DONCASTER ECONOMIC STRATEGY: BUSINESS PLAN

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DONCASTER ECONOMIC STRATEGY: BUSINESS PLAN

  1. 1. Doncaster’s Economic Strategy Business Plan 2009-2012 Adopted 5th May 2009 1
  2. 2. Statement of Purpose ..........................................................................................................3 A Three Year Business Plan: Aligned to Strategic Planning Cycles ....................................5 The Economic Downturn…a key risk for Doncaster ............................................................5 A Living Document Business Plan Overview ......................................................................................................8 Aggregate Expenditure and Outcomes ................................................................................9 Doncaster’s Critical Path....................................................................................................10 Key Generic Risks .............................................................................................................11 THEME 1: Technology, Innovation and Enterprise ............................................................13 THEME 2: 21st Century Skilled and Diverse Workforce .....................................................19 THEME 3: Robin Hood’s Growth and Exceptional Connectivity ........................................28 THEME 5: Dynamic Urban Core........................................................................................36 THEMES 4+6: Economic Diversification, Sector Growth, Inward Investment....................43 THEMES 7 + 8: Social Regeneration and Economic Inclusion ..........................................51 THEME 9: Quality Housing ................................................................................................60 Strategic Management /Governance and Integration ........................................................70 Delivery and Management Arrangements..........................................................................68 Sustainability......................................................................................................................69 2
  3. 3. 1. Statement of Purpose 1.1 Doncaster’s Economic Strategy Business Plan alongside other documents such as the Sustainable Borough Strategy and the Local Area agreement sets out the means to achieve the vision: “By 2025 Doncaster will be a city of international significance, able to attract and retain a growing population with world class skills in the creative and technological industries that drive the regional economy.” 1.2 This vision will be recognised by achieving the following targets: • 34,500 more jobs, 10,000 of which are in high productivity sectors; • all sectors shifting towards higher skilled and value added jobs; • 36,000 more people of working age qualified to degree (or equivalent) level; • 15,600 more residents of working age into employment. 1.3 The vision and the targets require Doncaster to develop, over the next 15 years, a more diverse and higher skilled economy which engages with and competes in national and international markets. 1.4 Local Area Agreement performance indicators include milestones for 2008/09- 2010/11 towards these targets and cover: Indicator Target 2009/2010 Target 2010/2011 NI 151: Overall 72.5% (1% Increase 72.9% (1.4% employment rate. on baseline) increase on baseline) NI 152: Working age 14.4% (1.2% 14.0% (1.6% people on out of decrease on decrease on work benefits. baseline) baseline) NI 153: Working age 25.9% (3.8% 24.4% (5.3% people on out of decrease on decrease on work benefits in baseline) baseline) deprived areas. NI 154: Net 1230 1230 additional homes provided. NI 171: New 27.6 34.1 businesses registration rate. NI 163: Working age 71.4% (7.8% 73.8% (10.2% population qualified Increase on Increase on to: at least Level 2 or baseline) baseline) higher. NI 164: Working age 42.6% (4% Increase 45.2% (6.6% population qualified on baseline) Increase on to at least Level 3 or baseline) higher. NB: Due to the economic downturn agreement has been reached with Government Office to “freeze” these economic indicators for one year. The indicators will be reviewed by March 2010; once more information is available about the impact of the recession in Doncaster. 3
  4. 4. 1.5 Other performance indicators of a social and environmental nature also contribute to and benefit from economic wellbeing. 1.6 The necessary strategic interventions in Doncaster’s Economic Strategy to deliver these targets are: • stimulating technology, innovation and enterprise; • promoting a 21st Century skilled and diverse workforce; • exploiting Robin Hood’s growth and Doncaster’s exceptional connectivity; • repositioning Doncaster – inward investors, marketing and image; • fostering a dynamic urban core; • supporting economic diversification and sector growth; • social regeneration and working neighbourhoods; • economic inclusion; • quality housing offer. 1.7 Collectively these 9 thematic interventions will be progressed by attention to: • achievement of environmental sustainability; • exceptional quality of life and quality neighbourhoods; • delivery capacity. 4
  5. 5. 2. Doncaster’s Economic Strategy an evidence based approach… 2.1 Doncaster’s Economic Strategy was based on an in-depth analysis of the Borough and comparisons with other cities of a similar size in Europe. The proposals in the Strategy are, therefore, distinctively about Doncaster and are fully compatible with the Borough Strategy, the City Region Development Programme and the Regional Economic and Spatial Strategies. They pay due regard to national and European policies and seek to provide a comprehensive framework to promote Doncaster’s continued economic growth. 2.2 The economic strategy including associated background papers and evidence base can be downloaded from: http://www.doncaster.gov.uk/working_in_doncaster/economy_and_enterprise/an_ec onomic_strategy_for_the_borough.asp 2.3 To develop and apply the capacity to deliver across all 9 themes, the Business Plan has been prepared. It is a performance management tool to mobilise resources behind projects, which over 2009/10-2011/12, will take Doncaster towards the 2025 vision. 3. A Three Year Business Plan: Aligned to Strategic Planning Cycles 3.1 This 3-year window is the determined resolution of Doncaster’s partners to programme the transition required by the strategy. It is the control document for the Council and partners to track impacts of projects, their inter-dependencies with one another, within and between the nine thematic interventions and to ensure coherent delivery of local, city region, regional and national programmes in Doncaster. In this way, their integration and coordination is organised and managed to ensure advances across all themes, to prevent delays in one project, which might jeopardise the work of others. 3.2 The Business Plan is the first of a series of 3 year rolling business plans, which will work progressively towards the 2025 vision. This whole Council approach to regeneration will be kept under review, synchronised with other review cycles (such as the Local Area Agreement and Comprehensive Spending Review). This allows for new activities to be introduced and for current ones to cease or change, based on evidence of need and of performance and impacts. 4. The Economic Downturn…a key risk for Doncaster 4.1 The Economic Strategy and the portfolio of projects were conceived before the full extent of the current recessionary outlook was appreciated. This means that the main private sector drivers of economic development and employment will be curtailed and the pace of delivery of outputs will be slowed. There may be competing calls on available public sector resources to deal with consequences of recession. But counter-cyclical public investment envisaged by the Business Plan should help economic resilience. All partners with a stake in the future of Doncaster are committed to work together to mitigate the impact of the downturn. 4.2 Doncaster has been working with towns and cities across the region through the Yorkshire Cities network, to understand the likely impact of the economic downturn on the region. This work (in the form of a study) has highlighted that Doncaster’s long term strategy, critically the upskilling of the workforce and tackling economic deprivation and low aspirations, is the right one to deliver a long term improvement 5
