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Draft Economic Development & Employment Strategy For Consultation February 2011

An electronic version is available at www.whitehillbordon.com

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Whitehill Bordon Eco-town Strategic Location Map

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Foreword Eco-town status gives Whitehill Bordon a once-in-a-lifetime opportunity to become a community that is internationally recognised for its pioneering approach to low-carbon living and in providing an exceptional quality of life. This draft Economic Development and Employment Strategy was produced at the request of the Whitehill Bordon Eco-town Delivery Board. The strategy is a robust framework which sets out the issues the town faces and how the town’s economy could be developed and jobs secured to deliver the employment targets of the draft Framework Masterplan. We want your views on the suggestions in the strategy so the document is structured to encourage widespread participation. Each section concludes with questions to stimulate feedback from all those interested in securing the best future for the town. The survey is on Page 77 of this document and can be returned to the freepost address. It is also available online at www.whitehillbordon.com. In addition a workshop will be held in the spring where a wide cross-section of the local and business communities will be encouraged to consider the proposals. All comments and indicated preferences will be carefully assessed in order to inform the shape of the final document which is to be considered for adoption by the Delivery Board in June 2011. We therefore encourage your careful consideration of this draft document and we look forward to receiving your views.

John Walker Interim Chairman Whitehill Bordon Eco-town Delivery Board

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Daphne Gardner Project Director Whitehill Bordon Eco-town

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Contents Section

Page

Page

Appendices

Foreword

3

A

Glossary of Terms and Acronyms

51

1

Purpose

5

B

Previous Studies - key extracts

52

2

Overview of Whitehill Bordon

8

C

Socio-Economic Data

66

3

Data Sources

10

D

Approximate 1 hour travel time map

73

4

Previous Studies

11

E

Local Ward Boundary Map

74

5

Principal Issues

15

F

Local Economic Partnerships

75

6

Strategic Opportunities

19

G

Bibliography

76

H

Feedback Questionnaire

77

– The 12 Element Plan 7

Priority Actions

28

8

Funding

39

9

Consultation and Evaluation

41

10

Recommendations

43

11

Summary

45

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Section 1. Purpose 1.1

The purpose of this draft Economic Development and Employment Strategy (the Strategy) for the Whitehill Bordon Eco-town is to propose a framework for the town’s future economic growth.

1.2

It is expected that there will be around £1.5billion invested in the town by 2036. This Strategy seeks to ensure that the community will get maximum benefit from this investment.

1.3

The overall requirement is to create a sustainable economy that thrives to meet the needs of the whole community - while respecting and protecting its superb natural environment.

1.4

This ambitious low-carbon strategy intends to shape the development of a fully sustainable and prosperous future for the whole Eco-town by: • • • •

1.5

Encouraging the development of a high quality, skilled local workforce with easy access to a range of good local employment opportunities Promoting the Eco-town as an exemplar in integrating sustainable business growth with carbon reduction Developing the town as a vibrant place with a clear economic function that provides an exceptional quality of life Identifying new local employment sectors to replace the jobs that will be lost when the Ministry of Defence (MoD) leaves

Additionally the Strategy seeks to: • • • •

Support the Eco-Town objectives to achieve carbon neutrality, increase biodiversity, improve transportation options and reduce water usage by 2036 Establish targets and select indicators to monitor the effectiveness of the economic development activities Contribute to the finalisation of the draft Framework Masterplan (June 2010) and to the East Hampshire Core Strategy – Local Development Framework Encourage the supply and development of appropriate commercial land and an inspiring range of affordable, resourceefficient commercial premises

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1.6

The Strategy will be regularly reviewed, but is intended to be relevant from 2011 up to around 2036. Its focus is on the Whitehill Bordon Eco-town but also considers the wider economic context from a broader hinterland including the Blackwater Valley and the urban centres of south Hampshire.

1.7

The Strategy intends to at least meet the draft Framework Masterplan proposed target of one new job per new home and seeks to deliver the employment predictions contained within the evolving transport and master planning models, which are summarised as: Timescale Post MoD relocation 2012-2019 2028 2036

Total New Jobs (estimated) Loss of around 1500 3200 5500 6800

Draft Framework Masterplan Phase n/a Phase 1 Phase 2 and 3 Phase 4

Total New Housing (estimated) No change 1700 4000 5300

1.8

During the development of the Strategy we have considered the main economic drivers, including education, skills and workforce development, together with the availability and affordability of commercial land and property, key infrastructure provision, particularly transportation and access to housing. Analysis was drawn from existing recent data sources to assess the town’s current economic performance and skills base. (Refer to Appendices B & C)

1.9

Delivering replacement employment to compensate for the withdrawal of the MoD will be a huge challenge, so the responsibility to implement this Strategy cannot rest with any single organisation. The creation of a robust and sustainable future Eco-town economy will only be met through the committed and sustained engagement of numerous key players, particularly the businesses and the workforce - as well as the principal organisations who have the responsibility to ensure that the required investment in Whitehill Bordon’s workforce and infrastructure is continually made.

1.10

Working in partnership we have a real opportunity to show the true value of Whitehill Bordon as a pioneer in sustainable living and working that will become of national significance. The aim is to create a sustainable economy that thrives to meet the needs of the whole community whilst respecting and protecting its superb natural environment.

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1.11

Implementing the Strategy is critically dependant upon both the endorsement and active support from key delivery partners who include: Alton College

Enterprise First

MoD Defence Estates

Bordon Schools

Enterprise M3 LEP

National Apprenticeship Service

Business East Hampshire

Farnborough College of Technology

Radian Housing

Business Link

Federation of Small Business

Communities and Local Government Connexions

Hampshire Chamber of Commerce Hampshire County Council

Royal Electrical and Mechanical Engineers South Downs National Park Authority Solent LEP

Department for Business Innovation and Skills

Homes and Communities Agency

University of Portsmouth

Development Agency (SEEDA)

Jobcentre Plus

East Hampshire 14 -19 Consortium East Hampshire District Council

Local Children’s Partnership

Whitehill & Bordon Business Breakthrough Group Whitehill Bordon Town Partnership

Mill Chase Community Technology College

Whitehill Town Council

Section 1 Purpose FEEDBACK These questions are available for completion at Appendix H or online at www.whitehillbordon.com Q1.1 Did you find the purpose of the Strategy clear? Q1.2 If not, how might it be improved?

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Section 2. Overview of Whitehill Bordon 2.1

Whitehill Bordon is currently the second largest town in East Hampshire but with the Eco-town expansion the town will become the largest community within the district. The town is very different to the traditional market towns in the surrounding locality such as Alton and Petersfield, as historically it was formed as an Army camp on an important former toll road, and became a centre of military importance in 1863 when the War Office purchased 1,600 acres of training land. The town effectively grew up to service the needs of the military bases. With the intended withdrawal of all garrison activities over the next few years, the town urgently needs to find a new rationale and source of wealth creation.

2.2

Other specific employment activities which take advantage of the location include forestry, orchards and some tourism. Notable exceptions are a specialist insurance broker employing in the region of 100 staff, and a pharmacological company specialising in cancer medications.

2.3

Whitehill Bordon is surrounded by wildlife rich areas of heathland and forest. The North to South A325 road bisects the town, additionally the main London to Portsmouth A3 trunk road passes nearby and the completion of the ÂŁ370m Hindhead Tunnel during 2011 will further improve road access to London and beyond.

2.4

The nearest railway stations are at Liphook to the south and Alton to the north, both providing access to London Waterloo.

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2.5

This Strategy defines Whitehill Bordon as the five Whitehill wards plus Lindford ward as shown on the adjacent map. The latest estimate for the population of these wards is slightly more than 16,000. (Appendix E) The strategic location of the town places around 2.7 million people living within a one hour journey time. (Appendix D)

2.6

In December 2010 the labour market profile of the town was similar to the surrounding East Hampshire District with 1.7% of the 7,900 economically active residents claiming job seekers allowance compared to 1.4 % in the entire district and 3.5% for the whole of Great Britain. (Appendix C)

. 2.7

2.8

Around 40 per cent of working residents travel out of town to work in larger centres, including Guildford, Portsmouth and London. In addition to supplying employment opportunities these locations also provide (and capture the benefits from) a wider range of shopping and leisure activities. More detailed socio-economic information on the town is provided within Appendix C.

Section 2 Overview FEEDBACK These questions are available for completion at Appendix H or online at www.whitehillbordon.com Q2.1 Is the overview of Whitehill Bordon sufficient? Q2.2 If not, what additional information should be included?

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Section 3. Data Sources 3.1

There are limitations to much of the statistical data readily available for a specific locality such as Whitehill Bordon. Data is typically derived from the now historic 2001 census or from surveys and forecasts that tend to be based on sub-regions or whole local authority areas. National Statistics data for trends and comparison purposes also tends to be limited to a district wide basis.

3.2

Nonetheless where available and relevant, data at ward and Lower level Super Output area (LSOA) levels, such as job seeker records are able to provide some specific detail on the statistical picture of the town. A summary of such socioeconomic information, including employment levels and travel to work data is included at Appendix C. A bibliography of data sources is provided in Appendix G.

3.4

Some of the baseline and forecasting studies that were developed for the original Green Town Vision and the subsequent bid for Eco-town status remain of relevance to this Strategy. These include the GVA Grimley Revised Baseline Report, the SQW Economic Potentials Report and the AECOM draft Framework Masterplan (June 2010). Key findings of these studies and reports are summarised in Appendix B.

3.5

Key findings from both the East Hampshire Skills Audit and the Hampshire Local Economic Assessment are also summarised in Appendix B. Data and analysis of the forthcoming 2011 census will provide valuable additional information as it becomes available during 2013.

3.6

The recent comprehensive East Hampshire Skills Audit is of particular relevance in identifying district wide skills and training issues and provides a focus on Whitehill Bordon. Upper tier local authorities had a duty to provide an analysis of their area’s economic performance and the Hampshire Local Economic Assessment does provide considerable analysis and information for the whole of Hampshire, but the potential of the Whitehill Bordon Eco-town was not identified in the document.

3.7

This Strategy proposes that more relevant town specific data should be collected and compiled in order to provide a robust baseline of the town’s current economic performance and such data will require regular updates in order to monitor the progress and outcome of the proposed actions.

Section 3 Data Sources FEEDBACK This question is available for completion at Appendix H or online at www.whitehillbordon.com Q3.1 In addition to the data referred to above and detailed in Appendices B and C, are there any other existing data sources that should be considered?

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Section 4. Previous studies 4.1

Five recent studies and reports that provide relevant analysis and recommendations were considered in detail during the development of this Strategy. Extracts of the key findings for each study is included at Appendix B. The bibliography at Appendix G provides details on where full copies of the reports may be found.

4.2

In the section below there is an assessment of the relevance of each study to this Strategy.

Hampshire Economic Assessment 4.3 Although not sufficiently detailed to provide specific consideration of Whitehill Bordon, the assessment provides a wealth of data and analysis on the whole Hampshire economic area and that of the central Hampshire / New Forest sub-area within which Whitehill Bordon and much of East Hampshire is categorised. The assessment shows that whilst Hampshire as a whole is performing broadly in line with the national economy, its economic growth and wealth generation is dominated by the north and the south parts of the county, with the central, more rural areas significantly underperforming economically, and with poorer future prospects. 4.4

As a consequence of high levels of ‘out-commuting’, in part due to the lack of suitable employment, the area has a higher than typical carbon footprint. The implications for Whitehill Bordon is that it will need to significantly out-perform the rest of its sub-county area both in future economic and employment growth and in reducing carbon emissions if it is to meet its high level objectives.

4.5

Although Whitehill Bordon was not specifically recognised within the assessment, the growth of the Eco-town could be a major part of the solution in addressing Hampshire’s need for new economic growth and in vastly improving the environmental performance of the central Hampshire sub area.

GVA Grimley Revised Baseline Report 4.6 Whilst it is more than two years since the revised baseline studies were concluded, there has been only limited change within the town, in part due to the continued uncertainty of the timing of the MoD withdrawal and the need to develop the Masterplan process but also because commercial and housing development nationally has stalled due to macro-economic factors including political change, the banking crisis and a resultant lack of confidence in investment. For example, the limited take-up of the commercial and leisure land at Viking Park. It is considered this baseline study continues to provide a reasonably valid analysis of the town’s current performance.

