Inventing our future Collective action for a sustainable economy

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What do we need to change? Enterprise 51 Priority 1: Strengthening the region’s enterprise culture New enterprises contribute to job and wealth creation and help drive productivity growth and the development and adoption of new innovations. Entrepreneurship is also a vehicle for economic inclusion if it occurs within a deprived community or disadvantaged group. There is a need to create an embedded culture of entrepreneurship amongst all groups and parts of the region, and to increase leadership and management capacity for both new and existing enterprises. As well as improving enterprise performance and the survival and growth rates of business, this will lead to improved rates of enterprise start-ups, particularly where there is untapped potential for entrepreneurship such as amongst women, ethnic minorities, the disabled, in deprived neighbourhoods and amongst young people. Priority 2: Increasing opportunities from international trade, investment and collaboration There is a wide range of opportunities in the international economy that the East of England can compete for and access, and the region is in a prime geographical position in terms of access to European markets. As well as continued efforts to capture and retain foreign direct investment and secure new or expanded export markets, there are opportunities for using new ideas and innovations from overseas, collaborating with international partners, or deploying intangible assets internationally such as skills or intellectual property. The region continues to be an attractive location in terms of access to European markets. Only a small percentage of enterprises in the region trade internationally, and support to increase the level of internationalisation of the economy is warranted. Priority 3: Enabling high-growth businesses to realise their potential The East of England can improve the rate of growth in its enterprises that have the potential or aspiration to grow. Managing the process of growth is complex for businesses of any size, but is particularly problematic for small firms. They may need guidance in understanding regulation, the practicalities of entering a new export or product market, or developing appropriate skills. Predicting where the next growth enterprise or home-grown multi-national corporation will come from is difficult. Support for growth businesses must necessarily be responsive and enabling and able to recognise the diversity of the enterprise base. The region will need to prioritise assistance to businesses with recognised potential for productivity improvement or growth. The region must ensure that potential and existing entrepreneurs are encouraged and nurtured and have the opportunity to develop the leadership and management potential required to support growth businesses.
What do we need to change? Enterprise 52 Priority 4: Improving enterprise performance through effective business support Evidence shows that enterprises that seek advice tend to report greater profits than those that do not. Ensuring that enterprises are aware of, and access, the right business support services for their needs, will improve enterprise performance in the region. The key objective, as laid out in the region’s business support strategy ‘Better for Business’, is to provide and direct enterprises to high-quality advisory services that meet business needs and are easy to access. For start-ups and early-stage businesses, business support services can make a big contribution by improving the investment-readiness of business ideas. More generally, quality business support services play an important role in spreading good business practices. Reducing the complexity of government-funded business support is the aim of the national Business Support Simplification Programme (BSSP): improvements to the ‘East of England offer’ must be considered in this context. Business support services need to continue to evolve to meet the needs of businesses and entrepreneurs, against a backdrop of changing regulation, technology and globalisation. Implementation priorities • developing the suite of high-quality business support products accessed through the single Business Link East gateway service • developing a strong enterprise culture in under-represented groups by widening mainstream support and developing targeted programmes • creating an integrated system of support for international trade, investment and collaboration • improving access for regional businesses to leading-edge leadership and management training, advice and support • ensuring all publicly funded business support is consistent within an agreed BSSP framework • providing a comprehensive business support package and access to finance for high-growth businesses. Image right: CSR is a shining example of how to take innovative ideas and turn them into global commercial success. A product of the Cambridge phenomenon, CSR span out from world-renowned product and technology developer Cambridge Consultants in the late 1990s. It is now the leading global provider of personal wireless technology, with a product portfolio covering Bluetooth, FM receivers and Wi-Fi. It is a FTSE top 250 company with offices all over the world, yet with its headquarters remaining in Cambridge, UK.
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 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
Page 70 and 71: What do we need to change? Skills f
Page 72 and 73: What do we need to change? Economic
Page 74 and 75: What do we need to change? Economic
Page 76 and 77: Transport A transport system that e
Page 78 and 79: What do we need to change? Transpor
Page 80 and 81: What do we need to change? Transpor
Page 82 and 83: Spatial Economy High-quality and di
Page 84 and 85: What do we need to change? Spatial
Page 86 and 87: What do we need to change? Spatial
Page 88 and 89: What do we need to change? The spat
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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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Printed on 9lives 55 Silk; an FSC a
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Inventing our future Collective action for a sustainable economy

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