  6. 6. in resilience and strengthen our local economy. Doncaster’s overall resilience score in 2008 was 48% higher than the 1998 figure i.e. it had improved by almost 50%. This was the greatest improvement of the nine Yorkshire Cities economies and significantly out-performed the Index average improvement of 29% (information will be available at: http://www.leedsinitiative.org/yorkshirecities/ as of 30th April 2009). This reaffirms that Doncaster’s long term direction will need to remain constant if we are to improve the Borough’s economic resilience and strength in the future. It also recognises the progress made to Doncaster’s local economy in recent years. 4.3 However the downturn will impact on all the themes of the Economic Strategy but it is difficult to predict the precise details. The unpredictability of the recession demands that risks to individual themes across the delivery of the Economic Strategy will need to be reviewed on an ongoing basis. 5. A Living Document… 5.1 For some thematic interventions in the Economic Strategy, it is premature and/or inappropriate to frame projects. This is because: • Preparatory processes, like the preparation of Area Action Plans to include in the Local Development Framework, have to be carried out first. • A broad direction of travel has been established but feasibility and consultation work is required prior to project design and specification. • Mobilisation and alignment of resources for implementation invariably takes longer than expected and projects can be contingent upon third party approval and commitment where realistic time frames must be factored into the Business Plan to avoid premature resource commitment. • Several fields of activity are conceived, managed and delivered on a regional, city region or sub-regional basis where a prior mapping of their delivery in Doncaster is required, followed by strategic conversations about scope for programme bending to Doncaster’s needs and followed by local-based interventions which complement main programmes. • Many projects are brought forward from the private sector therefore to judge what opportunities the market will identify would be premature. 5.2 The Business Plan, therefore, includes thematic workstreams as well as projects to implement and these workstreams need to be programmed, with resources allocated, coordinated and supported through to a project development stage. It is recognised that Doncaster needs to enhance its capacity and capabilities in terms of overall performance management and delivery. A separate section in the Plan attends to this need. 5.3 This programming approach goes beyond being a schedule of projects. The plan is how Doncaster will work to accomplish objectives and to manage quality, risk, communication and benefits. It is as important for what it represents in terms of culture, commitment and partnership as it is for what it contains in terms of projects. 5.4 One important way in which this will occur is in using the Business Plan as a basis for agreeing a Geographic Programme with Yorkshire Forward which will have two elements: • Yorkshire Forward directly funded local activity that will be delivered by local authorities or local partners and; • Yorkshire Forward’s regionally funded programmes that will be contracted regionally but have an impact within Doncaster. 6
  7. 7. 5.5 The Business Plan and Geographic Programme both take into account relevant national programmes and seek to optimise their delivery in Doncaster across the Council. 7
  8. 8. 6. Business Plan Overview 6.1 This Business Plan has been designed and constructed based on the identification, appraisal and selection of critically important projects and ancillary initiatives which can be procured and implemented to realise Doncaster’s economic ambitions. By ‘projects’ we mean a disciplined adherence to the following definition: “A unique set of coordinated activities, with definite starting and finishing points, undertaken by an individual or team, to meet specific objectives, with defined time, cost and performance parameters.” 6.2 The primary requirement of a project for inclusion in the Business Plan is that it is essential to implement Doncaster’s Economic Strategy. Subsidiary considerations are general conformity with other strategies, policies, plans and programmes of acknowledged importance. In this way, the Business Plan is strategy-led for impacts and avoids being funding-led and vulnerable to undue special case pleas. 6.3 The Business Plan and its projects portfolio is not however a rigid blueprint or Masterplan to the extent that, regardless of performance, extraneous events or unforeseen opportunities, it will not change. The dossier of projects provides the necessary robust control mechanism to accommodate contingencies yet is not going to be managed by command. This means that, at the time of writing, projects in the third year of the Plan are intended but not absolutely fixed. 6.4 All projects, their expenditures and their impacts (where these can be specified) are brigaded into one of 9 strategy themes. Each theme is not its own silo and this means that a project included under one particular theme can also make valid contributions to one or several other themes. 6.5 As noted above, the Business Plan also includes workstreams, which are precursors to project specification and design. These are as important for making strategic progress, as are projects. 6.6 As the first Business Plan, the portfolio of projects includes: • initiatives at various stages of being scoped – these relate to the Economic Strategy interventions where preparatory research, feasibility and consultation work are underway or proposed prior to designing and appraising projects; • projects where a plan has been approved and endorsed with a schedule for implementation and mobilisation is underway; • projects already approved and being delivered. 6.7 A consequence of this varying status is that, as yet, the collection of projects does not fully represent a programme, the definition for which is: “A group of projects and activities that is coordinated and managed as a unit such that they achieve outcomes and realise benefits.” 6.8 The resolve in Doncaster is to achieve a strong programming approach and to apply best practice to programme management and to project development and implementation. The strengthening of these functions is one of key benefits of the proposed changes in Development Directorate that seek to clarify the commissioning and delivery split between regeneration and economic development functions (see paragraph 19.3). 8
  9. 9. 6.9 The Business Plan will be a living document, constantly shifting as action is taken towards implementation. Through the lifecycle of the current business plan the projects will be continuously rationalised and challenged to identify added value and prioritise the schemes. The top priorities have currently been identified through the critical path (Section 8), which identifies schemes that are not only critical to Doncaster’s regeneration but have a significant impact on other activity. The priorities outlined within the themes of the Business Plan have been developed as a result of the evidence base gathered in the production of the Economic Strategy and been further developed through engagement with partners and theme leads. 6.10 The projects portfolio is mostly (but not exclusively) comprised of initiatives where DMBC is the lead agency. These initiatives have regard to other national, regional and sub-regional programmes being delivered in Doncaster, without attempting to document them all. There are also impending proposals from the private sector, some of which will require determination through statutory processes, which the Business Plan seeks not to prejudice. 6.11 The key structural economic drivers in the Business Plan relate to stimulating demand-led innovative enterprises, in selected and Doncaster-specific growth sectors, which require a skilled and adaptable workforce. In the short term, economic demand for investment, labour and skills is likely to be suppressed. This, though, does not mean that responsive supply-led programmes should cease or be scaled back because the purpose of the Plan is to plan ahead and what is started and prepared now takes time to be ready for use, whether this is employability, skills, infrastructure etc. This requires attention across the whole Borough in order to be inclusive and sustainable and has a critically important focus on Doncaster itself, and attention in the neighbourhoods. However the progress made on urban regeneration and renaissance has outpaced the capacity of the strategic transportation infrastructure to such an extent that removing these constraints is a pressing priority. 6.12 For these reasons, projects under the connectivity theme have to be addressed urgently if progress on other matters of structural economic importance is not to be blocked. This relates particularly to the duelling of White Rose Way, to Park ‘n’ Ride and Quality Bus Corridors. Furthermore, without this attention, the strategically important investments in a highway link to Finningley and Rossington and to the capacity of the M18 are in jeopardy and risk of further delay. 7. Aggregate Expenditure and Outcomes 7.1 Projects have been costed with finance programmed over the Business Plan’s three years and outputs provided for the majority of the projects. Projects have been included that are currently in development which ensures that the Business Plan works to encapsulate the wider regeneration picture and in these cases it would not be appropriate to include any costings but these will be developed over the lifespan of the business plan. 9
