Meeting documents

Introduction

Towards 2013 - a thriving, sustainable economy for

Bath and North East Somerset

This is the first time in Bath and North East Somerset that an economic development strategy has been drawn up by involving a large cross section of interested parties.

The Council must provide clear leadership in the implementation of this Economic Development Strategy. However, if the Vision is to be realised it will be through a partnership of public, private and voluntary sectors, with the Council showing community leadership, facilitating and co-ordinating. It is vital that the Council looks outwards and works in partnership with the most appropriate outside agencies, sometimes only in a supporting role, to deliver progress in the area of Economic Development. The skills, experience and knowledge of all partners must be harnessed if the whole is to be greater than the sum of all the parts.

The Council will need to ensure that as one of the major employers and property owners in the area, it leads by example and helps to provide a positive response to business enquiries through a helpful approach to planning and property issues. The Council should be able to take positive action to create the right climate for businesses to grow, yet remain within the area. By developing a truly sustainable and inclusive economic development strategy, both protection and enhancement of the environment are central aims. So too is the improvement of the lives of people, at home, at work and at play.

Economic development must aim to reduce pollution of the air, water and earth and to operate within other innovative Council policies such as Zero Waste. Neither should progress in Economic Development in Bath and North East Somerset have anything other than a positive effect upon the surrounding area. We should support sustainable development with initiatives such as `Fair Trade', which ensures that goods imported into the area from poorer countries do not exploit the population of those countries.

This is an evolving document, and partners must ensure that regular reviews of the Strategy are carried out so that we can respond to changing conditions.

In Bath and North East Somerset there is much to protect and much to improve. While ensuring we have a growing economy in terms of wealth and employment, we need also to aim for a healthy environment and healthy people. There is a new willingness in the voluntary, public and private sectors to work together for the benefit of the people in the area. I am optimistic that this positive, co-operative attitude will lead to an achievement of the vision outlined in `Towards 2013'.

Councillor Roger Symonds

Executive Member for Economic Development and Environment

Consultation and Involvement

It has already been highlighted in the Introduction, that partnership lies at the heart of this Strategy and true partnership is founded on comprehensive and inclusive consultation and involvement.

This fully inclusive consultation process is not something that should simply form part of the researching, formulation and drafting phase, but should apply throughout the implementation of the Strategy, monitoring the performance of the Strategy and reviewing its content and relevance over time.

Consultation to date has taken a variety of forms. There have been initial discussions and questionnaire surveys with key stakeholders, including the business community, local residents and a host of organisations and agencies active in the area. This important phase in the development of the Strategy helped identify the issues of most concern to all these stakeholders and helped to formulate the four building blocks of Business Creation and Growth, Community Regeneration, Environment and Infrastructure and Skills and Training, upon which the Strategy is founded.

The second phase involved organising and hosting the Vision into Action event, which brought together more than 130 stakeholders, representing a wide range of interests, to work together to develop the Vision for Bath and North East Somerset, and brainstorm actions that could be delivered under the four building blocks.

Following that event, a variety of individuals, again representing a wide range of interests, volunteered to sit on working groups looking more closely at the four building blocks. Their role was to draft strategic objectives, which reflected the issues and concerns identified and further develop actions to be undertaken; who would be responsible for delivery and how the performance of the Strategy could be measured.

These working groups have all met on three separate occasions over the last few months to help produce this draft Strategy, bringing us to the next critical phase in the consultation process.

The Strategy is not simply a document to be owned by the Council. By its very partnership nature, it includes many actions that can only be delivered by, or in partnership with other agencies, the business community, local partnerships and other statutory bodies. This emphasises the need for the document to be widely consulted upon, stimulating debate, encouraging further input and ultimately persuading the wider partnership to `sign up' to delivering it.

With this in mind, the draft consultation will take place over a two-month period, allowing ample opportunity for all interested parties to comment. A timetable highlighting the process is set out below:

1. Draft Strategy published by the Council's Executive Portfolio holder for Economic Development and Environment - 26 November 2002.

2. Draft Strategy presented to the Council's Overview and Scrutiny Committee - 26 November 2002.

3. Draft Strategy sent out to stakeholders and partners, including the Local Strategic Partnership - 26 November 2002.

4. Consultation period ends - 31 January 2003.

5. Analysis of consultation feedback commences - 1 February 2003.

6. Final report incorporating feedback and amendments published - 28 February 2003.

7. Final Strategy presented to the Executive and Full Council - March 2003.

The bubble diagram accompanying this document, attempts to present a simplified view of the cross cutting and comprehensive nature of the consultation exercise, highlighting consultation `themed groups' rather than organisations, with details of those bodies, organisations, etc, that feed directly into them.

Contents

Strategic Framework 2003 - 2013

The Vision

Key Themes

Economic Context

Future Challenges

Business Creation and Growth

Issues

Objectives

Guidance

Community Regeneration

Issues

Objectives

Guidance

Environment and Infrastructure

Issues

Objectives

Guidance

Skills and Training

Issues

Objectives

Guidance

Monitoring and Evaluation

Action Plans 2003 - 2006

Business Creation and Growth

Community Regeneration

Environment and Infrastructure

Skills and Training

The Partners

Contact Information

The Vision

Our Vision is:

To develop a thriving, distinctive, forward thinking and sustainable

economy for Bath and North East Somerset.

The Vision is a concise statement which sets out our aspirations. It aims to bring together the key issues that were raised during the consultation stage of the process, including the Vision into Action Conference in April 2002.

Our 10-Year Economic Development Strategy will seek to:

· Maintain and improve the quality of life for all our citizens.

· Influence economic growth to maintain Bath and North East Somerset as a unique and desirable location to attract and grow quality businesses.

· Move towards a more balanced, stable and sustainable range of economic sectors providing a variety of employment opportunities.

· Develop the area's infrastructure to:

· Promote a range of employment sites.

· Address affordable housing needs.

· Improve sustainable access to and communications between the main urban areas, including reduction

in road congestion.

· Encourage diversification and employment, especially in rural areas.

· Produce a pleasant and safe public realm.

· Promote the development of workforce skills to meet employer needs, particularly for younger people.

· Promote equality of opportunity and ensure that the benefits of prosperity can be shared by all.

· Contribute to, and influence the economic development of the South West region.

Key Themes

"Sustainable development recognises that our economy, environment

and social wellbeing are interdependent"

Throughout the entire consultation process undertaken to produce this Strategy, a number of recurring themes emerged, which did not sit easily within any of the four building blocks. Instead, it became apparent that they were themes, which in essence, cut right across all four building blocks, acting as commonly accepted principles.

