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TEN YEAR STRATEGY FOR YORKSHIRE & HUMBER 2003-12

Yorkshire ForwardVictoria House2 Victoria PlaceLeeds LS11 5AETel. +44 (0)113 394 9600Fax. +44 (0)113 243 1088www.yorkshire-forward.com

THIS TEN-YEAR STRATEGY IS ABOUT YORKSHIRE ANDHUMBER, AN ENGLISH REGION DETERMINED TOACHIEVE ITS VISION TO BE WORLD CLASS.IT PROVIDES A FRAMEWORK OF COMMON PRIORITIESAROUND WHICH BUSINESSES, PUBLIC AGENCIES,VOLUNTARY GROUPS AND COMMUNITIES CAN FOCUSTHEIR INVESTMENT AND EFFORT. THE STRATEGY ISOWNED, AND CAN ONLY BE DELIVERED, BY THE WHOLE REGION WORKING TOGETHER.

EXECUTIVE SUMMARYYorkshire and Humber’s vision for 2012

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ECONOMIC CONTEXT2. This is an evidence-based strategy,drawing on wide ranging research andanalysis, notably the annual Progress in theRegion report, the most comprehensiveassessment ever of Yorkshire and Humber’s performance.

Further analysis is set out in a CompanionDocument that accompanies the RegionalEconomic Strategy (RES). This Strategyrecognises the diversity of the region anddoes not take a “one-size-fits-all” approachto economic development, seekingdifferent degrees of change: fundamentalrestructuring in South Yorkshire, sustainedeconomic growth led by Leeds in WestYorkshire and the Humber Trade Zone in theHumber, and diversification of the ruraleconomies of North Yorkshire and the East Riding.

PROGRESS SINCE 20003. The Strategy has seven long term targetsfor 2010 and a series of targets for 2005against which progress is being measured.The over-arching target of above Europeanaverage growth in Gross Domestic Product(GDP) per head is being achieved, but thegap with London is widening. Good progresshas been made towards creating 150,000jobs and unemployment is at a twenty fiveyear low. The region has moved from thebottom to fourth from the top of the UKleague table of European inward investment.

Business start up rates remain stubbornlylow relative to the UK average.Improvements have been made at all levelsof education, learning and skills, butperformance is still below the UK average.Good progress on energy efficiency andconsumption are being offset by high trafficgrowth in the region’s efforts to over-deliveron the Kyoto greenhouse gases target.Despite evidence of increasing incomelevels in the poorest households and lowerunemployment, economic growth is notlifting the most deprived areas out of decline.

MILLENNIUM GALLERIES,SHEFFIELD

CITY CENTRE, LEEDS

CONTENTSExecutive summary 3Vision for Yorkshire and Humber 6Progress since 2000 8Economic context and rationale 9Key changes 11Strategic aims, objectives and themes 12Key links 14Delivery 17Priority actions by objectives 18Implications for geographical areas 54Beyond our boundaries 56Monitoring, review and intelligence 56Annexes 57Glossary 62

FOREWORDAS THE STORY GOES, AFTER THE ARCHITECT SIR CHARLES BARRYHAD PRACTISED BY BUILDING THE HOUSES OF PARLIAMENT, HIS NEXT PROJECT WAS TO BUILD THE MAGNIFICENT TOWN HALL IN HALIFAX, WEST YORKSHIRE. ON IT THERE IS THE SIMPLEINSCRIPTION ‘ACT WISELY’. AN OBVIOUS PRINCIPLE, BUT FAR TOOOFTEN, ACTION AND WISDOM ARE DIVORCED. JUST AS STRATEGYWITHOUT ACTION IS FUTILE; ACTION WITHOUT STRATEGY ORDIRECTION BEHIND IT RARELY SUCCEEDS IN DOING THE THINGSTHAT REALLY MATTER AND MAKING A LASTING DIFFERENCE. IN THISREGION WE NEED TO MAKE A LASTING DIFFERENCE - TO OURECONOMY, OUR BUSINESSES, AND THROUGH THEM TO THE QUALITYOF LIFE AND PROSPERITY THE REGION’S PEOPLE ENJOY. THIS REGIONAL ECONOMIC STRATEGY IS ABOUT ACTING WISELY;USING INTELLIGENCE, EVIDENCE AND CREATIVITY TO ASSESS THECHALLENGES AND OPPORTUNITIES WE FACE; AND TRANSLATINGTHESE INTO INTEGRATED, SUSTAINABLE SOLUTIONS THAT SERVEOUR THREE REGIONAL PRIORITIES - DELIVERY, DELIVERY AND DELIVERY.

This Strategy focuses on the distinctiveopportunities of Yorkshire and Humber. We are a region of great diversity, whichcombines talented people and worldleading businesses, and which has accessto both an array of vibrant towns and citiesand more outstanding countryside thanany other English region. The task ofreinvigorating our economy must be tunedto the varying circumstances of the foursub-regions of West Yorkshire, SouthYorkshire, North Yorkshire and the Humber.One size simply will not fit all. Yorkshire andHumber’s approach reflects this: tailored,local delivery of regional priorities andnational policy. The result will be thetransformation of our region, and a majorcontribution to the Government’s target ofmaking improvements in the economicperformance of all the English regions andreducing the persistent gap in growth ratesbetween them.

A wealth of input from businesses, publicagencies and communities has helped toshape this Strategy. It benefits from wideregional ownership and is fully integratedwith all the other key plans and strategiesin the region - economic, social,environmental and spatial. Delivery willrequire equally strong and widepartnership. The reality is, of course,tougher than the rhetoric. Partnershiptakes hard work and commitment over thelong run; but it remains the name of thegame. The role of the Yorkshire andHumber Assembly and its Commissions will be vital in building and nourishingpartnership, and in monitoring progresstowards our common goals to ensure weare indeed acting wisely.

The assets that forged Yorkshire as a worldbeating region - our people’s enterprise,determination and invention - are just asvital in today’s world. Increasing innovation,the right investment, and a focus on thefuture mean others are seeing in this regionwhat we have always known; that it iswithout equal as a place to live, work anddo business.

Sir Graham HallChairman, Yorkshire Forward

Councillor Peter BoxChair, Yorkshire and Humber Assembly

PROGRESS SINCE 2000

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4. The 2002 Spending Review placesRegional Economic Strategies at the heartof activities to meet the Government’starget of achieving sustainable economicgrowth across the UK, creating jobs andwealth and narrowing the gap in growthrates between regions. Yorkshire andHumber’s approach is simple: localdelivery of regional priorities and national policy.

The strong partnership between theYorkshire and Humber Assembly, theGovernment Office and Yorkshire Forwardhas ensured unprecedented consistencybetween key regional strategies, such asthe “umbrella” regional frameworkAdvancing Together, the RES, RegionalPlanning Guidance, the RegionalSustainable Development Framework andEuropean Structural funds strategies. Thenew Framework for Regional Employmentand Skills Action (FRESA) is alsoseamlessly integrated into the RES.

5. This regional collaboration has enabledground breaking activity to be deliveredlocally: the continued growth of Leeds, thefastest growing UK city outside London withthe largest employment site in NorthernEngland in the Aire Valley; transformingSheffield city centre through the UrbanRegeneration Company (URC) SheffieldOne; the partnership between Boeing andSheffield University to kick start anAdvanced Manufacturing Park inRotherham; Doncaster’s plan for aninternational airport at Finningley andBradford’s ambitious plans to transformthe district over the next decade; thelargest ever regeneration investment in theSouth Yorkshire coalfields; a resurgence ofcivic pride in urban renaissance work inBarnsley and Scarborough; the success ofHull in establishing the visitor attraction,

The Deep and the BBC’s Digital LearningCentre; York’s expansion of its Science Cityinitiative through the new bioscienceincubator at York University; rural NorthYorkshire’s quick and effective reaction tothe shocks of foot and mouth and coalclosures in Selby, getting grants tobusinesses in record time and puttinglonger term regeneration in place in markettowns; and the development of the HumberTrade Zone building on major infrastructureimprovements such as Europarc andNormanby Enterprise Park, and food andchemical cluster and skills projects that arecapitalising on the highest-potential portsin Europe.

AIMS AND OBJECTIVES6. Sustainable development is central tothis Strategy, which aims to get the bestlong term outcome for people, businessesand the environment by improvingeconomic performance, supporting socialinclusion and quality of life and enhancingthe environment. This will not be achievedas a matter of course. The region mustadopt imaginative new thinking and takebold and integrated action to exploit the opportunities sustainable development presents.

There are six themes that run throughoutthe Strategy that will inform itsimplementation: environmental goodpractice, strong partnerships, geographicadaptation, creativity, innovation andtechnology, inclusion and diversity, andemployment and skills.

The Strategy’s six key objectives are to:

1 Grow the region’s businesses, focusing on key clusters, to create a radical improvement in the competitiveness, productivity and value they add to the region’s wealth;

2 Achieve higher business birth and survival rates to create a radical improvement in the number of new, competitive businesses that last;

3 Attract and retain more private and public investment by creating the right product for investors, and more effective marketing of the region;

4 Radically improve the development and application of education, learning and skills, particularly high-quality vocational skills;

5 Connect all of the region’s communities to economic opportunity through targeted regeneration activity; and

6 Enhance and utilise the region’s infrastructure of physical and environmental assets.

PRIORITY ACTIONS7. Yorkshire and Humber’s top ten priorityactions between 2003 and 2006 will be to:

(a) Invest in five priority regional clusters ofadvanced engineering and metals, bioscience, chemicals, digital industriesand food and drink (including agriculture), placing universities at the heart of economic development;

(b) Help a core of strong manufacturing companies to make step change improvements in innovation, productivity, and higher value products;

(c) Invest in enterprise and high quality public and private support servicesfocused on the needs of high growth businesses, including from black and minority ethnic communities and in rural areas;

(d) Strengthen tourism through more coherent and customer focused marketing and strategic investment in visitor and environmental assets;

(e) Treat the new public investment in health and education as we would foreign investment, helping to attract the best doctors, nurses and teachers to the region and ensuring local firms and people benefit from supply chains;

(f) Connect 10,000 young people from deprived communities into jobs and education through stronger links between local businesses and educational institutions, higher graduate retention and more local people attending university;

PRIORITY ACTIONS(g) Increase employers’ influence over the

supply of jobs and skills through an employment and skills action plan, withearly action to meet the skills needs of businesses, particularly on constructionand key clusters;

(h) Restore civic pride and economic dynamism in town centres by involving local people in designing then implementing masterplans in over 20 towns and market towns;

(i) Invest in URCs to transform the city centres of Sheffield, Bradford and Hulland in public-private partnerships to enhance the centres of Leeds and York; and

(j) Ensure early action is taken on the region’s seven strategic transport priorities to build a more efficient, better integrated, less polluting and more accessible transport system.

8. Yorkshire and Humber sees a brightfuture for itself in a global economy. Theregion shares borders with the North West,North East and East Midlands and is co-operating with the two other northernregions on issues including transport,clusters and regenerating the ruraleconomy. Europe already has a significantand growing impact on the fortunes of theregion. Yorkshire and Humber enjoys tradeand investment relationships with manyother countries, including a landmark tradeand investment pact with the fastestgrowing province in China, Zhejiang.Regional agencies will continue to developthese, and will benchmark Yorkshire andHumber against regions internationally tocompare progress and learn fromexperience elsewhere.

THE DEEP, HULL

SUPERTRAM, SHEFFIELD PORTSIDE, HULL YORKSHIRE DALES

CITY CENTRE, LEEDS

“ ENSURING DELIVERY OF THE RES IN PARTNERSHIPIS VITAL TO THE REGION’SCONTINUING DEVELOPMENTAS A FLOURISHING PLACEFOR PEOPLE TO LIVE, WORKAND INVEST IN

Liz Kerry, Chief Executive, Yorkshire and Humber Assembly

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2. This Strategy provides a framework ofcommon objectives and priorities aroundwhich businesses, public agencies,voluntary groups and communities canunite. It sets out a rationale and directionto guide spending decisions and deliver areal focus to collective efforts to improvethe region’s economic performance. Itsfocus on jobs, skills, wealth creation andbusiness success is framed within thewider aims of sustainable developmentand inclusion.

The Strategy comprises this document anda ‘Companion Document’, which addsfurther analysis and detail. It is whollyintegrated with a new ‘Framework forRegional Employment and Skills Action’(FRESA) (see Annex C). The strategy isowned, and can only be delivered, by thewhole region working together and sitswithin the Advancing Together strategicframework co-ordinated by the Yorkshireand Humber Assembly.

PROGRESS SINCE 20004. Leeds – the region’s capital – hasconfirmed its status as the fastest growingUK city outside London, the second largestlegal and financial centre in England, withthe fastest growing financial services sectorin the UK, and a headquarters or “e-hq” for digital and multi-media businesses.

The Aire Valley regeneration strategy willopen up the largest employment site inNorthern England. Capacity improvementsto Leeds station should lead to improvedrail services and new half hourly GNERservices are running from Leeds to London.Leeds’ impact extends beyond WestYorkshire, including into rural areas andmany towns across the region.

5. Bradford is establishing a business-ledUrban Regeneration Company (URC) totransform the city centre, has raised itssights and profile in bidding for theEuropean Capital of Culture and is home tothe excellent Royds community regenerationscheme. Wakefield’s economy is movingforward and taking advantage of itsstrategic location and developmentopportunities.

West Yorkshire is also home to a series ofsmaller scale regeneration and mill re-developments in Halifax, Dewsbury andKeighley. Huddersfield has majoropportunities based on its university,strength in the creative industries, anddevelopment potential in the Lower ColneValley. Calderdale has turned round itseducation system, and is capitalising onthe visitor potential of its mix of towns and rural areas.

6. Sheffield is transforming itself and has a bright future, with the Sheffield One URCimplementing a city centre masterplanthrough the Heart of the City, other highprofile developments, and first classexamples of social enterprise like theManor and Castle Development Trust. Thepartnership between Boeing and SheffieldUniversity is kick starting a 7,000 jobAdvanced Manufacturing Park inRotherham. There are plans for a new,international long haul airport atFinningley. Coupled with excellent road andmain line rail connections and regenerationopportunities in its centre, nearbyDoncaster – the only local authority in theregion with an elected mayor – presentsexcellent potential for investment.

Thousands of people in Barnsley areshaping an exciting new future through itsrenaissance initiative. The largest everregeneration investment in the region istransforming the South Yorkshirecoalfields, including the Dearne Valley. The European Objective One programme isstarting to deliver real investment to helpexisting and new businesses, through anew Venture Capital Fund, substantialeducation and skills activity andinfrastructure improvements.

7. Hull is a city determined, like the region,to build a better future and early successesinclude the successful tourist attraction The Deep and the BBC’s Digital LearningCentre. The URC Hull CityBuild is about tokick start developments like Ferensway andinvest tens of millions of pounds totransform the city centre.

The Humber Trade Zone is moving forwardwith major infrastructure improvements,food and chemicals cluster initiatives, skillsprogrammes and proposals to tacklecongestion and capitalise on one of theregion’s prize assets, the ports complexwith the greatest potential in Europe. Thiswill build on the excellent developments atEuroparc in North East Lincolnshire andNormanby Enterprise Park at Scunthorpe inNorth Lincolnshire, as well as the work ofthe renaissance town team at Grimsby.

The East Riding has developed innovativeelectronic community access to publicservices, attracted major investment byGuardian Glass to Goole and smaller scalepublic investment to rural towns like Market Weighton.

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3. The Strategy has seven long term targetsfor 2010 and a series of targets for 2005against which progress is being measured(Annex A sets out these targets in absoluteterms). The over-arching target of aboveEuropean average growth in Gross DomesticProduct per head is being achieved, but thegap with London and the South East iswidening and strong growth in servicescontrasts with a shrinking manufacturingbase. Good progress has been madetowards creating 150,000 jobs andunemployment is at a twenty-five year low.

The region has moved from the bottom tofourth from the top of the UK league tableof European inward investment. Businessstart up rates remain stubbornly lowrelative to the UK average, with the numberof businesses in the region declining,although survival rates are improving andthe gap with the UK average has narrowedsignificantly. Improvements have beenmade at all levels of education, learningand skills, but performance is still belowthe UK average. Despite encouraging signsof increasing income levels in the pooresthouseholds and lower unemployment,economic growth is not lifting the mostdeprived areas out of decline. Goodprogress on energy efficiency andconsumption are being offset by hightraffic growth in the efforts to over-deliveron the Kyoto greenhouse gases target. Realprogress has been made at a local level inthe first two and a half years since theGovernment approved the Strategy.

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FIGURE ONE: KEY PRODUCTIVITY CHALLENGES FOR YORKSHIRE AND HUMBER

STRENGTHENING COMPETITIONTo encourage firms to innovate, minimise costs and provide better quality goods and services to the consumer. Manufacturing Gross Value Added (GVA) in the regionrose faster than the UK average by 15.1% from 1995 to reach £35,000 per employee in 1998, but in overall terms still lags behind the UK average of £36,500.Improved resource productivity also has major potential to improve long term competitiveness. The region needs more businesses producing higher value productsand higher numbers of companies competing internationally.

PROMOTING ENTERPRISE AND INNOVATIONTo unlock the potential of new technologies and working practices, supporting entrepreneurship and risk taking. Levels of research and development in the region’suniversities are strong (£240m in 1999) but need to be better linked to businesses where levels of research and development are the joint second lowest in the UK (0.5% of GVA compared to a UK average of 1.4%). In 2000, business de-registrations (32 per 10,000 adults) slightly outnumbered registrations (30 per 10,000adults). The region needs more successful entrepreneurs and greater levels of innovation.

ENCOURAGING INVESTMENTTo improve the stock of physical capital across the economy. The region’s performance on foreign direct investment from Europe has improved from the bottom tofourth in the UK league table between 1999 and 2001. The region needs more investment from abroad and within existing businesses.

IMPROVING THE SKILLS BASETo maximise the contribution of human capital to growth. The proportion of the region’s working age population qualified to NVQ Level 3 or above rose by 8.3%between May 1999 and May 2002, a rate of increase above the English average of 6.75%. Although the gap is narrowing, overall performance is below the UKaverage. The region needs a better skilled and educated workforce.

IMPROVING THE PRODUCTIVITY OF PUBLIC SERVICESTo ensure that the benefits of planned investment in public services are maximised. Government expenditure on transport per head in Yorkshire and Humber hasbeen amongst the lowest nationally despite the region suffering the second highest traffic growth (24% since 1990) in England. The region needs higher levels ofpublic investment to create the right infrastructure and environment for firms to become more productive.

