stratford-on-avon local industrial and economic

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Stratford-on-Avon Local Industrial and Economic Development Strategy 2018 – Schedule of Consultation Responses

If text is to be deleted from the draft SPD it is shown struckthrough. If new text is to be inserted it is shown underlined.

Ref Comments Officer Response Action

001/01 The section on agriculture needs refining to also include horticulture, as they are two different sectors.

Horticulture may be defined as "The cultivation, processing, and sale of fruits, nuts, vegetables, ornamental plants, and flowers as well as many additional services". It also includes plant conservation, landscape restoration, soil management, landscape and garden design, construction, and maintenance, and arboriculture. In contrast to agriculture, horticulture does not include large-scale crop production or animal husbandry. We do not currently have statistics covering horticulture in Stratford on Avon specifically but will look to source this information as evidence for future iterations of the Strategy.

The distinction between horticulture and agriculture will be made in the revision of the Strategy.

001/02 Need more detail on what is meant by farm diversification.

Farm diversification is when a farm branches out from traditional farming by adding new income generating activities. This can be in place of or in addition to its traditional farming pursuits. It has not been defined in the document thus far in an effort to retain flexibility. About half of all UK farms use some form of diversified activity in their

Insert the following text:Benefits of farm diversification include: making better use of physical resources and

characteristics finding new uses for existing skills integrating the farm with - and recycling

money within - the rural economy Examples of diversification include:

•increasing the variety of livestock/crops farmed

Niche livestock/crop products – e.g. llamas,

Item 8

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farming business and these bring an average of £10,400 extra revenue per farm.

goats, flowers, energy crops retail outlets and catering – e.g. opening a

farm shop training and promotion of rural crafts – e.g.

offering teaching workshops opening facilities for craft making and

retailing tourism – e.g. opening land up for camping

or a bed and breakfast.001/03 Too much concentration on the

Automotive Industry. SDC have no control over it and it represents a massive risk especially with Brexit. We should be concentrating and underpinning other industries such as gaming and need to examine what other sectors will make the District more resilient.

It is not considered that the Strategy concentrates on any one particular sector. The automotive industry is important in the Stratford District and this does need to be acknowledged within the Strategy. However, agree that the LIEDS should underpin all key sectors. Automotive is identified as one of nine priority areas along with agriculture.

Insert additional text in Chapter 2 in respect of external influences. The District’s economy will also be sensitive to uncertainty around Brexit and this could affect other sectors such as agriculture, horticulture and manufacturing. Actions will therefore need to be taken with businesses and educational institutions to address potential skills gaps.

001/04 Venture House has been a huge success so need to look at how we can run this out into other centres.

Agreed. There is already an action in in the Action Plan to “Consider establishment of a business hub (rural?)”.

More emphasis on this point can be made in the body of the Strategy. Insert at 4.3.6 Build on the success and lessons learnt from Venture House and explore the possibility of rolling this model out wider across the District. Explore whether there is a need for a next stage Venture House for fledgling businesses to move onto (office uses and workshops).Explore potential for development of a creative innovation hub in Stratford building on inherent creative skills and talent including videographers/ writers/artists/film makers.

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001/05 Commonwealth Games should be seen as an opportunity not a threat

Agreed. The Commonwealth Games is seen as an opportunity and the Strategy currently states: “… given the proximity to Birmingham, there is a huge opportunity for Stratford-on-Avon District to benefit from Birmingham’s success”. To make this clear extra text will be added to the sentence“…successful bid to host the Commonwealth Games”.

Make change as suggested“there is a huge opportunity for Stratford-on-Avon District to benefit from Birmingham’s successful bid to host the Commonwealth Games”.

001/06 Strategy should mention possibility of inward investment opportunities from overseas for example China

Agree reference will be made to our links in particular with Sangweng in the Fuzhou province.

Make change as suggestedAt 5.1.4 Stratford-upon-Avon has strong links with China and a new cultural attraction is being built in Sangweng 14km from Fuzhou, which will celebrate the lives and works of William Shakespeare, Tang Xianzu and Miguel de Cervantes. Sanweng will feature reconstructions of some of the hometowns of each artist. Additionally, the Fuzhou Municipality is gifting SDC a traditional Peony pavilion, which is a typical symbol of the works of Chinese playwright Tang Xianzu, and this will be positioned in parkland in Stratford- upon- Avon town. It is hoped that this collaboration will see increased business and trade links with the Fuzhou region bringing in investment and boosting the economies of both regions.

002/01 Apprenticeships are not mentioned. Support for apprenticeships are referenced throughout the Strategy.

No change proposed.

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002/02 Page 64 (of The Cabinet papers) mentions A435 but not HGVs and it should do.

Agreed. Insert reference to HGVs at 5.3.1. The A435 affects Studley, Mappleborough Green, Coughton and Kings Coughton and there is a need for environmental improvements along the route. The passage of HGVs through this area causes safety concerns. Studley also has a declared Air Quality Management Area.

003/01 There is an important challenge that has been missed and which I raised in the room:Power - All businesses need an ever increasing power supply. There is insufficient power in the Grid system.The provision of electricity going forward is a National challenge. Those areas that address substantial power upgrades will be in a position to attract inward investment and enable future expansion of existing businesses, ahead of other areas. This will take considerable time to implement and will need planning now.

Noted. Some discussion is included in the Strategy on the encouragement of the growth of low-carbon technologies. However, the point made is about energy generation and the capacity of the grid to supply adequate energy to meet the growing demands of businesses and residents’ alike. The Action Plan already includes a number of actions in respect of lobbying the energy sector e.g. political champion.

No proposed changes.

003/02 A primary objective of a Local Industrial and Economic strategy should be to retain and support existing businesses together with the provision of additional key employment sites to attract inward investment.

The Strategy states in the introduction that “This strategy looks at the strengths and weaknesses of the local economy and sets out a plan for action tobuild on existing successes. It also sets out how Stratford-on-Avon District Council (SDC) will work with partners and local businesses to deliver jobs and economic growth across the District through indigenous business growth, retention and

No proposed change.

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new inward investment from the UK and abroad.”

In terms of providing additional key employment sites to attract inward investment this would need to be implemented as part of the Core Strategy Review and is outside the scope of this Strategy.

004/01 Reference 6.1.6 – Studley feel strongly that the strategy should also promote and resource the viability of rural centre town/village centres. Ensure a sustainable mix of outlets is maintained looking at ways that start up businesses and small business can be supported

It is accepted that the Strategy does not currently examine in detail the Main Rural Centres as it concentrates on high-level District-wide objectives and actions. However, the point made is noted and the LIEDS should include economic profiles of the key settlements reflecting the nature of the District.

Include economic profiles of the Main Rural Centres.

005/01 Every section of the report focuses on Stratford Town – with little attention to the needs of other towns and villages. When it comes to rural business the report focuses on agriculture and the threats to employment in that sector from automation and low wages. Agriculture is very important but there are other sectors too: towns, villages and hamlets across the district have high streets, industrial estates, small businesses, home workers and tourist potential too - and these are all essential to the economies and “vibrancy” of those communities as well.

Not agreed, although the focus of the LIEDS is the District as a whole. However, the point made is noted and the LIEDS should include economic profiles of the key settlements reflecting the nature of the District.

Include economic profiles of the Main Rural Centres.

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005/02 The document acknowledges the problems of High Streets and the loss of retail business across the district: “High Streets and town centres also play an important role in maintaining vibrant communities; empty shops can lead to a spiral of decline.”

BUT the report only considers the impact on Stratford Town. Its aims are: • “Continue to maintain a vibrant Town Centre with an appropriate balance between Tourism uses whilst catering more fully for needs of residents. •To ensure the Town centre remains attractive even when there are vacant units and construction works underway.” It describes SDC achievements (which include the $30 million Bell Court development in the centre of Stratford and the plans for the refurbishment of Bards Walk). In Section 6.1.5. there is one line that mentions other towns at the end of a string of activities in Stratford Town.It would be helpful to know in what way SDC would “encourage retail” in towns and villages other than Stratford. And what SDC support and resources could give Town and Parish Councils to help them in maintaining and developing “vibrant communities.”

It is accepted that the Strategy does not currently examine in detail the main Rural centres as it concentrates on high level objectives and actions. However in the next version it is intended that Economic profiles of the main rural centres will be included and further references to the District as a whole. Agree to amend 6.1.3 to talk about retail generally and be clear when talking about SUA.

Include economic profiles of the main rural centres and more local actions.Amend 6.1.3 under strengths in SWOT analysis• Vibrant Stratford upon Avon Town centres • Visitors contribute to this vibrancy• The Retail trade sector employs the second largest proportion of Stratford’s workforce• Main rural Centres are important in a large District to serve local communitiesUnder threats add “Declining commercial activity in some Main rural centres”

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005/03 Transport strategy: This understandably concentrates on relief for Stratford town centre which affects everyone in the district. However the suggestion that SDC should look at linking train times to RSC performances seems a minor issue compared with the huge problem about lack of public transport for people living elsewhere in the district. Thousands of residents in new housing estates in towns and villages across the district have no alternative but to use cars, adding greatly to congestion and pollution.

Noted, and one of the actions in the draft strategy is to “Seek improvements in bus provision”.There is already an awareness of public transport issues and the need to tackle this but it is not a straightforward issue to solve.

Amend existing action “Seek improvements in bus provision” to “Discuss with WCC about bus provision to see what action SDC can take”.

005/04 Growing Businesses and Start-ups: With Stratford Town benefitting from large government and regional grants for facilities such as Venture House, how can towns and villages tap into funds to support and encourage local businesses, including the direct involvement in “partnerships, companies and joint ventures” that SDC is keen to explore?

There is already an action in in the action to “Consider establishment of a business hub (rural?)”Page 59A further action in the Strategy is “to assist businesses with moving to next stage of growth by investigating the provision of loans or grant funding”.

More emphasis on the roll out of the Venture House model will be made in the body of the Strategy. 4.3.6 Build on the success and lessons learnt from Venture House and explore the possibility of rolling this model out wider across the District. Explore whether there is a need for a next stage Venture House for fledgling businesses to move onto (office uses and workshops).Explore potential for development of a creative innovation hub in Stratford building on inherent creative skills and talent including videographers/ writers/artists/film makers.

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005/05 Tourism: What can smaller towns and villages do to benefit from Shakespeare’s England and other organisations that largely ignore us?

There is already reference in the Draft Strategy to Shipston Wool Fayre, Alcester Food and Folk festivals etc on page 40. It could include the music festival in Henley in Arden. Shipston for example includes an policy its Neighbourhood Development Plan EC5 “development proposals that singly or jointly create new town centre facilities for providing visitor and tourist information and a town heritage centre will be supported within the town centre boundary highlighted on the policies map”. In many cases it is about defining what makes local areas special and locally distinctive and building on this.

New action to liaise with Shakespeare England about the role of smaller towns to strengthen their tourism offer/Shakespeare branding.

006/01 As we are all aware, Warwick University is an impressive example of a “new” university thatis powering ahead and is acclaimed as being in the top rank in a variety of sectors and importantly “the sciences” -life and technical.

Although the Automotive Industry and particularly JLR is a fantastic and impressive example for global growth we must “spread the risk” and also embrace new high value industries of the future.

Discussions at the highest levels are ongoing between Warwick University and SDC.

New action To consider establishment of a joint working party with the University to explore and define opportunitiesInsert at 6.2.5.The University of Warwick is helping to address skills shortages through their degree apprenticeships programme, including the £10m Degree Apprenticeships Centre focused on high value manufacturing and due to open in 2019. The challenge is in connecting skilled people with opportunities in business and in making it easier for business to find the right route into HE and FE. The Collaborate to Train programme supported through the European Social Fund brings a range of educational

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As you explained in your presentation, the District Council sits in the Midlands “Golden Triangle” and the town of Stratford upon Avon boasts an internationally known location where people wish to live and work. The fundamentals are all there to compete in a modest way with Cambridge and Oxford in attracting the new science industries to the area. I would go so far as to say we must compete to ensure a prosperous and sustainable future. We must explore with Warwick University the feasibility of developing in partnership a specific science / research / enterprise park located at Stratford upon Avon. The University should welcome such an initiative.It would help to retain graduates who currently leave the region. May I suggest:- A joint working party should be formed with the University to explore and define the opportunity

If it is considered such a project can succeed in the current climate :- A budget should be established to investigate the feasibility of such a project following which the project conception can commence.

I am mindful that the University also owns the Wellesbourne site but it may be difficult for the District Council to fully

partners (Warwickshire College Group, the University of Warwick, City College Coventry, North Warwickshire and South Leicestershire College, Coventry University Social Enterprise, Coventry City Council, Warwickshire County Council and Henley College) together to combine recruitment and training expertise across the Coventry and Warwickshire LEP area. The programme aims to engage over 250 small businesses over a three year period and improve access to new talent whilst providing high quality, effective education and training services in a more collaborative, business-led way. There is more that can be done in this area, however, to create wider opportunities for the talented graduates from the University to remain in Warwickshire and build their careers here.

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partner the University in this venture because the growth plans for the University may involve other key stakeholders.

A focus on a smaller science/research/ enterprise park in Stratford-upon-Avon may suit both the University and the District Council.

007/01 When we talk about health in a public health setting we look across the socio-economic factors that may influence our health and wellbeing. Health impacts on economic development in a number of ways for example, •Poor mental health and wellbeing can lead to lower resilience, higher rates of absenteeism and lower productivity;• If people are physically unwell they may be unable to work and an ill workforce could result in low productivity or stunt economic growthIt's important that, for a strong economy peoples’ health and wellbeing are looked after and that ill mental and physical health are prevented where possible.

Agreed – LIEDS to be amended accordingly. Notwithstanding this, there is reference on page 43 to The social implications of this are also of concern as low pay can have a wide ranging adverse impacts for example on health and the perpetuation of poverty.

Insert additional references to health issues and its links to economic productivity in the LIEDS.Section 7.5 under Warwickshire County Council insert They have also produced a document entitled Public Health Evidence for Planning and Developers. This document recognises how health impacts on economic development in a number of ways for example, • Poor mental health and wellbeing can lead to lower resilience, higher rates of absenteeism and lower productivity;• If people are physically unwell they may be unable to work and an ill workforce could result in low productivity or stunt economic growth;It's important that, for a strong economy peoples’ health and wellbeing are looked after and that ill mental and physical health are prevented where possible.

008/01 FSB Warwickshire and Coventry believe the current and priority challenges facing the economy of Stratford on Avon and small businesses have largely been identified and included within the document. However there are some areas where we feel that further information is

Noted. n/a

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required or additional emphasis could be included on specific measures, particularly for small businesses.

008/02 Automation. Consideration should be given to further information in this section on electric vehicles/ultra-low carbon vehicles and the potential impact on the labour force from automation

Noted. Insert further references to electric vehicles/ultra-low carbon vehicles at 4.1.1 Understanding labour market risks and future-proofing the workforce – A larger-than-average proportion of workers are at high risk of automation for example, in relation to the development of electric vehicles/ultra-low carbon vehicles.Under 4.1.2 under rapid changes taking place in markets and technologies for example to growth in electric vehicles requiring charging infrastructure, reskilling of existing workers, and significant restructuring within the supply chain.

008/03 Town Centres. It is widely recognised that the traditional high street is changing. Small retailers in particular are facing a perfect storm of spiralling business rates and ever increasing rents. On top of this, high parking charges, poor infrastructure and the loss of vital banking services, have added to the challenges of small businesses in general. While retail and town centres are covered in the document as one of the priority ‘place’ aims we would like to see more small business measures included in this section.

For example further information could be included on how Stratford on Avon District Council can help support smaller

It is widely acknowledged that retail centres will need to re-invent themselves as modern centres that function to meet these challenges head on and provide a centre that meets the needs of residents if they are to remain viable as centres and improve the wellbeing of residents that would otherwise suffer in failing town centres.

The WMCA is carrying out a Pilot Study to examine these issues and Stratford on Avon may benefit from a second wave of this work.

Include new action in respect of SDC bidding for funds/programmes as appropriate, at both regional and national levels.SDC to bid for funds for Town Centres at National and Regional levels such as from WMCA pilot study.

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retailers to take advantage of the Bell Court development. There could also be further commitments to help smaller businesses flourish on the high street through business rate relief with information contained in the document on the extent to which this has been applied so far.

While Stratford town centre may be in a better position than others across the regional area, due to the impact of increased footfall from the tourism sector, we would like to see further commitment to work with stakeholders to help the high streets and town centres flourish and for small businesses to thrive in these locations.

The Government has also confirmed that it will be launching a High Street fund to which LPAs can bid for funding for projects to regenerate high streets in their area. There is specific focus on ‘heritage high streets’.

One of the actions in the Strategy is to assist businesses with moving to next stage of growth by investigating the provision of loans or grant funding

008/04 Digital skills: There is evidence that firms risk being left behind unless they have the skills to take advantage of technology to remain competitive and responsive to their customers. We believe this is one of the challenges facing the local economy, particularly for SMEs and there could be an opportunity for further business engagement on this issue, working with external partners and stakeholders.

Noted. More emphasis on the roll-out of the Venture House model can be made in the body of the Strategy.An existing action is to “Consider establishment of a business hub (rural?)”Page 59

More emphasis on the rollout of the Venture House model can be made in the body of the Strategy. Insert at 4.3.6 Build on the success and lessons learnt from Venture House and explore the possibility of rolling this model out wider across the District. Explore whether there is a need for a next stage Venture House for fledgling businesses to move onto (office uses and workshops).Explore potential for development of a creative innovation hub in Stratford building on inherent creative skills and talent including videographers/ writers/artists/film makers

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008/05 Hospitality: Greater emphasis in the document on hospitality and other sectors within Stratford that rely on EU labour and how this may be impacted following Brexit. While this is referenced at times in the document, the Brexit section focuses more on the overall impact to tourism and visitors to the area, rather than actions that may need to be taken with businesses and educational institutions to address skills gaps.

Noted. One of the actions is to Encourage moreApprenticeships in tourism and retail industry or Management training schemes

The section on Brexit can be broadened out to include the later references to its impacts to improve flow of the Strategy. Page 26 para 4.2.1 already states: The agricultural sector is also susceptible to the potential impact of Brexit. Over 40% of workers in this sector earn less than the minimum threshold and it is a sector widely recognised for its dependence on migrant workers.

Make change as suggested in respect of Brexit text. Insert additional text in Chapter 2 in respect of external influences. The District’s economy will be also sensitive to uncertainty around Brexit and this could affect other sectors such as agriculture, horticulture and manufacturing. Actions will therefore need to be taken with businesses and educational institutions to potential address skills gaps.

008/06 Service sector employment and the young: In focusing on the service sector and employment there is commitment to encourage more apprenticeships but there is no mention of T Levels and engaging with businesses to offer work placements. T Levels will start to be introduced from 2022 with the aim of being seen as the equivalent of A Levels for technical, vocational qualifications. Therefore we believe they need to be referenced in the document as an important development for both young people, educational institutions and businesses.

Agreed. Insert reference to T levels in the LIEDS. Insert at 6.2.5T Levels will start to be introduced from 2022 with the aim of being seen as the equivalent of A Levels for technical, vocational qualifications. This is an important development for both young people, educational institutions and businesses.

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008/07 In respect of Q2, we can agree that the right structure and focus of the document has been identified. While it is a lengthy document the different sections and structure of the document, with infographics and tables makes it easy to follow. The action plan also makes clear to identify future priorities and the level of risk associated with these.

There are a number of key sectors that have been highlighted including automotive, tourism and the rural sector. We can agree that these are clear priorities. However it is worth considering whether the tourism section should also make reference to hospitality in general and the skills and recruitment issues that this sector may face as a result of Brexit and future immigration policies. There could also be further detail on how the district council sees benefits for the tourism sector from the City of Culture.

The District Council does see benefits for the tourism sector from the City of Culture. As an example of this part of the CWLEP Growth Deal funding, which was specifically made available to support culture and tourism in light of the Coventry City of Culture and the Birmingham Commonwealth games, funding has recently been awarded to 4 projects in Warwickshire 2 of which are located within Stratford-upon-Avon namely:• Royal Shakespeare Company (RSC) Costume Workshop redevelopment will be given £1 million to restore and redevelop its costume workshop, enabling public access for the first time.• Henley Street in Stratford-upon-Avon has been awarded £0.462 million to create a world-class setting at Shakespeare’s Birthplace. There will be a high-quality re-design of the streetscape to create a safe, welcoming social space. The successful joint bid was submitted with Shakespeare’s Birthplace Trust. Delivery of hostile mitigation measures costing £55k will additionally be funded by WCC.

Insert reference to challenges facing hospitality sector in the LIEDS.

At 2.1.1 insertThe impact of Brexit on the UK economy has been widely commented upon, with perhaps the biggest impact locally being on the tourism (including hospitality) sector.

Insert reference to the CWLEP growth deal in the LIEDS.

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The section on Brexit can be broadened out to include references to its impacts on the hospitality sector.

008/08 In respect of Q3: whilst in general the right objectives have been identified we believe that more detail could be provided. In our view they are a bit vague and lacking information in some cases. We would also question how these objectives are to be assessed and evaluated. The FSB believe that having some specific measurements included against these will help with accountability and transparency and show they have been achieved. As an example in the Incomes and job section the key objective is listed as ‘address skills shortages’ and to ‘facilitate better liaison between business and schools and colleges’. This objective could be strengthened by including targets around the number of educational establishments engaging – i.e. improving engagement with schools and businesses by increasing business engaged with schools by 25% or inclusion of a specific target for these to be small businesses. Another example could include adding further detail and targets around the tourism sector and increasing the number of overnight visitors to continue to increase contribution to the local economy.

The objectives follow through to the action plan which states what action is intended to address each objective. However, the wording of the objectives will be reviewed to ensure that it is more precise.

Review and amend wording of objectives accordingly.

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008/09 In respect of Q4: We would like to add a comment regarding the objectives and actions on broadband connectivity. There are concerns that these objectives are not very ambitious.

The document states that ‘a greater proportion of the district will have access to superfast broadband by 2023’. However the Government has set out plans under the Universal Service Obligation to ensure high speed broadband for the whole of the UK by 2020. It is envisaged that the USO will provide a ‘digital safety net’ for those in the most remote and hardest to reach places. In addition to this local economies are also looking to benefit from cutting edge technology through 5G test beds in the near future.

We would therefore like to see a further measurements for this objective in line with recent developments on new technologies to allow small businesses to benefit and use it to drive innovation and deliver new ideas.

Stratford-on-Avon District Council is committed to assisting the provision of improved, fast broadband connectivity for all of our communities which is one of our Corporate Strategy priorities. However, we know that the rural nature of our District makes this a difficult challenge and that when the BDUK (Broadband Delivery UK) contracts come to an end, Contract 2 at the end of 2018 and Contract 3 at the end of 2019, some areas will still not be connected or will still be experiencing slower speeds.

The Government has launched the Gigabit Voucher Connection Scheme which offers ‘fibre to the premises’ solutions at speeds from 100 Mbps to 1 Gbps (i.e. 1000 Mbps). This scheme is supplier-led with a wide range of suppliers offering different solutions. We appreciate that many communities within our District would benefit from this scheme but that it can be a minefield attempting to contact each supplier individually.

Review and amend wording of objectives accordingly.

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Therefore SDC held an event on 20/9/18 where over 20 different suppliers attended in order to discuss individual or community needs to ascertain which solution on offer could best suit their area.

008/10 In respect of Q5: We can agree with the actions included in the plan, particularly the focus on high streets to help them flourish. The FSB has a number of recommendations within its high street hubs campaign to lessen the pressure on small firms struggling to overcome current challenges. It sets out how central and local government in England can help high streets to flourish and some of these proposed solutions are covered within the action plan. We would strongly recommend that Stratford on Avon incorporate these solutions where possible so that our high streets are able to thrive.

As outlined above other actions that could be added are around measures that need to be taken to meet the digital skills challenges that are being faced. Actions on this could include working with businesses and representative organisations to help increase businesses understanding and awareness of what is available and what technology can do. This could take the form of the Local

Actions on High Streets to be examined bearing in mind deliverability etc.

Local Authority helping to facilitate educative awareness sessions or workshops to be investigated further.

