Economic and Tourism Development Strategy 2009 – 2026

Forest Heath District Council

Economic and TourismDevelopment Strategy2009 – 2026Policy Document

B I G G E R H E A R T | B R I G H T E R B U S I N E S S | B R A V E R D R E A M S

D34

Our Vision by 2026

Bigger Heart1. Regenerating our town centres:

Enhancing what’s on offer in our town centres and developing niche markets

2. Rural economy:Improve access to the District’s education and employment provision and enablestronger and more sustainable rural communities

3. Tourism development:Increase development as an income generator

4. Voluntary and Community Sector:Enable the growth of a highly developed and effective third sector

Brighter Business5. Develop high value jobs locally:

Increase by 30% between 2009 – 2026

6. Greater economic participation:Sustainable long-term jobs: more young people earning, learning and caring; greaterpercentage of the workforce in higher salary ranges

7. Development of skills to meet future and present needs: Increase skills base to match employers’ needs

Braver Dreams8. Attract - research and development and innovation 9. Raise resource efficiency10. Enhance the digital economy11. Facilitate improvements to public transport

and infrastructure

Economic Development and Tourism Strategy 2009 – 2026 | 2

Introduction

Forest Heath District Council’s CorporatePlan sets out our vision for a clean,green, safe and prosperous District andidentifies seven priority areas forimprovement. These include economicregeneration, in particular the need fortown centre regeneration and moreinward investment to create jobopportunities.

Aligned to these priorities, this Economic andTourism Development Strategy sets out apowerful direction and focus for the economicgrowth of the District until 2026. Its objectivesidentify the type of economic and tourismdevelopment and the outcomes to which theDistrict aspires. It provides a strategic aspirationthat our partners and stakeholders have signedup to and which we will collectively deliver.

This Strategy is the culmination of an extensiveconsultation process which included 500 in-depth interviews with businesses and over 800responses from residents and visitors. Itsdevelopment has also taken into account the

wealth of local, regional and sub-regionalpolicies, relevant studies and economicperformance data like the Greater CambridgeSub-Regional Economic Strategy and theRegional Economic Strategy. In binding thesedocuments and the initiatives of local andregional partners together, it highlights the roleand contribution of Forest Heath DistrictCouncil, to bring partners together to delivermaximum benefits to the community.

The prosperity of the District’s economy is builton a combination of traditional industries andthe latest innovative sectors. Our vision for thefuture complements this strength and givesemphasis to the growth of both new andexisting local businesses. It also seeks tosupport emerging biotech and hi-techenterprises and to encourage an appropriatelevel of inward investment. Our vision will bedelivered through a series of three-year actionplans, the first running to 2012. These, and theoverall strategy, will be reviewed and updatedevery three years.

The District Council offers a wide range ofbusiness advice services. For furtherinformation – www.forest-heath.gov.uk

3 | Economic Development and Tourism Strategy 2009 – 2026

Regional Partners and the Strategic Framework

Strategic Framework for EconomicDevelopment and Action Planning in

Forest Heath – Final Report(Appendix A)

Forest HeathEconomic

Development Strategy

2009 – 2026

East of England Development AgencyRegional Economic Strategy

(Appendix B)

The Forest Heath Profile 2009(Appendix L)

East of EnglandSustainable Tourism Strategy

(Appendix Q)

The Forest HeathHousing Strategy 2007 – 2010

(Appendix M)

Forest Heath District CouncilCorporate Plan 2008 – 2012

(Appendix K)

Expanding Suffolk’s Horizon,Suffolk Development Agency

(Appendix D)

Western Suffolk Local StrategicPartnership Community Profile

(Appendix F)

Western Suffolk EmploymentLand Review Final Report

(Appendix G)

Western Suffolk CommunityStrategy & Update

(Appendix H)

This strategy implements the broader strategic landscape and takes into account the followingdocuments and studies

Appendices can be found on the District Council website – www.forest-heath.gov.uk/business

The Greater Cambridge Sub-Regional Economic Strategy

(Appendix C)

Visitor Economy Strategic FrameworkTourism Profile and Priorities

Market Town Heritage Trail Documents(Appendix R)

Forest Heath Local DevelopmentFramework, Core Strategy

Proposed Submissions Document (Appendix J)

Transforming Suffolk – Suffolk’sSustainable Community Strategy

(Appendix E)

Thetford ForestAccess and Tourism Strategy

(Appendix P)


Forest Heath – The Place

Situated in Suffolk, at the geographic heart ofEast Anglia, Forest Heath District is bordered byNorfolk, Cambridgeshire and north-west Essex.The District comprises an area of 144 sq. milesand has two strategic arterial routes passingthrough - the A11 from London to Norwich andthe A14 from the Midlands to the east coastports.