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SQW Economic Potentials Report 4.7 The Economic Potentials Study completed 15 months ago provided an analysis and forecast model for the town. The report’s author SQW proposed three scenarios for the future development of the Eco-town, of which Scenario 2: “The development of the Eco-town proceeds with heavily constrained public sector investment, and the Garrison closes in the middle part of the next decade…” currently appears to be the most likely to be realised. 4.8

At the heart of the SQW report is a recommendation of four core options for the town’s future economic development. Considering each in turn; •

Blackwater Valley Linkage Employment in the Blackwater Valley towns is likely to remain under considerable pressure due to the public and defence sector spending cuts, compounded by the global competition for manufacturing, including the ICT and aerospace sectors. Increasing the alignment of Whitehill Bordon with the Blackwater Valley towns will hold future risk as their own economies are unlikely to be as robust as in the past few decades. Growing levels of vacant commercial buildings within the Blackwater Valley underline the weaknesses of adopting a strategy that attempts to win or to closely align with businesses from those towns.

Examplar in Sustainable Development Undoubtedly this remains a highly relevant and achievable goal, despite the recognition that low-carbon living has to be mainstreamed into all future development strategies for all communities and therefore Whitehill Bordon will be in competition with many other growing towns who also wish to demonstrate their own low-carbon capabilities.

Whitehill Bordon as a tourism hub Whilst an attractive idea, the reality is that the South Downs National Park will have several “northern gateways” across Surrey and Sussex that are already prepared and have an existing tourism and visitor profile. Whitehill Bordon may have a better medium and long-term potential for eco-tourism as the demonstration projects and retrofit housing programmes become more established. There is also scope, at the right scale, for managed visitor facilities in the town’s forest hinterland that should be progressed.

A hub for post-16 education and training Whilst the SQW proposal gives recognition to the current and growing skills deficit, their proposal lacks ambition and scale for a town that will become the largest in the district and with the potential to act as a regional and possibly

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national focal point for low-carbon and sustainable growth. The East Hampshire Skills Audit carried out subsequently provides a more visionary approach. The East Hampshire Employment and Skills Audit and Action Plan 4.9 This report completed in June 2010 highlights the major education and skills deficit that the town already suffers from, a situation that, without a fundamental shift will exacerbate with the closure of the Garrison. The action plan provides an ambitious “Big Idea” for transformation with the creation of a lifetime Learning and Innovation Campus to meet the needs of not only the expanded town, but to act as sub-regional centre that could transform the skills and training base for the whole of East Hampshire. The report correctly recognises that meeting the capital requirements of such a project will be challenging, however an incremental approach using a network of existing facilities, aligned to the rate of the growth of the town is both plausible and a fundamental requirement in order to meet the future needs for education and training provision in the enlarged community. 4.10

Their recommended Action Plan (Annex 5 of that report) provides a compelling framework for future concerted action and the establishment of a Learning and Innovation Campus is therefore included in Section 6 as one of the proposed strategic elements of this Strategy.

AECOM draft Whitehill Bordon Framework Masterplan June 2010 4.11 The draft Framework Masterplan provides an analysis of how and where the large employment growth could occur. It identifies four principal employment locations: • Re-use of former MoD Buildings • Establishing eco-business parks • Town centre employment, including public sector services • Home working 4.12

The draft Framework Masterplan identifies that 5500 jobs would require the creation/allocation of a total of around 113,000 sq m of floorspace within the new town centre and the eco-business parks. Additionally the report highlights the requirements to consider the wider economic infrastructure including transport and communication connectivity and to promote Whitehill Bordon more broadly as an investment location with likely interventions that would include: business start-up and growth support, training programmes and targeted inward investment.

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4.13

AECOM concludes that next steps should include:• Establish a skills centre • Establish business support networks • Prepare and implement an inward investment strategy • Step-up the level of marketing and promotion

Previous Studies Summary 4.14 The findings and key recommendations from the five important and professional appraisals outlined above provide a valuable source of data and analysis. Their findings and recommendations have been adapted and included where consistent within the 12 strategic elements at the core of this Strategy, as proposed within section 6. Section 4 Previous Studies FEEDBACK These questions are available for completion at Appendix H or online at www.whitehillbordon.com Q4.1 Do you agree with the assessment of the five highlighted studies? Q4.2 If not, what aspect of the assessment do you disagree with? Q4.3 Are there any other relevant studies that should be considered?

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Section 5. Principal Issues 5.1

The future prospects for Whitehill Bordon will be influenced by both local and macro-economics. The town, in common with the rest of the world, faces many significant challenges, particularly in regard to ensuring sufficient energy and resources as highlighted by the One Planet Living philosophy – or the fundamental need to recognise that the world has finite resources and that sustainability can only occur if the world’s resources that are used are then fully recycled to remain available for future generations.

5.2

This provides the development of the Eco-town with an important future role within the South East region that could lead to significant local employment and economic growth.

5.3

As the Eco-town’s economy will be impacted by global, national, regional and local influences these issues require recognition and an appropriate response. In summary:

Global Economic Issues 5.4 Since September 2008 when an American investment bank, Lehman Brothers, collapsed there has been a major loss of confidence in the Western financial systems with a consequent rapid shrinking of many national economies. This global economic crisis continues to cripple economies, reduce enterprise capacities, and has resulted in millions of people becoming redundant. 5.5

Although predicting global trends over a 20 year plus period with any certainty is implausible, principal issues including the availability and hence cost of energy, water and food, are likely to be dominant considerations. Funding and new investment will increasingly come from the fast emerging nations of China, India and Brazil.

5.6

The International Monetary Fund revised global economic growth for 2009 to negative growth for the first time in record. Between 2008 and 2009, the largest jumps in unemployment rates by region occurred in the western economies and the European Union. Even though the global economy demonstrated weak growth in 2009 -2010, labour markets in the UK and Europe have showed little sign of improving.

5.7

Government interventions have to a degree stabilised the precipitous declines but it may be expected that investment and consumption patterns will take a prolonged period to recover to pre-crisis levels.

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5.8

Whilst these impacts may be uniformly felt across the South East region it is important to note that this lack of global confidence and access to investment finance will result in less potential for foreign direct inward investment (FDI) by overseas businesses seeking a UK operational location.

National and Regional Economic Issues 5.9 The contraction of the public sector will not only reduce employment levels and access to new public works contracts, but is also likely to reduce the number of Civil Service and Quango relocations that have historically provided many growing locations with valuable public sector inward investment – for example the Met Office to Exeter and the Marine Management Organisation to Newcastle. Such Government sponsored relocations are likely to be considerably less over the next decade. 5.10

Historic and continuing trends common across the South East economy all indicate a continued fall in the production (manufacturing) sector. The outcome of the banking crisis continues to place major restrictions on access to finance and investment particularly for small and medium enterprises (SMEs).

5.11

Considerable detail on the impact on the Hampshire economy by global and national economic issues and trends is produced annually by the Hampshire Economic Partnership in their valuable report “Informing our Future”.

Implications for Whitehill Bordon 5.12 As a result employers in Whitehill Bordon face a substantive number of immediate and medium term challenges, particularly as these national and global factors are being compounded by the town’s over reliance on a Military presence that is scheduled to depart. 5.13

In line with the UK and the South East the local economy will continue to be impacted by the restructuring of the global economy that has resulted in substantive overseas competition, both for manufactured goods and more recently services. Individuals and employers alike are both caught up with the consequences of the failure of the banking sector, and increasingly with public sector austerity measures and consequent reductions in number and value of contracts. Associated employment previously based on public sector spending continues to be in sharp decline.

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5.14

The principal issues facing the Whitehill Bordon economy may be summarised as:Financial • Uncertain global and national economic prospects • Restricted finance for SME cash-flow and investment • Declining levels of public intervention funding Employment • The significance of around 2,500 jobs that are reliant on the MoD • Expected closure of the Garrison, leading to a loss of both direct and indirect jobs and a reduction in local spending power • High levels of out-commuting from the town • Decline of traditional employment sector opportunities due to globalisation of trade • Under-representation in higher value business services and financial sectors. Skills and Education • Education levels and performance are lagging behind county average • Low levels of entrepreneurship • Predominance of local jobs requiring low skills • Low level of graduates and local graduate retention Infrastructure • Weak public transport infrastructure and services resulting in an over-reliance on private vehicles • Lack of available business space, in particular for small-medium sized businesses • Low rates of industrial development on employment land • Limited ICT infrastructure for next generation services

5.15

For too long Whitehill Bordon has been considered as just an adjunct to the Garrison and not as a fully functioning independent community. The current limited choice in services provision, range from inadequate public transportation, both within the town and to and from adjacent towns, are compounded by restricted retail, social, and post 16 educational facilities.

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5.16

The expectation that the Ministry of Defence will close the Garrison and transfer all the defence training activities away from the town over the next few years, provides a major employment challenge but is balanced by one of new opportunity to develop the resultant vacated brownfield sites and surplus buildings for new sustainable employment activities.

5.17

The Garrison’s economic footprint accounts for a substantial proportion of local employment: in addition to induced employment (mainly local services), this currently includes around 600 military jobs and 130 civilian ones, and – through Babcock Training (formerly VT Training) – around a further 350 training-related jobs.

5.18

The national and regional regeneration funding that has historically been a source of vital match funding to stimulate investment is being dramatically reduced. The Regional Development Agency (SEEDA) will be discontinued in March 2012 and only limited replacement programmes such as the region growth fund is being made available via the new emerging Local Enterprise Partnerships (LEPs). Currently Whitehill Bordon has not been confirmed as being included in one of the new approved LEP geographies, but a recent resubmission by the Enterprise M3 LEP, does now include Whitehill Bordon.

5.19

Collectively this will result in a significant reduction in the availability of funding for intervention and growth measures. It will require all partners to work in the most imaginative manner to maximise the use of existing assets and secure investment from particularly new private sector investors in order to ensure that the new development opportunities can be progressed.

Section 5 Principal Issues FEEDBACK These questions are available for completion at Appendix H or online at www.whitehillbordon.com Q5.1 Have the principal issues facing Whitehill Bordon been correctly identified? Q5.2 Is the overview on the economy in sufficient detail for the purpose of this Strategy?

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Section 6. Strategic Opportunities 6.1

The issues that face Whitehill Bordon and the world, although challenging, provide the Eco-town with opportunities to build a local mixed and sustainable economy and also make the Eco-town an exceptional and well regarded location. The overarching ambitions should be to: • • • • • •

6.2

Achieve a balanced mix of business and jobs Improve education, training and learning to create a skills base capable of supporting a world-class economy Develop employment land and provide high quality efficient business space Develop new sectors and encourage targeted inward investment Encourage entrepreneurship and support innovation Improve accessibility and transport links locally and regionally.

The key existing and proposed attributes that will support these ambitions include: • Creation of a new major sub-regional community of around 25,000 people • The SEME skills legacy • Demand for sustainable construction, low-carbon energy and environmental business • Release of major brownfield land sites • Identified as a Strategic Development Area in the South East Plan • A northern gateway to South Downs National Park • Exceptional biodiversity and landscape • Prospect of a rail link to Alton and London • Planned improvements in bus based and non-car alternative transport • Completion of the £370m A3 Hindhead Tunnel in 2011 • An ICT infrastructure capable of meeting next generation advances

The 12 Element Plan 6.3 After consideration of the principal issues and the recommendations from the previous studies this Strategy proposes the following 12 element plan as the focus for employment growth of the Eco-town:

Element 1 - Legacy from Military training expertise

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6.4

The Bordon Garrison is home to the School of Electrical and Mechanical Engineering (SEME), the training academy for the Royal Electrical and Mechanical Engineers (REME). SEME is the UK’s largest electro-mechanical engineering teaching establishment and has built a considerable reputation as the national centre for expert military training, particularly in trade skills for electrical and mechanical engineering as well as welding, transportation repair and driver training. Typically there are approximately 1500 soldiers at SEME undertaking career and equipment courses and gaining transferable qualifications ranging from NVQ level 2 to HND.

6.5

The departure of the Garrison will provide a unique opportunity for at least some of this knowledgebase to be retained and adapted to civilian needs. Assets include a significant number of skilled civilian trainers, principally provided under contract from Babcock, many of whom currently live near or within commuting distance of Whitehill Bordon and who are unlikely to relocate in large numbers with the departure of the Garrison.

