeoplefromSouthCambridgeshireitself.

47%ofhi-techservicefirmsaremembersoftradegroupsorbusinessassociationsinthearea,asagainst24%ofallfirms.

Hi-techmanufacturingfirmsweremorelikelythanaverage(45%versus19%)toviewourprojectedjoblossesastoohigh.·

Hi-techservicefirmswerelikelytothinkthattheeconomicdownturnwouldnotprovideopportunitiesforbusinessesinSouthCambridgeshire(58%,comparedwith33%ofallfirms).

83%ofhi-techservicefirmsstatedthattheywerefullyresource/carbonefficientinatleastonearea,includingenergy-efficientpractices(73%),useofwater(59%),orenergy-efficientequipment(59%).Amongthefourhi-techandknowledge-basedgroups,ICTcompaniesweremostlikelytohaveenergy-efficientpremises(61%).

StakeholdersviewedthesupportandfundingtoexploitR&DandgrowsuccessfulbusinessesasaweaknessoftheDistrict.

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5. Discussions with Stakeholders

5.1 Introduction5.1.1 Toenrichtheresearchanddrawoutthepolicyissues,discussionswereheldwithsome40 stakeholderswhohadknowledgeoftheSouthCambridgeshireandsub-regionaleconomy.These stakeholdershadgeneralandspecialistknowledge,forexample,LocalAuthorities,businesses,the businesssupportorganisations(e.g.BusinessLink,FSBandCambridgeshireChambersofCommerce) theeducationsector,thecommercialpropertysector,thevoluntarysector,thoseinvolvedin promotingtheareaandinwardinvestment(e.g.EastofEnglandInternational),theyreflectedthe resultsofresearchandreportstheyhadcarriedout,whichwereupdatedbasedontheirviews.The stakeholderswereaskedfortheirviewsonthefollowingtopics:

TheroleofSouthCambridgeshireinthesub-region

ThestrengthsandweaknessesofSouthCambridgeshireintermsofeconomicdevelopment andgrowth:

- Employment,enterpriseandsectors

- Land,premisesandinwardinvestment

- Laboursupplyandskills

- Thetransportnetwork

- Housing,socialissuesandfacilities

- TheSouthCambridgeshireimageandbrand

5.2 Findings/Results Thediscussionfocussedonthestrengthsandweaknessesreflectingstakeholderresearchandviews andallowedinsightsintothepolicyimplicationsandoptionsforSouthCambridgeshireDistrict Councilworkingwithitspartners.TheresultsaresummerisedinPanel16.

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Panel 16: Overall Strengths and Weaknesses. Partners’ Views

The Role of South Cambridgeshire in the Sub-Region


Worldclasseconomyroleandkeyroleinthesub-regionasbothamajorresidentialandemploymentarea:supplieroflabourandemploymentopportunities

Someconcernsthatmajordevelopmentsforhousing,employment(andassociatedfacilitiesandcommunityinfrastructure),andtransportinfrastructure/projectswillnotgoaheadorbedelayedresultingincontinuingincreasedimbalancesbetweenjobs/housingoverallandinmorelocalareas(egsouthofCambridge).

Akeyrecreationalrole:countrysideaccessandfacilities

Someconcernsovertheutilities,energyandtelecoms/broadbandinfrastructurerequirementsandtheneedtokeeppacewithdemand.

Concernoverthecoordinationrequiredtoensurewelllocated,adequatelylinkedandenergyefficientdevelopmentstohelpachievecarbonreductionaims.

Concernoverfundingandthepolicydirectionrequiredtocreateasustainableandmoreenergyefficient/lowcarboneconomywhichinvolvesbusinessesandresidents.

Employment, Enterprise and Sectors


Asalocationforbusinessandconnectivity

Relativelystrongentrepreneurialculture:hightechandbusinessservicessectors

NotthesameentrepreneurialbuzzasintheCityanditwashiddeninSouthCambridgeshire

Relativelylargescaleofbusinessactivityandemploymentopportunities

Fewerretail,leisureandsomepublicsectoroccupations(e.g.health)

Sectoralstrengthsandkeydrivers:globalpresenceinR&D,hightech,theemerginggreentechnologysector,conventionalmanufacturing,ruralindustriesandtourismasanexpadingopportunitysector(asaresultofincreasingglobalisation)

ThetouristattractionscouldbepublicisedmoreandlinkedtotheCambridgeoffer

Vulnerabletotherecession.Fewerpublicsectorjobs.Thehightechclusterandsupplychain.Thecontractioninconventionalmanufacturing,lightindustrialandconstructionjobs.

Concentrationofactivityandtheneedtodiversifyopportunities

Theneedtostrengthenstart-upsupportandenterprise

Publicsectorexpenditurecuts.Fewerpublicsectorjobsandsupplier/contractopportunitiesforbusinessesandindividuals

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DownsideofuncertaintyovercontinuedgrowthprospectsinUSAandEuropeaneconomiesandprospectsfortheFarEastandChina

Shortageofdebtandequityfinanceforbusinesses(especiallyforinnovationandR&D/exploitation)SupportandfundingtoexploitR&Dandgrowsuccessfulbusinesses

Lackofspecialistproactivebusinesssupportservicesforhightechandindesign/innovation.Lackofawarenessofsupportinconventional/constructionsectorsandthetimeittakestoobtainit.Constraints:finance(reflectingdifferentsector/stageofdevelopmentneeds),marketingskills/support(includinglocalmarketsandexporting)supportforinnovation(includingaccesstotheuniversities),regulation/qualityissuesandmanagingtosurvive

Collaboration,businesstobusinessnetworksinsomekeysectorssuchashightechandlifesciencesmaybeconstrained.

Needtofullyexploitgreentechnologyopportunities

Supporttohelpbusinessesbecomegreenerandmoreenergyefficient

Theneedtomaintainabalanceanddiversifytheeconomy

ReorganisationandreductionofbusinesssupportservicesegBusinessLinks,EEDA,andcentralgovernmentprogrammesandprivate/publicsectorbusiness/enterprisesupport

Land and Premises


Goodsupplyofsites,keydriversandflagshipprojects:sciencepark,innovationcentres,researchcampusesandotherprovisionforhightechalongwithandsomeothercommercial/industrialestates

Olderindustrialestates:neededtobeimprovedSitesnotnecessarilyintherightlocations:closetothecity,transportroutesandothermajorsites

MajordevelopmentsinthepipelineegCambridgeBiomedicalCampus

Shortageofpremisesinthe1,500-2,000sqmrangeforsmallerandmediumsizedbusinessesintherightlocations(keyvillages)inthelightindustrial,moreconventionalbuildingservices,warehousing,andofficesectors

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Goodbusinessfacilitiesforbusinessnetworking

Shortageofverysmallunitsegatlowercost,forbasiclab/officespace.Conventionalschemesandinnovationcentreshaveakeyroletoplay

Highpremisescostsformicrosandsmallerbusinesses.Shortageofcomprehensiveinformationontheavailabilityofpremises.

Needtoensurepremisesweregreenerandsiteallocationswereinenergyefficientlocations

Needtosimplifyplanningsystemtounderpinbusinessneeds/growth

Inward Investment


Hightechclusters,entrepreneurialculture,skills,researchparks,StanstedAirport,Londonlinks,housing/facilities,lowercosts,theCambridgeimage,proximitytoCambridge.

NeedtopromotetheareamorepositivelyandimprovetheSouthCambsproductbydealingwiththeshortsupplyofmajorsuitablesitesclosetoCambridge,congestedroadsanddifficultaccesstoCambridge,ashortageofexecutivehousing,relativelyhighcostsforbusinesseswithfewgrants. Majorflagshiphightechnologysitesand

complexesandsector/clustersegthelifesciencessector/clustersoutheastofCambridge.

Labour Supply and Skills


Availabilityoflabourwasgoodintermsofquantityandqualitythatcouldbehiredrelativelyeasily.

Labourmobility/accessibilityconstrainedbytransport,congestionandhighhousingcostsespeciallyformanagerial/technicalskilledandunskilledlabour/mobilityfromelsewhere.

RangeandmixofskillsinSouthCambridgeshire.

Shortagesofskillsinsomespecialistskills:management,ITandinnovation/productandservicedevelopment/exploitation(withuniversityaccess),exporting,andunderstandingregulations.

Educationalandtrainingfacilities,inparticularthevillagecolleges.

Shortagesinsomekeysectorsincludinghightechandlifesciences.

Someshortagesforlessskilledandelementaryoccupations.

Potentialeffectofacaponmigrantlabourespeciallywithhigherlevelskills.

Higherunemploymentinsomeofthepublichousingestatesandvillages–whereyoungerpeoplefinditdifficulttoenterthelabourmarket.

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The Transport Network


North-southmajorroadandraillinksandaccesstoairports

East–westtransportlinks,especiallytheA14andA505.