A mixed urban and rural area, the population ofapproximately 64,740 (Office of NationalStatistics, 2009) lives mainly in the four towns ofNewmarket, Mildenhall, Brandon andLakenheath.

The District has a rich variety of naturallandscape from the chalk downlands ofNewmarket, through the rich agriculturalfenlands in the west, to the sandy Brecklands inthe north, home to the largest ‘lowland’ forest inthe country. Forest Heath contains 72% of therare species identified for special protection inthe Suffolk Biodiversity Action Plan; threeSpecial Areas of Conservation; 27 Sites ofSpecial Scientific Interest (SSSI) and 75 CountyWildlife Sites (CWS). The historic builtenvironment includes 13 Conservation Areas,over 400 Listed Buildings, some 44 ScheduledAncient Monuments, numerous archaeologicalsites and buildings of local interest.

Center Parcs holiday village at Elveden is oneof four in the United Kingdom. Opened in 1989,it is a major employer offering a wide range ofjob opportunities.

The District hosts two major United States AirForce (USAF) bases, RAF Mildenhall and RAFLakenheath. They provide significant amountsof direct and indirect employment. USAFpersonnel make up approximately 20% of thepopulation and the two bases spend around£33m. a year on procurement of goods andservices locally.

Newmarket dominates the local economy in thesouth of the District and is also a hub for severalsurrounding Cambridgeshire villages. It is the

‘Home of Horseracing’ and a globally importanthorseracing centre. There are more racehorses,trainers, stable staff, stud farms and racingorganisations based in and around the townthan anywhere else in the world; over 2,900racehorses in training, 89 licensed trainers, 62stud farms and 2,800 acres of fully maintainedtraining grounds. The horseracing industryspends more than £150m locally and accountsfor approximately 33% of jobs in Newmarket.

A combination of attractive rents, rates and landprices coupled to Newmarket’s location on theA14 corridor has encouraged companies toconsider the town as an alternative toCambridge. As a result in recent years hi-techindustries have emerged alongside lightengineering and service industries.

In recent years Red Lodge has been developedwith a large number of new homes andemployment sites. Large internationalcompanies have relocated onto the KingsWarren Business Park which has scope forfurther innovative employment landopportunities.

Forest Heath District is easily accessibility from London 80 miles, Norwich 50 miles, Cambridge 14 miles and Ipswich 44 miles


Issues and Challenges

The prime objective of this strategy is to deliversustainable economic and tourism growth inForest Heath. During its development a numberof key challenges and issues emerged asimportant for the District. These are set outbelow and are the drivers behind our economicpriorities and objectives.

• Difficulties in recruiting suitable employees -often attributed to a lack of housing.

• Despite demand for employment land, there isa limited range of available local suitable sitesand premises.

• The projected housing and population growthby 2026 requires a 30% increase in thenumber of jobs available. 7,300 jobs arerequired to enable a balance betweenpopulation growth and jobs.

• Business formation rates in Forest Heathhave been consistently higher than the countyor regional average since 1994. However,retention rates have traditionally been lowerthan the Suffolk average.

• The tourism promise and the District’scapacity to act as a regional leisure basehave never been fully exploited and promoted.There is a need to market the naturalattraction of the District and develop tourismto its full potential.

• There are clear links between the skill level ofa population and its ability to attractcompanies and obtain higher-paid jobs. ForestHeath’s adult population is less well qualifiedthan Suffolk as a whole and one-in-five of theworking population has no qualificationscompared with one-in-eight across the county.

• Our town centres need to react to the growthof out-of-town shopping and the impact ofinternet shopping to develop niche marketswhich reflect their own local individualism.