Actions on High Streets to be amended as appropriate.

SDC to bid for funds for Town Centres at National and Regional levels such as from WMCA pilot study.

Insert new action in the Action Plan in respect of SDC helping to facilitate educative awareness sessions or workshops.

SDC to investigate helping to facilitate educative awareness sessions or workshops regarding digital skills and what technology can do.

Purpose To ensure that the opportunities that new technology offers is embraced for greater efficiencies and competitiveness.

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Authority helping to facilitate educative awareness sessions or workshops similar to the event held recently on the Gigabit Voucher Scheme.

008/11 In respect of Q6:As highlighted above for small businesses actions to address challenges around broadband, skills, high streets, employment land and transport/ infrastructure are all priority issues. In terms of the action plan however we feel that actions to address challenges around skills issues and shortages are the most important. Having skilled and experience staff is crucial to running a successful, resilient and agile small business. Small businesses see this as one of their main challenges and many would see commitments to strengthen technical skills development and education, improving basic skills including digital skills, and ensuring small businesses are included in these discussions and developments as vital to achieving future business growth.

In terms of current issues there is also a case for high streets and town centres to be considered as the priority issue. While there is no quick fix or one solution for the high street its clear something needs to be done to reduce the pressure and cumulative challenges on small firms. The actions set out in the plan on skills

Noted.

On page 42 the Strategy references:Skills for Employment – is a Warwickshire employability charter whereby more than a hundred Warwickshire organisations have been awarded the charter for their commitment to develop the employability skills of young people. Commitment confirms the organisation will participate one or more of the employability activities listed in the charter document which is signed by the leader of Warwickshire County Council and can be downloaded by organisations for display or other purposes. Organisations also receive a Charter mark for use in stationery and publicity as they wish.

No changes proposed.

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are amongst the most deliverable as these are low risk, and can build easily on work already being undertaken through facilitating better liaison and engagement with businesses and schools and colleges. This should involve continuing discussions with the business community to see what skills businesses are lacking and where priority skills gaps are to help colleges and schools develop training schemes and apprenticeships to meet this demand.

008/12 In respect of Q7: Towards the end of the document it sets out the roles of the District Council and other key local and sub-regional stakeholders. We would like to see a reference to the FSB and the role we can play as the UK’s leading business organisation in terms of promoting the interests of the self-employed and those who run their own business across Stratford on Avon and the local surrounding areas.

Noted and SDC welcomes the support and offer of partnership working of the Federation of Small Businesses.

Insert reference to FSB and contact details in order to sign-post businesses in the LIEDS at 7.6 insertDiscover more about FSB @https://www.fsb.org.uk/Tel no 0808 20 20 888

008/13 In respect of Q8: The FSB is grateful for the opportunity to comment and respond to this consultation. The FSB would like to be kept involved and engaged in the discussions as the document progresses and action plan is finalised and implemented.

Noted and SDC welcomes the support and offer of partnership working of the Federation of Small Businesses.

Insert reference to FSB and contact details in order to sign-post businesses in the LIEDS. at 7.6 insertDiscover more about FSB @https://www.fsb.org.uk/Tel no 0808 20 20 888

https://www.fsb.org.uk/


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009/01 There is very little specifically addressing the needs of Shipston-on-Stour. In particular the lack of proposed economic growth in the town, and the lack of infrastructure development, for example addressing the inadequate local bus services.

We urge you to update the document with more emphasis on what can be done to improve the economic development of the town and a supporting infrastructure

In the document it states:

“Town and Parish Councils work towards improving community well-being and providing better services. Their activities fall into three main categories: representing the local community; delivering services to meet local needs; striving to improve quality of life and community well-being.

Town and Parish Councils also have a key role to play in local Neighbourhood planning. Neighbourhood Development Plans enable local communities to identify further development opportunities to meet their own particular local challenges. “

It is accepted that the Strategy does not currently examine in detail the Main Rural Centres as it concentrates on high level objectives and actions. However, the point made is noted and the LIEDS should include economic profiles of the key settlements reflecting the nature of the District. Acknowledgement should also be made to Neighbourhood Plans, especially in respect of economic aspirations.

Include economic profiles of the Main Rural Centres and references to NDPs in the LIEDS.

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Despite this statement there is no acknowledgement of or reference to the Shipston adopted Neighbourhood plan. We draw your attention to the following items in the plan and request that you incorporate them or reference them in your document. They are:

Introduction: Sections 1.2.7, a weakened local economy, 1.2.8 Supporting Local Business.

Objectives: 1.Create a more vital and functional town centre as the heart of the local economy, with improved traffic management and better pedestrian safety2.Retain existing business space and create more and better business space to meet local needs and especially help start-ups and small business growth.

Underpinning from the adopted Core Strategy which contains a vision of Shipston-on-Stour by 2031:"...the town will have strengthened its local economy with the expansion of existing companies and the attraction of new business. The town's proximity to both Stratford-upon-Avon and the Cotswolds AONB will have contributed to its enhanced retail, tourism and visitor role. Enhancements will have been made to the quality of the built environment of the town centre."

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Policies: • Section 2.2 Creating a stronger local economy. (Policies EC1, EC2, EC3, EC4, and EC5)• Section 2.3 dealing with Infrastructure.

Document 2 which address subsequent local projects.2.2 Securing funds for essential new infrastructure and community facilities2.4 Creating more and better car parking capacity.2.9 Producing a development brief for the upper and lower Tilemans Lane area.

010/01 INFRASTRUCTURE

1. HIGHWAYS

The main problem we have in the town is our highways system, or lack of it. Those who have to travel from the District into the town more often than not encounter serious congestion an so it is quite understandable why shops in the centre of the town are being affected. You would be surprised how many people I know shop in Warwick, Leamington, Chipping Campden, Broadway, Stowe and even Cheltenham.

We have had dozens of Stratford highway consultations on infrastructure, with at least 4 or 5 chaired by our Member of

The importance of transport infrastructure is acknowledged in the Strategy 2.2.2 page 14 where it states:

Transport infrastructure and accessibility is essential to a productive economy. Not only does it allow goods and services to be imported and exported at low cost but allows employees to travel to and from work efficiently and effectively. Traffic congestion costs the UK economy £4.3bn per year . The Town itself experiences severe congestion at certain times due in part to the influx of visitors. Being a rural District with historic towns and


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Parliament. The Cabinet eventually decided on what will be a long-term plan for a relief road from Clifford Chambers to the A46 on the Wildmoor island, sadly dropping the plans for an Eastern Relief Road.

At the earliest, the Western Relief Road could be 6 or 7 years ahead and at a considerable cost. The Eastern Relief Road starting from the Shipston Road several hundred yards south of the Rosebird Centre, crossing the river between Tiddington and Alveston onto the Warwick Road, was actually turned down. It could well have been a cheaper route and more effective and possibly an easier crossing route of the river with only a short link of road improvements needed to the A46 island leading to Junction 15 of the M40. This route would enable the District/County Council to ban all HGVs from Clopton Bridge besides creating an enormous easement of other vehicles passing over the bridge.

villages Stratford-on-Avon also faces the twin challenges of how best to accommodate the car within the historic environment and provide effective and efficient public transport.

This challenge translates through into key objective 5 (of 10) of the Strategy To address highway congestion and transport infrastructure.

010/02 RAIL

I cannot think of any authority which would not take advantage of a rail link from a large new settlement into town plus an alternative direct rail link to London and the West Country. We have a disused track from Stratford to Honeybourne with sufficient room on it to

The District Council continues to investigate the possibility of reopening the former Stratford to Honeybourne line. A light rail shuttle may be more readily achievable than heavy rail but is not without its technical, financial and environmental challenges. A further study into the potential

Include at 5.3.1 under opportunities Continue to investigate possibility of reopening the former Stratford to Honeybourne line.Include at 5.1.3 under opportunitiesInsert under 5.1.5What we’ve achieved so farA study into the potential funding of the reopening of the former Stratford to Honeybourne line is currently being undertaken

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allow the continued and safe use of the Greenway. A light rail shuttle along this route from Stratford to Honeybourne would be far less costly than a main line and quick to install. This route would provide access to 14 trains a day to London via Oxford starting at 5.30 am and finishing in the evening at 11.30 pm, an ideal commuter timetable. In the other direction, the service goes to Evesham, Worcester and Hereford with the same number of trains backwards and forwards.

An additional station could be easily developed when necessary between Long Marston and Stratford to service passengers from the new developments planned in that area, thus providing these new home owners with an easy route back and forth to Stratford.

Considerable initiative has been shown by our Leader by winning funds for the town from the CW LEP for Henley Street and the Theatre which is a great start as Henley Street in particular was in need of a major makeover. Additional funding to improve our attraction as a centre of tourism was very much needed.

funding of the line’s reinstatement is currently being undertaken and is due to be submitted in late November.

and is due to be submitted in late November.

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010/03 2. COMBINED AUTHORITY

Stratford District Council has to renew its efforts to become a full member of the Combined Authority. There are tremendous gains to be won for Stratford by sitting round that table as a full member as was demonstrated by Stratford’s membership seat on the CW LEP and the funds secured by our current Leader. We should increase our political action to convince the County of the necessity and importance of being a full member and the potential rewards that can be achieved for Warwickshire and Stratford, of course.

This action is outside the scope of the LIEDS.


010/04 3. TOWN CENTRE

The town centre has to be an attractive business proposition to current and future shop owners. We are not going to have an attractive town centre with regard to shopping and amenities such as cafes, restaurants and entertainment unless the public can access the town with ease and park more easily. Unless we can improve on these points and make the infrastructure more people-friendly, we are not going to attract serious shoppers and visitors to the town centre. With adequate infrastructure we will be able to pedestrianise various streets to change the whole aspect of shopping in Stratford. This will attract more interesting shops

Comments noted. No changes proposed.

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and also create more business which will allow shopkeepers and town centre businesses to thrive and invest.

010/05 4. PERIPHERY COMMERCIAL BUSINESS ON THE EDGE OF TOWN

With the advent of substantial growth and investment in Birmingham being fostered by the new Mayor, there is going to be an additional spin-off for Stratford. Inward investment is being encouraged dramatically in Birmingham. There will be also considerable interest in investment in an attractive town like ours. Major companies from the UK and overseas are now being attracted to Birmingham as an alternative to the high costs of London and land prices are increasing considerably. As a cultural and attractive town, Stratford will attract businesses which want to be in or close to Birmingham or businesses that wish to relocate from London. This will also increase the need for housing of all types in our area.


010/06 HI-TECH SCIENCE PARK

I fully support the proposal of a hi-tech science park but we would need the collaboration of Warwick University in the way that Cambridge University has contributed to and encouraged the development of hi-tech and science related businesses in that area.


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010/07 5. NEW PARK FOR STRATFORD

Finally, I put to the Council a few years ago the need for another park and indicated where it should be and could be achieved but I did not advise how it could be financed. The recreation ground provides insufficient space for a cultural tourist town like Stratford and the 30-40 acres of riverside land to the north of the leisure centre belonging to the District Council and the Town Trust which is in an unkempt and derelict condition could be converted simply and easily into a marvellous new park rather like Green Park or Hyde Park in London. It would be an additional green lung for Stratford and a great recreational and environmental addition to the town’s offering to its residents and visitors. I would be happy to explain how this could be financed, with insignificant cost to the SDC. It would be a tremendous additional asset to Stratford and enhance the Warwick Road gateway to the town. I would like to repeat that I would offer my services as project leader on this proposal to see the project through from start to finish on a free of charge basis particularly as I was born in the town and have a lot of affection for it and I am only too pleased to give something back.


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010/08 SUMMARY

Infrastructure and transport around Stratford are the number one problems which must be overcome and the rest of my comments, and those made by others, will fall into place much more easily once this has been resolved. I realise it is all to do with money and the District Council leaders have to keep pressing in every direction (the LEP, the Combined Authority, Government agencies and, where possible, the developers) to achieve this objective - and it can be done with determined leadership.


011/01 This work is timely, aligning both with the emerging WMICA and CWLEP local industrial strategies which the University has been engaged in, and with the development of the University’s own Strategy. The alignment of objectives and development of strong local partnerships will be critical to the successful delivery of these strategies and the University welcomes recognition of our role in your Local Industrial Strategy.

The draft Local Industrial Strategy is well evidenced — highlighting the strong performance of the SDC economy and the challenges and opportunities ahead. The approach is clear, although it takes a slightly different structure to the WMCA and CWLEP Local Industrial Strategies

Noted and SDC welcomes the support of Warwick University. Comments in respect of inclusivity agreed – LIEDS to be amended accordingly.

Insert additional text in respect of inclusivity in the LIEDS.At 1.1 insertThe Strategy will guide future actions and support an inclusive approach to growth.Vision to be amended to stateTo ensure that Stratford-on-Avon embraces all opportunities for economic growth and that resulting prosperity is inclusive and maintains the attractiveness of the District for future generations At 4.3.4 add:Focus on bespoke solutions for individuals, for example, through ’Thrive into work’ programme- a new employment support service for people with mental health and/or physical health condition in primary and community care programme https://thriveintowork.org.uk/

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which the University has been engaged in developing. There is recognition of the impact of low wages (e.g. in retail and tourism) on health and poverty, although the approach to growth is less inclusive than the emerging WMCA Local Industrial Strategy.

We would like to make particular comment on a few areas where we feel the University has aparticular contribution to make.

The University of Warwick is committed to continued support of the Coventry and Warwickshire economy, and to ensuring that local partners have the support and evidence to deliver successfully. The draft Stratford-on-Avon Local Industrial Strategy is a good start in setting the priorities for the district’s economy and we would welcome the opportunity to discuss further with you.

Explore the role social enterprise can play in economic growth to diversify the types of economic activity available to create opportunities and improve wellbeing and productivity for people and communities. https://www.socialenterprise.org.uk/

011/02 The automotive industry is identified as central to the growth of the SDC economy in terms of the numbers of new and high-value jobs and there is recognition of the importance of the sector. The District’s economy will be sensitive to uncertainty around Brexit given its dependence on automotive research and manufacturing. As well as the risks of automation to the workforce, we would note the rapid changes taking place in markets and technologies. For example, the growth in

Comments noted - agreed references to growth in electric vehicles requiring charging infrastructure, reskilling of existing workers, and significant restructuring within the supply chain should be included in the LIEDS.

Insert references to growth in electric vehicles requiring charging infrastructure, reskilling of existing workers, and significant restructuring within the supply chain in the LIEDS.Under 4.1.2 opportunities insertrapid changes taking place in markets and technologies for example to growth in electric vehicles requiring charging infrastructure, reskilling of existing workers, and significant restructuring within the supply chain

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electric vehicles will require charging infrastructure, reskilling of existing workers, and will lead to significant restructuring within the supply chain. These could be both a threat and an opportunity and it may be useful to include reference to the SDC approach to these in the strategy to position the district as ready for these changes. The University, through WMG, has been at the forefront of developments in transport technologies for many years and is currently leading on innovative research into electric vehicles, Connected Autonomous Vehicles (CAV) and mobility-as-a-service (Maas), as well as the underpinning data management and cybersecurity.The University is also heavily engaged in professional development and training with automotive companies as well as the development of wider technologies which may provide opportunities for diversification (e.g. into other advanced manufacturing sectors such as rail, or into new high-tech sectors).

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011/03 The importance of improved connectivity is recognised with a range of transport proposals. These are mainly focused on road, and the connectivity to rail and air travel could be further strengthened— in particular in linking with the development of UK Central.

Agreed. The LIEDS should reference to links with UK Central.

Insert reference to links with UK Central in the LIEDS.At 1.3 insert:

Stratford–on-Avon is also in close proximity to UK Central which is home to the National Exhibition Centre, Genting UK’s new £150m Resorts World, global automotive brand Jaguar Land Rover and the planned High Speed Rail Central Interchange . https://www.investinukcentral.com/

011/04 Skills shortages in business are recognised as a major barrier to growth, despite the high level of NVQ4+ qualifications in the District. Further detail on linking skills to sector requirements would strengthen this and give further clarity on business requirements. The University is helping to address skills shortages through our degree apprenticeships programme, including the £10m Degree Apprenticeships Centre focused on high value manufacturing and due to open in 2019. The challenge is in connecting skilled people with opportunities in business and in making it easier for business to find the right route into HE and FE. The Collaborate to Train programme supported through the European Social Fund brings a range of educational partners (Warwickshire College Group, the University of Warwick, City College Coventry, North Warwickshire and South Leicestershire

Agreed. The LIEDS should include references to such programmes/schemes (Collaborate to Train, Business Ready).

Insert new action: measures will be investigated to raise awareness of Collaborate to Train and Business Ready.

https://www.investinukcentral.com/

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College, Coventry University Social Enterprise, Coventry City Council, Warwickshire County Council and Henley College) together to combine recruitment and training expertise across the Coventry and Warwickshire LEP area. The programme aims to engage over 250 small businesses over a three year period and improve access to new talent whilst providing high quality, effective education and training services in a more collaborative, business-led way. There is more that can be done in this area, however, to create wider opportunities for the talented graduates from the University to remain in Warwickshire and build their careers here.

011/05 The Strategy is clear on the competitiveness of the local economy and the vision for Stratford-on-Avon to be the best place to start and grow a business. The document notes the role of programmes such as Business Ready (run by Warwickshire County Council with the University of Warwick Science Park) in supporting businesses to grow. Innovation plays a critical part on growth and productivity, whether through addressing the demand from industry for improved products and services or creating new companies through the commercialisation of technology. The University plays a key role in both and supports many of the regional networks

Comments noted No proposed change.

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which disseminate knowledge to business (for example through the Coventry & Warwickshire Business Festival). More could be done to build on the success of Business Ready and ensure Stratford businesses are aware of innovation programmes.

011/06 The potential of the University’s Wellesbourne campus is recognised in the draft Local Industrial Strategy. The current focus of activity is in crop science and agritech, both of which are clear strengths of the Stratford District and where research and innovation could increase theproductivity and value of jobs. The strategy also recognises the importance of space and support for growth companies and the location and facilities at Wellesbourne are very attractive the high- technology companies already based there. The University will be developing its proposals for the future of Wellesbourne in the next few months and will work closely with Stratford-on-Avon District Council to develop a vision which aligns with the needs and opportunities of the District economy.

There are two further areas where the University would be well placed to support and would welcome further conversations. Firstly, the document is strongly evidenced and recognises the need for

Comments noted and agreed. Insert reference to the recognition of the global trade and investment opportunities for the District economy in the LIEDS.

Insert at 1.3

Stratford-on-Avon also has potential for increased global trade and investment opportunities for the District’s economy. This is in part demonstrated by the established and growing links with China and the global brand of Shakespeare together with exporting of global brands such as Land Rover. However there is potential to develop this further for example Warwick University has international reach through its staff, students and partnerships and would work with SDC to explore ways this asset could be developed further.

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analysis to understand labour market risks and increasing automation. The University has internationally-recognised expertise across a range of fields which could support this analysis. Secondly, the draft Local Industrial Strategy is largely focused within the District and the West Midlands. The University has international reach through its staff, students and partnerships and we would welcome greater recognition of the global trade and investment opportunities for the District economy. We would also welcome further discussions around the cultural opportunities and strengths between Shakespeare’s Stratford and the University, particularly around the context of the City of Culture.

012/01 In respect of Q1:Broadly the right the challenges have been identified. The document might benefit from a recognition of the potential wider impact of Brexit beyond the tourism sector – for instance around manufacturing (particularly important for Stratford District given the presence of JLR and AML) and agriculture.The reference to Tourism Expenditure Imbalance (section 3.3.4) is a little difficult to understand, and actually Stratford District performs relatively well with respect to overnight visitors (as highlighted later in the document). This has been improving in recent years, and

Agreed. The text of the LIEDS will be amended accordingly.

Insert reference to the wider impact of Brexit beyond the tourism sector in paragraph 2.1.1 Insert at 2.1.1.The District’s economy will be also sensitive to uncertainty around Brexit and this could affect other sectors such as agriculture, horticulture and manufacturing. Actions will therefore need to be taken with businesses and educational institutions to potential address skills gaps.

Clarify reference to Tourism Expenditure Imbalance and insert reference to the productivity issue within the tourism sector.At 2.3.4 insertThis has however been improving more recently, which is very positive and can be built

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so perhaps more something to celebrate and build on. The research underpinning this strategy highlights that productivity within the tourism sector is below average, and so there are opportunities to strengthen the sector by focussing on improving productivity levels (through investment and upskilling)One area potentially missing – which is both an opportunity and a challenge – is automation and AI. Can present some challenges around displacing current occupations, but also huge opportunities through new markets, products and services. A well skilled area such as Stratford-on-Avon could be well-placed to exploit opportunities – and links to some key sectors around mobility, agri-tech and digital technologies.

on. Productivity within the tourism sector is below average, so there are opportunities to strengthen the sector by focussing on improving productivity levels (through investment and upskilling)

Insert additional text in respect of the opportunities presented by AI and automation.Insert at 4.3.1Automation and Artificial Intelligence (AI) can present some challenges around displacing current occupations, but also huge opportunities through new markets, products and services. A well skilled area such as Stratford-on-Avon could be well-placed to exploit opportunities – and links to some key sectors around mobility, agri-tech and digital technologies.

012/02 In respect of Q2:While the structure and focus have been well developed and build on a good evidence base, there are strong arguments to improve the linkages and read across to the national Industrial Strategy, the draft WMCA Local Industrial Strategy, and the emerging C&W Local Industrial Strategy. By using a similar framework and approach, there will be stronger linkages and easier “read-across”, potential enabling more opportunities to demonstrate how Stratford-on-Avon can help deliver these other strategies and therefore funding.

Agreed. Linkages with the draft WMCA Industrial Strategy (now published) and emerging C&W Local Industrial Strategy should be strengthened in the LIEDS in order to potentially enable greater opportunities to deliver on regional and sub-regional funding opportunities.

Insert further references to the linkages with the draft WMCA Industrial Strategy and emerging C&W Local Industrial Strategy in the LIEDS.

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A focus on key sectors, the key foundations of productivity, and the Grand Challenges may therefore help with this alignment.

012/03 In respect of Q3:Not sure exactly what is meant by Objective 9 “focus on service sector employment and the young” – are we suggesting here that young people should focus on the service sector? Think this could perhaps be rephrased, with greater clarity around the key outcomes that you are seeking to achieve here.

There is no real reference to the key business sectors that the area has some significant strength in – maybe something around growing high quality, high value jobs within growing sectors of the future?

The “rural economy” could perhaps be better defined. Reference to supporting small business growth (and particularly scale up/high growth businesses) would be beneficial either in this objective or as a stand-alone.

Noted. SDC is not suggesting young people should focus on the service sector; rather the LIEDS reflects what is happening in reality.

Explanation of ‘rural economy’ to be included in next version

Objective 9 to be rephrased as below:

9. To focus on service sector employment and the young

Explanation of ‘rural economy’ to be included in the LIEDS.Footnote to be added under objectives:Rural economy- increasing economic growth in the countryside by building on its natural assets.

Reference to be made to growing high quality, high value jobs within growing sectors of the future

New objective to be added12. Encourage business growth in new sectors- growing high quality, high value jobs within growing sectors of the future

012/04 In respect of Q5:Broadly agree with the actions presented, but while these flow from the objectives and aims, sometimes the direct link between these three (objectives, aims and actions) is not always clear.

Noted. The links between the aims, objectives and actions should be clear within the LIEDS.

SDC welcomes the support of WCC in working in partnership to deliver actions within the LIEDS.

Insert additional text to clarify the links between the aims, objectives and actions.

Role of WCC in delivering or assisting in delivering actions, as appropriate, to be included within the LIEDS.

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We think at this stage it is probably better for our comments to focus at this more strategic level rather than the specific actions listed in pages 46-51). However, as a general point on the actions, the County Council could play an enhanced role in many of the actions listed, and would be keen to work with the District Council in the further development and implementation of the action plan.

012/05 In respect of Q7:Warwickshire County Council can and will of course play a key role in supporting the further development and delivery of this Strategy.

SDC welcomes the support of WCC in working in partnership to deliver actions within the LIEDS.

Role of WCC in delivering or assisting in delivering actions, as appropriate, to be included within the LIEDS.