  10. 10. 8. Doncaster’s Critical Path 8.1 The Business Plan is designed to provide a balanced approach to regeneration. To this end projects have been significantly challenged to explore and identify interrelationships and dependencies. Through challenging the projects it has been possible to identify a critical path for Doncaster’s regeneration, highlighting schemes that are not only critical to Doncaster’s regeneration but have a significant impact on other activity. 8.2 The diagram below sets out the indicative timescales for the key economic development and regeneration priorities that are to be delivered over period of the Economic Strategy. These priorities have been drawn from across the themes of the Business Plan. Date Physical Regeneration Social Regeneration Date 2009 *Waterfront *Success Doncaster - Work 2009 Development Begins Skills and Enterprise Programme continues *Civic and Cultural Quarter Begins *Digital Region Begins Housing Growth Point Programme Begins 2010 *White Rose Way 2010 Begins 2011 M18 Junction 2/3 Success Doncaster Work 2011 Preliminary work. Skills and Enterprise Programme BSF Phase One 2012 BSF Phase Two 2012 2013 FARRRS scheduled to 2013 begin 2014 *Waterfront Gyratory BSF Phase Three 2014 Begins Taught degree awarding powers for University Status 2015 Interim work on M18 2015 2016 2016 2017 Housing Growth 2017 Programme Completes Major M18 Scheme 2018 University Status 2018 2019 2019 2020 BSF Complete 2020 *Key Projects that have been identified as critical to delivering the 2025 vision. **Timescales are indicative only. 10
  11. 11. 9. Key Generic Risks 9.1 Emerging alongside the critical path of the Business Plan are key generic risks that could, if not owned and managed across the authority, potentially threaten Doncaster’s ability to reach its full economic potential. It is essential that action be taken to mitigate against these risks. 9.2 Social regeneration is eclipsed by the physical regeneration: There is a need to ensure a truly balanced approach to regeneration. The physical regeneration of the Borough provides an exciting visual representation of economic growth but what cannot be forgotten is that without the social regeneration working in parallel the physical regeneration schemes will not realise their full potential. 9.3 Strategic Capacity is crucial to ensure that themes of the strategy are delivered and that all partners and resources from the private, public and voluntary sector are mobilised towards the priorities. This issue will be addressed in part through Yorkshire Forward’s Geographic Programme. 9.4 Economic Downturn: The economic downturn poses a threat to delivery against most, it not all, of the themes in the Economic Strategy. The immediate impact will be on job numbers and limitations being placed on economic growth. The downturn will also impact on the capital receipts for the authority, having detrimental impact on the level of physical regeneration that the authority can drive and deliver. There is also a long-term impact on priorities post 2011 as it is likely that the level of public sector funding beyond the current CSR period will be considerably less than is currently the case. 9.5 The credit crunch officially began in August 2007 with the US confirming they were in recession in December 2008 followed by the UK in January 2009. Doncaster has experienced an 80% increase in Job Seeker Allowance claimants over the last year, which compares relatively well with sub regional and national averages. The greatest percentage increases have been experienced in Thorne and Moorends, Rossington, Mexborough and Armthorpe, all of which increase by over 100% in the last year. 9.6 It is important to note that no-one is able to predict the severity, depth and length of the recession. The situation nationally and globally is changing on an almost daily basis – with each prediction seemingly more pessimistic than the last. For example, the Ernst and Young Item Club reported in mid-January that UK GDP could fall by 2.7% in 2009, compared with the Chancellor’s forecast of a fall of 1% in the November 2008 pre budget report. 9.7 The Yorkshire Cities study (referenced in 4.2) has highlighted that Doncaster’s long term strategy, to upskill the workforce and tackle economic deprivation and low aspirations, is the right one to deliver a long term improvement in resilience and strength in our local economy. A twin track strategy is proposed, comprising short and long-term actions: 9.8 Mitigate the short-term impact: By working together across our partnerships, with the Council providing a strong leadership role. We will provide as much support as possible to our communities, businesses and individuals to mitigate the impact of the downturn. 11
  12. 12. 9.9 Work for long-term gain: to improve Doncaster’s economy and build up future resilience and conditions for growth – fundamentally our long-term direction continues to be sound. 9.10 The short-term impact of the recession can be addressed by providing support to Doncaster’s communities, businesses and individuals. A cross partnership action group has been formed to coordinate action that can be taken to address the short- term pain of the credit crunch. Whilst providing as much assistance as possible to alleviate the short-term stress placed on the local economy by the credit crunch it is crucial that Doncaster does not lose sight of the long-term objective. This point cannot be overstated and is fully supported by the findings of the Yorkshire Cities study (Section 4.2). Work should be undertaken to prepare for the upturn and think long term to improve Doncaster’s future resilience by creating the conditions for businesses to thrive and locate to Doncaster (infrastructure, skills etc). 9.11 Each project will, as it is progressed, incorporate its own project-specific risk analysis, which is detailed in the subsequent chapters of the Business Plan. Case Study: A cross partnership action group has been established to coordinate the local response to the downturn. Amongst many actions the response has included improving access to information and support through dedicated phone line (01302 734554) and website (www.doncaster.gov.uk/support). The group are also in the various stages of developing new packages of support including housing, redundancy and financial support. The Future Prospect events, which have been held at the Hub, are designed to support individuals and have supported 300 residents to date. These events are now being rolled out to neighbourhoods and include all the major support agencies such as Job Centre Plus, Welfare Rights, Tribunal services and Success Doncaster. Business Link, Success Doncaster and the Chamber hosted a targeted business support event jointly in March 2009 with over 100 businesses attending and accessing support services and networking opportunities. 12
