Inventing our future Collective action for a sustainable economy

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Where are we now? Long-term trends and strategic challenges 19 Improving economic performance across the region Headline figures may show that the region has been a strong performer over the long-term, but growth has slowed recently. However, between counties and local areas there are real differences and continued divergence in performance. On aggregate, the region performs well in terms of the proportion of its working-age population in employment or actively seeking work. However, when a local view is taken, areas of high and persistent unemployment and economic inactivity remain around the region’s northern and eastern periphery, especially North and West Norfolk, Waveney in Suffolk and Tendring and Thurrock in Essex. Figure 3 illustrates this by presenting economic activity rates for 2006. Figure 3 Economic activity rates across the region, where lighter shading indicates lower economic activity rates, 2006 Three Rivers Bedford South Bedfordshire Peterborough Mid Bedfordshire Huntingdonshire Luton North Hertfordshire Fenland Cambridge King's Lynn and West Norfolk East Cambridgeshire South Cambridgeshire Stevenage East Hertfordshire Welwyn Dacorum Hatfield St. Albans Hertsmere Broxbourne Watford Harlow Epping Forest Uttlesford Brentwood Thurrock Forest Heath Chelmsford Basildon Breckland St. Edmundsbury Braintree Source: ONS, Annual Population Survey (2006) Babergh Colchester North Norfolk Mid Suffolk Broadland Tendring Norwich South Norfolk Great Yarmouth Waveney Suffolk Coastal 73.00 - 78.60 78.61 - 80.40 80.41 - 80.90 80.91 - 84.00 84.01 - 86.50 Income distribution is similarly varied throughout the region. In 2007, average gross workplace earnings for employees in the East of England reached £24,400, just above the UK average. Workers in Hertfordshire earned the most at £29,100 per annum. Within the region, Peterborough and Norfolk have the lowest annual earnings. This is also reflected in divergent outcomes for GVA per capita. The causes of this divergence are complex, such as industrial restructuring, access to large markets and differences in employment rates and skills. Maldon Rochford Ipswich Southend-on-Sea Castle Point
Where are we now? Long-term trends and strategic challenges 20 Figure 4 Workplace-based GVA per head in NUTS 3 areas indexed to the Title to go in here East of England average (East of England = 100) 130 120 110 100 90 80 70 1995 96 97 98 99 00 01 02 03 04 05 Peterborough Luton Thurrock Cambridgeshire Bedfordshire Essex Source: ONS, Regional Accounts (2007) Norfolk Hertfordshire East of England average Suffolk Southend-on-Sea The uneven pattern of growth across the region has emerged through the complex and place-specific interactions of people, businesses and institutions. Different solutions will be required to raise growth rates in different areas. This involves building on the specific assets, market opportunities, sector and technology strengths of each area. The strong growth of Hertfordshire and Cambridgeshire is not assured, and requires continued investment to nurture their long-term competitiveness. Other places Regional in the Strategies North and East of region, such as Norfolk, Suffolk and parts of Essex require new strategies and concerted action to stimulate higher growth rates and prosperity. The economies of these areas are particularly Regional hampered Economic by a weak skills base and poor Regional road Spactial and rail connectivity to Strategy key national markets such as London. Strategy Competing in the new global economy Globalisation is reshaping Intergrated the economy Regional of the Strategy East of England. The UK and its regions have long been operating in highly competitive global markets. Regional The East of Regional England must Regional continue to seek Regional opportunities Regional in international Health markets Social and remain Housing fully aware of Environment the challenges presented Culture by competitor Strategy regions Strategy and emerging Strategy economies. Strategy Strategy The region’s relationship with the rest of the world is growing in importance – between 2003 and 2004, East of England exports grew by 9.8 per ?? cent Sub-regional in value, and exceeding local strategies, the average plans amd UK growth areas in agreement rate. The region ?? is already the third biggest exporting region in the UK after London and the South East. Export markets in EU accession countries, Latin America and the Caribbean are significant for the region relative to the UK. Trade opportunities will continue to increase in line with recent trends. As Figure 5 shows, the value of world merchandise exports increased from US $5.4 trillion in 1996 to $12.1 trillion in 2006. World exports in services are also growing markedly – up from a value of US $1.2 trillion in 1996 to US $2.8 trillion in 2006.
