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Whitehill & Bordon Eco-town Inward Investment Strategy 2013 Consultation Draft November 2012


Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Introduction This inward investment strategy relates to attracting businesses from overseas and from the UK to set up operations in Whitehill & Bordon, either by taking space in existing property or through development of land to build their own new premises. It does not include investment through acquisitions and mergers as this may not lead to job generation which is a key objective of the inward investment. The purpose of the inward investment strategy is to set out the objectives, targets, processes and actions needed to attract business investment into Whitehill & Bordon Eco-town. The work should commence now and start to build the town brand, raise awareness of the development opportunities and build contacts and relationships with target businesses. Sustained investment promotion and services will be required throughout the life of the regeneration project however its focus and emphasis will change as the development phases are completed – Phase 1: 2012 - 2014 Interim uses on Louisburg Barracks and development of Quebec Barracks Phase 2: 2015 to 2019 Development commences on Louisburg Barracks and town centre Phase 3: 2020 to 2024 Development of edge of town centre with commercial leisure Phase 4: 2025 onwards Completion of employment sites and town centre The strategy uses the sector research completed in September 2012 as the basis for its adopted approach and covers the areas of work needed to attract investment including investment promotion, enquiry handling, project handling and monitoring and evaluation. The resources that will be required to carry out the work will be identified and mapped during the consultation stage with partners and stakeholders as it will be important to assess what resources they could offer in support. Further resources may also be available from the Council’s and Eco-town’s complementary areas of work including:  Eco-town vision and branding guidelines  Marketing strategy  Lobbying strategy  Tourism and visitor promotions  Strategic business engagement  Sponsorship policy  Securing an investment partner Why undertake investment promotion The Eco-town vision and supporting targets commit to providing 5,500 local jobs through the town’s regeneration. Whilst these jobs will come from a range of activities including start-ups and entrepreneurs, public services and expansion of existing local companies, the development of the Eco-town will need to attract a significant number of new businesses if it is meet this target.

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

In the past, the town has not seen high levels of inward business investment and may not been seen as a strong business location, therefore promotion is needed to counter negative perceptions and to present the opportunities available as a result of the Eco-town development. The town currently has vacant industrial units and a limited range and mix of commercial premises. There is also an employment and commercial leisure site at Viking Park (yet to be developed). Marketing and promotion will need to assist in securing investment in these premises as well as any new development to ensure that displacement is avoided, genuine new jobs are generated and the existing industrial centres are successful and viable in the future. Objectives The investment promotion needs to be targeted and focused and the objectives for this work are:  Job generation  Occupation and development of commercial space  Diversifying the local economic base  Developing an environmental technology, goods and services cluster  Strengthening local supply chains and developing markets and links with neighbouring centres  Providing growth opportunities for local firms The strategy sets outs out how these objectives will be achieved and is divided into the following sections and aims. Section

Aim

Strategic context

Increase promotion and raise awareness of the investment and business opportunity at sub regional and national levels.

Investment approach

Deliver focused and targeted investment promotion supported by market intelligence and asset development, working in collaboration with key partners and stakeholders.

Lead generation

Develop materials and activities that will raise awareness of the investment and business opportunity to target businesses in the identified growth sectors.

Investment services

Establish professional, effective and efficient enquiry handling, project management and after-care arrangements.

Monitoring & evaluation

Monitor and evaluate the investment promotion and services against the objectives and set targets against which to report.

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

STRATEGIC CONTEXT East Hampshire The Council plays a significant role in promoting the development of major sites and attracting investment to the district. It has a property team and economic development team which both work to bring sites forward and enable development. To support this it is also currently developing an A3 corridor proposition to set a number of major sites in context along this strategic road network. This market positioning and brand development will be an excellent opportunity to promote the Eco-town within a wider functioning economic area. The economic development team has a number of resources to help potential investors such as a property register, socio-economic information on the district and work with strategic businesses through Business East Hants. Business East Hants could play a role in providing commercial and private sector input into promotion development and in understanding business issues and opportunities, especially around supply chains and markets. Eco-town vision and masterplan The Eco-town vision and Masterplan Revised 2012 set the framework for how Whitehill & Bordon will be developed after the MoD withdraws in 2015. It is an ambitious plan which aims to create a sustainable community with a low-carbon economy as the focus for business investment, enterprise and job growth. Vision Encourage investment by businesses and industries, particularly those that share our vision of a sustainable and environmentally-friendly community