  13. 13. 10. THEME 1: Technology, Innovation and Enterprise Delivering Local Area Agreement Priorities: A Prosperous Place: Ensuring Doncaster takes its place alongside other great cities in terms of economic growth, design, housing and transport links: 1. Create enterprising and working neighbourhoods across the Borough; 2. Foster Innovation, Enterprise and Economic Diversification; Rationale and Background 10.1 The strategic rationale for this theme is the need for a greater intensity of knowledge-based, innovative and technology-using businesses and an accelerated rate of business formation and growth in an enterprise culture. Section 6.3 in the Economic Strategy describes in detail the baseline position and why this is such a key issue for Doncaster, this can be Case Study: found at: Evidence highlights innovation as one http://www.doncaster.gov.uk/working_i of the key success factors of a local n_doncaster/economy_and_enterprise/ economy. Doncaster wants to an_economic_strategy_for_the_boroug generate a culture of innovation and h.asp and further analysis of the critical engage businesses to become more success factors can be found at: innovative. To promote innovative http://www.doncaster.gov.uk/Images/Cr behaviour Doncaster hosted the first itical%20Success%20Factors%20- iFestival event at Robin Hood Airport: %205_tcm2-51687.pdf. Sustainable Transport – Design for 10.2 There are three components of this the Future in March 2009. Over 120 theme they include: delegates attended this cross boarder event (held in partnership with • Innovation and Technology; Yorkshire Forward and East Midlands • Enterprise and Business Start Up; Development Agency) that looked at • Accommodation to support promoting innovation in the transport Business. sector and ultimately closing the productivity gap. The free event was 10.3 In the field of technology and open to local businesses and innovation, these are not typical policy professionals working in this sector, areas developed and managed at a and showcased innovative ideas and local scale, so local partnerships technologies that are being developed traditionally have had limited in the East Midlands and Yorkshire involvement. The situation in and Humber that will address the Doncaster is unique insofar that a local issues surrounding sustainable innovation partnership has been transport in years to come. established and tasked to drive this forward, producing a detailed strategy and action plan and working within the regional innovation framework. 10.4 The landscape for roles and responsibilities in relation to publicly funded business support is now primarily set at a regional level. Business Support Simplification Programme (BSSP) aims to make it easier for companies and entrepreneurs to understand and access support. Success Doncaster (funded by the Government Local Enterprise Growth Initiative) is fostering an enterprise culture across the borough. Success Doncaster’s localised enterprise support delivery is complementary to other regional services, works in partnership with Business Link and will comply with the evolving BSSP. 13
  14. 14. 10.5 The Council as the Planning Authority and as an important owner of land and buildings has a vital role in ensuring the availability of accommodation for businesses. What are the priorities in this theme? 10.6 Proposals in relation to Innovation and Technology as cited in the emerging Doncaster Innovation Strategy are: 10.7 Fostering a Culture of Innovation • Working with Yorkshire Forward and the region’s knowledgebase to map services and initiatives, their penetration into Doncaster and local assets/needs; • Negotiating arrangements, protocols and service level agreements with, e.g. CICs, AMP, MAS, Science City York, AIDC Centre, Institute of Logistics etc. to enhance and engage with the innovation system through in-reach, networks, exchanges etc. including a low carbon logistics initiative and a transnational Interreg exchange. • Developing a schedule of events directly linked to the iFestival, working to promote Doncaster as a place for innovation and investment. • Developing a local organisation to drive the creation of an innovative culture working closely to the Business Support Simplification Programme. 10.8 Practical Application of Innovation • Including developing Doncaster’s innovation assets in business and through the College, e.g. DKE and an Open Faculty (student learning in hosted business environment). 10.9 Flagship Innovation Projects: • Enhancing and maximising the impact of the South Yorkshire Digital Region project in Doncaster; • Exploring (with Advanced Manufacturing Park) the potential for aviation renewables/recycling at RHADS; These priorities will work towards increasing the productivity of firms in Doncaster as well as improving business density and sector mix Cast Study: 10.10 These are activities and Success Doncaster to date has initiatives which have been scoped and supported 3220 individuals and where the next stage is to secure businesses across the Borough and project approvals and incorporation assisted 472 new businesses to start. into service plans. One of these businesses has been Steele Magnolia, a mother and 10.11 Proposals in relation to daughter who were assisted through Enterprise and Accommodation Success Doncaster to establish a include: business in Wheatley through the help • Continued delivery, of a business advisor. The business development and advisor provided assistance with enhancement of the Success managing the business accounts, Doncaster portfolio of managing cash flow and bidding for enterprise measures, which funding. Steele Magnolia is now seek to provide support to planning on expanding the business businesses to start, grow into wedding coordination and and prosper in Doncaster. corporate work. • Support for making available a range and spread of accessible and affordable workspace in the Success Doncaster target areas, through a prospectus commissioning approach based 14
  15. 15. on a Property Investment Fund and through the planning and regeneration processes. 10.12 Success Doncaster is being delivered and proposals to enhance and extend the holistic portfolio of support are at the approval stage. Proposals for workspace initiatives have been scoped and are proceeding through the approvals stage. The work undertaken by Success Doncaster is designed to support individuals to start businesses and support businesses to grow and prosper in Doncaster. Ensuring that there is suitable and affordable workspace available across the Borough for new starts or growing business is an important strand in promoting enterprise and will be achieved through this priority. Risks and Issues 10.13 Innovation is a new area of work for the authority to take a lead on. This poses a risk as new methods of working and expertise will be called on to deliver against this priority. In the short term innovation potentially offers relief from the short-term pain of the economic downturn by presenting new opportunities to expand and diversify businesses and organisations. 10.14 Capacity implications of the proposals for the innovation theme are subject to further development but an overarching principle is to maximise the effective use of mainstream resources, including external resources and ensure that they benefit Doncaster. 10.15 The economic downturn presents a challenge to the Success Doncaster Programme, as the credit crunch will impact upon the programmes short term ability to achieve the targets set around VAT registrations and the programme has been flexible to ensure that businesses who are experiencing difficulties in the current economic climate are supported. Resources and Impacts 10.16 Resource implications are not yet fully determined for the Innovation and Technology proposals due to the developmental nature of this theme. The proposals through the Enterprise theme (and workspace) are fully costed and have clear outputs. However the provision of the appropriate accommodation to support business are subject to securing appropriate funding to match ERDF resources. 10.17 Outputs/impacts to be delivered are subject to further development work on Innovation and Technology. Success Doncaster outputs up to 2009/10 are profiled. The Workspace (Ladder of Accommodation) proposals have the potential to deliver 125,000-150,000 sq ft of new/improved floorspace and accommodate up to 645 SMEs, supporting 1,100 jobs. 10.18 For the Technology, Innovation and Enterprise theme, projects with cost estimates provided total approximately £29m to which the balance of the LEGI funding can be added. Where targets have been estimated, these relate to businesses started, some becoming VAT registered and to jobs created. Who is leading each section? 10.19 The lead roles on managing the proposals are fulfilled within the Development Directorate of DMBC and include the commissioning of delivery. 15
  16. 16. Who are the key partners? 10.20 For Innovation the key partners include Yorkshire Forward, Business Link, Doncaster College, Doncaster Chamber and private sector representatives. 10.21 For Enterprise the key partners include Success Doncaster, Business Link, Doncaster Chamber and Yorkshire Forward. 10.22 For Accommodation the key partners include Success Doncaster, Invest in Doncaster and Yorkshire Forward. 10.21 Sources of finance to be used/sought include DMBC, LEGI, ERDF, Single Pot and third party (including private sector) finance, which is project-specific. 16
