Economic development strategy - London Borough of Hillingdon

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HILLINGDON FOR BUSINESS AND THE HILLINGDON BRAND would be a key participant in any emerging local policy guidelines. High quality design and innovation in energy efficiency as detailed in BREEM (Building Research Establishment Environmental Assessment Method) and CABE (Commission for Architecture and the Built Environment) should be sought from all new developments and formalised as a requirement in the Local Development Framework. Where business activity is known to have a distinctive, detrimental impact on the environment, e.g. airport business, road freight etc, excellence in terms of energy efficiency, noise and air pollution should be sought. Supporting business: Action This strategy aims to develop action and influence strategies that will nurture and promote business activities that add value to the local and regional economy, while ensuring that the local workforce is equipped with the skills and has access to the emerging employment opportunities. • The Local Development Framework will be a key vehicle for nurturing industrial specialisms, which could be a catalyst for the growth of new supply chains. • In the procurement of goods and services, work can be undertaken to explore opportunities for public sector bodies and companies to commit to local procurement, thereby strengthening and supporting local small and medium sized enterprises and the not-for-profit sector. • The LDA’s work on Supporting Enterprise pioneered ring-fencing business rents to support clusters of small emerging enterprises, removing the disincentive of inflexible lease terms and costly deposits. This work should be explored with local property owners to see if its principles could be piloted in long-term vacant office accommodation in the borough. • To support the vitality of town centres and to initiate the regeneration of some of the more marginal centres (specifically Yiewsley and Hayes), a review should be carried out on brown field land in close proximity to town centres. Diversifying land use in these areas will introduce a different profile of shopping centre consumer and in doing so underpin the commercial viability of these areas. • Hillingdon needs to develop a strategic view about the relationship between and future of the boroughs town centres, neighbourhood shopping centres and out of town retail parks, in the context of what is located outside the borough boundary. A strategy for the future of our town centres will incorporate views about community and environmental impact, changes to our retail centres and plan action to support an area through change. • In collaboration with town centre partners, a brief should be developed for a modal transport interchange in Uxbridge town centre. • A key aspiration of this strategy is the development of a Hayes Town Centre Action Plan, exploring the following issues and opportunities: o Training centre – linked to Heathrow Training Centre. Hayes Town Centre could be the catalyst for joining-up skills, business needs and trainers. Opportunity for major public sector relocation from decentralisation of Government departments. 29 HILLINGDON’S ECONOMIC STRATEGY FOR A SUSTAINABLE ECONOMY 2005-2015 - A PROSPEROUS BOROUGH
HILLINGDON FOR BUSINESS AND THE HILLINGDON BRAND o Image – a possible way to improve the image of Hayes Town Centre would be to improve the current range and quality of retail outlets. This may involve attracting multiples, developing niche markets and/or using Compulsory Purchase Orders (CPO) powers to assemble improved retail sites. A retail study would support the Hayes Town Centre Action Plan and support the area’s broader regeneration. o Capital investment taking place in and around Hayes Town Centre presents an opportunity to manage growth and create a sustainable community and environment. o London Gate – large office population could sustain a lunchtime and evening economy. o Options associated with CPO action could be explored with LDA/English Partnerships. • Conference centre – explore more and improved hotel and conferencing facilities. It is generally felt that a first-class conference/exhibition facility would be a great asset for the borough. However, there are problems with the environmental impact of high-trip generating developments – hotels and conference centres - in the Heathrow area. Furthermore, hotels and conference centres would not be able to compete with residential and commercial land values. Such a facility would need to be part of a mixed-use development and/or include a hefty public sector subsidy. Further exploration of the market for such a facility is required. The Hillingdon brand Hillingdon has a very local flavour, with many people having lived here all their lives. As such promoting the borough’s image and commercial ‘offer’ has in the past not been a priority. In looking forward and driving a vision for the economic future of the borough in a climate of increased competition and external pressures, there is a growing need to develop and promote the Hillingdon ‘offer’. A contemporary vision of the borough is required and this should be marketed to residents, those working in the borough and those living outside the borough, and the business community. Hotel accommodation, catering and conference facilities clustered around Heathrow Airport comprise the largest tourism sector in the region. More could be done to encourage business tourists to spend time and money in Hillingdon and the sub-region. Work undertaken in partnership with neighbouring boroughs, the LDA and hotels themselves will promote regional attractions to business tourists. Developing the tourism market may entail investment in facilities that will attract visitors and tourists to spend time and money in the borough. The borough offers a diversity of opportunity that few other boroughs in the region can boast, such as excellent communications, a pioneering knowledge economy, quality shopping facilities, an accessible and highly regarded natural environment and through this, a quality life/work balance. Developing a stronger sense of the brand and using it to promote the borough is an important foundation for the creation of a sustainable economic future. HILLINGDON’S ECONOMIC STRATEGY FOR A SUSTAINABLE ECONOMY 2005-2015 - A PROSPEROUS BOROUGH 30
Page 1 and 2: A prosperous borough Hillingdon’s
Page 3 and 4: Contents Foreword Hillingdon’s ec
Page 5 and 6: Hillingdon’s economy, our aspirat
Page 7 and 8: HILLINGDON’S ECONOMY, OUR ASPIRAT
Page 9 and 10: Key economic opportunity areas © C
Page 11 and 12: Transport and Heathrow
Page 13 and 14: To Watford Rickmansworth Moor Park
Page 15 and 16: TRANSPORT AND HEATHROW Transport: A
Page 17 and 18: TRANSPORT AND HEATHROW Heathrow: Ac
Page 19 and 20: EDUCATION, EMPLOYMENT AND THE KNOWL
Page 27 and 28: EQUALITIES Equalities issues The pr
Page 29 and 30: HILLINGDON FOR BUSINESS AND THE HIL
Page 31: HILLINGDON FOR BUSINESS AND THE HIL
Page 35 and 36: Housing, environment and quality of
Page 37 and 38: HOUSING, ENVIRONMENT AND QUALITY OF
Page 39 and 40: APPENDIX 2 Table illustrating the l
Page 41 and 42: APPENDIX 3 A prosperous borough Act
Page 43 and 44: APPENDIX 3 A prosperous borough Act
Page 45: Translation service Obtaining infor

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