• Successful dualling of the A11 is a highpriority for both economic and tourismpurposes.

• The District’s proximity to Cambridge has asignificant positive impact on tourism and theeconomy. However, there are perceivednegative impacts such as the level ofcommuting from the District into Cambridge.

• Newmarket is a strong and recognised visitordestination but it has a short season and istherefore of limited appeal to the longer-stayvisitor. It is important to develop the ‘offer’using Newmarket’s location to attract bothvisitors and future investment.

The aim of this strategy and its associatedaction plans sets out how the Council, workingwith a range of partners, intends to addressthese key issues and challenges.

The Single Conversation

In seeking to find a way forward, the Council isengaging in the ‘Single Conversation’ set up bythe Homes and Communities Agency and isworking with HCA, EEDA, GoEast, SuffolkCounty Council and others.

In broad terms it embraces:

• Strategy: Housing, growth, regeneration andrenewal, linked to the regional priorities.Investment: Consider what all partners canbring to the area by way of investment land and assets. Assess how these willimprove outcomes of other government agencies like the Department of Work andPensions.

• Capacity: To clarify roles and responsibilitiesfor delivery for local authorities and their partners to deliver, manage and oversee anyinterventions.

• Delivery: Agreeing and developing theprecise form of the interventions, includingthe investment and tools used to deliver thatinvestment.


Bigger HeartOur Plans

1. Regenerating our town centres:By 2021 enhancing what’s on offer in our town centres and developing niche markets.

We are committed to enhancing the vibrancyand prosperity of our Newmarket, Mildenhall,Brandon town centres and Lakenheath, at thesame time reinforcing the local individuality ofeach. The action plan aims to improvesignificantly the look and feel of the towncentres to increase visitors.

• The key requirements in this section accordwith the Local Development Framework (LDF)supporting an increase in retail floor-space forthe three larger market towns. We aim to offeran alternative to the nearby shopping centresof Bury St Edmunds and Cambridge bysupporting the regeneration of our towncentres.

• The LDF outlines Lakenheath and Red Lodgeas local centres for their communities andimmediate surrounding area. The adaptationand extension of shops will generally beencouraged by the Council, as will new retailoutlets of an appropriate scale and type. Theloss of important shops and services will beresisted through the planning process relatingto the change of use of premises.

• The strategy action plan proactively advocatesthe installation and use of technology by theindependent retail sector. It also seeks toempower and support retailers through thecreation of a Retail Action Partnership in eachtown.

Current town centre developments include thefollowing emerging or completed projects:

Mildenhall – Sainsbury’sThe development of a new Sainsbury's store inthe middle of Mildenhall is a joint project betweenthe Council, Mildenhall Parish Council and JSainsbury plc.The scheme involves not only the building of anew store and improved long-stay car parking butalso marks the start of the regeneration ofMildenhall town centre.

Newmarket – Market SquareCentenary Asset Management has planningpermission to extend the Guineas shoppingcentre. Plans agreed in 2007 would create extraretail floor space and improve the Market Squarecreating a better public space and furtherimproving the area for the twice-weekly market.The project triggered a study of the possible‘pedestrianisation’ of Wellington Street. It isconsidered to be feasible but requires funding.The project is considered feasible but requiresfunding. This is unlikely in the present economicclimate.

Across the District – Shop FrontImprovement SchemeForest Heath District Council grants areavailable for up to 50% or £500, whichever isthe lower, towards the cost of painting theground floor frontage of shops and othercommercial premises.


Our Plans

Bigger Heart

2. Rural economy: By 2026 improve access to the District’seducation and employment provision andenable stronger and more sustainable ruralcommunities.

Accessibility to key services is a challenge. TheCouncil’s aim is to play a leading role withSuffolk County Council (SCC) and West SuffolkLocal Strategic Partnership (WSLSP) by actingas a conduit for change.

• The Council aims to lobby Suffolk CountyCouncil, the Highways Authority and railoperators for increased regularity of bus andrail services to the rural areas.

• There is a need for the support and promotionof sustainable rural communities. Again,through effective partnership working, theCouncil aims to support partnership projectswhich lead to encourage rural participation inincreased business support with the intent ofretaining businesses.