Page 1 and 2: Inventing our future Collective act
Page 3 and 4: 2 Foreword Welcome to the East of E
Page 5 and 6: Michael Allen East of England Envir
Page 7 and 8: Where are we now? The purpose of th
Page 9 and 10: Where are we now? The purpose of th
Page 11 and 12: Where are we now? Policy context 10
Page 13 and 14: Where are we now? Long-term trends
Page 17: Where are we now? Long-term trends
Page 30 and 31: Where do we want to be? 2.1 Vision
Page 32 and 33: Where do we want to be? Headline re
Page 34 and 35: In the future, people in business w
Page 38 and 39: Our future in the East of England,
Page 42 and 43: The best way to nurture gifted youn
Page 46 and 47: Managers need to embrace the idea o
Page 48 and 49: What do we need to change? 3.1 Ente
Page 50 and 51: Enterprise Enterprises are the hear
Page 52 and 53: What do we need to change? Enterpri
Page 54 and 55: Innovation Innovation - the success
Page 56 and 57: What do we need to change? Innovati
Page 58 and 59: Digital Economy Digital technologie
Page 60 and 61: What do we need to change? Digital
Page 62 and 63: Resource Efficiency Getting more fr
Page 64 and 65: What do we need to change ? Resourc
Page 66 and 67: What do we need to change ? Resourc
Page 68 and 69: What do we need to change? Skills f
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What do we need to change? Skills f
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What do we need to change? Economic
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What do we need to change? Economic
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Transport A transport system that e
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What do we need to change? Transpor
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What do we need to change? Transpor
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Spatial Economy High-quality and di
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What do we need to change? Spatial
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What do we need to change? Spatial
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What do we need to change? The spat
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How do we get there? 4.1 Leadership
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How do we get there? Leadership, go
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Our universities’ interaction wit
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Peterborough plays a significant ro
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We aim to make the East of England
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How do we get there? Monitoring Hea
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Indicators linked to RES goals Ente
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From soca to steel pan, mas to new
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Indicators linked to RES goals Reso
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Indicators linked to RES goals Tran
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How do we get there? Monitoring 2.
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Appendices 5.1 Underlying principle
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Appendices Underlying principles Su
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Appendices Underlying principles Su
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Appendices Key terms 145 5.2 Key te
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Appendices Key terms 147 Integrated
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Appendices Key terms 149 qualificat
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Appendices Acronyms 151 5.3 Acronym
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Appendices List of stakeholders inv
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Appendices List of stakeholders inv
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If you know anyone who needs this d
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‘OUR ENVIRONMENT, OUR FUTURE’ T
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CONTENTS 1 Introduction 11 1.1 Why
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Introduction 1.2 PURPOSE OF THE ENV
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The Landscape and Natural Environme
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The Historic and Built Environment
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The Historic and Built Environment
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Natural Resources • Surface Water
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Natural Resources Mineral extractio
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Meeting the Environmental Challenge
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The Way Forward 6.1 DELIVERING SUST
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The Way Forward SA11: Enhance biodi
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Appendix 1 - Bibliography Power of
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Appendix 3 - Other Regional Strateg
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HealthyFutures A Regional Health St
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HealthyFutures A Regional Health St
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Preface I am delighted to introduce
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10 6 What actually determines the h
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12 Delivering Healthy Futures 11 Gi
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01 Introduction Chapter summary Hea
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What the Strategy does not address
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20 2.5 Against this backdrop, the W
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22 Figure 2.1: Sustainable Futures:
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03 Describing the health of people
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Figure 3.2: Projected trends in old
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Figure 3.4: Trend in male life expe
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3.7 In 2001, the incidence of all c
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Local Authority Male Female Male Fe
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Figure 3.8: Unemployment Index of M
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Figure 3.12: Male life expectancy M
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Conclusions 3.19 Across the East of
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42 Figure 4.1: The main determinant
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44 The changing experience of group
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46 4.18 There is a direct relations
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48 Working and learning environment
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50 Access to health care and other
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52 Diet ‘People in lower socio-ec
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54 Figure 4.2: Summary table highli
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Section B: Healthy Futures: Regiona
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60 5.4 Healthy Futures has a number
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62 5.10 In response there is a need
