A Local Economic Development Company For Newcastle Gateshead ...


A Local Economic Development Company For Newcastle Gateshead ...

Policy• The 2006 Local Government White Paper ‘Strong andProsperous Communities’• Concept externally tested and validated by SURF andGlasgow University (Prof Stuart Gulliver)• The CDC represents the integration of economic and spatialactivity at the urban core level.

The City Development Company4 Core Functions:‣ Economic Masterplan‣ Strategic Economic Projects‣ Business Winning‣ Physical Regeneration

NewcastleGateshead - an economic hubComparative GVA per head in NewcastleGateshead, 2003ONS GVA data, UK less extra region = 100, northern regions only% growth in total jobs 2000-20041201101009080706050WirralDurhamSeftonNorthumberlandB'sley, D'caster R'hamS. TeessideE. MerseysideG. Manchester NorthW. CumbriaBlackpoolE. Riding of YorkshireHartlepool and StocktonBlackburn with DarwenE. CumbriaBradfordSunderlandC'dale., K'lees. and W'fieldLancashireN. YorkshireN and NE LincolnshireSheffieldLiverpoolHullTynesideDarlingtonCheshireHalton and WarringtonG. Manchester SouthYorkLeedsNew castleGatesheadSunderlandSouth TynesideNorth TynesideNorth EastNew castleGatesheadYorkSheffieldBristolLiverpoolGreat Britain-8.00 -6.00 -4.00 -2.00 0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00• NewcastleGateshead has 15% of the North East’s population and a quarter of its jobs.Employment density is much higher than the national average and than elsewhere in the cityregion. 100,000 commute in to work and 27,000 more between Newcastle and Gatesheadthemselves• Employment in NewcastleGateshead is generally higher-value (and higher paid) than elsewherein the city region, though not as skills intensive as in many urban areas• Private sector is small and top-heavy, but with some nascent growth industries e.g. gamessoftware, though no real specialisms as yet, and very capital-poor• At 93% of UK output the area is already ahead of the 2016 RES aspiration

The Economic MasterplanA key strategic document• A comprehensive analysis of the challenges &opportunities• Identify linkages of interrelated activities• Reflect the CDC’s ambition• Provide an independent assessment & where appropriateassurance

Progress• Set up team in place• Memorandum of Understanding between the core partners• Start-Up Business Plan• Recruitment of the Chair, Chief Executive and Board• Establishing the company

Lessons From CLG International BestPractise Review• Benefits• Issues• Warning Signs

Issues• Roles and Responsibilities?• Use of Resources?• Knowledge and Expertise?• Shared Services?• Drivers for Change

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