Atlantic and Moor Strategic Context

Transcription

1 Atlantic and Moor Strategic Context Future Cornwall Cornwall Council 2010 This Strategy was developed to guide planning and transport development and intended as a framework for sustainable development. Amongst the issues it identified were: That deprivation is a persistent issue Prevention and early intervention can make a difference and save money Transition between services and life stages is a risk area Changing demographics are having a major impact on public sector services The Strategy sets out the aspirations of Cornwall as a green peninsula and culturally distinctive, which includes having strong and inclusive communities. It sets out four long term objectives: Economy; To become a market leader in innovative business and low carbon technologies; and increase productivity and raise quality across the economy Self sufficient and resilient communities; to improve communities including through driving their regeneration and sustainability and promoting smaller settlements to be centres of employment and services; and promoting equality of opportunity and wellbeing Good health and wellbeing for all: making it easier for people to lead healthy active lifestyles and get involved in their community The Environment; make the most of the environment, reduce GHG emissions and invest in sustainable use of natural resources In terms of delivery, the Strategy is encouraging organisations to link strategies, work together and pool resources and investment. It highlights a Big Cornwall approach to coordinate public sector spending and seek efficiencies, and a public services transformation programme through commissioning and new ways of delivering services (all of this now being taken forward through Cornwall Devolution activities). CLLD has strong potential to link with this activity, being both a highly devolved programme that can encompass all four strategic objectives and contribute to Big Cornwall aspirations. Cornwall Employment and Skills Strategy Cornwall and IoS LEP The Cornwall Employment and Skills Strategy is one dimension of the Cornwall Economic Growth Programme. This sets out five strategic objectives: To create an aspirational and innovative enterprise culture; e.g. encouraging self employment and entrepreneurial development later in life, with potential activities including: o Supporting work experience for young people; and routes into self employment 1

2 To improve skills and boost employment in growing global markets e.g. targeted skills development programmes around major growth opportunities, increased skills attainment of people with no/low qualifications, with potential activities including: o Developing targeted programmes for locality based initiatives; establishing a digital skills strategy; and working with higher education partners Enable those out of work to compete in the labour market, e.g. focusing on young people entering the labour market, supporting employability (including support for employers and employees), with potential activities including: o Supporting employability through creation of routes into jobs with employer and employee support; supporting progression through jobs with skills development which improves average wage levels Increasing employer and individual investment in skills e.g. supporting apprenticeships, with potential activity including: o Developing skills development pathways for under represented groups promoting access to learning and learner support Improve the quality of and access to information for learners e.g. providing personalised support that people need to help them find advice, guidance and access into funded support activities, with potential activities including: o Developing dialogue between demand and supply ; promote and strengthen the work readiness of young people and their progression opportunities The strategy does not specifically set out delivery mechanisms or contain an action plan. However elements of its five strategic priorities are very relevant to the potential target groups for CLLD activities. The Strategy will have informed development of the EU Growth Programme for Cornwall. Cornwall Economy and Culture Strategy Cornwall Council This sets out a vision for Cornwall which is A confident, resilient Cornwall that is a leader in innovative business and low carbon technologies, increasing self sufficiency for communities and Individuals It identifies some key challenges and opportunities that include: Challenges: low productivity, low skills base, barriers to and through the labour market, a low value and fragile business base, and seasonal job dependency Opportunities: building on the vibrant business community, developing connectivity through Superfast Broadband and harnessing HE and FE to support the needs of business All Cornwall Council s economic development, regeneration and planning activities should align with this Strategy s intent. The Strategy sets out six strategic issues which it focuses on: Business transformation (including business resilience) Connectivity (including business collaboration) Creativity and cultural heritage (including growing high quality creative and cultural businesses, achieving excellent community and social engagement and working with 2

