TUNBRIDGE WELLS

DRAFT ECONOMIC STRATEGY & ACTION PLAN

2011-15

October 2011

Contents

Page No

Foreword 1

1 Economic Development Achievements 2006-2011 2

2 Strategic Context 3

3 Economic Context 6

4 Vision And Key Objectives For The Economy Of Tunbridge Wells 8

5 Key Issues 9

6 Role Of The Borough Council 12

7 Action Plan 2011 – 2015 13

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Foreword

This Economic Development Strategy sets out what Tunbridge Wells Borough Council and its partners will do to generate wealth, investment and jobs for the Tunbridge Wells

Borough during 2011-15.

Prevailing economic forces are extremely challenging and increasingly subject to global influence. Only by working together in partnership can we help to maximise the

economic strengths of the borough and build a more sustainable local economy.

This Strategy & Action Plan will be monitored and reviewed annually to ensure that it continues to respond to changing circumstances.

Catherine Mayhew Portfolio Holder for Tourism,

Leisure & Economic Development Tunbridge Wells Borough Council

October 2011

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1 Economic Development Achievements 2006-2011

The Council and its partners have worked hard to support economic development in the Borough during the life of the current Economic Strategy. The list below

highlights a selection of the actions achieved between 2006 and 2011:

Tunbridge Wells Business Guide/Directory produced in 2007 and updated in 2009.

Economy, Skills & Transport Group set up in 2007 (part of the Local Strategic Partnership) & Town Centre Business Forum set up in 2007.

Hawkhurst and Paddock Wood Community Partnerships formed in 2008 with both gaining funding from SEEDA in 2009-2010, for a 3 year programme of

projects.

Improved CCTV schemes implemented in North Farm and Paddock Wood.

Twelve grants totalling £154,862 awarded to rural businesses in the Borough for diversification projects through LEADER Programme (2009-2013).

Support for local start up business across the Borough provided through Business Link workshops & Enterprise First monthly 1:1 advice sessions.

Tunbridge Wells Farmers Market running 2 Saturday‟s per month (with 82 businesses on books) and Pantiles Market started.

Core Strategy (2010) includes policy to protect employment floorspace and Planning Policy Guidance Note on the retention of employment sites published 2011.

Continued support for visitor economy through the tourist information centre, the visittunbridgewells website & a number of marketing partnerships.

Enterprise days held in 10 local schools with support from local businesses.

Goudhurst Parish successful in bid to Kent County Council‟s Superfast Broadband Pilot Fund to improve local broadband speeds (2011).

Royal Tunbridge Wells Urban Parking study commissioned and currently out for formal consultation and South Borough Parking Study nearing completion.

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2 STRATEGIC CONTEXT There are a number of strategies, partnerships and plans that provide the strategic context for this Strategy:

Local Enterprise Partnership

Tunbridge Wells Borough Council is part of the Local Enterprise Partnership LEP for Kent, East Sussex and Essex. Following the abolition of the Regional Development

Agencies, the Government has encouraged the establishment of LEPs as partnerships between business and local government to promote growth.

The role of the LEP is still evolving. However, a Board and governance arrangements are in place. The LEP Board is 50% private sector and the interim chair is from the

private sector. The LEP has identified a series of overarching priorities including:

Infrastructure for business growth

Investment for job creation

Skills for the economy

Innovation and business support

Thames Gateway and growth point potential

Coastal Kent and Greater Essex

Rural Kent

There is synergy between the LEP and the Tunbridge Wells Economic Strategy as many of the priorities overlap. Partnership working will be important to achieve success.

Kent County Council

Kent County Council (KCC) has developed a number of strategies and plans that provide a strategic context within which the Tunbridge Wells Economic Strategy and Action

Plan will be implemented, as follows:

Unlocking Kent‟s Potential, 2010

This document sets out the key opportunities and challenges over the next ten years and the regeneration priorities for the County. There are five key challenges – building a

new relationship with business, unlocking talent to support the Kent economy, embracing a growing and changing population, building homes and communities, not estates

and delivering growth without transport gridlock.

https://shareweb.kent.gov.uk/Documents/community-and-living/Regeneration/Regeneration%20framework%20November%202009.pdf

Creative Opportunities for Growth October 2010

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This is KCC‟s Strategy to support the development of the creative industries in Kent. The key creative industries in Tunbridge Wells are computer games, software, electronic

publishing, music and the visual/performing arts, film, video, radio and television.