These three themes: Sustainability, Partnership and Inclusion, do not therefore have specific objectives and actions attributed to them directly in this chapter, however, by looking more closely at the objectives and actions that have been developed under the four building blocks, their importance as `overarching' themes is apparent.

The Strategy has been developed using four building blocks:

· Business Development and Growth

· Community Regeneration

· Skills and Training

· Infrastructure and Environment.

The issues raised and actions developed in the Strategy under these building blocks widely reflect different elements of sustainability.

This chapter of the Strategy will develop these themes in more detail to highlight their importance in achieving the Vision `to develop a thriving, distinctive, forward thinking and sustainable economy for Bath and North East Somerset.'

Sustainability

`Sustainable development is about creating a better quality of life for everyone, now and for generations to come. It means recognising that our economy, environment and social well being are interdependent. It means protecting and, where possible, enhancing the environment; ensuring we satisfy people's basic needs such as providing warm homes and safe streets and giving the opportunity to achieve their potential through education, good health and employment.'

from `Local Quality of Life Counts - in a Nutshell', DETR/LGA/IDEA

Sustainability is a fundamental aim at international, national, regional and local levels, ranging from the UK Strategy for Sustainable Development, through the Regional Assembly's Sustainable Development Framework, to the Community Strategy at local level. Ensuring its fulfillment, when people may have other priorities or when there may be cheaper ways of achieving a particular objective which requires political will and wide co-operation, is not easy, and will take time.

`Towards 2013' has a very important role in helping to achieve a better quality of life across the area and sustainability is a key cross-cutting theme running throughout the Strategy. So, whilst the Strategy has a clear economic focus, its strategy, objectives and actions must take account of social, cultural and environmental needs.

Partnership

Partnership working uses the knowledge and skills of a wide range of agencies, institutions and individuals. No single body has all the answers.

It is seen as being a more effective and efficient way of working, as it encourages agencies to work more closely, avoid duplication and target resources more effectively, which can usually lead to better value for money. It is also a key component of the Modernising Government agenda, which encourages this approach not simply for discreet areas of service (e.g. transport), but for all services across whole geographic areas. This `Community Strategy' approach is currently under development for the Bath and North East Somerset area through the emerging Local Strategic Partnership and this `Sustainable Economic Strategy' aspires to be the economic part of the whole Community Strategy.

It has been developed from start to finish with partnership at its core. The multi-agency approach has ensured that the Vision is a shared vision, and is developed with parties from all sectors of the community, businesses, residents and community, sub-regional and regional organisations and agencies.

This approach continued throughout the Strategy's development, including setting objectives, agreeing actions and, vitally, agreeing who should lead on delivery.

It is this unique approach, which makes this Strategy so different from previous economic plans or strategies. It has not set out to produce a Vision according to Bath and North East Somerset Council and it has not set out to determine objectives and targets that Bath and North East Somerset Council can deliver in isolation.

The Action Plan clearly highlights this approach. More often than not, the lead organisation responsible for delivery is not the Council. Organisations have worked together to produce the Strategy, and as co-owners, have taken responsibility to lead on delivery where they have identified they have a key role to play.

Inclusion

The `inclusion' theme is very much about ensuring that all people from all sectors of Bath and North East Somerset can benefit from improvements to quality of life.

Bath and North East Somerset is a very diverse area with very different communities, from the World Heritage City of Bath to isolated, rural communities and former colliery communities. It also has within these geographic comminutes, other communities of interest, with very differing needs.

The young, elderly, disabled, students, tourists, families and businesses are just a few examples. Within these communities are people and areas that do not benefit as much from the economic prosperity and relative affluence of our district as a whole. The theme of `inclusion' ensures that all people from all communities can share in the Vision.

Inclusion must be sought pro-actively and we should strive to offer everyone the opportunity to be part of our prosperity and communities. The concept can guide decision-making and fits well with the theme of partnership.

In developing this Strategy, there has been a conscious effort to ensure that all interest groups' views and inputs have been sought and incorporated. A glance through the objectives and actions shows the extent to which the theme of inclusion has been critical to the process, and will continue to be critical as the Strategy's performance is measured over time. The Bath and North East Somerset area is performing well, but there is a need to ensure that prosperity and benefits are accessible to all.

Economic Context

Bath and North East Somerset forms part of the West of England economic area which in turn is part of the South West region, stretching from Wiltshire to Cornwall.

The South West Region

The South West is the largest of the English regions, covering nearly 10% of the UK and is home to almost 5 million people, equivalent to 8.6% of the British population.

The South West population has increased by 3.9% since 1991, in excess of the rate for Britain as a whole (2.5%), due mainly to in-migration from elsewhere in the UK, particularly the South East. Overall, population densities are 16% below the UK average, reflecting the region's predominantly rural nature, although there are a number of major urban centres including Bristol ( 400,000), Bournmouth and Pool ( 300,000) and Plymouth ( 250,000).

The South West is a growing region. Over the last two decades the region's economic performance has out stripped the national average: It was one of only three regions to increase its share of national GDP and its rate of growth was the fourth greatest in the UK. Overall GDP per head is, however, about 10% less than the national level.

Between 1995 and 2000 employment in the South West increased by 8.4%, a net increase of 155,000 jobs. Only the South East, London and the East of England experienced higher rates of employment growth. Employment growth was highest in Cornwall (13%) and lowest in Devon (4%). The West of England, Wiltshire and Gloucestershire each enjoyed employment growth of over 11%. Unemployment currently stands at 2.3%, below the national average of 3.4%.

Compared with Britain as a whole, the region has an above average share of employment in public services and in distribution, including retail, hotels and restaurants; and below average shares in the manufacturing and business services sectors.

The South West of England Regional Development Agency has identified eight economic sectors as important to the regional economy:

Established Sectors:

· Aerospace: around 23,000 jobs in the region and strong employment growth of over 20% in 1995-2000.

· Food and Drink: approximately 44,000 jobs in total but only fractional growth between 1995-2000.

· Tourism: largest single employment sector with over 85,000 jobs, but suffering an 8% decline in numbers employed since 1995.

· Marine Technologies: currently employing over 10,000 people with steady growth in numbers.

Emerging Sectors

· Environmental Technologies: employs over 40,000 people but has lost 8,000 jobs between 1995-2000.

· Biotechnology: has over 9,000 employees but has declined over the last decade.

· Creative Industries: 16,000 employees and a significant 28% growth between 1995 - 2000.

"The West of England is recognised as one of the

economic drivers for the South West"

There are nearly 210,000 businesses in the South West. The majority employs less than 10 people, although approximately 50% of total jobs are in organisations employing more than 50 people.

Compared to the rest of the UK the South West has fewer large businesses: It hosts only 7 of the top 100 companies in the UK. Overall, the region has below average business formation rates but above average business survival rates. Productivity and average earnings are approximately 10% below the national average.