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06 Theme A: Health in Sustainable C
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• Acknowledge the potential links
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Sustainable transport and health -
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Timescale Suggested lead partner(s)
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6.11 Against this backdrop, there i
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Young people, volunteering, social
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6.18 In addition, there are real op
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84 Nationally, the early years work
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86 7.7 The agenda with regard to ch
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88 Strategic Priority 4: To ensure
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90 Strategic Priority 5: To encoura
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92 (iii) Issues relating to life-wo
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94 Strategic Priority 5: To encoura
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96 Strategic Priority 6: To support
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98 Town and Bridge Project: Improvi
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100 Strategic Priority 6: To suppor
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102
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104 people seeking asylum and refug
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106 Strategic Priority 8: To harnes
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108 Strategic Priority 9: To unders
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110 Strategic Priority 9: To unders
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112
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116 Figure 9.1: Delivering Healthy
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118 Strategy Date published 2004 20
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120
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122 Consultation process Overview O
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124
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126 Links between Healthy Futures a
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128 • Improving the basic skill l
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130 C: Other PSA Targets (from SR20
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132 Active ageing This is defined b
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134 Social Capital Defined as ‘th
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136 Bibliography A Shared Vision: T
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138 The CHD National Service Framew
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Regional Housing Strategy for the E
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2 1 Foreword I am very pleased to i
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4 For the foreseeable future, most
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6 Recommendations for public invest
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8 8 Recommendations for public inve
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10 3.12 There are considerable diff
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12 Figure 1. Relationships between
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14 The regional strategic framework
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16 4.25 In preparing the East of En
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18 Each of these sub-regions has a
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20 5 More, sustainable housing prov
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22 Strategic policy: planning frame
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24 5.28 Partnering: the principle o
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26 5.40 EEDA, the development indus
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28 5.54 Local Authorities: local au
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30 5.62 EEDA has a key role to play
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32 6.10 Quality applies as much to
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34 6.31 The EERA/RHB must ensure th
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36 6.53 The EERA/RHB will encourage
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38 6.63 There are three levels of a
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40 Figure 8. Policy framework: hous
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42 7.10 Barriers to achieving more
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44 raising awareness of refugees as
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46 Providing mixed communities and
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48 Figure 10. Policy framework: pro
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50 Supply of affordable housing 7.5
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52 Homelessness 7.69 Rising levels
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54 Supporting people 7.82 ’Suppor
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56 7.95 There is a lack of detailed
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58 8.4 The most significant source
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60 8.14 The Decent Homes Standard i
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62 Disabled Facilities Grants 8.30
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64 recommended in national guidance
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66 Figure 17. Investment themes The
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68 Thematic targeting of investment
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70 Growth 8.61 Three of the Growth
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72 8.77 Similarly, although much pr
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74 8.94 This is not necessarily abo
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76 9 Implementation, managing and m
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78 Monitoring and review of the RHS
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80 Strategic risk Operational risk
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82 Action Regional housing provider
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84 10 Appendix Appendix 1 - deliver
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Regional Social Strategy the strate
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Regional Social Strategy - the stra
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6 Achievements of the strategy to d
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8 Achievements of the strategy to d
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10 Chapter 1 - Vision, aims & objec
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16 Chapter 2 - An overview of socia
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48 Chapter 3 - Effective interventi
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96 Glossary Glossary BME Black and
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98 Acknowledgements Acknowledgement
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