Local Transport Plan (LTP3) 2011

This Plan sets out KCC‟s Strategy and Implementation Plans for local transport investment for the period 2011-16. There are five themes – growth without gridlock, a safer

and healthier county, supporting independence, tackling a changing climate and enjoying life in Kent.

https://shareweb.kent.gov.uk/Documents/roads-and-transport/road-policies/local-transport-plan-3/final-ltp3.pdf

Growing the Garden of England: A Strategy for Environment and Economy in Kent, July 2011

The Kent Environment Strategy will ensure that the future sustainable community strategy (Vision for Kent) helps to achieve a high quality Kent environment that is low

carbon, resilient to climate change, and that has a thriving green economy at its heart. The three key themes are, living “well” within our environmental limits (resource

management/green economy), climate change challenge and valuing our natural, historic and living environment.

https://shareweb.kent.gov.uk/Documents/environment-and-planning/environment-and-climate-change/the-kent-environment-strategy-and-progress-reports/kent-environment-

strategy.pdf

Understanding Home Based Businesses/Kent Workhubs in Kent 2011

KCC have undertaken a study to provide insight into Kent‟s home-based businesses in order to develop appropriate approaches to help them succeed. In addition, an options

paper has been prepared by Live/Work Network for KCC to provide recommendations on the potential of live/work and the Workhubs concept in the county.

Kent & Medway Local Economic Assessment 2011

A revised economic overview is currently being prepared by Kent County Council to act as the Kent & Medway Local Economic Assessment.

http://www.kent.gov.uk/your_council/kent_facts_and_figures.aspx

The West Kent Investment Strategy and Action Plan 2010-2015 The West Kent Area Investment Strategy and Action Plan 2010-2015 sets out a proactive and strategic approach to the future investment needed to support the West Kent economy now and in the future. Informed by the profiling study commissioned by the West Kent Partnership, the aim of the Strategy is to achieve parity with the South East region on Gross Value Added (GVA) per capita over a 10-15 year period. The three priorities of the Action Plan are to:

Develop entrepreneurship and businesses

Develop labour force and skills base

Develop connectivity

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As with the LEP, there is synergy between the West Kent Investment Strategy and Action Plan and the Tunbridge Wells Economic Strategy 2011-14 and partnership working will be vital in order to achieve agreed objectives. http://www.westkentpartnership.org.uk/resources/1/wkis%2027%20July%20-%20FINAL.pdf

Tunbridge Wells Vision 2026 & Draft Sustainable Community Strategy In 2008, the Council developed a long term vision for the Borough. Vision 2026 was firmly based on both evidence and consultation including a „Councillor Convention‟. Vision 2026 is the Council‟s document that leads other plans and strategies for example the Sustainable Community Strategy and the Local Development Framework. An updated Sustainable Community Strategy is currently being prepared and will set out the Council‟s commitment to working with our partners to provide the right support and conditions in which both new and existing businesses can flourish and provide good quality local jobs for the Borough‟s residents.

http://www2.tunbridgewells.gov.uk/pdf/Vision2026final.pdf

Tunbridge Wells Borough Local Development Framework Core Strategy 2010 The Core Strategy provides the spatial vision of how the Borough should develop; strategic objectives for development in the borough; a delivery strategy setting out how

much development will take place and where, when and by what means it will be delivered; an implementation and monitoring framework. The Core Strategy and this

Economic Strategy are closely linked. The 2010 Core Strategy is currently being revised and a Town Centres Area Action Plan and Allocations Development Plan are also

being prepared.

http://www2.tunbridgewells.gov.uk/PDF/PP_DPD_CoreStrategy_June2010.pdf

Tunbridge Wells Economic Development Strategy 2006-2009

In 2004, Tunbridge Wells Borough Council commissioned an Economic Overview to provide a detailed appraisal of the borough‟s economy (Economic Overview of Tunbridge