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ECONOMIC CONTEXT AND RATIONALE10. This is an evidence-based strategy.Yorkshire Futures – the RegionalIntelligence Network – has produced themost comprehensive assessment ever ofYorkshire and Humber’s economic, socialand environmental performance each yearsince the Strategy was produced.

Other key supporting analysis includes theSingle Programme Documents (andIntegrated Development Plans) forEuropean Objective 1, 2 and 3Programmes, cluster action plans, sub-regional action plans, a regional propertymarket assessment and a robust,independent sustainability appraisal. Thisconcluded that the Strategy performs veryhighly against the agreed sustainabledevelopment objectives and will make amajor contribution to achieving a moresustainable future for Yorkshire andHumber. Its interventions are based on abody of international research.

A RES ‘Companion Document’ is availablewhich sets out more detail about theanalysis and intelligence that has informedthe content of this Strategy.

11. The Government’s 2002 SpendingReview confirms that Regional EconomicStrategies are central to achievingsustainable economic growth across all UK regions, reducing the persistent gap in growth rates between the regions andtackling the productivity gap between the UK and its competitor economies in the US and Europe. Figure One sets out the key challenges facing Yorkshire and Humber in the five areas theGovernment identifies as critical to closing the productivity gap.

8. York has built on its Science Cityinitiative through the new bioscienceincubator at York University and is planningto attract major investment to release newland in the city centre. Harrogate alsomakes an important contribution to thesub-region, to business tourism andconnects to the Leeds economy. NorthYorkshire reacted exceptionally quickly tothe shock of foot and mouth, getting grantsto businesses in record time and putting inplace a longer term rural recovery plan thatis paying dividends and has gainednational recognition.

A tourism campaign moved the region fromthe worst to the best hotel occupancy ratesoutside London. Innovative projects aremoving forward in the Yorkshire Dales andNorth Yorkshire Moors National Parks.Investment across the county, particularlyin Ripon, Bentham, Pateley Bridge andThirsk, is regenerating local communitiesand Scarborough is utilising business parkdevelopment, renaissance town status andregeneration funds to tackle unemploymentand attract new businesses.

A Selby Coalfield Task Force is managingthe transition of Selby through the coalclosures to implement the region’s biggestever targeted re-training programme andattract new investment, and there areproposals for a major new Europeanresearch facility. The A1 will be upgraded tothree-lanes between the M62 and Barton,improving strategic links with the NorthEast and Scotland.

9. All of this activity is made possible bythe unprecedented consistency betweenthe main regional strategies integrated inAdvancing Together – the RegionalSustainable Development Framework, theRES, Regional Planning Guidance(including the regional transport strategy)and European Single ProgrammeDocuments – and the strong and effectivepartnership between the Yorkshire andHumber Assembly, the Government Office,Yorkshire Forward and local partners.

This approach of integrating strategiesextends to other areas such as housing andis covered further in the ‘key linkages’section of this document. The new‘Framework for Regional Employment andSkills Action’ (FRESA) ensures thatemployment and skills are dovetailedacross all RES objectives and fullyintegrated into this Strategy (see Annex C).

TRAIN STATION, LEEDS MILTON HOUSE, SHEFFIELD HULL

ECONOMIC CONTEXT AND RATIONALE

For example, although West Yorkshireincludes almost half of the region’seconomic output, Bradford has a lowerGDP per head than Sheffield and despitelow headline unemployment in NorthYorkshire, there are pockets ofconsiderable rural deprivation on the coastand in the uplands. There is a need tobroaden the economic base of rural andcoastal areas to avoid overdependence onfarming and tourism, making strong links to new employment opportunities.

This Strategy recognises diversity and doesnot take a “one-size-fits-all” approach toeconomic development, seeking differentdegrees of change: fundamentalrestructuring in South Yorkshire, sustainedeconomic growth led by Leeds in WestYorkshire and the Humber Trade Zone in theHumber, and greater breadth and depth inthe rural economies of North Yorkshire andEast Riding.

15. The Yorkshire and Humber economyoperates in a global, European andnational context and its interventions mustbe achievable, pragmatic and not wasteenergy and scarce resources fightingunstoppable market forces. This Strategy isoperating in the period of greatesteconomic and technological change everexperienced, characterised byglobalisation, increasing freedom of tradeand direct investment, changing buyingand working habits, the effects of decisionson European Monetary Union and EUenlargement, national and internationalregulatory and financial changes, hugetechnological advances, changing ageprofiles (with fewer people generatingwealth), and the increasing influence ofknowledge and human capital.Environmental issues such as climatechange have come to the fore.

There are major changes in a whole array ofsocial policy areas including health,housing and education. In an age ofunprecedented change this strategy will beregularly reviewed and ready to respond tonew opportunities and threats.

13. Despite the above strengths, Yorkshireand Humber has experienced deepeconomic restructuring over the last twodecades, such as the rundown of the coalindustry, a decline in heavy engineering,textiles and fishing, the restructuring of thesteel industry and changes in agriculturethat have been accelerated by foot andmouth. This has left its GDP per headbelow the European average, although weare now narrowing that gap. Economicrestructuring has affected social well-being, health, housing and theenvironment as well as the economy andhence the region has not achieved thesustainable development it seeks.

The position is now improving – in part dueto the activity delivering the RES – but thetransformational change that this Strategyseeks will inevitably be a long termprocess that demands concerted action inthose areas that need most help. Wealthwill not “trickle down” to deprived areas,so intervention is needed to ensure that themost deprived communities benefit fromeconomic growth. This should includeavoiding dispersal of development to out oftown sites which tend to be less accessibleto deprived communities.

The region’s key cities are drivers ofeconomic and employment growth,making a highly significant contribution toemployment and the regional economy,with Leeds predicted to continue to be themain engine of growth in the regionaleconomy. Major towns and market townsprovide a similar function for smallerhinterlands, including in rural areas, on thecoast and in ex-coalfield areas.

14. The economic upheaval has hit SouthYorkshire hardest, with its GDP per headfalling sharply from over 91% to around75% of the European average. That is whySouth Yorkshire has been accordedEuropean Objective One status. The othersub-regions, West Yorkshire, NorthYorkshire and the Humber – perform at alevel around the UK average. They includesome areas of significant wealth, but alsoface issues of serious deprivation. As aresult, many of their areas have beenaccorded European Objective Two status.Unemployment levels range from 1.9% inNorth Yorkshire to 3.7% in West Yorkshire,4.1% in South Yorkshire and 4.5% in theHumber. Average incomes across theregion are below the national average.There is also considerable variation withineach sub-region, within ethnic groups andwithin individual cities and towns.

12. Yorkshire and Humber has tremendousassets and this Strategy focuses onopportunity as well as need. The region’speople have a strong, distinctive sense ofcommunity and of place, marrying thetraditional strengths of hard work and pridein the region’s heritage to a vibrant mix ofethnic cultures in towns and cities such asBradford, Dewsbury, Halifax, Huddersfield,Leeds and Sheffield.

A fifth of the population lives in rural areas,which form 80% of the region’sgeographical area and include formercoalfield areas. We have uniqueenvironmental, cultural and physical assets,such as three National Parks, superbcoastline, a built heritage of imposingVictorian towns, the archaeological andarchitectural heritage of York, and theHumber ports.

We have a number of world-classbusinesses performing well and competingeffectively, with an above-average numberof quoted companies with head offices inthe region. We have a wealth of small andmedium-sized businesses. We have astrong network of universities and colleges.

Businesses will be the prime creators ofwealth needed to improve the region’srelative economic performance. Productivepublic agencies are pivotal to creating anenvironment and infrastructure in whichbusinesses and people can prosper. ThisStrategy uniquely aspires to channel theenergies of the best of the private andpublic sectors and our communitiestowards achieving a single vision ofimproved economic performance.

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(a) The overall structure of aims, objectives and cross-cutting themes is robust, well-owned and has been retained;

(b) The Strategy is shorter, with clearer linksbetween rationale and action, and more distinctively about Yorkshire and Humber;

(c) There is much greater acceptance than in 2000 that this is the region’s, not Yorkshire Forward’s Strategy;

(d) Sustainable development has become an overall “umbrella” concept that is fundamental to the Strategy’s direction,with environmental good practice, skills and diversity more recognisable as cross-cutting issues;

(e) The approach to implementation through one regional and four sub-regional action plans has been strengthened through improvements to the inclusiveness and transparency of the process;

(f) The changes in roles and responsibilities of delivery agencies is reflected, particularly Local Strategic Partnerships and local authorities, Yorkshire Forward, Higher and Further education, the local Learning and Skills Councils (LSCs) and the Small Business Service;

(g) National and regional policy developments and changing resource requirements are reflected such as the 2002 Spending Review, NeighbourhoodRenewal, the Rural, Urban, Competitiveness and Regional White Papers, the national Social Enterprise Strategy, the Roberts Science Review, the Business Birth Rate Action Plan, Yorkshire Forward’s corporate plan and the e-region plan;

(h) The new Framework for Regional Employment and Skills Action (FRESA) is seamlessly integrated into the Strategy;

(i) The new “Tier Two” performance target framework for the region is reflected; and

(j) Greater priority is given to transport, infrastructure, existing regional businesses, particularly manufacturing, new public investment in health, young people, tourism, the ‘renaissance agenda’ and cities.

16. THE EXTENSIVE CONSULTATION THAT LAID THE SOLID FOUNDATIONS FOR THE 2000 STRATEGY WASSURPASSED BY THE 2002 REVIEW PROCESS WHICH INCLUDED OVER 7,000 BUSINESSES AND AGENCIES.THIS INCLUDED TWO THOROUGH CONSULTATION STAGES, INCLUDING EVENTS AIMED AT PUBLIC PARTNERS,BUSINESS NETWORKS AND THE VOLUNTARY AND COMMUNITY SECTOR. THE RESULTS OF THE CONSULTATIONHAVE INFLUENCED THIS STRATEGY IN THE FOLLOWING WAYS:

KEY CHANGES TO THE STRATEGY IN 2002/3

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UNIVERSITY, YORK

“ YORKSHIRE FUTURES ISHELPING TO IMPROVE ACTIONPLANS AND DELIVERY BYPROVIDING PEOPLE WITHINFORMATION ANDINTELLIGENCE UPON WHICHTO BASE THEIR CHOICES AND DECISIONS

Michael Noble, Chief Executive Officer,Yorkshire Universities and Steering GroupMember, Yorkshire Futures

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“ WE WELCOME THEINCLUSIVE APPROACH TAKEN TO CONSULTATION.THE RES IS MORE REGIONSPECIFIC AND BALANCESASPIRATION WITH REALISTICEXPECTATION

Felicity Everiss, Regional Director, Government Office for Yorkshire and the Humber

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STRATEGIC AIMS, OBJECTIVES AND CROSS- CUTTING THEMES

17. The region believes that the only way toachieve lasting growth is to createintegrated, sustainable development. Thismeans building a better quality of life bymaintaining high and stable levels ofeconomic growth and employment, socialprogress that recognises the needs ofeveryone, effective protection of theenvironment and prudent use of naturalresources. In other words, the region needsto raise GDP, reduce social exclusion andenhance the environment in a sustainable way.

We need to seize the opportunities forsustainable development to create wealthand jobs, provide opportunities for sociallyexcluded people and deliver environmentaland health benefits. Although tensions canexist between economic development and the environment, for instance in developingtransport infrastructure and makingchoices about locating new businesses, weexpect to develop creative and integratednew solutions that foster long termsustainability, rather than trading oneregional goal off against another. RegionalPlanning Guidance and local developmentplans have a key role to play in creating aframework for such decisions.

18. The Strategy is based around threestrategic aims that are designed to achievesustainable development(see Figure Two):

(a) Releasing and enhancing the potentialof all Yorkshire and Humber’s people toachieve a healthy learning region andsocial inclusion;

(b) Growing existing and new businesses toachieve high and stable levels ofeconomic growth and jobs; and

(c) Utilising the full potential of Yorkshireand Humber’s physical and culturalassets and conserving and enhancingits environment to achieve anintegrated, sustainable economy.

19. The six objectives that provide thefocus for what the region will do to improveits economic performance in urban andrural areas are to:

1 Grow the region’s businesses, focusingon key clusters, to create a radicalimprovement in the competitiveness,productivity and value they add to theregion’s wealth;

2 Achieve higher business birth andsurvival rates to create a radicalimprovement in the number of new,competitive businesses that last;

3 Attract and retain more private andpublic investment by creating the rightproduct for investors, and moreeffective marketing of the region;

4 Radically improve the development andapplication of education, learning andskills, particularly high-qualityvocational skills;

5 Connect all of the region’s communitiesto economic opportunity throughtargeted regeneration activity; and

6 Enhance and utilise the region’sinfrastructure of physical andenvironmental assets.

20. It is important that progress is made onall these objectives and the action plansaim to develop high quality, integratedprojects that can hit all six at once. Thereare strong links between the objectives:business growth depends upon an effectivetransport and planning infrastructure andattracting people who want good schools,housing, hospitals and quality of life.Improvements in education, learning andskills and related culture change will helpexisting businesses, result in moreentrepreneurs and attract greaterinvestment, as well as lift people out ofpoverty and into jobs.

21. Six cross cutting themes reinforce howwe will deliver the “umbrella” of sustainabledevelopment and an effective approach toeconomic development (see Figure Three):

(a) Environmental good practice – theStrategy will make good environmentalpractice integral to economicdevelopment; simultaneouslyconserving what is special about theregion’s environment, promoting highlyefficient use of energy and naturalresources, and harnessingenvironmental quality as an economic strength;

(b) Partnership – delivery should bethrough inclusive, effective partnershipsinvolving businesses, public agenciesand the voluntary and communitysector, who plan together to implementtheir distinctive responsibilities;

(c) Geographic adaptation – the differingneeds and characteristics of placesacross the region makes a flexibleapproach essential. Delivery will differaccording to local needs, in both ruraland urban areas;

(d) Social inclusion and diversity – theStrategy will take account of and benefitall those living and working in theregion, particularly disadvantaged andexcluded people, including black andminority ethnic communities, disabled,young and older people. It will advancesocial issues including healthy lifestyles,gender equality, culture, housing andcommunity safety;

(e) Creativity, innovation and technology –we need to embrace radical innovativeand imaginative thinking to benefitbusinesses and communities; includinggood use of technology and InformationCommunication Technologies (ICT) inparticular; and

(f) Employment and skills – the Strategywill be designed and delivered so as tomaximise its contribution to improvingskills, learning and the quality ofemployment in the region.

22. The cross cutting themes will bedelivered in two main ways.

First, all investments should be designedwith the themes in mind, so that thethemes influence the choices that aremade and permeate the way projects areimplemented. For example, transport andinfrastructure proposals will have potentialimpacts on all six themes, and theseshould be considered in decision making.

Secondly, certain actions are required topush forward the themes. Examplesinclude actions on corporate socialresponsibility, initiatives to encourageenterprise and entrepreunership by womenand by black and minority ethniccommunities, adoption of ICT,environmental assets and technologies,utilising health investment, and raisingproductivity through workforcedevelopment. Annex D and the RESCompanion Document provide details ofhow the six themes will be implemented.

Environmental good practice

Partnerships

Geographic adaptation

Social inclusion and diversity

Creativity, innovation and technology

Employment and skills

1.Grow the region’sbusinesses

3.More privateand publicinvestment

4.Improved education,learning and skills

5.Connectingcommunitiesto economicopportunity

6.Enhancedinfrastructure

and environment

SUSTAINABLEDEVELOPMENT

2.Higher businessbirth rates

CROSS CUTTING THEMES

FIGURE THREE: STRATEGIC OBJECTIVES AND THEMES

UTILISING THE FULL POTENTIAL OFOUR UNIQUE PHYSICAL AND

CULTURAL ASSETS, AND CONSERVINGAND ENHANCING ITS ENVIRONMENT

TO ACHIEVE A BALANCED, SUSTAINABLE ECONOMY

RELEASING AND ENHANCING THEPOTENTIAL OF ALL OUR PEOPLE TO

ACHIEVE A HEALTHY LEARNINGREGION AND SOCIAL INCLUSION

GROWING OUR EXISTINGAND NEW BUSINESSES TO

ACHIEVE HIGH, STABLELEVELS OF ECONOMIC

GROWTH AND JOBS

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FIGURE TWO: STRATEGIC AIMS

“ THIS STRATEGY PLACESSUSTAINABLE DEVELOPMENTAT THE HEART OF OURECONOMIC SUCCESS

Councillor Arthur Barker, Chair of SustainabilityCommission and Chair of Yorkshire andHumber Association of Local Authorities

“

“ IN ORDER TO GROW THEREGION FOR LONG TERMSUSTAINABILITY, WE MUSTENCOURAGE, DEVELOP,PROMOTE, AND HARNESSTHE FULL POTENTIAL OF OURDIVERSE TALENT POOL

Zulfi Hussain, Chair of Asian BusinessDevelopment Association

“

24. Health is central to quality of life and isintertwined with economic performance. Ill health is a barrier to employment, whilstemployment is a major determinant ofphysical and mental health. Healthyworking environments promote well-being,reduce sickness and increase productivity.Pronounced health inequalities exist withinthe region.

This Strategy will support the NHS Plancommitment to reduce these by ensuringthat economic development and health areintegrated in regeneration activity. Thehealth sector is a large employer, and theproposed increases in NHS funding presentmajor opportunities for jobs and skillsdevelopment in the NHS and in relatedsectors like construction, medical suppliesand care services. Issues such as theincreasingly ageing population profile inNorth Yorkshire have implications forhealth care provision, but also present neweconomic opportunities.

25. A new Regional Housing Strategy willbe developed to provide the strategicdirection for housing activity andinvestment. This will be integrated withplanning frameworks and the RES,reflecting the important role housing playsin the economy. Housing contributes to theimage of the region as an attractive placeto live and invest, contributes toregeneration and health, and is itself asignificant sector of economic activity interms of construction and housing market renewal.

The study ‘A Tale of Two Markets’* and theRegional Housing Statement providevaluable reference points. Key issuesinclude the need to deal with unwantedand obsolete housing and to createbalanced, sustainable communities; thedesirability of good quality, affordablehousing (including rented); skills needs inthe crafts and construction sectors; theimportance of brownfield regeneration,town centre living and mixed usedevelopment to urban renaissance; and theneed to tackle fuel poverty and energyefficiency issues.

Recent high levels of growth in house pricesare increasing the wealth gap betweenthose who own houses and those who donot and pricing local young people out ofthe market in rural areas.

The injection of significant resources andnew regional mechanisms through the2002 Spending Review provide majoropportunities to tackle the region’s housing problems.