However the South West has a relatively skilled workforce, with 25% of the working population educated to NVQ level 4, although skills shortages are increasingly prevalent.

The West of England Sub-Region

The West of England sub-region encompasses the Unitary Authorities of Bristol, Bath and North East Somerset, South Gloucestershire and North Somerset. It enjoys a high quality of life, which is a key element in its economic success, linked to its position at the junction of the M4 and M5.

It has an overall population of 999,300 and is the largest city region in the South West, encompassing the cities of Bristol and Bath and the growing urban area of Weston Super Mare, which are home to 68% of the sub-region's population.

The West of England has one of the highest GDP growth rates in the South West and a GDP level above the national average. The sub-region as a whole contributes 25% of the South West GDP, with Bristol accounting for half of the total.

The sub-region is recognised as one of the economic drivers for the South West, being the largest single contributor to the regional GDP and the provider of `regional capital' services to many parts of the region. Its significant contribution to the regional economy is borne out of the following figures, which show that the West of England has:

· 24% of all employees in the region

· the highest average weekly earnings in the region

· the highest growth rate of new businesses at 2.4%

· the highest rate of business formation as a percentage VAT Stock

· the highest productivity as gross value added per hour worked.

Numbers employed in the West of England have risen by 18% over the last 10 years, to 462,000 compared to a rise of 7% in the resident working age population. Managerial and professional jobs account for 44% of the sub-region's labour force, compared with 39% for Britain - a rise of 10% since 1992.

As with the South West, the sub-region's economy is dominated by the service sector, which accounts for 79% of employment - above the national average. With the largest urban area in the region, the West of England is the prime location for several key sectors in the regional economy. It has:

· 33% of the region's employment in aerospace

· 34% of the region's employment in ICT

· nearly 50% of regional employment in financial services.

Other important sectors for the West of England include advanced engineering, professional and business services (16,000 employees), printing and publishing (8,000 employees), health and retailing.

"Against national and regional benchmarks the Bath and North East Somerset economy has been performing well"

Bath and North East Somerset

The district covers some 3,500 hectares, the majority of which is rural in nature, with a quarter falling within areas of outstanding natural beauty and a large proportion subject to green belt constraints.

The resident population of Bath and North East Somerset is 167,400. Half of the population lives in the City of Bath (84,362) with a further 22% living in the urban centres of Keynsham (14,658) and Norton Radstock (21,636).

The population of Bath and North East Somerset has increased by less than 2% since 1991 although this masks a static position in Bath with higher population growth around Keynsham, Norton Radstock and some large villages such as Peasedown St John. The forward projection to 2006 for Bath and North East Somerset indicates that the rate of population increase is set to double, although it will remain below the rates for the West of England overall and the South West.

Of the total population 52% are female and 1.6% are from black and other ethnic minority groups, which is well below the UK average of 4.1%. However, 80% of people from these groups live in Bath.

Unlike other parts of the West of England, the Bath and North East Somerset area does not have direct access to the national motorway network and communications to the south of the district are limited. This impacts on Bath as a business location and restricts opportunities to attract new investment and jobs to the Norton Radstock area.

The overall prosperity of the area also masks pockets of poverty and social exclusion. Whilst the district has a number of wards in the 10% band of least deprived wards in England, Twerton, Southdown, Abbey and Radstock wards all fall within the top third most deprived wards.

Against national and regional benchmarks the Bath and North East Somerset economy has been performing well. GDP per person at £11,730k is above the regional average and in line with UK figures. VAT registrations show that Bath and North East Somerset had a growing stock of businesses with a consistent surplus of new VAT registrations over de-registrations annually, of 140-150.

In line with the above trends, employment in Bath and North East Somerset has grown by 6.6% since 1998, with male employment (9.1%) growing faster than female employment (4.6%).

There are approximately 75,000 people working in Bath and North East Somerset, with 60% of the jobs being located in the City of Bath. Economic activity rates at 83.7% were the second highest in the South West and above the UK average, whilst unemployment at 1.4% for the Bath TTWA was one of the lowest levels regionally.

Service sector employment accounts for 79% of local jobs above the national average but in line with regional trends. Public Administration and Health (23,800), Banking, Finance and Insurance (12,700) and Distribution, Hotels and Restaurants (18,900) are the most significant employment sectors in Bath and North East Somerset, accounting for 74% of total jobs. The district also has above average employment in Printing and Packaging, focussed on Norton Radstock, and in Publishing, where Bath is seen as one of the national centres for that sector.

Of the priority sectors identified by the South West Regional Development Agency, Tourism, with its related employment in Retailing and Leisure, is a significant employer which is set to grow, whilst ICT and Creative Industries employ fewer people currently but are fast growing high value added sectors which link to local and sub-regional business and HE networks.

"Business birth rates in Bath and North East

Somerset are amongst the highest in the U.K."

There are significant local variations in employment structure with manufacturing accounting for 32% of employment in Norton Radstock but less than 8% in Bath.

There are 8,000 employers in Bath and North East Somerset. Over 93% of these businesses employ less than 25 people, accounting for 35% of the workforce - a higher proportion than for the South West as a whole (32%).

Less than 1% of local businesses employ more than 200 people, accounting for 26% of the workforce - significantly lower than the South West average of 32%.

Business birth rates in Bath and North East Somerset are amongst the highest in the UK and survival rates are above the national average.

The local labour market is relatively self contained within Bath and North East Somerset particularly in Bath, where over 70% of residents live and work in the City. However the trend is for people to commute longer distances to work, and in Norton Radstock over 50% of residents travel to work in other areas. This figure increases to over 60% in Keynsham.

Bath and North East Somerset has an above average percentage of the workforce qualified to NVQ levels 4 and 5 but a higher proportion with no qualifications than the South West.

"The district has ... a higher than average

percentage of the workforce with no qualifications"

In the district 48% of employers reported recruitment difficulties - just below the South West average of 50%. The lowest take up rates for work based training were in construction (23%), hotels and restaurants (34%) and retail (35%).

Future Challenges

"A balance needs to be drawn between employment

and housing to ensure that people have the opportunity to live and work locally"

The economic analysis shows that Bath and North East Somerset has a successful economy which is currently performing well in a UK and South West England context. However there are key challenges to be faced over the next 10 years if this situation is to be maintained.

The area's high quality of life is an important asset. It will be vital to manage success to ensure Bath and North East Somerset continues to be seen as an attractive sustainable business location, visitor centre and regional shopping destination.

· With over 50% of the district lying within the Bristol/Bath Green Belt the emphasis will be on the development of brownfield sites within existing urban areas.