3 partnerships such as the Cornish Language, the Cornwall Musuems and the Cornwall World Heritage Site Partnerships) Employment and skills (including promoting and enabling economic inclusion, and encouraging progression into and through the labour market) Leadership Low carbon economy (including Cornwall as a green exemplar region, and energy efficiency for businesses and communities) In terms of delivery of these strategic issues, essential elements needed include: Developing the role of social enterprises in the economy Enabling more dynamic and better connected micro and small enterprises Supporting delivery of high quality sites and premises to enable business growth and expansion Investing in new digital initiatives to support creative and cultural industries Supporting delivery of the Cornwall Museums Strategy to make the sector more resilient and sustainable Joining up culture, heritage and tourism to generate increased levels of business for these sectors Promoting ladders of progression from school into FE, HE, lifelong learning and employment Enabling communities and individuals to tackle in work poverty, and encouraging flexible working practices to support workforce issues such as health and disability Negotiating greater autonomy to drive economic growth Improving resource efficiency by businesses and communities In terms of EU funding, as one available investment opportunity, the Strategy notes that We will develop the key strengths of towns to support a stronger, sustainable Cornwall and will ensure that the role of small settlements is supported and enhanced through integrated rural development, adding to the vibrancy of rural and coastal communities. Economic Growth Strategy for Cornwall and Isles of Scilly , Cornwall and Isles of Scilly LEP, 2012 The LEP s Economic Growth Strategy and its objectives underpins programmes including Growth Deal and the EU Growth Programme. It sets out four strategic objectives and a guiding principle. These are: Objective 1: Inspiring businesses to achieve their national and global potential Objective 2: Creating great careers here Objective 3: Creating value out of knowledge Objective 4: Using the natural environment responsibly as a key economic asset Guiding principle: the culture, communities and environment will remain special and unique This Strategy has gone on to be refined and developed through the LEP s Strategic Economic Plan (2014), which sets out three strategic priorities and 15 key interventions. The three strategic priorities are: 3

4 Future Economy; which focuses on investments to exploit strengths and unique characteristics that open up new and emerging business markets where Cornwall has competitive advantages; such as renewable energy, digital, agri-tech and e- health and e-wellbeing Growth for Business; investments to accelerate increases in productivity and competitiveness, including on labour market skills and employability Conditions for Growth: focusing on the human and physical infrastructure needed to support business growth including raising skills and aspirations and supporting community capacity and resilience Both Government funding support through Growth Deal funding and EU funding through the ESIF support delivery of these strategic priorities and proposed interventions. Cornwall and IoS European Structural and Investment Fund Programme : The Growth Programme. June 2014 Cornwall and IoS LEP. The ESIF is based on the same three strategic priorities as the LEP s Strategic Economic Plan. For each of these it identifies objectives for EU investments: Future Economy Growth for Businesses Conditions for Growth FE1: Research, development and innovation funding in key identified global markets where C&IoS has competitive advantage (Five Smart Specialisation themes are identified; Agri-tech, Space and Aerospace, Digital, E-health and E- wellbeing; and Marine) FE2: Investments to develop C&IoS as a green and marine region G4B1: Simplified single point of access to business support G4B2: Investments to increase R&D&I across the business base G4B3: Provision of infrastructure including high quality workspace G4B4: Increasing workforce productivity through skills and career development C4G1: Investing in digital infrastructure and skills C4G2: Support programmes to improve carbon efficiency and support resource and energy efficiency C4G3: Remove physical barriers to economic growth including through infrastructure investment C4G4: Developing resilient, inclusive and sustainable communities (through the Future Cornwall programme) C4G5: Improving progression into the labour market In turn these strategic investment objectives in the ESIF map onto the England Operational Programmes for ERDF and ESF investments, each of which identifies Priorities for investment. Calls for projects are issued nationally, are based on the national Priorities but are specific to a LEP area with the Calls including the local requirements drawn from the ESIFs. The Cornwall and IoS ESIF makes clear its intention to include CLLD within its delivery, in recognition of the experience of LEADER approach and its ability to get people together, achieve integration and generate projects of greater relevance to local communities. 4