Wells, Elizabeth Haggart Associates). This underpinned the development of the 2006-2009 Economic Strategy. Many actions from this Strategy have now been

implemented and provide the foundation upon which the Tunbridge Wells Economic Development Strategy 2011-2015 has been developed.

http://www2.tunbridgewells.gov.uk/pdf/economic%20strategy%20dec%202006.pdf

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3 ECONOMIC CONTEXT

Characteristics of the local economy

Tunbridge Wells Borough lies in the south west of Kent and covers an area of 326 square kilometres. The Borough borders the authorities of Sevenoaks, Tonbridge &

Malling, Maidstone and Ashford in Kent; Rother and Wealden in East Sussex. Royal Tunbridge Wells forms the majority of the main urban area and provides social, cultural

and economic opportunities for residents and visitors. The area also includes the towns of Southborough, Paddock Wood and Cranbrook and 17 villages which also provide

employment opportunities and other services. Approximately 70% of the Borough is designated as High Weald Area of Outstanding Natural Beauty and 22% as Metropolitan

Green Belt. The Borough‟s rural areas are home to a large number of businesses across a wide range of sectors which contribute significantly to the local economy.

There are a number of key characteristics of the local economy that provide the context for the strategy:

108,000 residents live in the borough.

a high level (80%) are economically active.

unemployment levels are extremely low (1.7% June 2011 Nomis).

about 5,165 businesses employ approximately 48,300 people (Nomis, 2008).

almost 90% of the businesses employ less than 10 people (UK business survey Feb 2011).

significant business sectors in the borough include professional, scientific and technical (20.1%), construction (10.7%), retail (8.6%), business admin/support

services (8.6%), information and communication (8.3%), arts, entertainment, recreation and other services (7.9%) (UK Business Survey Feb 2011).

about 40,000 people commute in and out of the borough for work purposes (TWBC Core Strategy 2010).

one in four jobs is occupied by people living outside the borough.

a high proportion of residents have very high skill levels but this tends to mask those with low skill levels (38% with no or low qualifications).

the cost of housing is high relative to average local wages, making housing affordability problematic.

there is limited land available for major commercial or housing development.

the borough has a high proportion of both the urban and rural workforce running a business from home (compared to other districts in Kent).

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Recent trends 2.2 In recent years a number of often inter-related changes have occurred in or have affected the borough. These include:

a reduction in the number of businesses operating in the land-based sector owing to the overall long-term decline in profitability.

an increase in the number of small new businesses being established locally, particularly in the business services sector.

the conversion of former employment sites and premises to housing, in both rural and urban areas.

the increasing popularity of out-of-town shopping centres e.g. Bluewater and North Farm, causing Tunbridge Wells town centre to suffer from fewer long

stay/high value shopping trips.

the increasing use of the internet for shopping.

increasing traffic congestion (and longer journey times), particularly in and around Tunbridge Wells town centre and the associated declaration of air quality

management area (AQM) due to poor air quality.

changes in the tourism market, particularly with the availability of cheap flights for weekend breaks as well as for longer holidays, but also an increase in

domestic short breaks.

the loss of rural services and employment through the closure of post offices, banks, pubs, etc in rural villages.

an increase in the number of home-based businesses.

recruitment difficulties for some local employers.

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4 VISION AND KEY OBJECTIVES FOR THE ECONOMY OF TUNBRIDGE WELLS

Vision

The vision for this Strategy is that: Tunbridge Wells Borough has a diverse and thriving economy, with sustainable businesses across all sectors, providing a wide range of products, services and good local employment opportunities, whilst nurturing the high quality rural and urban environment.

Key Objectives

Objective 1: Enterprise

Encourage the continued development of a wide range of enterprises in the borough by providing business support and advice and appropriate

employment floorspace.

Objective 2: Promotion and Place making

Enhance the attractiveness of Royal Tunbridge Wells and other town centres in the borough as thriving cultural, places to visit/shop, live, work

and do business.

Objective 3: Rural Economy

Develop a strong, diverse rural economy to sustain local communities.

Objective 4: Skills & Employability

Develop a workforce equipped with appropriate skills to capitalise on local employment opportunities.