012/06 In respect of Q8: Some missing key areas:

Rail – this is a key sector with strong growth opportunities , and Stratford District has a key asset in respect of the Quinton Rail Technology Centre, which could be significantly enhanced and built on.

Agri-tech – again, significant growth potential, and can be linked to the key asset of Wellesbourne campus.

Digital Creative – more could be made in the document of this sector, opportunities to link to and benefit from Silicon Spa, and wider business opportunities that link to other sectors (automotive, culture, tourism, future of retail,etc.

Comments noted- whilst all of these areas are mentioned in the draft strategy it is accepted that these should be emphasised more in final version

Insert additional text in respect of the role of:

- rail and the Quinton Rail Technology Centre - agri-tech - digital/creative.Insert at 4.3.3 under ‘opportunities’Rail is a key sector with strong growth opportunities , and Stratford District has a key asset in respect of the QRTC, which could be significantly enhanced and built on.At 4.2.3 add under opportunitiesAgri-tech has significant growth potential, and can be linked to the key asset of Wellesbourne campus.Insert at 5.2.3 under ‘opportunities’Digital Creative develop opportunities to link to and benefit from Silicon Spa, and wider business opportunities that link to other sectors (automotive, culture, tourism, future of retail,

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013/01 Lack of rail connectivity is an issue to Birmingham only once an hour and a rapid train to London. Stratford upon Avon itself has 2 stations but services do not maximise this asset in terms of frequency and destination. Marylebone is only 1hr 10 mins from Leamington. Only 1 train an hour into Birmingham and don’t run late into the evening.

It is proposed that discussion will take place with Network Rail and service providers regarding frequency and timing of train services.

A current action in the Strategy is to:“ Seek improvements to rail services to/ from Stratford-upon- Avon such as increasing frequencyand later night time train services” and the purpose of this action is stated as “To provide viable alternatives to the private car and improved connectivity to London, Birmingham and Birmingham International Airport”

No change proposed.

013/02 Lack of good value Public Transport system. Bus provision needs to be improved for example, University and Warwick and NFU have to run their own private charters. Very important issue as it leads to problems of recruitment.

One of the actions in the LIEDS is to “Seek improvements in bus provision”.There is already an awareness of public transport issues and the need to tackle this.

Discussions will continue. No change proposed.

013/03 Need to look at actions which help facilitate retention of young people

There are various actions and references to young people in the Strategy although it is recognised that there may be more opportunities. For example the Strategy refers to more churn in the market to increase the availability of smaller houses and

No change proposed

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it refers to measures aimed at addressing housing affordability. It also refers to measures to ensure that young people have the skills to match jobs, and the encouragement of apprenticeship schemes.

013/04 Needs to be reference to issues generating a night time economy and also things to do for young people during the day. 23,000 students at Warwick University 18-23 year olds who don’t think of even coming to Stratford - need to find out why and what can attract them. Shops are not attractive to them and although Bell Court lively in the evening it isn’t during the day such as live music and nightclubs/somewhere decent to go late at night

There is reference in the actions to seek improvements to rail services to/ from Stratford- upon- Avon such as increasing frequency and later night time train services which will improve connectivity with larger night-time economies. It is however recognised that more research needs to be carried out on the issue of the night time economy and this can be included as a further action in next version of Strategy.

Further exploration work to be carried to examine the night time economy of Stratford Town centre and identify what actions may be appropriate.Insert at 5.1.1 There is also potential to boost the night time economy in Stratford-on-Avon which has seen a decline in recent years. This should be managed carefully and inclusively. Stratford–upon-Avon should move away from culture of ‘pre-theatre’ and embrace ‘post theatre’ culture.

Insert under 5.1.3 ‘opportunities’Improving Stratford-on-Avon’s night time economy where appropriate.

013/05 Potential for development of a creative innovation hub in Stratford. There is a lot of talent including videographers/ writers/artists/film makers- this is hidden at present and more could be made of it

One of the actions in the draft Strategy is “Building on the recognised contribution that creative industries make to the town’s prosperity” however it is recognised that there may be potential to expand this. Arts and Culture is an area that SDC recognise has future potential and is currently being explored with stakeholders.

Insert at 4.3.6Explore potential for development of a creative innovation hub in Stratford building on inherent creative skills and talent including videographers/ writers/artists/film makers.

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013/06 Need to move away from ‘pre theatre’ to ‘post theatre’ – this is linked to transport comments above

This relates to increasing train times and exploration work into the night time economy as discussed above. SDC is participating in the Warwickshire Accommodation Supply Study to better understand gaps in all types of leisure accommodation. A similar study could be undertaken for the night-time economy or as part of any High Street/retail/town centres study.

Insert at 5.1.1 There is also potential to boost the night time economy in Stratford-on-Avon which has seen a decline in recent years. This should be managed carefully and inclusively. Stratford –upon-Avon should move away from culture of ‘pre-theatre’ and embrace ‘post theatre’ culture.

Insert under 5.1.3 ‘opportunities’Improving Stratford-on-Avon’s night time economy where appropriate

013/07 Could more be made of cycling as Stratford has Pashley cycles, Boardman Cycles close by in Evesham and largest concentration of cycling clubs in the area.

The Stratford Area Transport Strategy explores the potential for cycling improvements. Further work on the economic benefits of cycling would be required.

Add an action to explore economic advantages of developing the leisure industry, in particular, around cycling.Insert at 5.1.1Pashley Cycles is England's longest established bicycle manufacturer. It was founded in 1926 and is based in Stratford-upon-Avon, Furthermore, Boardman Bikes is located closeby in Evesham. The area also has a large concentration of cycling clubs. There are obvious benefits to health and well being and it is possible that there may be economic advantages of developing and promoting this sector furtherInsert under opportunities 5.1.13 Explore the potential of developing the cycling sector.

013/08 SDC need to do more networking with retailers

This issue can be explored, possibly through links with Stratforward and the FSB and what role Venture House could play.

Insert additional action in respect of retailing networking.Insert at 6.1.64. Appoint Town Centre Manager/champion for Stratford-upon-Avon to, for example, do more networking with retailers.

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013/09 Link to other strategies is important and recognising the global opportunities and wider strategic positioning. The strategy could fulfil a dual purpose of not only alignment to WMCA and CWLEP strategies but a Stratford specific focus. There was strong support for partnership working.

Whilst it is considered that this Strategy does provide a local focus to Stratford on Avon whilst still sitting within a hierarchy of strategies, linkages with the draft WMCA Industrial Strategy (now published) and emerging C&W Local Industrial Strategy should be strengthened in the LIEDS in order to potentially enable greater opportunities to deliver on regional and sub-regional funding opportunities. It is believed that being aligned with them rather than being contradictory gives the potential to deliver more positive outcomes.

Insert further references to the linkages with the draft WMCA Industrial Strategy and emerging C&W Local Industrial Strategy in the LIEDS.

013/10 Broad support for the development of a Science Park(s) in partnership with Warwick University.

Support noted. No proposed change.

013/11 Need for incubation hubs. This is recognised in the draft strategy under the action “Consider establishment of a business hub (rural?)” additional explanation will be included on this in LIEDS.

Include more explanation of rolling out the Venture House model across the District in next version.Insert at 4.3.3Explore the possibility of rolling Venture House model out more widely across the District.Insert at 4.3.6Build on the success and lessons learnt from Venture House and explore the possibility of rolling this model out wider across the District. Explore whether there is a need for a next stage Venture House for fledgling businesses to move onto (office uses and workshops).

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Explore potential for development of a creative innovation hub in Stratford building on inherent creative skills and talent including videographers/ writers/artists/film makers.

013/12 Adaptable/flexible/transferable skills set is needed (ie life skills) including communication

Agreed. It is recognised that there is a miss-match between supply and demand of skills in the area. There is much discussion in the strategy about skill shortages although no reference to transferable skills.

Refer to transferable skills specifically in the LIEDS.Insert at 6.2.4Greater encouragement and recognition of value of transferable skills. Adaptable/flexible/transferable skills set is needed (ie life skills) including communication.

013/13 Improved links with universities needed This is recognised in the Strategy and SDC are committed to working hard on this issue.

Include an action to continue productive discussions with Warwick UniversityNew action in action planTo consider establishment of a joint working party with Warwick University to explore and define new opportunities.

013/14 Next step for Venture House required This is recognised in the draft strategy under the action “Consider establishment of a business hub (rural?)” additional explanation will be included on this in the LIEDS.

Include more explanation of rolling out the Venture House model across the District in next version.Insert at 4.3.3explore the possibility of rolling Venture House model out more widely across the District.Insert at 4.3.6Build on the success and lessons learnt from Venture House and explore the possibility of rolling this model out wider across the District. Explore whether there is a need for a next stage Venture House for fledgling businesses to move onto (office uses and workshops).Explore potential for development of a creative innovation hub in Stratford building on inherent creative skills and talent including videographers/ writers/artists/film makers.

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013/15 Need housing for employment and employment for housing

The link between Housing and Employment is recognised especially in terms of maintaining the sustainability of the District. New housing and employment land needs will be addressed in the review of the Core Strategy.

No proposed change.

013/16 Need for genuine affordable housing in District

It is recognised that housing affordability in the District is difficult and that there is no quick fix. It is considered that this could be addressed by increasing supply but needs to be done in a sensitive, controlled and coordinated way most likely via the review of the Core Strategy.

No proposed change.

013/17 There is a need for long term planning and to this end the strategy should cover a longer period e.g. to 2050 or at least to the expiration of the Core Strategy (2031)

Agreed. This is recognised and the time period will be extended to 2031 to coincide with the Core Strategy. However in line with the Core Strategy it is proposed to include a 5 year review to monitor policies and ensure actions are being achieved and are still relevant/effective and review whether other actions may now be more feasible. It is therefore proposed that there will be an annual review of the action plan and a five year review of the Strategy.

Amend end date to 2031 and reference annual review of the action plan and a five year review of the Strategy.Insert at 7.7There will therefore be an annual review of the action plan and a five year review of the Strategy.

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013/18 Not sure that the vision sells the story Noted. Amend vision as follows: “To ensure that Stratford-on-Avon embraces all opportunities for economic growth and that resulting prosperity is inclusive and maintains the attractiveness of the District for future generations”.

013/19 There needs to be time limits on actions Whilst it may be possible to include some time limits others may be ongoing or long-term. Targets are already included in the action Plan.

No change required.

013/20 Objectives 3,4,6 should have the people box ticked

Agreed. Objectives to be reviewed as appropriate.

013/21 We need to ensure Stratford priorities are amplified by alignment with other strategies i.e. CWLEP and WMCA

Whilst it is considered that this Strategy does provide a local focus to Stratford on Avon whilst still sitting within a hierarchy of strategies, linkages with the draft WMCA Industrial Strategy (now published) and emerging C&W Local Industrial Strategy should be strengthened in the LIEDS in order to potentially enable greater opportunities to deliver on regional and sub-regional funding opportunities. It is believed that being aligned with them rather than being contradictory gives the potential to deliver more positive outcomes.

Insert references to the linkages with the draft WMCA Industrial Strategy and emerging C&W Local Industrial Strategy in the LIEDS.

013/22 Generic objectives -need to be specific to SDC

Agreed. Objectives to be reviewed as appropriate.

Stratford-on-Avon District Local Industrial and Economic Strategy 2018-2031

The Place for Business at the

Heart of England Local Industrial and Economic Development Strategy

for Stratford-on-Avon District 2018-203123

DecemberSeptember 2018

Item 8

Appendix 2


2 of 76

The Place for Business at the Heart of England

If you have any queries regarding this document please contact the Policy

Team. If you find the text in this document difficult to read, we may be

able to supply it in a format better suited to your needs.

Telephone: 01789 260334

Email: [email protected]

Write to: Policy Team, Stratford-on-Avon District Council, Elizabeth

House, Church Street, Stratford-upon-Avon, CV37 6HX

mailto:[email protected]


3 of 76


Contents

Executive Summary

1. Introduction 7

1.1 Purpose of this Strategy

1.2 Strategic context for the strategy

1.3 Geographic Context

2. Economic Profile

21.14 Stratford-on-Avon Economy

21.25 Economic Performance 2018

2.3 Local Economic Profiles

2.4 Vision, Aims and Priorities

2.5 Summary of Objectives

3 Key Challenges, and Opportunities and Priorities 15

32.1 National

32.2 Regional

32.3 Local

3. Developing Our Strategic Priorities 19


3.52 Relationship to other Strategies

3.3 Relationship to other Strategies

4. Aim 1: The best place to start and grow a business 25

4.1 Automotive

4.2 Agricultural and Rural Enterprise

4.3 Growing Businesses and Start-ups

5. Aim 2: Prosperous communities 34

5.1 Culture, Tourism and Heritage

5.2 Connectivity

5.3 Infrastructure

6. Aim 3: Good jobs and greater earning power 40

6.1 Retail and Town Centres

6.2 Skills

6.3 Incomes and Jobs

7. Delivering the strategy 48

7.1 Achieving the Vision and Aims

7.2 Action Plan

7.3 Role of Stratford-on-Avon District Council

7.4 Key Players: Local

7.5 Key Players: Sub-regional

7.6 Key Players: Regional

7.7 Monitoring and Review

Action Plan 53

Aim 1 The best place to start and grow a business

Aim 2 Prosperous communities

Aim 3 Good jobs and greater earning power


4 of 76


Executive Summary

Stratford-on-Avon District has a strong local economy. The UK Competiveness Index

ranks the District 2nd in the West Midlands1, but we can do better. Economic growth

brings investment, which in turn, brings prosperity to our District.

This Industrial and Economic Strategy focusses on the issues and challenges

predominantly by sector and on realistic actions that can be achieved over the next five

years and ultimately up to 2031.

Challenges and issues that impact on economic activity have been identified and include:

The impact of Brexit

Retail Losses

Shrinking working population

Connectivity (broadband coverage)

Transport Infrastructure and issues around congestion

Housing affordability

Low self containment- only 47% of residents actually work in the District

Jobs and skills imbalance

Tourism expenditure imbalance

Energy

Health and inclusivity

Some of the above influences are beyond the scope of Stratford on Avon District Council

SOADCSDC to address however having examined the strengths and weaknesses of the

local economy and the key challenges and opportunities, the following 9 priority areas

have emerged:

Aim 1: The best place to start and grow a business (Business)

Automotive

Agriculture and Rural Enterprise

Business Growth and Start-ups

Aim 2: Prosperous communities (Place)

Retail and Town Centres

Connectivity

Infrastructure

Aim 3: Good jobs and greater earning power (People)


5 of 76


Culture, Tourism and Heritage

Skills

Incomes and Jobs

These priority areas are then analysed in some detail to identify strengths, weaknesses,

opportunities and threats and an action plan formulated which seeks to put in place

pragmatic measures to attempt to address the difficulties identified for SoADCSDC,

providing details of relevant partners, funding and associated risks.

Progress towards objectives will be monitored, continued relevance assessed at 2023

and a further Action Plan up to 2031 will be put in place, for example, to address any

new issues that have arisen in the meantime.


6 of 76


1. Introduction

1.1 Purpose of this Strategy

This strategy looks at the strengths and weaknesses of the local economy and sets out a

plan for action to build on existing successes. It also sets out how Stratford-on-Avon

District Council (SoADCSDC) will work with partners and local businesses to deliver jobs

and economic growth across the District through indigenous business growth, retention

and new inward investment from the UK and abroad. The Strategy will guide future

actions and support an inclusive approach to growth.

1.2 Strategic Context for this Strategy

NATIONAL

There has been a shift in the focus of national policy to increasing productivity and this is

reflected in the Government’s Industrial Strategy, published in November 2017 which set

an aspiration to create an economy that boosts productivity and earning power

throughout the UK. It identified five foundations aligned to the vision for a transformed

economy:

Ideas – the world’s most innovative economy

People – good jobs and greater earning power

Infrastructure – a major upgrade to the UK’s infrastructure

Business environment – best place to start and grow a business

Places – prosperous communities across the UK

The strategy provides a policy framework against which major private and public sector

investment decisions can be made. It recognises that economic growth happens in cities,

towns and rural areas and acknowledges that the national framework will only be

effective if it reflects and make the most of these economic opportunities and challenges.

Consequently policies should match local needs and agreeing Local Industrial Strategies

that build on local strengths and deliver economic opportunities is a key action.

https://www.gov.uk/government/topical-events/the-uks-industrial-strategy

REGIONAL

West Midlands Industrial Strategy

Last year’s Iindustrial Sstrategy Wwhite Ppaper allows combined authorities to create

their own local industrial strategies. The West Midlands Local Industrial Strategy will

become the long-term economic strategy for the West Midlands, guiding policy on

transport infrastructure, housing, skills and innovation. So far draft sector action plans

have been produced for automotive, construction, creative, life sciences, metals and

materials. Also nine West Midlands opportunity spaces have been identified. Significant

engagement and testing work has also been carried out. It is estimated that by

April/May 2019 the first action plans will have been drafted with a launch of the

Industrial Strategy proposed in between August and November. It recognises that the

global economy is predicated on the following 5 components

1. People, Skills and Employment

2. Ideas and Innovation

https://www.gov.uk/government/topical-events/the-uks-industrial-strategy


7 of 76 The Place for Business at the Heart of England

3. Infrastructure 4. Business Environment 5. Sectors

West Midlands Spatial Investment and Delivery Plan The WMCA is preparing a Spatial Investment and Delivery Plan that sets out how it will target investment to accelerate delivery and support the housing and job growth set out in existing Local Plans across the combined authority area as part of the Housing Deal for the West Midlands.

SUB-_REGIONAL

Coventry and Warwickshire Industrial Strategy

The CWLEP board has endorsed the development of an Industrial Strategy for Coventry and Warwickshire. To date, effort has focused on influencing the West Midlands Industrial Strategy (WMIS) and it has continued to progress a local version whilst the format and content of the WM version has been under development. However, now the format is published this can be replicated and used to highlight the Coventry and Warwickshire assets and actions which appear in the WMIS. Creation of a local version will allow for a level of supporting granularity and detail to the commitments within the WMIS, as suggested above. It will also offer a focal point for the assets and actions which are not included, but which are of specific relevance to Coventry and Warwickshire.

Coventry and Warwickshire Strategic Economic Plan

Prepared by the Coventry and Warwickshire Local Enterprise Partnership (LEP) in 2014 and updated in 2016, the Strategic Economic Plan (SEP) sets out 5 pillars or areas for targeted interventions to improve the sub-region’s overall economic performance. This strategy builds on those pillars providing a local perspective to relevant sub-regional issues. The following table sets out where this strategy addresses the SEP’s 5 pillars:

CWSEP Strategic Pillars

Detail References in this Strategy

1.Unlocking our growth potential

Ensuring the availability of appropriate employment sites to allow existing businesses to grow and to attract inward investment

Para 4.3.4

2.Advanced Manufacturing and Engineering

Coventry and Warwickshire will be globally regarded as a centre of excellence with a strong and innovative business and R&D base and highly skilled flexible workforce

Paras 4.3.4, 6.2.1, 6.2.2, 6.2.5

3.Growing our SME Building on the work of Coventry and Warwickshire Growth Hub to enable business development through providing information, diagnostics, and brokerage services and ensuring a strong support infrastructure is in place to address barriers to business growth

Paras 4.3.5, 4.3.6

4.Growing our talent

Enhancing the productivity and competitiveness of our wider base and increasing employment opportunities by

Paras 4.3.4, 4.3.6 6.2.1, 6.2.2, 6.2.4 6.2.5

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10 of 76


Discover more about the Transport Strategy @ www.stratford.gov.uk/infrastructure

Avon can continue to thrive as a town that meets the needs of local people and as a

visitor destination of international significance.

1.3 Geographic Context

Covering 979 sq km of south Warwickshire countryside, Stratford-on-Avon District lies at

the heart of England. The District is rural with a dispersed settlement pattern home to

some 250 communities of varying size, from the world renowned Stratford-upon-Avon (-

the largest town and birthplace of William Shakespeare, through the small market towns

of Alcester, Henley-in-Arden, Shipston-on-Stour and Southam, to numerous rural

villages and hamlets. The north of Stratford-upon-Avon town lies within the West

Midlands Green Belt whilst the southern fringes of the District are within The Cotswolds

Area of Outstanding Natural Beauty (AONB). The District’s historic and natural

environment is very highly valued and contributes significantly to the identity and

character of the area.

Within the West Midlands region there are a number of smaller sub-regions broadly

aligned with historic county boundaries. Stratford-on-Avon District sits within the

Coventry and Warwickshire sub-region. Indeed, there are important socio-economic and

geographic differences between the sub-regions. For example, Coventry and

Warwickshire acts as a ‘gateway’ between the West Midlands and the Southeast of

England in contrast to the rurality of Herefordshire and Worcestershire and the

regeneration challenges facing the Metropolitan authorities.

However, the District itself is not a single entity and this is reflected in the fact that it is

covered by three Travel to Work Areas and three Housing Market Areas. These areas

indicate the geographical extent of where households are generally likely to commute for

employment purposes and the geographical area within which households are generally

likely to consider moving house in, respectively. The majority of the District is within the

Warwick and Stratford-upon-Avon Travel to Work Area whilst, broadly speaking,

approximately two-thirds (central and west) of the District is within the Birmingham

Housing Market Area.

Travel to Work Areas

Birmingham

Warwick and Stratford-upon-Avon

Banbury

Housing Market Areas

Birmingham

Coventry

Cheltenham

Stratford-on-Avon District is connected to London via the M40 (under 2 hours), to the

East and West Midlands via the M42, and via the A46, to the M5 for access to the

Southwest of England. The District is served by Birmingham International Airport as well

as rail links to Birmingham and London (via Leamington) as well as between Worcester

and London on the North Cotswold line. Stratford–on-Avon is also in close proximity to

UK Central which is home to the National Exhibition Centre, Genting UK’s new £150m Resorts

World, global automotive brand Jaguar Land Rover and the planned High Speed Rail Central HS2

Interchange .

http://www.stratford.gov.uk/infrastructure


11 of 76


https://www.investinukcentral.com/

Stratford-on-Avon District can be considered to be the heart of England, not just in

terms of its geographical location, but in respect of its proximity to other centres of

growth such as:

• Birmingham – the UK’s second city

• Coventry – the home of the UK’s automotive industry

• Worcester/Cheltenham - cybersecurity sector

• Warwick/Leamington – ‘Silican Spa’ and the digital sector

• Northamptonshire – advanced automotive sector

• Oxford – UK seat of learning

• Cotswolds – tourism destination

The combination of the high quality environment and strong local economy, home to

international businesses such as Jaguar Land Rover, Aston Martin Lagonda, the National

Farmers Union, the Royal Shakespeare Company, Codemasters and Sitel and its links to

neighbouring key sectors and proximity to Birmingham International Airport and the

planned HS2 station at UK Central in Solihull, provides a unique and ideal place in which

to do business.

The Midlands’ ‘Golden Triangle’ (area within M42, M1 and M6) is one of the leading areas

in the UK, with high demand for space and regarded by the industry as the most

optimum location in the UK. The area has key competitive advantages in advanced

manufacturing and engineering (AME) and logistics.

Stratford-on-Avon also has potential for increased global trade and investment

opportunities for the District’s economy. This is in part demonstrated by the established

and growing links with China and the global brand of Shakespeare together with

exporting of global brands such as Land Rover. However there is potential to develop

this further for example Warwick University has international reach through its staff,

students and partnerships and would work with SDC to explore ways this asset could be

developed further.


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18 of 76


2. Economic Profile

21.14 Stratford-on-Avon District Economy

The local economy of Stratford-on-Avon District is strong and, against a number of key

indicators, out performs the county of Warwickshire as a whole.