5 The LEP has since gone on to revise the ESIF as the Integrated Territorial Investment Strategy (April 2016). This retains the three strategic priorities described above. The ITI seeks to integrate investment programmes further and therefore also includes complementary components to the ERDF and ESF (and EAFRD) elements such as national and regional Growth Funding, Cornwall Council match funding and other economic development funds. The references to CLLD in the ITI Strategy recognise the intention to now focus CLLD on those areas identified as in the worst 30% of areas on the national Indices of Multiple Deprivation and their functional hinterlands. The strategy states We are very clear that CLLD should be seen as an integral part of the delivery framework of the ITI and not a separate activity that operates in total isolation. The Cornwall Devolution Deal Cornwall is the first rural authority to have a devolution deal agreed with Government and signed off in The Devolution Deal covers a number of areas of activity: Integrated health and social care Transport Employment and skills EU funding Business support Energy The public estate Heritage and culture Areas of activity include the devolution of assets and services to the very local level (e.g. Town and Parish Councils) in support of taking a total place approach. This work on devolution of assets and services is supported by Cornwall Training and Capacity Building Partnership and various training providers. It could have the potential for linking with CLLD initiatives at the local level. Cornwall Chamber of Commerce Business Manifesto 2015/16 Developed as a snapshot of business opinion at a time of change between EU Programmes, the Business Manifesto (A Business Plan for Cornwall) sets out recommendations to the LEP, Government departments and others based on the business research undertaken. The following lists recommendations made that are particularly relevant to CLLD. In terms of skills, almost 60% of respondents reported difficulties in finding suitable staff.. Hard-to-fill vacancies included technical positions, sales and managerial jobs. Employers also reported that the young people who start work with them lack basic knowledge, commercial awareness and soft skills (e.g communication and customer care). Recommendations therefore included seeking: Long term practical links between schools and education Raising the profile of apprenticeships An employer seal of approval system for courses of merit In terms of business investment the research found that access to long term funding remains a weakness (and particularly for smaller, start up businesses with growth potential). Recommendations included: 5

6 Establishing a crowdfunding investment hub Improved financial training Creating a network of smaller private investors In terms of other business activities recommendations included Making the most of existing business networks Improving ways in which local business need is established and fine tune the support Creating a logistics hub to manage products leaving Cornwall and Scilly Cornwall and the Isles of Scilly Health and Wellbeing Strategy Cornwall Health and Wellbeing Board The Health and Wellbeing Strategy is particularly influential from a CLLD perspective as it is intended to inform and influence commissioning decisions across local services, amongst other things. It could also influence the commissioning of local services beyond health and care such as housing and transport. As the Strategy points out public sector services are going through a time of change with an emphasis on more efficient and better coordinated support; and on commissioning rather than direct provision. The Strategy sets out that it has adopted a Changing Lives approach; Changing Lives is aimed at improving the health and wellbeing of the people in Cornwall by creating a culture where communities take control and responsibility. It encourages a shift from dealing with problems to preventing them from happening... This is very much in line with the ethos of CLLD. The Strategy identifies some relevant statistics, including that: life expectancy is 5.9 years lower for men and 5.2 years lower for women in the most deprived areas of Cornwall compared to the most affluent areas. 40,000 people are out of work, of which some 23,000 receive health related benefits Around 25% of homes are in fuel poverty, with some localised rates near 50%. On average, one in four people will have mental health problems at some point in their lives The cost of health inequalities in Cornwall is rising, costing the local economy 610 million a year Winter and cold weather costs the NHS 8.5m locally The Strategy is seeking three Outcomes: Helping people to lead longer, happier and healthier lives; eg capitalising on the local food economy; being more physically active; and addressing issues such as alcohol and substance abuse Improving the Quality of Life: e.g. more support for people with long term conditions; support for independent living and more support for community social networks Fairer Life chances for all: eg improving access to safe, warmer and secure homes, improving skills, education and employment; healthier children and families Inclusion Strategy for Cornwall, Revised September 2015, Inclusion Cornwall This sets out four strategic objectives: 6