  17. 17. Activity Outputs Impact LAA Indicator Status Resources Timeline Success • 550 Business Start Ups • Support for NI 171 Delivery In place £19.4 million 2008- Doncaster • 719 New Jobs Created individuals to start NI 151 through LEGI 2011 • 250 VAT Registrations businesses. NI 152 • £60m Inward Investment • Support for NI 153 businesses to grow NI 117 and prosper. Enhanced • Business Start ups • Support for NI 171 At approval stage ERDF P3 Bid for 2009- Success • New Jobs Created individuals to start NI 151 £4million secured March Doncaster • Figures to be agreed businesses. NI 152 (subject to full 2011 Activity with Yorkshire Forward • Support for NI 153 business plan businesses to grow NI 117 approval). and prosper. Innovation • Businesses supported. • Increased NI 151 Application Stage ERDF P2 Bid 2009 – Stimulation • Number of businesses productivity in NI 117 Submitted for £800k. 2012 accessing innovation firms. Awaiting decision. assistance. • Improved business • Generate an increase density and sector concentration of mix. innovators. • More innovation in Doncaster. • More Doncaster firms access innovation support. • Raising aspirations of organisations in Doncaster. Practical • To increase the number • Increased NI 151 In Development To be sought. 2009 – Application of organisations productivity in NI 117 (subject to of accessing innovation firms. funding) Innovation assistance. • Improved business • Increased uptake of the density and sector Innovation Vouchers mix. from Doncaster. • Generate an 17
  18. 18. Activity Outputs Impact LAA Indicator Status Resources Timeline • To improve Doncaster’s increased European Innovation concentration of Score. innovation behaviour. • Developing a strong culture of innovation. Flag Ship • To improve Doncaster’s • Increased NI 151 In development Aviation composite Ongoing Innovation European Innovation productivity in NI 117 feasibility study Projects Score. firms. commission by • To increase the number • Improved business Yorkshire Forward. of organisations density and sector Other funding sources accessing innovation mix. being explored. assistance. • Doncaster • Increase Doncaster’s becomes a leader presence as a leader of in innovation. innovation. • Provide innovation inspiration for other organisations in Doncaster. Managed • Study Completed • Affordable NI 171 Complete Complete 2008 Workspace workspace Study available across the Borough. Managed • 125,000-150,000sq ft of • Affordable NI 171 At Approval State £2.9 million funding 2009- Workspace new/improved floor workspace secured from Yorkshire 2012 Study space accommodating available across Forward (subject to full Implementat 645 SMEs and 1,100 the Borough. business plan approval). Match funding being ion jobs. explored. £600k secured through Rural Capitals. 18
  19. 19. 11. THEME 2: 21st Century Skilled and Diverse Workforce Delivering Local Area Agreement Priorities: A Prosperous Place: Ensuring Doncaster takes its place alongside other great cities in terms of economic growth, design, housing and transport links: 1. Create enterprising and working neighbourhoods across the Borough; 2. Foster Innovation, Enterprise and Economic Diversification; 5. Maximise the benefit of Robin Hood Doncaster Sheffield Airport to the Borough and the wider economy; Skills and Lifelong Learning: Giving local people the chance to take advantage of economic growth and enjoy a variety of creative, cultural and learning opportunities that improve their quality of life: 1. Raise aspirations and transform the skills levels of Doncaster’s working age population; 2. Raise aspirations and transform educational achievement; Rationale and Background 11.1 This theme is a parallel strategic imperative to the Technology, Innovation and Enterprise theme. See section 6.4 in Doncaster’s Economic Strategy http://www.doncaster.gov.uk/Images/Doncaster%27s%20Economic%20Strategy_tc m2-56047.pdf. Further analysis of the critical success factors can be found at http://www.doncaster.gov.uk/Images/Critical%20Success%20Factors%20- %205_tcm2-51687.pdf. 11.2 This theme aims to: • Equip competitive and growth-oriented local businesses with the workforce skills necessary for success; and • Ensure local people have the skills and qualifications to be able to take part in and benefit from local economic opportunities. 11.3 This theme is critical to both Doncaster’s future resilience to economic downturn and its ability to prosper in periods of economic growth. Skills have an impact across all Doncaster’s priorities and will be a key driver for increasing productivity in local businesses and raising the aspirations of residents. This theme of the Business Plan will ensure the sustainability of Doncaster’s future economic growth through equipping local people to access and maximise the opportunities available in the borough now and in the future. 11.4 The roles and responsibilities of key stakeholders relating to skills and learning are set to change significantly throughout the Business Plan period; Doncaster needs to ensure that external public sector resources are deployed in the borough to maximum effect so that available local resources can be targeted to add value. Investment in strategic policy analysis and labour market capacity is required in order to be able to fulfil these roles. The priorities included within this theme are not intended to capture all mainstream activity but rather intend to set out the direction of travel regarding the skills agenda and provide a framework of priorities for the use of additional public sector investment. 11.5 Development work on the skills agenda is currently underway and progress is being made on a framework of themes and underpinning activity to enable the achievement of challenging skills targets. The key themes to be addressed through the skills element of the business plan are: 19
  20. 20. Strategy and policy • Development of key projects and initiatives to support the skills agenda. • Benchmarking and alignment with national and regional skills policy. • Leverage and influencing – maximisation of the impact of mainstream skills provision in Doncaster. Young People • Development of key activity to raise the aspirations of young people in Doncaster to enter higher education and training and aim for high value-added employment. • Numeracy initiatives aimed at young Case Study: people and their parents. In April 2009 the Enterprising Doncaster launched the Skills Economic Inclusion/Worklessness Passport. The Skills Passport is a • Supporting workless people into project that has been developed in employment through apprenticeships partnership with the LSC and and progression from basic skills into Doncaster College as part of a sub further learning. regional initiative. This will allow Doncaster residents to demonstrate Workforce Development they have obtained basic • Workforce development through the employability skills that are required public sector and Doncaster’s key for employment using a branding that strategic sectors, information will be recognised across the sub- services for employers and use of region. The Skills Passport cohort public procurement to enhance skills will be identified through existing Job through suppliers. Mate caseload ensuring that • Development of an employability residents that require it most access programme, which intensifies the course. demand-led employer engagement, supports and embeds access to work and progress in work and enables businesses to increase productivity through workforce retention and development. Higher Skills • Higher skills development through supporting Doncaster College to achieve university status, through graduate retention and utilisation and raising young people’s aspirations. 11.6 New proposals for activity within this theme have been developed through a multi- agency group, have reached the scoping stage of development and continue to evolve as they are driven forward to delivery. These proposals are positioned to complement and add value to mainstream programmes of delivery that operate nationally or regionally and have a presence in Doncaster. 11.7 Doncaster’s BSF plans are critically important for this theme. Under the Social Regeneration theme, it is proposed to put extra resources into the planning and subsequent implementation so as to lever maximum added value from this planned (£200m) investment. 11.8 There is a list of the projects in this theme in the Annex, accompanied by project record sheets. 20