AccesstoStanstedAirportandinternationaldestinations

HeavycongestiononroadsintoCambridge.

Concernsoverdelaystotheguidedbusproject.

TheruralbusservicesandthoseinandoutofCambrige:limitedroutes,frequencyandhighcosts.

Cyclewaynetworkneededtobeimproved.

Theneedtocoordinatetransporttoensurecarbonreductionandsustainability.

Housing, Social Issues and Facilities


Goodsupplyandmixofhousingtypes Someconcernthathousing,employment(withassociatedfacilitiesandcommunityinfrastructure)andtransportinfrastructureprojectswouldnotgoaheadandbedelayedresultingincontinuingimbalances.

Highandrisinghousingcostsattractedprofessional/managerialstaff

Highcostofhousingwhichresultedinlonghousingwaitinglistsandrestrictedthesupplyofskilledandlessskilledlabour

AccessibleleisureandrecreationalfacilitiesinCambridge

Shortageofexecutivehousing–owners/managers

Majorvisitorattractionsandoutdoorleisurefacilities

RelianceontheCityformajorhealthfacilitiesandspecialisms

Villagecolleges:recreation,leisureandculturalandcommunityactivities

Theneedtointegratedevelopmentstoensurecarbonreductionandsustainability

TheopportunitiesprovidedbyNorthstoweasaneco-towntoimprovethehousingstockandchoice

The South Cambs Image and Brand


PositiveimageandpartoftheCambridgebrand

Morecouldbedonetousetheimageandbrandtounderpinandattractinvestment

Goodqualityoflife

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6. Strategic Themes and Priorities

6.1 Introduction6.1.1 Followingtheresearchofchapters2-5,thischapteroutlinesthesixkeystrategicthemesthatthis strategyproposestofocusoninordertofosteraprosperouseconomyinSouthCambridgeshire.

6.1.2 Thechaptersetsoutasummaryrationalefortheaimsandobjectivesforeachtheme.Foreach themetherearetheactionswiththepartnerssuggestedthatwillhelpdeliverthem;thepriorities withinthetheme;andthetimescales.

theprioritiesareallweightedaseitherrelativelyhigh(H),medium(M)orrelativelylow(L), albeitstillimportantandrelevant.

whereactionsareinitiatedorenhancedtheyaredesignedtofillgapsinprovision. Otherprogrammesshouldbemaintainedtopreventgapsfromoccurring.

whileactionsareallocatedunderonestrategictheme,theydoinsomecasesrelate andcontributetootherstrategicpriorities,andarecrossreferenced.

6.1.3 Thereadershouldalsobeawarethatexistingagenciespartnersmaychangeasthegovernance arrangements(especiallyarisingfromcentralgovernmentpolices)areevolving.Thisislikelytomean that,forexample,theagenciesthatprovidebusinesssupportservices,(includingsupportfor innovation)maychange.ItisenvisagedthattheLocalEnterprisePartnership(LEP)fortheCambridge sub-regionwillbeanimportantnewpartner.

6.1.4 TheCouncilwillcontinuetobuilduponthecurrentpolicyframeworkandworkwithpartnersand toenhancetheeconomicdevelopmentandplanningpoliciesfortheregion;thesub-regionand theSouthCambsarea;economicdevelopment,planning,transport,enterprise,trainingand skillsdevelopmentpolicies.ThesepoliciesarerelevanttotheoverallroleofSouthCambridgeshirein thesub-region,inparticularsettlementpatterns,housingandemployment,growth,sitesandpremises, landuse,businessandenterprisesupport,andskillsandlabourofthedevelopment.

Strategic Themes / Priorities

The Role of South Cambridgeshire

Support for Business

A Low Carbon Economy

Building Sustainable Communities

Improved infrastructure

The Recession and Sector Support

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6.2 Role of South Cambridgeshire6.2.1 SouthCambridgeshireplaysakeyroleintheeconomicprospectsofthegreaterCambridgesub- regionandthecounty,asafunctioningeconomicarea,andwillcontinuetomaintainandenhancethis position.Itisimportantinunderpinningtheresilienceoftheeconomyanditsgrowthandensuring itiswellbalanced.TheSouthCambsareaisamajorproviderofemploymentopportunities.This includesthescaleofemploymentwhichstoodat76,100in2008(or19.4%ofthesub-regionaltotal) andtheopportunitiesinadiverserangeofsectors(includingtheconventionaleconomyandthehigh techsectors).Theconventionalsectorshaveakeyroletoplayintermsofthescaleofopportunities. SouthCambsishometoworldclass,highlycompetitivebusinesses,especiallyinthehightechnology sectoranditssub-sectorsincludingbiosciencesasaresultoflocalstart-upsandinwardinvestmentto thearea.Theresearchcampusesandtheirbusinesses,e.g.theCambridgeSciencePark,Granta ResearchParkandBabrahamInstituteareflagshipandhighlyvisibleprojects.

6.2.2 SouthCambridgeshireisintrinsicallylinkedeconomicallytoCambridgeandthewiderareathrough theinterchange,transactionsandsupplyoflabourbetweenresidentsandbusinessesandthe partnershiparrangementsbetweenthepublic,privateandvoluntary,sectororganisationsandgroups. Henceitisakeypartofthisfunctioningeconomy.Italsohasstronginternationallinks,forexample, asaresultofinwardinvestmentandinternationalflowsofcapital,people,andideas.

6.2.3 SouthCambridgeshireisalsoasignificantresidentialarea,withakeyhousingroleinthesub-region, withitspopulationprovidingasignificantpoolofflexibleandskilledlabouratalllevelsandvital demandforgoodsandservicesintheDistrict,Cambridge,andelsewhere.

6.2.4 Theseroleswillbestrengthenedthroughtheanticipatedsupplyofhousingandemployment,at thenewsettlementsaroundtheCityandatNorthstoweasaresultofplanningpolicies.TheSouth Cambsareaisalsoasignificantsupplieroflabourforemployersinthesub-regionandthisislikely toincrease.Theoccupationalgroupsincludeahighproportionofprofessional,technicaland managerialstaffandthoseacrossthespectrumofotheroccupations,especiallyinretailandpersonal services.Thequalityofthelabourforceisunderpinnedbytherelativelyhighqualificationsofthe workforceandtheeducationalattainmentlevelsofyoungpeopleofschoolage.

6.2.5 Thegrowthagenda,albeitsubjecttopotentialmodificationsasaresultofexpenditureconstraints andeconomiccontext,willprovideSouthCambswiththeuniqueopportunitytoaddresssome oftheeconomicissuesandbroadeconomicneedslocallyandthefunctioningeconomicareato maintainbalanceddevelopmentthroughoutSouthCambridgeshire,forexamplethroughplanning policiesandeconomicstrategiesforareasincludingNorthstoweandaroundtheCityfringes.Itwill alsopermitthedevelopmentofamoresustainableeconomylinkingemploymentopportunities spatiallywithareasofpopulation,andlabourmarketgrowthandimprovingtransportconnectivity. Theopportunitiesforfuturedevelopmentwillalsopermitmoreenergyefficientsettlements supportedbygreentechbusinessesandrelatedsectors

6.2.6 TheexistingattractivenessofSouthCambsasaresidentialandbusinessarea,coupledwiththegrowth agendaandthesettlementsplanned,provideanopportunitytostrengthentheSouthCambsimage andbrandreflectingthese.

6.2.7 Thekeyissuesforpolicytoaddressareensuring:

Continuedbusinesscompetitiveness,includingthekeyhightechsectorsandclustersand inwardinvestment

Takingadvantageofthestrengthsinresearch,developmentandexploitation

Appropriatesustainablehousingandemploymentland(withfacilitiesandinfrastructure)and theircontributiontohousingandbusinessneeds,thesupplyoflabourandabalanced economy

Localplanningpoliciesandplanningpracticesareappropriate

Growthopportunitiesinnewtownsandsettlementsareappropriate

TheimageoftheSouthCambsareaanditsbrandiscommunicated

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Strategic Priority/Theme: Role of South Cambridgeshire

Aim

ToensurethatSouthCambridgeshirecontinuestounderpinitseconomicroleintheDistrict/greaterCambridgesub-regionasanemploymentandresidentialareaandalocationforworldclassbusinesses,balancedwithitsruralandbroadereconomicrequirements,andmaintainingitsnaturalfeaturesandattractiveness.

Objectives:

1. Tosupporttheeconomicwell-beingoftheDistrictbyworkingwithpartnerstomaintain,andwhereverpossibleenhance,thekeysectorsunderpinningthelocaleconomy-especiallywithinthehightechnology,cleantechnologyandanyotherasyetunforeseennewsectorswhichmayemerge.

2. Deliver,asakeylocation,appropriatehousingandemploymentland,toaddresstheseissuesandmakeapositivecontributiontoimprovingthelaboursupply,maintainingprofessionalsandtheworkforceinkeyoccupationsthatunderpintheeconomicroleofSouthCambridgeshire.