Objective 5: Accessibility & Connectivity

Develop an efficient transport & communications network to support the vitality and competitiveness of the Borough’s local economy.

Objective 6: Securing funding

Maximise opportunities to secure funding to support economic development.

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5 KEY ISSUES This section of the Strategy sets out some of the key issues facing the Borough, building on both evidence based research and informal consultation with business fora in the Borough during the preparation of the Strategy.

Enterprise/Supporting Business

Tunbridge Wells has always been a highly entrepreneurial Borough. The local economy is dominated by small businesses, with 88% of businesses employing less than 10 people. Tunbridge Wells has the highest level of self employment in West Kent and a high number of home-based businesses across a wide range of sectors.

Although the start up rate for new businesses in the Borough is high, the failure rate is also relatively high (the 3 year business survival rate was 68% in 2010). The recent recession and job losses in London have lead to an increase in the number of actual start ups and also enquiries about starting a business. The Council has been working closely with a number of organisations to deliver business support and advice. However, it is recognised that the closure of the regional Business Link advisory service by November 2011 will leave a gap in provision. At the same time consultees to this Strategy were very keen to see more, not less, support provided for small and medium sized enterprises (SMEs) in the Borough, both for those starting up and those wanting to grow their businesses.

Many businesses in the Borough are already involved in local business fora (both urban and rural) including the Town Centre Business Forum, Cranbrook & Weald Tourism & Economic Forum and Meejahub for example (many more are listed in Section 5). Although not run buy the Council, close working is required to sustain these fora in the longer term.

Provision of floor-space for employment The need to provide more modern office space was raised as an issue during the consultation on this Strategy. Although a recent employment land study for the Borough drew the conclusion that there is no requirement for significant additional employment land to the year 2026, it also identified a number of weaknesses/threats for the Borough in relation to the provision of office floorspace including:

An aging and outdated office stock;

Weak property values discouraging private development and investment;

No immediate access to strategic road network and congestion on access to Key Employment Areas;

The dominance of Kings Hill as an office location in West Kent; and

The growth aspirations of neighbouring districts (with High Speed 1 making competitors more accessible).

A greater understanding of the existing office stock and of the current and future needs of key employers is required, in order to support the selective replacement of the stock on appropriate sites, retain key employers and attract inward investment.

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Town Centre Activities

Recent research has concluded that Tunbridge Wells town centre is performing reasonably well in terms of its retail offer, but that there is an increasing threat from North Farm and other competing centres (Maidstone, Bluewater etc.). The research identified the need for both new convenience (food) goods floorspace and comparison (non-food) goods floorspace. It also suggested that there is scope for a new small cinema multiplex and health and fitness facilities to strengthen the retail and leisure offer in Tunbridge Wells town centre.

The same report states that the smaller centres of Cranbrook, Hawkhurst, Paddock Wood, and Southborough are performing well but should be kept under review. Cranbrook was identified as a centre that has potential to expand both its convenience and comparison retail role and add to its attraction as a visitor destination.

During the consultation on this Strategy, the issue of „grot spots‟ within the Tunbridge Wells town centre was raised as a major concern and the need for a town centre masterplan was highlighted by many consultees. The desire for improved access to cultural and leisure activities was also evident.

Visitor Economy

Tourism supports over 7% of the Borough‟s workforce and is worth £232 million each year to the Borough economy. It is anticipated that 2012 will be a busy year with both the Diamond Jubilee and the Olympics bringing more visitors to the south east and this provides an opportunity to build the sector further. The Tourist Information Centre and the visittunbridgewells website currently play a key role in supporting local businesses and in encouraging longer stays and increased spending within the Borough and digital technology will continue to provide further marketing and promotional opportunities for Tunbridge Wells. However, it is recognised that there is intense competition from other areas both at home and abroad for visitors. The importance of promoting the Borough as a visitor destination for both short and longer stays, and for a range of activities, was highlighted during the consultation on this Strategy.