  21. 21. Risks and Issues 11.9 Strategic leadership on skills is a relatively new area of work for local authorities, and the Council will need to build capacity and call on new methods of working and expertise to deliver this priority. This risk is being addressed through joint working with key partners, led by the Council. 11.10 The capacity implications arising from the proposals for the skills theme are subject to further development work. The overarching principles are to maximise the effective use of mainstream resources, including those from external sources, and to build internal capacity to drive the agenda forwards. 11.11 The responsibilities of local authorities with regard to the skills agenda will increase significantly with the dissolution of the LSC in 2010. The LSC will be replaced with a new, streamlined Young People’s Learning Agency (YPLA), the Skills Funding Agency (SFA - for adult skills) and the National Apprenticeship Service (NAS). Doncaster Council will need to respond effectively to these changes in order to ensure the continued drive towards a highly skilled workforce. The key implications of the changes being implemented will be: • Local authorities will undertake strategic commissioning to ensure that every 16- 19 year old has a suitable place in learning or employment with training – this is seen as essential to the raising of the age of participation. • To achieve this, local authorities will organise themselves and plan in clusters that reflect travel to learn areas (Doncaster will be part of a South Yorkshire cluster). • A new legal category of sixth form colleges will be created with provision from these institutions being commissioned through the local authority. 11.12 It is important to recognise that, with regard to skills and qualifications, there is a delay between the delivery of projects and the impact upon targets. This should be taken into consideration when assessing the success of interventions, particularly in the short term. Resources and Impacts 11.13 Taking a strategic lead on skills (particularly adult skills) is a new agenda for the local authority and is still developmental in nature. Due to this, the resource implications of proposals for the skills theme are still emerging and are subject to further development work. The overarching principle is to maximise the effective use of mainstream resources, including those from external sources. In order to drive forward the skills agenda effectively, the local authority will need to build internal capacity and expertise in this field of work. 11.14 Outputs and impacts are subject to progress on the development of individual projects. The outputs from interventions will be appropriate to the aims and objectives stated in the Economic Strategy, Business Plan and Skills Strategy. Management and Finance 11.15 Management arrangements for this theme have yet to be finalised and will, inevitably, involve multi-agency approaches and the development of strategic capability in this field. 21
  22. 22. 11.16 The identification of new resources required is underway and is subject to further development work. The effects of various proposed reforms to stakeholder responsibilities are being explored and digested and actions are being developed to respond accordingly. Who is leading each section? 11.17 The lead roles on managing the proposals are being fulfilled within the Development Directorate of DMBC and include strategic planning and the commissioning of delivery activity. Who are the key partners? 11.18 Key partners on the skills agenda are the Learning and Skills Council (and its emerging successor organisations), Doncaster Council, Job Centre Plus, Doncaster College, local schools, Doncaster Chamber, Developing Skills Programme, Yorkshire Forward, and employers and training providers from the public, private and voluntary sectors. 22
  23. 23. Activity Outputs Impact LAA Status Resources Timeline Indicator Young People Doncaster • Increased proportion of • Ensure local people NI 163 University £4m identified in 2009-2013 Higher Doncaster residents have the skills and NI 164 Proposals In Geographic Education progressing to higher qualifications to be Development Programme to and Further and further education. able to take part in support FE/HE Education and benefit from ambition local economic opportunities. • Doncaster residents becoming more competitive in the labour market. Raising • Increased participation of • Ensure local people NI 163 In Development £3m identified 2009-2013 Aspirations Doncaster’s young have the skills and NI 164 through Geographic / Raising people in further and qualifications to be NI 78 (local) Programme – basic skills higher education. able to take part in NI 79 (local) “Aspirations” and benefit from local economic opportunities. Economic Inclusion/Worklessness Community • Increased numbers of • Ensure local people NI 163 Full specification Co-ordinated 2009-2011 Work and young people and adults have the skills and NI 164 currently in programme to be Skills gaining qualifications qualifications to be development. finalised but Programme through apprenticeship able to take part in anticipated this will : schemes. and benefit from incorporate a range Aspiration • Increased take-up of local economic of funding streams. Doncaster apprenticeships by opportunities. (Also Doncaster businesses included in and public sector Theme organisations. 7&8) Engagemen • Increased numbers of • Ensure local people NI 163 Range of providers Range of funding TBC 23
  24. 24. Activity Outputs Impact LAA Status Resources Timeline Indicator t and individuals engaged in have the skills and NI 164 deliver basic skills streams, but specific Progression basic skills and qualifications to be – added value activity at at Basic progressing to first full able to take part in through neighbourhood level Skills level 2 qualifications. and benefit from neighbourhood to stimulate demand Levels local economic activity. through WNF opportunities. Workforce Development Employabilit • Currently in • Equip competitive NI 163 Funding Secured £3 million from April 2009- y development. and growth NI 164 Geographic 2013. Programme orientated Programme (also businesses with the “Employment included in workforce skills Support” Outline Theme necessary for Business Plan 7&8) success. approved – Full • Having a ready Business Plan to be skilled workforce can considered in April be a key attraction 2009. for new and existing businesses. • Equip competitive and growth orientated businesses with the workforce skills necessary for success. Supporting • Supply chain upskilling. • Equip competitive NI 163 New areas of work Range of funding 2009 - Skills in • Construction. and growth NI 164 for the authority – dependant on exact Doncaster’s • Public Sector Skills. orientated elements are being proposals – link to Key Sectors businesses with the developed. sector specialism / workforce skills additional skills necessary for capacity 24
  25. 25. Activity Outputs Impact LAA Status Resources Timeline Indicator success. • Having a ready skilled workforce can be a key attraction for new and existing businesses. • Equip competitive and growth orientated businesses with the workforce skills necessary for success. Skills • Increased clarity on skills • Equip competitive NI 163 Full business plan £3 million from 2009- Information provision and access for and growth NI 164 submitted to YF Geographic Tool for businesses orientated Programme Employers • Increased demand for businesses with the “Employment skills from businesses. workforce skills Support”. necessary for Outline Business success. Plan approved – Full • Having a ready Business Plan to be skilled workforce can considered in April be a key attraction 2009. for new and existing businesses. • Equip competitive and growth orientated businesses with the workforce skills necessary for success. 25
  26. 26. Activity Outputs Impact LAA Status Resources Timeline Indicator Skills • Increased clarity on • Equip competitive NI 163 Underway Funded jointly by 2009/10 survey to demand for skills from and growth NI 164 LSC / DMBC / (Q1&2) local businesses orientated Chamber businesses businesses with the workforce skills necessary for success. • Having a ready skilled workforce can be a key attraction for new and existing businesses. • Equip competitive and growth orientated businesses with the workforce skills necessary for success. Higher Skills Higher level • Increased proportion of • Having a ready NI 163 In Development £750k within 2009-12 skills, Doncaster residents with skilled workforce can NI 164 Geographic including higher skills. be a key attraction Programme “higher developmen • Increased number of for new and existing level skills” t of young people businesses. University progressing to higher • Ensuring Doncaster education. residents are competitive in the labour market. Doncaster • Increased proportion of • Having a ready NI 163 New area of work TBC TBC Graduate Doncaster residents skilled workforce can NI 164 for the authority - Offer educated to degree be a key attraction in development. 26