· A balance needs to be drawn between employment and housing uses to ensure that people have the opportunity to live and work locally, ensuring that commuting patterns become more sustainable, that key workers can access affordable housing and labour shortages do not stifle business growth.

· There should be a focus on indigenous business needs and the development of sustainable business practices.

· The quality of the area's city and town centres must be maintained by encouraging the development of new facilities and investing in key public spaces.

Bath and North East Somerset will need to ensure it remains a competitive area able to attract high quality investment in key economic sectors.

· Structural changes in the district's economic base need to be anticipated and a more sustainable and diverse range of economic sectors developed by building on the potential for growth in publishing, information and communications technology, creative and cultural industries.

· Existing employment sectors such as the Ministry of Defence, tourism and retailing need to be fostered.

· Shortages of available land and buildings, particularly modern high quality offices, need to be addressed and good communication and transportation links developed to key employment sites, to assist the growth and development of indigenous businesses.

· The challenge of an aging workforce and potential skills gaps will require action to encourage lifelong learning and increase employer investment in work based training.

"The benefits of economic success in Bath and

the A4 corridor need to be spread more widely"

Within Bath and North East Somerset there is and will continue to be a need to improve the social, environmental and economic balance by working towards sustainable communities with access to local employment opportunities and affordable housing.

· Housing growth in Norton Radstock and Keynsham has not been matched by increases in local employment and steps need to be taken to create more jobs in these areas.

· The structure of the economy in the South of the district is heavily reliant on manufacturing and susceptible to industrial re-structuring: the benefits of economic success in Bath and the A4 corridor need to be spread more widely.

· Access to and links between the area's main urban centers need to be improved to remove a potential constraint to new investment.

· The gap between the district's most affluent and less well-off communities needs to be narrowed, with areas and communities with high unemployment and wider social needs being the focus for action and investment to remove the barriers to training and jobs.

· Standards of community safety and the quality of public spaces in local communities need to be improved.

The Economic Development Strategy will seek to address these challenges and aspire towards achievement of the Vision by bringing forward Objectives and Action Plans which will:

· Promote business creation and growth

To encourage the development of new and existing business and support sustainable economic growth in key sectors and local communities.

· Facilitate and foster community regeneration

To reduce disadvantage and promote participation in work and society for all members of the community.

· Encourage skills and training

To enable the effective management of the local labour market and promote a lifelong learning culture amongst employers and the workforce.

· Address infrastructure and environment issues

By developing an integrated sustainable approach to transportation and communication needs and the quality and safety of the public realm.

Business Creation and Growth

Issues

Bath has a strong brand both nationally and internationally and both the City and its surroundings share a high quality environment. Its location and ease of access to London make it a `good place to do business' and it has an excellent track record in entrepreneurship and small business development.

In contrast the south of the district enjoys few of these immediate benefits and suffers from an over reliance on manufacturing, leaving the area susceptible to industrial re-structuring. Efforts to diversify the local economy are hampered by a lack of land and buildings for employment use - an issue which affects the whole of Bath and North East Somerset.

"The lack of affordable business premises

in Bath and North East Somerset has led to

expanding local companies moving out of the area"

In Bath the lack of affordable business premises has been a limiting factor on small business expansion and coupled with the legacy of an `anti-business' culture, has led to expanding local companies moving out of the area. The City is also felt to be over reliant on tourism and the public sector and, along with the rest of Bath and North East Somerset, not capitalising on the quality of its schools, colleges and Universities.

Business Creation and Growth

Objectives

1. Support an enterprise culture which fosters business creation and growth, recognises the diversity of the areas's business base and is responsive to the needs of all types of local businesses.

Over the last decade the stock of businesses in Bath and North East Somerset has consistently increased year on year and the area has a business birth rate well above the average. Indigenous business growth has been the main driver of success in the local economy. Increasingly businesses have to adapt to changing markets and facing increasing regulation. Understanding their needs and offering a co-ordinated response will be vital in ensuring future economic prosperity.

2. Take action to promote the availability of appropriate land and buildings for developing and attracting business.

In previous years businesses have moved out of the area unable to find suitable quality accommodation in the district. There has been little new speculative development and the shortage of premises has helped to drive up costs. With the majority of Bath and North East Somerset subject to greenbelt constraints, development will take place in the main on brownfield sites within urban areas where there is increasing pressure for a wide range of uses to be accommodated. Proactive action is needed to ensure an adequate supply of land and buildings is protected and brought forward to meet the needs of start-up, small and expanding businesses.

3. Enhance and protect the excellent quality of life in Bath and North East Somerset.

Companies value being located within areas where they and their employees can work in a high quality environment with access to a range of facilities and activities. It is an important factor in attracting and retaining business. Equally businesses are coming to recognise the need to manage their impact on the local environment and need to be supported in their efforts to become more sustainable.

4. Encourage a more balanced distribution of jobs between the district's main urban centers and promote employment opportunities in rural areas.

Over 60% of the jobs in the area are based in Bath, and the City will remain the main focus for employment in the district. However future growth needs to be managed to prevent commuting levels becoming unsustainable and job creation encouraged in Keynsham and Norton Radstock to balance housing expansion and provide a wider range of employment. In rural areas there is a need to replace the loss of traditional employment sources and capitalise on the opportunities offered by rural diversification.

5. Promote a diverse economy with a better balance of economic sectors providing a wide range of jobs to meet the varied needs and aspirations of local people.

A robust range of business sectors will make the area less vulnerable to changes in national and global economics. Existing sectors such as tourism and retailing need to be strengthened and made more sustainable whilst growth is encouraged in high value added sectors such as publishing, information and communication technology, business services, and creative and cultural industries which are already present in the district. Indigenous businesses providing local services are also important to the area's economy and their particular needs recognised.

6. Capitalise on links with local universities and educational establishments in order to strengthen the area's economic and skills base.

The quality of education provision in Bath and North East Somerset is widely recognised but the potential economic benefit is under utilised. Improved communication and stronger links could result in more research and technology based companies being established in the area and an increase in the number of graduates and skilled trainees taking up employment in the local economy.

Business Creation and Growth

Guidance

National: There are four important frameworks helping to shape Britain's economy:

In the White Paper `Our Competitive Future: Building the Knowledge Driven Economy' (DTI, 1998) the Government aims to close the performance gap between British business and its competitors by modernising our industrial base, commercialising university research and providing support for smaller businesses.

The White Paper `Opportunity for All in a World of Change' (DTI, 2001) re-emphasises the Government's commitment to top-class university innovation centres and new technology institutes, incubator funds to support growing businesses, and the Small Business Service Strategy.