Key Indicators Stratford-on-

Avon

Warwickshire

County

Performance

Gap

Bu

sin

ess

Total businesses per 1,000 population 65.8 48.0 +17.8

"LEP priority businesses" per 1,000 population 28.1 20.3 +7.8

SMEs per 1,000 population 65.7 47.8 +17.9

Business starts per 10,000 population 78.2 68.4 +9.8

Em

plo

ym

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t Employment Rate 81.3% 76.9% +4.4%

Jobs density 1.10 0.94 +0.16

Proportion of employment in LEP priority sectors 41.9% 30.8% +11.1%

Eco

nom

y

GVA per head

current (2015) £29,000.00 £27,300.00 +6.2%

forecast(2025) £34,660.00 £31,850.00 +8.8%

GVA per worker

current (2015) £52,480.00 £49,735.00 +5.5%

forecast (2025) £63,130.00 £58,740.00 +7.5%

On behalf of SoADCSDC, Warwickshire County Council’s Economic and Inward

Investment Team undertook an assessment of the Stratford-on-Avon economy and this

forms the key technical evidence underpinning this strategy

http://www.warwickshire.gov.uk/economicassessment

http://www.warwickshire.gov.uk/economicassessment


19 of 76


2.21.5 Economic Performance 2018

The following infographics summarise the performance of the local economy as at 2018.


20 of 76


2.3 Local Economic Profiles

The following profiles provide a ‘snapshot’ of the key statistics and features of economic

significance for Stratford Town Centre and each of the Main Rural Centres.


21 of 76


Alcester Economic Profile

Overview

Alcester is the largest of the 8 Main Rural Centres and historic market town of roman

origin. It is situated at the junction of the A46 and A435, some 7 miles west of

Stratford-upon-Avon, roughly halfway between Redditch (to the north) and Evesham (to

the south).

Key Facts3

Population Mean House Price Residents working Residents working in area elsewhere in District

8,000 Approx £276,884 42% 48%

Key economic sectors: Educational attainment4:

Economic Potential SWOT Analysis

Strengths

Attractive town centre with street

market

Growing employment sites

Regular events including Court Leet,

Mop Fair & Food Festival

Weaknesses

Constrained by Green Belt

Small retail catchment area

Opportunities

Heath & educational sectors

Heart of England Long Distance

Path

Minerva Mill Business Centre

Additional visitor attraction based

on heritage

Threats

Flooding

Archaeological remains could

constrain development

3 Left to right: Population (mid year 2017 projections ONS); Mean House price 2018 (WCC); % of residents of working age employed in the town/MRC (Business Register Employment survey WCC); % of residents who work elsewhere in the District (Business Register Employment survey WCC). 4 Qualifications are based on the highest level of qualification that an individual has obtained, not including all qualifications beneath it.

Qualifications data is based on 2011 census data and therefore based on all the usual residents that are aged 16 and over

0

500

1000

1500

2000

Manufacturing

retail

Professional,scientific & technical

Education

Health

Others

Manufacturing

retail

Professional, scientific &technical

Education

Health

Others


22 of 76


Bidford-on-Avon Economic Profile

Overview

Bidford- on- Avon lies 6 miles to west of Stratford-upon-Avon and 6 miles to the north-

east of Evesham. It is an attractive location on River Avon with own identity and its

historic centre lying in the heart of the old village of Bidford-on-Avon.

Key Facts5

Population Mean House Price Residents working Residents working

in area elsewhere in District

6,000 Approx £298,137 20.7% 75%



Strengths

Attractive location on River Avon

lies relatively close to Stratford on

Avon and Evesham.

Frequent bus services serving

Redditch, Evesham and Stratford-

upon-Avon

Weaknesses

Grown quite considerably in the last

decade with local concerns about

impact on character.

Lack of secondary school

Opportunities

Regeneration of certain parts of

Waterloo Park Industrial Estate

Threats

Capacity of local road network


Qualifications data is based on 2011 census data and therefore based on all the usual residents that are aged 16 and over

manufacturing

Wholesale

Accommodation andfood services

professional scientificand technical

health

others

manufacturing

Wholesale

Accommodation andfood services

professional scientificand technical

health

others

0

200

400

600

800

1000


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Henley-in-Arden Economic Profile

Overview

Henley-in-Arden is located 7 miles north of Stratford-upon-Avon, 8 miles west of

Warwick and 18 miles south of Birmingham. Its proximity to the M40 makes it an

attractive location for certain types of business. It is an interesting place to visit for both

its rich history; designer shopping; refreshments, in an array of coffee shops and gastro

bars, along its mile long High Street.

Key Facts7



4,000 Approx £408,157 31% 44.9%



Strengths

Henley- in- Arden railway station on

line between Stratford upon Avon

and Birmingham

Attractive High Street providing

range of shops and services

Weaknesses

presence of Ancient Monument and

other features serve to limit growth

Opportunities

Need for small workspace units in

the Town

Further visitor attracting festivals-

Heritage festival, Arts festival etc.

Threats

Pressures for growth due to Green

Belt

Flood zone

Limited public parking


Qualifications data is based on 2011 census data and therefore based on all the usual residents that are aged 16 and over.

Manufacturing

Transport & storage(inc postal)

Professional, scientific& technical

Businessadministration &support services

Manufacturing

Transport & storage (incpostal)


Business administration &support services

Education

Other

0200400600800

1000


24 of 76


Kineton Economic Profile

Overview

Village is located 5 miles south east of Wellesbourne, 13 miles south west of Stratford-

upon- Avon and 10 miles north east of Shipston-on-Stour. The two Conservation Areas

and historic Character of Kineton and Little Kineton are important features of local

distinctiveness. Jaguar Land Rover (JLR) and Aston Martin Lagonda (AML) are in close

proximity.

Key Facts9


3,000 Approx £438,510 20.7% 47.6%



Strengths

Good accessibility by car-10

minutes to junction 12 of the M40.

Two miles to the north is former

RAF Gaydon which is now a vehicle

testing ground and motor vehicle

research and development centre

for JLR and AML

Edgehill Battlefield

Weaknesses

Lack of hotel accommodation in

Kineton.

Public transport between Kineton

and surrounding villages is limited

Opportunities

Develop tourism potential of

Edgehill Battlefield ie more

overnight accommodation and

Restaurants/ tea shops etc

Threats

Capacity of transport infrastructure

is a key concern.

Traffic congestion at peak times

9 Left to right: Population (mid year 2017 projections ONS); Mean House price 2018 (WCC); % of residents of working age employed in the town/MRC (Business Register Employment survey WCC); % of residents who work elsewhere in the District (Business Register Employment survey WCC). 10

Qualifications are based on the highest level of qualification that an individual has obtained, not including all qualifications beneath it.


Wholesale

Information &communication


Education

Health

Wholesale

Information &communication

Business administration& support services

Education

Health

Others

0

100

200

300

400

500

600

700

800

900


25 of 76


Shipston-on-Stour Economic Profile

Overview

The town is located on the river Stour at the heart of the most rural part of the District,

lying about 10 miles south of Stratford-upon-Avon and 14 miles to the west of Banbury.

The town has a unique sense of place and character due in part to its history. It is

regarded as Gateway to the Cotswolds AONB. The rural communities in southern part of

District look to the town for shops and services.

Key Facts11


5000 Approx £304,907 36.2% 52%



Strengths

Attractive town centre providing

shops and services

Good quality retail parks nearby

Leisure and tourism visitors

There are varied bus services

serving a variety of areas and a

circular route around the town

itself.

Weaknesses

Mismatch between local jobs and

rising population

Relatively remote location may not

be attractive to major employers

It is remote from the motorway

network

Opportunities

Additional suitable and affordable

business space needs to be

encouraged

Threats

The capacity of transport

infrastructure could constrain its

attractiveness




Retail

Property

Education

Health

Arts, entertainment,recreation & otherservices

Retail

Property

Education

Health


others

0200400600800

100012001400

0

200

400

600

800

1000

1200

1400


26 of 76


Southam Economic Profile

Overview

Located 6.5 miles south east of Leamington Spa and 20 miles north- east of Stratford

upon Avon. It functions as a service centre for eastern part of the District for everyday

needs and the presence of Southam College serves to strengthen the Town’s role. Strong

historic connections, such as Cardall Collection and Civil War links.

Key Facts13


6,500 Approx £256,884 32.4% 23%



Strengths

Historic connections and potential

for tourism.

good connectivity for the town -

public and community transport.

Southam serves as a local centre

for the villages around it

Close proximity to Silicon Spa.

Weaknesses

Infrastructure capacity

Impact of HS2

Opportunities

role of town centre needs to be

strengthened

Potential to capitalise further on

proximity to Silicon Spa and growth

in gaming sector.

semi-redundant buildings

Threats

character as a rural market town

needs to also be protected.

sensitive in landscape terms and

constrains growth somewhat

13 Left to right: Population (mid year 2017 projections ONS); Mean House price 2018 (WCC); % of residents employed in the town/MRC (Business Register Employment survey WCC); % of residents who work elsewhere in the District (Business Register Employment survey WCC). 14



Manufacturing

Wholesale

retail


Education

Others

Manufacturing

Wholesale

retail


Education

Others

0

500

1000

1500


27 of 76


Stratford-upon-Avon Economic Profile

Overview

Focus for international cultural attractions including the Shakespeare properties and the

Royal Shakespeare Theatre as well as being attractive for riverside and historic centre.

Range of shops and services serving both visitor and residents needs.

Key Facts15 Population Mean House Price Residents working Residents working


30,000 Approx £340,147 67.9 % 19.1%



Strengths

Shakespeare connection and global

attractor.

Attractive riverside and historic

centre.

CWLEP funding to enhance visitor

experience

Train station and good accessibility

Weaknesses

Suffers from highway congestion at

certain times.

Environmental impact of traffic

Evening economy has declined in

recent years.

Opportunities

More overnight stays would boost

spending on tourism

Opportunities for redevelopment of

outworn areas such as Canal

Quarter.

Promotion of evening economy.

Encouragement of creative sector.

Opportunity to increase visitor

experience

Threats

Infrastructure capacity.

Conflicts between pedestrians and

vehicles.

Pressure for development could

potentially undermine character of

Town if not sensitively managed.

Retail balance between town centre

and edge of town retail parks.

Flood risk




Retail

Accommodation &food services


Health


Retail

Accommodation & foodservices

Business administration& support services

Health


01,0002,0003,0004,0005,0006,0007,0008,0009,000

10,000


28 of 76


Studley Economic Profile

Overview

Studley is one of the largest villages. It lies in the Green Belt just south of Redditch and

approximately 3 miles north of Alcester. The growth of Studley was based on

development of needle industry in the 17th Century which later expanded into

manufacturing fishing hooks and tackle. The landscape around Studley is very attractive

and Rough Hill and Wirehill Woods to the north- west are designated as a Site of Special

Scientific Interest.

Key Facts17



6000 Approx 222,370 33.3% 54.9%



Strengths

good access to the M42 motorway

at Junction 3 via the A435.

Bus services to Redditch, Evesham

and Stratford –upon-Avon.

Weaknesses

Role as a service centre weakened

due to its proximity to Redditch and

other nearby district centres.

A435 passes through the village and

traffic congestion and air quality is

an ongoing concern including the

impact of HGVs.

Opportunities

vacant brownfield sites and

buildings

Threats

Concern that retail centre is

declining.

Green Belt limits development




Manufacturing

Retail


Education

Health

others

Manufacturing

Retail


Education

Health

others


29 of 76


Wellesbourne Economic Profile

Overview

Large village on A429 located 6 miles south of Warwick and Leamington Spa and 5 miles

east of Stratford-upon-Avon. River Dene flows though Wellesbourne. The Wellesbourne

campus of Warwick University is a key asset. Wellesbourne Airfield is also located within

area.

Key Facts19


6,000 Approx £310,089 17.8% 49.4%



Strengths

Close proximity to M40.

Proposed ‘Smart City Mobility

Centre’

Weaknesses

Wellesbourne has a limited

catchment area due to proximity to

Warwick, Leamington Spa and

Stratford-upon-Avon

Lack of secondary school

Opportunities

Wellesbourne Airfield

Wellesbourne Campus for Warwick

University

Threats

The capacity of transport

infrastructure including roads and

public transport is a concern for

residents.

19 Left to right: Population (mid year 2017 projections ONS); Mean House price 2018 (WCC); % of residents of working age employed in the town/MRC (Business Register Employment survey WCC); % of residents who work elsewhere in the District (Business Register Employment survey WCC).

2. Qualifications are based on the highest level of qualification that an individual has obtained, not including all qualifications beneath it.


Retail

Transport & storage(inc postal)


Education

Health

Others

Retail

Transport & storage (incpostal)


Education

Health

Others

0

200

400

600

800

1000

1200


30 of 76



The overarching vision of this strategy is to:

“To ensure that Stratford-on-Avon embraces all opportunities for economic growth and that resulting prosperity is inclusive and

maintains the attractiveness of the District for future generations to enjoy”

Aligning with the emerging Coventry and Warwickshire Local Industrial Strategy and the

UK Industrial Strategy, 3 overarching aims are identified:

1. Business – the best place to start and grow a business 2. Place - prosperous communities and infrastructure upgrade

3. People – encourage innovation, good jobs and greater earning power

Having examined the strengths and weaknesses of the local economy and the key

challenges and opportunities, the following 9 priority areas emerge (arranged by aim):

Aim 1: Business

Automotive



Aim 2: Place


Connectivity

Infrastructure

Aim 3: People


Skills

Incomes and Jobs

Chapters 4, 5 and 6 of this strategy set out how each aim will be delivered identifying:

Where we are now

Case Study

Analysis (Strengths, Weaknesses, Opportunity, Threats)

Where we want to be in 2023

What we’ve achieved so far

What else we need to do to get there


Key Objectives

Chapters 4, 5 and 6 conclude with text setting out a summary of the relationship with the WMCA Industrial Strategy.

Chapter 7 sets out an action plan identifying specific tasks or actions required to fulfil each key objective. It is acknowledged that there are a wide breadth of issues and challenges to be addressed and the action plan seeks to target actions that will make a difference.

2.5 Summary of Objectives Whilst the key objectives have been structured around the three aims, it is acknowledged that in reality they are multi-faceted and relate to more than one aim. The matrix below shows the interrelationships between the objectives and aims.

Objectives 1. Business

2. Place

3. People

1. To address polarisation of the workforce � �

2. To improve broadband connectivity � � �

3. To improve access to finance � � �

4. To enhance the High Streets � � �

5. To address highway congestion and transport infrastructure

� �

6. To improve energy supply � � �

7. To address affordability of homes � �

8. To address skills shortages � �

9. To focus on service sector employment � �

10. To support and strengthen the rural economy21 � � �

11. To ensure all residents feel the benefits of rising prosperity

�

�

12. Encourage business growth in new sectors- growing high quality, high value jobs within growing sectors of the future

�

�

Please note: the numbering of the objectives is for reference only and does not indicate prioritisation.

21 Rural economy- increasing economic growth in the countryside by building on its natural assets.

31 of 76 The Place for Business at the Heart of England


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2. Key Challenges and Opportunities

Notwithstanding the above, the strength of the local economy perhaps masks some

more fundamental issues. SoADCSDC cannot rest on its laurels and standing still is akin

to decline. This strategy seeks to not only support economic growth but also to achieve

even greater prosperity.

2.1 National

2.1.1 Brexit

The impact of Brexit on the UK economy has been widely commented upon, with

perhaps the biggest impact locally being on the tourism (including hospitality) sector.

Although there has been no local study undertaken, following the referendum result, the

Tourism Alliance undertook an Impact Survey which showed that around 15% of

domestic businesses experienced a reduction in trade when compared to the previous

year, with over 60% remaining the same and 17% showing an increase22. The same

survey revealed that 28% of inbound Tourism businesses indicated that they had been

adversely affected by referendum result and 62% of inbound businesses foresaw an

increase in costs. However, UKinbound23 reported that 44% of its members indicated

that business had increased and that 63% of EU visitors stated that the referendum

result would not affect their willingness to visit the UK. The study highlighted other

issues which impacted on visitor numbers and included; security concerns, connectivity

and accommodation. The number of overseas visitors to the UK has been steadily

increasing and in 2016 amounted to 36.7 million. The value of tourism to the UK is

predicted to grow to £257.4 billion by 2025.

The District’s economy will also be sensitive to uncertainty around Brexit and this could

affect other sectors such as agriculture, horticulture24 and manufacturing. Actions will

therefore need to be taken with businesses and educational institutions to address

potential skill gaps.

2.1.2 Retail Losses

Like the rest of the UK, Stratford-on-Avon’s high streets are facing an uncertain future

with strong competition from internet retailers. Whilst Stratford-upon-Avon town may

fare better than others given the influx of tourists, the type of shops and the nature of

shopping will undoubtedly change. High streets and town centres also play an important

role in maintaining vibrant communities; empty shops can lead to a spiral of decline.

The Retail trade sector employs the second largest proportion of Stratford’s workforce.

Half of those are employed in ‘Non-specialised stores with food and beverages’, which

will predominantly serve the tourism industry. Due to demand from the tourism industry,

Stratford has the largest proportion of jobs in low-paid sectors in Warwickshire. This is

down to the retail and accommodation sectors typically paying below average wages

2.1.3 Shrinking Working Population

22 http://www.tourismalliance.com/downloads/TA_392_417.pdf 23

(the trade association dedicated to the UK’s inbound tourism industry) 24

Horticulture may be defined as "The cultivation, processing, and sale of fruits, nuts, vegetables, ornamental plants, and flowers as well as many additional services".


33 of 76


Discover more about Coventry 2021 @ www.coventry2021.co.uk

The working population represents 58.18% of the total population, shrinking 2.6% since

2012; this is the smallest proportion of 16-64 year olds in the county and has shrunk the

most, double the UK average (1.3%). The proportion of young workers (16-24)

represents 8.45% of the population; lower than the UK (11.35%) and Warwickshire

(10.42%). This proportion has fallen 0.8% since 2012, less than the county and national

averages. Those over 65 represent 25.16% of the population, the highest in the county

and much higher than the UK average (17.83%). This has grown 7.4% since 2012, a

faster rate than the rest of the county (6.5%) and the UK (4.8%).This could be due in

part to the increase in the state pension age.

2.2 Regional

2.2.1 Connectivity

Lack of superfast broadband to business premises is severely impacting the ability of

businesses in Stratford-on-Avon to compete in the global marketplace. Furthermore, the

ability of residents to apply for jobs, undertake training and to enjoy the benefits of

more flexible working is also stifled by the lack of superfast broadband meaning that

Stratford-on-Avon struggles to compete with more urban and better connected areas.

This is a particular concern given the entrepreneurial nature of the local economy and

potentially a missed opportunity given the proximity of the District to Silicon Spa.

2.2.2 Transport Infrastructure

Transport infrastructure and accessibility is essential to a productive economy. Not only

does it allow goods and services to be imported and exported at low cost but allows

employees to travel to and from work efficiently and effectively. Traffic congestion costs

the UK economy £4.3bn per year25. The Town itself experiences severe congestion at

certain times due in part to the influx of visitors. Being a rural District with historic towns

and villages Stratford-on-Avon also faces the twin challenges of how best to

accommodate the car within the historic environment and provide effective and efficient

public transport.

2.2.3 UK City of Culture 2021

Coventry has won the title of UK City of Culture for 2021. As well as additional grant

funding, the city of culture status gives leverage and access to other pots of money,

public and private and can generate significant additional investment. Given Stratford-

on-Avon’s proximity to Coventry, but more importantly, the Districts cultural heritage,

there is a huge opportunity to ‘piggy-back’ on Coventry’s success.

2.2.4 2022 Commonwealth Games

The announcement that Birmingham will be hosting the 2022 Commonwealth Games

could be worth £1.1bn to the UK economy, with half invested in the West Midlands. It

will support an average 4,526 jobs in Birmingham each year until 2022 as well as see

training opportunities in areas like construction, engineering, sport and tourism26. Again,

25 https://www.telegraph.co.uk/finance/newsbysector/transport/9734126/Trafiic-congestion-costs-UK-economy-4.3bn-a-year.html 26

https://www.birminghammail.co.uk/news/midlands-news/jobs-commonwealth-games-birmingham-money-14012749

http://www.coventry2021.co.uk/


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Discover more about Birmingham 2022 @ www.birmingham2022.com

given the proximity to Birmingham, there is a huge opportunity for Stratford-on-Avon

District to benefit from Birmingham’s successful bid to host the Commonwealth Games.

2.3 Local

2.3.1 Housing Affordability

Average house prices in Stratford are the highest in Warwickshire and have increased

£16,500 to £285,000 over the last year; a 6% rise. The average house in Stratford-on-

Avon District is now £65,000 more expensive than the national average. The district has

the worst affordability ratio in the county and is in the top 25% least affordable places

outside of London. Since 2012, house prices in the area have increased 20%; only 5%

less than the four years prior to the housing market crash in 2009, raising fears of

housing bubble.

2.3.2 Low Self-Containment

Stratford-on-Avon has low job self-containment with only 47% of residents actually

working in the District (this is lower than Nuneaton and Warwick). Strongest out-

commuting flows are to Warwick (13%), Birmingham (5%) and Coventry (4%). Positive

net in-commuting flow (2,815) driven by commuters from Worcestershire. Strong in-

commuting flows from Warwick, Redditch and Wychavon. The combination of high house

prices and low wages in certain key sectors means that many of those whoof work in the

District do not live in the District. Whilst no doubt many low paid workers live in

neighbouring towns just outside the District, many will commute longer distances. Apart

from the impacts on traffic congestion (owing to the relatively limited and expensive

public transport services), it is economically unsustainable providing little economic

resilience for the District.

2.3.3 Jobs and Skills Imbalance

There is a miss-match between supply and demand of skills in the area. In the 2017

Quarterly Economic Survey, 1 in 3 businesses reported a skills shortage as their biggest

barrier to growth. Matching the skills demanded by businesses with those supplied by

schools should reduce unemployment, out-commuting and business death rates. Now,

more than ever, we require the efficient use of labour to promote improvements in

competition and productivity. Skills shortages in business are recognised as a major

barrier to growth, despite the high level of NVQ4+ qualifications in the District

2.3.4 Tourism Expenditure Imbalance

Stratford-on-Avon’s tourism sector is estimated to be worth around £385m a year to the local

economy. The sector also directly supports approximately 7,400 workers, 21% more than the

national average for an area of Stratford’s size. However, productivity in the local tourism sector is

behind its UK equivalent. Each worker in the sector produces around £35,300 worth of goods,

compared to £36,875 nationwide. If the Stratford-on-Avon tourism industry was as productive as the

http://www.birmingham2022.com/


35 of 76


UK one, the economy would be £11.6m better off a year.27 This has however been improving

more recently, which is very positive and can be built on. Productivity within the tourism

sector is below average, so there are opportunities to strengthen the sector by focussing

on improving productivity levels (through investment and upskilling)

2.3.5 SME/start up/ growth

Stratford-on-Avon’s high competitiveness ranking is reflected in the number of

businesses in the area. There are 115 businesses per 1,000 working-age population,

6750% greater than Warwickshire, double the WMCA density and significantly higher

than the rest of England (67). The level of business births and deaths per 10,000

working-age population is higher than county, regional and national averages. The

current business market is highly saturated and very competitive. Nevertheless, those

businesses that do set-up, are more likely to be successful. The 5-year survival rate is

45.2% in the area, compared to 42.1% in Warwickshire, 40.3% in WMCA and 41.4%

nationwide.

The competitive business environment is, however, making it relatively more difficult to

start a business. Start-ups per 100 existing business is 12.1, compared to 13.9 across

Warwickshire, 15.4 in the WMCA area and 14.7 nationwide. The pool of businesses in

2010 has increased by 50%, lower than Warwickshire (63%), the WMCA (76%) and

England (66%). Indeed, the two key measures of competitiveness, the business density

and business births per 10,000 working-age residents, have increased at a lower rate

than the rest of the England. Therefore, although the business market is relatively

competitive in Stratford-on-Avon, the difficulty in starting a business means the

competitiveness gap is decreasing between the district and the rest of the country. The

UK Competitiveness Index 2010 ranked Stratford-on-Avon as 54th, a higher position

than it is today.

2.3.6 Energy

With the digitalisation of the economy, the demand for electricity is increasing

significantly. Business leaders have raised concern about the adequacy of power supply

across the sub-region and the impact lack of power is having on economic growth. There

is a particular concern locally given the transition of the automotive sector to electric

vehicles, notwithstanding the additional significant demand that electric vehicle charging

points will add to the electricity demand. The Government’s Industrial Strategy published

in 2017 sets out how the move to cleaner economic growth – through low-carbon

technologies and the efficient use of resources – is one of the greatest industrial

opportunities of our time. “A key part of any local authority strategy to encourage

economic growth and improve energy security should be to help reduce the costs of

buying in energy – by identifying renewable and local sources of energy, and also by

reducing the amount of energy used”.