  27. 27. Activity Outputs Impact LAA Status Resources Timeline Indicator level. for new and existing businesses. • Ensuring Doncaster residents are competitive in the labour market. 27
  28. 28. 12. THEME 3: Robin Hood’s Growth and Exceptional Connectivity Delivering Local Area Agreement Priorities: A Prosperous Place: Ensuring Doncaster takes its place alongside other great cities in terms of economic growth, design, housing and transport links: 2. Foster Innovation, Enterprise and Economic Diversification; 4. Make the most of Doncaster’s Transport Connectivity; 5. Maximise the benefit of Robin Hood Doncaster Sheffield Airport to the Borough and the wider economy; Rationale and Background 12.1 The combination of RHADS and the Borough’s multi-modal strategic transport connections represents distinctive economic assets for Doncaster, which provide an extra competitive edge. Critical infrastructure constraints need to be removed to enable the potential to be realised (see 6.5 in the Economic Strategy http://www.doncaster.gov.uk/Images/Doncaster%27s%20Economic%20Strategy_tc m2-56047.pdf) and further analysis of the critical success factors can be found at http://www.doncaster.gov.uk/Images/Critical%20Success%20Factors%20- %205_tcm2-51687.pdf). 12.2 This theme is critical to exploiting the opportunities and potential of RHADS. Economic Strategy proposals relating to RHADS route development for passenger and freight traffic are for the RHADS operator and industry to progress. The Airport Development Masterplan is now out for consultation. 12.3 Processes through which to make progress on this theme are administratively complex and subject to statutory requirements. Transport infrastructure and services are a basic requirement for economic and other development and where the challenge is to synchronise investment whilst mitigating adverse impacts on development and on the transport network. Proposal and Status 12.4 Services within the Council have been reshaped and refocused around the key sectors and priorities contained in the Economic Strategy, with a specific focus on the aviation sector through the “Invest in Doncaster” team. The direction of the team has been informed by the development of an Aviation Strategy produced by industry experts that identifies the key elements of the aviation sector that Doncaster is best placed to exploit to maximise the economic impact of the airport these include: • Maintenance Repair and Overhaul Case Study: • Composite Recycling SYPTE have received support • Maximising freight opportunities from the Regional Transport • Incubated Aviation Industries Board for the Integr8 project, which will provide enhanced • Business Aviation bus facilities from south • Flight Training Doncaster to the Town Centre, improving access and 12.5 Proposals relating to surface connectivity connectivity to employment and (multi-modal) include: leisure for a previously isolated • Finningley/Rossington link road (FARRRS); neighbourhood. • Dualling White Rose Way; • Waterfront gyratory; • Park ‘n’ Ride and Quality Bus Corridor schemes; • Town centre connectivity and environmental improvements; 28
  29. 29. • RHADS rail station; • Carr lodge development and woodfield link road; • M18 widening between Junctions 2-3. 12.6 For most of the projects, design work has been undertaken and the economic and transport outline justifications prepared. Several are at the feasibility stage. 12.7 Most of these are subject to Government approval (including funding) and several will extend beyond the Business Plan period before they are complete. Further development in Doncaster Urban Centre is dependent on White Rose Way improvement and this is a critical programming priority for economic development purposes as well as for the transportation case. In addition to the major transport schemes identified there are a range of funding programmes improvements, road safety, development infrastructure, public transport, highway structures, maintenance, cycling and walking and air quality. The Local Transport Plan capital programme (approximately £6m per annum) is the main source of funding. 12.8 A list of projects in this theme is in the Annex, accompanied by project record sheets. Risks and Issues 12.9 To ensure a joined up approach to the airport partnership working will need to be strengthened between all key partners. Through this business plan development dialogue has already begun to rectify this and steps taken to make the improvements needed. 12.10There is a possibility that the current development at the airport could restrict the potential of rail connectivity in the long term. Rail must be recognised as vital to the expansion and success of the airport. 12.12 The economic downturn has reduced significantly the funding available from capital receipts, which places at risk some of the schemes that are reliant upon these receipts. 12.13 The development of the town centre could be placed at risk if White Rose Way is not delivered as the Highways Agency could intervene due to the problems this road causes on the regional motorway network. 12.14 The delivery of White Rose Way is crucial to unlock the land along the M18 corridor that has been highlighted as a key development site for the Borough. Development of this area will be completely dependent on the sequencing of White Rose Way, improvements to M18 and FARRRS. 12.15 The plans for the Waterfront Gyratory, which are improvements to the urban core road infrastructure, conflict with the plan for the markets as the current plan could potentially remove parking from the markets. These issues will need to be resolved before either project is progressed. 12.16 The Sheffield City Region plays a vital role in transport development and this must be recognised in order to gain access to key development sites via regionally important transport links. 29
  30. 30. Resources and Impacts 12.17 Resource implications, excluding M18 costs, over the Business Plan period are approximately £46m of which £32m is for White Rose Way. 12.18 Economic outputs and impacts of the transport related projects are key enablers for economic growth and social mobility. Failing to implement the transport projects could limit the impact of the other physical and social regeneration projects. 12.19 The Connectivity projects include proposals, which extend beyond the three-year timeframe of the Business Plan. For the period of 2009/10-2011/12, identified capital costs amount to approximately £46m, the bulk of which relates to White Rose Way. Economic outputs are not identified and would be mostly enabled rather than secured by the investment. Management and Finance 12.20 DMBC as the Highway and Planning Authority will be responsible for the majority of projects in this theme. 12.21 Most of the financing for projects in this theme will utilise resources of DMBC and secured through SYPTE, Regional Transport Board and the Department for Transport. Some ancillary investment may be secured from ERDF, Yorkshire Forward and developer contributions in specific instances. 12.22 Indicative figures suggest that exploiting RHADS will create direct employment for around 1,500 people by 2016 with annual GVA creation of some £25-50 million, an estimate that is considered to be very conservative. This is almost all additional to the expected employment generated by airport passenger activity. Typically, airports create 1,000 direct jobs and 2,000 indirect jobs for every million passengers. Who is leading each section? 12.23 The lead roles on managing the proposals are fulfilled within the Development Directorate of DMBC and include the commissioning of delivery. Who are the key partners? 12.24 The key partners are Invest in Doncaster, Directions, Robin Hood Airport and Doncaster College. 30