The Urban White Paper `Our Towns and Cities: the Future' (DETR, 2000) signals the Government's intention to maximise the number of brownfield sites and empty properties being brought back into constructive use.

The Rural White Paper `Our Countryside: the Future' (DETR, 2000) outlines the Government's strategy to redress economic imbalance between urban and rural communities. At its heart is a vision to create a prosperous and diverse rural economy, giving high and stable levels of employment.

Regional: Economic growth in the South West is being influenced by two agendas:

The Regional Strategy for the South West of England (SWRDA, 2001-2011) has a designated objective to improve the region's competitiveness. It aims to do this by improving communications and physical infrastructure; focusing on business sectors with greatest potential; putting innovation, creativity and technology at the heart of the region's businesses; ensuring high quality, targeted business support; and creating a `learning culture' for people and business.

Spatial implications for new business development are outlined in Regional Planning Guidance for the South West (GOSW, 2001). This aims to improve economic competitiveness by fostering development of new business in areas where it can reduce regional disparities in prosperity, whilst ensuring the region's unique environmental and cultural assets are maintained and enhanced. The strategy sets out to provide for employment sites suitable for significant inward investment and large-scale re-investment.

Sub-Regional: The former Avon Joint Replacement Structure Plan is the strategic document covering the spatial distribution of new business.

The Deposit Draft Plan (2000-2011) has the broad objective to maintain and enhance the economic vitality of cities, towns and rural settlements and support local employment by providing for business development in competitive locations. The plan has a clear vision for land-use in city and town centres, as priority locations for retail, office and major recreation; leisure facilities, and seeks to promote the economic vitality of rural areas by allowing limited development, of appropriate character.

Local: Three strategies have a bearing on the direction of economic growth in Bath and North East Somerset:

The former B&NES Economic Development Strategy (1998-2001) sought to promote sustainable sectoral business development to offset structural changes in the local economy and provide future new investment in the district. Core activities focused on information provision; developing information technology links and promoting the services of Business Link and local Chambers of Commerce.

Promoting sustainability in business operations and development is also a key theme in the Change 21 Agenda (2000). Other themes include meeting local needs locally; community enterprise and access.

The B&NES Local Plan - Deposit Draft (2001-2011) has a long-term vision to maintain and increase employment opportunities in the district. It aims to retain and enhance the role of Bath as a major business and employment centre, and to enhance opportunities for business and employment in Keynsham and Norton Radstock. The Plan also aims to promote sufficient employment opportunities in rural areas.

Community Regeneration

Issues

"There are pockets of high unemployment, deprivation and need

within particular local communities"

The perception of Bath and North East Somerset as a prosperous area with a high quality environment masks the fact that there are pockets of high unemployment, deprivation and need within particular local communities. The reality is that the district has areas which are amongst the best off nationally whilst others are in the top 10% most needy, when assessed under government criteria.

The problems faced in socially excluded areas link unemployment, low paid service sector jobs, lack of affordable housing, poor transportation and accessibility, loss of local facilities and shops, poor quality public environment and community safety issues. In rural areas isolation is seen as a distinct issue. Integrated `local' solutions are required in which local communities can participate.

Within Bath and North East Somerset there are inherent strengths which can be built on to deliver local community regeneration. There is a strong voluntary sector and network of existing community organisations, with Parish Councils covering the rural areas. This has helped to develop a pride in the area and in the distinctiveness of local communities. The quality of the education infrastructure, the low level of underlying employment and the opportunities offered by planned urban regeneration schemes can be harnessed to deliver benefits for local communities.

Community Regeneration

Objectives

1. Target regeneration initiatives to ensure all sections of the community of Bath and North East Somerset are able to benefit from economic prosperity.

Whilst Bath and North East Somerset is a largely prosperous area providing a high quality of life, this masks pockets of need affecting particular areas and sections of the community. Often these needs do not show up clearly in official statistics. A primary objective is therefore to ensure there is a good knowledge of needs and to target community regeneration initiatives.

2. Provide communities with the skills and means to participate in decision-making and implementation of regeneration and economic development initiatives.

Successful regeneration requires the active involvement of local communities. To enable participation clear and effective partnership arrangements are required. Local communities also need support in developing skills and knowledge.

3. Establish a thriving community/social enterprise sector in Bath and North East Somerset.

Community/social enterprises are owned and controlled by the local community and aim to serve community interests, with any surpluses being used for this purpose. Community/social enterprise can play a valuable role in providing jobs, training, goods and services tailored to local needs. They can also help keep wealth within the community and develop the skills and knowledge of local people. Within Bath and North East Somerset there are some good examples of community/social enterprise. However, there is considerable scope for developing the sector.

4. Improve the quality of public spaces to help develop community and investment confidence in areas of need.

The appearance and functionality of streets and other public spaces have a major bearing upon the quality of the environment. This in turn has a significant effect on the willingness of businesses and others to invest in local areas. It also affects the pride and confidence that communities have in their areas.

Within Bath and North East Somerset the quality of public spaces is generally good. However, there are significant areas where the quality is poor or mediocre.

5. Establish effective and efficient arrangements for developing and implementing regeneration initiatives.

Regeneration is often complex and to be successful takes time to implement. However, there has been a dramatic growth in regeneration activity over the recent past. This has led to a wide range of initiatives and associated bureaucracy. There is considerable scope to learn from experience and streamline procedures.

The role of the Local Strategic Partnership is crucial to the implementation of regeneration.

6. Utilise local strengths and distinctiveness to develop community identity and as a basis for developing employment, business and learning opportunities.

Generally communities and localities have their own particular strengths and distinctiveness. Sometimes they are masked by a focus on the wider picture. Opportunities exist for developing economic activities on the basis of either existing or latent strengths and distinctiveness. This can help to develop local identity.

7. Ensure an integrated approach to community regeneration by linking economic development projects to cultural, social and environmental strategies and initiatives.

The community regeneration focus of this Strategy is on economic development. However, experience has shown that successful regeneration requires an integrated approach to economic, social and environmental issues that affect the community.

Community Regeneration

Guidance

National: There are five frameworks directing community regeneration in Britain:

The White Paper `Modern Local Government in Touch with the People' (DTLR, 1998) is the major strategy for reforming and modernising local government. It aims to provide high quality services and give vision and leadership for local communities.

To assist Government to deliver schemes set out in the preceding strategy, the Planning Green Paper `Planning: Delivering a Fundamental Change' (DTLR 2001) is an important mechanism. The fundamental objective is to produce a system of planning which delivers decisions quickly in a predictable and transparent way and produces quality development.

`A Better Quality of Life: A Strategy for Sustainable Development in the UK' (DEFRA, 2000) has sought to promote social progress which recognises everyone's needs, and addresses problems of poverty and social exclusion. Its strategic approach aims to improve surroundings and ensures development respects the character of the countryside.