3. EnsurethatlocalplansandplanningpracticereflectthebroadeconomicneedsandtheroleoftheDistrictinthesub-region.

4. TakeadvantageofgrowthopportunitiesingrowthareasandsettlementsintheDistrict.

5. ContinuesupportingthedistinctivenessoftheSouthCambridgeshireimage.DeveloptheDistrict’sbrandassociatedwithitsworldrenownedfacilities,businessesandexpertisewithkeyeconomicclusters.

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Strategic Priority/Theme: Role of South CambridgeshireProposed Actions

Obj Action Partners (lead) Priority Timescale

1 StrategicagreementwithpartnersandtheLocalEnterprisePartnership(LEP)onactionstoimprovethecompetitivenessofbusinessesandstrengtheninwardinvestment(retention&attraction)

SCDC, LEP, EEII/EEID/UKTI,CambsUni,Businesses

M Immediateandongoing

1 Developactionstounderpinexistingandemerginghightechnologysectorsandbusinesses(e.g.“Cleantech”)

SCDC, EEII/UKTI, CamUni,Businesses

M 12+months

2 AgreethestrategicplanningandinfrastructureneedsoftheDistrictinconjunctionwithkeyplayerstoreflecttheaimsandneeds.

SCDC, LEP, CountyCouncil,Developers,HCA

H Immediateandongoing

2 AgreethehousingprovisionandmixofhousingfortheDistricttoaddressneedsandsupportlaboursupplyandbusinessemploymentneeds.

SCDC, LEP, HCA,CountyCouncil,CityCouncil(fringesites),Developers


2 ReviewtheEmploymentLandavailabletodetermineitslocality

SCDC,CityCouncil,LEP

M 12+months

3 WorkwiththePlanning(Policy&DevelopmentControl)to:

• reviewplanningapplicationsthatimpactondeliveryofeconomicdevelopment(jobs,investment)benefitsfortheDistrict.

SCDC,LEP H Immediateandongoing

• includeeconomicconsiderationsinreviewinganddevelopinglocalplanningpolicydocumentstoreflectreviewed/currentbusiness/economicdevelopmentneedsoftheDistrictandimplementtheCouncil’sdecisiontoamendcorepolicytosupporteconomicdevelopment.

(RefertoSupportingBusinesstheme).

H 6-12months

2/

3/

5

EnsurethattheDistrict’seconomicneedsandaspirationsarereflectedinemerginglocal,sub-regional/areastrategiesandactionplans

SCDC,LEP M Immediateandongoing

4 OutlineandaideconomicdevelopmentrequirementsinmajorplanningapplicationssuchasNorthstoweandCambournethroughtheinclusionofdetailedeconomicdevelopmentstrategies.

(Referto“SustainableCommunitiestheme)

SCDC,HCA,Developers,LEP


5 Develop,participateinandenhancelocaleconomicpartnershipstodevelopthedistinctivenessandbrandoftheDistrictanditseconomicprofile,includingdevelopingtheeconomicclusters(R&Dandhightech),tourism,agricultureandotherkeyopportunitysectors.

(RefertoSupportingBusinessTheme)

SCDC,LEP,CountyCouncil,VisitCambridge


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6.3 Support for Businesses6.3.1 BusinesscompetitivenessiscriticalifSouthCambridgeshireistomaintainandenhancethequalityof lifeforresidentsandbusinessesandeconomicprospects.Bothnewandexistingbusinessesprovide thelargestshareoftheemploymentopportunitiesandincomeforresidentsinthedistrict.

Start-ups and Existing Businesses

6.3.2 ThestockofactivebusinesseshasincreasedmorestronglyintheSouthCambsareacomparedto elsewhereintheCounty(includingbusinessVATregistrations).Whileenterpriseremainsrelatively stronginSouthCambs,greaterstimulationandstart-upandenterprisesupportcouldbeprovidedto capitaliseonthegrowthandopportunitysectorswhichwilladdtotheresilienceoftheeconomy.

6.3.3 SouthCambshashadstrongjobformationinthepastdecadewithadeclineinthetwoyearsupto 2010.Thenumberofbusinesseshasfollowedthistrend.ThegrowthsectorsinSouthCambssince 2001havebeenR&D,wholesale/storage,professionalbusinessservicesandeducation.

6.3.4 Theresearchshowedthatbusinesssupportforallbusinessescouldbestrengthened(especially becauseofthechangestoBusinessLinkandthewindupofEEDA)tohelpaddressuncertainty andconfidenceasaresultoftherecession.Keyissueswereaccesstofinance(moredifficultinand followingtherecession),skillsformarketing(adviceforlocalopportunitiesandexporting),support andfundingforR&D,innovationandproductandservicedevelopmentandexploitation,ITand management.

6.3.5 Whilethehightechsectorhadperformedstronglyinthesub-regionoverthepastfewdecades, activityhadslowedandtherecessionhadcreateduncertaintyaboutfutureprospects.Stakeholders inparticularconsideredthataclearerprogrammecouldbedevelopedtoaddresstheneedsofthe hightechsectors,includingcollaboration,thelinkswithinthesub-region(withUniversities,providers offinanceandthosewithspecialistexpertise)tothewidereconomyandthelocalsupplychain.

6.3.6 TourismremainsastrongdevelopingsectorunderpinnedbytheattractivenessofCambridgeandthe areaasaplacetovisit.Thereareopportunitiestoexpandthetourismoffer(e.g.conferencing, educationalandexpandingvisitortourism,focussingonvalueratherthanvolume.

6.3.7 Consultationswithbusinessesshowsthatforallbusinesses,saleslocallywererelativelylow(especially inconventionalmanufacturing,constructionandhightechsectors)andthatpublicsector opportunitieswerenotexploited.AroundhalfbusinesspurchasesaremadeoutsidetheCambridge sub-region.Collaborationwithbusinessadviceorganisationsandnetworkingcouldbestronger, especiallyamongstsmallerbusinessesandthoseinthemoreconventionalsectorsandbusiness services.

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6.3.8 Theconsultationswithbusinessesandpartnersmakeitclearthatthesitesforthegrowthandhigh technologysectorsshouldbemaintainedandexpanded,whereappropriate,tofacilitateboth indigenousgrowth(businessexpansionsandspin-outs)andinwardinvestment.Thestockofnewsites inappropriatelocationswithaccesstothemainsettlements,keyvillages,theCity,transportroutes, andotherkeysites,canbeincreasedtoencourageandmeetdemand,asappropriate.Thematic flagshipsiteswithsectorclusters,especiallyforhightechnology,assisttoincreasecriticalmass, linkages,andspilloversandraisevisibilityandsectorpresence.Thedevelopmentofnewand sustainablesitesandpremiseswillallowmoreenergyefficientandgreenworkspacestobedeveloped; thiswillstrengthentheimageofSouthCambridgeshire.

6.3.9 Itwasconsideredbystakeholdersinparticularthattheolderindustrialestatesinthevillagescould beupgradedintermsofthestockandqualityofpremises,thephysicalenvironment,facilitiesandthe access,potentiallyindiscussionswithownersandoccupants.

6.3.10 Intheviewofsomebusinessesandstakeholders,theavailabilityofpremiseswasnotadequate,as aresultofbeinginaccessible,thequalityandfacilities(especiallyparking)andrelativelyhighcosts, coupledwithplanningpolicieswhichwereperceivedtobeinsufficientlyflexible(forchangeofuse, extensionsandnewpremises).Itwasconsideredthatthesupplyofpremises(serviced/unserviced) inthevillagesshouldbeincreasedforstart-ups,microsandSMEs,especiallyforbusinessesinthemore conventionallightindustrial,buildingservices,warehousingandtheofficesectorsAndinhigh technologylab/officeandincubationfacilities.

6.3.11 Thesmalltomediumsizedbusinessesinparticular,andstakeholdersinthepropertysector,have identifiedpremisesasaconstraintbecauseoftheinadequatequality,accessibility,parking,transport accessandplanningpolicieswhichwereperceivedtobeinflexible.

6.3.12 ItwasconsideredthatbecauseSouthCambswasspreadoverawideareaacomprehensivedatabase ofpremisesavailablewouldhelpimproveawarenessandrelativecosts.

Inward Investment

6.3.13 TheSouthCambridgeshireareahasattractedasignificantamountofinwardinvestment(inparticular foreigndirectinvestment)toflagshipsitesandelsewhere.Inwardinvestment,whetherthroughthe locationofnewbusinesses,acquisitionsandmergers,orthroughtourismbringssignificant benefits.Throughinwardinvestmentthereisgreaterprospectofstrengtheningcriticalmassinkey sectors,strengtheningtheimageandvisibilityofSouthCambridgeshire,diversifyinganddeepening activities,improvingskillsandthetransferofknowledgeandknow-how.Appropriateinvestment resultsinwiderbusinessandemploymentopportunitiesandchoice,increasedandhigherincomesfor residents.