  31. 31. Activity Outputs Impact LAA Status Resources Timelin Indicator e Robin Hood’s Growth - Delivering the Aviation Strategy: Maintenanc In development. • Airport expansion NI 151 In Development TBC TBC e Repair can support growth NI 171 and in new industrial Overhaul sectors, as well as generate substantial direct employment. Composite In development. • Doncaster will NI 151 In Development Feasibility study 2009- Recycling become a leader NI 171 commission by onwards using innovative Yorkshire Forward. . technology. Business In development. • Providing the NI 151 In Development TBC TBC Aviation facilities to attract NI 171 larger business to Doncaster. • Airport expansion can support growth in new industrial sectors, as well as generate substantial direct employment. Incubated In development. • Attracting knowledge NI 151 In Development TBC 2009- Aviation intensive businesses NI 171 2012 Industries. to Doncaster to ensure economic resilience. • Airport expansion can support growth in new industrial sectors, as well as generate substantial 31
  32. 32. Activity Outputs Impact LAA Status Resources Timelin Indicator e direct employment. Flight In development. • Equip competitive NI 151 In Development TBC TBC Training and growth NI 171 orientated businesses with the workforce skills necessary for success. • Airport expansion can support growth in new industrial sectors, as well as generate substantial direct employment. Airport In development • Airport expansion NI 151 In Development TBC TBC Expansion can support growth NI 171 in new industrial sectors, as well as generate substantial direct employment. Aviation • Integrated partnership • Improved NI 151 Underway £50k secured from LEGI 2008 Strategy working. partnership working NI 171 Overarching • Joint marketing to to fully exploit Delivery potential non-airside opportunities at the investors together with airport. AMP. • Airport expansion • Closer communication can support growth with Peel Holdings in new industrial around identified sectors, as well as opportunities. generate substantial • Specific targeting of key direct employment. opportunity sectors. 32
  33. 33. Activity Outputs Impact LAA Status Resources Timelin Indicator e • RHADS aviation marketing reaches out to the global aviation investment community. • Maximise opportunities presented by improved connectivity. Exceptional Connectivity FARRRS • Deliver new highway link • Vital development NI 151 Plan Approved £173million: 2011 - from RHADS to M18 land will be NI 171 DMBC / LTP - £15m 2014 junction 3 north of unlocked. Developer Contributions Rossington with local • Improved access to - £55m connections to employment and Yorkshire Forward - regeneration sites. opportunities. £20m • New link facilitates • Decrease RFA - £83m regeneration congestions in the safeguarding creating Borough. jobs and reduces social exclusion by improving access to opportunities White Rose • Provide additional • Vital development NI 151 Plan Approved 2009/10 Capital 2009 - Way highway capacity along land will be NI 171 Programme secured for 2012 A6182 between M18 J3 unlocked. £2.696m. and Ladybank • Improved access to RTB endorsed £27.1m roundabout by employment and allocation for WRW, conversion to dual opportunities. MSBC is to be carriageway and new • Decrease submitted to DfT April bridge over eCML congestions in the 2009. • Reduce Congestion. Borough. M18 • Provision of additional • Vital development NI 151 In Development £10m contribution from Post Junction 2-3 highway capacity on the land will be NI 171 RTB during FARRRS 2014 Improveme development. A further 33
  34. 34. Activity Outputs Impact LAA Status Resources Timelin Indicator e nts M18 by additional traffic unlocked. £40m RTB contribution lanes to address • Improved access to for widening post congestion delay. employment and FARRRS. opportunities. • Decrease congestions in the Borough. Waterfront • Provide additional • Improved access to NI 151 Plan Approved £2.311m Secured from 2008 - Gyratory highway capacity at St employment and NI 171 Yorkshire Forward. 2016 George’s gyratory and opportunities. £1.22m DMBC Single Holmes Market to • Decrease Pot. facilitate access to congestions in the £2.2m ERDF (awaiting waterfront development. Borough. decision). • New link facilitates regeneration safeguarding creating jobs and reduces social exclusion by improving access to opportunities. Park and • Increased number of • Improved access to NI 151 Underway 2009/10 £0.1m 2011 - Rides journeys made to the employment and NI 171 2010/11 £0.1m 2013 town centre made on opportunities. 2011/12 £1.3m Capital buses. • Decrease Programme. • Reduced congestion. congestions in the 2012/13 £100k Borough. Regional Intreg8 package endorsed by RTB for £32m for the region. Quality Bus • Increased number of • Improved access to NI 151 Underway Previous funding bid Corridor journeys made on buses. employment and NI 171 applications were • Reduced congestion. opportunities. unsuccessful. 34
  35. 35. Activity Outputs Impact LAA Status Resources Timelin Indicator e • Decrease Resubmission of congestions in the applications might be Borough. possible due to changes in Yorkshire Forward’s priorities. Hallgate • Provides high quality • Improved access to NI 151 In Development TBC TBC Quality public realm footways employment and NI 171 Street by extending existing opportunities. Quality street initiative to • Decrease Hallgate and Silver congestions in the Street. Borough. • Improve traffic management. • Provision of high quality public realm will stimulate pedestrian demand and investment. RHADS • Scheme not scoped as • Improved access to NI 151 In Development TBC TBC Rail Station of yet. the airport. NI 171 • Enable expansion of the airport. • Decrease congestions in the Borough. Woodfield • Completion of link • Improved access to NI 151 Scoped TBC TBC Link Road enables major housing the employment and NI 171 site at Balby Woodfield opportunities. to be unlocked. • Decrease congestions in the Borough. 35
  36. 36. 13. THEME 5: Dynamic Urban Core Delivering Local Area Agreement Priorities: A Prosperous Place: Ensuring Doncaster takes its place alongside other great cities in terms of economic growth, design, housing and transport links: 1. Create enterprising and working neighbourhoods across the Borough; 3. Foster a Dynamic Urban Centre through Town Centre and Borough Wide regeneration; Rationale and Background 13.1 The Dynamic Urban Core represents the major transformative renaissance of Doncaster’s town centre as the economic focus for the Borough (see 6.7 in Economic Development Strategy). Considerable preliminary work has been accomplished and some style-setting developments have been completed and are under construction. The next 3 years represent the breakthrough stage. The Economic Strategy describes in detail the baseline position and why this is such a key issue for Doncaster, this can be found at http://www.doncaster.gov.uk/working_in_doncaster/economy_and_enterprise/an_ec onomic_strategy_for_the_borough.asp and further analysis of the critical success factors can be found at http://www.doncaster.gov.uk/Images/Critical%20Success%20Factors%20- %205_tcm2-51687.pdf). 13.2 Comparator cities analysis suggested that Doncaster has been some way behind in terms of its town centre development. This theme is, therefore, largely focused on physical regeneration but includes measures to accompany capital works to stimulate urban economic vitality. Achievements under the other strategy themes also have an urban centre delivery dimension. Proposals and Status 13.3 The proposals include the following: • the major redevelopment of the Waterdale area as a new Civic and Cultural Quarter, to be substantially completed by 2012/13 and continued phased regeneration of Doncaster’s Waterfront; • design, planning and project management of these major schemes and for further proposals covering the town centre, Minster Quarter and St Sepulchre Gate West from which development schemes will be forthcoming later in the Business Plan period; • continued infrastructure investment and land disposals for development at Lakeside, receipts from which are recycled to finance town centre schemes; • initiatives to develop town centre economic vitality during and after major works and to attract commercial office sector investment. 13.4 The major schemes relating to the Civic and Cultural Quarter and to Waterfront are at the implementation stage. Development at Lakeside is ongoing but subject to end-user demand which, in the current climate, has slowed. The rate of further progress on these projects relies on strategic transport infrastructure investment, notably White Rose Way. Other projects in this theme are at the concept definition and planning stages. Risks and Issues 13.5 Changes in the market and the economic downturn have impacted upon the capital receipts, which have placed some of the physical regeneration schemes at risk. 36

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