*Centre for Urban and Regional Studies, University of Birmingham

26. Community safety and crime preventionare key factors in their own right and have amajor influence on perceptions of theattractiveness of areas to live and work.Actual or perceived high levels of crime candeter investment and drive businesses outof already disadvantaged areas – potentiallyleading to cycles of decline that are hard to reverse.

Besides tackling crime directly, goodpolicing can play a valuable role inpromoting community cohesion and socialinclusion, and incorporating ‘Secured byDesign’ measures into building work canhelp to prevent crime. All of these issuesare covered under this Strategy’s SocialInclusion and Diversity cross cutting theme.

27. A diverse and attractive environmentcontributes to quality of life and helpsmake the region an attractive place to liveand invest. Yorkshire and Humber has athird of England’s area of national parks, astunning and diverse coastline, and manyattractive towns and areas of scenicbeauty. It is part of the region’sdistinctiveness and a key ‘selling point’ thatneeds to be nurtured and utilised. Efficientuse of transport, energy and naturalresources can aid businesscompetitiveness as well as minimisinglevels of waste and pollution. Serious longterm threats such as global warming alsopresent economic opportunities for thosebusinesses that act first. These includeimproving competitiveness through energyand resource efficiency, and takingadvantage of the economic andemployment potential in environmentalgoods and services in the future ‘lowcarbon economy’.

This potential is illustrated in the region’sEnvironmental Economy study, and will befurther covered in the EnvironmentalEnhancement Plan produced by theRegional Environment Forum. Sustainabledrainage systems, appropriate land andwater management and flood preventionmeasures will be increasingly important toavoid the disruption experienced in 2000. The environment has not happened byaccident, and needs investment and careto generate continuing economic returns.

28. Yorkshire and Humber adopted aCultural Strategy in 2001 embracing anarray of areas including arts, sport,heritage, cultural industries and broadcast media.

The region has many strengths in theseareas: highly regarded theatres in placessuch as Leeds, Bradford, Sheffield andScarborough; achievement in music,literature and dance; an array of museums,historic houses and outstanding features ofour national heritage such as York Minster;a network of racecourses and theassociated equine businesses; top flightrugby league and union teams; one teamremaining in football’s Premier League anda wealth of other strong teams that providefocal points in their towns and cities.

These assets are part of the lifeblood of theregion and underpin urban and ruralrenaissance. They assist in attracting andretaining skilled people. They supporttourism. And the cultural and creativeindustries make a weighty contribution toemployment. Challenges include how tomaximise the contribution of this sector ofthe economy, how to utilise creativity inbusiness and in promoting social inclusion,and how to promote nightlife and culturalopportunities that add to the feeling of lifeand buzz in the region and help it to attractand retain young people and graduates.

29. Regional Planning Guidance (RPG) andits integrated Transport strategy are keytouchstones for the RES, which has beenproduced through a process that hasdovetailed economic, transport, planningand housing issues. It is intended to bewholly consistent with Regional PlanningGuidance, including on key issues such asemployment land.

Just as RPG recognised the infrastructureneeds of businesses and key clusters, thisStrategy reflects key thinking embodied inRPG. This includes giving priority todevelopment on brownfield sites, inlocations that minimise traffic generationand maximise access by communitiesbecause they are in existing urban centres(including market towns), and have goodaccess to public transport as well as othertransport modes. The region needs to workwith the private sector to provide aneffective utility infrastructure, includingbroadband. Given its high rate of transportgrowth coupled with relatively lowGovernment transport expenditure,Yorkshire and Humber has a strong case tomake for additional transport investment.

A number of road improvements areprogressing in the region and theGovernment Office has been leading workto deliver solutions to congestion onmotorways in South and West Yorkshireand the A63 through Hull. There are alsoaccess issues in rural areas to considerand many transport schemes led at thelocal level. A series of multi-modaltransport studies and other strategictransport plans must ensure, in harmonywith regional planning bodies, thattransport links within and between regionssupport increased productivity. The recentconsultation on air services recognises theimportance of air service provision toeconomic growth, including the region’sexisting airports at Leeds/Bradford,Humberside and Sheffield, new proposalsfor an international airport at Finningleyand our close proximity to Manchester.

23. THE FOCUS OF THIS STRATEGY ON ECONOMIC DEVELOPMENT, EMPLOYMENT AND BUSINESSSUCCESS CANNOT BE SEPARATED FROM OTHER KEY RELATED ISSUES WITHIN THE REGION. WHILST ITIS NOT THE ROLE OF THIS STRATEGY TO LEAD DELIVERY ON NON-ECONOMIC ISSUES, OR TO REPLICATETHE DETAIL THAT ALREADY EXISTS IN OTHER STRATEGIES, IT IS IMPORTANT TO MAKE CONNECTIONSAND EXPLAIN HOW THESE LINKAGES ARE BEING MADE. THE ADVANCING TOGETHER FRAMEWORKLINKS THESE STRANDS OF ACTIVITY MORE CLOSELY TOGETHER.

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“ FOR SUCCESSFULDELIVERY THAT BENEFITS ALLTHOSE WHO LIVE AND WORKHERE, EACH AND EVERYCOMMUNITY IN THE REGIONNEED TO BE INVOLVED

Sajda Shah, Yorkshire and Humber Assembly member,Apna Sahara Training Service

“

30. The needs of communities and theeconomy cannot be separated: the wholepoint of the economy is to benefit theregion’s people, including those indisadvantaged communities. Pastexperience has shown that a ‘trickle down’approach simply cannot be relied upon todeliver these benefits. Proactive action isneeded to ensure the opportunities andbenefits of business success and prosperityextend to all the people of the region,young and old, regardless of ethnicity,colour, religious belief, gender, disability orgeographic location.

Strong community cohesion is made evenmore vital with the changing age profile inthe region, and it will be important to makethe most of the talents of older people inthe economy as well as our communities.The regional agencies are committed to ajoined up approach that will ensure thishappens, with the Government Office forYorkshire and Humber at a regional leveland Local Strategic Partnerships at a locallevel taking a leading role on inclusion.

The voluntary and community sector andfaith communities have vital roles to play inbuilding strong and inclusive communities,and are often well placed to build oncultural assets and apply creative new approaches.

31. In line with the urban and rural whitepapers, there will be a strong focus onmaking our towns, cities and villagesattractive places in which to live, work andinvest through urban and rural renaissance.Renaissance means that all our settlementswill attract people to live, work, invest andvisit. This will be rooted in shared visions forthe future development of urban and ruralareas, created within local communitiesthemselves, and based on civic aspirationand long term sustainability.

This Strategy will seek to catalyserenaissance activities in our cities, townsand rural areas, embracing coastal andcoalfield settlements and incorporatingquality development throughout. It willprioritise economic development in existingsettlements and promote mixed usedevelopment and high standards of designand regeneration practice.

32. One of Yorkshire and Humber’s greatstrengths is the close proximity our peopleenjoy to both outstanding countryside andvibrant cities. Urban and rural communitiescannot be artificially separated. Challengesthat face both will be considered in anintegrated manner. Agriculture’s futureremains uncertain, and the impacts of theCurry Report and reform of the CommonAgricultural Policy (CAP) remainunforeseeable at present. An integratedapproach to finding a route forward foragriculture will include issues such asregulation, diversification, environmentalstewardship, local food retailing andsupply chains, and the role of agriculturewithin the region’s Food & Drink cluster.Tourism makes a vital contribution to ruraland urban areas. Critical interventions ontourism will be made in line with theTourism Action Plan and as part of‘renaissance towns’ activities, and itsparallel for market towns (see Objective 5).

The potential of tourism to contribute to theeconomic future of these towns is anessential ingredient of their vision and longterm development plans. This sustainableapproach will ensure tourism does notundermine the environmental assets onwhich it is based. Sub-regional and localintervention and funding to supporttourism, delivered through the sub-regionalaction plan process, will in future be drivenby the agreed action plans of therenaissance towns. Similarly, traditionalpiecemeal approaches to resolving theeconomic decline of, for example, remoterural areas or the coastal resorts, have notdelivered a turnaround in their fortunes. Itis important that the very real difficultiesthose communities face are tackled fromwithin the regional economic framework,not isolated from wider trends andinterventions. As demonstrated inScarborough, Whitby andGrimsby/Cleethorpes, a renaissanceapproach brings together economic, socialand environmental development – andincreasingly the connections betweensettlements. The outcome is a single longterm investment prospectus, with widerownership, agreement on priorities, andstrong local championing of delivery.

33. Learning, skills and educationalattainment are central to the productivity ofthe region’s businesses that are operatingin a global environment where knowledgeis the key determinant of competitiveness.The Framework for Regional Employmentand Skills Action – a joint initiative from theDepartment of Trade and Industry, theDepartment for Education and Skills andthe Department of Work and Pensions –provides a single action plan to matchskilled people to quality jobs. It isintegrated seamlessly into this Strategy(see Annex C) and sets out clear priorityactions to be delivered by lead agencies. A strong strategic partnership betweenYorkshire Forward, Learning and SkillsCouncils and other key agencies is vital tothe FRESA’s success. Schools, FurtherEducation Colleges, Universities and HigherEducation Institutions all play vital roles inshaping the region’s leaders and workers oftomorrow and it is increasingly important that entrants to the labour market are “work-ready”.

This Strategy moves the region’suniversities to the heart of economicdevelopment activity in Yorkshire andHumber. It recognises their influence overthe breadth of the RES: as businesses intheir own right, engines of technologytransfer to stimulate research anddevelopment in businesses, catalysts ofnew business start-ups, magnets forinward investment, significant employersand trainers of people from localeconomies and producers of graduatesand intellectual capital.

34. Businesses will create the wealthneeded to achieve the economicimprovement targets this Strategy seeks.The first three objectives consist ofpractical actions to help existingbusinesses become more profitable andproductive, more people to set up moresuccessful new businesses and moreforeign investors to target Yorkshire andHumber. The second three objectives focuson human capital – a well-educated andskilled population employed in themainstream economy – and infrastructurethat enables businesses to become more productive.

The cluster approach provides a means tofocus this activity around a business-ledapproach to economic development. TheStrategy also provides businesses with longterm certainty about and greater influenceover the key strategic priorities forinvestment from a range of public sectoragencies. It seeks a strong partnershipbetween the private and public sectors –for example seeking improvements inworkforce development through the unions– to deliver lasting change.

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36. Key resources for delivery includeEuropean Structural Funds. The region isbenefiting from over £1billion of Europeanfunding up to 2006 through the ObjectiveOne programme in South Yorkshire, theObjective Two programme in parts of therest of the region and the Objective Threeresources across the whole region. There isa deliberately close strategic fit betweenthe objectives, themes and priority actionsin the RES and the priorities and measuresin the Single Programme Documents (seeAnnex B). Further work is progressing toensure the delivery of them is aligned,effective and as customer focused aspossible, and to prepare for EUenlargement.

The region is making the case to ensurethat appropriate transitional arrangementsare in place for regions like Yorkshire andHumber when levels of funding reducepost-2006, and following CAP reform.Europe is also a key partner in many otherways, and the Yorkshire and HumberEuropean Office in Brussels provides avaluable resource for both partnershipdevelopment and lobbying activity.

37. This Strategy is owned and will bedelivered by ‘the region’. A wide spectrumof strategic bodies, businesses, interestgroups and delivery agencies across allsectors and parts of the region will haveroles to play in its formulation andimplementation. The three key agencieswith specific responsibilities are:

• The Yorkshire and Humber Assembly(the region’s strategic partnership withmembers including the region’s twenty-two local authorities and economic,environmental and social partners);

• The Government Office (who representcentral Government in the region); and

• Yorkshire Forward (the regionaldevelopment agency who provideleadership on economic developmentand have the statutory responsibility toproduce this Strategy).

38. Closing the loop between strategy,leadership and delivery is vital. It requiresclear responsibilities and ongoing work tostrengthen partnership, build capacitywhere necessary, and monitoreffectiveness. Reflecting this, within theaction tables on each RES Objective, alead partner (or sometimes partners) isspecified for each action. This ensures thatclear responsibility is allocated for leadingprogress on an action to the partner whoseremit is most appropriate. It is important tostress that a lead partner is not chargedwith delivery in isolation. Rather, a leadpartner role is about working with all therelevant partners – including businesses –and allocating delivery responsibilities asappropriate in line with regional and sub-regional action plans. For example, whereYorkshire Forward is cited as a leadpartner, this means that the agency will co-ordinate and drive forward the action, butwill normally contract with other bodies todo the delivery. In line with its responsibilityto work with the region to produce the RES,Yorkshire Forward will liaise with leadpartners to ensure that progress is madeand monitor delivery of the Strategy inpartnership with the Assembly and itsCommissions. Where a plural lead partneris specified (e.g. local authorities andLSCs) this means that the relevant bodieswill lead on action within their own areas ofinfluence, although co-ordination andpartnership will still be anticipated.Businesses will be involved in, andinfluence the delivery of, the key initiativeswhich affect them. Public-privatepartnership is especially important, andstrong business representation in bodiessuch as Sector Skills Councils, LSCs,Cluster Steering Groups, Business LinkBoards and the Yorkshire Forward Boardwill be fully utilised.

39. Delivery will differ according to localneeds, in both rural and urban areas. Leadpartners will need to identify and targetaction to those areas where it is mostrequired, working closely with partners toensure effective delivery. Specifically, thecentral responsibilities of lead partners inimplementing the RES are to:

• Co-ordinate the delivery of the actionsaccording to the timescale of theRES/FRESA;

• Ensure their own strategies and plansreflect the RES/FRESA; and

• Provide progress updates through theAssembly’s commissions.

40. The next section of the Strategy setsout for each objective what action will betaken, how it will be delivered, when thekey milestones will be and who should leadand co-ordinate the delivery activities.

35. THIS STRATEGY WILL ONLY WORK IF IT IS ACTION-ORIENTED AND CAN BE USED AS A WORKINGDOCUMENT BY PEOPLE IN THE REGION. THE REGIONAL ACTION PLAN LED BY YORKSHIRE FORWARD AND THE ASSEMBLY AND THE FOUR SUB-REGIONAL ACTION PLANS LED BY PARTNERSHIPS FOR WESTYORKSHIRE, SOUTH YORKSHIRE, YORK AND NORTH YORKSHIRE AND THE HUMBER WILL BE THEDELIVERY VEHICLES FOR THIS STRATEGY. LOCAL STRATEGIC PARTNERSHIPS WILL BE REPRESENTED ONTHESE PARTNERSHIPS AND THE ACTION PLANS SHOULD FIT IN WITH THEIR LOCAL PRIORITIES. THESEACTION PLANS WILL PROVIDE A MECHANISM TO “JOIN UP” THE DIFFERENT ECONOMIC DEVELOPMENT,BUSINESS SUPPORT AND REGENERATION FUNDING STREAMS TO TARGET RESOURCES ON STRATEGIC PRIORITIES.

THEY WILL ALSO REPRESENT THE ROUTE BY WHICH YORKSHIRE FORWARD WILL INVEST RESOURCESTHROUGH ITS SINGLE POT. AS ISSUES OFTEN SPAN MORE THAN ONE SUB-REGION, CO-ORDINATIONWILL BE A KEY FEATURE OF THE ACTION PLANNING PROCESS, WITH STRONG COMMUNICATIONBETWEEN THE KEY PARTNERS DEVELOPING THE SUB-REGIONAL AND REGIONAL ACTION PLANS.

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EUROPEAN OFFICE, BRUSSELS

URBAN RENAISSANCE, HUDDERSFIELD

“ RURAL RENAISSANCEWILL MEAN MORE VIBRANTLOCAL COMMUNITIES WITHFLOURISHING RURALBUSINESSES

Wendy Bundy, Chair, Rural Community Council

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“ IT IS VERYENCOURAGING THAT THERES RECOGNISES THATBUSINESSES WILL BE THEPRIME CREATORS OFWEALTH

Penny Hemming, Regional Director, Confederation of British Industry

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Clusters will take into account the wholesupply chain involved, the spread of publicand educational institutions – particularlyuniversities – that can provide support, and link into the voluntary and communitysector. It will help deliver the SpendingReview targets of improving the relativeperformance of the engineering andscience base and the overall exploitation ofthe science base and innovationperformance (thus implementing theRoberts science review).

The focus on key clusters is designed toprovide greater prioritisation for publicinterventions to support business growth,putting businesses in the lead through theformation of cluster steering groups drawnlargely from the private sector.

42. The initial regional clusters – advancedengineering and metals, bioscience,chemicals, digital industries and food anddrink (including agriculture) – have beenselected with a view to their growth andemployment potential, and significance tothe future of the region’s economy. Thestrategic and employment importance ofother sectors, such as financial andbusiness services, health, textiles,construction, tourism and environmentaltechnologies is also recognised, as is therole certain sectors play within specificsub-regions. Wherever relevant, links willbe made between this Objective of the RESand the others, such as with Tourism,Health and Cultural Industries (see Objective 3).

41. The region needs to help more of itsexisting businesses – the prime creators ofwealth and jobs – to become moreproductive, competitive and world class.There has been a transition from promotionof sectors to the development of key clusters.

A cluster is a group of organisations inrelated industries that are linked becausethey buy or sell from each other, and/or use the same infrastructure, technology,customers or skills base. In other words,relationships with an accountancy firm orfreight operator are often as important tothe productivity of a food manufacturer asrelationships with suppliers.

The cluster approach recognises andstrengthens the infrastructure supportingbusinesses in a way that previous economicdevelopment interventions have failed toachieve. In Yorkshire and Humber, clusterdevelopment is based on a holisticapproach that incorporates skills, businesssupport, investment, sites and premises,supply chain development, social inclusionand sustainable development. It places anemphasis on linkages between the privateand public sector and puts links betweenindustry and universities at the heart ofeconomic development.

PROGRESS SINCE 2000 AGAINST KEY CHALLENGES

GOOD PROGRESS HAS BEEN MADE TOWARDS THE TARGET OF CREATING 150,000 JOBS, VIEWED BOTHIN TERMS OF JOB CREATION BY REGIONAL AGENCIES AND LEVELS OF UNEMPLOYMENT WHICH ARE AT ATWENTY-FIVE YEAR LOW. IMPROVED PRODUCTIVITY, INNOVATION AND EMPLOYMENT GROWTH IN THEREGION’S KEY CLUSTERS WILL BE IMPORTANT TO CONTINUED ACHIEVEMENT OF TARGETS.