6.3.14 Itwasconsideredbystakeholders,businessesandresidentsthattheSouthCambsinwardinvestment productcouldbeimprovedandtheareapromotedmorevigorouslytohelpprovideabroader economicbaseandthecontinuedresilienceoftheeconomy.

6.3.15 KeymarketsforinwardinvestmentremainthedevelopedandlargereconomiesinEurope,theUSA andtheFarEastespeciallytheBrazilian,Russian,IndianandChinese(BRIC)markets.Sectormarkets includehightechnology(e.g.R&Dandbioscience),andsupplierstoflagshipprojectsandothermajor activities(e.g.the2012Olympics).

6.3.16 TheSouthCambsareaisanintegralandfunctioningpartofthegreaterCambridgesub-regional economy.Henceitsharespartofthisimageandbrandwhichisattractivetoinwardinvestors.What hasdevelopedintheSouthCambsareaoverthepasttwentytothirtyyearsaresomekeyfeatures:

Therelativelylarge,worldrenowned,leadingedgeresearchanddevelopmentandhigh technologysectororprestigioussites

Flagshipprojectsincluding,forexample,theCambridgeSciencePark,andtheGranta ResearchParkandotherresearchfacilities

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PlansforthenewsettlementatNorthstoweasaleadingeco-town

Thehighqualityoflifecombiningtheworkexperience,withaccesstomodernfacilitiesand servicesandhighqualityhousesandvillages

Thetourismattractionsandleisurefacilities,includingtheartsandculturalfacilities

TheruralcharacterofSouthCambridgeshireandtheattractivenessofitsvillages

6.3.17 ThesefeaturesareconsideredbypartnerstogivetheSouthCambridgeshireareaadistinctive modernimagewithahighqualitylifestyle.

6.3.18 Keyissuesforpolicytoaddressaretoensurethat:

SouthCambridgeshireisopentostart-ups,enterpriseandnewgrowthbusinessesto underpineconomicdiversity

Businesssupportisappropriatetoallbusinessesandsectorswithspecialistsupporttomeet theirneeds,forexamplerural,conventional,hightechandcreativeindustriessectors

Theinnovationneedsofallbusinessesaremetincludinghightechandothergrowthsectors

ThetourismofferisstrengthenedwithinthegreaterCambridgeareacontext

Inwardinvestmentopportunitiesarestimulatedandtakenadvantageof

Appropriatepartnerships,collaboration,andnetworkarrangementsarecontinuedandbe developedfurther

6.3.19 Thenexttablesummerisethestrategicpriorities,objectivesandactionsneeded.

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Strategic Priority/Theme: Support for Business

Aim

MaximisetheeconomicprosperityoftheDistrictbyenhancingbusinesssupportwithpartnerstoimprovebusinessperformance.

Objectives:

1. Beopentonewbusiness.

2. Maintainandenhancebusinesssupportprogrammesforallbusinesses.Start-upsandexistingbusinesses

3. Stimulatebusinesscompetitivenessthroughpoliciesandprojectswithkeypartnersfocussingonstart-ups,growthbusinesses,andopportunitiesforlocalprocurement.

4. Initiateorenhance(asappropriate)programmeswiththeuniversitiesandotherparkstotheinnovationneedsofbusinessesintheDistrict.

5. Supporthighvalueaddedcompaniestomeetneeds,collaborateandnetworkwhilstinitiatingprojectsandpracticetosupporttheruralandbroadereconomy.

6. Maintainandstrengthenbusinesssupportavailabletoreflecttheneedsofrecessionandbeyond,withimprovedbusinessaccesstosupporttoenablebusinessgrowthandcompetitiveness.

7. StrengthentheuniquetourismofferandbenefitincludingthegreaterCambridgetourismandleisureoffer,toincluderelevantopportunitiesand/orevents(e.g.Olympics).

8. InitiateprogrammesandreviewpoliciestoallowforappropriatebusinesspremisesandtheirlocationwithintheDistricttoaddressbusinessneedsforexistingandnewbusiness(e.g.bysize,appropriatelocationsandproximitytosuppliers).InwardInvestment

9. DevelopdistinctivenessoftheSouthCambridgeshireimageandbrandtostimulateandretaininwardinvestmentintheDistrict.

10. Promoteinwardinvestmenttodevelopexistingkeyeconomicclustersespeciallywithinthehightechnologyandcleantechnologysectors,balancedwithopportunitygrowthsectorstounderpintheeconomicwellbeingoftheDistrictPartnerships

11. MaintainexistingandenhancepartnershiparrangementswithbusinessesandotherpartnerstocommunicateCouncil’seconomicpolicyandpracticesandenhanceprogrammesforthebenefitofbusiness.

32

Strategic Priority/Theme: Support for BusinessProposed Actions


1/

2/

3

Deliverbusinesssupporttraining/workshopswithbusinesssupportorganisationsforstart-upsandotherbusinessestomeetneeds.

SCDC,BusinessLink(2011)LEPChambersofCommerce,ARU,HMRC,

H ongoing

1/3 Stimulatebusinessstart-up,accesstofinanceandentrepreneurshipthrough

• TheBusinessCompetition(Step-Up)

SCDC,BusinessLink(toMar2012),PrivateSectorsponsors,ChambersofCommerceEnterpriseAgencies

H ongoing(annually)

1/8 WorkwithSCDCplanningto:

• developpolicy(corestrategy)anddevelopappropriatesupplementaryplanningpolicyandguidance,and.

SCDC H 6months

• managecurrentplanningapplicationstoassesstheeconomicandbusinesscontributiontofacilitateaprosperous,resilienteconomy

ongoing

1/

5/

8

Reviewplanningpoliciesandagreements/mechanisms(S.106)conflictingwithchangedeconomiccircumstances.

(RefertoSustainableCommunitiestheme.)

SCDC H 6–12months

2 Enhancebusinessopportunitiesforlocalbusinessdevelopmentthroughpublicsectorprocurementtherebyassistingbusinessestocompeteforpublicsectorcontracts.Developedthrough:

• councilpractise–e.g.electronicadvertisementofcontracts

• developinglocalsuppliersandsupplychains,

• events,and

• information(bulletins,website,trainingwithpartners).

SCDC,BusinessLink(2011)CambridgeshireChambersofCommerce,CambridgeshireLocalAuthorities,ESPO


2/

3/

6

EnhanceactivitytohelpdeliverbusinesssupportavailableintheDistrictthroughbusinesssupportorganisationstoreflectrequirementsforspecialistskillsbusinesssupport:roleofinnovationincompetitiveness,innovationskillsandpractices,accesstofinance,marketingandexporting,etc

(Alsoseebusinesssupportfortherecessiontheme)

SCDC,BusinessLink(2011),BIS

SJIC

CambridgeUniversity

H ongoing

1/

2/

10

Maintainsupportforinwardinvestorsandaftercareserviceswithpartners

SCDC,EEII/EEID H ongoing

33

2/3 Accesstofinanceadviceforstart-upandmicro/SMEdevelopment

• Thebusinesscompetition

• Enterpriseagencies,ARU,BusinessLink,BL

SCDC,Entagencies,ARU,BusinessLink

2 ongoing

2/

3/

5

Worktomaintainand/orattractfundingtosupportfor:

• R&D.Innovativeproductexploitationsupport(e.g.proofofconcept/market)

• Ruraldiversification

• Smallbusinessgrowth

• Start-ups

• High-techsectorgrowth

SCDC,LEP,BIS,TSB,CambsACRE

H ongoing

2/3 Workwithinternalandexternalpartnerstoaidandsupportbusinesstounderstandandcomplywithregulationsandasappropriatemakeprocessesassimpleandstreamlinedaspossible.

SCDC,LBP,Regulators,CountyCouncil


2/5 Cultivate,withpartners,aprogrammeforavibranthightechindustriesclusterandthesupplychains(includinginitiatingsupportforthecreativeindustries)toenhanceproductivity,competitivenessandincreasedcollaboration.

SCDC,LEP,OneNucleus,CambridgeNetwork,ARU,CambridgeUniversity

H ongoing

1/

4/

3/

10

Promote,withpartners,productdevelopmentandcommercialisation,initiatingworkwithCambridgeUniversity(IfM)andinteresteddepartmentsaswellasARU.