27

Stratford-on-Avon Economic Assessment Full Report December 2017


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3. Developing our Strategic Priorities


The overarching vision of this strategy is to:

“Facilitate increased economic growth and prosperity in the

District by 2023”

Aligning with the emerging Coventry and Warwickshire Local Industrial Strategy and the

UK Industrial Strategy, 3 overarching aims are identified:

1. Business – the best place to start and grow a business

2. Place - prosperous communities and infrastructure upgrade 3. People – encourage innovation, good jobs and greater earning

power

Having looked at the strengths and weaknesses of the local economy and the key

challenges and opportunities, the following 9 priority areas emerge (arranged by aim):

Aim 1: Business

Automotive



Aim 2: Place


Connectivity

Infrastructure

Aim 3: People


Skills

Incomes and Jobs

Chapters 4, 5 and 6 of this strategy set out how each aim will be delivered identifying:

Where we are now

Case Study

Analysis (Strengths, Weaknesses, Opportunity, Threats)

Where we want to be in 2023


37 of 76


What we’ve achieved so far

What else we need to do to get there

Key Objectives

Chapter 7 sets out an action plan identifying specific tasks or actions required to fulfil

each key objective. It is acknowledged that there are a wide breadth of issues and

challenges to be addressed and the action plan seeks to target actions that will make a

difference.


Whilst the key objectives have been structured around the three aims, it is

acknowledged that in reality they are multi-faceted and relate to more than one aim.

The matrix below shows the interrelationships between the objectives and aims.

Objectives 1.

Business

2.

Place

3.

People

1. To address polarisation of the workforce

2. To improve broadband connectivity

3. To improve access to finance

4. To enhance the High Streets

5. To address highway congestion and transport

infrastructure

6. To improve energy supply

7. To address affordability of homes

8. To address skills shortages

9. To focus on service sector employment and the

young

10. To support and strengthen the rural economy

Please note: the numbering of the objectives is for reference only and does not indicate prioritisation.


38 of 76


4. Aim 1: The best place to start and grow

a business

Stratford-on-Avon has a strong local economy being ranked second in the West Midlands

on the UK Competitive Index, witnessing a 46.3% growth in the economy since the

recession. Stratford-on-Avon has a higher than average number of business starts per

10,000 population and the District Council wishes to maintain and harness that

entrepreneurial spirit. However, at the same time the average business size has fallen

leading to greater dependency on a smaller number of larger firms and perhaps

stagnation in growth, as business start-ups are unable to move forward and reach their

economic potential. This strategy therefore seeks to ensuremake Stratford-on-Avon is

the best place to start and grow a business in Warwickshire.

4.1 Automotive

4.1.1 Where we are now

The automotive industry has been the largest contributor to the increase in the value of

Stratford-on-Avon’s economy since the economic downturn. It has expanded fivefold

(526%), compared to a modest 77% across the UK, and has, therefore, contributed to

just under half of the £1.25bn increase in total output in the district. It is estimated that

without the growth in this sector since the recession, the economy would have been

19% smaller and grown slower than the national average.

The automotive industry now produces approximately £713m worth of goods a year, up

from £114m in 2009 and equivalent to just under a fifth of Stratford-on-Avon’s total

output. It also employs 8,750 people which, given the size of the district, is 45 times

greater than its proportional amount. As a result, the industry adds 15.4% to the value

of the West Midlands automotive sector, much higher than the total contribution across

all sectors to the WMCA economy (4.5%). The local automotive sector also employs 1 in

5 workers in the UK’s largest automotive cluster (BEIS, Industrial Strategy 2017), and

has helped make Coventry and Warwickshire the largest exporting LEP outside of

London.

More than 9 in 10 workers in the automotive sector are employed in Gaydon, where

Jaguar Land Rover and Aston Martin Lagonda are based, which is also where the

majority of the new jobs have been created. Around 70% of all additional employment

has come from the manufacture of motor vehicle sector over the last six years. The

industry has paved the way for faster-than-average job growth in the district; there are

66,000 employee jobs in Stratford-on-Avon, 9,255 more than in 2010, which is an

increase of 16.3%. This is higher than Warwickshire (12.8%), the West Midlands

Combined Authority (WMCA) area (9.6%), and England (10.6%).28

The proportion of automotive employees with a degree level qualification (NVQ4+) is

almost double the national average, amounting to 1 in 4 workers. Adding the number of

NVQ level 3 workers, the proportion of at least A-level qualified workers in the

automotive sector is 59.3%, higher than the national average (56.1%). Better skills are

28

Source: Warwickshire Economics Stratford-on-Avon Economic Assessment December 2017


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also rewarded with higher pay, and those employed in the local automotive sector earn,

on average, £53,450. This is 16% higher than they would elsewhere in this industry.

Understanding labour market risks and future-proofing the workforce – A larger-than-

average proportion of workers are at high risk of automation for example, in relation to

the development of electric vehicles/ultra-low carbon vehicles. With forecasts expecting

employment in the automotive sector to shrink to 69% of its current size by 2037, as

many as 2,500 workers may need to be redeployed29.

4.1.2 Case Study

Jaguar Land Rover (JLR)

The principal activity of Jaguar Land Rover Limited is the design, development,

manufacture and sale of vehicles bearing the Jaguar and Land Rover marques

Turnover as of May 2017 was £24,300m

It sold a total of 604,009 vehicles during 2017, comprising 431,161 Land Rover vehicles

and 172,848 Jaguar vehicles.

Aston Martin Lagonda

Aston Martin Lagonda Ltd. designs and manufactures high performance automobiles.

Globally they have 176 offices and employ nearly 19,000 people. Gross profit in 2016

was £194.2 m

Strengths

contributed to just under half of the

£1.25bn increase in total output in the

district

produces £713m worth of goods a

year, up from £114m in 2009

employs 8,750 people

industry adds 15.4% to the value of

the West Midlands automotive sector

Around 70% of all additional

employment has come from the

manufacture of motor vehicle sector

over the last six years

Generated 9,255 more employees

than in 2010

automotive employees with a degree

level qualification (NVQ4+) is almost

double the national average

Weaknesses

A larger-than-average proportion

of workers are at high risk of

automation

Opportunities

Understanding labour market risks and

future-proofing the workforce

Potential for UK Research and

Threats

Threat of redeployment of

workers due to automation in the

future

29



40 of 76


Development hub at JLR/AML

Investigate the opportunities that

automation may present to increase

job growth

Over-reliance by many

businesses in supply chain of a

limited number of companies

Opportunities insert

4.1.4 Where we would like to be in 2023

Ensure the automotive industry continues to flourish within the District.

Continue to manage traffic flows and avoid congestion.

To have fully understand labour market risks and to have future-proofed the

workforce.

4.1.5 What we’ve achieved so far

WCC have recently published a report on The Risk of Automation in Warwickshire March

2018. It recommends that to ensure that the benefits of automation are realised, whilst

minimising the losses, policy makers require a cohesive and proactive approach that can

deal with rapid improvements in technology. For this reason, five policy

recommendations are set out that can ensure a socially optimal outcome;

1. retraining and continuous learning,

2. support co-investment by businesses in technology and skills,

3. attracting highly skilled, knowledge intensive occupations,

4. embedding skills for the future within education and training programmes,

5. recognising and promoting multiple careers.

4.1.6 What else we need to do to get there

To carry out research to understand labour market risks in order to future-proof

the workforce.

To continue discussions with industry leaders to understand issues and ascertain

where SoADCSDC can assist.

Continue to assist in new business formation, indigenous business expansion and

making the District attractive to inward investment by various means, such as,

improving connectivity, securing attractive residential development.

4.1.7 Key Objectives



How does this fit with the West Midlands emerging Industrial Strategy?

5. Sectors

The West Midlands Industrial Strategy recognises that the West Midlands produces one

third of the nearly two million vehicles manufactured in the UK and one fifth of the

UK’smotor vehicle parts and accessories businesses are located here. It recognises that

there are significant existing strengths and innovative capacity in Powertrain and battery

propulsion, Connected & Autonomous Vehicles and Prototyping and product

development.


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4.2 Agriculture and Rural Enterprise


Much of the District is rural in nature and whilst arable & mixed farming predominates

the area benefits from a diverse range of farming sectors, including dairy, livestock (beef

and sheep), horticulture and ornamentals. The district employs 278% more people in the

agricultural sector than its proportional average. Of the 1,700 employed, 1,550 are

involved in the growing of crops and farming of animals sub-sectors. The District borders

with the Vale of Evesham and hence large horticultural growers like Evesham Vale

Growers (EVG), Vale Fresco and G’s Fresh operate in the area growing salad leaves and

spring onions. Employment particularly in these sectors has increased 9% since 2010,

compared to a 3% decline nationwide, showing its strength and resilience to the

changing economic environment30. Going forward, the largest obstacle those working in

the sector face, however, is the risk of automation. is a future challenge facing workers

in the sector, however most arable and livestock businesses have already adopted all the

automation they can and for some sectors it is still many years away. The largest

challenges currently facing agricultural businesses are capital to invest, planning

legislation, connectivity, labour shortages and the uncertainty caused by Brexit.

The table above shows that the largest growth has been seen by the support for crop

production and the smallest growth has been seen by the Support for Services to

forestry.

Logging and Silviculture and other forestry activities were not apparent until 2014.

Support activities for animal and crop production have seen the most consistent levels of

employment from 2010-2016. 2015 saw the peak for employment for all industries.

Economic activity in rural areas is diverse, with significant manufacturing and services

sectors. It is also becoming increasingly dynamic. Knowledge-based and creative

30

Stratford-on-Avon Economic Assessment, Full Report December 2017

0

20

40

60

80

100

120

140

160

2010 2011 2012 2013 2014 2015 2015 2016

Nu

mb

er

em

plo

yed

Support activities for cropproduction

Support activities for animalproduction

Silviculture and other forestryactivities

Logging

Support services to forestry


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industries are growing rapidly. Flexible, home-working is more prevalent in rural than in

urban areas, and tends to involve higher skilled, higher wage roles31.

The agricultural sector is also susceptible to the potential impact of Brexit. Over 40% of

workers in this sector earn less than the minimum threshold and it is a sector widely

recognised for its dependence on migrant workers. Labour survey’s conducted by the

National Farmers Union (NFU) of England and Wales suggest Labour providers are

reporting ever increasing difficulties in recruiting sufficient numbers of seasonal workers

to meet growers’ needs. In 2017/18, labour shortages equated to 12.5% below target.

67% of seasonal workers employed by respondents are being recruited from Romania

and Bulgaria, a reduction on the same period in 2016 (76%).This could have significant

implications given its importance to Stratford-on-Avon’s economy. It is one of 3 sectors

considered to have led the way in terms of growth since the recession. The sector is

worth an estimated £69m a year, contributing 64% to Warwickshire’s and 32% to the

WMCA’s agricultural sectors.

The replacement of skilled workers by AI could lead to workers moving toward lower-

skilled jobs however automation able to pick strawberries and spring onions is still many

years away . This means computer-based industrial automation could impact many

occupations and industries. If workers skills become under-utilised, automation could

have negative impacts on productivity, unemployment and inequality. The challenge is to

optimise the benefits of automation whilst minimising the impact on society. The

challenge in the short term is ensuring that sufficient labour is still available / permitted

into the UK to ensure crops don’t go unpicked.

4.2.2 Case Studies

Alscot Estate

Alscot is situated 3 miles south of Stratford upon Avon, is a thriving country Estate set

rurally within almost 4,000 acres of countryside. The Estate’s portfolio includes 125

residential properties and 140 business premises, ranging from 100 sq. ft. to 150,000

sq. ft. and comprises offices, studios, workshops, warehouses, industrial and

manufacturing space, all with ample car parking and close to major transport links, and

in turn employing over 1000 people on site. It offers super-fast, reliable broadband

services with up to 36Mb/s upload and download speeds.

National Farmers UnionFU Mutual(NFU)

The National Farmers Union Mutual Insurance Society Limited, trading as NFU Mutual, is

a UK registered mutual insurance composite. It underwrites more than £1 billion in

annual premium in life and general insurance lines for rural communities within the UK.

NFU Mutual is based in Stratford-upon-Avon, Warwickshire. In contrast to insurance

companies owned by their shareholders, NFU Mutual is owned by its policyholders. It has

900,000+ members and 300 local offices and 3,815 32employees in the UK.

The National Farmers Union (England & Wales) is based at NFU HQ, Stoneleigh Park,

Kenilworth, Warwickshire and represents 55,000 farming members across England and

Wales, involved in 46,000 farming businesses. In addition, it has 55,000 countryside

members with an interest in farming and the countryside more generally. The NFU

31

Towards a one nation economy: A 10-point plan for boosting productivity in rural areas August 2015 32

https://web.archive.org/web/20140912213633/http://www.nfumutual.co.uk/Global/PDFs%20-%20document%20library/company_information/Report-and-accounts-2013.pdf


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champions British agriculture and horticulture; campaigns for a stable and sustainable

future for British farmers and aims to secure the best possible deal for its members. For

example, last year the NFU launched its Combatting Rural Crime report. The bill for rural

crime is now more than £42.5 million and farmers and their families in some parts of the

country have been victims of arson, vandalism and burglary with many NFU members

experiencing fear, intimidation and threats of violence. Vehicle theft, hare coursing and

fly-tipping are also contributing to this widespread ‘criminal tourism’.

www.nfuonline.com

University of Warwick

With over 25,000 students and employing over 6,000 staff, Warwick consistently ranks

in the top ten of all major domestic rankings of British universities. It had a consolidated

income of £591.0 million in 2016/17, of which £120.3 million was from research grants

and contracts. The university is primarily based on a 290 ha (720 acres) campus on the

outskirts of Coventry, with a satellite campus in Stratford-on-Avon District outside

Wellesbourne. SoADCSDC is keen to support the University’s ambitions to create a

centre for innovation at its Wellesbourne Campus site. The campus is currently home to

the School of Life Sciences and the Warwick Crop Centre and the University is looking to

explore the potential for an innovation centre around biotechnology, tapping into the

research and development foundations of the Stratford-on-Avon economy.

4.2.3 Analysis

Strengths

Employment has increased 9% since

2010, compared to a 3% decline

nationwide

Sector is worth an estimated £69m a

year, contributing 64% to

Warwickshire’s and 32% to the

WMCA’s agricultural sectors.

Weaknesses

Over 40% of workers in this sector

earn less than the minimum

threshold

Digital connectivity and broadband

coverage

Opportunities

Continued diversification

Explore whether declaration of

Enterprise zones or implementation

of Local Development Orders would

be beneficial

increased liaison with the farming

Industry to identify challenges and

potential solutions

Threats

Risk of automation

Potential adverse impact of Brexit

Rural crime, including fly tipping

and vandalism

4.2.4 Where we would like to be

Although advances in production techniques have historically benefitted the economy,

smart technology, capable of deep learning and free movement, has the potential to

replace complex jobs.


WCC have recently published a report on The Risk of Automation in Warwickshire March

2018. It recommends that to ensure that the benefits of automation are realised, whilst

minimising the losses, policy makers require a cohesive and proactive approach that can


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deal with rapid improvements in technology. For this reason, five policy

recommendations are set out that can ensure beneficial outcomes;

1. retraining and continuous learning,

2. support co-investment by businesses in technology and skills,

3. attracting highly skilled, knowledge intensive occupations,

4. embedding skills for the future within education and training programmes,

5. recognising and promoting multiple careers.

4.2.6 What else do we need to do to get there

Continue to support diversification to encourage resilience in this sector (relevant policies

in the Core Strategy include CS.2213 and AS.10 are relevant). Farm diversification can

be in place of or in addition to traditional farming pursuits. About half of all UK farms use

some form of diversified activity in their farming business and these bring an average of

£10,400 extra revenue per farm. Other benefits of diversifying a farm include:

•making better use of the farm’s physical resources and characteristics

•finding new uses for existing skills

•integrating the farm with, and recycling money within, the rural economy

Examples of the type of areas which may be acceptable include: •livestock products - eg

producing and selling sheep cheese, llama farms, goat dairying

•crop products - eg growing and selling speciality flowers, energy crops

•retail outlets and catering - eg opening a farm shop

•training and promotion of rural crafts - eg offering pleaching workshops

•opening facilities for craft making and retailing

•tourism - eg opening land up for camping or a bed and breakfast

Explore the feasibility of declaring enterprise zones in the rural area.




4.3 Growing businesses and Start-ups



5. Sectors

The emerging West Midlands Industrial Strategy is currently silent on the agricultural sector.

CWLEP and SDC have raised this as an omission in the emerging Strategy in their respective

responses, which it is hoped will be rectified in the final version.


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The total number of businesses in Coventry and Warwickshire has been growing over the

period from 2013 to 2017. The average annual change in SoAD is +230 jobs. The change

in the number of business births between 2011 and 2016 has been +890 for Stratford-

upon-Avon.

Stratford-upon-Avon has a high business start-up and entrepreneurship rate in

Warwickshire.

The business survival rates for 2011 businesses for one, two, three, four and five years

in Warwickshire are higher than the rates for the West Midlands and the UK.

The highest growth in employment over the period from 2011 to 2015 in Warwickshire

has been seen in Stratford-upon-Avon (+7,000).

Industrial activities and Research and Development are seen as important economic

sectors for the area, however, Warwick and Stratford upon Avon (together) accounted

for less than 15% of the available total. It is recognised that innovation plays a critical

part in growth and productivity, whether through addressing the demand from industry

for improved products and services or creating new companies through the

commercialisation of technology. Warwick University plays a key role in both and

supports many of the regional networks which disseminate knowledge to business (for

example through the Coventry & Warwickshire Business Festival). More could be done to

build on the success of Business Ready and ensure Stratford businesses are aware of

innovation programmes.

The software and gaming sector (Ready Made Interactive Leisure and Entertainment

Software Development) is highly concentrated in Warwickshire (600 employees and an

Location Quotient (LQ)33 of 6.1), with particular concentrations in Stratford-upon-Avon

(300 employees and an LQ of 13.0)

(draft Coventry and Warwickshire Sub-Regional Employment Market Signals Study draft

report September 2018)

Automation and Artificial Intelligence (AI) can present some challenges around displacing

current occupations, but also huge opportunities through new markets, products and

services. A well skilled area such as Stratford-on-Avon could be well-placed to exploit

opportunities and links to some key sectors around mobility, agri-tech and digital

technologies.

4.3.2 Case Study

Sitel

Sitel LLC provides direct marketing services. The Company offers capturing customer

service information, collection, and data gathering throughout web, e-mail, fax, short

message system, and traditional mail. The heart of the UK business is still in Stratford

and Coventry, and Sitel has grown rapidly over the past 5 years. This growth has led to

the creation of over 700 additional jobs for the Warwickshire region in the last 2 years

and over 1,000 across the UK.

Quinton Rail Technology Centre

33

A Location Quotient is calculated by dividing the percentage of total employment in a sector in a local area by the percentage of total employment in the same sector nationally. A Location Quotient of less than 1.0 means a lower concentration of employment in that sector than nationally, and a Location Quotient of greater than 1.0 means a higher concentration of employment in that sector than nationally


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The Rail Alliance is a B2B (business to business) networking organisation "that sits at the

very heart of the rail supply chain". In partnership with RAIL Magazine, an annual

outdoor exhibition called 'Rail Live' is staged at Quinton Rail Technology Centre located

on the former Long Marston Depot. Rail Alliance works closely with the Rail Research UK

Association (RRUKA) which is also based at Long Marston. Various rail-related tests can

be carried out at Quinton Rail Technology Centre in connection with product

development, certification and training. One section of the continuous test track is

equipped with overhead catenary.

4.3.3 Analysis

Strengths

Entrepreneur rates

Weaknesses

Insufficient supply of employment

land for industry and R&D

Digital connectivity

Opportunities

demand is for more flexible / “mid-

spec” workspace (rather than

traditional Grade A space)

Creative and Digital sector spin off

Explore need to supply additional

employment land through the Core

Strategy Review

explore the possibility of rolling

Venture House model out more

widely across the District.

build on the success of ‘Business

Ready’ and ensure Stratford

businesses are aware of innovation

programmes.

Explore opportunities around

Automation and Artificial Intelligence

Rail is a key sector with strong

growth opportunities, and Stratford

District has a key asset in respect of

the QRTC, which could be

significantly enhanced and built on.

Explore potential for development of

a creative innovation hub in Stratford

building on inherent creative skills

and talent

Threats

Increasing demand for

employment land/sites

4.3.4 Where we want to be in 2023

Continue to enjoy high employment rates and support business start ups

(entrepreneurs) and survival. Identify sufficient and appropriate employment sites to

meet future growth demand.

Focus on bespoke solutions for individuals, for example, through ’Thrive into work’

programme- a new employment support service for people with mental health and/or

physical health condition in primary and community care programme

https://thriveintowork.org.uk/

https://thriveintowork.org.uk/


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Discover more about Venture House @ www.venturehousestratford.co.uk

Explore the role social enterprise can play in economic growth to diversify the types of

economic activity available to create opportunities and improve wellbeing and

productivity for people and communities.

https://www.socialenterprise.org.uk/


Venture House

Opened in 2016, Venture House provides flexible, productive business space for new and

fledgling businesses. Owned and managed by SoADCSDC, this unique environment

offers free on-site business support, free on-site parking, alongside flexible hot

desking/co-working space, serviced offices and meeting facilities to accommodate a

range of business needs. Venture House is well located for all major road and rail

networks with Birmingham airport just over 30 minutes’ drive. The Centre aims to

inspire a new generation of entrepreneurs and offers support to existing small

enterprises on their journey to growth. Delivered on time and in budget, Venture House

was one of just 12 projects across the county funded through the first round of the

Government’s Growth Deal Programme.

Business Support Programmes

Coventry and Warwickshire Growth Hub and Warwickshire County Council funded

programmes such as Business Ready work with businesses of all sizes and ages to

promote growth. For example, Stratford-on-Avon SME’s have accessed £840,000 worth

of grants through Warwickshire County Council’s business support programmes. This

money is inevitably leading to fewer business death rates in the district and improved

productivity.


Build on the success and lessons learnt from Venture House and explore the possibility of

rolling this model out wider across the District.

Explore whether there is a need for a next stage Venture House for fledgling businesses

to move onto (office uses and workshops).

Explore potential for development of a creative innovation hub in Stratford building on

inherent creative skills and talent including videographers/ writers/artists/film makers

Demand for office space will be for more flexible / basic floorspace with image and

character. Conversions of existing buildings in good locations with decent digital

infrastructure, to support growth in the creative sector, will however provide an

opportunity for more development over the next few years.

Explore different delivery models or partnership arrangements between the public and

private sectors.

Explore the need to increase employment land supply through the Core Strategy Review.

Explore what role SoADCSDC can play in assisting with business expansion in the

District. Although business ‘death’ rates have fallen and the number of business ‘births’

http://www.venturehousestratford.co.uk/


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has risen, businesses in Warwickshire are struggling to expand. The 2017 Quarterly

Economic Survey showed that 1 in 4 businesses in Coventry and Warwickshire feel cash

and access to finance is their biggest barrier to growth.





2. Ideas and innovation

The WMIS recognises the importance of creating the correct environment for business

growth and for encouraging innovation to enable the economy to grow and futureproof

prosperity.


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5. Aim 2: Prosperous Communities and

Infrastructure Upgrade

75% of Stratford-on-Avon’s resident’s own their homes creating significant material

wealth for homeowners, driven by a 25% increase in house prices in the last 5 years

resulting in median house prices that are higher than Warwickshire, the WMCA and

England. We want to maintain the prosperity that high house prices bring to the District

but at the same time are acutely aware of the flip-side; the severe un-affordability of

housing across the District and the impact this has on low paid workers in particular,

many of whom work in a declining retailing sector. A significant proportion also work in

the agricultural sector where 40% of workers earn less than the minimum threshold.

This strategy therefore seeks to make Stratford-on-Avon communities the most

prosperous in Warwickshire.