Employment and jobs target Create at least one job per new home and provide an additional 1,500 jobs to replace those lost by the withdrawal of the Army from Whitehill & Bordon. Provide training opportunities for residents to maximise their employment prospects with the new businesses

Eco-town Economic Development and Employment Strategy The economic development and employment strategy (July 2011) recognises that inward investment is an important source of job creation, underpinned by the assets and location advantages that will make the town attractive to businesses. The strategy sets out a series of actions under the theme of marketing and investment and identifies partners that would need to be party to their delivery; these actions are given in Appendix 1. The actions include; promotion, securing funding to deliver investment, working with the other eco-towns to build the brand and developing an information resource on economic performance. These are valid actions which are incorporated into this strategy.

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Regional / Sub regional investment activities The masterplan recognises that “the town does not operate in isolation of its neighbouring business centres such as Alton, Petersfield and Farnham and larger economic centres such as Portsmouth, Farnborough, Basingstoke and Guildford. Links to these locations present opportunities to capture investment from important business sectors such as defence, aerospace and communications, and higher education and research & development from the universities of Surrey, Portsmouth and Creative Arts at Farnham.” Enterprise M3 local enterprise partnership (LEP) The Enterprise M3 LEP covers a number of local authority areas from Andover to Guildford and uses the M3 corridor as is economic and business focus. Its vision is that Enterprise M3 will be: “One of the premier locations in the country for enterprise and economic growth, with an excellent environment and quality of life”. It has sub groups to lead its work on business and economic development issues and the land and property group is the forum through which the LEP takes forward its investment objectives. The group is made up of property professionals, commercial agents and developers, planning consultants and local authority economic development and estates officers. It meets as a forum to discuss property issues in order to advise the LEP and has taken responsibility for the Large Sites Assessment Study that gives a perspective on the development suitability and readiness of major sites. To give a picture of the commercial property market the LEP has also commissioned a study of demand and take up for commercial premises in its area. This group and its work will be a key resource and source of information to help develop and deliver the Eco-town’s investment promotion and services. Hampshire The county council has set its economic development objectives as “working with partners to attract inward investment and support the local business community, including apprenticeship schemes, support to market towns and villages, and promoting the county through Visit Hampshire”. Its economic development and rural affairs committee recently agreed to support a series of activities to further develop its investment promotion and services. This includes creating sector specific propositions and a hotels futures study; lead generating intelligence and contact management system; demographic analysis, and enhancement of its Invest in Hampshire initiative and website. The County Council is also a signatory to the Memorandum of Understanding between Enterprise M3 and UK Trade & Investment (UKTI). Therefore they are a lead contact for UKTI to provide both information on local opportunities and to respond to investment enquiries. It will be vital to work with the County Council and for the Eco-town investment promotion and services to fit within their activities, taking advantage of their strategic links, campaigns and intelligence.

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Neighbouring economic growth centres Nearby economic and business centres also have dedicated investment promotion and services, for example Invest in Portsmouth, Destination Basingstoke, and the Solent LEP and PUSH have published a low carbon economy strategy which includes developing and supporting businesses in the environmental technology, goods and services sector. There are strategic development sites that will be promoted in the area including, north of Fareham strategic development area, Waterlooville major development area, Dunsbury Hill Farm and the Solent Enterprise Zone at Daedalus. The opportunity to link to these promotions to create a strategic proposition or to position the Whitehill & Bordon developments as complementary will be sought.

Summary of Actions Strategic Context - raise awareness of the investment and business opportunity at sub-regional and national levels with key stakeholders and partners What

How

East Hampshire

Input to East Hampshire District Council’s A3 corridor proposition. Work with Business East Hants to raise the profile of the opportunities and to gather a commercial perspective.

Regional / Sub regional investment activities

Work with key stakeholders including Enterprise M3 and Partnership for Urban South Hampshire Low Carbon Economy Group to raise the profile of the Eco-town and to seek opportunities for collaboration and shared delivery. Liaise with Hampshire County Council to ensure Whitehill & Bordon is promoted through their Invest in Hampshire initiative and to share intelligence and coordinate delivery. Link to the promotion and monitor the developments in neighbouring economic growth centres to ensure Whitehill & Bordon is positioned as competitively.