• Vital to the growth of the rural economy is anincrease in access to informationtechnologies and broadband coverage. Thiswill encourage flexible working for residents,employees and students as well as theenabling of home-working arrangements. Weaim to support and promote initiatives thatseek to improve the digital infrastructure.

• The Council will support projects toencourage the retention of key services inrural areas like local shops, post offices andpublic houses.

Rural Economy Scheme –to enhance stronger and more sustainablerural communities

The Council part-funds a Suffolk-widescheme that supports rural shops, pubs,post offices and community-mindedenterprises. Up to £5,000 is available forsuch businesses to help retain and expandclientele in recognition of the wider rolethey play in their communities as meetingplaces often offering auxiliary services.The businesses are offered one-to-oneadvice and support from a rural retailspecialist as part of the process in order toidentify the best way to spend the money.


Bigger HeartOur Plans

A Center Parcs complex is located to the northof the District and provides holidayaccommodation and a range of sports andleisure activities set within 400 acres ofwoodland. The local impact of guest-spendingoutside the holiday village is estimated, fromcustomer surveys, at around £870,000 a year.The Council will continue to promote the naturalassets of the Brecks, drawing together thecountryside agencies including the ForestryCommission and Suffolk County Council toensure that those staying at Center Parcs andother local accommodation take the opportunityto explore our natural landscape, assets andattractions.

The Council aims to concentrate resources oneffective marketing and promotion of the localtourism and leisure ‘offering’ to increase thenumber of visitors, their length of stay and theamount of disposal income they spend. Inreturn, the Council hopes to attract furtherinvestment from the tourism industry, includinghigh quality accommodation and attractions.

The Council will work to ensure that ForestHeath businesses and communities mustbenefit from the economic impact of the buildup, delivery and legacy of the Olympics in 2012.

The District’s location – within easy reach ofStansted airport, Cambridge and London - willbe used to attract visitors to stay in and aroundForest Heath during the Olympic andParalympic games. The Olympics will be usedas a marketing-tool to showcase the WestSuffolk Tourism offer within Forest Heath.

3. Tourism Development:By 2026 increase income generated bythe tourism sector.

Tourism is an important part of Forest Heath’seconomy generating over £230m incomeannually and providing 14.8% of allemployment. This figure is almost double thenational tourism average of 8% (East ofEngland study, Economic Impact of TourismForest Heath - 2008). The key factors areNewmarket’s position as the ‘Home ofHorseracing’ and thoroughbred breeding andthe Center Parcs Holiday Village at Elveden.Whilst these statistics are positive, it isrecognised that there are still many placesaround the District that could be developed toenhance the current tourism offer and generatefurther income and employment openings.

The Council’s own research has revealedsignificant opportunities, through partnershipworking, to further develop the visitorexperience by linking tourism attractions andlocation together. One example would be toencourage visitors to Newmarket for racing toextend their stay to see local attractions like theNational Horseracing Museum, the NationalStud and Tattersall’s as well as participating inother organised tours, outdoor activities,shopping, historic attractions, nightlife andexploring the surrounding countryside.

The Council aims to bring together existing,future tourism and leisure attractions to developa strong and recognisable visitor destination.Greater emphasis must be given to theNewmarket’s location - close to London andcentering the historic triangle formed by Bury StEdmunds, Cambridge and Ely. However, thiscan only be achieved successfully throughcross-boundary collaboration with neighboringdistricts and attractions from both public andprivate sectors.


Bigger Heart

4. Voluntary and Community Sector:By 2026 enable the growth of a highlydeveloped and effective third sector.

The value to the local economy of thecommunity/voluntary sector in the District issignificant. Many voluntary and communityorganisations play an important and diverse rolein rural development and provide an importantsource of both employment and trainingopportunities.

The strategy aims to:

• Support the development of the WSLSPCommunity Strategy.

• Support the maintenance and development ofa strong community/voluntary sector byhelping groups to access ongoing revenuefunding.

• Support the development of a specialist thirdsector development agency to co-ordinateand develop the capacity of the communitysector across the whole District.

• Support the development of a robust thirdsector that is in a strong position to deliverlocal services.