5.1 Culture, Tourism and Heritage


Since 2009, around 1,100 new jobs have been created to directly supply the local

tourism industry. The growth and success of tourism in Stratford-on-Avon has been

down to the increase in overnight visitors. These visitors now account for 11% of total

visits but contribute 44% to total visitor expenditure. Of the 89 destinations across the

UK that receive more visitors a year than Stratford-on-Avon, only 13 have a larger

proportion of overnight visitors. This number has increased 18% over the last seven

years and reflects how well the area is doing at retaining visitors overnight34.

The success of the tourism industry has brought about a 17.5% increase in jobs in a

sector that is categorised as low-wage. As a result, the district has a larger-than-average

proportion of workers in low-wage sectors (40%). The local tourism industry is also less

productive than the national equivalent. Workers directly associated with the tourism

sector in Stratford-on-Avon produce £35,300 worth of goods and services a year,

compared to £36,875 across England. Qualifications are also lower-than-average, with

just 19.5% of workers requiring at least an A-level qualification (NVQ3+) as opposed to

20.3% nationwide. Expansion in this sector has, therefore, contributed to the fall in the

overall skills required in the economy in recent years.

Catching up with the productivity level in the national tourism industry could add as

much as £11.6m a year to the local economy. This will be important for future growth in

the sector given its susceptibility to immigration control changes in the face of Brexit.

Our research finds that bar staff, waiters and waitresses, chefs, receptionists and other

customer service occupations have both a larger-than-average proportion of people

working in them locally and a low resilience to changes in immigration controls. If EU

workers were to face the same immigration controls as non-EEA workers, at least 75%

of jobs would not be able to be filled by non-UK workers in these occupations. Across all

sectors, 37.1% of workers in the district earn less than the minimum threshold for non-

EEA workers, much higher than the England average (32.1%).

34



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There is also potential to boost the night time economy in Stratford-on-Avon which has

seen a decline in recent years. This should be managed carefully and inclusively.

Stratford –upon-Avon should move away from the culture of ‘pre-theatre’ and embrace

the ‘post theatre’ culture.

Pashley Cycles is England's longest established bicycle manufacturer. It was founded in

1926 and is based in Stratford-upon-Avon, Furthermore, Boardman Bikes is located

closeby in Evesham. The area also has a large concentration of cycling clubs. There are

obvious benefits to health and wellbeing and it is possible that there may be economic

potential of developing and promoting this sector further.

5.1.2 Case Study

Royal Shakespeare Company

The Royal Shakespeare Company (RSC) is a major British theatre company, based in

Stratford-upon-Avon, Warwickshire, England. The company employs over 1000 staff and

produces around 20 productions a year. Over 1 million visitors come to Stratford-upon-

Avon theatres each year. Each year they reach more than 1,200 schools and 500,000

children and young people through Education work, transforming experiences of

Shakespeare in the classroom, on performance and online. In 2016/17 a surplus of £4m

was delivered. This was saved for future investment.

5.1.3 Analysis

Strengths

Increase in overnight visitors now account

for 11% of total visits but contribute 44%

to total visitor expenditure and this should

be built on.

Weaknesses

Across all sectors, 37.1% of workers in the

district earn less than the minimum

threshold

17.5% increase in jobs in a low-wage

sector

Qualifications are lower-than-average

Opportunities

Improving connectivity with larger night-

time economies

Improving Stratford- on- Avon’s night time

economy where appropriate

Opportunities to strengthen the tourism

sector by focussing on improving

productivity levels (through investment and

upskilling)

Reopening of the former Stratford to

Honeybourne line

Explore the potential of developing the

cycling leisure sector

Threats

If EU workers were to face the same

immigration controls as non-EEA workers,

at least 75% of jobs would not be able to

be filled by non-UK workers in these

occupations.

5.1.4 Where we would like to be in 2023


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Discover more about Shakespeare’s England @ https://shakespeares-england.co.uk

The local tourism industry is doing a good job at retaining the most valuable tourist

(overnight visitors) but we need to continue to maintain and potentially increase the

proportion of visitors overnight. Improving productivity in the tourism sector –

increasing productivity to the national standard could add as much as £11.6m a year to

the local economy. Improving connectivity with larger night-time economies, such as

Birmingham and Leamington Spa could also provide a healthy supply of workers to the

sector with the potential impact of Brexit on the horizon.


Shakespeare's England is the official destination management organisation for Stratford-

upon-Avon, Warwick, Royal Leamington Spa, Kenilworth and the surrounding towns and

villages. It is a not-for-profit membership organisation supported by the region's key

tourism businesses and local authorities. Its role is to encourage visitors to South

Warwickshire and the surrounding areas and to encourage overnight stays. They are

responsible for the production and implementation of the Destination Management Plan

2015 – 2025.

Stratford-upon-Avon has strong links with China and a new cultural attraction is being

built in Sangweng 14km from Fuzhou, which will celebrate the lives and works of William

Shakespeare, Tang Xianzu and Miguel de Cervantes. Sanweng will feature

reconstructions of some of the hometowns of each artist. Additionally, the Fuzhou

Municipality is gifting SDC a traditional Peony pavilion, which is a typical symbol of the

works of Chinese playwright Tang Xianzu, and this will be positioned in parkland in

Stratford- upon- Avon town. It is hoped that this collaboration will see increased

business and trade links with the Fuzhou region bringing in investment and boosting the

economies of both regions.

As part of the CWLEP Growth Deal, which was specifically made available to support

culture and tourism in light of the Coventry City of Culture and the Birmingham

Commonwealth games, funding has recently been awarded to 4 projects in Warwickshire

two of which are located within Stratford-upon-Avon namely:

• Royal Shakespeare Company (RSC) Costume Workshop redevelopment will be

given £1 million to restore and redevelop its costume workshop, enabling public access

for the first time.

• Henley Street in Stratford-upon-Avon has been awarded £0.462 million to create

a world-class setting at Shakespeare’s Birthplace. There will be a high-quality re-design

of the streetscape to create a safe, welcoming social space. The successful joint bid was

submitted with Shakespeare’s Birthplace Trust. Delivery of hostile mitigation measures

costing £55k will additionally be funded by Warwickshire County Council.

A study into the potential funding of the reopening of the former Stratford to

Honeybourne line is currently being undertaken and is due to be submitted in late

November 2018.



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Discuss with WCC and Network Rail the potential to increase frequency, destinations and

later night time train services ie to Birmingham and London and evening services to

coordinate with RSC performance times.

To increase productivity, growth and wages in the future, it will be important to focus on

increasing jobs that require a greater level of qualification. These types of jobs also pay

more and would give the workforce a better chance of living nearby.

Help workers to move up the value chain and access more employment opportunities

through work progression by increasing support available to people to access in-work

progression opportunities, particularly for employers and residents working in tourism,

retail and other historically lower paying sectors, where technological change will open

up new, higher skilled roles. This will require focus through business support and skills

provision.





5.2 Connectivity


Lack of superfast broadband to business premises is severely impacting the ability of

businesses in Stratford-on-Avon to compete in the global marketplace. Furthermore, the

ability of residents to apply for jobs, undertake training and to enjoy the benefits of

more flexible working is also stifled by the lack of superfast broadband meaning that

Stratford-on-Avon struggles to compete with more urban and better connected areas.

This is a particular concern given the entrepreneurial nature of the local economy and

potentially a missed opportunity given the proximity of the District to Silicon Spa.

5.2.2 Case Study

Silicon Spa

This globally significant gaming cluster is centred in neighbouring Leamington Spa (aka

“Silicon spa”) but stretches out to surrounding areas such as Southam, in Stratford-on-

Avon District. 75% of the digital media companies in the area are gaming companies


5. Sectors

The WMIS recognises the importance of tourism and that the West Midlands is the UK’s fastest

growing region for international visitors – attracting a record 2.3 million overseas visits in

2017, up by nearly 50% over the last six years. Business, conference and exhibition tourism is a

particular strength. The Shakespeare’s England area, which includes Stratford, is one of the

UK’s largest cultural tourism draws, with around 9.3 million people visiting every year.


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Discover more about Silicon Spa @ www.siliconspa.com

compared to the more typical 5-10%. Over 30 studios operating, the cluster employs

10% of the UK total in games development including companies such as Codemasters35.

5.2.3 Analysis

Strengths

Proximity to Silicon spa/Golden

Triangle and potential spin off

Weaknesses

Large rural district

Opportunities

Reductions in congestion by remote

working being possible

Business start- ups/entrepeneurs

Digital and Creative- develop

opportunities to link to and benefit

from ‘Silicon Spa’, and wider business

opportunities that link to other

sectors (automotive, culture, tourism,

future of retail,

Threats

Lack of connectivity will stifle

economic growth and may lead to

loss of businesses to other areas


A greater proportion of the District will have access to superfast broadband.


In March 2018 it was announced that thirteen areas across the UK were set to benefit

from the first wave of funding from the Government’s £190 million Local Full Fibre

Network (LFFN), the Chancellor announced in today’s Spring Statement. Furthermore,

the government’s assignment of £2 million to the Coventry and Warwickshire sub-region

from the Local Full Fibre Network Challenge Fund, will both increase and improve the

fibre connections available to businesses in the area. This will therefore improve the

suitability of the C&W LEP areas to firms looking to expand operations in the Midlands

over the long run.

With the assistance of the Coventry Solihull Warwickshire (CSW) Broadband project, and

commercial rollout, superfast broadband coverage in Stratford-on-Avon moved from

45% in 2013 to 75% in 2016. By the end of Contract 2, Part 1, superfast broadband

coverage is expected to reach 89% of premises in Stratford-on-Avon, leaving the most

challenging locations still to be upgraded. CSW Broadband have attracted over £2m

ERDF funding, which will form part of an overall package of up to £20m additional

superfast broadband rollout throughout the project area. SoADCSDC is also exploring the

possibilities for the provision of wireless technology to ensure that even the more remote

businesses and communities can benefit from superfast broadband.


35 Statistics from http://www.siliconspa.com/

http://www.siliconspa.com/

http://www.siliconspa.com/


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Explore opportunities and actions due to proximity to Silicon Spa.




3. Infrastructure 5. Sectors It acknowledges that there is still a significant variation in superfast broadband, full fibre and gigabit capable broadband coverage. Furthermore it also recognises that our creative sector continues to grow, including important maker clusters and a globally significant concentration of gaming and innovative and immersive content and high-end production, centered on screen media including film, TV and virtual reality (VR) and augmented reality (AR).


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5.3 Infrastructure


In terms of strategic transport connections, the M40 and M42 both cross the District. The

other strategic route is the A46 that crosses the District between Evesham and Warwick

and forms the northern bypass to the town of Stratford-upon-Avon. The A435 affects

Studley, Mappleborough Green, Coughton and Kings Coughton and there is a need for

environmental improvements along the route. The passage of HGVs through this area

causes safety concerns. Studley also has a declared Air Quality Management Area.

Like most historic market towns, Stratford-upon-Avon and key strategic routes across

the District suffer from traffic congestion which causes delays and impedes productivity.

This is due to a combination of the historic street pattern, investment in highway

infrastructure not matching housing growth and poor public transport alternatives.

With the digitalisation of the economy, the demand for electricity is increasing

significantly. Business leaders have raised concern about the adequacy of power supply

across the sub-region and the impact lack of power is having on economic growth. There

is a particular concern locally given the transition of the automotive sector to electric

vehicles, notwithstanding the additional significant demand that electric vehicle charging

points will add to the electricity demand.

5.3.2 Case Study

5.3.3 Analysis

Strengths

Stratford is located centrally within

the Country and close to the

motorway network

Weaknesses

Historic road network and River Avon

provides challenges to efficient

running of highway network.

Predominantly rural district with

challenges to overcome in providing

full broadband coverage.

Opportunities

South Western Relief Road (SWRR)

To encourage the growth of low-

carbon technologies and the

efficient use of resources including

District Heating

Threats

Increasing demands on infrastructure

due to an ageing population

If congestion fails to be sufficiently

tackled this would restrain local

economic growth and encourage

outward migration of business.

A46 Partnership

SoADC is a member of the A46 partnership; a group of local authorities and Local

Enterprise Partnerships along the 70mile stretch of the A46/M69. It has been formed

to promote the importance of this key strategic route and ensure necessary

improvements and upgrades are delivered to ease congestion and support economic

growth. The A46/M69 connects Stratford-upon-Avon town with the M5 at Tewkesbury,

the M40 near Warwick, the M6 near Coventry, the A5 near Nuneaton and the M1 at

Leicester.


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Commence negotiations with WCC, the bus companies and Network Rail to continue to

improve public transport provision.

Continue to make highway improvements to relieve congestion for example ensuring

satisfactory implementation of SWRR to reduce congestion by providing a relief road to

Stratford- upon- Avon and facilitate implementation of Long Marston Airfield housing

development of 3,100 dwellings.

Nominate a political Champion for Energy.


A3400 Birmingham Road Improvements

The A3400 Birmingham Road in Stratford-upon-Avon suffers from congestion.

Warwickshire County Council with support from SoADCSDC has already secured funding

for highway improvements which they are actively pursuing for implementation in the

next 2-3 years.

South West Relief Road (SWRR)

Policy provision made via Core Strategy (Proposal LMA) and planning application

submitted as at September 2018.


Continue to seek improvements and upgrading of the A46 and involvement in

Partnership.

Reduce congestion on the A435.

Ensure satisfactory implementation of SWRR to reduce congestion by providing a

relief road to Stratford- upon- Avon and facilitate implementation of Long Marston

Airfield housing development of 3,100 dwellings.

Seek improvements to rail services to/from Stratford-upon-Avon for example to

London and increasing evening services and linking in with RSC performance

times.

Encourage improvements in bus provision

Encourage car sharing, ‘walking buses’ etc

Continue to encourage staggering of employment work hours of large employers.





3. Infrastructure

The importance of an efficient infrastructure system is recognised in the WMIS. It

acknowledges that we are a well-connected region. But it recognises that there is an

overreliance on the road network compared to other modes of transport, which results in poor

air quality and costly congestion.


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6. Aim 3: Good jobs and greater earning

power

Stratford-on-Avon District is in the top 15 of all local authorities in terms of the level of

disposable household income. The percentage of the population with a NVQ level 4 or

above is higher than Warwickshire, the WMCA and England. The District has a low

unemployment rate and a higher than national average median full-time hourly wage.

These are all strengths that SoADCSDC wants to maintain. However, at the same time

there is an imbalance in the economy between skills of the employees and the jobs on

offer. For example businesses in rural areas are also less likely to provide vocational

training, including NVQs and apprenticeships, than businesses in urban areas. This

strategy seeks to increase the number of higher value jobs and therefore improve the

earning power.

6.1 Retail and Town Centres


Like the rest of the UK, Stratford-on-Avon’s high streets are facing an uncertain future

with strong competition from internet retailers. Whilst Stratford-upon-Avon town may

fare better than others given the influx of tourists, the type of shops and the nature of

shopping is undoubtedly changing. High streets and town centres also play an important

role in maintaining vibrant communities; empty shops can lead to a spiral of decline.

The Retail trade sector employs the second largest proportion of Stratford’s workforce.

Half of those are employed in ‘Non-specialised stores with food and beverages’, which

will predominantly serve the tourism industry. Due to demand from the tourism industry,

Stratford has the largest proportion of jobs in low-paid sectors in Warwickshire. This is

down to the retail and accommodation sectors typically paying below average wages.

Retail sector employs around 5,100 people - approx 11% less than the national average.

Average earnings are approx £1,600 less than the national average for this sector.

Since 2009 employment has increased by 17.6% compared to a 2.4% fall nationwide.

The latest growth figures show employment has increased by 14.9% last year (average

sector 2.9% and retail sector nationwide is -1.6%).

It is recognised that the nature of High Streets are changing and embracing a wider

range of uses such as residential and leisure uses. It is important that uses continue to

contribute to the vibrancy and relevance of Town and local centres as a community and

in some cases visitor resource.

There is a danger that firms risk being left behind unless they have the skills to take

advantage of technology to remain competitive and responsive to their customers.

6.1.2 Case Study

Bell Court, Stratford upon Avon

Stratford-upon-Avon’ exciting new £30million Bell Court development provides a new hub in

the heart of the Town Centre offering a boutique cinema, restaurants and shops.


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6.1.3 Analysis

Strengths

Vibrant Stratford upon Avon Town

centres

Visitors contribute to this vibrancy

The Retail trade sector employs the

second largest proportion of

Stratford’s workforce

Main rural Centres are important in a

large District to serve local

communities

Weaknesses

Stratford has the largest proportion

of jobs in low-paid sectors in

Warwickshire

retail and accommodation sectors

typically paying below average

wages

Opportunities

Visitors contribute to this vibrancy,.

d ue to draw of Shakespeare

connections. Could suppose this will

continue as Town famous for

Shakespeare and this is a constant

Stronger tourist offer and increasing

overnight stays

Threats

uncertain future with strong

competition from internet retailers

Out of town centres create

competition for retail uses normally

found in Town Centres

Declining commercial activity in

some Main rural centres

6.1.4 Where we would like to be

Continue to maintain vibrant Town and Local Centres with an appropriate balance of

uses continuing to cater for needs of residents and tourists where appropriate.

To ensure the Town and local centres remain attractive even when there are vacant units

and construction works underway.


Emerging Stratford Gateway masterplan

Stratford- upon-Avon Neighbourhood Development Plan uA NDP

Refurbishment of Bards Walk in Stratford-upon-Avon planned completed and mostly

occupied.

Continued promotion of markets including farmers, including, for example, Crafts and

Christmas markets.

Town and local centre events encourage retail activity such as Shakespeare celebrations,

River Festival, Stratford- upon- Avon Food festival Shipston Wool Fayre, Alcester Food

and Folk festivals etc


1. Stratford –upon-Avon Town centre health check to closely monitor the types of uses

that are being lost. Also monitor retail uses in other local centres.

2. Depending on survey outcomes consider Policy in Core Strategy Review to deal with

balance of Town Centre uses.


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3. Depending on survey outcomes consider introducing mechanism to bring into use

vacant shops with:

temporary uses

renting out at reduced rate to start-up companies to advertise their products

renting out at reduced rate to start-up companies to test out their products in the

market or in the interim design an exciting/vibrant 2D display which must be

displayed in all vacant shops?

4. Appoint Town Centre Manager/champion for Stratford-upon-Avon to, for example, do

more networking with retailers.

5. Produce town centre business plan complete with timelines, capital and revenue costs

and benefits.

6. Progress Stratford Gateway masterplan



6.2 Skills


The proportion of residents qualified to NVQ4+ has been rising in both Coventry and

Warwickshire over the period from 2013 to 2017, in keeping with a national increase.

The proportion of residents qualified to NVQ4+ is higher in Warwickshire (40.4% in

2017) than in Coventry (34.7% in 2017). Warwickshire has a higher proportion of well

qualified residents than the UK, but Coventry has a lower proportion than nationally.

There is a miss-match between supply and demand of skills in the area. In the 2017

Quarterly Economic Survey, 1 in 3 businesses reported a skills shortage as their biggest

barrier to growth. Matching the skills demanded by businesses with those supplied by

schools should reduce unemployment, out-commuting and business death rates. Now,

more than ever, we require the efficient use of labour to promote improvements in

competition and productivity.

Over a quarter of Warwickshire’s 16-24 working population works in Stratford District,

yet they have the highest employment rate for this demographic – 74.8% of 16-24 year

olds are in employment. Also, 70% of 16-19 year olds are in part-time employment.

There is evidence to suggest the high uptake in 16-24 year olds is to service the tourism

and retail industries. This temporary employment can be problematic for employers in

these sectors.


5 Sectors

CWLEP and SDC have responded to the consultation on the Strategy that it currently does not

contain enough detail regarding the future of High Streets/Town centres and Retail as a sector.


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The increase in the middle skill category has been driven by the increase in those

employed with level 3 qualifications. The rise in this skill level means that the average

resident is now more skilled than in 2010. The skills shortages in business are recognised

as a major barrier to growth, despite the high level of NVQ4+ qualifications in the

District

There are likely to be local economic opportunities arising from the need to

develop/broaden the housebuilding skills/construction base: e.g. developing new

technologies associated with modular construction; climate change mitigation and

resilience measures and decarbonisation measures

6.2.2 Case Study

6.2.3 Analysis

Strengths

Residents trained to NVQ4+ rising

Weaknesses

Mismatch between supply and

demand for skills

Opportunities

Training opportunities and

apprenticeships including those in

housebuilding skills/construction.

Working with Warwick University by

creating wider opportunities for the

talented graduates to remain in

Warwickshire and build their careers

here

Threats

Temporary employment can be

problematic for employers in

tourism and retail sectors.


Encourage more apprenticeships in tourism and retail industry or management training

schemes such as that implemented by Marks and Spencer.

Facilitate better liaison between business and 6th Form Schools and colleges

Support more apprenticeships in rural areas, for example, in food and farming and by

helping small tourism businesses to provide more high quality apprenticeships.

Skills 4 Growth programme

Funded by ESF and WCC, is aimed at training underqualified workers in Advanced

Manufacturing, Engineering and Service Sector industries (key sectors for Stratford-

on-Avon).


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https://www.warwickshire.gov.uk/growingyourbusiness

Greater encouragement and recognition of value of transferable skills.

Adaptable/flexible/transferable skills set is needed (ie life skills) including

communication.


There is numerous research to suggest apprenticeships and skills programmes increase

the future income of young people and also reduce the cost to society. With Stratford-

on-Avon benefitting from an increase in businesses who employ high-skilled labour,

helping improve the relationships between schools and businesses could allow Stratford-

on-Avon District to capitalise on a flow of better qualified and better specialised

workforce. Warwickshire County Council works in conjunction with businesses and

schools to address skills shortages. 12 Schools in Stratford-on-Avon have received a

total of approximately £250,000 from numerous grants to help create sustainable

partnerships with local businesses. The project aims to enable young people to gain skills

and attributes employers require.

T Levels will start to be introduced from 2022 with the aim of being seen as the

equivalent of A Levels for technical, vocational qualifications. This is an important

development for both young people, educational institutions and businesses.

The University of Warwick is helping to address skills shortages through their degree

apprenticeships programme, including the £10m Degree Apprenticeships Centre focused

on high value manufacturing and due to open in 2019. The challenge is in connecting

skilled people with opportunities in business and in making it easier for business to find

the right route into HE and FE. The Collaborate to Train programme supported through

the European Social Fund brings a range of educational partners (Warwickshire College

Group, the University of Warwick, City College Coventry, North Warwickshire and South

Leicestershire College, Coventry University Social Enterprise, Coventry City Council,

Warwickshire County Council and Henley College) together to combine recruitment and

training expertise across the Coventry and Warwickshire LEP area. The programme aims

to engage over 250 small businesses over a three year period and improve access to

new talent whilst providing high quality, effective education and training services in a

more collaborative, business-led way. There is more that can be done in this area,

however, to create wider opportunities for the talented graduates from the University to

remain in Warwickshire and build their careers here.

Skills for Employment – is a Warwickshire employability charter whereby more than a

hundred Warwickshire organisations have been awarded the charter for their

commitment to develop the employability skills of young people. Commitment confirms

the organisation will participate one or more of the employability activities listed in the

charter document which is signed by the leader of Warwickshire County Council and can

be downloaded by organisations for display or other purposes. Organisations also receive

a Charter mark for use in stationery and publicity as they wish.

Skills base

The low-wage sector is functioning to serve increases in tourism and consumption,

whereas the high-skilled sectors are improving Stratford-on-Avon’s productivity and



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standard of living. In combination they work to provide a sustainable economic growth

model. Notwithstanding this, there is a high level of entrepreneurial activity in Stratford-

on-Avon. Seeking to capitalise on this and in conjunction with the Skills 4 Growth

programme, funded by ESF and WCC, this project is aimed at training underqualified

workers in Advanced Manufacturing, Engineering and Service Sector industries (key

sectors for Stratford-on-Avon).


Continue to hold discussions with businesses and education providers regarding the

possibility of requirements and future potential such as providing work experience and

apprenticeship schemes etc. Investigate use of local labour deals in S106 and

encouraging apprenticeship schemes.


Objective 8: To address skills shortages.