SCDC,LEP,CambridgeUniversity,ARU,Businesses,EEII/EEID/UKTI

M 6+months

3/

4/

5

Developskillsforemployersandemployeesparticularlyin:

• ThehightechsectorinparticularITsector

• Managementskills

• Flexiblecontractstaffforbusinesses

SCDC,LEP,SliversofTime,ARU,CambridgeUniversity,BusinessLink(2011)

M ongoing

7/10 EnhanceprojectsandprogrammeswiththeTourismOfficetoinclude:

• Extendingthetourismoffer(e.g.forovernightstays)

• Developingtourismgrowthmarketopportunities(e.g.theOlympics,businesstourism)

• EnhancingoftheimageandbrandoftheDistrictfortourists(withlinkstoinwardinvestmentpromotion)

• CommunicatethebenefitsoftheDistrictthroughthewebsites,newslettersandleaflets

• Improvethecommunicationportals

SCDC,VisitCambridge,LEP,Businesses

H ongoing

8 Developandmaintainacommercialpropertydatabaseforstart-ups,existingbusinessesandtohelpattractinwardinvestors

SCDC,CommercialAgents,BusinessParks

H ongoing

34

8/1 Reviewplanningpoliciesintermsof:

• Thelocationofemploymentland

• Theappropriatesizeanduseofpremisestomeetbusinessneeds

SCDC H 6-12months

1/

9/

10

PromoteSouthCambstostimulateinwardinvestmentthroughthedevelopmentofamarketingstrategy/framework,including:

• Identifyingtheproductandtargetmarkets

• ThepromotionoftheDistrictatevents

ThedevelopmentofwebbasedmarketingreflectingtheWorldClassbusinessesinthearea.

SCDC,LEP,EEII/UKTI,TIC,CountyCouncil

M 6-12months

11/

4/

5

Supportandenhancebusinesstobusinessnetworkstostrengthencollaborationinthehightechsector

SCDC,LEP,OneNucleus,Chambers,CambridgeNetwork,Universities,LocalBusinessNetworks

H Ongoing

35

6.4 A Low Carbon Economy6.4.1 Itwaswidelyrecognisedamongstbusiness,residentsandstakeholders thatitwasimportanttoencourageandensurethatcarbon emissionsweremanagedandreduced.Theproposednewsettlements inSouthCambsprovideanopportunitytohelpachievethisfor newhousingandbusinesses.Collaborationwasrequiredtointegrate housing,employment,transportfacilities(tohelpmakejourneysshorterandmoreefficient),business practicesandutilitiesandhelpaddressthecarbonreductionaims.

6.4.2 Theconsultationswithbusinessesshowedthattheytakesomestepstoensuretheirbusinessesare moreenergyefficientandtoreducetheircarbonfootprint.However,manybusinessesmay notbefullyawareoftheissues,donottakestepsandwheretheydotheirapproachisnot comprehensive,especiallyrelatedtotheuseofequipment,energyandpremisesasreflectedin theirbusinessplanningactivities.Engagementwithbusinesseswasseenasimportanthereby stakeholdersandbusinesssupportagencies.

6.4.3 Theemergingcleantechsectorprovidersagoodopportunitytoprovideservicestoexisting businessestohelpensurethattheyaremoreenergyefficientandthattheydeveloptheirpractices anduseofappropriatecarbonreductionequipmentandtechnologies.Itisalsowellpositioned,with support,toraiseitsvisibility,expandintomarketswithinandoutsidethesub-regionandgenerate greaterincomeandemploymentinSouthCambs.

6.4.4 Keyissuestoaddressaretoensurethat: Theawarenessoftheneedtomanageandreducecarbonemissionsiswidelyrecognisedand actedupon Opportunitiesarisingfromthenewsettlementsaretakenadvantageof Businessesareencouragedtouseenergyassustainablyaspossible:minimisingdemand, maximisingefficiency,andgeneratingrenewably Thecleantechsectorissupportedtohelpincreasethegreeningoftheeconomy

6.4.5 Thenexttablesummarisethestrategicprioritiesandaccompanyingobjectivesandactionsneededto achievethese.

Strategic Priority/Theme: A Low Carbon EconomyAim

Workwithbusinessesandpartnerstoachievealowcarboneconomybytacklingclimatechange,reducingcarbonemissionsandreducingdependenceonfossilfuels.UnderpinthiswithsupportforcleantechbusinessesandincreasethepotentialprosperityoftheDistrict.

Objectives:

1. RaisetheawarenessofbusinessestoClimateChangeissuesandaidbusinessestomakemoreefficientuseofresourcestohelpreducetheircarbonfootprint.

2. Engagewithbusinessestoensurethatthenecessitiesandopportunitiesofbuildingcarbonreductionintotheirbusinessplanningisattheforefrontofstrategicthinkingandproductdelivery.

3. Continueandenhancetheworkwithbusinesssupportagenciestoenabletheimproveduseofresourcesandareductionintheircarbonfootprint.

4. Developwithpartners,customisedsupporttodevelop“cleantech”businesses.

5. Providethephysicalinfrastructureforthelocaleconomythatprovidesthefoundationforlow-carbonbusinessactivities:buildings,utilities,transportationandcommunications,takingparticularadvantageofopportunitiesinthegrowthareassuchasNorthstowe.

6. Facilitatetheestablishmentofenvironmentallysustainablesupplychainsthatwillprovidethecommercialconditionsandincentivestobringforwardlow-carboninnovation,research,developmentandproductiveoutputinthelocaleconomy.

7. Initiatework,includingwithpartners,consideringthequalityofbusinesspremisesandthelinkstolowcarbonofficespace,includingcommutingandshorterjourneys.

8. Enablethecreationofworkpractises/jobsusingandinstallingtechnologiesthatreducecarbondioxideemissionsfromthepowersector,ourhomes,ourworkplacesandtransportation

36

Strategic Priority/A Low Carbon EconomyProposed Actions


1/

2/

3

Developandimplementastructuredandrollingprogrammeofcarbonreductioninformationandguidanceforbusinessesthrough:

• Providingreallifeexamplesthroughlocalcasestudies;andsharingexperience(esp.CRC,);

• ThepromotionoftheClimateChangeCharter(esp.itsPracticalHelpfunction);

• TheworkoflocalvolunteersintheS.CambsSustainableParishEnergyPartnership(SPEP);CambsTravelforWorkPartnership(TfWP);·

• TheHIVE(from2011);theSmartLIFECentre;

• SouthCambsEconomicNews;presentations/workshops,and;tappingintoanyotherchannels/eventsused/runbylocalpartners.

SCDC, County Council, City Council,CountyCouncil,TfWP,SmartLIFE, LEP,BusinessLink


3 Publiciseandpromotetheavailabilityofframeworkstoaidintheinvestmentinlow-carboninfrastructureandbusiness

SCDC, LEP, Carbon Trust


3 Developsupportbygrantsorothersupportmechanismsforbusinessestoreducetheircarbonfootprint

SCDC,Business Link, Renewables East, LEP


4/6 Initiateworkwithpartnerstoadvancemeasuresofthe“cleantech”strategyandbusinessdevelopment,including:

• Supportingresearch

• Reviewplanningpoliciestodevelopenablingpolicies

• Aidingdevelopmentframeworksandgrants,andleadingtobusinessesinthesector.

(Alsoseesupportingbusiness)

SCDC, TBC, LEP, BIS/TSB, BBT,HighTechBusinesses,UKTI/EEII/EEID, OneNucleus

H 2+years

5/

6/

7

Initiateanddevelopworkwithpartnersanddevelopersinmajorgrowthsettlementareastoensurethatappropriatelow-carbonstepsandinplace:transport(e.g.publictransport,cycleroutes,andelectricvehiclechargingpoints);utilities(e.g.renewableenergy,waterconservation);communications(e.g.broadband).

SCDC, LEP, Developers, HCA, County Council, Commercialpropertyagents

H Ongoing

5/7 ReviewplanningpoliciestodevelopcurrentpolicyanddevelopanappropriateSupplementaryPlanningDocumentthatensurestheinclusionofpolicyandguidancethatfacilitatesaprosperouslow-carboneconomy.

SCDC M Immediateandongoing

6/

7/

8

Workwithplanning(policyanddevelopmentcontrol)onassessingapplicationsforappropriate/welllocatedsitesthatbenefittheDistrictasawholebutmaybeexcludedonasitespecificcase.

SCDC M Immediateandongoing

37

6.5 Building Sustainable Communities (Place Shaping)6.5.1 Theconceptofsustainablecommunitiesisbroadlybased.Itincludesappropriatehousingprovision, employmentopportunitiesandcommunityfacilities.Itisunderpinnedbyappropriateskillsfor employmentandcommunityactivity,trainingprovision,andcommunityfacilitiesandastrongand relevantvoluntaryandcommunitysector.

6.5.2 OverallconsulteesthoughttherewasagoodsupplyandmixoftypesofhousesinSouthCambs, withachoiceoflocationsbetweenandwithinthevillages.However,thecostofhousingisrelativelyhigh, becauseofsomerestrictionsonsupplyandthecorrespondinggrowthofdemand(albeittemperedby thecurrentrecession).Asaconsequencelonghousingwaitinglistshaveresultedforaffordablehousing, andwasaparticularweaknesscitedbyresidentsandbusinesses,whoconsideredthatanincreasein affordablehousingwouldmakeapositivecontributiontothequalityoflifeinSouthCambsandimprove thelaboursupplyandsustainablevillagecommunities.Apartfromthesocialissuesrelatedtothecostand shortageofhousing,restrictionshavebeenplacedonthelaboursupplyofbothskilledlabour(e.g. intermediateandseniormanagers)andlessskilledlabour(forsemi-skilledandelementaryoccupations)asa resultofpeopleinthelattergroupsmovingfurtheroutoftheareabecauseofhighhousingcosts.