6.6

There is a considerable and growing need in the UK for increasing the provision of training for skilled tradecraft workers, in particular the energy sector which is being targeted by Government as it requires vast re-investment, from the rebuilding of the national grid, to the construction of new low-carbon power generating stations in order to meet the national 34% carbon reduction obligation by 2020 as committed by the 2008 Climate Change Act.

6.7

Whilst locally there are currently some excellent civilian engineering training facilities at both Alton and Farnborough Colleges, these are of a relatively modest scale and with the right strategic investment by public and private partners, possibly including DECC, MoD, Skills Funding Agency, Babcock and Local Authorities, there will be a unique opportunity to safeguard and retain some of the elements of the existing Bordon skills training assets, both physical and intellectual, to ensure that they are captured for long-term civilian benefit.

6.8

Ensuring that this valuable electrical and mechanical engineering legacy is capitalised on is also important if the proposed linkage to the advanced manufacturing and aerospace sectors within the Blackwater Valley towns is to be realised.

Element 2 - Learning and Innovation Campus 6.9 A Learning and Innovation Campus is proposed by the comprehensive study into the East Hampshire skills profile. This innovative vision could become the focus of a multi institutional distributed facility serving not only Whitehill Bordon but as a new focal point for meeting the training and educational needs for much of East Hampshire. Such a campus would not be intended to directly compete with or replace any existing provision, for example at Alton College, but would seek to be

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complementary and additional. The proposal would be implemented through a distributed model that would take advantage of existing partner facilities and so minimise (but not replace) the requirements for capital intensive new build. 6.10

Whitehill Bordon and the whole of East Hampshire would reap significant rewards from the creation of such a facility in terms of increased economic benefits and an elevated profile. It will be important that the students should be coached in entrepreneurial skills and the One Planet Living philosophy to ensure that after graduating they would fully contribute to the sustainable economic development of the town.

Element 3 - Sustainable construction, low-carbon energy and environmental business 6.11 The environmental economy provides an immediate and growing opportunity to focus and drive forward the Whitehill Bordon economy. It comprises a wide range of activities that directly depend on environmental resources (such as renewable energy, water, waste, environmental technologies and tourism). The sector is significant at the regional level and the town has a number of unique competitive advantages on which to take a lead. 6.12

The local supply of building materials using sustainable methods is not new, for example the nearby Selborne Brickworks has fired local clay for many generations and provided the materials for many of Whitehill Bordon’s remaining Edwardian buildings, including the old Firestation and the Phoenix Theatre.

6.13

During 2010 the Eco-town project received expressions of interest from businesses supplying the construction industry with high efficiency materials, who were interested in how they might become involved in the building of the new town. The concept of “the town that built itself” in the draft Framework Masterplan has real potential to attract businesses who would choose a Whitehill Bordon location due for two principal reasons: • Being at the heart of one of the largest construction projects being developed in the South East region over the next 20 years, and • Being in a very attractive area with a 360 degree catchment to over 2.7m people within a 1 hour journey time.

6.14

In the immediate future the recent Energy Bill published in December 2010 which announced the “Green Deal” programme to encourage retrofit of energy-saving measures for both businesses and householders should provide a significant boost to the sector.

6.15

Business networks including Business East Hampshire and the Sustainable Business Partnership are well placed to assist in marketing the town to these potential new employers and investors through an active campaign of local sustainable

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business conferences and seminars with themes including; energy efficiency, packaging minimisation/recycling, resource efficiency, etc. 6.16

Whitehill Bordon could also host a major sustainable construction fair, which if successful could be developed into an annual event, possibly housed in one of the larger surplus MoD buildings. This would be focused on the local community, but should also attract visitors, trade and families from a wide area who want to see at first hand new innovations in environmentally friendly materials, construction methods and products.

6.17

To build this sector it will be critical to ensure that the Eco-Business Parks proposed in the draft Framework Masterplan will provide a suitable range of sites and premises, as production/storage of construction materials etc are relatively land extensive. Suitable planning policies would also need to be considered to ensure that the sector could grow relatively unhindered.

Element 4 - Sub-regional centre 6.18 The intention to increase the community of Whitehill Bordon to a population of 25,000 over the next 24 years will elevate the town in both size and status to become the largest community in East Hampshire. Add a totally new eco-friendly 21st century town centre, an innovative education and training campus, and low carbon transportation links and the ingredients have been assembled to transform the town into a major sub-regional focal point. 6.19

Such a community will need to be at least self-sufficient in the provision of leisure, culture and entertainment venues, with an inspiring retailing heart. There is an immediate need in the short term to provide more comparison goods shops (selling clothes, electrical goods etc). Attracting new retailers will transform the shopping experience for the local community and will increase the prospect, particularly in the latter stages of the new town’s development, to attract specialist retailers who require access to the wider catchment of around 2.7 million people. This could include specialist products, such as ultralow carbon vehicles and low-energy heating/lighting products that would be available in wider and better ranges, qualities and quantities in a specialist location. E.g. unique retailer in the sub-region – the IKEA effect.

6.20

The expanding community will also require growth of the professional service sector; including banks, financial services, insurance brokers, estate agencies, solicitors and accountants.

6.21

Both the daytime and night-time economies will need to expand to meet the needs of the existing and new residents, students, businesses and visitors. So provision will be required for additional pubs, restaurants, entertainment venues,

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multiplex cinema, and further leisure centres – in addition to swimming and traditional sports, the town should also seek to make provision for and encourage major investment for large scale leisure activities such as an indoor ski centre. Element 5 - Green Travel Hub 6.22 A longer-term target for the Eco-town is to reduce car trips to 25% of the existing level. This presents both a major challenge and a significant business and employment opportunity in order to deliver the compelling range of alternative transport modes that will be needed to fulfil that ambition. 6.23

The outcome of the rail feasibility study which is considering wider interconnection options for re-establishing direct rail connection to the town will require detailed evaluation particularly in regard of the resultant employment opportunities. The town would be an ideal location to encourage a bus/coach company to provide an operational centre. Employment directly from the provision of a regular town bus shuttle service, possibly running for around 18 hours per day as well as the public transport links to other communities could contribute in excess of 50 jobs for drivers, office and maintenance workers.

6.24

The town will benefit from one of the most modern networks of cycle routes and so will generate demand for cycle hire, sales and servicing, both for traditional cycles and also electric assisted models.

6.25

Although car ownership will be vastly reduced, a new breed of hybrid and electric cars and delivery vehicles are being developed to meet the new target of 95g/km CO2 emissions by 2020. These ultralow carbon vehicles (ULCVs), including fleets of full electric and eventually fuel cell technologies, will all require specialist knowledge for their maintenance. The town could position itself as a major centre for the distribution and servicing of the next generation of these ULCVs and associated charging and support infrastructure.

Element 6 – Delivery Centre for Public Services 6.26 As the town grows to become the largest in the district there will naturally develop a growing need for additional capacity and improved access to a wider range of public and community support services. Despite the current public sector austerity measures and the possibility that future local authority structures and even boundaries may be modified there will be a growing case for providing a public sector service centre to meet the needs of the existing community, new town and surrounding communities. This includes; policing, healthcare, social support, and public administration. 6.27

Currently there are three local authorities with responsibility for the town, Hampshire County Council, Whitehill Town Council and East Hampshire District Council. The latter presently occupies old and inefficient buildings in Petersfield,

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where there will be continued pressures to achieve significant savings. The feasibility of a future relocation of at least part of EHDC, preferably in partnership with HCC, WTC and other public agencies, to create a northern public service centre within the new Eco-town, needs to be fully investigated and provision made within the planning of the new town centre. Such a necessary investment would be an important catalyst in ensuring the comprehensive development of services for the new town. Element 7 - Young Entrepreneurs 6.28 The transition to a new vibrant economy will require more than buildings, a cultural shift will need to be made in order that Whitehill Bordon becomes recognised as a thriving “Zone for Young Sustainable Enterprise”. 6.29

Whitehill Bordon suffers from a lack of entrepreneurial intensity and needs to vigorously encourage more entrepreneurial prowess. For example the recent national ‘Make Your Mark’ campaign proved very powerful, especially at a local level to create an enterprise culture among young people in the UK and then inspire them to start their own ventures. Although that campaign has now concluded, its parent body Enterprise UK will hopefully find new ways to provide young people with the inspiration and opportunity to turn their ideas into reality, whether through starting businesses or social enterprises or by making an idea happen at work. Whitehill Bordon in partnership with the 14-19 Consortium Partnership and the Local Children’s Partnership should take a sub-regional lead in developing a local young entrepreneurship foundation.

6.30

This would be complemented by the Government’s commitment to substantially increase the number of apprenticeships throughout the UK. It is vital that Whitehill Bordon businesses and organisations seize this opportunity to work with the National Apprenticeships Service to develop a local programme of apprenticeships that will provide on-the-job and vocational training and empower people of all ages to learn practical, new skills that will be needed to enable local businesses to prosper and grow.

Element 8 - Inward Investment 6.31 The definition of inward investment for economic development has historically been limited to foreign direct investment (FDI) from overseas businesses who wanted to establish a UK presence, whether in manufacturing, research or sales. However since the rapid globalisation of economies and expansion of the EU that concept has been significantly broadened and in recent years acquisitions and mergers of existing UK businesses by foreign or venture capital have been included in some statistics.

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6.32

For many communities, including Whitehill Bordon, care has to be taken if a growth strategy is over-reliant on inward investment by new businesses, as without personal or historic connections to a community, this kind of inward investment has too often been found to be transitory and short-lived.

6.33

However, inward investment remains an important potential source of job creation and investment in the local economy. There continues to be interest in the UK from the USA and increasingly the emerging Asian markets especially India, and in the future, China. Whitehill Bordon’s attraction of being able to present a readily available land portfolio with options for both existing stock and design and build premises in the heart of the South East but with access within one hour to the airports at Southampton, Farnborough, Gatwick and Heathrow and to the seaports at Portsmouth and Southampton has great potential to become a very powerful proposition.

6.34

Hampshire has historically not secured as much high-value overseas investment as adjacent counties such as Surrey and Berkshire and recently new emphasis is being made on providing a more comprehensive inward investment service for the county. This is now likely to be an important role for the new Local Enterprise Partnerships (also see Appendix F). Realistically, the new Eco-town is unlikely to have sufficient budget or expertise to be able to independently promote its own strengths overseas and therefore it will require proactive engagement with the LEPs to ensure UK Trade and Investment (UKTI) and partners are kept fully briefed of the emerging opportunities and to influence the relevant incoming trade delegations and overseas missions.

Element 9 – New Business Sector Incubator 6.35 One of the key success criteria in developing new employment sectors, is the early establishment of a nucleus, typically comprising a physical building with associated networked support. Such a combination demonstrates commitment and confidence and acts as a landmark for cluster marketing and development. The conversion of the old Firestation into the new Eco-station is an important first step. But as the town moves forward it will be critical that at least one of the EcoBusiness parks becomes home to a world-class flagship building designed to showcase new sector advances and with the capability to deliver flexible office and conferencing facilities for the full range of businesses and entrepreneurs involved in the new developing sectors. Such a facility would bring together companies, suppliers, research academics, service providers and private investors, to stimulate business activity, projects, contracts and generate employment.

Element 10 - Third Sector and Social Enterprises

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6.36

The Eco-town could catalyse the growth of a more active social economy across the local community, voluntary and social enterprise sectors. Such economic activity, such as local trading schemes, credit unions and co-operative trading ventures could offer Whitehill Bordon better routes to meet the needs of the new community than have been previously provided by the private sector and to assist in filling the emerging gaps in the existing community service provision due to the current public sector financial austerity measures.

6.37

This need to encourage a greater growth in social enterprises and promote a community based approach to employment creation involving the voluntary and community sector in service delivery is being recognised by the new Government through the Big Society concept. It will be important that any of the Cabinet Office incentives such as the Big Society Bank and eligibility for the new Community Fund are fully pursued.