Rural Enterprise/Diversification

The countryside is one of the Borough‟s major assets. The landscape management performed by agriculture/horticulture brings huge benefits to the local economy and is essential to maintaining the quality of the countryside, which attracts so many visitors and residents to the area. Tunbridge Wells Farmers‟ Market has been operating successfully for several years and attracts on average 6,500 shoppers to each fortnightly market. Although there has been a growing trend for consumers to buy according to seasonality of produce and an interest in buying „local‟, more recently the effect of the economic climate and the offers of large supermarkets threaten this as consumers buy within tight budgets.

In recent years some farms and rural buildings have been redeveloped or adapted to provide facilities for new business uses in the leisure, tourism and office based sectors. Several businesses in the Borough have also started to exploit sustainable energy sources such as woodfuel burners. Consultees were keen to see a positive approach taken to planning proposals for economic development in rural areas.

There has been a continuing loss of services in rural areas including closure of post offices, banks and pubs, making rural communities less sustainable. However, there are several good examples of rural community enterprise in the Borough, such as the village shop and post office provided alongside the pub in Matfield. Further such schemes will require support and advice to become established.

Ensuring that the rural areas of the Borough are well connected is important, both in terms of transport links to centres providing goods and services and in relation to faster broadband connection. Kent County Council has identified areas within the county that are unlikely to be served by superfast broadband by the market. This could impact on

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both rural businesses and residents, and support is required to address this inequality of access within the Borough. Rural public transport continues to be a difficult issue that was raised by consultees. Partnership work with transport providers and the voluntary sector is required to improve provision, promote a better quality of life within rural communities and support rural businesses and employment.

Employment and Skills The Borough has a high employment rate and skills levels are also very strong. The Borough is well served in terms of education and skills opportunities but, despite this good provision, there are still skills gaps that are apparent across the Borough which affect the operation and productivity of many local businesses. Issues raised during the consultation included the need to:

reduce the proportion of the workforce without qualifications;

ensure that those in disadvantaged groups have skills needed to take advantage of local job opportunities;

ensure that school leavers are better prepared to enter the workforce;

promote the idea of apprenticeships across all sectors;

retain key workers and those with higher level skills within the local economy; and

create jobs that are attractive to recent graduates.

Transport & Access

Transport & access was the issue of concern raised most frequently by consultees during the preparation of this Strategy, highlighting the strength of feeling amongst the business community.

An efficient transport network is essential to the vitality and competitiveness of the Borough‟s local economy. The A26, the A264 and Longfield Road have been identified as congestion hot spots by KCC. These roads provide important links between the Key Employment Areas (KEAs) identified in the Borough‟s LDF and continuing congestion in these locations could present a barrier to enabling a further concentration of economic activity within the KEAs. A key contributory factor to peak hour congestion is the dominance of the private car as the principal mode of travel for journeys to work and school.

Following the 2010 Spending Review, the A21 Tonbridge to Pembury Dualling public inquiry was postponed and the scheme listed as for starting post 2015. The Council is continuing to lobbying for dualling of the road and KCC is undertaking work to promote a lower cost scheme than the original Highways Agency scheme.

The provision of adequate parking was seen by consultees as very important in supporting local shops and businesses. There was also significant support for the provision of

park & ride facilities at the edge of the town centre.

Consultees also wanted to see improvements made to the public transport network and opportunities taken to improve options for sustainable travel. The Borough currently has good rail services to London and station improvements are also planned for both Paddock Wood and Tunbridge Wells stations by Network Rail, for implementation in 2011. The Council is also part of a Quality Bus Partnership (QBP) with KCC and Arriva Southern Counties. The QBP provides the opportunity to identify improvements to local bus services, the network and supporting infrastructure, in support of a mode shift towards public transport, particularly during peak periods. However, it is recognised that further work is required to promote bus services within the Borough in order to encourage sustainable choices and ensure that those without cars have access to goods and services.

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6 ROLE OF THE BOROUGH COUNCIL

This Strategy is set in the context of very limited Council resources. The Council will therefore need to work closely with its many partners to deliver the Strategy and

maximise opportunities for continued economic development.