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

ECO-TOWN INVESTMENT APPROACH Sector Focus In 2009 an economic potentials study by SQW identified four future roles for Whitehill & Bordon each with the opportunity to attract investment and generate jobs. They are:  An exemplar for sustainable development and green industries,  Innovation and technology cluster with links to Enterprise M3 area,  A tourism and leisure hub at the gateway to the South Downs National Park,  A hub for post-16 education and technical skills training. To understand in more depth the nature of these roles, an inward investment sector study was carried out in August 2012 by Campbell Ventures, to assess and identify the sectors which would be most relevant and have the greatest potential to attract businesses to the Eco-town. The work concluded that the following growth sectors should be the focus for investment promotion: Whitehill & Bordon Target Industry Sectors Clean technologies Energy storage Smart grid Solar Bio-fuels Recycling & Waste Energy efficiency & green buildings Clean transportation

Tourism & leisure Hotels Restaurants Leisure parks Tourist attractions Theatres & cinemas

IT, software & digital media Security systems & software Next generation internet technologies Cyber security Gaming Digital media content

The report recognised that the Eco-town vision’s target of generating 5,500 jobs is a major challenge. To achieve this, the recommended approach is to:  Target large multi-international businesses and high growth, small & medium size enterprises (SMEs),  Focus on attracting established foreign and UK businesses,  Focus on a small number of industry sectors – no more than five. To support this it will be necessary to:  Develop industry specific propositions for the three growth sectors,  Take advantage of local clusters, e.g. aerospace in Farnborough; IT and software in Basingstoke,  Partner with UK Trade & Investment (UKTI),  Work with the local enterprise partnerships and promotion bodies to position the Eco-town in a strategic context and build the brand. These recommendations are developed in more detail in the following sections of this strategy, but as also recommend by the sector study, it is proposed a three-year action plan be developed in consultation with partners and stakeholders. This will take the actions identified and provide details of the tasks, resources and funds, timeframes and responsibilities for delivery. 7


Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Property market and sites To support the investment promotion a database of premises and sites will be created. This will allow for accurate information on what is available, costs and rents etc. to be provided to prospective investors. The database should cover not only the new development sites but also the existing industrial estates and business centres to enable a full picture of the local commercial market to be built up. There are eight commercial areas in Whitehill & Bordon:  Woolmer Trading Estate – industrial and warehousing  Highview Business Centre & Industrial Estate – industrial, warehousing and office  Bordon Trading Estate – industrial and warehousing  Viking Park – industrial and commercial leisure  Lindford Business Park – small industrial units  Water meadows small industries – small industrial units  Forest Shopping Centre – retail and office  Chalet Hill, High Street and Petersfield Road – retail and office The focus of the investment promotion will be to attract business to the major employment development sites presented by the withdrawal of the MoD and as identified in the Eco-town Masterplan. The sites are:  Louisburg Barracks – 12 ha – 34,600 sqm for technology business park  New town centre - 14 ha – 50,000 sqm for retail and office  Edge of new town centre – 3.4 ha – 19,400 sqm for commercial leisure and office  Viking Park – 6 ha – 16,300 sqm for industry and commercial leisure As well as information on the premises and sties, knowledge and understanding of the commercial property market conditions and trends will help advise the promotion activity. The studies commissioned by Enterprise M3 into the quality of development sites and the demand and take up of commercial premises will be a valuable source of information to help understand the market. Commercial agents also regularly provide market briefings for sub-regions, for example London Clancy, 2012 Commercial Property Market in the M3/M27 Corridors or GVA, quarterly Economic and Property Market Review. This will help to position the Eco-town opportunities within the context of wider competing centres and developments.