Element 11 - Value added Food and Drink 6.38 The agricultural hinterland that surrounds Whitehill Bordon is already home to a number of growing quality food and drink businesses including the Blackmoor Estate Farm and the Priors Dean Vineyard. Whitehill Bordon can capitalise on the increasing demand for food awareness both in quality and environmental impact, the ability to reduce “Food Milesâ€? by local sourcing of goods and services meets the twin objectives of supporting local employment and reducing adverse environmental impacts. Element 12 - Visitors and Tourists 6.39 Although East Hampshire is a splendid place for visitors with beautiful countryside, attractive market towns and villages and a number of visitor attractions generating a turnover estimated to be ÂŁ150 million a year, Whitehill Bordon currently has neither the image nor facilities to significantly benefit from this traditional tourism spend. However there are already many visitors and students visiting the town, predominantly through the Military training function. Over time the development of the Eco-town should provide significant opportunities for the promotion of both business Eco-tourism and activities relating to the surrounding natural environment, particularly since the recent designation of South Downs National Park which should help encourage more visitors to the area. 6.40

The East Hampshire Tourism and Marketing Partnership has identified a district shortage of visitor accommodation and also raised the issue of quality of visitor accommodation and there are already some limits on visitor capacity, for example car parking. Some of these issues will become even more pressing as the South Downs National Park becomes more established.

6.41

To improve its visitor and tourism sector Whitehill Bordon should seek to: Draft Economic Development & Employment Strategy v1.0

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• • • •

Improve the provision of tourist and visitor information Provide a better range of visitor accommodation Make the local environment more attractive and accessible Improve visitor facilities and attractions

6.42

There is considerable scope within appropriate forestry areas to develop a location for a major forest holiday destination, as successfully undertaken in similar locations using the Center Parcs model. Such developments require very careful planning and controls in order to safeguard the natural environment, ecology and habitats, but they do produce significant (in excess of 1000 jobs) quality all-season employment. Provision of such a facility preferably within a 10km radius of Whitehill Bordon could provide a very substantive employment boost as well as providing new conference and leisure facilities. The Government’s intention within the proposed Public Bodies Bill 2011 that intends for a new strategic approach to forests in England maybe a catalyst as it will seek to allow the transfer of ownership of large parts of public forest to private and community enterprises. The proposition of such a forest centre near to Whitehill Bordon would require widespread public consultation, undertaking impact studies as well as negotiation with the SDNP and interested landowners, but provides a major potential opportunity.

6.43

Growth in business tourism related to the growing new sectors and associated events should be envisaged so a new hotel as suggested in the draft Framework Masterplan, possibly utilising the Officers’ Mess, would be important first step. Such business related accommodation might also be available for leisure uses at the weekends.

Section 6 Strategic Opportunities FEEDBACK These questions are available for completion at Appendix H or online at www.whitehillbordon.com Q6.1 Do you agree with the ambitions for developing the local economy? Q6.2 Is the 12 element plan for growth suitable to meet the Eco-town ambitions? Q6.3 If not, what other drivers for economic growth should be considered?

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Section 7. Priority Actions 7.1

To support the 12 strategic elements for employment growth outlined in the previous section and to meet the aspirations for the Eco-town, the following six cross cutting themes for priority action have been identified. However it is also important that the Strategy should remain flexible in order to be able to also exploit yet unforeseen opportunities in yet-to-emerge business sectors. For example there is undoubted potential in the creative industries sector (organisations that focus on creating and exploiting intellectual property products; including music, film, and games, or providing creative services, such as marketing and advertising).

7.2

The actions tabulated in the following section are categorised into six key theme priorities that are intended to encourage all partners to align their local activities into a collective, strategic approach that will result in the core Eco-town objectives being achieved: A B C D E F

Low Carbon Innovation and Technology Business Performance and Competitiveness Commercial land and business property Education, Skills and Training Environment and Infrastructure Marketing & Investment

7.3

The diagram overleaf represents how the core requirements of community, environment and economy will be supported by these six principal themes in order to deliver an accessible, prosperous economy that sustainably improves the overall quality of life.

7.4

The implementation of these actions, and ultimately their successful outcome, is reliant on the commitment of all key public, private, voluntary and community sector partners in concerting their efforts to secure the required resources for delivery.

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Diagram showing the six themes underpinning the proposed Economic Development and Employment Strategy

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7.5

Each proposed action is identified by key theme and identifies potential delivery partners. It is important to note that at this stage of the Strategy development, potential partners have not been formally approached, nor is it intended to be an exhaustive list, new partners that have not been identified at this stage are fully encouraged to become involved.

7.6

Abbreviations and acronyms within the tables are as follows: East Hampshire 14-19 Consortium Partnership 14-19 consortium AC Alton College Babcock Babcock International Group PLC (owners of VT Training since March 2010) BEH Business East Hampshire BL Business Link BIS Department for Business Innovation and Skills EHDC East Hampshire District Council EHTMP East Hampshire Tourism and Marketing Partnership EcDvSG Eco-town Economic Development Specialist Group Ent First Enterprise First Ent M3 Enterprise M3 Local Enterprise Partnership LEP FSB Federation of Small Business FCT Farnborough College of Technology HCC Hampshire County Council HCoC Hampshire Chamber of Commerce HEP Hampshire Economic Partnership

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JC+

Job Centre plus

LCP MCCTC

Local Children’s Partnership Mill Chase Community Technology College

MoD DE NAS Radian SDNP SBP

MoD Defence Estates National Apprenticeships Service Radian Group Limited South Downs National Park Sustainable Business Partnership

SFA

Skills Funding Agency

tEC UKTI

The Environment Centre UK Trade and Investment

UoP WHBT WTC WTP

University of Portsmouth Whitehill Bordon Eco-town Team Whitehill Town Council Whitehill Bordon Town Partnership

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Theme

Key objectives

A. Low-carbon innovation and technology

Support local low-carbon innovation in science, technology and research for application within new sustainable business sector economy Attract and secure new investment in the key low-carbon growth sectors and maximise new market opportunities

Action

Potential delivery partners

Timescale

Priority

A1 Capitalise on the opening of the Eco-Station to ensure the development of a rolling programme of relevant seminars, events and conferences.

EHDC, Alton College, UoP, SBP, Low carbon product suppliers, EcDvSG, EHB, BL

Medium term

High

A2 Finalise Eco-grant scheme – possibly develop as a competition

EcDvSG, EHB, BL, UoP, tEC, WHBT

Short term

Medium/High

A3 Work with HEIs and partners to bring investment in innovation and business focused research

UoP, Technology Strategy Board

Medium/long term

Medium

A4 Promote innovation events, local sustainable business conferences and low-carbon programmes

EHDC, HCC, tEC, Ent M3 LEP, Alton College, UoP

Medium/long term

Medium

A5 Develop an Eco-town branch of the Sustainable Business Network A6 Build on R&D, University and Enterprise links – encourage Knowledge Transfer Networks to support and encourage local high growth businesses

SBN, EHB, WHBT

Medium term

Medium

UoP , Technology Strategy Board, Ent M3 LEP, venture capital funders

Medium term

Medium

A7 Encourage local SME take-up of the new “Green Deal” incentives for energy efficiency

BL, EHB, SBN, Ent First

Short term

High

A8 Evaluate the feasibility of staging a major sustainable construction fair

BL, EHB, SBN, Ent M3 LEP

Short/Medium term

Medium

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Theme

Key objectives

B. Business performance and competitiveness

Develop a more diverse, competitive and resource efficient local economy Support the development and growth of micro-businesses and small and medium sized businesses Increase quality and availability of jobs and resultant wage levels

Action

Potential delivery partners

Timescale

Priority

B1 Stimulate emerging industries, particularly: sustainable construction, environmental industries, and low-carbon energy sector.

BL, Ent First, EHB, EHDC, SBP, Radian, WTP

Whole of plan

Medium

B2 Support local manufacturing, including strengthening local supply chains into: ICT, advanced manufacturing, energy & aerospace sectors.

BL, EHB, WHBT, Ent M3 LEP, HCoC, FSB, Farnborough Aerospace Consortium, BIS

Whole of plan

High

B3 Encourage and support further development of local industries, including: pharma and the value added food and drink sectors

Existing local businesses EHDC, HCC, WTP, Ent M3 LEP, UoP and other universities,

Whole of plan

High

B4 Encourage new investment in the retail sector. Explore the potential for attracting specialist businesses as an “Anchor Store� for example ultra low carbon vehicles

EHB, EHDC, WHBT, WTP, FSB

Medium/long term

Medium

B5 Evaluate the potential to establish a Business Improvement District (BID) or equivalent

EHDC, WTC, WTP, EHB, FSB

Medium term

Medium

B6 Develop and stimulate the growth of a visitor economy and Eco-tourism. Includes promoting the area to operators and investors, including hotels and quality leisure attractions.

EHTMP, EHDC, EHB, WTP, SDNP

Medium/long term

Medium

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B7 Support the development of forestry diversification EHDC, HCC, Forestry and further development of the value added wood Commission, forestry and forestry products. businesses , Alice Holt Research Centre

Medium term

Medium

B8 Evaluate options with partners to stimulate a creative industries cluster

EHDC, HCC, EHB, Phoenix Theatre

Medium term

Low/Medium

B9 Investigate options to stimulate the third sector and the social economy and maximise access to employment

Voluntary and community support organisations EHDC, WHBT, Cabinet Office, CLG,

Short/Medium term

Medium

Theme

Key objectives

C. Employment Land and Commercial Property

Fully meet all the expected, and where possible unexpected demands, for employment land. Provision of a range of commercial property options for both new investments and indigenous business growth to provide suitable ladders of accommodation

Action

Potential delivery partners

Timescale

Priority

C1 Maximise the use of the Eco-station as the initial focal point for demonstrating low-carbon technologies and providing relevant seminars and information C2 Undertake a feasibility study for a world-class flagship building designed to showcase and incubate new growth sectors and deliver flexible office, boardroom and conferencing facilities C3 Commission feasibility study for the development of a sub-regional hub for public service provision including policing, healthcare, social support and public administration.

WHBT, SBP, HCC,

Medium term

High

WHBT, MoD DE, property investors

Medium/Long term

Medium

EHDC, HCC, WTC

Medium term

Medium

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C4 Work with partners to explore options to deliver more managed workspaces suitable for SME and micro-businesses.

Ent First, HEP, HCC, Ent M3 LEP, EHDC, MoD DE

Medium term

High

C5 Explore feasibility and impact analysis of establishing a major forest holiday destination within 10km of the Eco-town

SDNP, Forestry Commission, MoD DE, other land owners, HCC, EHDC, WTC and surrounding communities

Medium/Long term

Low/medium

C6 Develop mechanisms to ensure the reuse of suitable former MoD buildings.

MoD DE, WHBT, EHDC Planning, HCC Highways

Short/Medium term

Medium/High

C7 Provision of suitable premises to support appropriate social support infrastructure including the retention and expansion of the Chase Community Hospital, community centres, and schools.

EHDC, LCP, Development partners, HCC, NHS, WTC, Chase Community Hospital, MCCTC

Medium/Long term

High

C8 Ensure the planning, finance and development of the new town centre. Sectors will include:-

EHDC, HCC, WTP, MoD DE, Development partners

Medium/Long term

High

Short/Medium term

High

Consider introducing cellular office uses within converted Edwardian villas and barracks Evaluate MoD buildings appropriate for B1, B2 and B8 planning class uses.

• Retail (food, non-food and comparison) • Restaurants, food, takeaways, pubs • Financial / professional Services • Leisure C9 Quantify requirements and optimum locations for EHDC, EHB, Ent First, BL, business support, including small business incubators HCC, HEP, HCoC / enterprise centres that may have important dual role to support and provide services to the expected large number of home-working employees

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C10 Ensure the development of the four proposed Eco-business Parks is fulfilled to provide an affordable range of sites and premises capable to meet the requirements of new business growth sectors The eco-business parks should provide a minimum of 70,000 sq m accommodation situated within a 18.4 ha land allocation: • Louisburg Barracks.(Eastern part) • Viking Park and extension of Woolmer Trading Estate • West of new town centre • Quebec Barracks. C11 Evaluate reuse of the Officers’ Mess for Hotel refurbishment/development. Alternatively consider other hotel options including business budget class C12 Investigate and promote “Big Box” leisure options, including multiplex cinema, bowling and indoor leisure sports eg Snow Dome

EHDC, MoD DE, HCC, Development partners

Medium/Long term

High

EHDC, MoD DE, Development partners, Hotel operators

Short/Medium term

High

EHDC, MoD DE, WTP, Development partners, Major Leisure operators

Medium/Long term

High

Theme

Key objectives

D. Education, Skills and Training

Ensure that all within Whitehill Bordon have affordable access to learning and training Enhance the skills offer to improve the employability of the local workforce to compete for higher value jobs. Improve educational achievement, attainment and aspirations, including the development of entrepreneurial attitudes Ease the transition between education and work, especially for the NEET group

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Action

Potential delivery partners

Timescale

Priority

D1 Investigate feasibility of retaining key elements of the SEME facilities and/or trainers and adapting to civilian needs of UK industry.