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“ “THE REGION’SBUSINESSES ARE THECORNERSTONE OF THEECONOMY AND WILL BEINTEGRAL TO DELIVERY

Tony Cherry, Yorkshire and Humber Policy Chairman, Federation of Small Businesses

“ MORE BUSINESSESARE SEEING THATTECHNOLOGY TRANSFERAND INNOVATION AREINTEGRAL TO THEIR FUTURECOMPETITIVENESS

Rachel Fletcher, Managing Director, Beta Technology Ltd

“ “THE REGION’S UNIVERSITIES ARE CENTRAL TO OURECONOMIC FUTURE – LINKING RESEARCH AND EXPERTISE TOCOMMERCIAL OPPORTUNITY AND PROVIDING THE SKILLEDGRADUATES BUSINESSES AND INDUSTRY REQUIRE

Professor David Drewry, Vice-Chancellor, University of Hull

This Table sets out who will carry out the priority actions between 2003 and2006 to achieve the key deliverables.

WHAT(Deliverables)

HOW(3 Year Actions)

WHEN(Start)

WHO(Lead)

(A) GROW BUSINESS AND EMPLOYMENT IN THE REGION’S KEY CLUSTERS

(B) DELIVER HIGH QUALITY,CUSTOMER FOCUSED BUSINESS SUPPORT SERVICES

(C) ENCOURAGE INNOVATIONAND IMPROVE BUSINESS AND HIGHER EDUCATION LINKS

(D) SEIZE THE OPPORTUNITIESPROVIDED BY E-BUSINESS

(E) GROW THE REGION’S EXPORTS

(F) INCREASE PRODUCTIVITY THROUGH WORKFORCEDEVELOPMENT ACTIVITY

i) Implement action plans for 5 key clusters

ii) Identify the next 3 clusters for priority investment

iii) Develop niche markets in environmental technologies and industries, and promote resource efficiency, within all the key clusters

iv) Incorporate employment and inclusion goals into all key clusters

i) Achieve greater customer satisfaction and take-up of business advice and supportservices, including through potential pilot activities

ii) Address the specific needs of a limited number of other sectors

iii) Simplify and reduce red tape

iv) Utilise “Knowledge Rich” to help businesses be ready for new technologies andlegislation

v) Develop a Manufacturing Action Plan

vi) Promote corporate social responsibility in business

i) Increase the exploitation of international technology and knowledge and technology transfer

ii) Exploit the science base through centres of industrial collaboration and a regionalScience Council

iii) Expand the network of innovation support and promote international strategicalliances in research and development

iv) Provide targeted innovation support to small and medium sized businesses throughRegional Centre for Manufacturing Excellence

i) Promote the adoption of ICT by business

ii) Increase the proportion of businesses trading on line, including through a regional portal

i) Further develop and implement Regional International Trade Plan

ii) Exploit the potential of international joint ventures

i) Develop higher level management and leadership skills through new programmesand progression routes devised by providers and employers (including socialenterprise and the use of e-learning)

ii) Develop pilot projects with Centres of Vocational Excellence and New Technology Institutes

iii) Promote graduate retention through targeted activities to link graduates to jobs inexisting businesses

iv) Develop business-related language skills

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Yorkshire Forward +Universities/Higher Education(HE) providers

Business Links + Yorkshire Forward

Yorkshire Forward +Universities/HEproviders

Business in the Community

Universities/HE providers +Yorkshire Forward

Yorkshire Forward

Yorkshire Forward

Trade Partners UK + Yorkshire Forward

LSCs + Universities/HEproviders + Business Links

Yorkshire Forward + LSCs +Universities/HE providers + FE providers

Universities/HE providers + FE providers

Regional Language Network

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HOST MEDIA CENTRE, LEEDSDESIGN INNOVATION CENTRE, LEEDSKOLOS BAKERY, BRADFORD

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(A) GROW BUSINESSES ANDEMPLOYMENT IN THE REGION’S KEYECONOMIC CLUSTERS

43. Clear action plans will beimplemented to advance the region’sinitial five key clusters: advancedengineering and metals; digital industries;food and drink (including agriculture);chemicals and bioscience. These willinclude action on skills development,productivity and resource efficiency, ICT,inward investment, innovation, sites andpremises, marketing, and supply chain development.

The region will develop niche markets inenvironmental technologies and industrieswithin all the key clusters. The region willidentify the next three clusters for priorityinvestment. The approach will takeprevious cluster experience into account,with selection criteria including presencein the region, potential long term benefitsfor jobs and business growth, scope andneed for intervention, and sustainabledevelopment. All clusters will be developedand delivered in ways that connect withemployment, skills and inclusion.

(B) DELIVER HIGH QUALITY,CUSTOMER-FOCUSED BUSINESSSUPPORT SERVICES

44. The region will deliver accessible,integrated and customer led businessadvice and support services to assistbusiness growth. The gateway to supportwill be clearly co-ordinated between theSmall Business Service, Business Links,Yorkshire Forward and other key agencies,and be tailored to meet the needs of thecustomer, including rural business, micro-enterprises and ethnic minoritybusinesses. There will be a focus on SMEsthat are committed to growth or which haverecently started up and need support tosurvive the difficult first years. YorkshireForward will consider pilot activities thatcapitalise on the Spending Reviewannouncements about business supportand adult skills provision.

The region will utilise the Knowledge RICHproject to help businesses be ready for newtechnologies and legislation. As well as afocus on clusters, support will address thespecific needs of a limited number of othersectors, such as textiles, that are importantdue to their strategic and employmentimportance. Business support and relatedinitiatives should look to simplify andreduce red tape that businesses can face,and signpost other available help such asventure capital and loan funds (seeObjective 2). Support should cover socialand community enterprises and theirparticular needs. Regional agencies willproduce a Manufacturing Action Plan thatanalyses and responds to regional needs,links to the National ManufacturingStrategy, and co-ordinates andcommunicates the range of supportavailable to manufacturers. Specificinitiatives will promote the adoption ofcorporate social responsibility in business,including environmental good practice,diversity, quality employment and healthyworking lives. Activities will seek to promotefamily friendly policies, such as childcareprovision and flexible working and ensurewomen are properly represented at alllevels of seniority in the workplace.

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(C) ENCOURAGE INNOVATION ANDMAKE BETTER LINKS BETWEENHIGHER EDUCATION AND BUSINESS

45. Yorkshire and Humber has an extremelystrong research base, with the region’s tenuniversities investing over £240 million ayear in research and development. Thecombined investment by the White Roseuniversities – Leeds, Sheffield and York – is greater than that of either Oxford orCambridge. Despite a strong academicresearch base, investment in R&D inbusiness is relatively low in Yorkshire andHumber and much better links are neededbetween higher and further education andbusiness. Increasing technology transfer isvital in relation to business growth and newbusiness start ups (see deliverable 2e).

The region will develop centres of industrialcollaboration and a regional ScienceCouncil, which will utilise investment inscience and research, expand innovationsupport – including through the region’sInnovation Relay Centre – and promoteinternational strategic alliances in researchand development. Action is needed toheighten business awareness of the valueof R&D and support for it, and will includeparticipation in the EU’s 6th FrameworkProgramme for Research and TechnologyDevelopment. The region will providetargeted support through the RegionalCentre for Manufacturing Excellence tomake the most of good practice and linkbusiness and academic expertise.

(D) SEIZE THE OPPORTUNITIESPROVIDED BY E-BUSINESS

46. Regions adapting most quickly to theopportunities of e-technology, specificallyspeed of response, flexibility andintelligence, as well as effective utilisation,will gain significant competitive advantage.In line with the e-region plan, YorkshireForward will promote the adoption of ICTby business to enhance competitiveness.Together with UK Online for Business, it willincrease the proportion of businessestrading on line to bring the region on a parwith the best. A regional portal will createa platform for on-line applications thatprovide an e-marketplace for the region’sbusinesses. Initiatives will recognise thatthe ICT needs of businesses can varyaccording to their size, sector and location,and make links to other e-region activity,for instance on skills (RES Objective 4) andinfrastructure (RES Objective 6).

(E) GROW THE REGION’S EXPORTSAND TRADE OPPORTUNITIES

47. International trade has great potentialin Yorkshire and Humber and the region willfurther develop and implement theRegional International Trade Plan to exploitthis, promoting international trade bycompanies in the region. It will utilise astrong role for Trade Partners UK and takeaccount of links between export promotionand ICT, supply chains, transport needsand impacts, clusters, skills and inwardinvestment, as well as identifying potentialinternational joint ventures.

(F) INCREASE PRODUCTIVITYTHROUGH WORKFORCEDEVELOPMENT ACTIVITY

48. The region will develop higher-levelmanagement and leadership skills throughnew programmes and progression routesdevised by providers and employers andstimulated by Sector Skills Councilsseeking productivity improvements.Yorkshire Forward will develop pilotprojects aimed at delivering realimprovements in productivity throughDepartment for Education and Skills/LSCsand Centres of Vocational Excellence andNew Technology Institutes. The region willpromote graduate retention by improvingaccess for graduates to jobs in small andmedium sized businesses, implementing atargeted campaign marketing the benefitsof Yorkshire and Humber to graduates andtailoring placement activity to businesses in priority clusters.

Awareness of corporate socialresponsibility and sustainabledevelopment will be increased byintegration in new management andleadership programmes wherever possible.Vocational training, particularly higher leveltechnician skills, will be increased in thosesectors identifying significant skillsshortages and the unions will have apositive role as providers of trainees andtraining. Business-related language skillswill be developed through the Regional Language Network.

“ “THE REGION WILLCAPITALISE UPON, INTEGRATEAND EXPLOIT E-BUSINESSOPPORTUNITIES

Mike Egar, Managing Director, Business Link Humber

“

“

WE WILL ASSISTBUSINESSES TO BESUCCESSFUL OVERSEAS

Mark Robson, International Trade Director,Trade Partners UK Yorkshire and the Humber

“ “KNOWLEDGE ANDINNOVATION IS CRITICAL TOBUSINESS SUCCESS. IT ISCENTRAL TO OUR WORK INGROWING THE REGION’S KEY CLUSTERS

Bob Gomersal, Chairman of BTL Ltd, Virtual College plc and Chair of DigitalIndustries Cluster Steering Group

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49. New businesses are essential to effortsto create new wealth and Yorkshire andHumber needs more of them. This objectivewill capitalise on the strengths of theregion’s industrial heritage andopportunities for commercial exploitationof the universities’ knowledge base. It willhelp to deliver the 2002 Spending Reviewtarget of building an enterprise society inwhich small firms thrive. Culture changewill be vital. Adults, including the over 50s,must be aware of the opportunities andpracticalities of entrepreneurship. Youngpeople should grow up believing inthemselves and aware of how to start up abusiness or social enterprise.

The process of engendering creativity,confidence and initiative should begin atprimary school and be supplemented byexposure to material on, and experiencesof, business and enterprise at intervalsthroughout secondary, tertiary and highereducation. Micro-enterprises and socialenterprises provide significant employmentopportunities and wider social benefits.There is much potential to build on andfurther encourage the entrepreneurial driveof minority ethnic communities and tospark enterprise in rural anddisadvantaged areas and by women.

50. The region is implementing a BusinessBirth-rate Strategy to increase the numberof new, competitive, sustainablebusinesses that last. The deliverables andpriority actions from this Strategy haveframed the actions that are now set outunder this Objective in Table Two.

PROGRESS SINCE 2000 AGAINST KEY CHALLENGESBUSINESS START UP RATES HAVE REMAINED RELATIVELY STATIC IN RECENT YEARS IN LINE WITHPERFORMANCE ELSEWHERE IN THE UK, WITH LIMITED PROGRESS TOWARDS THE REGION’S ASPIRATION OFDOUBLING BUSINESS STARTS. SURVIVAL RATES HAVE IMPROVED, AND THE REGION NOW HAS RATES THATARE CLOSE TO THE UK AVERAGE.

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2 Including Business Links, the Confederation of British Industry, TUC, Institute of Directors, Chamber of Commerce, Connexions, Federation of Small Businesses, Prince’s Trust, Development Trusts Association and relevant Voluntary and Community Sector support agencies.

WHAT(Deliverables)

HOW(3 Year Actions)

WHEN(Start)

WHO(Lead)

(A) CREATE A LONG TERM CULTURE CHANGE TO VALUE ENTREPRENEURS,ENTERPRISE ANDCREATIVITY

(B) MAKE THE BUSINESSSUPPORT STRUCTURE FITTHE PURPOSE

(C) DEVELOPENTREPRENEURIAL SKILLSAND BUSINESS SKILLS

(D) IMPROVE ACCESS TO FINANCE

(E) GENERATE AND PROMOTEHIGH GROWTH BUSINESS –A ROLE FOR CLUSTERS

i) Further develop the Young People’s Enterprise Forum (YPEF)

ii) Promote enterprise through targeted events and activities

iii) Create a pool of “champion” entrepreneurs

iv) Support social enterprises

v) Promote enterprise by women, black and minority ethnic communities and in deprived wards

Young People’s Enterprise Forum

i) Identify influences on business birth and survival rates

ii) Provide comprehensive business support services

iii) Develop an “Opportunity Bank” alongside the Knowledge RICH initiative

iv) Ensure provision of modern and flexible workspaces, including incubation facilities

v) Deliver a “Bounce Back” programme to support entrepreneurs second time around

i) Develop specific projects to improve entrepreneurial skills and business skills(including social enterprise)

ii) Promote a flexible, modular foundation course in business practice

iii) Develop a Regional Mentor Bank

iv) Work with communities to promote social enterprise skills

i) Stimulate new business in priority clusters

ii) Implement the Connect initiative to promote high-technology business start-ups

iii) Help new businesses to benefit from technology transfer

iv) Create a Regional Director Bank

i) Work with banks and other financial institutions to improve survival rates

ii) Implement the Regional Venture Capital Fund

iii) Establish micro-loan funds, incorporating the needs of social enterprisesiv) Develop a “Finance Yorkshire” framework to signpost entrepreneurs to the

most appropriate funds

v) Ensure access to Business Angel equity finance

2003

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Yorkshire Forward + YPEF +Business Support Agencies2

Yorkshire Futures

Business Support Agencies2 +Yorkshire Forward

Universities/HE providers/ FEproviders + LSCs + Yorkshire Forward

Institute of Directors +Chambers of Commerce +Yorkshire Forward

Government Office + Regional Forum

Financial institutions

Yorkshire Forward

Yorkshire Association ofBusiness Angels

Yorkshire Forward

Yorkshire Forward

Connect Yorkshire

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“ “ENTREPRENEURS NEEDTHIS SUPPORT TO ENSURETHAT THEIR BUSINESSESCONTINUE TO BE SUCCESSFULAND SUSTAINABLE

John Yeomans, Chair of Economy Commission,President of the Association of Yorkshire andHumber Chambers of Commerce

“ WE ARE WORKINGTOGETHER TO RAISEAWARENESS OF ENTERPRISEWITH YOUNG PEOPLE ANDHELP MAKE ENTERPRISE AVIABLE CAREER OPTION

Adeeba Malik, Chair of Young People’s Enterprise Forum, and Deputy Chief Executive of QED

“

(A) CREATE A LONG TERM CULTURECHANGE TO VALUE ENTREPRENEURS,ENTERPRISE AND CREATIVITY

51. Yorkshire and Humber will roll outongoing work to support young entrepreneurstart ups and utilise the Young People’sEnterprise Forum as a nationally recognisedmechanism to catalyse and co-ordinateaction to promote entrepreneurshipamongst this group. Events, materials andpromotional activity will promoteenterprise and entrepreneurship. This willinclude work with schools, colleges anduniversities, linking to teaching methodsand curricula, but also extending to peoplewho are not in education but potentiallyinterested in starting a business.

(B) MAKE THE BUSINESS SUPPORTSTRUCTURE FIT THE PURPOSE

52. Yorkshire Futures will co-ordinateresearch to identify the factors influencingbusiness birth and survival rates and feedthe conclusions into regional activity.Comprehensive business support serviceswill signpost public and private sectorsupport to those seeking to startbusinesses. They will meet high qualitystandards and fully reflect the needs ofrural businesses. A new “OpportunityBank” will be created to connect peoplewith good ideas (but no inclination to starta business) with others who can utilisethem in a new business alongside theKnowledge RICH (Regional InnovationClearing House) initiative (see paragraph 44).

A stock of modern and flexible workspaceswill ensure that affordable, accessible andappropriate business premises areavailable to new and expanding early years’businesses, linked to relevant supportservices, clusters and expertise.

A “Bounce Back” programme will supportthose whose initial venture may have failedto try again and succeed.

(C) DEVELOP ENTREPRENEURIALSKILLS AND BUSINESS SKILLS

53. The region will utilise entrepreneurs’networks, business clubs and other fora tospread entrepreneurial skills. It will utiliseICT to facilitate business start-ups andensure a flexible, modular foundationcourse in business practice is available to business entrepreneurs to sharpen theirbusiness and management skills. A regional “Mentor Bank” will be tailored to specialist interests, sectors and social groups.

Work will continue with communities topromote community and social enterpriseactivity. Education-Business partnershipswill foster entrepreneurial and enterprise skills.

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(D) IMPROVE ACCESS TO FINANCE

54. Yorkshire and Humber will work withthe banks to improve survival rates for newbusiness ventures and help them to be‘finance ready’ when key approaches aremade. The region will implement aRegional Venture Capital Fund to provideequity funding below £500,000, andestablish micro-loan funds for sums under £30,000.

A regional “Finance Yorkshire” frameworkwill signpost entrepreneurs to help matchbusiness ideas with the providers offinance, whilst access to Business Angelequity finance will be improved andextended. Micro-enterprises, communityand social enterprises, and businesses inthe cultural sector provide significantemployment opportunities but can beperceived as risky or marginal and struggleto access loans. Finance initiatives willbalance risk and responsibility and look toincorporate the needs of these groups.

(E) GENERATE AND PROMOTE HIGHGROWTH BUSINESS – A ROLE FOR CLUSTERS

55. Strong connections will be madebetween this Objective and clusterdevelopment (see paragraph 41).The Connect initiative will provide anetwork for developing high growth, hightechnology businesses. Regionaltechnology transfer mechanisms (seeparagraph 45) will enable start up andsmaller businesses to access technology.Strong and focused links, often facilitatedby business support agencies, will bemade between university expertise and new business formation and growth,addressing barriers to technology development.

A regional “director bank” will utilise non-executive directors looking for newbusiness opportunities in Yorkshire andHumber. The potential to utiliseenvironmental technologies within, or asthe basis of, start up businesses will alsobe pursued, including innovative ideassuch as industrial symbiosis projects thatuse ‘wastes’ from one business as theresource of another.