`New Deal for Communities' is a key Government strategy to tackle deprivation. At its heart are principles of community involvement and ownership, joined up thinking for solutions and long-term commitment to deliver real change.

Through `Social Enterprise: A Strategy for Success' (DTI, 2002) the Government recognises that social enterprise brings benefits in relation to productivity and competitiveness; socially inclusive wealth creation; regenerating neighbourhoods; and inclusive society and active citizenship.

Regional: Three documents provide a framework for community regeneration in the South West:

The Regional Strategy for the South West of England (SWRDA, 2001-2011) addresses social and economic imbalance through reducing barriers to employment and training. It seeks to enhance the regional and social economy network, identify and support social entrepreneurs and encourage the development of social enterprises within community regeneration programmes.

The Regional Sustainable Development Framework (SWRDA, 2000) is supplementary, and states that by applying the principles of sustainability, lasting economic prosperity can be achieved whilst protecting the environment and meeting local needs locally.

Regional Planning Guidance for the South West (GOSW, 2001) is committed to sustainability and ensuring all sectors of the community are able to benefit from economic prosperity. It sates that priority should be given by local authorities to policies, programmes and funding in `areas of special need'.

Sub-Regional: One document continues to influence the pattern of development at this level:

The Former Avon Joint Replacement Structure Plan - Deposit Draft (2000-2011) aims to maintain or enhance economic prosperity through sustainable initiatives which meet the interests of current and future residents, and reflect the area's continuing regional economic importance

Local: Together, four strategies deal with differing aspects of community regeneration in the district.

The B&NES Economic Development Strategy (1998-2001) encouraged community participation in regeneration through creating partnerships and identifying local champions to maintain policy momentum, and supporting projects to build economic capacity within local communities.

The B&NES Local Plan - Deposit Draft (2001-2011) has an objective to enable development which meets needs of all sectors of the community and contributes to quality, safe and accessible environments, including leisure and recreational facilities, open space, and improved access to the countryside.

The B&NES Community Safety Partnership (1999-2002) seeks to provide a safe environment.

The Change 21 Agenda (2000) is the primary framework setting out a long-term `Vision' for the district.

Environment and Infrastructure

Issues

"High house prices and lack of affordable housing is making it more difficult to attract people to the area to work and to retain key workers"

The World Heritage Site with its world class architecture and cultural origins, the quality of the built and natural environment and the position of Bath and North East Somerset at the `gateway' to the West of England are key assets enjoyed by the district.

However, as the only Unitary Authority without a direct connection to the national motorway network, the district suffers particularly from the sub-region's poor internal transportation links. Transport links, especially in the south of the district, and linking to the main urban areas, are seen as poor and in need of improvement. It is recognised that there are difficulties with traffic congestion and parking issues in the City of Bath.

Other factors are also affecting the district's ability to compete with other developing areas. High house prices and lack of affordable housing is making it more difficult to attract people to the area to work and to retain key workers, while the lack of modern accessible buildings equipped with modern telecommunications, coupled with an industry view that decision-making could be less complicated and quicker. This is seen by some as a serious disincentive to investment and development.

To address infrastructure and environment issues affecting the district, a strategic approach is required, which delivers:

· an integrated transportation system, improving access to and between urban areas

· implementation of key urban regeneration projects

· improvement to the management and quality of the public realm, particularly addressing issues of vandalism, begging and public safety

· a continuing track record in recycling to develop exemplar projects which aspire to the achievement of zero waste

· world-class standards in design and build quality.

Environment and Infrastructure

Objectives

· Provide good access to and from homes, work and leisure through a sustainable and integrated transportation system.

If the local economy in Bath and North East Somerset is to be effectively sustained, people need to be able to move about freely between their homes, work and places of leisure. They should be able to do so by having a choice of different modes, to include provision for pedestrians, cyclists, public transport and the car. The aim must be to reduce the need for people to travel, which will help to reduce traffic congestion and pollution. This in turn will contribute to protecting the district's high quality environment, and peoples' well-being. Where travel is necessary there should be access in all parts of the district to efficient, affordable and reliable transportation facilities.

· Facilitate an appropriate range of land and affordable business premises in both urban and rural areas to contribute to economic growth.

The cost of property and shortage of appropriate premises are often cited as reasons for holding back economic growth. New inward investment will be important for future economic growth and existing businesses need to be nurtured and enabled to develop. There should be a diverse range of land and premises available for businesses of different types and sizes throughout the district, to include provision for large key strategic sites, start-up and incubator units, business clusters and also street markets where they help to support the local economy.

There will need to be a partnership approach between the Council, the business sector and other stakeholders, to facilitating the necessary business infrastructure. The planning process also has a key role to play through clear, strong policies and efficient handling of planning applications.

· Meet housing needs for all sectors of the community, to support sustainable economic growth.

Recruitment difficulties are affecting some businesses in Bath and North East Somerset, and high housing costs are cited as relevant to this problem. The provision of suitable housing for all in the community will be essential to sustain a diverse, vibrant local economy. Of particular concern is the present lack of affordable and key worker homes in the district. Whilst the Economic Development Strategy cannot provide a housing strategy for Bath and North East Somerset, to be successful in promoting a sustainable local economy, it will need to link with and influence other appropriate policy frameworks.

· Engage with the community to improve the quality of the public realm across Bath and North East Somerset, to the highest standards, to make safe, accessible and valued environments.

The public realm - how it looks, its ambience, how it functions - will have a significant bearing on economic development. Business and other organisations looking at possible investment in the district may be significantly influenced by the quality of the public realm, as will many potential employees.

There are parts of Bath and North East Somerset where the public realm is of the highest quality and others where improvements need to be made. It will be important to work with communities to establish the most effective ways of maximising the environmental, social and commercial value of the public realm.

· Achieve effective partnership working within regional, national and international contexts.

Devising strategies for economic development in Bath and North East Somerset and achieving our aspirations through action cannot take place in a vacuum. Business investment decisions, the labour market, transportation links and housing provision will all be influenced by factors beyond the district. With this in mind, the Economic Development Strategy has to be developed and implemented with reference to a much wider context, taking sub-regional, regional, national and international perspectives. For instance, it is essential that decisions on major development schemes integrate with proposals and policies in neighbouring areas and the relevant regional frameworks. Opportunities for funding from government or European sources need to be identified along with international economic trends.

Also, locally, there must be inclusive, effective decision making and resource allocation so that communities within Bath and North East Somerset benefit as widely as possible from the Economic Development Strategy.

To make all of the above possible, there is an important objective to achieve effective partnership, bringing key organisations and stakeholders together to work towards co-ordinated and sustainable economic development.