Babcock, HCC, Hampshire Military Economic Partnership, MoD DE, Ent M3 LEP, 14-19 consortium, DECC, SFA

Short term

High

D2 Undertake full feasibility study into the East Hampshire Learning and Innovation Campus proposal, including linked learning centre for adults and identification of funding models

Alton College, UoP, MCCTC, 14-19 consortium, LCP, SFA, HCC, EHDC, WTC

Short term

High

D3 Stimulate uptake of post 16 education and training 14-19 consortium, EHDC, Ent First, HCC. JC+

Short/Medium term

High

D4 Engage with key academic and training providers to identify practical mechanisms to improve the skills and education levels to meet local business needs.

14-19 consortium, EHDC, EHB, FSB, Business Link, Ent First, NAS

Short/Medium term

High

D5 Investigate establishing a Young Entrepreneurship Foundation to reinvigorate the next generation and create opportunities to launch new enterprises or to contribute innovative ideas. D6 Contribute to initiatives focused on intermediate labour market with focus on young people and disadvantaged groups, especially NEETs

MCCTC, Enterprise UK, Ent M3 LEP, Ent First, LCP, HCC, 14-19 consortium

Medium term

Medium

Alton College, Connexions, Short/Medium Job Centre Plus, MCCTC, 14term 19 consortium , EHDC, Enterprise UK, All Age Careers Service

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Theme

Key objectives

E. Environment and infrastructure

That all development proposals safeguard and enhance the built, new and natural environment, and implement sustainable construction methods to achieve optimum low-carbon living Improve physical and digital accessibility and transport links within the region, between the Eco-town and surrounding communities Make the new town centre a sustainable location and ensure it acts as the focus for investment and environmental enhancement

Action

Potential delivery partners

Timescale

Priority

E1 Investigate employment opportunities emerging from low-carbon travel and transport planning, eg bus company relocations, cycle hire, low-carbon vehicles sales and servicing

HCC, EHDC, bus companies

Medium term

Medium

E2 Maximise employment opportunities from provision of low-carbon infrastructure, eg ICT

HCC, EHDC, private developers and construction industry

Whole of plan

Medium

Whole of plan

Medium

Whole of plan

High

E3 Work with East Hampshire Tourism and Marketing EHTMP, EHB, HCC, WHBT Partnership to encourage improvement in the quality and quantity of visitor attractions E4 Lobby for private investment in next generation EHDC, HEC, FSB, EHB, ICT Private sector partner (e.g. BT or VirginMedia)

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Theme

Key objectives

F. Marketing and Investment

Promote a compelling and distinctive image for Whitehill Bordon that appeals to investors and creates a sense of identity Secure new inward investment from the rest of the UK and overseas Enhance strategic linkages with the Blackwater valley towns and urban South Hampshire

Action

Potential delivery partners

Timescale

Priority

F1 Ensure that investment opportunities, including the Eco-business parks are effectively promoted. Engage with suitable inward investment networks.

Ent M3 LEP, UKTI, HCC, HEP, EHDC, DE, Commercial property agents

Medium term

Medium

F2 Develop external business promotion of the Ecotown, possibly including the creation of a “Choose Whitehill Bordon” website. Encourage joint subregional promotions

WHBT, HCC, EHB, HEP, Ent M3 LEP

Short/Medium term

Medium

F3 Develop sources of external funding to support the EHDC, HCC, GO-SE, Ent M3 LEP, delivery of the actions and encourage public – private EHB partnership investment arrangements

Whole of plan

High

F4 Work with the other Eco-towns and Eco-cities to develop joint initiatives for promotion and co-branding

Other Eco-towns & elsewhere in Europe

Short/Medium term

Medium

F5 Enhance and develop statistical knowledge and economic performance data relevant to the town.

EHDC, HCC, HEP

Whole of plan

Medium

Section 7 Priority Actions FEEDBACK These questions are available for completion at Appendix H or online at www.whitehillbordon.com Q7.1 Do you consider that the actions proposed are correct for the future economic development of Whitehill Bordon? Q7.2 If not please identify and comment on the specific action point eg A2 or detail what additional actions should be considered

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Section 8. Funding 8.1

Core funding for the initial Eco-town project stages is being provided principally by Government grant, but the key requirement in unlocking the future economic growth of Whitehill Bordon will be securing substantial long-term private sector investment. The capital value of the project is estimated to be in the region of ÂŁ1.5 billion and to achieve this level of investment, all possible public and private sources, including making full use of land assets, will need to be continuously pursued.

8.2

An Eco-town Funding Strategy was adopted by the Delivery Board in December 2010, the principles of which will be used to guide efforts to secure the required external funding for the delivery of the objectives of this Strategy.

8.3

Public sector intervention funds from all sources are being massively reduced. The Whitehill Bordon Eco-town team will ensure that a high priority is given to ensuring that expertise is kept abreast of new funding programmes through engagement with prospective funding partners to maximise leverage opportunities from public assets.

8.4

The current EU funding programmes are more limited than previous EU programmes so we will need to look for new partnership opportunities and consider the applicability of all new interventions, for example from the European Investment Bank (EIB).

8.5

Options for sources of future financing for economic development of the Eco-town may include: Regional Growth Fund Community Infrastructure Levy Section 106 contributions Future replacement scheme for Local Authority Business Growth Initiative New Homes Bonus Possible Supplementary Business Rate Possible Business Improvement District Public Private Partnerships Draft Economic Development & Employment Strategy v1.0

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Business Angels European Regional Development Fund (ERDF) Other EU programmes Research Councils and Technology Strategy Board R&D relief on corporation tax Carbon Trust Grants Big Society Bank Prudential Borrowing (Local Government option) Section 8 Funding FEEDBACK These questions are available for completion at Appendix H or online at www.whitehillbordon.com Q8.1 Does the funding section sufficiently describe the funding options available? Q8.2 If not, what other funding sources might be identified?

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Section 9. Consultation and Evaluation 9.1

This consultation draft of the Economic Development and Employment Strategy is being publicised during February and March 2011. A workshop and survey questionnaire will ask the public, community representatives, businesses, voluntary sector and development partners to consider the proposals. All responses and findings will be evaluated in careful detail prior to finalising the Strategy.

9.2

The finalised Strategy will be recommended for adoption by the Delivery Board and for the endorsement of the delivery partners in the summer 2011.

9.3

The monitoring and evaluation of the actions proposed over the period 2011-2036 is of paramount importance. The use of robust performance data, including the relative performance of Whitehill Bordon against national and regional indicators will be invaluable to ensure that the initiatives being progressed are appropriate and effective both in scale and targeting.

9.4

Although a decade apart the 2011 and 2021 census will provide an important base line and ten year progress update. In addition indicators such as the IMD and key district wide indicators of economic activity and prosperity will be evaluated. Where available local economic performance indicators as shown in the table below are proposed to be monitored and evaluated. It is likely that some addition data collection will be required to obtain local data for Whitehill Bordon. 1 2 3 4 5 6 7 8 9 10 11 12

Possible Economic Performance Indicators % of economically active people in employment in Whitehill Bordon No. of Job Seekers Allowance claimants as a % of the resident working age population % of Job Seekers Allowance claimants who have been out of work for more than a year Total no. of VAT registered businesses in the town at the end of the year % of 15 year olds achieving 5 or more GCSEs at grade A*-C or equivalent Gross weekly pay for full time employees Total no. of inward investment enquiries per annum Leverage of external funding as a direct result of partner intervention Area of MoD land made available for reuse (ha) Occupancy rate of industrial and commercial units

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13 Annual failure rates of new businesses in enterprise hubs 14 No. of business support enquiries for advice and information received per annum

9.5

The Strategy will be continually reviewed and re-evaluated to ensure that it remains responsive and appropriate to unexpected and emerging opportunities and challenges.

Section 9 Consultation and Evaluation FEEDBACK These questions are available for completion at Appendix H or online at www.whitehillbordon.com Q9.1 Is this consultation process satisfactory? Q9.2 If not, what additional consultation methods should be used? Q9.3 Are the performance measurement indicators proposed sufficient?, If not please suggest alternative indicators

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Section 10. Recommendations 10.1

The planned withdrawal of the Bordon Garrison exposes the town to the severe risk of negative economic and social consequences. Equally the closure brings a real prospect of introducing a new purpose and transforming Whitehill Bordon into an examplar Eco-town. This Strategy proposes a 12 element plan for the development of a robust mixed and sustainable economy as identified within Section 5: Element 1 Element 2 Element 3 Element 4 Element 5 Element 6 Element 7 Element 8 Element 9 Element 10 Element 11 Element 12

10.2

Safeguard and adapt the legacy of Military training expertise Establish a Learning and Innovation Campus Focus on Sustainable construction, low-carbon energy and environmental business sector growth Develop a Sub-regional centre Create a Green Travel Hub Promote the town as a Delivery Centre for Public Services Young Entrepreneurs Target Inward Investment Establish a Business Sector Incubator Value Third Sector and Social Enterprises Support the value added Food and Drink sector Encourage visitor and eco-tourist activity

Delivery of these will be a huge challenge, and as previously identified is beyond the capability of any single organisation. The Strategy proposes an action plan that will require the committed and sustained engagement and activity of all who have the responsibility and desire to ensure a prosperous and sustainable future for the town. Section 7 outlines the core mechanism required to deliver this vision based on six priority themes. A B C D E F

Low Carbon Innovation and Technology Business Performance and Competitiveness Commercial land and business property Education, Skills and Training Environment and Infrastructure Marketing & Investment Draft Economic Development & Employment Strategy v1.0

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10.3

The Strategy will require regular review and adaptation to ensure that yet to emerge opportunities might be introduced and in order to respond to unexpected events.

10.4

Evaluation of the progress of the Strategy will be vital and the performance indicators suggested in Section 9 will need to be further developed and where required, new data collection undertaken. Section 10 Recommendations FEEDBACK These questions are available for completion at Appendix H or online at www.whitehillbordon.com Q10.1 Do you agree with the recommendation for a focus on the 12 element plan for economic growth? Q10.2 Do you agree with the recommendation for 6 priority themes? Q10.3 Do you agree with the recommendation that the Strategy should be regularly reviewed and adapted to meet new opportunities? Q10.4 Do you agree with the recommendation that socio-economic indicators for the town may need to be further developed and where required new data collection undertaken?

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Section 11. Summary Where we are now 11.1

The purpose of this draft Economic Development and Employment Strategy for the Whitehill Bordon Eco-town is to propose a framework for the town’s future economic growth.

11.2

It is expected that there will be around £1.5billion invested in the town by 2036. This Strategy seeks to ensure that the community will get maximum benefit from this investment.

11.3

The overall requirement is to create a sustainable economy that thrives to meet the needs of the whole community while respecting and protecting its superb natural environment.

11.4

There will be more than 1000 jobs lost when the MoD leaves the town. To replace these jobs is a huge challenge that will require both resource and commitment. So the responsibility to implement this Strategy cannot be by any single organisation but will be critically dependant upon both endorsement and active support from key delivery partners.

11.5

Whitehill Bordon will become the largest community within East Hampshire with around 2.7 million people living within a one hour journey time.

11.6

There is a real opportunity to show the true value of Whitehill Bordon as a pioneer in sustainable living and working that will become of national significance.

11.7

The Strategy has drawn upon the recent and relevant baseline and forecasting studies include the GVA Grimley Revised Baseline Report, the SQW Economic Potentials Report and the AECOM draft Framework Masterplan (June 2010). East Hampshire Skills Audit and the Hampshire Local Economic Assessment.