Local assets and infrastructure As well as ensuring the right sites are available for development and are promoted within the context of the wider commercial market, the town will need to develop its local infrastructure to strengthen its assets and be competitive. Superfast Broadband In order to compete with other centres and be attractive to the high-tech, knowledge based businesses access to superfast broadband will be essential. Hampshire County Council has an initiative to ensure that the areas in the county not covered by commercial broadband services will be up-graded and are in the process of tendering for a commercial partner with delivery work likely to start in summer 2013. Links to this work need to be established and inclusion of the Eco-town in the programme if necessary. 8


Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Retro-fit programme and Green Deal The Eco-town is developing a programme of support to stimulate the demand and take-up of retrofitting in Whitehill & Bordon. This work will generate a demand for assessors, equipment and installers that will create a local market that will be of interest to manufacturers and suppliers etc. This local market development will be important to demonstrate the value of investing in the town. Multi Utility Service Companies (MUSCO) and Energy Service Companies (ESCO) The scale of development proposed and the need to ensure the existing community contributes to meeting the Eco-town target of carbon and water neutrality means there is an opportunity to consider the way energy and water is generated, collected, stored, transferred, used and managed. This will create a market and investment opportunity as it will involve the delivery of upgraded and new utility infrastructure with a new approach to their management though local management companies. Incentives The question of incentives to encourage businesses to locate in the Eco-town has been raised in several arenas. Government has created initiatives and competitive funding programmes to stimulate the economy and support job and housing growth. These include:  Enterprise Zones that can offer business rate relief and a simplified planning regime through local development orders,  Regional Growth Fund that supports investment in infrastructure to generate jobs,  Growing Places Fund which is administered through the local enterprise partnerships and is a revolving fund to invest in infrastructure that will bring forward development and is repaid through a charge on the development. The Eco-town will continue to submit projects for investment to these funding programmes along with seeking other sources of funding to stimulate and kick-start investment in sites. Over and above these grant programmes the local authority may choose to fund and offer incentives on specific development sites, however the benefits and impacts of introducing a scheme would have to be thoroughly investigated, costed and fit with the council’s corporate objectives and overall viability of the Eco-town regeneration. It is proposed that the issues of incentives be examined and consideration as part of the investment promotion action plan. Partners’ Role There are a number of partners and organisations involved in either direct investment promotion, co-ordinating enquiries and responses or working with strategic businesses and developers. Therefore any Eco-town activity will need to be co-ordinated and consistent across these stakeholders. They include:  East Hampshire District Council  Hampshire County Council  Whitehill Town Council  Enterprise M3 LEP  Eco-town Landowners  UK Trade & Investment (UKTI) 9


Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

The resources these partners are able to offer through a collaborative approach to the delivery of investment promotion activity should be considered and assessed and it is proposed the development of the detailed action plan will facilitate this. As well as collaboration across the public sector, it will be important to engage with the private sector, including commercial agents and business location services, as they will have marketing channels, property intelligence and links with businesses seeking premises and may have resources that could be deployed to the benefit of the Eco-town. Summary of Actions Investment Promotion Approach – Deliver focused and targeted investment promotion supported by market intelligence and asset development, working in collaboration with key partners and stakeholders. What

How

Sector focus

Produce a three year action plan and identify resources needed. Use the actions from this strategy as a basis for the consultation with partners and stakeholders.

Property market and sites

Create a spreadsheet of commercial premises and sites, including details of occupiers, vacancies and on those on the market, rents etc.

Market intelligence and trends

Monitor property trends and review site / market assessments by commercial agents and promotion organisations.

Assets and Infrastructure

Secure investment in the provision of super-fast broadband – link to Hampshire County Council work. Support the Eco-town retrofit programme to help develop local markets. Explore and support MUSCO & ESCO development to provide for new infrastructure, generation and management of energy and water utilities.

Incentives

Investigate the benefits and impacts of any potential incentive scheme, including costs and fit with council objectives.

Partners’ Roles

Meet and discuss with partners their investment promotion and services’ activities. Agree how best to share resources, avoid duplication and organise and collaborate on delivery.