7 Prevent exclusion from happening Re-integrate those who have become excluded Work continuously to deliver equality of opportunity for all Challenge bad practices to ensure inclusion for all The revised strategy notes an increased risk of exclusion due to fragile growth, employment and income, debt, benefit reform and access to digital communications including online tools. It proposes a need to integrate financial and debt management guidance with learning, skills and career development. It highlights guiding principles including helping people to help themselves. It sets out three priorities for activities: PRIORITY 1 To build individual and community resilience for people to help themselves and to support others who are (or at risk of being) excluded. PRIORITY 2 - Take responsibility for ourselves, the communities we live in and challenging organisations and businesses that work against achieving inclusion for everyone in Cornwall and Isles of Scilly PRIORITY 3 - Movement is easy, accessible and affordable for work, social activities and for relaxation. The Inclusion Strategy underpins the standards for sustainability which are key to ESF in particular as a cross cutting theme. Inclusion Cornwall has a monitoring role to ensure Inclusion is integral to European funded activities. Cornwall s Environmental Growth Strategy (Draft for Consultation). Cornwall and Isles of Scilly Local Nature Partnership/Cornwall Council This is a first overarching strategy for the environment which is still in its final stages of development following a consultation stage, now closed. The Strategy identifies that, in order to achieve economic and social prosperity, there is also a need to grow the natural environment, which it seeks to do through environmental growth, defined as nurturing and enhancing nature so that it functions better and is more abundant, healthier, resilient and naturally productive. This can be achieved through: Protecting what we have got and improving it through better management Increasing the size and number of areas in which nature can thrive Ensuring that new developments are designed to support and enhance nature and the services it provides The Strategy proposes four pillars of strategic ambition, each with some targets: 1. Experiencing Cornwall 2. Understanding Cornwall 3. Valuing Cornwall 4. Achieving environmental growth The Strategy is intended to inform decision making within and beyond Cornwall Council. Programmes of actions and activities are being developed for each of the four pillars, in association with partner organisations. The strategy makes the point that by expanding the environment and the ecoservices that it provides, there will be more opportunities for people; and that environmental and economic growth are not mutually exclusive, rather both could be achieved. There could be opportunities through CLLD to link with activities that flow from the four strategic pillars, as this Strategy develops. 7

8 Voluntary Community and Social Enterprise Sector (VCSE) Employment and Skills Strategy Developed by Cornwall Voluntary Sector Forum for the sector in order to help it increase its contribution to sustainable economic social and environment development in Cornwall and Scilly, the Strategy set out the importance of the VCSE sector in Cornwall and Scilly in 2013: The annual turnover of the sector is 580 million. Volunteering hours are worth 490 million. 9% of the working population are employed in the VCSE sector 36% of the population are active volunteers There are 4525 formally recognised voluntary, community and social enterprises in Cornwall plus 1500 small community groups. It identifies key strengths of the sector as: Innovative in services and products Supports under-represented groups and communities Is responsive and flexible to change Engages in community led developments and community capacity building Priorities for the Strategy are set out as: Improving workforce skills in the VCSE sector Social innovation for new goods and services e.g. community hubs/incubation units; community development outreach; community based pre-start up business advice Community engagement and impact The Strategy identifies that barriers to training are money, time and location. Skills needed are money, technology, leadership, collaboration, and core skills and indicates that training needs include: VCSE leaders to develop their skills in change management, commissioning processes, contract negotiation, forward planning and forecasting, product and service costing, governance and leadership. New opportunities developed to engage those who are currently excluded from the labour market and upskill the workforce. New cross sector partnerships and working arrangements to deliver skills and employment opportunities Local Strategic Context Town Local Strategies Bude Bude-Stratton Neighbourhood Development Plan, Submission Draft, February It sets out a vision Bude-Stratton will be maintained and enhanced as a vibrant coastal settlement which meets the needs and aspirations of all residents, offering a high quality 8

9 sustainable environment, a choice of homes and jobs and a range of recreational opportunities. It has a specific focus on education and training with an aim to enhance opportunities for higher and further education and workplace training in Bude-Stratton, making it a more sustainable location to live, work and study. In terms of economic development it is seeking to encourage opportunities in addition to tourism. One policy specifically support development of more high tech businesses, particularly where based on digital communications, marine and renewable technologies. Another supports development of green tourism opportunities. It is also seeking to improve its energy and transport sustainability. One policy specifically supports community food growing in conjunction with new housing developments Tintagel Bodmin Bude Coastal Communities Economic Plan has four foci opportunities for young people aged 16/19; improved local job provision, quality networking and productivity; encouraging more custom (from tourists, investors, business and individuals); and making the most of heritage, environment and public spaces. Amongst the different actions in the Economic Plan are proposals for business hub - business academy, business incubation, job creation and training facilities; supporting training and uptake of new technologies to overcome problems of isolation and lack of transport; and creating social, training and cultural opportunities for both older people and young people (16-19) and encouraging community involvement and capacity building. Neighbourhood Plan work is in abeyance Cornwall Area of Outstanding Natural Beauty Draft Management Plan The proposed overarching vision includes that communities and businesses in Cornwall are underpinned by a protected landscape that provides prosperity and a high quality of life they take advantage of the opportunities it provides, whilst reinvesting in the landscape in order to sustain these benefits long term. Overall policies for people in the Management Plan include inspiring culture (with a better understanding of its social and economic value) and providing prosperity (including encouraging circular economies, improved support for AONB businesses and better use of the AONB as a marketing tool to achieve higher value products and increase competitiveness). Tintagel is within one section of the AONB (Pentire Point to Widemouth Bay). Bodmin Masterplan (Consultation Draft) This identifies economic aspirations as including maintaining and reinforcing the town centre as the heart of the community and prioritising Bodmin as an economic hub for Cornwall and with the associated infrastructure to support housing and economic growth. Areas for employment growth are identified. Bodmin Town Framework (Consultation Draft) The masterplan intentions carry forward into the proposed Town Framework (part of Local Plan development work). Aspects of the Town Framework include promoting Bodmin and its hinterland as a food and drink Capital, revitalising the town centre, developing more walking and 9