“ “MAINSTREAMING OFSUPPORT FOR SOCIALENTERPRISES, INCLUDINGSKILLS AND ACCESS TO FINANCE, WILL BE A REAL ADVANTAGE

Neil Irving, Chair of Regional Forum for Voluntary and Community Organisations

“ “ADVICE FROMMENTORS CAN MAKE THEDIFFERENCE BETWEENBUSINESS FAILURE AND SUCCESS

Brian Gillies, Director North,Institute of Directors

ITALIAN RESTAURANT, HULL

The region will identify a pool of“champion” entrepreneurs who can helpencourage others to start businesses anddevelop specific programmes of supportfor social enterprises in line with theRegion’s Social Economy Framework (seeObjective 5). It will support enterprise inblack and minority ethnic communities,working with groups such as the AsianBusiness Development Network, the AsianTraders Link, Black Card and QED to targetthe huge potential of communities in areaslike Bradford, Halifax, Huddersfield, Leedsand Sheffield. It will also seek to exploitpotential to promote entrepreneurship bywomen, who are under-represented inbusiness management.

“ “THE FINANCEOPPORTUNITIES WE WILLHELP TO PRESENT WILLOPEN UP NEW AVENUES FORBUSINESS GROWTH

Barbara Greeves, Manager,Yorkshire Association of Business Angels

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PROGRESS SINCE 2000 AGAINST KEY CHALLENGESTHE REGION HAS MOVED FROM BOTTOM TO FOURTH FROM THE TOP OF THE UK LEAGUE TABLE OFINWARD INVESTMENT FROM EUROPE AND IS MAKING PROGRESS TOWARDS THE TARGET OFTREBLING FOREIGN MANUFACTURING INVESTMENT. INVESTMENT IN THE SERVICES SECTOR ANDFROM WITHIN THE UK IS ALSO VALUABLE, AS IS PUBLIC SECTOR INVESTMENT THAT STRENGTHENSTHE REGION’S INFRASTRUCTURE.

56. Attracting and retaining investmentwithin the region – by foreign businesses,and by the private and public sectorsnationally and within the region – will becritical to achieving goals including highlevels of business success, employmentand growth. A significant element of thisinvestment will need to be drawn fromemerging new technologies.

There is great potential to take advantageof Government investment in health,education, housing and transport. Thisinvestment will directly increase keyelements of quality of life that improve theregional product. The high level of growth,in the health sector especially, presentsmajor employment and economicopportunities. Taking full advantage ofthese will demand addressing skills andrecruitment needs to get people into therange of job opportunities available, andmaking links with relevant cluster activity.

57. Increased mergers and acquisitionsactivity, the pace of technological change,and greater uncertainty in global marketsrequire consideration in inward investmentactivities. Our response will be a targetedapproach to investment focused on, andintegrated into, the region’s key clusters(see Objective 1). Transport needsand pressures will be taken into accountand there will be increased priority placedon embedding investment, for instancethrough aftercare, integrated supply chainlinkages, and targeting R&D and other corebusiness activities that are less ‘footloose’in nature.

The region will seek investment from highgrowth companies within the region andabroad. An attractive environment and highquality of life is valuable for attracting bothinvestment and tourism. Visitor spend fromthe UK and abroad mean tourism is amajor source of investment in the region,and we will adopt a strategic approach todeveloping a strong and sustainabletourism sector. A strong cultural sector is

vital to strong economic performance for anumber of reasons. As well as being amajor employer and a growth sector in itsown right, a healthy cultural sector helps toattract, and retain, talented people toinvest their lives, and those of theirfamilies, in the region. Table Three sets outwho will carry out the priority actionsbetween 2003 and 2006 to achieve thekey deliverables.

WHAT(Deliverables)

HOW(3 Year Actions)

WHEN(Start)

WHO(Lead)

i) Implement annual Yorkshire – Alive with Opportunity! marketing campaigns

ii) Make full use of ICT and the Internet to promote the region

i) Provide high quality aftercare and investor development programmes

ii) Link skills development to investor and community needs

iii) Implement supply chain initiatives

iv) Connect investment to the region’s science and research base

i) Mainstream employability initiatives in the NHS, targeting areas of deprivation

ii) Develop NHS procurement strategies to stimulate sustainable economic development

iii) Ensure NHS capital investment supports delivery of the RES, RPG and Regional Sustainable Development Framework

i) Target training and employment initiatives on expanding servicesand skills needs

ii) Revitalise failing housing markets through alignment of long term strategies

iii) Establish and implement Construction Skills Action Plan

i) Research the economic drivers of, and benefits from, tourism in the region

ii) Enhance the assets, environments and infrastructure on which tourism is based

iii) Exploit business, conference and exhibition based tourism

iv) Implement annual ‘Britain’s Biggest Break’ campaign

i) Grow the cultural and creative industries

ii) Support development of world class and sustainable visitor and culturalattractions/events

iii) Link sporting success to regeneration and regional profile

(A) MORE EFFECTIVEMARKETING OF THE REGION

(B) INCREASE, RETAIN ANDEMBED FOREIGNINVESTMENT INTHE REGION

(C) CAPITALISE ON NHSINVESTMENT IN THE REGION

(D) CAPITALISE ONINVESTMENT INEDUCATION, HOUSINGAND TRANSPORT

(E) BUILD ON THEPOTENTIAL OF TOURISMTO CONTRIBUTE TO THEREGION’S ECONOMY

(F) DEVELOP CULTURALOPPORTUNITIES IN THEREGION TO INCREASEITS ATTRACTIVENESS ASA PLACE TO LIVE, WORKAND INVEST

2003

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Yorkshire Forward

Yorkshire & Humber Assembly

Yorkshire Forward

LSCs

Yorkshire Forward + Universities/HE providers

NHS + Strategic Health Authorities

Jobcentre Plus + LSCs +Yorkshire Forward

Pathfinder Boards for Hulland S. Yorkshire

Yorkshire Forward + LSCs + SSC

Yorkshire Futures

Local Authorities + Private Sector

Yorkshire Tourist Board

Yorkshire Forward

Regional Cultural Consortium

Local Authorities

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“ THE COMMITMENT TOTHE RURAL ECONOMY ISWELCOME. PROMOTING THEREGION AND LOCAL ASSETSIS VITAL TO TOURISM

Jeremy Walker, Chief Executive, North Yorkshire County Council

YORK MINSTER

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(A) MORE EFFECTIVE MARKETING OF THE REGION58. Powerful marketing campaigns willpromote a strong and positive identity forYorkshire and Humber at home andabroad, making full use of the ‘Yorkshire –Alive with Opportunity!’ brand and buildingon local assets and resources.

The region will also make full use of ICTand internet based material to promotethe region, including to potential investors.

(B) INCREASE, RETAIN AND EMBEDFOREIGN INVESTMENT IN THE REGION59. Core inward investment activity will beintegrated into cluster development andsub-regional delivery, with pro-activeproposition based marketing targeted oncompanies that will strengthen key clustersand invest in flagship property projects asanchor tenants. Priorities to embedinvestment will include high qualityaftercare and investor developmentprogrammes focused on existing as well asnew companies, and programmes to linkskills development to investor needs,including rapid reaction elementsoperating between the announcement andarrival of a major investment.

Regional supply chain initiatives will makethe best use of local resources andproducts, integrate them into investorsupply chains and seek higher value addedcontracts for existing businesses. Theregion will seek to connect foreigninvestment to the region’s science andresearch base to strengthen the long termcommitment of investors to Yorkshire and Humber.

(C) CAPITALISE ON NHS INVESTMENTIN THE REGION60. The region will utilise additionalinvestment in the NHS of almost £2billionto bring economic benefits and contributeto employment, skills, quality of life and theattractiveness of the regional product.There is huge scope to benefit theeconomies and health of deprived areasthrough employment and trainingopportunities and provision of health andcare facilities in locations well served bypublic transport.

Research will inform a programme ofchanges in NHS procurement, making linksto the region’s clusters, supply chains andsustainability goals. Similar principles willbe applied to so that it supports delivery ofthe RES as well as Regional PlanningGuidance and the Regional SustainableDevelopment Framework.

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(D) CAPITALISE ON INVESTMENT INEDUCATION, HOUSING ANDTRANSPORT

61. The region will develop training andemployment initiatives based onexpanding services and skills requirementsthat stem from public investment ineducation, housing and transport.Recognising failing housing markets insome areas, notably South Yorkshire andHull, economic and housing investmentstrategies and programmes will bealigned, based on renaissanceprogrammes in towns (see Objective 5).

A Construction Skills Action Plan will beestablished and implemented to addressemployment shortages and integrateconstruction into many areas of economic,social and physical development.

(E) BUILD ON THE POTENTIAL OFTOURISM TO CONTRIBUTE TO THEREGION’S ECONOMY62. The Region will adopt a strategic andco-ordinated approach to growing thetourism sector through a Tourism ActionPlan, taking full account of potential in ourrural areas, coastal towns, cities andtourism gateways, and focused through theurban and rural renaissance approaches. It will research and develop a betterunderstanding of the strongest potentialtourist markets and improve the region’sability to extract wide economic value fromthe tourism sector.

The region will invest in enhancing andusing the assets, environment andinfrastructure on which tourism is based,and exploit opportunities for business,conference and exhibition based tourism.The Region will build on the successful‘Britain’s Biggest Break’ campaign andnew opportunities for investment in theregional tourism economy will be focusedon marketing, business networks, customercare, and a proactive inward investmentapproach to fill gaps in the region’s tourismoffer. The approach will be integrated andsustainable, building links across sectorsand localities, and enhancing the qualityenvironments on which much tourism is based.

(F) DEVELOP CULTURALOPPORTUNITIES IN THE REGION TOINCREASE ITS ATTRACTIVENESS AS APLACE TO LIVE, WORK AND INVEST63. The region will deliver a spread ofinitiatives that combine economic gain withdelivery of key elements of the RegionalCultural Strategy. These will includeprojects to grow the cultural and creativeindustries (making strong links to thedigital cluster, and to the voluntary andcommunity sectors).

The region will support the development ofgenuinely world class visitor and culturalattractions and events, which can besustained in the long term, building on theearly success of examples such as “TheDeep” in Hull and “Magna” in Rotherham.It will take opportunities to link sportingsuccess to regeneration, renaissance andregional profile. The same is true of theregion’s strong science base: the bid forthe new European research project in Selby(see paragraph 105) could secure a majorvisitor attraction to the region.

“

“

OUR CULTURAL ANDCREATIVE INDUSTRIESENHANCE QUALITY OF LIFEAND ARE A KEY GROWTHBUSINESS SECTORTHEMSELVES. DEVELOPINGSKILLS IN THESE KEYSECTORS WILL BE VITAL INDRIVING FORWARDPERFORMANCE

Clive Leach, Chair of Yorkshire CulturalConsortium and Chair of West YorkshireLearning and Skills Council

“ “

BUSINESS BASEDTOURISM IS A VALUABLENICHE THAT YORKSHIREAND THE HUMBER IS WELLPLACED TO EXPLOIT TO MAKE THE REGION A TOPDESTINATION IN EUROPE

David Andrews, Chief Executive, Yorkshire Tourist Board“ “NEW INVESTMENT

AND EMPLOYMENTOPPORTUNITIES WILL BELINKED WITH SECTORALDEVELOPMENT IN SKILLSAND TRAINING

Vincent Robinson OBE, Director, Jobcentre Plus

TAKE HEART ROOF GARDEN, LEEDS GENERAL INFIRMARY

WHITBY

“ “

THERE NEEDS TO BE AWIDER RECOGNITION OFTHE SIGNIFICANTCONTRIBUTION HEALTHINVESTMENT CAN MAKE TO IMPROVING THEPERFORMANCE OF THEREGION’S ECONOMY

Sir Alistair Graham, Chair of West YorkshireStrategic Health Authority

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PROGRESS SINCE 2000 AGAINST KEY CHALLENGESIMPROVEMENTS HAVE BEEN MADE AT ALL LEVELS OF EDUCATION, LEARNING AND SKILLS, BRINGINGTHE REGION CLOSER TO THE UK AVERAGE. NOTABLE PROGRESS HAS BEEN MADE TOWARDS ENSURINGTHAT 3 MILLION PEOPLE IN THE REGION POSSESS THE IT SKILLS THEY WILL REQUIRE IN BUSINESS ANDAT HOME. WIDER TARGETS ARE BEING DEVELOPED THROUGH THE FRAMEWORK FOR REGIONALEMPLOYMENT AND SKILLS ACTION (FRESA).

64. The future prosperity of the Yorkshireand Humber economy is intrinsically linkedto the skills and aspirations of its people.Workforce skills are a central component ofregional competitiveness in a globalenvironment where knowledge, rather thanplant and machinery is the key determinantof competitiveness. The task forces set upto deal with the Selby coal and the region-wide steel closures demonstrate thatmanaging economic decline will be vitalover the life of this Strategy. This Objectivedraws on the Framework for RegionalEmployment and Skills Action (FRESA),which provides a single regional actionplan to maintain and grow a healthyregional labour market. The keycomponents of a healthy Yorkshire andHumber labour market include:

(a) A strong demand from employers forskilled and motivated workers,increasingly with higher levels skills,together with a significant and growingpresence of higher value added businesses;

(b) A consistently high rate of employmentindicating that the skills profile of theworkforce meets the requirements ofemployers and the economy; and

(c) Decreasing skills gaps and shortagesover time indicating that sustainableupskilling of the workforce is takingplace in tandem withemployment growth.

65. Early priority will be given to acts thatstimulate demand for learning, developbusiness and entrepreneurial skills andincrease the quality, flexibility andresponsiveness of provision.

Addressing potential barriers toemployment, such as childcare, elderlycare and language skills, is integrated intothis Objective, as is consideration of theneeds and potential of diverse groups,including women, black and minority ethniccommunities, young people, disabledpeople and older people. Table Four setsout who will lead the process of deliveringthe priority actions between 2003 and2006 to achieve the key deliverables.

(A) CREATE A CULTURE INWHICH EDUCATION,LEARNING AND SKILLS ARE HIGHLY VALUED BY INDIVIDUALS AND BUSINESSES

(B) IMPROVE EDUCATIONALATTAINMENT ANDVOCATIONAL SKILLSAMONGST LABOUR MARKET ENTRANTS

(C) RAISE THE SKILLS ANDFLEXIBILITY OF THEREGION’S WORKFORCE, SOIT CAN MORE EFFECTIVELYADAPT TO CHANGE ANDRESPOND TO ECONOMICOPPORTUNITIES

(D) INCREASE THE QUALITY,FLEXIBILITY ANDRESPONSIVENESS OFEDUCATION, LEARNING AND SKILLS PROVISION

i) Implement campaign to promote the benefits of learning to individuals and businesses

ii) Make job opportunity and learning information easier for people to access

iii) Boost employer demand for, and use of, skills

iv) Increase demand for and take-up of recognised ICT, Maths and Science related skills

v) Identify the current and future nature of employer skill needs in key clusters/sectors, to direct targeted interventions

i) Implement local learning plans to boost participation and qualifications among young people

ii) Implement basic skills initiatives

iii) Strengthen links between schools and businesses

iv) Maximise take up of and value gained from Modern Apprenticeships

i) Implement priority cluster skills projects

ii) Produce and implement the national workforce development plan sub-regionally to boost adult skills and Investors in People

iii) Support workplace learning representatives

iv) Work with business to increase the volume and quality of the employer resourceinvested in workplace training

i) Increase influence on decision-making of high quality, customer targeted labourmarket intelligence and information

ii) Establish a common approach to collect more sophisticated intelligence aboutbusiness needs and disseminate through a single mechanism

iii) Review the quality, range and accessibility of post-16 learning on an area-by-area basis

iv) Establish and implement a Rapid Response plan to react to economic shocks and opportunities

v) Utilise on-line learning

WHAT(Deliverables)

HOW(3 Year Actions)

WHEN(Start)

WHO(Lead)

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2003

2003

2003

2004

2004

2004

2004

2004

2003

2004

2003

2003

2004

2003

Yorkshire Forward + LSCs

LSCs + Jobcentre Plus +Connexions

Sector Skills Councils

Local Authorities + LSCs +FE providers

Yorkshire Futures + Sector SkillsDevelopment Agency

Local Authorities + LSCs

LSCs + Yorkshire Forward +FE providers

Education/Business Linkorganisations

LSCs

LSCs + Yorkshire Forward

LSCs

TUC + Unions

Sector Skills Councils +Employer RepresentativeOrganisations

Yorkshire Futures

LSCs + Jobcentre Plus +FE providers

Jobcentre Plus

LSCs + Ufi/Learndirect

“ “LEARNING AND SKILLS COUNCILS WILLBOOST THE SKILLS OF OURREGION’S PEOPLE AND LINK THEM TO BUSINESS NEED

David Harbourne, Executive Director,North Yorkshire Learning and Skills Council

“ “WE WILL RAISEPARTICIPATION IN LEARNING,IN PARTICULAR AMONGSTYOUNG PEOPLE, AND TAKE ACTION TO IMPROVEBASIC SKILLS

Edward Stanners, Chair of RegionalInnovation Strategy Board for Clothing & Textiles, Chair of Skillfast UK

(A) CREATE A CULTURE IN WHICHEDUCATION, LEARNING AND SKILLSARE HIGHLY VALUED BY INDIVIDUALSAND BUSINESSES

66. Boosting the demand for skillsamongst individuals and businesses isvital. Yorkshire Forward – working closelywith the LSCs, Sector Skills Councils,employer representative organisations,Trade Unions, FE colleges, LocalAuthorities, HE, Connexions,learndirect/Ufi, Local LearningPartnerships and the third sector – will leada co-ordinated marketing campaign topromote the benefits of learning toindividuals and businesses alike.

Specific programmes will address barriersto learning and labour marketparticipation in those areas, such as theformer coal-mining communities of Southand West Yorkshire, and locations such asHull and Bradford that face specificchallenges in raising educationalattainment. The region will seek tocapitalise on the additional 250,000childcare places announced in theGovernment’s 2002 Spending Review, andlook to ensure that all people – whatevertheir gender, age, ethnicity – areencouraged to consider the full range ofeducational and career paths open tothem. Interventions increasing employerdemand for, and utilisation of skills,especially amongst small and mediumsized businesses, will be the keycomponents of wider business supportactivity, as will increasing understanding of the current and future direction of skills demand.

There is huge potential to harness ICT toimprove quality of life and the economy.Increasing demand for and take-up of ICTskills is central to this and will require workwith individuals and employers. Yorkshirefutures will identify employer skill needs inkey clusters.

(B) IMPROVE EDUCATIONALATTAINMENT AND VOCATIONALSKILLS AMONGST LABOUR MARKET ENTRANTS

67. In response to the recent adult learninginspectorate report, key agencies includinglocal authorities (LEAs), further education,LSCs, Connexions and the voluntary sector(tackling the “hardest to reach”) will workeffectively not only to raise standards but to improve the relevance of learning toemployers. A range of existing and newinterventions will be implemented such asRight to Read developing the capacity ofthe basic skills infrastructure, to includeadult basic skills projects, Teacher TrainingInitiatives and the new EducationalMaintenance Allowances.