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

LEAD GENERATION The purpose of the investment promotion is to generate leads from businesses and convert these into investment projects. The most effective way to do this is by long term relationship development and focused promotion to target sectors and identified businesses. The lead generating activities can be summarised as:  Sector propositions  Target business profiles  Brand development and marketing Sector Propositions The sector research recommended that a proposition be generated for each of the identified growth sectors: Clean technologies; Tourism, retail & Leisure; and IT systems, software & digital media. This would need to include information relevant to each sector on:  Supply chains and local markets  Existing companies in the area  Local networks and consortia  Business critical infrastructure  Business partners and opportunities  HEI strengths, skills and research capabilities Target Business Profiles Research is needed to identify businesses which are investing, growing and looking to move into UK or European markets, and / or want to be associated with the Ecotown brand and the market generated by its development. A profile of the sort of businesses to be targeted needs to be created to help in the identification of actual businesses to which to send propositions and materials. Once identified a contact database should be established to manage the interaction with the business and keep track of any potential investment projects. Foreign business should be proactively targeted and to assist in this a memorandum of understanding should be agreed with UKTI. Before this can happen, discussions with UKTI need to take place to fully understand the commitment being made under any such agreement and how this would sit with the existing agreement with Hampshire County Council. It would be worthwhile exploring the range of support and resources UKTI could offer in both targeting businesses and developing the investment promotion and services. An action that can be taken locally and straight away is contact with medium to large businesses in the area to see if they have any need to locate elements of their supply chain nearer to them. This could lead to investment projects that result not only in increased jobs but also in supporting and strengthening existing businesses.

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Brand development and marketing Whilst the sector propositions and targeted business approach will be the focus of the investment promotion this will need to be supported by activities that raise the profile of the town and increases awareness of the Eco-town investment opportunities with businesses, partners and organisations. This work will link very closely with the Eco-town lobbying strategy and overall marketing strategy and activities will include:  PR campaigns,  Publishing and disseminating brochures and fact sheets,  An investment website,  Participating in property / investment exhibitions and trade events,  Local investment events and seminars at the Eco-station,  Regular consultation with the private sector – Business East Hants, agents etc. Summary of Actions Lead Generation - Develop materials and activities that will raise awareness of the investment and business opportunities with the target businesses in the identified growth sectors. What

How

Generate a sector specific proposition for

Create a standard template and research the assets and infrastructure Whitehill & Bordon has to promote its strengths and advantages.



Clean technologies



Tourism, retail and Leisure



IT, software and digital media

Target large multiinternational business and high growth small & medium size enterprises (SMEs).

Produce Target Company Profiles for each of the target growth sectors. Research and identify companies that match the profile and to which to send the sector propositions. Create a business contact database to track engagement activities and potential investment projects.

Pro-actively target foreign business that fit with the target company profiles

Explore with UKTI the support and expertise available to assist in overseas promotion and if appropriate agree a memorandum of understanding.

Target local businesses to maximise opportunities in their supply chain.

Contact local medium to large business to identify projects through their supply chain.

Brand development and marketing

PR campaigns – place news and articles in property magazines and sector specific trade magazines, e.g.

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Lead Generation - Develop materials and activities that will raise awareness of the investment and business opportunities with the target businesses in the identified growth sectors. What

How 

Estate Gazette



Estates review



Planning & Regeneration



Property Week

Publish and disseminate marketing materials and fact sheets, create an investment brochure and distribute to, for example; 

local, regional and national agents



local enterprise partnership members

Establish a dedicated site for inward investment promotion. Ensure it links to Invest-in-Hampshire site and others as appropriate. Participate in property / investment exhibitions and trade events, e.g. 

Attend Eco-build 2013 and have a stand to promote the Eco-town

Host local investment events and seminars at the Eco-station, for example by hosting business meetings for; 

local enterprise partnerships



Hampshire chambers of commence



Property agents and developers

Undertake regular consultation and engagement with the private sector to raise the profile of the town, to gather details of perspective investment projects and use their marketing channels.

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

INVESTMENT SERVICES The investment promotion, targeting business and working with partners such as Enterprise M3 and Hampshire County Council are all designed to generate leads from businesses potentially interested in investing in the town. It will require a professional and co-ordinated response to turn any enquiry into an actual investment project.