6.5.3 WhiletheoverallsupplyoflabourinSouthCambsisrelativelystrong,constraintsarefacedbecause oftransportcongestionwhichcanrestrictmobilityandthehighcostsofhousingwhichcanmeanthat someworkersmoveawayfromthearea,andaredeterredfromcommutingintoit,whileothersare notabletomovetoit(e.g.bothspecialistandlowerskilledworkers).

6.5.4 Partnersalsosaidtherewasashortageofexecutivehousingwhichmakesthemobility,retentionand recruitmentofmanagerialandprofessionalstaffproblematic.

6.5.5 TheskillsandaptitudesoftheworkforceavailabletoemployersinSouthCambsunderpinallthatis achievableintermsofraisingproductivity,enhancingquality,applyingnewtechnologies,innovationin goodsandservices,andsupportingnewlevelsofinvestment;i.e.whatisrequiredtogrowthelocal economytoserveanincreasinglylargerlocalpopulation.Theworkforcegapsandrecruitment difficultiesfacedbythelocalemployerswereprimarilyforIT,innovationandmanagementskills –althoughbecauseofcontinueduncertaintyrecruitmentlevelshadfallen.

6.5.6 Someresidentsconsideredthatlabourmarketopportunitieswerelimitedandthattrainingfacilities couldbeimprovedandpromotedtohelpthemsuccessfullycompeteforjobs..

6.5.7 Itwasrecognisedbystakeholders,residentsandbusinessesinSouthCambsthattheyrelyheavilyon Cambridgefor

retail,leisureandculturalfacilities(cinema,theatre,entertainmentvenues,restaurants,bars,and cafes).

healthfacilitiesandspecialistsespeciallyatAddenbrookes

HigherEducationservicesthroughCambridgeUniversityandAngliaRuskinUniversityandthe CambridgeRegionalCollege

6.5.8 ThiswasastrengthforSouthCambsinthesensethatthesefacilitieswerehighlyaccessibleandmade foravibrantareaandruraleconomysubjecttotransportandcostconstraints.Somekeystrengths were:

Thevillagecollegesprovidedexcellenteducationalfacilities(alongwithaccesstoschools /collegesinCambridge)andhadastrongtraditioninhelpingtoorganiseandaccommodate leisureandrecreationalactivitiesinvolvingtheartsanddrama,music,craftsandsportingevents withacommunityflavour.

Retailandleisurefacilitieswereimprovinginthelargervillagestogetherwithgreaterchoice ofoutoftownshoppingfacilities.However,insomeofthesmallervillagesfacilitieswere contractingwhichpotentiallyimpactedonthequalityoflife.

SouthCambsalsohadsomemajorvisitorandimportanttouristattractionsintheImperial WarMuseumandWimpoleHall,aswellasthenaturalenvironmentattractionsandnature reservesalongwitharts/culturalfacilities(suchastheWysingArtsStudiosandChilfordHall) aswellasaccommodationforvisitorswithB&Bfacilitiesandhotels.

38

TheoutdoorrecreationalfacilitieswereseenasauniqueandkeystrengthinSouthCambs. Theseincludedthefenlandsitesandnaturalhabitatsrichinbiodiversity,thecountryparks,the countryhousesandtheirgroundsandthenetworksoffootpaths,bridlewaysandwaterways. SouthCambshostedagriculturalshows,gardencentresandopengardenssessionsandvillage festivals.

6.5.9 Someoftheattractionsmayprovideopportunitiesfordiversification, particularlyatthefarmsandinothermorerurallocations.

6.5.10 Intermsofthecapacityandskillsofthelocalcommunity,thevoluntary sectorandneighbourhoodgroupswereseenasparticularlyimportant andastrength.Theycouldoftenidentifyneedsandprovidesupportfor thehardertoreachgroups,includingthoseinthemoreruralareas andthedisabled.Therewereconcernsamongststakeholdersthat thevoluntary,community,andsocialenterprisegroupswouldsee areductioninfundingintheshorttermandmorevulnerableresidents couldsufferaccordingly.Itwasalsoconsideredthatbusinesssupportand trainingprovisioncouldbestrengthenedforthesocialenterprisesand voluntarygroupsector.

6.5.11 Thekeyissuesforpolicytoaddressareensuring:

BalanceddevelopmentinSouthCambsforhousing,employment, leisureandcommunityfacilitiestostrengthencommunities

Ensuringthatdevelopmentallowspeopletoliveandworkin SouthCambsandthesupplyoflabourtobemaintained

Skillsaredevelopedforresidentsandbusinessestomeetneedsandhencemoresustainable communities

Thattrainingprovisionisadequatetomeetneedsandgapsespeciallyforthosewholiveinthe moreremoteruralareas

Adequatecommunityfacilitiesareprovidedinallvillages

Thatthecommunityandvoluntarysectorskillsandresourceneedsaremet

6.4.12 Thenexttablesummarisethestrategicprioritiesandaccompanyingobjectivesandactionsneededto achievethese.

Strategic Priority/Theme: Building Sustainable Communities (Place Shaping)

Aim

Buildanddevelopcommunities(residentsandbusiness)tosupportasustainable,vibrantruralandHighTechDistrict

Objectives:

1. Addressskillsrequiredbybusinessesandcreateandmaintainjobsforresidents.

2. Secure,throughpartnershipsandplanningagreements,theimprovementofhousinglocalfacilitiesinexistingandnewcommunities.

3. Achievetherightmixofhousingtosupporttheneedsofresidentsandthebusinesscommunity.

4. Provideamixoffacilitiesthatsupportstheeconomy,includingleisure,tourism,education,healthandotherappropriatefacilities.

5. Promotetrainingprovisionwidely.

6. Initiateactionswithpartnerstomaintainadequatelevelsoffunding,trainingandfacilitiesforthethirdsector.

39

Strategic Priority/A Low Carbon EconomyProposed Actions


1 Investigatehowskillsatalllevelscanbeshapedtomeettheneedsofemployersandresidents.

SCDC, County Council, HE/FE, Training Providers

H ongoing

1 Improvethetrainingprovisionandsupplyofstaffforintermediateandseniormanagementoccupations.

SCDC,LEP,ARU,CountyCouncil

M ongoing

1 Workwiththecommunitytoaddressskillsgapsrequiredbybusinesses

(RefertoBusinesstheme)

LEP,BusinessGroups(e.g.ChamberofCommerce,FSB)Univerisites,EEI/UKTI,CountyCouncilTrainingProviders

ongoing

2 ReviewSection106requirementsfortheeconomicbenefitoftheDistrictthroughsharedcommunityandotherappropriatefacilities.

(RefertoBusinessSupportthemes)

SCDC,Developers M 6months+

2 Workwithdevelopersandprovidersthroughtheplanningsystemtosecurethecorrectresourcestosupporttheprovisionofleisure,educational,health,sportandartsfacilities.

SCDC,LEP,HCA,Developers,Businesses

M ongoing

3 Workwithpolicy,developmentcontrolandprivatedevelopersandpublicagenciestodeliverthegrowthareas(e.g.Cambourne950,OrchardPark)andinexistingsettlementstosupportinasitespecificway,themixofhousingtoimprovethelaboursupplyintotheeconomy/

SCDC,TBC,LEP,HCA,CountyCouncil,CambridgeshireHorizons,Privatesector


4 Workcloselywithpartnerstostrengthenandenhanceeducation,healthandcultureandleisurefacilitiestomaintainthekeystrengthoffacilitiesthatsupporttheeconomythroughtheirattractivenessandprovisionandthewellbeingofitsresidentsandbusinesses.

SCDC,LEP,Culturetaskgroup,SportEngland,VisitCambridge,HCA,ADandSportsManagers&centres

M 12months+

5 Promotetrainingprovisiontomembersofthecommunity(e.g.youngpeople)

SCDC,County,CRC,ARU,JCP,Connexions

M ongoing

6 Developsupportand/ortrainingforthevoluntarysector

SCDC,CAB,CambsACRE,LEP


40

6.6 Improved Infrastructure

6.6.1 SouthCambsisarelativelylargeruralareacoveredbythesub-regionaltransportnetwork.Themajor transportroutesthathaveabearingontheeconomicprosperityoftheareacomprisetheM11, A11,theA10,theA14,theA505,theA1307andtheCambridgeraillinkstoLondon,StanstedAirport, Ipswich,Norwich,PeterboroughandtheMidlands,andtheprovisionofbusservicestothevillages.