The role of the Borough Council will include:

monitoring the local economy and developing the rolling programme

development of specific initiatives (where resources are available)

working with local businesses and other relevant organisations to deliver initiatives

working with those partners who can provide support/funding

seeking and acting on feedback from businesses and residents

monitoring the implementation of the Action Plan (in Section 6)

Our partners include:

Local Businesses

Federation of Small Businesses (FSB)

Kent County Council (KCC)

Locate in Kent (LIK)

Produced in Kent

Tourism South East (TSE)

West Kent Chamber of Commerce (WKCC)

Paddock Wood Community Partnership

Visit Kent

Kent Economic Board (KEB)

K College

West Kent Partnership (WKP)

Voluntary Action West Kent (VAWK)

Safe Town Partnership (STP)

Town Centre Forum (TCF)

Royal Victoria Place (RVP)

Seven Wonders of the Weald

Hawkhurst Community Partnership

Kent Rural Group/Kent Rural Plc

University of Kent

Cranbrook & Weald Tourism & Economic Forum

Tunbridge Wells Retail Steering Group

Tunbridge Wells Town Centre Business Forum

Connexions

Kent Apprenticeships

Local Schools

Canterbury Christ Church University

Meejahub

Hadlow College

The Council will monitor the progress of the Strategy and Action Plan annually. Statistical measures will be used where possible as well as qualitative analysis. The

Action Plan and project target outputs/outcomes will be reviewed and updated annually where appropriate.

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7 ACTION PLAN 2011 – 2015

Projects Indicative Timescale

Lead Partner

Partners Additional Funding Needed

Objective 1 ENTERPRISE Success Measures:

increase in the rate of business start ups, decrease in rate of business closures (UK Business Survey KCC)

take up of sites and premises (TWBC planning/ED team)

effective business advice provided (Enterprise 1st, TWBC ED team)

no of working business networks/fora supported (TWBC ED team)

no of initiatives to support key growth sectors (TWBC ED team)

1.1 Investigate the feasibility of setting up a TWBC Business Loans Scheme

for business start-ups

Year 1 TWBC Banks Yes

1.2 Investigate future options for the provision of high quality business advice and ensure these services are promoted widely and made available across the Borough

Year 1 TWBC Referral Organisations (e.g. Citizens Advice Bureau & Banks) Advice providers

Yes

1.3 Provide continuing support to Business Fora through: - Communicating regularly/providing updates and feedback - Undertaking a review of partnerships to identify good practice and

put in place measures to promote sustainability - Supporting events organised by fora including grant funding

Ongoing TWBC Borough Business Fora Yes

1.4 Update Tunbridge Wells Borough Business Guide and review distribution strategy to ensure wider coverage

Year 1 TWBC Private Sector No

1.5 Provide signposting to business/economic information through: - Economic Development team website and telephone response - Up to date Business News on TWBC web-site - Producing a Business Information leaflet for the Borough

Ongoing TWBC Yes

1.6 Promote West Kent Business Awards in Tunbridge Wells

Ongoing Courier/WKP TWBC No

1.7 Explore the potential for setting up a local business start-up/growth Year 1 TWBC West Kent Partnership No

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Projects Indicative Timescale

Lead Partner

Partners Additional Funding Needed

Mentoring Network

Business Fora

1.8 Implement the Council‟s Procurement Strategy and review regularly to ensure that it provides an opportunity for local businesses to supply services and goods

Ongoing TWBC No

1.9 Support the establishment of a wide range of Community or Social Enterprises across the Borough

Ongoing TWBC Action for Communities in Rural Kent

Yes

1.10 Investigate ways to support businesses at risk of closure and support to staff facing redundancy

Year 2 TWBC No

1.11 Support Cultural & Creative Industries (CCI) sector by: - Undertaking & implement a study to map the CCI Sector in

Tunbridge Wells and develop a strategic framework for growth - Engaging with Kent Economic Board Sector Consultation

Year 1 TWBC/KCC Meejahub Kent Economic Board

Yes

1.12 Implement the findings of Kent County Council research on the requirements Borough home based businesses as relevant to the Borough

Year 2-3 TWBC Kent County Council Yes

1.13 Investigate potential for growth in green technology and health business sectors

Year 2 TWBC

Kent Economic Board Businesses from key sectors Business Fora

No

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Projects Indicative Timescale