Enquiry handling and project management Enquiries need to come to a central point of contact. The sector research recommended that an investment manager be identified as a dedicated resource – this could be found from existing staff, outsourcing to an external agency or by appointing new staff. Whichever method is chosen it must be capable of building working relationships with the potential investor and have a good understanding of the issues and processes involved in securing an investment. The needs of the investor should be fully recorded together with clarification as to what is commercially sensitive and what can be shared with others. The information requirements need to be clearly understood and an assessment (or due diligence) regarding the likelihood or probability of the investment taking place completed. Enquiries with the potential to be translated into an investment project will usually require site visits and meetings with decision makers; how these are organised, and the impression the investor is left with, will play a significant role in the decision to invest or not. The enquiry handling can also facilitate contact between other agencies or local authority services that may be required to facilitate an investment, for example planning, highways, business rates, utilities etc. This can help speed up the process, reduce burdens on a new company and help secure the investment. This is another argument for having a dedicate resource that can act as a project manager for a potential investment and is able to maintain an ongoing relationship with the investor.

After-care The relationship with the investor can and should continue after the investment. This can result in further investment as the company grows, secure an increase in use of local suppliers and link the business to the local community making it less likely to move in the future. If a strong relationship is maintained, the company can be asked to promote the town to other potential investors and act as a source of information about the benefits of investing here. The business may also have suppliers it would wish to see relocated closer to them and which could form additional investment projects.

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Summary of Actions Investment Services Actions - Establish professional, effective and efficient enquiry handling, project management and after-care arrangements. What Enquiry handling and project management

How Identify and promote a single point of contact for enquires. Create an enquiry record template to ensure all investment project information requirements are captured. Agree a process with partners and investment promotion organisations to share enquiries and provide a co-ordinated response.

After-care

Develop a programme of engagements with new investors to the town. Obtain information on investment potential from the council’s strategic business visits.

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

MONITORING & EVALUATION As stated the objectives for the investment promotion and services are: Job generation, Occupation and development of commercial space, Diversifying the local economic base, Developing an environmental technology, goods and services cluster, Strengthening local supply chains and developing markets and links with neighbouring centres,  Providing growth opportunities for local firms.     

There will need to be a reporting process for the evaluation of investment promotion and services’ activities in meeting these objectives. Targets for job generation are given below along with the development of commercial space and mix of employment. Measures will have to be established for capturing details of where the sectors’ investment comes from and whether projects have links with businesses in neighbouring centres or are an expansion of local businesses.

Targets The Eco-town Masterplan identifies the quantum of commercial development and consequent job creation as a result of regenerating the sites vacated by the Bordon Garrison and School of Electrical & Mechanical Engineering. The proposed increase in the number of businesses and jobs over the 20-year development period of the Eco-town represents a significant increase in the local business and employment base. Development Floorspace The table below gives a summary of the development sites allocated for employment use in the Eco-town Masterplan. Appendix 2 gives an extract from the Masterplan showing the location of the sites.

Site Louisburg Barracks Viking Park Quebec Barracks Edge of new town centre New town centre Other

Uses Employment employment / commercial leisure employment employment / commercial leisure retail / mixed Public sector / home working / hotel Total

16

Area (Ha) 11.70 4.55 1.62 0.25 1.38 2.06 13.70

35.26

Floorspace (sqm) 34,692 10,263 6,090 1,880 11,692 7,744 30,000 20,000

122,361

Jobs 1,084 250 154 822 2,498 550 400 40 5,798


Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Jobs generated The target number of jobs to be generated over the lifetime of the development is 5,500, although the Masterplan allocates enough commercial development land to accommodate approximately 5,800 jobs. The following shows the spread of the jobs across the proposed employment uses. Uses

Floorspace (sqm)

Jobs

Industrial

37,549

655

Office

28,576

2,080

Commercial Leisure

13,835

162

Retail

30,119

1,300

Mixed town centre

12,481

611

Public sector / home working / hotel

-

990

Total

122,560

5,798

It is estimated that in a local economy existing businesses can generate 150 jobs per 1,000 head of population growth. With an estimated population growth of 8,920 associated with the new housing, this means in Whitehill & Bordon some 1,400 jobs will come from existing local firms expanding due to increased demand for goods and services. Job Generating Source Public sector growth Home working Local business growth New inward investment Target total

Number of jobs 550 400 1,400 3,150 5,500

Investment Projects In order to attract the number of businesses needed to generate the 3,150 jobs it is estimated there needs to be the following investment projects: Projects Large inward investment Medium investment Small and start up