6.6.2 Whilethenorth-southroutesforroadandrailandtheairportlinks,especiallytoStansted,are strengths,thereweresomemajorweaknessesidentifiedbystakeholders,residentsandbusinesses. Theseweretheprimaryeast-westroutes(especiallyontheA14,A505,andA1307)areproblematic andtherecontinuestobelong-standingandheavycongestionontheroadsintoCambridgeatpeak times.Theruralbusservicesarealsoconsideredtobeaweakness,primarilybecauseof thelimitedroutesandtheinfrequencyofservicesandthehighcosts.Theseissuesreflectadversely onthesustainabilityandefficiencyaimsofthesub-region.Policieshavebeenapprovedtoimprove someofthetransportconstraints,mainlythroughupgradingtheA14(totheNorthWest)andthe guidedbusrunningfromFenstantontoCambridge.

6.6.3 Theneedtokeeppacewiththerequiredinfrastructureforutilities,energyandbroadbandwas highlightedasanareatoassistbusinesscompetitivenessandthuseconomicproductivity.Rural areaswouldalsobenefitfromsuchinfrastructure,includingbroadbandprovisionwhichisparticularly importantforinformationandcommunityintegrationtohelpensureavibrantruraleconomyand assistwithfarmdiversification.

6.6.4 Keyissuesforpolicytoaddressareensuringthat:

Thereisanadequateandefficienttransportinfrastructuretomeetallneedsandensure accessibility

Theroadsystemsandbusandtrainservicesareimproved

Therearetimelyandefficientenergy,utilitiesandcommunicationsfacilitiesappropriatefora modernandgrowingsub-region

Minimisingthevulnerabilityofutilitiesandinfrastructuretonegativeimpacts(egenergyprices andclimatechange)

6.6.5 Thestrategicpriorities,objectivesandaccompanyingactionsaresummarisedinthefollowingtables:

Strategic Priority/Theme: Improved Infrastructure

Aim

Improvetheinfrastructuretosupporttheeconomyanddeliveramoresustainableeconomy.

Objectives:

1. AddresstheongoingtransportrequirementsfortheDistrict.

2. Initiateactionstoimproveutilitiesandinfrastructure(e.g.broadbandandICT)intheDistrictforresidentsandemployers,includingthoselocatedinthenewcommunitiesandrurallocationstoensureavibranteconomythroughsustainableprovisionandpractices.

3. Ensurethatutilitiesandinfrastructureareresilienttotheanticipatedimpactsofclimatechange.

41

Strategic Priority/Improved InfrastructureProposed Actions


1 Continuetoplacepriorityonaddressingtransportissuesandimprovingfacilities,throughadvocacy,resourceallocationandnegotiationwithkeypartners:

• TheA10toEly

• TheA14tothenorthwestofCambridge

• TheA1307toHaverhill

• Theguidedbusservice

• ThecyclewaynetworkclosetoCambridge

• Theraillinksinalldirections(allstationstops)

• Theruralbusservice(allroutes)

SCDC, LEP, County Council, Businesses


2 Workwithutilitiesandinfrastructureproviderstoensureadequate,timelyandsustainableserviceprovision,particularlyatkeysites(e.g.researchparksandnewcommunitysettlements)

SCDC,CountyCouncil,LEPEnergySuppliers,Researchparks


2/3 Initiateactionswithpartnerstodevelopbroadbandforresidentsandbusinessesthatcontributestonewandexistingcommunities,ruralvitalityandresidentsandbusinessneeds,includingattractingfundingandgrants

SCDC,UtilitiesCompanies,PrivateSector,CountyCouncil,CambridgeshireLocalAuthoritiesFunders


3 Assessthevulnerabilityofexistingandplannedutilitiesandinfrastructureagainsttheanticipatedimpactsofclimatechange.Agreeandimplementanactionplantointegrateimpactsandgenerateresilience.

SCDC,LEP,CountyCouncil

M ongoing

42

6.7 The Recession and Sector Support

6.7.1 AlinkexistsbetweenthisthemeandtheSupportingBusinessthemesincebusinesssupportisalways needed,particularlybystart-ups,SMEs(SmallandMediumsizedEnterprises).TheCouncil, inrespondingtothebusinessneedsinmorechallengingcircumstanceshasalreadybeguna programmetosupportbusinessesandprovidefreetrainingandreliefwiththebusinessrates.Future actionsmaythereforebeencompassedinthisthemeand/orintheSupportingBusinesstheme.

6.7.2 BusinessesinSouthCambsfaceanumberofoperationalconstraints.Therewasuncertaintyabout prospectsintherecessionandhowtosurvive,(becauseofconcernsaboutongoinglimitedsales opportunities,marketsandrelativelylowdemandforproductsandservices).Thereweresignificant accesstofinanceandcashflowissues,andissuesofhowtoresolveskillsshortages(whenbusinesses werenotrecruiting)andhowtoutilisenewtechnologyandsuccessfullyinnovate.Somevulnerable sectorsincludeconstruction(largerandsmalljobbingbuildersandwholesalers),conventional manufacturing,chemicals,businessservicesandcomputingsoftware.Somekeyandimmediate,short- ternissuesofimportancemademoredifficultbecauseoftherecessionwere:

Howtosurviveintherecession.

Managingcashflow–moredifficultbecauseoftherecession

Accessingfinance(debtandequityfinance)–moredifficultbecauseoftherecession

Maintaininganddevelopingsalesandrevenuewithpublicsectoropportunities.

Controlling/reducingcosts

Meetingskillsshortagesandtrainingneeds.

Adoptingandusingtechnology.

Strengtheningtheroleofinnovationanddesignincompetitiveness.

Implementingsustainabilitypracticesforprocesses,goodsandservices

Specialistbusinessdevelopmentsupportforthehightechsectors–accesstodevelopment finance,investmentreadinesssupport,andtheexploitationofideas/IPR

6.7.3 Thebusinessconsultationsshowedthatlowerbusinessrateswereidentifiedasakeypolicyissue.

6.7.4 Thepublicity,promotionandavailabilityofbusinesssupportservicesshouldbeincreasedto improvebothbusinessawarenessoftheavailabilityofsupport,andeaseofaccess,especiallyfor businessesdisproportionallyfacingthepressuresoftherecessionandthoseinmoreremoteandless accessibleruralareas.

6.7.5 Thekeyissuesforpolicytoaddressaretoensurethat:

Existingbusinessesandstart-upsfollowingtherecessionhaveadequatesupportavailableand accessibletothem

Thesupportiscustomisedtomeettheirspecificneedsandisfitforpurposeintheshort-term andthemediumterm

Facilitiesandsupportareadequatelypromotedsothatbusinessknowhowandwhereto obtainsupportfromadvisersorotherbusinesses

6.7.6 Thefollowingtablessummarisethestrategicthemes,objectivesandactionstoachieverecessionand sectorsupport:

43

Strategic Priority/Theme: The Recession and Sector Support

Aim

Helptoensurethatbusinessesmostaffectedbytherecessionremaincompetitive,cansurvive,andcangrow

Objectives:

1. Helpensurethatbusinesssupportiscustomisedtomeettherequirementsofbusinesses.

2. Targetsupportonbusinessesandsectorsmostaffectedbytherecession.

3. Helpensurethatbusinesssupportisaccessibletobusinesses.

4. Improvethepublicityandpromotionofthebusinesssupportavailable.

44

Strategic Priority/The Recession and Sector SupportProposed Actions


1/

2/

3/

4

DelivertheCouncil’sEconomicDownturnmeasuresincluding:

• HardshipRateRelief

• Trainingeventsonwinningcontractsandmanagementintherecession

• Advice(withbusinesstobusinessevents)

SCDC,BusinessLink,ChambersofCommerceCABHMRCPrivateSectorPartners


1/

2/

3/

4

Deliverpracticalbusinesssupportduetotherecessionthoughthefundingofmeasures,i.e.:

• SouthCambridgeshireBusinessSupportFund

• Promptpaymentofundisputedinvoicestoimprovethecashflowforbusinesses.

SCDC, BusinessLink

H ongoing

1/

2/

3/

4

Stimulatebusinessstart-ups,accesstofinanceandentrepreneurshipthrough

• TheBusinessCompetition(Step-Up)

SCDC, PrivateSectorsponsors,BusinessLink,ChamberofCommerceEnterpriseAgent

M Annually

1 Workwithbusinesssupportpartnerstodevelopservicesthatmeetneedsofbusinessesinareasmadeworsebytherecession:

• Howtosurvivetherecession

• Maintaining/improvingsales

• Maintaininganddevelopingsalesandrevenue

• Managingcashflow

• Controllingcosts

Thevulnerablesectorswereconstruction,manufacturing,businessservicesandcomputing.Inthehightechsectorsthespecialistneedsweredevelopmentfinance,investmentreadinessandtheexploitationofideas.