Brandon Healthy Living Centre –Supporting the third sector in ForestHeath;

Brandon’s Healthy Living Centre is a jointinitiative between Suffolk County Council,NHS Suffolk, Matrix Medical, Forest heathDistrict Council, local doctors andKeystone Development Trust. Thescheme will provide a multi-purposebuilding in Brandon from which a widerange of public services can be delivered.The scheme will also incorporatecommunity facilities, a pharmacy and twosmall business units.

The value to the local economy of thecommunity/voluntarysector in the District

is significant

Our Plans


Brighter BusinessOur Plans

5. Develop high value jobs locally: Increase by 30% between 2009 - 2026.

The District’s Local Development Framework(LDF) identifies the need for an additional 20%increase in jobs to meet the projected housingand population growth by 2021. Today, thistranslates into an additional 5,000 jobs in ForestHeath.

Business Productivity A key to business productivity is the availabilityof sites and premises that are fit for purpose,efficient and in the right location at the righttime. Business needs are adjusting as globaldrivers transform the focus to higher value-added, knowledge-based, internationallycompetitive economies; this is further reflectedthrough the Greater Cambridge Partnership(GCP), East of England Development Agency(EEDA) and Suffolk Regional EconomicStrategies with a common aim to increase hi-tech industry.

A specific geographical cluster development inForest Heath, with the support of dedicated siteallocation through the LDF, proposes the 30%increase across these business sectors: –equine, clean-tech, ICT, biotech,pharmaceutical, tourism, food and drink and thecreative industries.

Land and premises The Council will ensure, through the LDFprocess, the need for a range of suitable landand premises available to accommodate the30% growth. This includes working inpartnership with enterprise agencies and othersto support the provision of accommodation fromincubator to larger start-up premises and on toscience/business park development.

Future Development Where there is a market failure the Council willwork with partners to consider developingsuitable commercial premises. We are carryingout a study to determine present and future

cluster and supply chain development. We aimto use this information to encourage futurecluster growth.

Targeted Assistance The business support network whichencompasses Forest Heath District Council,Business Link East, Enterprise Agencies andexternal partners will, in parallel with theemerging business sectors, focus on increasedand targeted forms of assistance for small andmedium-sized businesses either starting up orincreasing their activities in Forest Heath. TheCouncil will play an active role in this network toprovide incubation accommodation and smallstart-up units, as a way of facilitating thedevelopment or creation of the sectors detailedabove.

Survival and growth Sectoral business assistance – the businesssectors mentioned above require specialistassistance, particularly as they experiencedifficulties during crises. This is essential toenable business survival and growth. As such, itis crucial that a business support networkreflects this.

Marketing The network will underpin marketing andpromotion of the identified sectors. The DistrictCouncil, in partnership, will develop a range ofkey site marketing materials and e-materials tohelp promote Forest Heath as a suitablelocation for inward investment.

Support We continue to support our partners throughtargeted initiatives and projects e.g. providingtraining events, one-to-one business supportand network projects. The intention is to supportthe retention of existing businesses, to enablethem to flourish through easy access to localsupport services.


Brighter Business

High quality service Services to all businesses should beappropriate and of a high quality. The Councilaims to act as a conduit for local businessadvice by working in close partnership with thebusiness support network.

The business support network in the Districtincludes the following agencies as well as acrucial coordination role from the Council:

Business LinkForest Heath now benefits from an Advisor whoworks specifically in and around the District.Business Link East serves as the central hub forall publically funded business support through‘BERR/BIS' Solutions for Business’ and can befound at the centre of the Business SupportMap at www.bizmapeast.co.uk.

Suffolk Chamber of CommerceNewmarket Business Association has beenaffiliated to the Suffolk Chamber of Commerceand has become the Newmarket & DistrictChamber of Commerce. Suffolk Chamber isparticularly supportive in the areas ofnetworking and local procurement.

Mid Anglian Enterprise AgencyBased in Bury St Edmunds with premises inHaverhill, the Mid Anglian Enterprise Agency(MENTA) is historically the Enterprise Agencyfor west Suffolk. The Agency delivers businesssupport workshops, one-to-one advice andnetworking events for start-up and existingbusinesses.