Total

Number of projects 1 2 4 15 25 45 275 367

Average employees 400 190 75 40 15 6 3 -

17

Total jobs 400 380 300 606 375 270 825 3,156


Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

The total of 367 companies generating 3,156 jobs gives an average of 8.6 jobs per company which is in line with the East Hampshire average of jobs per company of 8.3. Phasing This quantity of investment projects will be attracted over the full development period, as sites become available and in parallel with the development of housing and the necessary infrastructure. The phasing of sites has been outlined in the Masterplan and is given in the table below. Over time as sites are developed and investment projects secured the emphasis and key messages of the investment promotion will change to reflect the market conditions and nature of development opportunities at the time. It is proposed that a review of the investment promotion and services be undertaken at the commencement of each development phase.

Sites

Phase 1

Phase 2

Phase 3

Phase 4

Total

2012 - 2014

2015-2019

2020-2024

2025 +

2012-2025+

Jobs

Jobs

Jobs

Jobs

Sqm

Sqm

Sqm

Quebec Barracks

154

1,880

Viking Park

125

8,176

Town centre

0

0

832

16,733

517

10,400

Louisburg Barracks

0

0

646

20692

438

14000

Edge of town centre

0

0

329

7,744

493

Total

279

10,056

1,284

32,144

1,767

1,478

37,425

Sqm

Jobs 154

1,880

125

8176

250

16,352

1,149

23066

2,498

50,199

1,084

34,692

11,691

822

19,435

42,933

4,808

122,558

Summary of Actions Monitoring & Evaluation - Monitor and evaluate the investment promotion and services against the targets and objectives. What

How

Targets

Monitor projects against the site development and job generation targets

Measures

Establish measures for recording investment projects including;

Reporting



Sector information



Links with neighbouring centres



Local business expansions

Set up a reporting process to evaluate whether activities are meeting objectives

18

Sqm


Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

RESOURCES & FUNDING Inward investment promotion, enquiry and project handling and after-care services require a significant amount of resources. These can be drawn from partners and stakeholders, but it is recommended that a resource is identified within the Eco-town team with responsibility for investment promotion and services. The detailed three year action plan will identify the resources needed together with sources for funding. Staff resources will be needed for: Proposition development and distribution Business engagement Sites and premises information up-dating Research and intelligence Enquiry handling Investment project management After-care Monitoring and evaluation

       

Areas of expense are likely to include: Brochures and marketing materials Website development and maintenance Target business contact details and database

  

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

ACTIONS Strategic Context - raise awareness of the investment and business opportunity at sub-regional and national levels with key stakeholders and partners What

How

East Hampshire

Input to East Hampshire District Council’s A3 corridor proposition. Work with Business East Hants to raise the profile of the opportunities and to gather a commercial perspective.

Regional / Sub regional investment activities

Work with key stakeholders including Enterprise M3 and Partnership for Urban South Hampshire Low Carbon Economy Group to raise the profile of the Eco-town and to seek opportunities for collaboration and shared delivery. Liaise with Hampshire County Council to ensure Whitehill & Bordon is promoted through their Invest in Hampshire initiative and to share intelligence and coordinate delivery. Link to the promotion and monitor the developments in neighbouring economic growth centres to ensure Whitehill & Bordon is positioned as competitively.

Investment Promotion Approach – Deliver focused and targeted investment promotion supported by market intelligence and asset development, working in collaboration with key partners and stakeholders. What

How

Sector focus

Produce a three year action plan and identify resources needed. Use the actions from this strategy as a basis for the consultation with partners and stakeholders.

Property market and sites

Create a spreadsheet of commercial premises and sites, including details of occupiers, vacancies and on those on the market, rents etc.

Market intelligence and trends

Monitor property trends and review site / market assessments by commercial agents and promotion organisations.

Assets and Infrastructure

Secure investment in the provision of super-fast broadband – link to Hampshire County Council work. Support the Eco-town retrofit programme to help develop local markets.

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Investment Promotion Approach – Deliver focused and targeted investment promotion supported by market intelligence and asset development, working in collaboration with key partners and stakeholders. What

How Explore and support MUSCO & ESCO development to provide for new infrastructure, generation and management of energy and water utilities.

Incentives

Investigate the benefits and impacts of any potential incentive scheme, including costs and fit with council objectives.