11.8 The challenges that the Whitehill Bordon economy faces can be summarises as:- . Financial • Uncertain global and national economic prospects • Restricted finance for small and medium enterprises (SME) cash-flow and investment Draft Economic Development & Employment Strategy v1.0

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Declining levels of public intervention funding

Employment • The significance of around 2,500 jobs that are reliant on the MoD • Expected closure of the Garrison, leading to a loss of both direct and indirect jobs and a reduction in local spending power • High levels of out-commuting from the town • Decline of traditional employment sector opportunities, like manufacturing, due to globalisation of trade • Under-representation in higher value business services and financial sectors. Skills and Education • Education levels and performance are lagging behind the county average • Low levels of entrepreneurship • Predominance of local jobs requiring low skills • Low level of graduates and local graduate retention Infrastructure • Weak public transport infrastructure and services resulting in an over-reliance on private vehicles • Lack of available business space, in particular for small-medium sized businesses • Low rates of industrial development on employment land • Limited ICT infrastructure for next generation services 11.9

The issues that face Whitehill Bordon and the world, although challenging, provide the Eco-town with opportunities to make the Eco-town an exceptional location with ambitions to: • Achieve a balanced mix of business and jobs • Improve education, training and learning to create a skills base capable of supporting a world-class economy • Develop employment land and provide high quality efficient business space • Develop new sectors and encourage targeted inward investment • Encourage entrepreneurship and support innovation • Improve accessibility and transport links locally and regionally.

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Where we want to be 11.10 The Strategy proposes a 12 element plan for the development of a mixed and sustainable economy: Element 1 - Safeguard and adapt the legacy of the military training expertise There is a considerable and growing need in the UK for increasing the provision of training for skilled tradecraft workers, in particular for the energy and construction sectors. The existing skills training assets both physical and intellectual should be retained as intact as possible and remodelled for long-term civilian benefit. Element 2 - Establish a learning and innovation campus This innovative vision could become the focus of a multi institution serving not only Whitehill Bordon but for meeting the training and educational needs for much of East Hampshire. The proposal would be implemented through a distributed model that would take advantage of existing partner facilities and so minimise (but not replace) the requirements for capital intensive new build. Element 3 - Focus on sustainable construction, low-carbon energy and environmental business sector growth The environmental economy (including renewable energy, water, waste, environmental technologies) provides an immediate opportunity to drive forward the Whitehill Bordon economy. The sector is significant at the regional level and the town has several competitive advantages on which to take a lead not least the concept of “the town that built itself� that will attract businesses who want to be at the heart of one of the largest construction projects to be developed in the region and also at the centre of a 360 degree catchment area of around 2.7m people within a one hour journey time. Element 4 - Develop a sub-regional centre The intention to increase the community of Whitehill Bordon to a population of 25,000 over the next 24 years will elevate the town in both size and status to become the largest community in East Hampshire. Add a totally new eco-friendly 21st century town centre, an innovative education and training campus, and low carbon transportation links and the ingredients have been assembled to transform the town into a major sub-regional centre. Element 5 - Create a green travel hub A longer-term target for the Eco-town is to reduce car trips to 25% of the existing level. This presents a significant business and employment opportunity to deliver a compelling range of alternative transport modes, including town bus shuttle service, a rail link, cycle hire and ultralow carbon vehicles (ULCVs). Draft Economic Development & Employment Strategy v1.0

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Element 6 - Promote the town as a delivery centre for public services The new town will require a new public sector service centre to meet the needs of the existing community, new town and surrounding communities including provision for; policing, education, healthcare, social support and public administration. Element 7 - Young entrepreneurs The transition to a new vibrant economy will require more than buildings, a cultural shift will needed. The town should take the lead in developing a local young entrepreneurship foundation, linked to a local programme of apprenticeships to build an enterprise culture for all young people and so develop a reputation as the “Zone for Young Sustainable Enterprise�. Element 8 - Target inward investment Whitehill Bordon’s attraction of being able to present a readily available land portfolio with options for design and build premises in the heart of the South East but with access within one hour to the airports at Southampton, Farnborough, Gatwick and Heathrow and the seaports at Portsmouth and Southampton has great potential to become a very powerful inward investment proposition. Element 9 - Establish a business sector incubator The creation of the new Eco-station is an important first step, but as the town moves forward it will be critical to develop a world-class flagship building designed to showcase new sector advances and with the capability to deliver flexible office and conferencing facilities for the full range of businesses and entrepreneurs involved in the new developing sectors. Such an incubator would bring together companies, suppliers, research academics, service providers and private investors, to stimulate business networking activity, projects, contracts and generate employment. Element 10 - Value the third sector and social enterprises Catalysing the growth of a more active social economy across the local community, voluntary and social enterprise sectors will build more socially-aware economic activity, such as local trading schemes, credit unions and co-operative trading ventures.

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Element 11 - Support the value added food and drink sector Reducing “Food Miles” by local sourcing of goods and services meets the objectives of supporting local employment and reducing adverse environmental impacts by linking to and developing the local quality food and drink sector. Element 12 - Encourage visitor and eco-tourist activity Whitehill Bordon will need to: • Improve the provision of tourist and visitor information • Provide a better range of visitor accommodation • Make the local environment more attractive and accessible • Improve visitor facilities and attractions (possibly including new hotels and forest holidays)

How we will get there 11.9 To develop and support the 12 strategic elements the Strategy proposes a detailed action plan, identifying potential delivery partners and timescales based on six priority themes: Low Carbon Innovation and Technology • Support local low-carbon innovation in science, technology and research for application within new sustainable business sector economy • Attract and secure new investment in the key low-carbon growth sectors and maximise new market opportunities Business Performance and Competitiveness • Develop a more diverse, competitive and resource efficient local economy • Support the development and growth of micro-businesses and small and medium sized businesses • Increase quality and availability of jobs and resultant wage levels • Encourage the development of entrepreneurial attitudes Commercial land and business property • Fully meet all the expected (and unexpected) physical land and building requirements for the development of the Eco-town • Provision of a range of commercial property opportunities for both new investments and local business growth to provide suitable ladders to encourage and sustain business growth and investment Draft Economic Development & Employment Strategy v1.0

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Education, Skills and Training • Enhance the skills offer and infrastructure to improve the employability of all in order to support priority sectors and to enable the local workforce to compete for higher value jobs • Improve educational achievement, attainment and aspirations of the local population • Ensure that all within Whitehill Bordon have affordable access to learning and training • Ease the transition between education and work, especially for the “Not in employment, education or training” (NEET) group Environment and Infrastructure • Ensure that all development proposals safeguard and enhance the built, new and natural environment, and implement sustainable construction methods to achieve optimum low-carbon living • Improve physical and digital accessibility and transport links within the region and between the Eco-town and surrounding communities • Make the new town centre a sustainable location and ensure it acts as the focus for investment and environmental enhancement Marketing & Investment • Promote a compelling and distinctive image for Whitehill Bordon that appeals to investors and creates a sense of identity • Secure new inward investment from the rest of the UK and overseas • Enhance strategic links with the Blackwater Valley towns and urban South Hampshire 11.12 The Strategy will require regular review and adaptation to ensure that yet to emerge opportunities might be introduced and in order to respond to unexpected events. 11.13 Evaluation of the progress of the Strategy will be vital and the performance indicators will need to be further developed and some new data collection undertaken. 11.14 Following the consultation the finalised Strategy will be recommended for adoption by the Delivery Board and for the endorsement of the delivery partners.

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Appendix A

- Glossary of Terms and Acronyms

14-19 consortium

East Hampshire 14-19 Consortium Partnership

HCC

Hampshire County Council

PGS

Planning Gain Supplement

AC

Alton College

HCoC

Hampshire Chamber of Commerce

PPPs

Public Private Partnerships

AECOM

AECOM Consultants

HEA

Hampshire Economic Area

REME

Royal Electrical and Mechanical Engineers

Babcock

Babcock Training

HEIs

Higher Education Institutions

SEME

School of Electrical and Mechanical Engineering

BID

Business Improvement District

IMD

Indices of Multiple Deprivation

SBP

Sustainable Business Partnership

BL

Business Link

JC+

Job Centre plus

SDNP

South Downs National Park Authority

CLG

Communities and Local Government

LCP

Local Children’s Partnership

SEEDA

South East of England Development Agency

EHB

East Hampshire Business

LDF

Local Development Framework

SMEs

Small and Medium Sized Enterprises

EHDC

East Hampshire District Council

LEA

Local Education Authority

SOA

Super Output Areas

Ent First

Enterprise First

LEP

Local Enterprise Partnership

Solent LEP

Solent Local Enterprise Partnership

Enterprise M3

Enterprise M3 Local Enterprise Partnership

LPIs

Local Performance Indicators

SQW

SQW Consultants Limited

ERDF

European Regional Development Fund

LSOA

Lower Layer Super Output Area (National Statistics definition for small areas)

UKTI

UK Trade and Investment

FSB

Federation of Small Business

MCCTC

Mill Chase Community Technology College

UoP

University of Portsmouth

FCT

Farnborough College of Technology

MoD DE

Defence Estates

WTP

Whitehill Bordon Town Partnership

GO-SE

Government Office for the South East

NIs

National Indicators

WTC

Whitehill Town Council

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Appendix B - Previous Studies - key extracts The following tables provide extracts of the key findings, analysis and proposals from the most relevant parts of the recent studies, but it is advised that the full reports should be referred to in order to ensure that their context and other data analysis is not overlooked.

Hampshire Local Economic Assessment: SQW-HCC

July 2010 Upper tier local authorities were given a duty to produce an annual assessment of their economy. For the whole of Hampshire (including Portsmouth and Southampton) this was first undertaken in 2010. The following are extracts and summaries based on the document prepared by Hampshire County Council in collaboration with SQW Consulting. The assessment considers that there are three distinct economic geographies within the Hampshire Economic Area (HEA): • Northern Hampshire, from Basingstoke across to the Blackwater Valley Towns, • Urban South Hampshire, • Central Hampshire including the New Forest.

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The reports findings are typically restricted to these three broad economic geographies, so whilst specific data and assessment of Whitehill Bordon is not made, nonetheless there is considerable value in understanding the economic context in which the town is located. The following is a selective and summarised list of the key points within the draft assessment, with a particular focus on central Hampshire:• Economic output of the whole of the Hampshire economic area has a steady performance • Gross value added (GVA) per capita for Hampshire is below those for the South East region and England and well below those for buoyant neighbouring economies (e.g. Berkshire and Surrey) • Central Hampshire/New Forest is the weakest economy within Hampshire • Central Hampshire/New Forest has the strongest skills base, but weakest GVA - in part due to the impact of commuting patterns • Unemployment for the HEA is about 2.9%, similar to the regional average • Central Hampshire/New Forest has the lowest unemployment levels but with some local unemployment hotspots • Central Hampshire/New Forest is the worst performing in terms of carbon emissions • Highly qualified residents of Central Hampshire/New Forest often commute out of the area generating high carbon emissions. • A sectoral structure which is indistinctive (other than being dominated by the public sector) • Economic growth of Central Hampshire/New Forest has been only 1.6% per annum since 2000, below both regional and national averages • A polarised economy with big and growing contrasts between those who work locally and those who commute outside the area to work • Employment sectors of Central Hampshire/New Forest distinctively different from any other parts of the HEA • Employment within public administration, defence and health and social work in Central Hampshire/New Forest is double the regional average • Unemployment across the HEA rose from 1.3% in March 2008 to 2.9% in March 2010 in line with the South East • Total population forecast to increase by 10.2% across the HEP over 20 years. The rate of growth forecast for the Central Hampshire/New Forest sub-area being the lowest at 7.2% (Proposed growth of the Eco-town not apparently included) • Employment projections as “best guess” with regard to employment growth over the period 2006-2026 is an increment of about 87,000 jobs in the whole HEP, of which around 18,000 may be within the Central Hampshire/New Forest sub area (Proposed growth of the Eco-town not apparently included) • A deficit in the projected growth of the economically active population in Central Hampshire/New Forest with the scale of the shortfall apparently larger than any likely increase in activity rates • It would require a fundamental change in the sectoral/occupational composition of employment, if the current levels of outcommuters from Central Hampshire/New Forest could be encouraged to take local jobs • Likely that bank commercial lending over the next period will be more restrictive than in the last decade and, to the extent that growth is financed through credit, inevitable consequences in terms of GVA growth Draft Economic Development & Employment Strategy v1.0

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• • •

The Office for Budget Responsibility (OBR) in June 2010 significantly scaled back national forecasts for GVA growth reflecting the composite impact of fewer migrants and an ageing society resulting in reduced growth of potential labour supply Support for local entrepreneurship including, potentially, access to capital and the provision of shared workspace in rural communities The market towns of the HEA have a crucially important role that should be recognised and supported as the basis for a sustainable economic future