10 cycling routes linked with Bodmin s Green Infrastructure Strategy and providing better sustainable transport options and more leisure opportunities. The proposed walking and cycling strategy aims to connect key destinations such as schools, housing, employment and retail with high quality infrastructures to provide people with a real opportunity to choose active travel over the use of the private car for shorter distances. delivery of more sustainable means of travel represent a primary aim of the Transport Strategy for Bodmin. Newquay Bodmin Growth Deal major highway scheme is now supporting the development of cycle routes through Bodmin linking Lanhydrock, Cardinham and the Camel Trail with the intention that by bringing the popular Camel Trail into the heart of Bodmin, we hope it will act as a catalyst for the regeneration of the town centre. Newquay Neighbourhood Plan is in preparation with a view to going to referendum in Emerging themes from initial scoping and consultation work include community facilities (including community buildings) and (under business), business and retail developments, employment sites, shop fronts and tourism. Newquay Coastal Community Economic Plan 2016 focused on improving the town centre as place to live, work and visit with a view to extending the tourism season. Initial projects are in four areas: building on the culture and heritage of the town, broadening the tourism offer, encouraging increased visitor stay and spend, enhancing the environmental quality for local community. Employment opportunities associated with developing and maintaining projects as well as community engagement opportunities are scoped. Newquay Business Improvement District. Business Plan has a vision to continue to grow Newquay as a leading visitor destination for tourism, business and living. It sets out four priorities; Destination Newquay (marketing), creating a more welcoming town (visual improvements), creating a more vibrant town (signature events, sustainable community and sporting events) and improving and supporting businesses (includes training activities). St Columb Major Mid Cornwall Growth Corridor St Columb Major Parish Plan In terms of business and commerce this set out aspirations that included increasing the town s shopping offer, exploring options for a regular Farmers Market, and reinstating the Chamber of Commerce. It also proposed refurbishment of historic derelict properties and increasing the adult education offer. The Mid Cornwall Growth Corridor is being identified as an economic opportunity in different ways and through several policy routes, including the Draft Cornwall Local Plan (for example it seeks to optimise the economic opportunity and maximise existing linkages in Mid Cornwall (Policy 2, key targets and spatial strategy. Strategic Policies document,february 2015). On the transport side, A391 road improvements from St Austell to the A30 is one of Cornwall Council s major highways schemes in the Local Transport Plan. Government funding has been securing for feasibility and development work to put the business case for the road and consultations were held in 10

11 Atlantic and Moor LEADER Local Development Strategy Spring/Summer 2016 on potential route options. The exhibition stated, as part of its introduction Cornwall Council has secured 1.5M from Central Government to investigate the potential to develop options for a new Link Road from the A30 to St Austell. The new road will bring opportunities to the area. These opportunities include improving economic growth and helping to create a Mid Cornwall Economic Growth Area between St Austell and Newquay; linking two of Cornwall s largest towns. Atlantic and Moor is one of four LEADER areas in Cornwall supporting rural economic development. Its Local Development Strategy sets out five Strategic Objectives. These are: 1. Improving business viability 2. Helping businesses grow and develop 3. Creating more jobs locally and sustain current jobs 4. Developing Opportunities for people to have Thriving Careers Locally 5. Supporting People to get the skills they need In order to achieve these objectives, specific and deliverable priorities are set out that will guide investments. These are: Supporting growth and development in existing businesses Town Centre and Village Revitalisation Supporting Business Start Ups Improving Business Productivity Developing Business Collaborations Provision of focused business support and advice Making the most of local skills, knowledge and entrepreneurship Enabling Business Activities Developing solutions to retain /cycle funds in the local economy 11