In addition, joint education/businessinitiatives to implement the Davies review of enterprise and education will bedelivered and the quality and completionrates of modern apprenticeships will bestrengthened. Specific adult groups andtheir particular needs (e.g. care leavers and ex-offenders) will be fully consideredthroughout and in accordance with theYorkshire and Humber Resettlement Strategy.

Across the region an immediate priority isto improve the skills base of our youngpeople by boosting participation andqualifications, particularly the NVQ levels 2(to help meet the Spending Review target ofa 40% reduction in the number of adults inthe workforce lacking that NVQ level) and 3.

(D) INCREASE THE QUALITY,FLEXIBILITY AND RESPONSIVENESSOF EDUCATION, LEARNING ANDSKILLS PROVISION

69. Education, learning and skills provisionof the highest quality and consistency are akey ingredient of a prosperous andcompetitive region. Yorkshire Futures: theRegional Intelligence Network willestablish a common approach to thecollection of intelligence regarding thenature, size and location of businessneeds to ensure that accurate, timely andrelevant labour market data and analysis iseffectively collated, analysed anddisseminated through a single mechanismto providers, businesses and individuals to assist in decision-making and policy development.

Work will continue with Sector SkillsCouncils and other sector and employerrepresentative organisations to identifyskills requirements and opportunities. TheLSCs – working closely with LEAs and LocalLearning Partnerships – will lead a series oflocal reviews of the quality and range ofpost 16 learning on an area-by-area basis.Specific delivery arrangements will beestablished to ensure the employment,learning and skills infrastructure can dealwith economic shocks and opportunities,for example, the potential challengescreated by the closure of the SelbyCoalfield, or alternatively the opportunitiespresented by high profile inwardinvestments such as Boeing in SouthYorkshire. LSCs will work with investors toidentify and meet skill needs.

The potential of on-line learning will beutilised, with attention to inclusion issuesso that new learning opportunities areavailable to all. A regional Rapid Responseplan will highlight skills and employmentopportunities in line with the futuredirection of business demand, to react toeconomic shocks and opportunities.

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(C) RAISE THE SKILLS ANDFLEXIBILITY OF THE REGION’SWORKFORCE, SO IT CAN MOREEFFECTIVELY ADAPT TO CHANGE AND RESPOND TO ECONOMICOPPORTUNITIES

68. Workforce skills development is a keypriority for action, specifically in relation tothe development of a workforce geared tothe needs of a 21st Century economy.There will be close collaboration betweenemployers and providers, significantinvestment in key generic skills, andprojects developed to meet the skillsneeds of key clusters.

Education and training providers willcontinually review activity – working withLocal Learning Partnerships – in the light ofchanges in demand through sub-regionalworkforce development plans produced byLSCs and the national LSC workforcedevelopment plan.

Activities will focus on helping to deliver theSpending Review target of improving thebasic skills of 1.5 million adults and theregion will seek to capitalise on thenational roll-out of Jobcentre Plus toachieve better integration betweenemployment and skills initiatives.

Promotion of mechanisms such asworkplace learning representatives willpromote learning within the workplace thatfosters innovation, productivity, and bothpersonal and business development.

“ “IMPROVING HIGHERLEVEL AND STRATEGICMANAGEMENT SKILLS WILLHELP OUR BUSINESSES TO BUILD A COMPETITIVEADVANTAGE

Gordon Scott, Chairman of AdvancedEngineering and Metals Cluster SteeringGroup and Director of Engineering EmployersFederation, Sheffield

“ “

YOUNG PEOPLE NEEDIMPARTIAL INFORMATION,ADVICE AND SUPPORT TOHELP CONNECT THEM WITHPERSONAL DEVELOPMENT,TRAINING AND EMPLOYMENTOPPORTUNITIES

Joyce Thacker, Chief Executive, Connexions South Yorkshire

“ “WE ARE DELIGHTEDWITH THE ENHANCED ROLEOF FURTHER EDUCATION INIMPROVING EDUCATIONALACHIEVEMENT AND RAISINGSKILL LEVELS

Alan Hodgson, Principal of Bradford Collegeand Association of Colleges, member of theYorkshire and Humber Assembly

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“ “WORKPLACE LEARNINGWILL BENEFIT BOTHEMPLOYEES AND EMPLOYERS

Cliff Williams, Regional Secretary, Unison

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44PROGRESS SINCE 2000 AGAINST KEY CHALLENGES

THERE IS EVIDENCE OF INCREASED INCOME LEVELS IN THE POOREST HOUSEHOLDS AND GREATERFALLS IN UNEMPLOYMENT IN THE MOST DEPRIVED WARDS IN THE REGION, THOUGH ACHIEVING THEREGION’S AMBITIOUS TARGET TO HALVE THE NUMBER OF WARDS IN THE MOST DEPRIVED 10% IN THEUK (MONITORED THROUGH THE GOVERNMENT’S INDEX OF DEPRIVATION) REQUIRES LONG TERMACTIVITY AND INVESTMENT.

71. Responsibilities on neighbourhoodrenewal, social and economic inclusionneed to be clear. The Government Office forYorkshire and Humber has the lead role indriving social inclusion and neighbourhoodrenewal at the regional level. LocalStrategic Partnerships (LSPs) will have thekey role in co-ordinating the delivery oflocal activity, fully involving LocalAuthorities, communities and the spectrumof private, public and voluntary sectorpartners, including faith communities.Yorkshire Forward will deliver its economicdevelopment role in a way that connectspeople to economic opportunity, anddelivers wider inclusion benefits whereverpossible. Table Five sets out who will carryout the priority actions between 2003 and2006 to achieve the key deliverables.

70. It is essential that economicdevelopment and regeneration tackle theproblem of “two speed” economies. Strongevidence demonstrates the need for amore concentrated, co-ordinated andstrategic programme of sustainableregeneration activities in the region,connecting area-based initiatives withmainstream programmes and people toeconomic opportunities, especially in themost deprived wards. An integratedapproach will be adopted to economicregeneration and renaissance, buildinglinkages through Local StrategicPartnerships across economic, social, andenvironmental issues, including health,housing, transport, tourism, culture andcommunity safety.

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4 Development Trusts Association

(A) TRANSFORM THE MOST DISADVANTAGEDNEIGHBOURHOODS INTOSUSTAINABLECOMMUNITIES

(B) MAINSTREAM PREVENTIONOF CRIME AND HEALTHINEQUALITIES INTOREGENERATION ACTIVITIES

(C) BUILD THE CAPACITY OFPEOPLE AND BUSINESSESTO CONTRIBUTE TO ANDBENEFIT FROMREGENERATION

(D) STIMULATE SOCIALENTERPRISE

(E) BOOST THE ROLE OF THEREGION’S FIVE KEY CITIESAS DRIVERS OFEMPLOYMENT GROWTH

(F) RESTORE CIVIC PRIDE ANDENGAGEMENT THROUGHINTEGRATED RENAISSANCEPROGRAMMES IN THEREGION’S MAJOR TOWNS

(G) CONNECT THOSE AT MOSTDISADVANTAGE TO LABOURMARKET OPPORTUNITY,THROUGH LEARNING AND SKILLS

(H) CREATE A BROADER ANDSTRONGER ECONOMICBASE FOR RURALCOMMUNITIES

WHAT(Deliverables)

HOW(3 Year Actions)

WHEN(Start)

WHO(Lead)

i) Deliver regeneration programmes in targeted areas of deprivation

i) Develop a strategic agreement between the NHS and health sector and key regional agencies

ii) Mainstream action to tackle health issues and inequalities in regeneration activities

iii) Work with regional crime & disorder partnerships

i) Promote community participation in regeneration

ii) Demonstrate to business the benefits of investing in communities

iii) Build local capacity to drive regeneration in areas without access to resources

i) Support agencies that can deliver long term regeneration e.g. Development Trusts

i) Invest in Urban Regeneration Companies in Sheffield, Hull and Bradford

ii) Invest in Science City York

iii) Invest in Leeds City Centre and Aire Valley

i) Implement an urban renaissance-led approach to long term strategic planning for major towns across the region

ii) Build capacity and skills in urban renaissance and regeneration

i) Develop specific progression routes for 10,000 young people to access jobs and learning

ii) Increase local participation rates in higher education

iii) Mainstream childcare into training, employment and regeneration programmes

iv) Help adults at most disadvantage to access jobs

i) Support the renaissance of market towns

ii) Deliver targeted and specific business support and infrastructure

iii) Tackle rural access and social exclusion, especially through transport service and housing provision

2003

2003

2003

2004

2003

2004

2004

2004

2003

2003

2003

2003

2004

2004

2003

2004

2003

2003

2003

2004

Local Strategic Partnerships+ Government Office

Government Office/NHS

Government Office

Regional Forum

Regional Forum/Business in theCommunity

Local Authorities

Yorkshire Forward/DTA4/

sub-regional social economysupport agencies

Local Authorities + Yorkshire Forward

Local Authorities + Yorkshire Forward

LSCs + Connexions +Yorkshire Forward

Universities/HE providers

Private sector + Sure Start +Early Years Partnerships

Jobcentre Plus

Local Authorities +Yorkshire Forward

Business Links

Local Authorities +Countryside Agency

“ “LOCAL AUTHORITIESAND LOCAL STRATEGICPARTNERSHIPS HAVE ACRUCIAL ROLE INDELIVERING THE RES

Brian Walker, Leader of Leeds City Council

“ “THE NEED TO LINK OUR COMMUNITIES TOENHANCED ECONOMICOPPORTUNITIES SPANSURBAN, RURAL ANDCOASTAL AREAS

Councillor Eileen Bosomworth, Leader, Scarborough Borough Council

(F) RESTORE CIVIC PRIDE ANDENGAGEMENT THROUGHCOMMUNITY-BASED RENAISSANCEIN MAJOR TOWNS

77. The fortunes of individual communitiesare inextricably linked to their localemployment, service and cultural centres. An integrated, community basedprogramme to regenerate the region’surban areas is critical to sustainabledevelopment. Yorkshire Forward and LocalAuthorities will deliver renaissanceprogrammes in a spread of towns acrossthe region, including large urban centressuch as Barnsley, Huddersfield, Doncaster,and Wakefield and coastal towns such asGrimsby and Scarborough.

The approach will reflect the scale anddiversity of towns in the region, andpotential for larger and strategicallypositioned towns to act as drivers of growth(see paragraphs 91-107). The process willinclude formulating ‘Town Teams’ toestablish a long term strategic vision foreach urban centre, building communitycapacity and aspirations, making linksacross issues such as housing, transportand business development, and deliveringimaginative but realisable action plans. Theregion will build capacity and skills inurban renaissance and regeneration,taking advantage of its centres ofexcellence.

(G) CONNECT THOSE AT MOSTDISADVANTAGE TO LABOUR MARKETOPPORTUNITIES, THROUGHLEARNING AND SKILLS ACQUISITION

78. Interventions must address the barriersfacing those at most disadvantage.Bringing together Jobcentre Plus, skillsproviders and employers, the region willtackle skills gaps – for example inconstruction – as a prime route to connect10,000 young people from deprivedcommunities into jobs and learning.

This will include the roll-out of vocationalpathways to skilled work, improving localparticipation rates in higher education,and mainstreaming childcare bycapitalising on the increase in Sure Startand children’s centres announced in theSpending Review. Jobcentre Plus, togetherwith the voluntary and community sectorwill lead efforts to connect adults at mostdisadvantage – including those from blackand minority ethnic communities andpeople with disabilities – to jobs, makinglinks to local neighbourhood renewalfunding and SRB schemes.

(H) CREATE A BROADER ANDSTRONGER ECONOMIC BASE FORRURAL COMMUNITIES

79. A renaissance agenda for ruralYorkshire and Humber will focus onensuring that rural communities are notonly attractive places to live, and often tovisit, but that they attract jobs andinvestment. Market towns are the driversof this rural renaissance, and investment inskills and support to develop long term,community-based visions for their future iscritical. Agriculture is especially important,but rural areas will make connections withpriority clusters, as well as benefiting frominvestment in tourism. Businesses in ruralYorkshire and Humber will maximise theeconomic benefits of their location, withbusiness support focused on specificcircumstances of rural businesses,especially marketing, ICT supportand access.

This more diverse and sustainableeconomic base will be more accessible tothe whole rural community through actionto tackle transport, housing and serviceprovision, and connections made betweenmarket towns and their wider rural hinterland.

(E) BOOST THE ROLE OF THEREGION’S FIVE KEY CITIES ASDRIVERS OF EMPLOYMENT GROWTH

76. URCs in Sheffield, Hull and Bradfordwill drive forward programmes of action toregenerate and revitalise these cities andgenerate job growth. Similar programmeswill be developed in Leeds to further buildon the city’s success and enhance itsprofile as a regional capital and Europeancity, focusing on the city centre and the AireValley, and in York to utilise the city’s hightechnology assets – chiefly through theScience City initiative.

The cities will identify how they can bestdevelop initiatives that allow them to sharecommon problems and solutions.

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(B) MAINSTREAM PREVENTION OFCRIME AND HEALTH INEQUALITIESINTO REGENERATION ACTIVITIES

73. A Strategic Agreement between theNHS and health sector and key regionalagencies will be developed to help combathealth inequalities. This will be linked to anenhanced role for the NHS and healthsector in mainstreaming action to tacklehealth issues and inequalities inregeneration activities.

The regional crime and disorderpartnerships will ensure crime reductioninitiatives and community safety strategiesare aligned with regeneration activities inthe region.

(C) BUILD THE CAPACITY OF PEOPLE AND BUSINESSES TOCONTRIBUTE TO AND BENEFIT FROM REGENERATION

74. The region will promote communityparticipation in regeneration and utilisethe “Active Partners” guide as a tool tosupport this. It will demonstrate tobusinesses the benefits of investing incommunities as part of a corporate socialresponsibility approach.

The region will map regeneration activity inthe 20% most deprived wards and provideresources to build local capacity to driveregeneration in areas without access toresources such as neighbourhood renewal funding.

(D) STIMULATE SOCIAL ENTERPRISE

75. Social enterprises have benefits withinand beyond regeneration programmes, as recognised in the Social EconomyFramework for Yorkshire and Humber.Inner-urban neighbourhoods have under-utilised competitive advantages of closeproximity to city centres and buoyantmarkets, as well as communities withuntapped skills, often from minority ethnic communities.

The region will increase the number ofsocial enterprises, utilise resources like thePhoenix Fund, and support agencies, suchas development trusts and GroundworkTrusts, that can deliver long termregeneration through an income generatingasset base. There are strong links betweenthis goal and Objectives 1 and 2 of the RESon starting and growing businesses.

The region’s Social Economy Frameworkwill play a vital role in setting the directionfor the social economy and ensuring co-ordination.

(A) TRANSFORM THE MOSTDISADVANTAGEDNEIGHBOURHOODS INTOSUSTAINABLE COMMUNITIES

72. Transformation of deprived areas is along-term process that will require acombination of partnership, commitment,good practice and resources. Regenerationfunding programmes should be powerfulcatalysts for ‘joined-up’ policy and action,and the process should be simple, flexibleand accessible at neighbourhood level.Local Strategic Partnerships will work withcommunity empowerment networks andlocal people to deliver regenerationprogrammes in targeted areas of deprivation.

These should ‘bend’ mainstream spendingas well as utilise SRB, NeighbourhoodRenewal, European Structural Funds,Single Pot, Lottery funding and otherresources. In cases of major economicrestructuring – such as foot and mouth andthe Selby coalfield closures – regenerationpackages will be developed, makingappropriate linkages between specificlocalities and the wider areas with which they connect.

“ “THERE IS FANTASTICPOTENTIAL FOR CITIES TOWORK TOGETHER TO DRIVELOCAL SUCCESS ANDREGIONAL GROWTH

Bob Kerslake, Chief Executive, Sheffield City Council

“ “

WE WILL WORK WITHBUSINESSES, COMMUNITIESAND OTHER PARTNERS TO DEVELOP BOTTOM LINEBENEFITS THROUGHRESPONSIBLE BUSINESSPRACTICE

Pam Lee, Regional Director, Business in the Community

“ “

TOWNS NEED TO LOOKTO THE FUTURE TO PLAN INTHE PRESENT. URBANRENAISSANCE WORK WILLMEAN FOLLOWING UP ASHARED LOCAL VISION WITHPRACTICAL ACTION TODELIVER IT

Mayor Martin Winter, Doncaster Metropolitan Borough Council

SOUTH PROMENADE, BRIDLINGTON

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PROGRESS SINCE 2000 AGAINST KEY CHALLENGESACHIEVING THE TARGET OF CUTTING GREENHOUSE GASES BY OVER A FIFTH FROM 1990 TO 2010 ACTSAS AN UMBRELLA TARGET FOR MANY ENVIRONMENTAL AND INFRASTRUCTURE ISSUES, SUCH ASACTION ON ENERGY GENERATION AND EFFICIENCY, WASTE MINIMISATION, TRANSPORT AND PLANNING.EARLY EVIDENCE SHOWS IMPROVEMENTS IN ENERGY EFFICIENCY AND CONSUMPTION BEING PARTIALLYOFFSET BY INCREASED TRAFFIC GROWTH.

80. Infrastructure is critical to futureprosperity. Transport is a major issue in theregion, and one that affects businesssuccess, quality of life and sustainability.Measures are required that reduce theneed for travel and improve publictransport, especially by rail between Leedsand Sheffield, along the East Coastmainline, with other parts of the UKincluding Manchester and the North Westand between London and Hull and Londonand Sheffield. Strong international airservices are essential. The region needs tosupport the case for long-term investmentin these priorities.

The Yorkshire and Humber Assembly willtake the overview of wider action on social,economic and environmental issues inAdvancing Together, the RegionalSustainable Development Framework andin Regional Planning Guidance.Joint consultation events and

sustainability appraisals have ensuredclose strategic fit between this Strategyand RPG.

81. The region will conserve and optimisethe use of its environment. This includesimproving the quality of air, water, land andbuildings, as well as conserving andenhancing assets such as National Parks,forests and important habitats.

Action to promote renewable energy,attractive environments and resourceefficiency will improve competitiveness andinvestment potential and support theregion’s ambitious target to cut greenhousegas emissions. Sound environmentalmanagement is a hallmark of world classbusinesses, and also links to Objectives 1and 2 of this Strategy. There are stronglinks between the region’s environmentaland cultural assets (see Objective 3) andthese will be reflected in theimplementation of both Objectives.