The table above highlights the relative poor business start up rate within central Hampshire/New Forest

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Revised Baseline Report : GVA Grimley

- Socio-Economic Appraisal

Summary of Baseline Findings and Key Issues September 2008

• • • • • • • • • • • • • • • • • • • • • • • • •

Very young population structure High proportion of lone parents The young population structure is likely to be maintained if the military relocates Need to continue to provide education and community facilities Very low proportion of elderly people Hinterland is attractive retirement location with higher proportion of elderly Fairly static population between 2001 and 2008, forecast to slightly decrease between 2008 and 2013 Car ownership levels are high as reflected in the travel to work patterns Levels of public transport use are low Poor public transport provision within the area and high out-commuter rates of resident employees Unusually high proportion of residents walk to their workplace. (In part attributed to military personnel movements between service families accommodation and the Garrison) School leavers and adult residents are less qualified than their counterparts within the district Low educational attainment is perceived as a potentially significant deterrent to new businesses or residents moving to the area Unemployment is low in comparison to the district and national level but with a higher proportion of young unemployed people than the national or district averages High rate of economic activity but this is counteracted by high levels of resident workers commuting out of Whitehill Bordon to find suitable work Many of the employed workers in Whitehill Bordon commute in from other locations The major employment sectors are manufacturing, wholesale, retail and repair, finance and business services and public administration The employee jobs available within the town are within distribution, catering and retail, public administration and manufacturing The lack of employment opportunities within the area is a weakness of the local economy There is also a lack of diversity with regard to employment opportunities A number of local businesses do not employ local people Complex commuting patterns exist for the resident and employed workforce within the town The town is a net exporter of labour with high levels of out commuting by resident employees The town has a healthy industrial sector but suffers from a shortage of high quality office and industrial premises, which prevents new and existing businesses from developing and limits employment opportunities Low proportion of the population employed in professional and managerial positions particularly when compared to the East Hampshire average Draft Economic Development & Employment Strategy v1.0

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• • • • •

The garrison has a positive impact upon the local economy and is a major contributor in terms of local employment (2,452 direct, indirect and induced jobs) and expenditure (estimated total induced economic impact at £28.6m) The potential closure of the Bordon Garrison would have a negative effect on the local economy The impact of the potential closure of the Garrison on the local economy would be likely to occur over a relatively short period of time when it relocates Major redevelopment will take place over the longer term, taking time to replace the level of current activity in the economy Careful programming and the phasing of the release of land will be necessary to mitigate impacts on the economy and local population

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Whitehill Bordon Economic Potentials Study : SQW July 2009 (finalised November 2009) SQW outlined three likely development scenarios that could emerge over the next decade:“Reflecting both dimensions of uncertainty, three scenarios in relation to the medium term development process in Whitehill Bordon. All three are extreme, but they are important in framing and testing the economic strategy: to be of value, it needs to carry conviction in the context of all three possible scenarios.” The 3 scenarios being: • Scenario 1: The development of the Eco-town is substantively and sustainably resourced by the public sector over the medium term, and the Garrison closes in the middle

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part of the next decade… Scenario 2: The development of the Eco-town proceeds with heavily constrained public sector investment, and the Garrison closes in the middle part of the next decade… Scenario 3: Whitehill Bordon Ecotown retains a strong military presence over the next decade…

Whitehill Bordon Eco-town February 2011


Defining Roles SQW identified four potential future roles to effect exogenous economic growth:1. Linking Whitehill Bordon into the aerospace/high value engineering cluster within the Blackwater Valley Potentially, the relocation of Bordon Garrison could provide the scope to respond to many of the constraints to growth identified with regard to the Blackwater Valley clusters. …..the creative re-use of the garrison site could result in: • affordable, managed office space for start-up and newly formed Blackwater Valley enterprises, possibly in the form of an enterprise centre • small workshop units for Blackwater Valley enterprises, • larger premises for light industrial activity, • technical training facilities 2. Exemplar for sustainable development …….suitable sites would need to accommodate low-carbon manufacturing businesses such that they might: • play a role in retrofitting the existing housing stock • contribute to the development of the new homes specified for the Eco-town, as well as the sustainable energy, sustainable urban drainage and green transport infrastructure….. 3. Whitehill Bordon as a tourism hub In 2011 the South Downs National Park will be formally recognised. Situated on the edge of the northern ridge of the National Park, Whitehill Bordon will be in close proximity to both of the National Park’s Areas of Outstanding Natural Beauty, East Hampshire and the South Downs. This presents an opportunity for the town to define a role as a ‘northern gateway’ to the National Park. This role could involve a National Park visitor centre…. A further potential opportunity for Whitehill Bordon could involve the development of a sizeable leisure/tourism facility with on-site accommodation, etc. Given Whitehill Bordon’s mature woodland setting, this would offer one option for ensuring that the town uses this natural asset. Such a facility could provide a substantial number of jobs.

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4. A hub for post-16 education and training Notwithstanding planned population growth and limited current provision, any college investment in Whitehill Bordon would need to operate at a certain scale to make it financially viable……….. even with the population growth that would come from delivering the homes planned for the Eco-town, this would still be insufficient on its own to justify investment from a college similar in size and course offer to Farnborough College of Technology. More grounded are the suggestions in the early masterplanning process for a skills centre, as well as, and/or including, further education for 16-19 year olds at Mill Chase Community College… ….we (SQW) believes that these facilities could involve: • a skills centre focused on training in sustainable house building and retrofitting;…. • sixth form provision at Mill Chase Community Technology College….. • an improved level of adult education provision, • activity building from the training activities undertaken for SEME by VT (now Babcock)

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EAST HAMPSHIRE EMPLOYMENT AND SKILLS AUDIT AND ACTION PLAN : Kingshurst Consulting June 2010 Selective key statistics • In Whitehill Bordon the workforce is skewed to lower skill levels and jobs, with a relatively high proportion of youth unemployment and low participation in post 16 learning and Higher Education.

Although the proportion of the population with no or low skills is relatively low overall for the District, this masks significant variation between some areas, for example Whitehill Bordon, where three in ten of the workforce have no qualifications (Census, 2001, ONS).

There are some areas of the district where the proportion of young people not staying on in education approaches 50%. This includes parts of Alton, Whitehill Bordon/Headley, and Petersfield.

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The following map brings together a number of data sources to form a combined indicator for education, skills and training in East Hampshire. It includes: • the average points score for children at Key Stages 2, 3 and 4 • young people not in education post 16 • the proportion not entering HE • secondary school absence • working adults with no or low qualifications Based on these measures, a significant concentration occurs in and around Whitehill Bordon and Headley, further reinforcing the level of need in the area. Recommendations We (Kingshurst Consulting) firmly believe that the opportunities represented by the Eco-town, allied to the development of the new National Park, require a bold and ambitious response as demonstrated by our central recommendation for a new Learning and Innovation Campus at Whitehill Bordon serving the wider District. We believe that such a response does justice to the scale of ambition involved with the overall vision for the Eco-town.

A number of important developments are planned to come together to realise the ambition of this ‘Big Idea’. They include the potential redevelopment of Mill Chase Community Technology College and the interest of the East Hampshire Consortium of 14-19 learning Draft Economic Development & Employment Strategy v1.0

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providers to use Whitehill Bordon as a base for future courses. The Learning and Innovation Campus could include a distributed network of provision with a central hub within the Eco-town and perhaps other aspects of the campus in other parts of Whitehill Bordon. It (The Learning and Innovation Campus) is recommended as the centrepiece of the overall action plan and the ‘Big Idea’ which places learning at the heart of the Eco-town and will enable people and businesses from across the district to share in the jobs and prosperity which are planned.

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Draft WHITEHILL BORDON FRAMEWORK MASTERPLAN : AECOM June 2010 Chapter 9 A New Economic Role Masterplan employment space provision The draft framework masterplan proposes the following employment sites and initiatives:Reuse of MoD buildings

• • •

Introducing cellular office uses within converted Edwardian villas and barracks. Buildings appropriate for industrial uses. These range from building H-043 (24,400 sq m) to former stable blocks (360 sq m). Other buildings appropriate for light industrial uses.

Eco-business Parks Around 2480 jobs would be provided through the development of new eco-business parks and office accommodation totalling approximately 70,250 sq m of floorspace. Around 18.4 hectares of land is allocated in the draft Framework Masterplan for these employment uses in four main locations dispersed around the town. The following locations benefit from good access via public transport and road networks and short walking and cycling distances from existing and future residential communities:

• • •

Eastern part of Louisburg Barracks, At Viking Park and wrapping around Woolmer Trading Estate, West of the town centre core,

Quebec Barracks employment uses will be developed as a mixed use scheme alongside

• Residential. In addition, the draft Framework Masterplan proposes to retain the Woolmer and Bordon Trading Estates. Town Centre Employment The development of a new town centre offers considerable employment potential. It is estimated that around 2070 jobs could be provided as a result of the following town centre uses:• Retail • Restaurants, food, takeaways, pubs • Financial / professional services • Office (incorporating managed business space) - a range of flexible office space will be provided within and close to the town centre. Office space must meet the needs of start-up and small growing businesses and adequate grow on space should be phased appropriately to support the growth of local businesses. • Within the town centre office space may be provided above retail units or within retained former MoD buildings. Draft Economic Development & Employment Strategy v1.0

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• • •

There is also the potential for council services to be accommodated in office space within the town centre. Hotel / tourism. To support the development of the tourism sector within the town. Commercial leisure. Big box leisure such as cinema, or bowling alley could be developed at the edge of the town and within Viking Park.

Home-working Based on current levels of home working within East Hampshire it is estimated that around 1 in 10 new homes could contain a home-worker. Creating a setting for business The proposals for employment space should not be considered in isolation. Creating a location for robust and competitive businesses requires consideration of all forms of economic infrastructure including transport and communication connectivity. In addition to the physical elements of economic infrastructure, a range of softer interventions should be delivered that support the gro wth of the existing business base and promote Whitehill Bordon more broadly as an investment location. While these fall outside of the remit of the draft Framework Masterplan they are likely to include: business start-up and gro wth support, training programmes, and targeted inward investment support. In many cases these softer interventions may be situated within the premises proposed here, including business support services located within incubator space and training initiatives in the ne w secondary school. Key next steps to take for ward the economic strategy include:• Establish a skills centre • Establish business support networks • Prepare and implement an inward investment strategy • Step-up the level of marketing and promotion to the key sectors identified above

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Draft Framework Masterplan - Projected Commercial Land & Premises requirements table: Summary of employment proposals for providing around 5500 new jobs Planned for within town centre core. Offices above retail. Retail A3/A5 A2 Financial/ Town Hotel Restaurants, Professional Centre Food, Services Offices Takeaway, Pubs

Edge of Centre/ Viking Park Commercial Leisure

Eco-Business Parks Light Small Industrial Business Units

High Tech

Office

Total Employment % of total employment (exc public sector & live/work) Employment Density (jobs per sq m) Gross internal land requirement (sq m)

1,002

308

140

506

50

62

853

589

400

18%

6%

3%

9%

1%

1%

16%

11%

24

13

20

20

n/a

n/a

34

24,046

4,008

2,805

10,113

n/a

n/a

Number of stories External Land Coverage Total Employment Footprint / Land Coverage

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

Assumptions: % Whitehill Bordon employment in Police, Fire, GPs, Dentists, Education, Social Work = 9% (Annual Business Enquiry) Assumed % of employment housed in social infrastructure / public sector employment = 10% Net Retail Employment Density = 20 (EP Guide to Employment Densities) Gross to Net Assumptions = 20% (Employment Densities: A Simple Guide, English Partnerships)

640

Other HomeWorking (relating to 10% of 4000 new homes) 400

550

7%

12%

7%

10%

32

29

20

n/a

n/a

29,000

18,848

11,600

n/a

n/a

n/a

1

2

2

3

n/a

n/a

n/a

n/a

30%

50%

40%

50%

n/a

n/a

n/a

n/a

96,668

18,848

14,500

8,533

n/a

n/a

Town Centre Jobs

2,068

% Total Floorspace

38% 40,972

Eco-Business Parks Jobs % Total Floorspace Landtake outside town centre (ha) Gross area (133%) ha

2,482

Other Jobs

950

45% 72,248 14

%

17%

18.43

Total jobs Total Floorspace

5,500 113,200

Source: AECOM June 2010 Framework Masterplan

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Public sector employment (10% of total employment mix)

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Appendix C - Socio- Economic Data Population Ward

Persons

Lindford

2244

Whitehill Chase

2388

Whitehill Deadwater

2776

Whitehill Hogmoor

2886

Whitehill Pinewood

3370

Whitehill Walldown

2421

Total

16085

Source ONS 2009 Ward Population Estimates for England and Wales

Unemployment %

Job Seekers Allowance Dec 2010

Claimants

Lindford

31

2.0%

Whitehill Chase

26

1.6%

Whitehill Deadwater

47

2.5%

Whitehill Hogmoor

19

0.9%

Whitehill Pinewood

38

1.7%

Whitehill Walldown

20

1.3%

East Hampshire Rate %

1.4%

GB Rate %

3.5%

Source: DWP Claimant Count, ONS Jan 2011

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Economic Activity Rates

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Earnings In 2010, East Hampshire had significantly the lowest average gross weekly pay for jobs with an average of just £335, this compares with a figure of £528 for Rushmoor.