Lead Partner

Partners Additional Funding Needed

Objective 2 PROMOTION & PLACE MAKING/TOWN CENTRES

Success measures:

Effective Tourist Information Centre and Destination Management System delivered

Destination Marketing Strategy produced/implemented

TW Retail and Marketing Forum set up

Development briefs for key sites in place and development taking place

Quality and demand study completed for office/business accommodation

Initiatives delivered to improve cultural offer Success rates in national town centre/quality of life surveys

Additional visitors/visitor spend/business turnover

2.1 Develop a Destination Marketing Strategy for the Borough Year 1-2 TWBC Visit Kent,

Locate in Kent, Retail Forum, Businesses

Yes

2.2 Deliver a Tourist Information Service for the 21st century including:

- Establish new marketing partnerships (including Visit Kent) - Prepare 2012 local holiday guide in partnership with Maidstone

Borough Council - Update visittunbridgewells website and develop

visittunbridgewells mobile phone application - Develop & implement new model for operation of TIC

Year 1-2 TWBC Visit Kent Tourism South East

Yes

2.3 Work in partnership with RVP (Westfield) and others retailers to set up to Tunbridge Wells Retail & Marketing Steering Group:

- Develop retail campaign & awards

Year 1 Westfield/Royal Victoria Place

TWBC Retail businesses

No

2.4 Prepare Town Centres Area Action Plan/Masterplan to include - vision for Tunbridge Wells town centre - land allocations for employment and other town centre uses - public realm strategy for the town centre

Year 2 TWBC No

2.5 Work with partners to develop key site development briefs and to deliver appropriate development on sites in the Borough including:

- Former Morrisons; - Cinema site; - Pantiles;

Ongoing TWBC

Targetfollow Town & Country Housing Group

Yes

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Projects Indicative Timescale

Lead Partner

Partners Additional Funding Needed

- Sherwood - Showfields - Southborough site

2.6 Undertake research on the quality/type and demand of office/business accommodation in the town centre

Year 1 TWBC Yes

2.7 Mapping, monitoring and marketing employment sites to ensure provision of floor space for employment

Ongoing TWBC Locate in Kent Estate Agents

Yes

2.8 Undertake partnership work with Museum/Art Gallery to improve the cultural offer in Tunbridge Wells

Years 2-3 TWBC Yes

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Projects Indicative Timescale

Lead Partner

Partners Additional Funding Needed

Objective 3 RURAL Measures:

No of rural businesses with broadband speeds 24 mbps

No of rural businesses supported through LEADER and Market Towns Programme and other initiatives

No of businesses and people attending farmers market

Mapping of community assets that are needed/under threat

Successful Interreg bid and funding secured

Forward strategy in place for Paddock Wood and Hawkhurst Market Towns

MOU in place with planning

3.1 Support sustainable rural economic development through the preparation

of a Memorandum of Understanding between Economic Development Team and Development Management Team

Year 1 TWBC No

3.2 Continue support for rural businesses through LEADER grant funding programme (up to 2013)

Ongoing WKP

TWBC No

3.3 Identify requirements/opportunities for the provision of community transport schemes in locations where bus services are poor/absent

Ongoing TWBC Action for Communities in Rural Kent

Yes

3.4 Continue to develop & promote the Tunbridge Wells Farmers Market

Ongoing TWBC Stall Holders No

3.5 Investigate the viability of becoming lender of last resort to maintain community assets which are under threat

Year 2 TWBC Community Groups Yes

3.6 Investigate feasibility of TWBC small grants scheme to develop websites for rural businesses

Year 2 TWBC Yes

3.7 Partner Visit Kent Interreg Bid for Sustainable Rural Tourism Year 1 Visit Kent TWBC

No

3.8 Improve rural broadband speeds for rural businesses and communities: - Support Kent County Council Local Broadband Plan - Support parish bids to KCC for Superfast Broadband Pilot Fund

Years 1-3 TWBC, Kent County Council

Broadband providers

Yes

3.9 Develop a forward/exit strategy for Paddock Wood and Hawkhurst Community Partnerships from Market Towns Funding Programme

Year 1 TWBC Community Partnerships; KCC

Yes

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Projects Indicative Timescale