Partners’ Roles

Meet and discuss with partners their investment promotion and services’ activities. Agree how best to share resources, avoid duplication and organise and collaborate on delivery.

Lead Generation - Develop materials and activities that will raise awareness of the investment and business opportunities with the target businesses in the identified growth sectors. What

How

Generate a sector specific proposition for

Create a standard template and research the assets and infrastructure Whitehill & Bordon has to promote its strengths and advantages.



Clean technologies



Tourism, retail and Leisure



IT, software and digital media

Target large multiinternational business and high growth small & medium size enterprises (SMEs).

Produce Target Company Profiles for each of the target growth sectors. Research and identify companies that match the profile and to which to send the sector propositions. Create a business contact database to track engagement activities and potential investment projects.

Pro-actively target foreign business that fit with the target company profiles

Explore with UKTI the support and expertise available to assist in overseas promotion and if appropriate agree a memorandum of understanding.

Target local businesses to maximise opportunities in their supply chain.

Contact local medium to large business to identify projects through their supply chain.

21


Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Lead Generation - Develop materials and activities that will raise awareness of the investment and business opportunities with the target businesses in the identified growth sectors. What

How

Brand development and marketing

PR campaigns – place news and articles in property magazines and sector specific trade magazines, e.g.   

Estate Gazette Planning & Regeneration Property Week

Publish and disseminate marketing materials and fact sheets, create an investment brochure and distribute to, for example;  

local, regional and national agents local enterprise partnership members

Establish a dedicated site for inward investment promotion. Ensure it links to Invest-in-Hampshire site and others as appropriate. Participate in property / investment exhibitions and trade events, e.g. 

Attend Eco-build 2013 and have a stand to promote the Eco-town

Host local investment events and seminars at the Eco-station, for example by hosting business meetings for;   

local enterprise partnerships Hampshire chambers of commence Property agents and developers

Undertake regular consultation and engagement with the private sector to raise the profile of the town, to gather details of perspective investment projects and use their marketing channels.

22


Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Investment Services Actions - Establish professional, effective and efficient enquiry handling, project management and after-care arrangements. What Enquiry handling and project management

How Identify and promote a single point of contact for enquires. Create an enquiry record template to ensure all investment project requirements are captured. Agree a process with partners and investment promotion organisations to share enquiries and provide a co-ordinated response.

After-care

Develop a programme of engagements with new investors to the town. Obtain information on investment potential from the council’s strategic business visits.

Monitoring & Evaluation - Monitor and evaluate the investment promotion and services against the targets and objectives. What

How

Targets

Monitor projects against the site development and job generation targets

Measures

Establish measures for recording investment projects including;

Reporting



Sector information



Links with neighbouring centres



Local business expansions

Set up a reporting process to evaluate whether activities are meeting objectives

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Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Appendix 1. Eco-town Economic Development and Employment Strategy Marketing and Investment Actions Action F. Marketing and Investment

Key objectives  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 Enterprise M3 LEP Medium Medium opportunities, including the term UK Trade & Investment Eco-business parks are Hampshire County Council effectively promoted. Engage East Hampshire DC with suitable inward investment Defence Infrastructure networks. Organisation Commercial property agents F2 Develop external business WHBT, Short / Medium promotion of the Eco- town, Medium Hampshire County Council possibly including the creation term Business East Hants of a “Choose Whitehill Bordon” Enterprise M3 LEP website. Encourage joint subregional promotions F3 Develop sources of Hampshire County Council Whole of High external funding to support the East Hampshire DC plan delivery of the actions and Enterprise M3 LEP EHB encourage public – private partnership investment arrangements F4 Work with the other EcoOther Eco-towns & Short / Medium towns and Eco-cities to Medium elsewhere in Europe develop joint initiatives for term promotion and co-branding F5 Enhance and develop Hampshire County Council Whole of Medium statistical knowledge and plan East Hampshire DC economic performance data relevant to the town.

24


Whitehill & Bordon Eco-town Inward Investment Strategy 2012

November 2012 Consultation Draft

Appendix 2: Eco-town Masterplan employment sites

25

Inward investment strategy  

Whitehill & Bordon Eco-town Inward Investment STrategy

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