· Complete key regeneration projects to the highest international standards.

· Deliver best practice in environmental outcomes.

Bath and North East Somerset is an attractive area for many businesses and employees because of the high quality of the environment. This prize asset needs to be protected, enhanced and nurtured whilst at the same time its commercial value can be maximised to encourage economic growth. The objective is to make the district a model of sustainability and to aim for best practice in, for example, waste management, development of environmental technology, development of alternative and renewable energy schemes, and the promotion of sustainable lifestyles throughout the community. This sound environmental stewardship will help to protect one of the district's greatest economic assets and build the area's reputation for high quality.

Environment and Infrastructure

Guidance

European and National

The European Commission's policy allows for increased personal travel and trade by improving interconnection between different modes of transport and encouraging sustainable transport.

The Government's 10-year National Transport Plan, 2000-10 sets out a long-term strategy for delivering an improved transport system. It builds on foundations laid by the Integrated Transport White Paper `A New Deal for Transport - Better for Everyone', 1998 and stresses the role of public-private partnerships.

The Urban White Paper `Our Towns and Cities: the Future' (DETR, Nov 2000) and the Implementation Plan (DETR, March 2001) signpost government intentions for regenerating urban infrastructure and environment, with involvement from local people.

The Government's White Paper `Our Countryside: the Future - A Fair Deal for Rural England' sets out important national objectives in the context of infrastructure and environment. There are proposals for investment in better public services including transport, affordable housing and rural business support.

Regional

The Regional Strategy for the South West of England (SWRDA, 2001-11) is a key document promoting economic growth in the South West. It aims to improve competitiveness of businesses located in the region. A prominent objective is to improve communications and physical infrastructure.

Regional Planning Guidance for the South West (GOSW, 2001) aims to improve the region's economic competitiveness and sustainability. Part of the policy framework aims to maintain and enhance the region's environmental and cultural assets, whilst using these to attract and develop business activity.

The Regional Sustainable Development Framework (Regional Assembly, 2001) contains an objective to ensure the necessary infrastructure to support a more sustainable economy, through an improved transport system and reduced need to travel.

The Regional Transport Strategy (2001-16) is currently under review. Its major objectives are to reduce environmental impacts, secure better accessibility, create an efficient, integrated transport system and safe facilities and networks.

Sub-Regional

The Joint Replacement Structure Plan (adopted 2002) has sustainable development as a key theme. It contains policies which:

· seek to maintain and enhance the economic vitality of cities, towns and rural settlements and protect the quality, visual amenity and distinctiveness of the landscape

· promote alternative modes of transport to the car and seek investment in local bus and rail services.

Local

The Bath and North East Somerset Local Plan (2001-11) Deposit Draft contains policies which encourage:

· housing in sustainable and accessible locations, with 30% affordable housing on larger sites

· recycling waste, and a move towards zero waste

· conserving the character and distinctiveness of the local landscape

· a balanced approach to access, which seeks integration between transport modes.

The Bath & North East Somerset Local Transport Plan (2001-2006) seeks to:

· protect the World Heritage Site of Bath and promote environmental enhancements in the district

· facilitate prosperity of local businesses through policies which make travel more efficient.

The Bath & North East Somerset Economic Development Strategy (1998-2001) sought to target infrastructure improvements to promote release of key employment sites and encourage new investment.

Skills and Training

Issues

The strength and quality of the district's education infrastructure ensures there is a wide range of high quality training provision available in Bath and North East Somerset. The level of post 16 retention in training is above average and, in comparison to national and regional figures, the district has a highly qualified workforce. Provider collaboration is improving particularly in relation to tailored provision for business and the participation of larger ( 25 employees) companies in work-based training is increasing.

However the perception of economic success and a skilled workforce hides specific needs. Whilst the district has a concentration of workers with level 4 (degree) qualifications, it also has a higher than average percentage of the workforce with no qualifications. The ability to access training is still a major block in isolated and deprived communities where funding/transportation and access to local venues are issues. The attitude and commitment of small businesses to work-based training remains a concern, particularly in an area with an above average number of companies employing less than 10 people. With an aging workforce and increasing demands from new technology there is potential for increasing skills shortages in the future.

"With an aging workforce and increasing demands

from new technology there is potential for increasing skills shortages in the future"

There is a need for a strategic review of partnership and provider links to the business community and business networks, coupled to the development of new methods of selling the benefits of training to small and medium size enterprises. Local community needs should be assessed and tailored, locally delivered provision developed.

Skills and Training

Objectives

1. Maximise funding opportunities to provide easily accessible skills and training of direct benefit to business.

Skills and training products can be designed with too much emphasis on formal qualifications and too little regard for skills and the needs of the customer. This is particularly so in relation to the business community. There is a need to engage business in the development of products and programmes which will attract funding and deliver the skills that they require in a co-ordinated way.

2. Develop a learning culture for business and individuals, and increase the take-up of training.

Too often the language of `learning' is not seen as relevant by businesses. Many companies also feel they are unaware of the range of training that is available. Together these two factors are one of the major reasons for businesses not engaging in workforce development programmes. A better understanding of business training needs could inform a more effective marketing effort to raise awareness.

3. Review existing partnerships and strategies to achieve synergy.

There is a wide range of organisations producing separate strategies and plans in relation to skills and training. There is also a range of partnership working on specific projects. A mechanism is needed for reviewing and ensuring the linkages between plans and partnerships.

4. Develop ways of recognising and accrediting a broad range of skills.

Individuals can acquire skills and knowledge in a variety of ways as well as undertaking accredited training. Equally, businesses can often require skills which do not fit with traditional training programmes. More flexible systems for recognition and accreditation need to be developed.

5. Provide flexible, inclusive and accessible training, matched to needs.

Problems with accessibility and cost are two of the main reasons people give for their failure to undertake training. Local provision, targeted marketing to excluded and hard to reach groups, and specific action to remove barriers to access would, together, help to address these issues. The development of distance learning and internet based training packages gives a further `accessible' option.

Skills and Training

Guidance

National: The Department for Education and Skills and the Government sponsored National Learning and Skills Council provides the main policy frameworks.

DES: `Education and Skills - Delivering Results: a Strategy to 2006' has three main objectives including:

· enable all young people to develop and equip themselves with the skills, knowledge and personal qualities for life and work

· encourage and enable adults to learn and improve their skills.

The National Learning and Skills Council Corporate Plan: `A Strategic Framework to 2004' sets out five key tasks and objectives which include:

· raising skills levels for national competitiveness

· increasing the engagement of employers in workforce development.

Regional: The South West of England Regional Development Agency and the South West Regional Social Economy Partnership both see skills and training as central to their plans and strategies.