Weekly pay - Gross (£) - For all employee jobs: United Kingdom, 2010 Local Authority Area East Hampshire Gosport New Forest Havant Fareham Test Valley Eastleigh Winchester Basingstoke and Deane Hart Rushmoor Source ONS

Number of jobs 34000 20000 61000 39000 43000 46000 61000 66000 75000 39000 42000

Median weekly pay £’s 335.2 342.1 345.0 357.1 377.3 377.7 401.7 423.4 483.2 513.9 528.9

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Employment by Sector

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Travel to Work As shown in the SQW potentials study the 2001 census reported around 7900 working residents in Whitehill of which less than 50% of the towns workforce found employment close to home, with around 4000 workers needing to out commute for employment SQW also concluded that in ball-park figures, that there were around 2,000 workers working in military and defence-related jobs in Whitehill Bordon in 2001. Of these, over 1,300 (i.e. nearly 70%) lived locally. So if garrison-related employment (whether military or civilian) is excluded, the town’s level of “underlying” self-containment is much reduced.

Source SQW from National Statistics

.

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Deprivation

LSOA

WARD CODE

WARD NAME

LA CODE

E01022634

24UCHU

Whitehill Chase

24UC

E01022633

24UCHU

24UC

E01022635

24UCHW

E01022636

24UCHW

E01022637

24UCHX

E01022638

24UCHX

E01022640

24UCHY

E01022639

24UCHY

E01022641

24UCHZ

E01022642

24UCHZ

Whitehill Chase Whitehill Deadwater Whitehill Deadwater Whitehill Hogmoor Whitehill Hogmoor Whitehill Pinewood Whitehill Pinewood Whitehill Walldown Whitehill Walldown

24UC 24UC 24UC 24UC 24UC 24UC 24UC 24UC

LA NAME East Hampshire East Hampshire East Hampshire East Hampshire East Hampshire East Hampshire East Hampshire East Hampshire East Hampshire East Hampshire

IMD SCORE

ENGLAND RANKING (1 = MOST DEPRIVED)

HAMPSHIRE COUNTY COUNCIL AREA RANKING

% Out of 822

10.76

22851

292

36

6.67

28035

474

58

20.80

13275

91

11

8.45

25817

379

46

11.60

21834

260

32

10.87

22703

285

35

16.51

16783

155

19

6.51

28241

485

59

10.22

23539

311

38

6.89

27772

458

56

worst 20% in Hampshire

Y

Y

Source: Department for Communities and Local Government

The National Index of Multiple Deprivation (IMD) considers indicators for areas such as education, health, crime and employment and it combines all these indicators giving a rank of relative deprivation for each local authority in England. The table above compares the data for local super output areas (LSOAs) of key indicators in 2007, whilst the map below provides a graphic representation for the whole of Hampshire. Compared to a national basis East Hampshire and Whitehill Bordon are not by these measures significantly deprived as a whole, however it is important to note that individual and relative poverty still have major consequences for the families involved. For example two of the LSOA’s in Whitehill Bordon are within the worst 20% of all 822 LSOA’s in Hampshire

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Index of Multiple Deprivation

Source: Department for Communities and Local Government 2007 English Index of Multiple Deprivation - Environment Department, Hampshire County Council

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Appendix D - Approximate 1 hour travel time from Whitehill Bordon ONS Mid-2008 Population Estimates: Basingstoke and Deane East Hampshire Eastleigh Fareham Gosport Hart Havant Rushmoor Winchester Southampton UA Portsmouth UA Arun Chichester Horsham Epsom and Ewell Guildford Spelthorne Surrey Heath Waverley Woking Wokingham UA Bracknell Forest UA Reading UA

Population 1000s 161.5 111.2 120.0 110.9 80.1 90.9 116.5 91.1 112.2 234.1 199.4 149.6 111.8 129.2 71.8 134.2 91.8 83.0 118.5 91.6 159.7 114.0 149.2

TOTAL

2,683.1

Source : EHDC from ONS 2008 data

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Appendix E - Ward boundary map – Whitehill Bordon

Š Crown copyright. All rights reserved. HCC 100019180 2006

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Appendix F - Local Economic Partnerships Local Economic Partnerships (LEPs) were introduced nationally in 2010 following the Government’s drive for a business led, rather than public sector driven, response to enterprise and economic development. The Government is determined that the LEPs will be local business focused successors of the Regional Development Agencies (eg SEEDA) which are being abolished from March 2012. Some of the functions of the previous RDAs such as investment funding may be expected to be key ambitions for the new LEPs. For example, the new Regional Growth Fund is likely to be principally allocated via the LEPs and whilst areas that are not formally included within the LEP areas may still be able to assemble local partnerships to bid for such growth funding, their lack of scale and influence may place such areas at a disadvantage. Whitehill Bordon was not included in the geography of the Solent LEP bid which is now approved and closely aligns with the South Hampshire sub-area with the addition of the whole of the Isle of Wight. Whilst initially Whitehill Bordon was also excluded from an original Enterprise M3 LEP submission that was geographically aligned quite closely to the North Hampshire sub-area. That bid was rejected and a new proposal has recently resubmitted which significantly extends the Enterprise M3 boundary to include the remainder of East Hampshire (including Whitehill Bordon) as well as parts of West Surrey. Government is committed to ensuring widespread business support for such LEP proposals, and they will not be approved unless that is clearly demonstrated, so it is not yet certain that Whitehill Bordon will be confirmed as part of the LEP network. It is expected than an announcement on the outcome of the new bid should be known during Spring 2011. Irrespective of whether Whitehill Bordon is confirmed as being within the Enterprise M3 LEP or not, it will be vital that the town continues to engage with businesses and their intermediaries from a much wider geography, but certainly including the urban South Hampshire businesses within the Solent LEP and the West Sussex businesses within the Coast to Capital LEP

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Appendix G - Bibliography Whitehill Bordon Economic Potentials Study SQW Consultants Hampshire Economic Assessment Green Town Vision Eco-town Revised Bid Informing our Future Hampshire Economic Partnership Core Strategy East Hampshire District Council East Hants Tourism Action Plan East Hampshire District Council The Whitehill/Bordon Opportunity Revised Baseline Report, GVA, Office for National Statistics & NOMIS Whitehill Bordon and Whitehill (ward) Whitehill Bordon Draft Framework Masterplan AECOM East Hampshire Employment and Skills Audit and Action Plan Kingshurst Consulting Whitehill Bordon Eco-town Funding Strategy Enterprise M3 LEP submission (Revised) Solent LEP submission Big Society Forestry in England - DEFRA One Planet Living Bioregional and WWF

www.whitehillbordon.com/files/whitehill-bordon-economic-potentials-study.pdf www3.hants.gov.uk/local_economic_assessment_for_hamsphire__draft_14__final___hf000001011332_-5.pdf

July 2009 (finalised November 2009) June 2010

www.whitehillbordon.com/whitehill_bordon_opportun/files/green_town_vision_01.pdf http://whitehillbordon.typepad.com/whitehill_bordon_opportun/files/whitehill_bordon_o pportunity_ecotown_bid.pdf www.hep.uk.com/informing.php

2008 August 2008

www.easthants.gov.uk/ehdc/planningpolicy.nsf/webpages/Core+Strategy

2010

www.easthants.gov.uk/ehdc/formsfordownload.nsf/0/AFF39CD9F9199D9680257714 00491C54/$File/Tourism+Action+Plan+201011.pdf Available on request from Whitehill Bordon Eco-town team whitehillbordon@easthants.gov.uk http://tinyurl.com/69vesvp http://tinyurl.com/6gogth4

2010

2001 - 2010

www.whitehillbordon.com/whitehill_bordon_opportun/masterplan.html

June 2010

www.easthants.gov.uk/ehdc/formsfordownload.nsf/0/95AA4C1CBE01E8CD8025775 E00391CE8/$File/Annexes+to+Skills+Audit+2010.pdf

June 2010

Available on request from Whitehill Bordon Eco-town team whitehillbordon@easthants.gov.uk www.basingstoke.gov.uk/NR/rdonlyres/254BE885-3D93-4029-A6F9B7324482E519/0/EnterpriseM3proposal.pdf www.solentlep.org.uk/Solent_LEP_final.pdf www.cabinetoffice.gov.uk/big-society ww2.defra.gov.uk/news/2010/10/29/forestry/

2010 Dec 2010 Sept 2010 Dec 2010 October 2010

www.oneplanetvision.org

2010

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2010

2008


Appendix H - Feedback Questionnaire The simplest way to complete this form is online at www.whitehillbordon.com Please feel free to only answer the questions that are relevant to you The survey can also be copied or detached from this document and returned to the freepost address: East Hampshire District Council, Freepost Gi2189, Penns Place, Petersfield, Hants. GU31 4BR

Section 1. Purpose Q1.1 Did you find the purpose of the Strategy clear?

Q1.2 If not, how might it be improved?

Section 2. Overview Q2.1 Is the overview of Whitehill Bordon sufficient?

Q2.2 If not, what additional information should be included?

Section 3. Data Sources Q3.1 In addition to the data sources referred to in Section 3 and detailed in Appendices B and C, are there any other existing data sources that should be considered ?

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Section 4. Previous Studies Q4.1 Do you agree with the assessment of the five highlighted studies?

Q4.2 If not, what aspect of the assessment do you disagree with?

Q4.3 Are there any other relevant studies that should be considered?

Section 5. Principal Issues Q5.1 Have the principal issues facing Whitehill Bordon been correctly identified?

Q5.2 Is the overview on the economy in sufficient detail for the purpose of this Strategy?

Section 6. Strategic Opportunities Q6.1 Do you agree with the ambitions for developing the local economy?

Q6.2 Is the 12 element plan for growth suitable to meet the Eco-town ambitions?

Q6.3 If not, what other drivers for economic growth should be considered?

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Section 7. Priority Actions Q7.1 Do you consider that the actions proposed are correct for the future economic development of Whitehill Bordon?

Q7.2 If not please identify and comment on the specific action point eg A2 or detail what additional actions should be considered

Section 8. Funding Q8.1 Does the funding section sufficiently describe the funding options available?

Q8.2 If not, what other funding sources might be identified?

Section 9. Consultation and Evaluation Q9.1 Is this consultation process satisfactory?

Q9.2 If not, what additional consultation methods should be used?

Q9.3 Are the performance measurement indicators proposed suitable?, If not please suggest alternative indicators

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Section 10. Recommendations Q10.1 Do you agree with the recommendation for a focus on the 12 element plan for economic growth?

Q10.2 Do you agree with the recommendation for six priority themes?

Q10.3 Do you agree with the recommendation that the Strategy should be regularly reviewed and adapted to meet new opportunities?

Q10.4 Do you agree with the recommendation that socio-economic indicators for the town may need to be further developed and where required new data collection undertaken?

Thank you for your comments and feedback, if you would like to be kept informed about the development and adoption of this Strategy please provide your name and contact details. All information will be treated in strict confidence

Whitehill Bordon Eco-town East Hampshire District Council Penns Place Petersfield Hampshire GU31 4EX Tel. 01730 234354 Email: whitehillbordon@easthants.gov.uk www.whitehillbordon.com

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Draft Economic Development and Employment Strategy  

Draft Economic Development and Employment Strategy - February 2011

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