Lead Partner

Partners Additional Funding Needed

Objective 4 SKILLS & EMPLOYABILITY

Measures:

Increased number of people in employment (NOMIS, KCC)

Decrease in unemployment (NOMIS, KCC)

Workforce skills levels improved (Labour force survey, NOMIS)

No of employers, schools and training providers working together

No of apprenticeships supported (K College, KCC)

No of graduates retained (universities)

4.1 Utilise information in Bold Steps in16-19 Provision to increase links between local employers, education providers and local schools

Ongoing TWBC Kent County Council Connexions

No

4.2 Support and promote Kent County Council‟s 100 in 100 Apprenticeship Programme and vocational learning

Year 1 West Kent Partnership/TWBC

Borough Business Community

No

4.3 Work with West Kent Partnership & partners to facilitate programme for retaining graduates in the local economy

Year 2 WKP No

4.4 Work with Further & Higher Education Providers to provide business & enterprise training opportunities for local businesses/residents

Ongoing TWBC University of Kent Canterbury Christ Church

No

4.5 Investigate developing a job and training brokerage initiative Year 2-3 TWBC Jobcentre+ Connexions Businesses Developers

Yes

4.6 Maintain watching brief and investigate emerging proposals from the Wolf report including creating University Technical Colleges, Studio Schools, Work Pairing models (work experience) and access funding support where possible

Ongoing TWBC Education providers Businesses

No

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Projects Indicative Timescale

Lead Partner

Partners Additional Funding Needed

Objective 5 ACCESSIBILITY/TRANSPORT

Success Measures:

Borough wide Transport Strategy prepared

Urban & Rural Parking Strategies prepared

Initiatives to improve connectivity between North Farm Estate and RTW and within RTW

5.1 Continuing to lobby for dualling of the A21

Ongoing KCC

5.2 Prepare Transport Strategy to support the Economic Development Strategy and the Local Development Framework (including VISUM strategic transport modelling)

Year 1 TWBC Kent County Council

No

5.3 Seek to reduce traffic congestion in urban areas by making the most efficient use of the existing road infrastructure:

- Implement the Short Term recommendations of the North Farm Estate Options Study

- Undertake further work on medium & long term recommendations for North Farm

- Consider development of VISSIM traffic model

Year 1-2 TWBC Kent County Council North Farm Business Forum

Yes

5.4 Ensure that parking policy supports the vitality of the Borough‟s town centres through:

- Urban Parking Study and development of agreed Strategy - Undertaking Rural Parking Study - Delivering a parking facility at Pembury

Year 1-3 TWBC Tesco AXA/PPP

Yes

5.5 Continue close partnership work with Kent County Council and public transport providers to improve & promote services within the Borough in particular:

- Bus links between the north and south of the town centre - Retention of direct Cannon Street rail service post 2014

Ongoing TWBC Kent County Council Arriva Southeastern Railways

No

5.6 Work with local schools and businesses to support and encourage the implementation of sustainable travel plans`

Ongoing TWBC Schools Businesses Kent County Council

No

5.7 Implementation of Draft Urban Design and Public Realm Strategy including the following schemes:

Ongoing TWBC Developers Kent County Council

Yes

20

Projects Indicative Timescale

Lead Partner

Partners Additional Funding Needed

- St John‟s gateway - George‟s Square - Calverley Road/Camden Road - Carr‟s Corner/Church Road/Mount Pleasant - Mount Pleasant - Calverley Park Approach - Grove Hill Road/High Street - Vale Road/Station Approach - Vale Road/London Road - London Road crossings - King Charles the Martyr/Linden Crossing

21

Projects Indicative Timescale

Lead Partner

Partners Additional Funding Needed

Objective 6 SECURING FUNDING Success Measures:

Amount of funding secured to deliver economic strategy and action plan 6.1 Investigate funding options for infrastructure provision including

Community Infrastructure Levy, Tax Increment Finance and Business Rate Retention

Year 1 TWBC Kent County Council No

6.2 Take opportunities to partner Interreg and other external funding bids where appropriate

Ongoing TWBC West Kent Partnership Visit Kent Others as relevant

No