Objective 9: Service sector employment and the young

6.3 Incomes and Jobs


In 2017 GVA per head, a proxy for economic wellbeing, stood at £32,578. This rose to

£35,009 in 2018 GVA per head (£). Stratford-on-Avon has consistently outperformed

county, regional and national averages since 2004 but the gap between the district and

the national average has increased significantly since 2009. During the recession, the

GVA per head gap was just 1%, this has increased to 25% in just 7 years. Stratford

District now has a GVA per head figure that is in the top 10% of all local authorities

across the UK, and behind only 25 places outside of London. This reinforces the belief

that Stratford-on-Avon has a relatively good standard of living.

In Stratford-upon-Avon district the number of jobs exceeds the resident population and

national average which means there is higher in-commuting into Stratford-upon-Avon for

employment. The significant rise in workplace wages, over and above resident wages,

reflects the short supply of workers in the district. Since 2010, the average qualification

level of a Stratford-on-Avon worker has fallen, yet workplace wages have increased

twice the national average. The falling working-age population, low unemployment rates


1. People, Skills and Employment

The WMIS acknowledges the variances in skills across the region and the importance of

education and matching skills with jobs.



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and significant job growth suggests the UK-wide skills shortage is more prominent

locally.36

Stratford-on-Avon employs the highest number of people in LEP key priority sectors

(41%), but they also have the largest proportion of the working population in low-paid

sectors (34%). The social implications of this are also of concern as low pay can have a

wide ranging adverse impacts for example on health and the perpetuation of poverty.

The number employed in low-paid sectors is high, and so is the number of job listings.

This suggests demand in these sectors is growing. An increase in demand could be

explained by the fast growth in hospitality and food preparation sectors. However, the

resultant effect is that there is a ‘hollowing out’ of the middle-skilled population who find

themselves under- or overqualified for the majority of jobs. These workers will need to

commute to other areas to find jobs, reflected in the low self-containment in the region.

Whilst SoADCSDC does not want to stifle growth in particular sectors, it is keen to

ensure a better balance of jobs across all pay sectors and reverse the declining trend for

middle-skilled workers.

Projects to accommodate future population growth and economic development will

create potential demand for new jobs and businesses, which translates into demand for

floorspace.

House prices in the last four years have increased 20% in the district and house prices

for first-time buyers are £100,000 above the national average, making it difficult to

attract the ‘magic demographic’ age group at the start of their business careers. The

cheapest 10% of homes in the area has increased by £58,000 to £226,995 in the last

year, the highest in Warwickshire. The speed at which average house prices are rising

means it is only those who have been in the workforce a number of years who are able

to purchase property in the region. The impact on businesses is that they may struggle

to recruit workers which may impede economic growth.

Housing affordability is a complex issue and not one that can be addressed by the

planning system alone. The traditional approach to control it has been on the basis if

more houses are made available, prices will stabilise and, with inflation, gradually

become more affordable.

There are also concerns around lower opportunities for social mobility and those on

borderline incomes. This includes, for example, single parents returning to work and

facing substantial childcare fees resulting in worklessness being the more viable option

than working. This is obviously a very unfortunate and unintended outcome for all

especially, for example, meaning that those who have invested in higher level education

cannot fully utilise their skills.

6.3.2 Case Study

36


Jobs in automotive industry in the Region

There are several internationally renowned companies based in the region including Jaguar Land

Rover, BMW, General Electric, and Aston Martin Lagonda; together with a high concentration of

jobs in these sectors (34,000 people in Coventry & Warwickshire are employed in Advanced

Manufacturing); and higher recent growth rates than the UK as a whole.


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6.3.3 Analysis

Strengths

Attractive District for investment

GVA per head is strong

Low unemployment rates

Weaknesses

Housing affordability

Large number of jobs in low paid

sectors

Lack of jobs in middle-skilled jobs

Low unemployment rates mean less

spare capacity in the labour force

Opportunities

Explore potential for identification

of further land for employment

purposes through the Review of the

Core Strategy

Examine the issue of worklessness

and the cost of childcare fees and

explore ways to address this

Threats

Demographic imbalance- ageing

District

Recruitment of suitable workers


Continue to encourage positive growth in low and middle skilled occupations and

continue the emphasis on up skilling the workforce. By proactively tackling the obstacles

facing the local labour market, the economy can continue to expand at a faster-than-

average rate.

The key to addressing housing affordability may not be to flood the housing market. The

objective could be to have policies that mitigate the artificial inflation of asset prices,

ensure that supply is not restricted from responding to genuine demand and that enable

home buyers, through their own efforts, to make more rapid progress to being able to

enter the market.


Stratford on Avon District enjoys low unemployment rate (3.2%); a 77.7% employment

rate; has 45.4% residents have NVQ level 4 qualifications or above and has a high GVA

per head.


Identification of further land for employment purposes.

Facilitate better liaison between business and 6th Form Schools and colleges.

Support more apprenticeships in rural areas, for example, in food and farming and by

helping small tourism businesses to provide more high quality apprenticeships.





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7. Delivering the Strategy and Action Plan

7.1 Action Plan

The action plan below sets out the actions that SoADCSDC will undertake in order to

deliver the objectives and achieve the aim of this strategy ‘to help facilitate increased

economic growth in the District by 2023’.

The role of SoADCSDC is primarily as an enabler to help facilitate economic growth (i.e.

indirect involvement). It is considered that SoADCSDC has four roles to play to deliver

growth:

Infrastructure and transformation

Business engagement – Key Account Management

Business support – in house and commissioned

Strategic Review - actions

Notwithstanding this, SoADCSDC is keen to explore ways in which it can itself invest in

the District (i.e. direct involvement). As such, a fifth role has been identified:

Commercialisation – partnerships, companies and joint ventures

7.2 Achieving the Vision and Aims

SoADCSDC recognises that it cannot achieve its vision and aims without working with its

partners at the local, and sub-regional and regional levels as described in Chapter 13

above.

The ultimate test of whether this strategy has been successful is not whether the

individual actions and objectives have been accomplished but whether the overall aim

itself has achieved. The purpose of this strategy is to add value over the short term; to

create additionalities that may not otherwise have been achieved – otherwise why

prepare a strategy. In order to know whether the strategy has been a success, it is

necessary to forecast the likely size of the economy in 2023 (the end date of this

strategy). These forecasts will also need to be benchmarked against other areas in order

How does this fit with the West Midlands emerging Industrial Strategy? 1. People, Skills and Emplyment 4. Business Environment The WMIS recognises that too many of our communities don’t enjoy the access to jobs, skills and support for enterprise that they should, and face entrenched structural issues creating a confluence of poor economic, social and health outcomes. One of its aims is to explore opportunities to accelerate the use of data and innovative processes and products in the construction industry – enhancing process innovation via modern methods of construction, building information modelling and modular build. Incorporating innovation in houses as they are being built, working with housing associations and other providers.


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to check their validity (i.e. the strategy may have worked but the forecast may have

been wrong).

There are a number of key players that operate in Stratford-on-Avon District that by

virtue of their role or size of their business operations will be instrumental in helping to

achieving the aim of this strategy.

7.3 Role of Stratford-on-Avon District Council

SoADCSDC provides a range of statutory and discretionary services to residents and

businesses with our service delivery tested with reference to frequent consultation via

various stakeholder consultations and our citizen’s panels. SoADCSDC has a vital role to

play as an enabler in initiatives rather than providing direct funding. Despite further

reductions in central Government grant and greater reliance on the ability to raise funds

locally via the devolution of business rates, there is strong support for further spending

with 55% of residents identifying it as the second highest priority37. In terms of the role

that SoADCSDC plays, services include:

Supporting businesses and economic development including co-ordinating cultural

events

Co-ordination of infrastructure provision including through the Community

Infrastructure Levy (CIL)

Setting and administering the framework for development, including allocating

land for development through its Core Strategy and local plans

Ensuring that the right type and tenure of housing is delivered via the Housing

Strategy and Affordable Housing Enabling Programme

SoADCSDC is already progressing a number of projects with partners to assist economic

growth. This strategy not only seeks to co-ordinate those efforts but ultimately to build

on those successes.

Business Survey 2018

As part of its current Corporate Strategy, one of the District Council’s key objectives is to

support a ‘flourishing local economy’. To help shape and support this, the Council

conducts a biennial Business Survey so that it can better understand the state of

business in the District and the needs of the business community.

This survey was used to obtain the views of business to influence, shape and inform the

development and delivery of current and future plans and strategies, especially this

Strategy. The survey asked how can the area can be improved to assist business and the

economy and the results were as follows:

2011 % 2013 % 2016 % 2018 %

Reduce business rates & other

charges

81 79 68

49

Improve the road network 29 27 43 42

Improve broadband connections 28 42 43 41

More available parking spaces - - - 37

Improve public transport 34 27 31 29

37 Citizens Panel - Jan/Feb 2018


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Reduce parking charges - - 37 27

Provide more business support &

advice

- - 13

22

Improve local environment 22 17 13 11

Provide more housing 18 18 12 11

Provide more employment land 11 10 11 11

Improve training & skills 15 12 10 10

Provide more business advice 14 9 8 7

Other 14 15 9 8

Base: (901) (852) (856) (797)

Coventry and Warwickshire Employment Land and Market Signals Study

The Coventry and Warwickshire local authorities and the LEP, have commissioned

consultants to undertake an Employment Land and Market Signals Study for the sub-

region to assess the current and likely future demands of businesses for employment

land and understand how the current and anticipated future supply of employment land

meets the needs of the market in terms of quality and affordability. The findings will be

used to inform plan and policy-making to assist with the delivery of adopted and

emerging plans as well as assist with the determination of planning applications.

West Midlands Major Investment Sites Study

In September 2015 the West Midlands Strategic Sites Study was prepared to consider

the legacy of major regional inward investment sites in the West Midlands. The study

looked at various sectors and typologies of different large sites for different employment

purposes, including office, industrial and distribution and found that the regional

provision still fell short of likely requirements. In light of this, the three West Midlands

Local Enterprise Partnerships (LEPs), namely Coventry and Warwickshire, Greater

Birmingham and Solihull, and the Black Country along with Staffordshire County Council

are commissioning further work to identify current requirements and the broad locations

for the large sites suitable for inward investment.

7.4 Key Players: Local

Town and Parish Councils

Town and Parish Councils work towards improving community well-being and providing

better services. Their activities fall into three main categories: representing the local

community; delivering services to meet local needs; striving to improve quality of life

and community well-being.

Town and Parish Councils also have a key role to play in local Neighbourhood planning.

They have now been empowered to prepare Neighbourhood Development Plans for their

local area. SoADCSDC fully supports this tier of grassroots planning. Subject to their

being consistent with the strategic principles set in the Core Strategy, Neighbourhood

Development Plans enable local communities to identify further development

opportunities to meet their own particular local challenges.

Stratford-upon-Avon Town Trust


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The Town Trusts awards almost £2million each year to support charities, organisations,

projects, events, groups, clubs, schools and individuals across Stratford-upon-Avon. Its

mission is to enhance the quality of life of the people living in Stratford-upon-Avon and

contributes to making Stratford on Avon an attractive place to live. Although focussed on

supporting residents it does support projects which enhance the appearance and

facilities offered in the Town which have wider benefits.

Stratforward

On April 2nd 2009, the Stratforward Business Improvement District was given the go-

ahead by local businesses. Stratforward is charged with delivering a comprehensive

marketing strategy; to increase and develop events and festivals; operating the Town

Host programme; the introduction of new street entertainment, as well as offering a

range of business support initiatives. Stratforward has a five year minimum project life

span and collects and manages a budget, in excess of £1.75million. This is used to

achieve the company’s key objective: Bring more people into Stratford town centre,

make them stay longer, spend more and leave happy. Stratforward have been

reappointed for a further five years.

7.5 Key Players: Sub-regional

Coventry and Warwickshire Local Enterprise Partnership

SoADCSDC is a member of the Coventry and Warwickshire Local Enterprise Partnership

(LEP); an alliance of private and public sector organisations working towards a common,

shared purpose to grow the local economy, attract new jobs and investment, and

increase prosperity.

Published in March 2014 and updated in 2016, the Strategic Economic Plan (SEP)

presents CWLEP’s vision for the sub-region as a recognised global hub in the advanced

manufacturing and engineering (and associated) sectors, with business and research

links across the world. The LEP economic strategy is based on five strategic pillars to

focus investment around clear priorities, including:

1. Unlocking our growth potential

Ensuring the availability of appropriate employment sites to allow existing

businesses to grow and to attract inward investment

2. Advanced Manufacturing and Engineering

Coventry and Warwickshire will be globally regarded as a centre of excellence

with a strong and innovative business and R&D base and highly skilled flexible

workforce

3. Growing our SMEs

Building on the work of Coventry and Warwickshire Growth Hub to enable

business development through providing information, diagnostics, and brokerage

services and ensuring a strong support infrastructure is in place to address

barriers to business growth

4. Growing our talent

Enhancing the productivity and competitiveness of our wider base and increasing

employment opportunities by supporting the development of new business start

ups, increasing business resilience and improving the skills levels of residents.

5. Culture and Tourism


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Discover more about the Coventry and Warwickshire LEP @ www.cwlep.com/about

Discover more about Warwickshire County Council @ www.warwickshire.gov.uk

An essential element of Shakespeare’s England and the wider Coventry and

Warwickshire economy.

Improvements to the local tourism infrastructure will help to grow the sector.

Warwickshire County Council

Warwickshire County Council provide ‘upper tier’ public servcies for Stratford-on-Avon

District including highways, public transport and social care. Through their Economic and

Inward Investment Team they also provide economic development support to businesses

as well as business insight and intelligence. They have also produced a document

entitled Public Health Evidence for Planning and Developers. This document recognises

how health impacts on economic development in a number of ways for example,

• Poor mental health and wellbeing can lead to lower resilience, higher rates of

absenteeism and lower productivity;

• If people are physically unwell they may be unable to work and an ill workforce

could result in low productivity or stunt economic growth

It is important that for a strong economy health and wellbeing are addressed and that ill

mental and physical health are prevented where possible.

Coventry and Warwickshire Chamber of Commerce

The Chamber network represents 75,000 businesses and 6 million employees and

provides access to a range of money-saving services, effective business support and,

networking opportunities to raise the profile of individual companies and start bringing in

the business. It plays a key role in bridging the gap between educators and business by

highlighting the skills employers need and influencing education policy to ensure they’re

delivered effectively. The South Warwickshire branch committee meets every quarter to

examine issues affecting businesses in Stratford on Avon, and Alcester, with a satellite

office in Shipston on Stour. It maintains close collaboration with businesses and local

stakeholders, including the Local Enterprise Partnership (LEP), MP, Nadhim Zahawi and

other business groups, means our voice is heard on the issues that matter.

Federation of Small Businesses(FSB)

FSB is the UK’s leading business organisation in terms of promoting the interests of the

self-employed and those who run their own business across Stratford- on- Avon District

and the local surrounding areas.

http://www.cwlep.com/about

http://www.warwickshire.gov.uk/


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Discover more about Midlands Connect and its Transport Strategy @

www.midlandsconnect.uk

Discover more about the Midlands Engine @ www.midlandsengine.org.uk

Discover more about the WMCA and the SEP @ www.wmca.org.uk

Discover more about FSB @ https://www.fsb.org.uk/ Tel no 0808 20 20 888

7.7 Key Players: Regional

West Midlands Combined Authority

SoADCSDC is a non-constituent member of the West Midlands Combined Authority

(WMCA); a partnership of 18 local authorities and four Local Enterprise Partnerships

(LEPs), with an elected Mayor, working together to utilise devolved powers to

collaboratively deliver on a range of projects to achieve its vision for a more prosperous

West Midlands. The WMCA has also prepared a Strategic Economic Plan (SEP) to set out

how it will invest £8bn in its 30 year investment programme.

Midlands Engine

Sitting at the heart of the UK economy from Lincolnshire to Shropshire, the east and

west midlands together form the Midlands Engine home to over 10 million people and

800,000 large and small businesses. It is a coalition of Councils, Combined Authorities,

Local Enterprise Partnerships (LEP), Universities and businesses across the region,

actively working with Government to build a collective identity, to enable us to present

the Midlands as a competitive and compelling offer that is attractive at home and

overseas.

Midlands Connect

Midlands Connect is a partnership of 23 Local Authorities, nine Local Enterprise

Partnerships, the Chambers of Commerce, Highways England, HS2 Ltd, Network Rail,

and the Department for Transport tasked to deliver the enhanced connectivity required

to power the Midlands Engine as a hub of the national transport network; driving

economic growth, trade and productivity.

7.7 Monitoring and Review

The Action Plan will be monitored annually in order to track progress of the actions

against each objective. A simple red-amber-green (RAG) assessment will be used:

http://www.midlandsconnect.uk/

http://www.midlandsengine.org.uk/

http://www.wmca.org.uk/



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Red – action has not been commencedachieved and/or high risk of action not

being achieved

Amber – progress is being made towards achieving the action

Green – action has been achieved

Monitoring will also provide the opportunity, if necessary to review specific objectives

and actions as well as, if appropriate, include new objectives and actions. The strategy

as a whole will be reviewed by 2023 and if required an amendeda further strategy will be

put in place for the subsequent 5 years. There will therefore be an annual review of the

action plan and a five year review of the Strategy.


Aim 1: The best place to start and grow a business

Objective

(What)

Action/Priority

(How)

Purpose

(Why)

Actor

(Who)

Funding Target

(When)

Success Measure

(Outcome)

Risk WMCA ‘Pillars’

Progress

1. To address polarisation of the workforce

Identify middle-skilled jobs and how they fit with the economic profile of the District

To re-balance the jobs market SoADCSDC

WCC

CWLEP

n/a July 2019 Better understanding of what types of jobs can be provided to achieve desired outcome

High 2.Advanced Manufacturing and Engineering 4.Growing our talent


Explore the potential for wireless provision with third party suppliers

Providing wired broadband in rural areas is expensive – more cost effective alternatives should be explored to ensure maximum coverage of superfast broadband.

SoADCSDC

WCC

Broadband suppliers- BT, Sky etc

Coventry Solihull Warwickshire (CSW) Broadband project

Government

CWLEP

? ongoing % of dwellings with access to superfast broadband

Funding

Technical/ rural district

1.Unlocking our growth potential 3.Growing our SME


Investigate provision of loans or grant-funding

To assist businesses with moving to next stage of growth

SoADCSDC

CWLEP

WCC

Additional budgets required

2019 Increase in number of existing businesses growing

Businesses fail despite cash injection.

3.Growing our SME

12. Encourage business

growth in new sectors- growing high quality, high value jobs within growing sectors of the future

To consider establishment of a joint

working party with Warwick University to explore and define new opportunities

To ensure potential for innovation and growth is maximised

Warwick University/ SDC

WCC

SDC

n/a ongoing Partnership formed

Retention of graduates in

District

low 1.Unlocking our growth

potential

12. Encourage business growth in new sectors- growing high quality, high value jobs within growing sectors of the future

To explore the possibility of joint working with tourism organisations to articulate plans and marketing for the global brand of Shakespeare

To ensure ‘joined up thinking’ takes place to concentrate efforts to attract inward overseas investment and foster good relations

SDC

WCC

RCS

Birthplace Trust

Stratfordward

The School Room

Stratford Town Trust

Groth Hub

TBC ongoing Terms of reference prepared

Group meeting regularly

Branding agreed

low 1.Unlocking our growth potential

Inception meeting held and TOR being prepared


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Aim 2: Prosperous communities

Objective

(What)

Action/Priority

(How)

Purpose

(Why)

Actor

(Who)

Funding Target

(When)

Success Measure

(Outcome)

Risk WMCA

‘Pillars’

Progress


Undertake annual shopfront surveys of Stratford-upon-Avon and the 8 Main Rural Centres

Create a comprehensive record of high street retail activity enabling trend analysis

SoADCSDC Existing resources within the Policy Team

July/August

(annual)

Shopfront survey for SUA and each MRC compiled annually

Minimal. Dependent upon staffing resources but not considered overly onerous.

5.Culture and Tourism

Annual surveys underway


Explore potential for business rate relief

To reduce the overheads for retailers SoADCSDC


2019 Reduction in retail closures measured against trend

Relief may be insufficient to prevent losses

3.Growing our SME


Town centre health check to closely monitor the types of uses that are being lost. Also monitor retail uses in other local centres.

Consider Policy in CS Review to deal with loss of A1 uses if necessary

To understand and quantify changes in uses in TC and monitor health of TC and other local centres.


Annually Identifying trends on which to base future policy

None identified 5.Culture and Tourism


Appoint Town Centre Manager/champion

To Champion the TC Policy TC 1 of SADC NDP Improving the perception and image of

the town;

• Improving the visitor experience;

•Supporting independent businesses;

•Liaising with established retailers to encourage the desired mix of retailers;

• Further developing a markets policy to

include an entrepreneurs’ market;

• Advocacy and administration of parking and traffic policies;

• Improving the pedestrian and cyclist experience in accordance with Policy CLW5 and TC Project 5;

• Shopmobility;

• Building on the recognised contribution that creative industries make to the town’s prosperity; and

• Enhancing the overall appearance of the town and public realm including pedestrian and vehicle signage

SoADCSDC

Stratford Town Council

TBC 2019 Town Centre Manager/champion appointed

None identified 5.Culture and Tourism


SDC to bid for funds for Town Centres at National and Regional levels, such as from WMCA pilot study

To understand how town centres can evolve to stay relevant to residents needs in the future and increase prosperity and well being

SDC

WMCA

CWLEP

MCHLG

tbc ongoing The implementation of pilot schemes to create successful Town Centres for future needs from which lessons can be learnt for the future of other Town Centres

funding 1.Unlocking our growth potential


Seek improvements and upgrading of the A46

To provide improved journey times on the strategic road network

SoADCSDC

WCC

Developers

Government

Private sector

CIL

ongoing Decrease in congestion funding 1.Unlocking our growth potential

5. To address highway congestion and transport

Reduce congestion on the A435

To provide improved journey times, reduce congestion and improve the environmental quality of Studley and Mappleborough Green

SoADCSDC

WCC

CIL

Private sector

ongoing Decrease in congestion High 1.Unlocking our growth potential


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infrastructure


Facilitate/ support implementation of SWRR

To contribute to reducing congestion by providing a relief road to Stratford- upon- Avon and serve LMA facilitating delivery of 3,100 dwellings

SoADCSDC

LMA

CIL

Private sector

2022? Decrease in congestion and construction of 3100 at LMA

Medium


Planning application submitted


Seek improvements to rail services to/from Stratford-upon-Avon

such as increasing frequency and later night time train services

To provide viable alternatives to the private car and improved connectivity to London, Birmingham and Birmingham International Airport

SoADCSDC

WCC

West Midlands Trains

Chiltern Railways

Network Rail

Midlands Connect

CIL

Private sector

Network Rail

Improvements in service i.e. journey times and frequency

High 1.Unlocking our growth potential


Seek improvements in bus provisionDiscuss with WCC about bus provision to see what action SDC can take

To provide viable alternatives to the private car

WCC

SoADCSDC

Bus companies

Bus companies

ongoing Less use of private car Medium

Viability issues



To lobby and liaise with the energy sector on behalf of businesses

To ensure that power supplies do not hinder economic growth

SoADCSDC

WCC

n/a July 2019 Positive feedback from businesses RE power supplies

Risks for SoADCSDC RE action are low. Risks of failing to achieve tangible outcome high given complexity of the issue



To encourage the growth of low-carbon

technologies and the efficient use of resources.

To ensure future energy resilience

SoADCSDC

WCC

Energy sector

National Grid

Aact on energy Wwarwickshire

Central Gov’t?