Norfolk and Waveney Enterprise Service The Norfolk and Waveney Enterprise Service(NWES) is an Enterprise Agency with anextensive portfolio of incubation and businesscentres across the region. In addition, NWESoffers fully funded professional advice, a startup business training programme and a ‘lastresort’ loan fund for any business refused creditby a bank. They also run courses for existingbusiness owners. NWES offers workspace inNewmarket at Rutland Chambers on the HighStreet.

Our Plans

Redundant Building GrantThe District Council has a small budget to helpbring disused, outdated or run-down industrialpremises back into use.

Industrial PremisesThe Council owns a varied stock of industrialpremises which consistently achieve 90%occupation. A strategy is being developed tolook into the future use of the industrialpremises.

Choose Suffolk/Suffolk Tourism Partnership‘Choose Suffolk’ is an enterprise that exists toenhance and sustain the social and economicprosperity of Suffolk. It is comprised of threedepartments: Inward Investment supportsbusinesses locating to or expanding in thecounty; Suffolk Observatory collects informationrelating to demographic, deprivation, economic,and labour market issues; Suffolk TourismPartnership optimises tourism’s contribution tothe county and its growing economy whileconserving, promoting and protecting thenatural, historic and cultural qualities that makeSuffolk special by:

• Creating a greater awareness of Suffolk inthe minds of potential visitors

• Enhancing the quality that Suffolk offers thevisitor

• Raising awareness and reacting to changingcustomer expectation and demands

• Obtaining the best possible value from theresources available to the public, private andvoluntary sectors to promote Suffolk tourism

• Maximising the positive and minimising thenegative impacts on the environment and hostcommunities

East of England Tourism (EET)East of England Tourism is EEDA's preferreddelivery partner for tourism activity in the Eastof England. EET works in partnership with localauthorities across the region as well as thecommercial tourism sector. In return for anannual contribution, the Council receives arange of services from research, TouristInformation Centre networking and inclusion inregional marketing campaigns and otheropportunities.


Brighter BusinessOur Plans

6. Greater economic participation: By 2026 more sustainable long-term jobs: moreyoung people earning, learning and caring;greater percentage of the workforce in highersalary ranges.

The Council aims to work through effectivepartnership with the lead agency, JobcentrePlus, and various external partners to increasethe number of young people earning, learningand caring. Simultaneously, we aim to raiseemployment in high-value jobs therebyincreasing salary levels.

As a major employer the Council will lead byexample by offering a student work-placementscheme. Partners will be encouraged to supportwork- placement, apprenticeship schemes, andto raise an awareness of self-employmentinitiatives.

• The aim is to increase long-term sustainablejobs especially in the sectors we haveidentified. It ties into the need to increaseemployment in thesesectors by 7,300 additional jobs.

• As these sectors are high-value with a highlyskilled/educated workforce, they will, inthemselves, lead to an increased percentageof the workforce in the top half of the salaryrange.

• Local employers report difficulties in recruitingsuitable employees. A further study isrequired to determine the extent and reasonsbehind those difficulties.

• Business feedback indicates that a shortageof affordable housing is a major factor in thehealth of the local economy. Othercontributory causes include – wage levels forservice and operative work and availability ofa local workforce. It is therefore important forthe future sustainability of our local economythat these issues continue to be addressed byall partners.


Brighter Business

7. Development of skills to meet futureand present needs: By 2026, an increased skills base to matchemployers’ needs.

Forest Heath’s adult population is less wellqualified than Suffolk as a whole and one-in-fiveof the working population has no qualificationscompared with one-in-eight across the rest ofthe county.

The value of a highly skilled labour market withthe ability to quickly adapt to market changescannot be overstated. Without access toappropriately skilled people, existing businessescannot prosper and new businesses can neitherbe created successfully nor attracted to thearea.

The District is relatively affluent with a highemployment rate and this reflects in the relativehigh cost of housing compared to most levels.Although efforts are being made to discouragethe outward migration of young people, mainlyfor higher education, it remains a concern.

The Council is working in partnership withtraining and skills providers across the region toaddress the issues faced by our District andaims to:

• Increase the amount of degree andfoundation course take-up and to developlocal employment partnerships.

• Target the future employment base of theDistrict and decrease skill gaps identified inthe preferred business sectors.