SWERDA: Regional Strategy for the South West of England 2000-2010 has a key objective of `addressing social and economic imbalance' through reducing the barriers to employment and training. A key driver for this is skills and learning - equipping people with the skills and adaptability needed to underpin a modern, developing and inclusive economy.

`Supporting the Social Economy: A Development Plan for the South West' illustrates the current and future potential contribution the social economy can make to the health of the region. A key aim is to:

· provide learning opportunities, training and development paths for sector workers and social entrepreneurs.

Sub-Regional: The principle agency for skills and training matters is the West of England Learning and Skills Council.

The West of England Learning and Skills Council Corporate Plan 2002-2005 seeks to promote partnership and involve business. Key objectives include:

meets growth in the sector's demand for skills

· develop a specific workforce development strategy

· increase the number of employers taking part in workforce development.

Local: The Bath and North East Somerset Learning Plan, Adult Learning Plan and Economic Development Strategy 1998-2001 are the main policy documents.

The Learning Plan prepared by the Local Learning Partnership has five strategic aims, including:

· to reduce the number of people with low basic skills

· to increase and widen participation in learning, particularly in the workforce.

The Adult Learning Plan 2000-2002 has six objectives which include:

· increase participation in learning by those who have traditionally been under represented and/or are at risk of social exclusion.

· extend key skills and pre-vocational programmes to enhance employability and support access to the labour market.

The Economic Development Strategy 1998-2001 had training and education as a key objective, and a range of actions including:

· promoting closer partnerships between education and training providers and business support organisations

· assisting people with training and employment by incorporating local recruitment initiatives within suitable construction contracts.

Monitoring and Evaluation

The need to produce a `living and working' sustainable Economic Development Strategy has been an accepted principle from the very beginning of the process to produce one.

"There is a need to set in place a mechanism for measuring the

performance of the Strategy throughout its lifespan"

As such, there is a need to set in place a mechanism for measuring the performance of the Strategy throughout its lifespan and, in addition, build in a regular review phase in order to evaluate the relevance of current objectives and actions, and effect changes as required to ensure the Strategy is responsive to external factors that might render some of its objectives and actions obsolete, and new ones a priority.

Monitoring and Evaluation Process

Monitoring

A working group has been established, including local business representatives, to set in place robust monitoring and evaluation processes.

It is anticipated that the monitoring process will comprise two distinct parts, monitoring the performance of the economy and monitoring the performance of the strategy in achieving the targets set out in the Action Plan.

Monitoring the performance of the economy will be undertaken by measuring against some of the baseline strategic headline indicators, for example, unemployment rate, economic activity rate, jobs created, GDP, etc, most of which can be easily obtained from a variety of sources.

However, in addition, the working group will also develop key, local indicators, for example through the regular commissioning of a quarterly economic survey, which will monitor performance of local companies against a range of criteria including for example, turnover, gross profit, domestic sales, export sales, recruitment levels and difficulties, investment in plant and equipment, etc.

This level of monitoring can be conducted at a local level by the Council's Sustainability and Economic Development Service.

Monitoring the performance of the Strategy in achieving its targets, as set out in the Action Plan, would be more sensibly carried out by an independent, external agency.

This will involve systematically checking the progress of each action under the four building blocks in the Action Plan, with the lead organisation responsible for its delivery. The results of this research will be published as an annual document and presented to the wider economic partnership at a conference style event.

Evaluation

Following receipt of the annual report, the economic partnership will be responsible for assessing key priorities and will lead on the production of a revised Action Plan that recognises targets already achieved, ones that remain to be achieved and new actions that have emerged and need consideration.

Co-ordinated Action

To achieve the objectives set out in the 10-year Economic Development Strategy will often require co-ordinated and complimentary action across one or more of the main building blocks of the Strategy. This is illustrated in the matrix set out below.

Action Plan

Business Creation and Growth

Action Plan

Community Regeneration

Action Plan

Environment and Infrastructure

Action Plan

Skills and Training

The Partners

Job Centre Plus

Gives help and advice on jobs and training for people who can work, and the right financial help for those who cannot.

envolve - partnerships for sustainability

A registered charity, working with schools, community groups, youth groups, businesses and individuals on a wide range of sustainable development projects.

University of Bath

A leading UK university, through its research, business spin out and business incubation programmes.

Business Link

Provides independent, qualified support and advice to small and medium sized businesses, to help new ventures get off the ground and existing businesses maintain a competitive edge.

First Group

A leading UK based international passenger transport group with bus and rail operations.

Federation of Small Businesses

Offers a voice to the small business sector through regional committees, which collectively serve 174,000 members.

Norton Radstock Chamber of Commerce

Represents the interests of its members across all business sectors in the former South Wansdyke.

Chew Valley Chamber of Commerce

Represents the interests of its members across a variety of businesses

Bath Festivals Trust

Created in 1993 to develop Bath as a Festivals City. The Trust promotes participation in the arts throughout the district.

Bath Chamber of Commerce

Aims to influence policy and legislation on behalf of business, and actively searches for solutions to matters concerning the business community in the City and surrounding areas.

Somer Community Housing Trust

A not-for-profit limited company, registered social landlord and social charity, which reinvests any surplus income in homes and services for the benefit of existing and future residents and communities in Bath and North East Somerset, parts of Bristol, Somerset and Wiltshire.

Bath and North East Somerset Council

A unitary authority, formed in 1996 to serve the residents of Bath and North East Somerset, through democratic partnership working with other organisations and agencies in the region.

Bath Spa University College

Provides higher education.

Learning and Skills Council

A government body, which co-ordinates and funds post-16 education in further education colleges, sixth forms, work-based training and adult learning.

City of Bath College

Provides further and higher education, vocational, and lifelong learning and skills courses.

The Bath and North East Somerset Initiative

Encourages public and/or private sector companies and Chambers of Commerce in Keynsham, Bath and Norton Radstock to deliver services jointly and develop a Vision for the area.

National Farmers Union

A democratic organisation representing farmers and growers in England and Wales.

Glossary

Contact Information

Bill Cotton

Head of Service

Sustainability and Economic Development

Bath & North East Somerset Council

Trimbridge House

Trim Street

Bath BA1 2DP

Telephone: 01225 477295

Fax: 01225 477279

Email: bill_cotton@bathnes.gov.uk

Visit the Website:

www.bathnes.gov.uk/sed

Once you are in this site click on the A-Z of Council Services, click on E for Economic Development and choose the Economic Development section on the site.

If you would like this document in any other format and in any other community language please contact us.

We are committed to providing accessible information for everyone.

Please let us know how we can meet your access requirements.

Telephone Deborah Morris on 01225 477662.