82. The region has a good portfolio ofstrategic sites, and must ensure that theright spread of small and large sites isavailable to meet the needs of businessand investors. In line with urbanrenaissance and the sequential approachin RPG, the priority will be development onbrownfield sites that meet business needs,and which enjoy good access by publictransport for local communities.

This will increasingly mean the focus ofdevelopment is on existing urban centresas well as the planned Development Zones(see Objective 6b). Sites and builtdevelopments should be of the qualitydemanded by the region’s growth sectors,enjoy excellent ICT infrastructure, and highenvironmental and energy standards. TableSix sets out who will carry out priorityactions between 2003 and 2006 toachieve the key deliverables.

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(A) PROVIDE INTEGRATEDREGIONAL ECONOMIC,PLANNING, TRANSPORTAND HOUSINGFRAMEWORKS

(B) DEVELOP SUSTAINABLESTRATEGIC DEVELOPMENTAND TRADE ZONES

(C) OPTIMISE THE AVAILABILITYOF LAND AND PROPERTYFOR BUSINESS

(D) IMPROVE TRANSPORTPROVISION ANDACCESSIBILITY

(E) DEVELOP PHYSICALINFRASTRUCTURE ANDCONNECTIVITY TO SUPPORTTHE USE OF E-TECHNOLOGY

(F) PROTECT AND ENHANCETHE REGION’SENVIRONMENT

(G) MAKE PRUDENT ANDEFFICIENT USE OF ENERGYAND NATURAL RESOURCES

(H) TACKLE BARRIERS TOLABOUR MARKET MOBILITY

WHAT(Deliverables)

HOW(3 Year Actions)

WHEN(Start)

WHO(Lead)

i) Integrate regional economic, planning, transport and housing frameworks

i) Implement comprehensive re-development in urban centres consistent withrenaissance policies

ii) Deliver business growth in the Humber Trade Zone

iii) Deliver business growth in Strategic Economic Zones in South Yorkshire

i) Ensure availability of land & property and utility infrastructure for business

ii) Develop niche property products for clusters

iii) Promote sustainable construction techniques to ensure readiness for new and long term markets

i) Ensure early action to deliver the seven regional transport priorities

i) Stimulate demand for existing broadband facilities and address market failure inprovision of broadband

ii) Ensure the region’s property product is e-enabled

iii) Utilise ICT to reduce the need to travel

i) Harness potential of the environmental economy

ii) Integrate sustainable development principles into key strategies, projects andinvestment decisions

iii) Address the impacts of climate change

iv) Analyse potential impact of flood risk on regional economy and recommendpotential responses

i) Drive forward action under Regional Energy Forum

ii) Develop “Waste to work” projects creating jobs and growth through wasteminimisation and recycling

iii) Develop projects to reduce greenhouse gases

i) Develop labour mobility study and pilot projects

Yorkshire and Humber Assembly

Yorkshire Forward +Local Authorities + Private Sector

Private sector

Yorkshire Forward

Yorkshire and Humber Assembly+ Yorkshire Forward

Private sector and Government Office

Yorkshire and Humber Assembly+ Yorkshire Forward

Environment Agency

Yorkshire Forward + Environment sector partners*

Yorkshire Forward

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2003

2003

2003

2003

2003

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2003

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“ “WORKING TOGETHER, THE REGION CAN COUPLEECONOMIC SUCCESS WITH ENVIRONMENTALIMPROVEMENTS

Andrew Wood, Regional Director,Environment Agency

* Including the co-ordination role of the Regional Environment Forum

(A) PROVIDE INTEGRATED REGIONALECONOMIC, PLANNING, TRANSPORTAND HOUSING FRAMEWORKS

83. Building on a study commissioned byYorkshire Futures, the region will ensurethat economic strategies and plans aredovetailed with Regional PlanningGuidance, the Regional Transport Plan,Regional Sustainable DevelopmentFramework and the new Regional HousingStrategy. This will promote sustainableeconomic growth and support the region’s contribution to national environmental targets.

(B) DEVELOP SUSTAINABLESTRATEGIC DEVELOPMENT AND TRADE ZONES

84. The region will deliver definedgeographical areas of integrated,sustainable economic growth. These willinclude the Humber Trade Zone to utilisethe potential of the Humber ports, andthree Strategic Economic Zones (SEZs) inSouth Yorkshire, including the DearneValley. It will promote development inurban centres.

The selection of priorities andimplementation of projects within theurban centres, SEZ, and Humber TradeZone will build links to clusters,employment, skills and inclusion issues. They will maximise access to localcommunities, especially by publictransport, exploit rail freight potential, andincorporate environmental good practice.

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(C) OPTIMISE THE AVAILABILITY OF LAND AND PROPERTY FOR BUSINESS

85. Yorkshire and Humber will have suitableland and property with appropriate utilityinfrastructure, available for businesses.

The region will adopt a targeted approachthat adheres to Regional Planning Guidanceand focuses on supporting urban and ruralrenaissance rather than an ad hocapproach. Niche property products will bedeveloped to fill gaps in the market. Site selection will take account of businessdemand, and wider issues such as re-usingland and buildings, avoiding negativeimpacts on sites with high wildlife orrecreational value, and ensuring goodaccess by public transport.

The region will promote sustainableconstruction techniques and utilisedevelopments that are exemplars ofsustainable practice to build regional profileand spread good practice. The region will doso with an eye to the longer term, whenbuilding sustainably could become an entrycriterion to key international markets.

(D) IMPROVE TRANSPORT PROVISION AND ACCESSIBILITY

86. The region will ensure early action istaken through the Government’s Ten-YearPlan for Transport to deliver the sevenregional transport priorities. These arecurrently: Trans-Pennine links; strategicnorth-south routes; Leeds to Sheffieldcorridor; development of air transportation;ports and waterways; access to strategiceconomic zones; and strategic access toregional centres.

The region will plan physical development inthe light of RPG and these priorities so thatit minimises traffic generation and resultingcongestion and pollution. Local transportplans will be the prime vehicle for meetinglocal transport needs and for makingimportant sub-regional connections, forexample on east-west links and to ourcoastline. RPG is currently under review andany change to the transport priorities will bereflected in the delivery of the RES.

(F) PROTECT AND ENHANCE THEREGION’S ENVIRONMENT

88. The region will conserve and utilise itsnatural environment. This will includeinnovative projects to harness economicopportunity from our environmental assets(see also Objectives 1 and 3 and theregion’s Environmental Economy study).

It will integrate sustainability factors intodecision making. And it will address theopportunities and impacts of climatechange both within decision makingstructures and specific initiatives. This willlink with work to analyse the potentialimpact of flood risks on the regionaleconomy and implications for howdevelopment and water and landmanagement can minimise flood risk.

(E) DEVELOP PHYSICALINFRASTRUCTURE ANDCONNECTIVITY TO SUPPORT THEBEST AND MOST SUSTAINABLE USEOF E-TECHNOLOGY

87. In line with the e-region plan, the regionwill stimulate demand for existingbroadband facilities and address marketfailure in provision of broadband in theregion, including rural and disadvantagedareas. There is a need to ensure the region’sproperty product is e-enabled, and to utiliseICT to reduce the need to travel andencourage teleworking.

(G) MAKE PRUDENT AND EFFICIENT USE OF ENERGY ANDNATURAL RESOURCES

89. The region will develop new ways ofutilising energy and natural resources torelease economic value, including RegionalEnergy Forum action to promote renewableenergy, combined heat and power, energyefficiency and clean coal technology.“Waste to work” projects will back up theregional waste strategy by promoting jobs,social enterprise and business growththrough waste minimisation and use ofsecondary resources.

The potential to gain sustainability benefitsfrom woodland, forestry and agriculture willbe explored, and strategic interventions andprojects will reduce greenhouse gasemissions and promote the low carbon economy.

(H) TACKLE BARRIERS TO LABOURMARKET MOBILITY

90. Labour market mobility can be a barrierto economic growth, and have far-reachingimpacts on specific groups and localities.

Transport provision will be a keyconsideration in not only mainstreameconomic development but also theprovision of education and learning.Yorkshire Futures: the Regional IntelligenceNetwork will undertake research to gain aclearer understanding of the patterns andconstraints of labour mobility in the region.In addition, a series of pilot projects will beestablished to address barriers to labourmobility in deprived wards in areas such ascommunity transport, childcare, jobguarantee schemes and “taking learning tothe learner” initiatives.

“ “INTEGRATING PLANNING,INFRASTRUCTURE AND THEECONOMY WILL PROVIDE A LASTING PLATFORM FOR SUCCESS

Dave Merrett, Leader of York City Council and Chair, Yorkshire and Humber AssemblyRobust Infrastructure Commission

SEA FRONT, SCARBOROUGH

“ENVIRONMENTAL GOODPRACTICE PRESENTS GREATSCOPE FOR INNOVATION ANDBUSINESS OPPORTUNITY

Deborah Pedley, Environment Manager,Yorkshire Water and Member of the Yorkshireand Humber Assembly Sustainability Commission

““ DEVELOPING OURURBAN CENTRES AND THEHUMBER TRADE ZONE IS KEYTO MOVING THE HUMBERSUB-REGION FORWARD

Councillor Nic Dakin, Leader,North Lincolnshire Council

“

“ LOCAL AUTHORITIESHAVE A CRUCIAL ROLE TOPLAY IN ENSURING DELIVERYOF ENVIRONMENTALIMPROVEMENTS AT A LOCAL LEVEL

Councillor Kath Pinnock, Leader, Kirklees Metropolitan Council

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91. THIS STRATEGY WILL BEDELIVERED THROUGH THEDEVELOPMENT OF FIVE ACTIONPLANS – ONE REGIONAL ANDFOUR SUB-REGIONAL – THATWILL SET PRIORITIES FORACCESSING YORKSHIREFORWARD’S SINGLE POTFUNDING, AS WELL ASEUROPEAN FUNDS ANDPARTNERS’ MATCH FUNDING.The following section sets out the prioritiescurrently being developed through the sub-regional action plans. These will be refinedas the action plans are updated each year.It is tailored to the varying needs evident inthe region, and the RES CompanionDocument further outlines the spatialimplications of each Objective and how itaccords with Regional Planning Guidance.

The new sub-regional focus of RPG willprovide valuable additional guidance tosupport sub-regional action planning, forinstance on development locations andemployment land. Issues and opportunitiesoften cross sub-regional or regionalboundaries. The sub-regional summariesreflect the priorities of local partners butare not intended to suggest artificialdivisions. Wherever it adds value to do so,connections will be made across issues,localities, and between town, country andcoast. A good example is urban fringeareas, which combine both rural and urbancharacteristics and face particularchallenges and opportunities, for instancein relation to diversification, fuel crops andrenewable energy.

92. In South Yorkshire, nothing short of afundamental economic re-structuring isrequired to deliver this Strategy. Sheffieldwill be the key driver of economic growth inSouth Yorkshire. The physical manifestationof the South Yorkshire cluster developmentplans is to be largely achieved byinvestment in the four urban centres andthree Strategic Economic Zones(M1/M18/Dearne Valley). Development inthe urban centres will be driven bySheffield One (the URC) and therenaissance towns activity beingundertaken in Barnsley, Rotherham andDoncaster – which for example has notablepotential to drive growth based on itsstrategic location and transport hub role.The Integrated Development Plans (IDPs)for these areas aim to create distinctivebusiness investment districts through thedevelopment of new commercial and retailfloorspace, leisure and cultural facilitiesand transport improvements. This capitalinvestment will help to deliver Objectives 1,2, 3, and 6 of the RES.

93. Early action to deliver the EU ObjectiveOne Programme and this Strategy withregard to clusters involves theimplementation of Cluster DevelopmentPlans for South Yorkshire for creative anddigital industries, advanced manufacturingand metals; environmental and energytechnologies; bioscience; food; andtourism. These cluster development planswill contribute primarily towards thedelivery of RES Objectives 1 and 4, throughwork on skills/workforce development,supply chain relationships, collaborativeinitiatives and market development.Flagship projects include the AdvancedManufacturing Park, which is housed on a100 acre, former coalfield site at Waverleyin Rotherham. 1500 direct jobs are set tobe created on the Park within the first threeyears of occupation, as well as thousandsof learning opportunities ranging from entrylevel skills through to graduate and higherlevel senior management skills. Rural areasof South Yorkshire will benefit from theintegrated approach (through EU ObjectiveOne) to support the rural communitiesthrough the Yorkshire Rural Community Council.

94. Action to enhance the competitivenessof South Yorkshire’s businesses includesworkforce and company development;investment finance, via the South YorkshireInvestment Fund; more and betterresourcing for business start ups and spinouts from universities; targeted inwardinvestment programmes and betteraftercare for existing investors. This actionwill deliver elements of Objectives 2, 3, and4. An IT literacy and skills campaign andprogramme; a focus on tackling the lowlevel of basic skills; along with a

commitment to lifelong learning, are someof the actions which will be delivered inSouth Yorkshire which contribute to RESObjective 4. Work will be taken forward todeliver the strategic transport priorities thathave an impact upon the sub-region,specifically the Leeds – Sheffield corridor,strategic access to urban centresunderpinning urban renaissance andstrategic north-south links.

95. The priority will be to ensure that thegrowth of West Yorkshire is sustainableand continues to deliver a healthily diversemixed economy throughout the sub-region.Leeds will be the key driver of economicgrowth in the sub-region and indeed theregion, with an estimated 31,000 new jobslikely to be created over the next 10 years(that will not all be filled by residents ofLeeds). Activity in Leeds will focus upon thecity centre and the Aire Valley, the formerthrough renaissance work aimed atensuring the regional capital provides atruly international quality urbanenvironment. Addressing two speedeconomies across the sub-region – inLeeds, Wakefield, Huddersfield, Halifaxand particularly Bradford will be a key priority.

96. Early work will be undertaken on two ofthe regional clusters: digital industries andadvanced engineering and metals. Projectswill deliver work on: digital infrastructure;establishing a West Yorkshire NewTechnology Institute and other genericprogrammes to provide business support;incubation and skills training; developmentof the Leeds Internet Quarter; a WakefieldMedia and Creativity Centre; support forthe Kirklees Creative Sector DevelopmentProgramme; work to understand thecreative industries in Calderdale;collaboration with the Leeds FinancialServices Initiative; and support for theWest Yorkshire Manufacturing Initiativewhich aims to develop a manufacturingcluster in West Yorkshire. The above willdeliver elements of Objectives 1, 2, 4, and 6.

97. Business start up and growth aspectsof the RES will be delivered in WestYorkshire through the Business Linkincluding supporting high growth starts;entrepreneurial skills; and workspace. Thiswill deliver elements of Objectives 1, 2, 4and 5 of the RES. The Learning and SkillsCouncil will aim to improve employabilityand remove barriers to employment andstrengthen equal opportunities through:employment support (includingintermediate labour markets) andworkplace learning and wideningparticipation in learning. The aboveelements will help deliver Objectives 1, 4,and 5 of the RES.

98. The region will invest in Bradford tobenefit its rich mix of culturally diversecommunities. The URC in Bradford, aprivate sector led partnership backed byBradford Metropolitan District Council andYorkshire Forward, will deliver majorelements of the RES including increasedinvestor confidence; city centredevelopment based on an agreedmasterplan; increased competitiveness,image and quality of the city centre;increased knowledge based employmentand more city living.

It will be vital to ensure that all ofBradford’s people benefit from thiseconomic growth. This will progressObjectives 1, 3, 4, 5 and 6 of the RES.

99. Transport issues have a direct effect oncompetitiveness in West Yorkshire,reflecting the sub-region’s high populationdensity and growth centred around Leeds.Work on the regional strategic transportpriorities will look at the Leeds – SheffieldCorridor, Transpennine links and strategicaccess to urban centres underpinningurban renaissance (RES Objective 6). Thereis potential for the sub-region to benefitfrom the increased focus on tourism in theRES – through linked activity across Leeds,Bradford, Halifax and the South Pennines(RES Objective 3).

It also has a significant rural hinterland,encompassing large areas within all fiveunitary districts, ready to embrace newopportunities for growing a more diverserural economy, especially throughrenaissance market towns.

100. Activity in the Humber will focus uponbetter utilising the regional asset of theHumber ports complex across the Northand South banks and helping Hull to re-invent itself and tackle its key problem of education.

The following areas for intervention havebeen taken from the Humber Action Plan(RESHAP). Further development of theHumber Trade Zone (HTZ) will take placeparticularly in relation to investment instrategic sites and clusters. The priority willbe to address land and infrastructureissues such that the Trade Zone can act asthe key focus for cluster developmentactivity in the sub-region.

This activity will be based on ports andlogistics, chemicals, and the food anddrink sector utilising development assetssuch as Europarc and Normanby EnterprisePark. It also acknowledges the importanceof the Humber Estuary to the region andtowns such as the City of Hull, Grimsby,Immingham, Goole and Scunthorpe (RESObjectives 1, 3, and 6). It builds on work bythe Environment Agency on a HumberShoreline Management Plan. In line withRPG, it recognises that activity in and

around the Estuary should reflect itsnational and international importance forwildlife and promote sustainabledevelopment. Transport issues affectingthe Humber and HTZ development includeHumber Bridge road tolls and the impact ofthe proposed Central Railway Freightline.

101. Rural Renaissance programmes willbe developed aimed at encouragingdiversification and growth within the ruraleconomy and the improved prosperity ofmarket towns such as Market Weightonand Brigg. Similarly, the RESHAPaddresses the issue of coastal communityrestructuring in towns such as Hornsea,using support for tourism developmentincluding eco-tourism pilots in the Humberestuary.

Overcoming persistently high unemploymentrates and economic exclusion in the mainurban centres is a priority. The developmentof community capacity and socialenterprise and other initiatives such asSustainable Neighbourhoods aim to tacklehigh unemployment rates in Hull and Northand North East Lincolnshire (RESObjectives 5 and 6).

102. Hull CityBuild, the URC will revitaliseHull City Centre alongside the PioneeringHull campaign as part of the Top 10 Cityprogramme, as well as urban renaissanceinitiatives in towns such asGrimsby/Cleethorpes. Further areas forcluster development are also beingexploited through the e-businessenvironment work around knowledgeintensive industries and the digital cluster.This aims to exploit the relationshipbetween existing private sector investmentand broadband infrastructure.

Workforce development activity will belinked to the needs of the HTZ, as well as tothe tourism and construction sectors, witha focus on spin-out businesses run bygraduates, the Young Enterprise Initiative,and bespoke advice for the over-50s toincrease workforce participation rates (RESObjectives 1, 4, 5 and 6).