• Increase the working age population qualifiedto at least NVQ Level 3 or higher by 2026 andto raise the numbers of graduates working inthe District, leading to increased the levels ofgraduate retention.

• Improve access to learning opportunities forlocal people by lobbying for better publictransport and enhanced broadbandconnectivity.

• Deliver activities to up-skill those currently inemployment and to identify the needs ofexisting and new employers.

Our partners include Suffolk County Councilwho have responsibility for pre-16s across thecounty. Jobcentre Plus delivers information,advice and guidance, employment and trainingprovision advice to adults aged between 18 and65. The Connexions service provides individualpoints of contact for young people agedbetween 16 and 19 to a range of informationand assistance.

University Campus Suffolk (UCS), is situated inBury St Edmunds and offers a wide range ofgraduate degree courses. The Council, and itspartners, will encourage more local people toattend.

West Suffolk College Rural Skills Programme isgoing some way towards addressing the issueof rural skills. Business Link, Connexions andJobcentre Plus have a formal partnership inSuffolk, which aims todeliver a 'no wrongdoor' approach foremployers in the county.

Our Plans


Braver DreamsCross Cutting Themes – 2026

8. Attract - research & developmentand innovation

The Council aims to increase its share ofbusinesses that translate new research intoinnovative products, services and processes by:

• Working in effective partnership with BusinessLink East and various training providersacross the region, to create an environmentthat encourages creation of research anddevelopment clusters.

• Working in partnership to ensure thatbusinesses receive appropriate specialistadvice and to encourage ongoing innovativedevelopment of businesses.

9. Raise resource efficiency

The Council aims to lead the District into a lowcarbon economy by exploiting the necessity oftackling climate change as an economicopportunity by:

• Increasing awareness amongst businesses ofthe impact they have on climate change andhow they can adapt to a changing climate

• Increasing the number of business premisesthat are more energy efficient

• Increasing the percentage of employmentland that needs to be self-sustainable

• Increasing the sustainable energy sector

• Increasing recycling rates of businesses

• Increasing the share of business markets forenvironmental goods and services

• Actively promoting a green Tourism offer

10. Enhance the digital economy

Technological innovation is recognised as directlycontributing towards sustainable and inclusiveeconomic growth. Although the number of local

businesses with e-mail and website addresses isexpanding, there is evidence to suggest thatsome businesses are unable to fully utilise ICTinto their business processes. This is essential ifbusiness competitiveness is to be increased. Anumber of areas in the District are still withoutbroadband connectivity.

Efforts are being concentrated to ensure that‘take-up’ of broadband is maximised andenabling, where required, the provision of nextgeneration broadband. In the first instancethrough commissioning mapping studies withour partners.

11. Facilitate improvements to publictransport and infrastructure

Transport is a significant issue for the creationand maintenance of a vibrant economy. SuffolkCounty Council annually produces a localtransport plan as a template for transportimprovements across the county. We mustensure that transport investment is designed tosupport economic activity, businesscompetitiveness and sustainable communities.The Government’s Rural Strategy (2009),places the responsibility on RegionalDevelopment agencies to provide social andeconomic regeneration in rural areas. Key toeconomic prosperity, within areas such asForest Heath, is provision of the connectivitybetween areas of opportunity and labourmarkets in other rural areas. The RegionalEconomic Strategy, states a commitment towork with Sub Regional Partnerships and RuralTransport Partnerships to consider how best toaddress accessibility issues like.

• Reduce congestion in the District andpromote transport infrastructure changes.

• Reduce environmental impact through a free-flowing, more accessible and enhanced publictransport system.

• Support the dualling of the A11.

• Promote greater transport options.

Action Plans

• A summary of the objectives, and overview of the projectsfrom 2009-2026 is given in Diagram 1.

• Action Plan 2009-2012 (Diagram 2) details the actions and projectsto be undertaken to achieve our targets for the next 3 years.

• Action Plan 2012-2016, will be produced in line with Diagram 1 in April 2012.



We want to make our services accessible to all. This document can be provided in alternative formats,such as on audio tape or in other languages, uponrequest. Please phone the Economic and TourismDevelopment Team on 01638 719471 or [email protected] and we will be happyto discuss your needs.

www.forest-heath.gov.uk