SCDC, Business Link, ARU, Cambridgeshire Chambers of CommerceHMRC, SJIC


3 Workwithpartnerstoensurethatsupportcanbeprovidedatthepremisesofbusinessesand/orareavailablewithinreasonabletraveldistancesandatappropriatetimes(especiallyforbusinesseslocatedinmoreremoteandlessaccessibleruralareas).

SCDC, Business Link, Chambers

H Immediate

3 Workwithpartnerstominimiseimpactofredundancyandtheeconomicdownturnonbusinessesandtheirstaffthroughtheredundancynetworksandworkwithpartners.

SCDC, Business Link, JCP, Next Steps

H Ongoing

4 Workwithpartnerstoimprovepromotionofthesupportavailable:e.g.targetedmailshots,advertising,andwebaccessibilityaboutrecessionsupport.

SCDC, Business Link, Chambers, County Council

H Ongoing

46

7.1.1 Theactionsandprogrammeputforwardinthestrategyareintendedtoimprovetheprosperityof SouthCambsovertheperiod2010-2014andbeyondthistimeperiod.Astheintentionisfor thisstrategytobea‘living/breathing’document,itiscriticalthatprogressismonitoredandreviewed withprogrammesadjustedanddevelopedbasedonevidence.Therewillbethreecoreelementsof this:

1) Quarterly Implementation Review

Thiswillinvolveassessingprogressagainstagreedactionplansonaquarterlybasiswithleadpartners.

2) Annual Review

Asperelement1above,thiswillinvolveassessingtheprogressagainstagreedserviceandactivityplans.Inadditionitwillprovideanopportunityreassessthepolicieshighlightedwithinthestrategyandmakealterationstorespondtochangingneedswithintheeconomy.

3) 2014 Review

As2014approachesafullreviewofthestrategyimplementationandachievementwillbeundertaken.ThiswillincludeadetailedanalysislookingathowfartheSouthCambseconomyhasprogressed,andtheactivitycarriedoutasapartofthestrategy.Inaddition‘lessonslearned’willbecaptured.Thisreviewwillbeusedtoinformthedevelopmentofasuccessorstrategy.

7.1.2 ThemethodsusedtomonitorimplementationandtheSouthCambseconomywillincludepublished data,managementinformation,interviewsandsurveyresearchwhereappropriate.

7. Monitoring Progress

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Appendix A Stakeholders and Topics for Discussion

Panel A1: Stakeholders Interviewed

EastofEnglandDevelopmentAgency

GreaterCambridgePartnership

CambridgeCityCouncil

CambridgeshireCountyCouncil

SouthCambridgeshireDistrictCouncil

BusinessLinkEast

CambridgeshireChamberofCommerce

EastCambridgeshireDistrictCouncil

EastofEnglandInternational

SelectedBusinesses

UKTI

CarterJonas

Bidwells

Savills

Cheffins

LambertSmith

EnduranceEstates

Wrenbridge

MEPCGrantaPark

BusinessLink

CambridgeHorizons

EEDA

BarclaysCommercialBank

LloydsTSB

CambridgeTourismManagement

FederationforSmallBusinesses

StJohn’sInnovationCentre

CambridgeRegionalCollege

JobCentre+

AngliaRuskinUniversity

SocialEnterprisesEastEngland

NCVO–COVER

CambridgeshireACRE

HCA–HomesandCommunitiesAgency

Defra

Eurotech

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Panel A2: Topics for discussion

Someofthediscussionswereheldintwostages:firstlyanoverviewdiscussion;andsecondlyafollow-uponsomeofthekeyissuestakingaccountoftheoverallresearchfindingsandsomeoftheemergingpolicyissues.Thespecialismsandkeyfunctionsofsomeofthestakeholderswereexaminedaspartofthediscussions.

1 Theaimsoftheprojectandmethodology

2 Thestakeholderorganisation

Roleineconomicdevelopment

EconomicdevelopmentaimsthataffectSouthCambs

KeypoliciesandprojectsthataffectSouthCambs

Consultation/collaborationwithSouthCambs

3 RoleoftheSouthCambseconomyintheSub-Region

Residentialarea/housing/keylocations

Employmentlocation/keysites

Facilitiesandservices/keylocations

Thefutureimpactofgrowthpolicies

4 ThestrengthsandweaknessesofSouthCambs

Accommodationforbusinesses

-Land/sites

-Premises

Businessculture/environment

Businesssectors

LocationofSouthCambsforbusinesses

Transportnetwork

Thelabourmarket:quantity/quality

Businesssupportservices

Thecostbaseforbusinesses

Housingfacilities

Thecostofhousing

Educationalfacilities

Recreational/culturalfacilities

Retailfacilities

Healthfacilities

Physicalenvironment

Socialenvironment

Crime/securityissues

QualityoflifeinSouthCambs

TheoverallimageofSouthCambs

5 Specificconstraintsfacingbusinesses

Indigenousbusinesses(e.g.finance,skills,premisesetc)

Inwardinvestors(e.g.sites,premises,labour)

6 KeypoliciesandactionsforSouthCambs

7 Anyfurtherpoints

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Appendix B Policy Documents

Panel B: List of literature review sources

SouthCambridgeshireAims,ApproachesandDirectionsOctober2008

SouthCambridgeshireCommunityEngagementStrategyApril2009

LocalDevelopmentFramework:

-DevelopmentControlPoliciesDPDJuly2007

-SouthCambridgeshireDistrictCouncilCoreStrategyDevelopmentPlanningDocument,January2007

-AreaActionPlans

- NorthstoweAreaActionPlan

- CambridgeEastAreaActionPlan

- CambridgeSouthernFringeAreaActionPlan

- NorthWestCambridgeAreaActionPlan(draft)

CambridgeshireDevelopmentStudyMarch2009

CambridgeshireCountyCouncil,AnnualDemographicandSocio-economicInformationReport,January 2009(SouthCambridgeshirepart)

RegionalEconomicStrategy:InventingourFuture:Collectiveactionforasustainableeconomy.The regionaleconomicstrategyfortheEastofEngland2008-2031

RegionalSpatialStrategy:EastofEnglandPlan:TheRevisiontotheRegionalSpatialStrategyfortheEastof England

TheGreaterCambridgeSub-RegionalEconomicStrategy2009-2012

EmploymentLandReview

CambridgeshireLocalTransportPlan(LTP)2006

TheGreaterCambridgeCreativeIndustriesResearchReport&ActionPlan,March2008

EastofEnglandTourismBusinessPlan2008/09

TheGreaterCambridgeandPeterboroughTourismStrategyandActionPlan,May2007

CambridgeSub-RegionRetailStudy

ResearchandActionPlanningforCarbonReductionsacrossSouthCambridgeshire’sCommercialand IndustrialSectors,Camco,August2009

ArtsServiceReview,SouthCambridgeshireDistrictCouncil,February2009

ArtsDeliveryFramework2009-12andActionPlan2009-10,SouthCambridgeshireDistrictCouncil,July 2009

LocalDevelopmentFramework:PublicArt–supplementaryplanningdocument,SouthCambridgeshire DistrictCouncil,January2009

WorkingTogetherforabetterSouthCambridgeshire–sustainablecommunitystrategy2008-11,South CambridgeshireLocalStrategicPartnership,March2008

CommunityEngagementStrategyandActionPlan,SouthCambridgeshireDistrictCouncil,June2009

PlaceSurvey–SCDCReportofFindings,CELLOmruk,June2009

FutureCambridgeshire–summaryforCambridgeandCambridgeshire,October2009

RuralCambridgeshire:EnsuringaVibrantFuture–aruralstrategyforCambridgeshire2010-2015, CambridgeshireTogether,Feb2010

51 WimpoleHallstablesandshop

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Appendix C Acronyms

Panel C: List of Acronyms

AD ArtsDevelopment

ARU AngliaRuskinUniversity

BBT BabrahamBiotechnology

BIS DepartmentforBusiness,InnovationandSkills

BL BusinessLink–EastofEngland

CAB Citizen’sAdviceBureau

Cambs ACRE CambridgeshireActionforCommunitiesinRuralEngland

CRC CambridgeRegionalCollege

EEID EastofEnglandInvestorDevelopment

EEII EastofEnglandInwardInvestment

ESPO EasternShiresPurchasingOrganisation

GCP GreaterCambridgePartnership

HCA HomesandCommunitiesAgency

JCP JobCentrePlus

LAs LocalAuthorities

LBP LocalBusinessPartnership

LEP LocalEnterprisePartnership

NESTA NationalEndowmentforScience,TechnologyandtheArts

SCDC SouthCambridgeshireDistrictCouncil

TfWP TravelforWorkPlan

TIC TourismInformationCentre

TSB TechnologyStrategyBoard

UKTI UKTradeandInvestment

VisitCambridge TourismOffice