Private sector

ongoing Improvements in air quality

Improvements in health

Viability arguments

1.Unlocking our growth

potential


Establishment of a political Champion for Energy

To ensure awareness of issues is maintained and encouraged in developments at an early stage rather than expensive and prohibitive retrofitting

SoADCSDC Existing resources in SoADCSDC

ongoing Increase in low-carbon technology schemes

None identified 1.Unlocking our growth potential


Investigate the possibility of setting up a company to provide an income stream from the District Heating network

To profit from use of low energy technology

To show commitment to saving energy and innovative DC

SoADCSDC

C&RT

Private sector

Depends on outcome of feasibility study

ongoing To profit from use of low energy technology to enable other schemes to be initiated

Skilling 1.Unlocking our growth potential

Canal Quarter District Heating Feasibility study already underway


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Aim 3: Good jobs and greater earning power

Objective

(What)

Action/Priority

(How)

Purpose

(Why)

Actor

(Who)

Funding Target

(When)

Success Measure

(Outcome)

Risk WMCA

‘Pillars’

Progress


Ensure that the Core Strategy housing requirements are met

Increasing housing supply should temper house price increases38

SoADCSDC

Private Housebuilders

Housing Associations

n/a 31 August

(annual)

Target achieved (see AMR) Medium – SoADCSDC has achieved record levels of housing in recent years but delivery is

dependent on private housebuilders



Encouraging more churn in the housing market for example explore feasibility of financial incentives for residents to downsize

To contribute to housing supply and efficiencies in housing market

SoADCSDC n/a 2020 Smaller homes becoming available and young people more able to obtain local housing

High-controversial



Ensure that 35% affordable housing is achieved on eligible sites To provide homes that those on lower incomes can afford to buy and/or rent

To provide homes that those on lower incomes can afford to buy and rent

Increasing the supply of affordable homes could, for example, provide accommodation for young people to enable them to live and work within the District, decreasing commuting costs and providing resilience in the future labour market.

SoADCSDC

Private Housebuilders

Housing Associations

Most affordable homes are nil-grant funded

31 August

(annual)

Target achieved

(see AMR)

Medium – SoADCSDC has achieved record levels of housing in recent years but delivery is dependent on private housebuilders



Investigate introduction of a dispute resolution mechanism for section 106 agreements

Carry out a strategic housing market assessment

To speed up finalisation of S106 agreements and hence planning process To better inform decisions about optimum housing mix and tenure and ensure a proper balance between employment and housing is

maintained

SoADCSDC sub regional HMA

? ongoing section 106 agreement speeded up Up to date Strategic Housing Market Assessment

Legal issues

Low but potentially long term



AUTOMOTIVE

To carry out research to understand labour market risks in order to take action to future-proof the workforce.

To increase resilience in labour market and maintain high employment rates

SoADCSDC

CWLEP


ongoing Low unemployment rate High number of jobs involved and supply chains



AUTOMOTIVE

Continue discussions with industry leaders to understand issues and ascertain where SoADCSDC can assist

To ensure SoADCSDC is kept abreast of issues so that it remains an effective partner


ongoing Resolution of issues External influences

3.Growing our SME


Facilitate better liaison between business and 6th Form Schools and colleges

To ensure that young people have the skills to match the jobs

SoADCSDC

WCC

CWLEP

Education Institutions

Businesses

? July 2019 Improved results in the Economic Survey in respect of skill shortage (currently 1 in 3)

Low- build on work already being undertaken



SDC to investigate helping to facilitate educative awareness sessions or workshops regarding digital skills and what technology

To ensure that the opportunities that new technology offers is embraced for greater efficiencies and competitiveness

SDC

Business Forum

Businesses

Policy Team

ongoing Greater use of new technology and greater efficiencies and competitiveness


38

However affordability issues are so entrenched that an increased market housing supply in and of itself won’t radically improve housing affordability certainly in the short to medium term.


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can do


Measures to be investigated to raise awareness of Collaborate to Train and Business Ready.

Connect skilled people with opportunities in business and in make it easier for business to find the right route into HE and FE.

SDC

CC

Warwick University

European Social Fund

ongoing Business accessing correct skills low 1.Unlocking our growth potential


Encourage more apprenticeships in tourism and retail industry or management training schemes such as that implemented by Marks and Spencer.

To counteract low wage issues in the retail sector and discourage turnover of temporary staff

Town Centre Manager?

Retail sector

Retail sector

ongoing Higher wages paid and less turnover of staff

High 5.Culture and Tourism


Consider establishment of a business hub (rural?)

To assist with business growth and to encourage entrepreneurial activity to flourish

SoADCSDC

CWLEP

WCC

Growth Deals


2020 Increase in new businesses High business death rate of new companies



AGRICULTURE Continue to support diversification

To encourage resilience in this sector SoADCSDC

Farming community

Farming community

Government?

ongoing Thriving farming industry Medium 4.Growing our talent


Explore the feasibility of declaring enterprise zones in the rural area

To boost the rural economy SoADCSDC

CWLEP

? 2020 Establishment of rural enterprise zone

medium 4.Growing our talent


Support more apprenticeships in rural areas

To ensure farming industry survives and attracts new farmers

Education Institutions

Farming community

? ongoing Thriving farming industry Medium 4.Growing our talent


Increased liaison with the farming Industry to identify challenges and potential solutions

To ensure support is given wherever possible to support the farming industry

SDC

NFU

n/a ongoing Thriving farming industry Low 1.Unlocking our growth potential


Liaise with Shakespeare England about the role of smaller towns to strengthen their tourism offer/ Shakespeare branding.

To boost the rural economy District/Town /Parish Councils

n/a ongoing Increased visitor numbers in rural centres due to increased marketing and enhanced visitor experiences


© Warwickshire County Council, Corporate Equalities & Diversity Team Page 1 of 5

Equality Impact Assessment/ Analysis (EqIA)

Section Planning Policy

Officer(s) responsible for the screening

Rosemary Williams

Name of Strategy/ Policy/ Service being assessed Local Industrial and Economic Strategy

Date of this assessment October 2018

Is this is a new or existing policy/service?

If existing policy/service please state date of last assessment

This is a new strategy.

Not existing

Signature of responsible officer (to be signed after the EqIA has been completed)

Item 8

Appendix 3

© Warwickshire County Council, Corporate Equalities & Diversity Team EqIA local Industrial and Economic Strategy for Stratford on Avon District Page 2 of 5

Form A1INITIAL SCREENING FOR STRATEGIES/POLICIES/FUNCTIONS FOR EQUALITIES RELEVANCE TO ELIMINATE

DISCRIMINATION, PROMOTE EQUALITY AND FOSTER GOOD RELATIONS

High relevance/priority Medium relevance/priority Low or no relevance/ priority

Note: 1. Tick coloured boxes appropriately, and depending on degree of relevance to each of the equality strands2. Summaries of the legislation/guidance should be used to assist this screening process

Business Unit/Services: Relevance/Risk to Equalities

State the Function/Policy /Service/Strategy being assessed:

Gender Race Disability Sexual Orientation

Religion/Belief Age Gender Reassignment

Pregnancy/ Maternity

Marriage/Civil Partnership (only for staff)

Local Industrial and Economic Strategy

Are your proposals likely to impact on social inequalities e.g. child poverty for example or our most geographically disadvantaged communities? If yes please explain how.Local Industrial and Economic Strategy seeks to have a positive impact on social inequalities by: Recognising the importance of transport choice; Addressing affordability of homes; Improving broadband connectivity; Addressing skills training; and Supporting the rural economy. Creating additional jobs Improving health to increase economic growth and productivity

YES

Are your proposals likely to impact on a carer who looks after older people or people with disabilities? If yes please explain how. NO


Form A2 – Details of Plan/ Strategy/ Service/ Policy

Stage 1 – Scoping and Defining

(1) What are the aims and objectives of Plan/Strategy/Service/Policy?

The purpose of the Local Industrial and Economic Strategy is to identify the strengths and weaknesses of the local economy and to set out a plan for action to build on existing successes. It sets out how Stratford-on-Avon District Council (SDC) will work with partners and local businesses to deliver jobs and economic growth across the District through indigenous business growth, retention and new inward investment from the UK and abroad.

(2) How does it fit with Stratford District Council’s wider objectives?

It is consistent with key objective 1: A Flourishing Local Economy and Key Objective 2:People and Their Environment of the Councils Corporate Strategy 2015-2019. It is also consistent with the economic vision highlighted in the Core Strategy adopted in 2016.

(3) What are the expected outcomes? The Strategy outlines actions which are intended to be fulfilled over the next 5 years. These outcomes will be monitored and reviewed and the Strategy amended if necessary.

(4) Which of the groups with protected characteristics is this intended to benefit?

The Strategy is not intended to benefit any one particular group but rather focusses on inclusivity.

Stage 2 - Information Gathering

(1) What type and range of evidence or information have you used to help you make a judgement about the plan/ strategy/ service/ policy?

The evidence base for the Strategy includes primary and secondary data and includes studies commissioned to examine employment land market signals; the risks of automation; infographics and economic assessments carried out by the Worcestershire County Council and a business survey carried out by SDC.

(2) Have you consulted on the plan/ strategy/ service/policy and if so with whom?

The Strategy has been consulted on in October 2018 with identified stakeholders, Local councillors, regional bodies, local businesses and organisations.

(3) Which of the groups with protected characteristics have you consulted with?

This was a targeted stakeholder consultation and followed the Stratford Business survey that consulted businesses and organisations across the District over the summer of 2018survey. As such, the Strategy is relevant to everyone who will live, work and visit the District. The Strategy aims to be inclusive and promote good jobs and greater earning power. It recognises that the retail and tourism sectors are generally low paid and seeks to support skills training and the provision of apprenticeship schemes. In terms of transport the Strategy seeks to improve the provision of public transport and also contains actions to target housing affordability.


Stage 3 – Analysis of impact

(1) From your data and consultations is there any adverse or negative impact identified for any particular group which could amount to discrimination?

If yes, identify the groups and how they are affected.

RACE

The Strategy is inclusive of all equality groups.

DISABILITY

None identified specifically in relation to the Strategy.

GENDER

The Strategy is not gender specific.

MARRIAGE/CIVIL PARTNERSHIP

The legislative requirements relating to this group are only relevant in the context of the District Council’s role as an employer and are not therefore relevant to the EqIA for this Strategy.

AGE

The strategy recognises the importance of lifelong learning and the increase in pensionable age has led to a greater proportion of over 65’s making up the workforce.

GENDER REASSIGNMENT

No policies in the Strategy are targeted towards or against this group.

RELIGION/BELIEF

No policies in the Strategy are targeted towards or against this equality group.

PREGNANCY / MATERNITY


SEXUAL ORIENTATION


(2) If there is an adverse impact, can this be justified?

No adverse impacts in relation to the identified groups are anticipated. The Strategy supports inclusive growth.

(3) What actions are going to be taken to reduce or eliminate negative or adverse impact? (This should form part of your action plan under Stage 4.)

No negative or adverse impacts are anticipated; therefore no actions are needed.


(4) How does the plan/strategy/service/policy contribute to promotion of equality? If not what can be done?

The Strategy supports inclusive growth.

(5) How does the plan/strategy/service/policy promote good relations between groups? If not what can be done?

The Strategy seeks to support business networking. Venture house encourages networking groups and it is proposed that this model of supporting start-ups is to be rolled out across the District.

(6) Are there any obvious barriers to accessing the service? If yes how can they be overcome?

This question is not relevant to the Strategy.

Stage 4 – Action Planning, Review & Monitoring

If No Further Action is required then go to – Review & Monitoring (1) Action Planning – Specify any changes or improvements which can be made to the service or policy to mitigate or eradicate negative or adverse impact on specific groups, including resource implications.

(2) Review and MonitoringState how and when you will monitor policy and Action Plan

The Strategy outlines actions which are intended to be fulfilled over the next 5 years. These outcomes will be monitored and reviewed and the Strategy amended if necessary.

This page has been left intentionally blank

STRATFORD-ON-AVONDISTRICT COUNCIL

Local Industrial and Economic Development Strategy

Strategic Environmental Assessment Screening Report

Stratford-on-Avon District Council October 2018

Item 8

Appendix 4

1 INTRODUCTION TO STRATEGIC ENVIRONMENTAL ASSESSMENT

Strategic Environmental Assessment (SEA) & Sustainability Appraisal (SA)

2

3

INTRODUCTION TO THE LOCAL INDUSTRIAL AND ECONOMIC DEVELOPMENT STRATEGY 2018-2023

L LEGISLATIVE REQUIREMENTS & GUIDANCE; METHOD

SEA RequirementsThis SEA Screening Report

4 THE LOCAL INDUSTRIAL AND ECONOMIC DEVELOPMENT STRATEGY

The Draft Local Industrial and Economic Strategy (LIEDS)

5 SEA SCREENING ASSESSMENT

SEA Screening Assessment

6 SEA SCREENING DETERMINATION

SEA Screening Decision

SEA Screening- Local Industrial and Economic Strategy for Stratford-on-Avon District Page 1

1.0 INTRODUCTION

Strategic Environmental Assessment (SEA) & Sustainability Appraisal (SA)

1.1 Strategic Environmental Assessment (SEA) 1 2 is a systematic process used during the preparation of plans and policies and it aims to provide a high level of protection for the environment; it contributes to the integration of environmental considerations in plan preparation with a view to promoting sustainable development. Sustainability Appraisal (SA) is a process that similarly investigates plans and policies, including consideration of socio-economic factors in the same way as environmental factors and to the same level of detail. SA incorporating SEA is a mandatory requirement for Local Plans in accordance with planning legislation3 and paragraph 32 footnote 17 of the National Planning Policy Framework (2018).

1.2 SA/SEA is an iterative and ongoing process that informs the preparation of draft plans and programmes. Likely significant effects are identified and assessed for the emerging elements of the draft plan and judged against reasonable alternatives. Mitigation measures are suggested for any significant negative effects identified. SA/SEA aims to provide a high level of protection for the environment and to promote sustainable development. The role of SA/SEA is to inform the Council in its decision making; the SA/SEA findings do not form the sole basis for decision-making – this is informed also by other studies, feasibility and feedback comments from consultation.

1.3 The Environmental Assessment of Plans and Programmes Regulations, 2004 dictates that Environmental Assessments should be carried out on Plans and Programmes in which category the Local Industrial and Economic Development Strategy falls.4

1.4 Whilst not a Local Plan or Supplementary Planning Document the Local Industrial and Economic Development Strategy comes under the definition of a plan or programme which may have land use implications and therefore SEA screening is being carried out regarding this Strategy.

2.0 Introduction to the Local Industrial and Economic Development Strategy2018-2023

2.1 Stratford-on-Avon District Council has prepared a Local Industrial and Economic Strategy. The purpose of the Strategy is to examine the strengths and weaknesses of the local economy and set out a plan for action to build on existing successes. It also sets out how Stratford-on-Avon District Council (SDC) will work with partners and local businesses to

1 EU Directive 2001/42/EC 2 Environmental Assessment of Plans and Programmes Regulations, 20043 Section 19(5) of the 2004 Act and Regulation 22(a) of the Town and Country Planning (Local Planning) (England) Regulations 20124 https://www.gov.uk/guidance/strategic-environmental-assessment-and-sustainability-appraisal

https://www.gov.uk/guidance/strategic-environmental-assessment-and-sustainability-appraisal


deliver jobs and economic growth across the District through indigenous business growth, retention and new inward investment from the UK and abroad.

2.2 VisionThe vision for the strategy is simply stated to:

“Facilitate increased economic growth and prosperity in the District by 2023”

2.3 AimsTo further this vision three overarching aims are identified:1. Business – the best place to start and grow a business2. Place - prosperous communities and infrastructure upgrade3. People – encourage innovation, good jobs and greater earning power

2.4 The Strategy is framed with reference to the emerging Coventry and Warwickshire Local Industrial Strategy and the UK Industrial Strategy.

2.5 Having examined the strengths and weaknesses of the local economy and the key challenges and opportunities, the following 9 priority areas emerged (arranged by aim):Aim 1: Business• Automotive• Agriculture and Rural Enterprise• Business Growth and Start-upsAim 2: Place• Retail and Town Centres• Connectivity• InfrastructureAim 3: People• Culture, Tourism and Heritage• Skills• Incomes and Jobs

2.6 Action PlanThe key output from the Strategy is a 5 year action plan. The action plan sets out pragmatic actions that SDC will undertake in order to deliver the objectives and achieve the aim of this Strategy ‘to help facilitate increased economic growth in the District by 2023’.

2.7 The role of SDC is primarily as an enabler to help facilitate economic growth (i.e. indirect involvement). It is considered that SDC has four roles to play to deliver growth:• Infrastructure and transformation• Business engagement – Key Account Management• Business support – in house and commissioned• Strategic Review – actions.

Notwithstanding this, SDC is keen to explore ways in which it can itself invest in the District (i.e. direct involvement). As such, a fifth role has been identified:• Commercialisation – partnerships, companies and joint ventures.


3.0 LEGISLATIVE REQUIREMENTS & GUIDANCE;

Need for SEA 3.1 Regulation 5 of the SEA Regulations requires an environmental

assessment of plans which:

1. are prepared for agriculture, forestry, fisheries, energy, industry, transport, waste management, water management, telecommunications, tourism, town and country planning or land use (Regulation 5, para. (2)(a), and which set the framework for future development consent of projects listed in Annex I or II to Council Directive 85/337/EEC (EIA Directive) on the assessment of the effects of certain public and private projects on the environment (Regulation 5, para. (2)(b)

2. in view of the likely effect on sites, have been determined to require an assessment pursuant to Article 6 or 7 of the Habitats Directive (92/43/EEC) (Regulation 5, para. (3))

3. set the framework for future development consent of projects5 (Regulation 5, para. (4)(b)

4. are determined to be likely to have significant environmental effects as determined under regulation 9(1) (Regulation 5, para. (4)(c))

3.2 An environmental assessment need not be carried out for:

a) plans which determine the use of a small area6 at local level (Regulation 5, para. (6)(a)); or

b) plans which are a minor modification7 to a plan or programme (Regulation 5, para. (6)(b)) unless it has been determined under regulation 9(1) that the plan is likely to have significant environmental effects.

3.3 The Local Industrial and Economic Strategy is not a development or Local plan and likewise does not set the framework for future development consent of projects. In addition the Strategy will not have a likely significant effect, either individually or in combination with other plans, on any European Site. Therefore, SEA is not a mandatory requirement for the Local Industrial and Economic Strategy.

5 European Commission guidance states that plans and programmes which set the framework for future development consent of projects would normally contain ‘criteria or conditions which guide the way a consenting authority decides an application for development consent’. Development consent is defined in the EIA Directive as “the decision of the competent authority or authorities which entitled the developer to proceed with the project” (Article 1(2) of the EIA Directive).6 European Commission guidance suggests that plans which determine the use of small areas at local level might include “a building plan which, for a particular, limited area, outlines details of how buildings must be constructed, determining, for example, their height, width or design”7 ‘Minor modifications’ should be considered in the context of the plan or programme which is being modified and of the likelihood of their having significant environmental effects. A modification may be of such small order that it is unlikely to have significant environmental effects.


3.4 The Regulations also require, inter alia, a determination to be made as to whether plans and programmes which set the framework for future development consent of projects, are likely to have significant effects on the environment. While, it is considered that the Strategy does not set a framework for future development consent of projects, such a determination is required to take account of relevant criteria set out in Schedule 1 (‘Criteria for determining whether a Plan or Programme is likely to have significant effects on the Environment’) of the Regulations and submissions or observations from relevant environmental authorities.

SEA Screening Report3.5 This document provides a screening determination of the need to carry

out an SEA of the Local Industrial and Economic Development Strategy. Stratford on Avon District Council, as the “Responsible Authority” under the SEA Regulations, is responsible for undertaking this screening process that will determine if the Strategy is likely to have any significant environmental effects and therefore, whether an SEA is required.

4.0 ASSESSMENT OF LIKELY SIGNIFICANT EFFECTSThe following assessment (Table 4.1) has been prepared in accordance with the Planning and Development (Strategic Environmental Assessment) Regulations 2004 (SI No. 436 of 2004). Thus the Screening utilises specified criteria for determining the likely significant environmental impacts of the proposed variations as set out in Schedule 1 of SEA Regulations 2004.

Table 4.11. CHARACTERISTICS OF THE PLAN / PROGRAMME HAVING REGARD IN PARTICULAR TO:(i) The degree to which the plan/programme sets a framework for projects and other activities, either with regard to the location, nature, size and operating conditions, or by allocating resourcesIt is the purpose of the Local Industrial and Economic Strategy to set out the objectives and actions needed to promote and support the economic development and the local and community development in Stratford-on-Avon District.In itself the strategy does not set a framework for projects or development. Such a framework continues to be delivered via the Stratford on Avon Core Strategy2011-2031 adopted in July 2016. In this regard specificactions and objectives of the Strategy will have implications for the Core Strategy Review when and if it is undertaken. The Core Strategy itself is subject to separate Sustainability Appraisal/Strategic Environmental Assessment (and Appropriate Assessment). Furthermore the emerging Site Allocations Plan identifies additional sites, for example, at Wellesbourne Campus and the Rother Quarter and amends the Core Strategy employment allocations. This DPD is due to be adopted 2019/2020 although scoping consultation was carried out in 2018.(ii) The degree to which the plan / programme influences other plans, including those in a hierarchy.While the Local Industrial and Economic Strategy is an action focused plan, it is not an operational plan nor a spatial land use plan. The priorities which will be implemented through operational plans have been identified based on an analysis of existing national, regional and local strategies, socio economic data and public consultations.


(iii) The relevance of the plan/programme for the integration of environmental considerations, in particular with a view to promoting sustainable development.The Local Industrial and Economic Strategy is relevant and in some cases represents an opportunity to implement some of the Stratford- On- Avon District Core Strategy objectives in relation to sustainable development for instance in respect of economic development, affordable housing, transport and communications, retail development, tourism and leisure development, healthy communities , housing development, and sustainable energy. The strategy will be an important element for ensuring the delivery of these objectives. (iv) Environmental problems relevant to the plan / programme.It is not considered that environmental problems are specific to the Local Industrial and Economic Strategy.(v) The relevance of the plan / programme for the implementation of European Union legislation on the environment (e.g. plans linked to waste management or water protection).The local Industrial and Economic Strategy is not a spatial land use plan but specific actions may have implications for any review of the Core Strategy.2. CHARACTERISTICS OF THE EFFECTS AND OF THE AREA LIKELY TO BE AFFECTED HAVING REGARD IN PARTICULAR TO:(i) The probability, duration, frequency and reversibility of the effects:It is anticipated that the key objectives and principles to be adopted as part of the Local Industrial and Economic Strategy will ensure that the effects of the resulting changes to the existing operating environment will not be significant. The probability that these effects will be environmentally significant in negative terms is low.(ii) The cumulative nature of the effects:Cumulative negative environmental effects as a result of the Strategy are not expected. The likely effect of the strategy is to attain a balance between economic growth and the need to provide sustainable development, an example of this being support for broadband which due to facilitating greater homeworking could result in less journeys being made by private car. (iii) The trans-boundary nature of the effects:It is considered that there will be no trans-boundary effect on the environment arising from the Economic Development Strategy. The only trans boundary effects identified are those related to the economy. (iv) The risks to human health or the environment (e.g. due to accidents):No risks to human health or the environment have been identified.(v) The magnitude and spatial extent of the effects (geographical area and size of the population likely to be affected):No particular environmental effects have been identified as a result of the Local Industrial and Economic Strategy.(vi) The value and vulnerability of the area likely to be affected due to:a) special natural characteristics or cultural heritage;No effects have been identified.b) exceeded environmental quality standards or limit values, and;No effects have been identified.c) Intensive land-use.No effects have been identified.(vii) The effects on areas or landscapes which have a recognised national, Community or international protection status:No environmental effects have been identified as a result of the Local Industrial and Economic Strategy.


5.0 SEA SCREENING DETERMINATION

5.1 Following review and consideration of the issues pertaining to the Local Industrial and Economic Strategy, it is concluded that the strategy in itself will not result in a significant adverse environmental effect and will therefore not require a detailed assessment of effects through the SEA process.

This conclusion has been drawn through consideration of the following factors:

The Strategy does not set a framework for consent of future projects; Key actions and objectives of the Local Industrial and Economic

Strategy will be taken into account as necessary in any review of the Core Strategy and the emerging Site Allocations Plan (DPD), which will be subject to separate Strategic Environmental Assessments and Appropriate Assessments;

and

The existing and adopted safeguarding policies on environmental protection within the existing adopted Stratford-on-Avon Core Strategy 2011-2031 Sustainability Appraisal (incorporating SEA) and Appropriate Assessment.

stratford-on-avon local industrial and economic

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