103. In York and North Yorkshire, the keystrategic objectives are to develop theopportunities in the York economy to act asa regional and sub regional economicdriver, to build a new economic base in theSelby, coastal and rural areas and toencourage the start up and growth of highvalue added businesses.

Sub-regional partners are developing atheme to enhance regional linkages,especially in areas with strong connectionsto the Leeds economy. These objectives areclosely integrated with sub-regionalbusiness, learning, investment andcommunity development strategies and toRES Objectives 1-6.

HARROGATEHULL

WHITBY

104. Science City York is a well-establishedinitiative building on research strengths inthe city and linked to the bioscience anddigital clusters. The city is a major tourismresource for the region and through workunder the core cities agenda, is examiningnew ways to develop its economic driverpotential. Employment sites will be criticaland could include former railway land andquality development at the University.

105. Coastal towns face significanteconomic and social disadvantage boththrough declining traditional industries andpoor communications links. Newopportunities in urban renaissance inScarborough and from the market towninitiative in Whitby are contributing towardsa step change in the approach to reversinglong term structural decline. Rural areasare now recovering from the foot andmouth epidemic.

This re-emphasised their economic fragilityand the need to support new entrepreneursin rural areas as well as dynamicbusinesses in traditional industries.Defining and implementing a new role formarket towns will be an integrated part ofthat process. Thirsk, Bentham, Malton,Whitby and Pateley Bridge are examples ofhow partnership working can address thechallenges faced by market towns and theirrural hinterlands.

In Selby, work has started to develop newopportunities so that the area can betterabsorb the shock of the announced closureof the coalfield. Utilising the strengths ofthe White Rose universities of Leeds,Sheffield and York, the region is bidding fora major European scientific research centreto be located in Selby – the EuropeanSpallation Source – which could provide a£1billion boost to the regional economy.

106. Much of the sub-region outside ofYork and Harrogate has a level of grossvalue added economic performance belowthe regional average. Supporting high valueadded businesses through support ofpriority clusters, and sectors such asbusiness and overseas tourism, food, anddigital industries are integral to addressingthis. A key issue is to ensure the provisionof modern telecommunications andbroadband connections throughout thesub-region.

107. The sub-region will address the skillrequirements needed to implement these objectives. Building sustainablecommunities and environments remains a core issue for York and North Yorkshire partners.

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108. THERE IS MUCH POTENTIAL TO MAKE CONSTRUCTIVE LINKS WITH THE OTHER ENGLISHREGIONS, SCOTLAND, WALES AND NORTHERN IRELAND. MOST OBVIOUSLY YORKSHIRE AND HUMBERSHARES BORDERS WITH THE NORTH WEST, NORTH EAST AND EAST MIDLANDS. WORKERS MAY WELLLIVE IN ONE OF THESE REGIONS AND WORK IN ANOTHER – FOR INSTANCE, SHEFFIELD’S TRAVEL TOWORK AREA EXTENDS WELL INTO THE EAST MIDLANDS, WHILST PEOPLE IN PARTS OF NORTHYORKSHIRE MAY BE AS LIKELY TO COMMUTE TO THE CITIES OF THE NORTH EAST AS TO THOSE WITHIN YORKSHIRE.

112. Besides assessing contribution totargets, project level appraisal, monitoringand evaluation should take into accountcross cutting themes, quality issues andfindings from sustainability appraisals. The Yorkshire and Humber Assembly and itscommissions will have a key role in monitoringprogress, linked to their scrutiny role. TheRES Companion Document further detailsand defines these targets. The Strategy willbe reviewed every three years withGovernment and annually within the region.The next review in 2005 will include a major review of the framework of targets.

113. Yorkshire Futures – the RegionalIntelligence Network – will produce anannual “Progress in the Region” reportanalysing progress against the region’stargets. The Network has been developeddue to the need for more accurateinformation about the region. It is steeredby a partnership chaired by YorkshireForward and includes the GovernmentOffice, Yorkshire and Humber Assembly,Public Health Observatories, local Learningand Skills Councils, Yorkshire Universities,and sub-regional partnerships. YorkshireFutures has four core functions to provide:quicker, fuller and more accurate data;forward looking research to prepare theregion for future events and trends; policyanalysis to improve decision making; andbenchmarking, evaluation and goodpractice. There will be continued work todevelop and apply joint monitoring andevaluation arrangements between keyfunding programmes, notably coveringEuropean Structural Funds and YorkshireForward’s “single pot”. These will combinerobust monitoring and appraisal with the need to keep programmes as clear,transparent and customer friendly as possible.

BEYO

ND

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RBO

UN

DARI

ES109. Yorkshire and Humber will networkwith other regions, learn from theirsuccesses and failures, and openlycommunicate our own experience. The three northern regions have 22universities, 100,000 graduates each year,seven airports and 13 major ports.Yorkshire and Humber is already co-operating with the other two northernregions on transport, clusters, ruralrenaissance and attracting inwardinvestment. On transport, the North WestRDA is preparing a common positionstatement on shared priorities. OneNorthEast is demonstrating how the threeregions are co-ordinating their approach tocluster development. Yorkshire andHumber is leading on cross-boundary ruralcollaboration, for instance on strategicagricultural issues such as opportunitiesfor organic farming in the North of England.Yorkshire and Humber actively trades withother UK regions, and many of the region’sbusinesses benefit from these trade links.

Regional agencies will take account ofthese linkages and consider when it is inour interests to work with others ratherthan alone. Examples include work oninvestment, supply chains, technologytransfer and clusters (e.g. chemicalsindustries in the Humber, Teesside and onthe Wirral have much in common and theNorthern regions are focusing on differentniches of bioscience). The region willdiscuss transport issues with neighbouringregions and will work with them to ensurethat cases for action that benefit more thanone region are well made and co-ordinated. Examples include the proposedFinningley airport, Transpennine links andon the East Coast and Midland main raillines into London.

110. Europe already has a significantimpact on the fortunes of our region, andits importance is likely to grow rather thandwindle. The region’s European StrategyBoard brings together all the key partnerson Europe including the Yorkshire andHumber Assembly, Yorkshire Forward,Government Office and MEPs. In the shortterm, much of Yorkshire and Humber, andespecially South Yorkshire, is utilisinginvestment from European StructuralFunds. The Region needs to make full useof these resources and to seek longer termsupport as required at the end of thecurrent EU Structural Fund Programmes.However, links go far beyond fundingrelationships. European policy – forexample on the Euro and social andenvironmental legislation – will haveimpacts on the region and regionalagencies must use good intelligence toinfluence and anticipate these andrespond accordingly. Trade with EUcountries – including across the North Seavia the Humber ports – is vital to manybusinesses, and the region needs toprepare for increased competition andtrading opportunities as the EU enlarges.Yorkshire and Humber also enjoys tradeand investment relationships with manyother countries, including a landmark tradeand investment pact with the fastestgrowing province in China, Zhejiang.Regional agencies will continue to developthese, and will also benchmark Yorkshire and the Humber against regions internationally.

MONITORING, REVIEW AND INTELLIGENCE111. This Strategy represents an excitingagenda for change for Yorkshire andHumber. It is backed up by clear andmeasurable targets and milestones for itsdelivery that have been agreed betweenYorkshire Forward, the Yorkshire andHumber Assembly and the GovernmentOffice (see Annex A). These targets are partof an overall regional monitoring andevaluation framework structured aroundsustainable development. This includeswider social and environmental indicatorsconsistent with Regional PlanningGuidance and the Regional SustainableDevelopment Framework.

TABLE SEVEN: REGIONAL TARGETS FRAMEWORK

ANNE

X A

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EXES

57

“EUROPE IS A VITALPARTNER... THROUGH TRADELINKS, POLICY CO-OPERATION, AND HELPING TOTRANSFORM PARTS OF THEREGION THROUGH SUPPORTSUCH AS THE £1.8 BILLIONOBJECTIVE 1 PROGRAMME INSOUTH YORKSHIRE

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ANN

EX B

ANN

EXES

58STRATEGIC LINKS BETWEEN THE RES AND EU STRUCTURAL FUND PROGRAMMES IN THE REGION

The table shows how the Priorities of the European Objective 1-3 Programmes fall within the six Objectives of the RES.

TABLE EIGHT: INTEGRATED REGIONAL STRATEGIESThis Table explains how Yorkshire and Humber has achieved true integration between the RES and other key strategies and frameworks. The Framework for Regional Employment and Skills Action consists of the deliverables shown in dark green in the table. A separate documenthas been produced to meet Government guidance, but the strategic framework, objectives and priority actions are identical to those in the RESand the two documents have been produced by the same people, consulting with the same partners, to the same timescale. Similarly, asmanufacturing accounts for around a fifth of the Yorkshire and Humber economy, the key manufacturing elements of the RES are shown in greybelow and can be represented in a document bringing together these different activities. The same is true for the e-region – shown in lightgreen – where a separate action plan has been produced.

Yorkshire and Humber would urge Government Departments to assess the coverage of relevant policy areas in this way, rather than seekingnew Strategies. The region has moved from strategy to action and wishes to expend its energy on delivery.

KEY

Shared deliverables with Framework for Regional Employment and Skills Action

Shared deliverables with Manufacturing Action Plan

Shared deliverables with E-region Plan

Key clusters

(MANUF) (E)

Business support

(MANUF) (FRESA)

Technology transfer andinnovation (MANUF)

E-business (E)

(MANUF)

Exports

(MANUF) (E)

Productivity/workforcedevelopment

(FRESA)(MANUF)

Enterpriseculture

Businesssupport

Enterprise skills(FRESA)

Access tofinance

(MANUF) (E)

High growthclusterbusinesses

(MANUF) (E)

Market the region(E)

Foreigninvestment

(MANUF) (E)

NHS Investment(FRESA)Public investment(FRESA)

Tourism

Culture

Lifelong Learningculture (FRESA)

Labour marketentrants

(FRESA) (MANUF)

Workforcedevelopment

(FRESA)(MANUF)

Quality of skills

provision (FRESA) (E)

Deprivedneighbourhoods

Health and crime

Community capacitybuilding

Community enterprise

Five key cities

Renaissance towns

Connecting people to jobs through skills (FRESA)

Rural communities (E)

Planning, transport andhousing strategies

Development zones

Land and property(MANUF)

Transport priorities(MANUF)

E-infrastructure (E)

Environment

Energy and natural resources(MANUF)

Labour mobility (FRESA)

(MANUF)

HIGHERBUSINESSBIRTH RATE

MORE PRIVATEAND PUBLICINVESTMENT

IMPROVEDEDUCATION,LEARNING ANDSKILLS

CONNECTINGPEOPLE TOECONOMICOPPORTUNITY

ENHANCEDENVIRONMENT ANDINFRASTRUCTURE

GROW EXISTINGBUSINESSES

ANN

EX C

ANN

EXES

59

IMPLEMENTATION OF CROSS CUTTING THEMES

Sustainable Development is recognised inthe RES as the umbrella theme that allregional activity should contributetowards. This means integrating economic,social and environmental factors to give abetter quality of life for everyone, now andin the future. The RES sets out six crosscutting themes which should permeate allinitiatives, both at the design stage and inproject implementation.

ENVIRONMENTAL GOOD PRACTICE

Should be incorporated into economicdevelopment; simultaneously conservingwhat is special about the region’senvironment, promoting highly efficient useof energy and natural resources, andharnessing environmental quality as aneconomic strength. Key points include:

• Encouraging the development of businesses/sectors with environmental, social and economic benefits;

• Promoting ‘resource efficiency’ (i.e. saving energy and cutting waste) in businesses and developments;

• Prioritising brownfield and mixed use development and focusing development on existing towns and cities to minimise travel generation;

• Promoting a high quality environment; and

• Fully considering long-term costs and benefits in decision-making.

PARTNERSHIP

Delivery should be through inclusive,effective partnerships involvingbusinesses, public agencies and thevoluntary and community sector, who plantogether to implement their distinctiveresponsibilities. Key elements ofpartnership include:

• Local Strategic Partnerships playing a key role through the formation of their own strategies which will feed into the development of sub-regional action plans;

• Ensuring key sub-regional and regional partnerships (e.g. Yorkshire and Humber Assembly, GOYH) are informed and supportive of initiatives; and

• Utilising a participative approach which responds to local needs and involves communities in decision making and delivery where possible.

GEOGRAPHIC ADAPTATION

The differing needs and characteristics ofplaces across the region makes a flexibleapproach essential. Delivery will differaccording to local needs, in both urbanand rural areas. Key points to address include:

• Ensuring strategies and actions considerthe needs of, and impacts on, rural communities and link to key programmes;

• Facilitating urban renaissance through promoting high quality development in towns and cities, and making them moreattractive places to live, work and invest; and

• Responding to identified needs in the four sub-regions and shaping action to fit with sub-regional action plans and local Community Plans.

SOCIAL INCLUSION AND DIVERSITY

The strategy will take account of andbenefit all those living and working in theregion. It will advance social issuesincluding health and health equality,culture, housing and community safety andwork proactively to connect people toeconomic opportunities. Key elements ofthe social inclusion agenda include:

• Designing projects to offer opportunities for deprived communities;

• Ensuring that the needs of potentially excluded groups (e.g. on race, gender, disability or age grounds) are considered, including access for disabled people in workplaces and housing; and

• Encouraging corporate social responsibility and good practice on diversity and equal opportunities.

CREATIVITY, INNOVATION AND TECHNOLOGY

We need to embrace radical innovative andimaginative thinking to benefit businessesand communities; including good use oftechnology and ICT in particular. Key pointsinclude:

• Fully utilising new technologies and ICT in line with the e-region plan;

• Ensuring robust evaluation, a learning culture and dissemination of good practice; and

• Encouraging creativity and lateral thinking about all the available options.

EMPLOYMENT AND SKILLS

The strategy will be designed and deliveredto contribute to improving skills, learningand the quality of employment in theregion. The integration of the Framework forRegional Employment and Skills Action(FRESA) into the heart of the RESreinforces the importance of these twostrands. The majority of RES activity willhave some impact on employment or skillslevels in the region. However, economicgrowth does not automatically translateinto learning, jobs, and quality of lifebenefits, so a proactive approach isneeded that addresses skills andemployment across the region’s activity.

ANN

EX D

ANN

EXES

60REGIONAL PLANS, FRAMEWORKS AND STRATEGIES: THE BIG PICTURE

LOCAL STRATEGIC PARTNERSHIP STRATEGIES AND COMMUNITY PLANS

REGIONALECONOMICSTRATEGY

REGIONAL PLANNING GUIDANCE

OTHER REGIONALSTRATEGIES/PLANS

REGIONAL SUSTAINABLE DEVELOPMENT FRAMEWORK

ANN

EX E

ANN

EXES

61

The RES is part of a framework of plans and strategies connecting every level from citizen to region, and the spectrum of issues the region must address to achieve sustainableimprovements in quality of life. The diagram provides a simplified representation of theselinks, placing emphasis on those pieces of the regional jigsaw the RES is most closelyrelated to. The RES Companion Document provides more information on the strategies and plans that are referred to.

Yorkshire and Humber’s approach is simple: local delivery of regional priorities andnational policy.

South Yorkshire

Sub-regionalaction plan

West Yorkshire

Sub-regionalaction plan

North Yorkshire

Sub-regionalaction plan

HumberSub-regionalaction plan

REGIONALACTION PLAN

ADVANCING TOGETHER

ADVANCING TOGETHER

GLOSSARY OF TERMS

Active Partners Toolkit produced by Yorkshire Forward tomeasure community participation ineconomic development

CAP Common Agricultural Policy

CBI Confederation of British Industry

Cluster Geographic concentrations of inter-connectedcompanies, specialised suppliers, serviceproviders, firms in related industries andassociated institutions (for example,universities and trade associations)in particular fields that compete butalso co-operate

DEFRA Department for the Environment, Food andRural Affairs

DfES Department for Employment and Skills

DTI Department of Trade and Industry

EBLO Education Business Link Organisation

EBPS Education Business Partnerships

E/business/Commerce Business/commerce which increasinglyutilises information and communicationTechnologies

EEF Engineering Employers Federation

European Structural Funds Four main ‘structural funds’ aim to enhanceeconomic and social cohesion and to improvethe structural imbalances across the EU bysupporting projects which create investmentand jobs, improve infrastructure, and enhanceeconomic and social development.

FDI Foreign Direct Investment

FE Further Education

FRESA Framework for Regional Employment andSkills Action

GDP Gross Domestic Product

GOYH Government Office for Yorkshire and theHumber

HE Higher Education

HTZ Humber Trade Zone

ICT Information and CommunicationsTechnologies

IiP Investors in People

IoD Institute of Directors

Jobcentre Plus The integrated Jobcentre and Benefits Agency

KPI Key Performance Indicator

LEA Local Education Authority

LLPs Local Learning Partnerships

LMI Labour Market Information

LLSCs Local Learning and Skills Councils

LSP Local Strategic Partnership

NDC New Deal for Communities

NVQ National Vocational Qualification

Objective 1 European Structural Funding Stream toregenerate areas with GDP below 75%of EU average

Progress in the Region An annual report produced by YorkshireFutures which looks at how the region hasperformed against its targets over theprevious year

Renaissance Towns An initiative that entails support for theProgramme development and delivery of a long-term

strategic vision for a town with involvementfrom partners across the area

R&D Research and Development

RPG Regional Planning Guidance

RSDF Regional Sustainable DevelopmentFramework

SBS Small Business Service

SEZ Strategic Economic Zone – three of thesezones for integrated development have beendesignated in South Yorkshire through the EUObjective 1 Programme

Single Pot Yorkshire Forward’s budget

SRB Single Regeneration Budget

SSC Sector Skills Council

SYIF South Yorkshire Investment Fund

Trickle Down An economic concept that assumes businessgrowth and investment will filter through tothose at most disadvantage without directlinks between the communities and theinvestment

TUC Trades Union Congress

Two-speed economies Economies in which there are areas of strongaffluence and employment beside areas ofsevere deprivation and unemployment

Ufl/Learndirect University for Industry/Learndirect

URC Urban Regeneration Company

YABA Yorkshire Association of Business Angels

Voluntary and Community ‘Voluntary and community’ refers to the groups/sector whole range of non-statutory local, interest,

community and faith groups and enterpriseswhose prime purpose is to improve social,economic or environmental well being ratherthan to make a profit for shareholders

Yorkshire and Humber The regional partnership organisation which Assembly develops and maintains Advancing Together,

the Regional Sustainable DevelopmentFramework, and Regional Planning Guidance.It acts as a voice for the region, promotingthe region and lobbying for Yorkshire and theHumber – in Whitehall and in Brussels.

YPEF Young People’s Enterprise Forum

YU Yorkshire Universities

GLO

SSAR

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