.
‘Pembrokeshire has a competitive, productive and sustainable economy’
Priority 1: People with the learning, skills and confidence to improve their employment prospects
Action Plans for Headline Actions:
DRAFT
 Develop and deliver employment initiatives - pages 2-5
 Develop initiatives to support labour market intelligence and future skills - pages 6-9
 Reduce barriers to work - pages 10-13
 Support key sector skills development - pages 14-17
 Target development of Science Technology Engineering and Maths initiatives - pages 18-22
 Deliver leadership and management skills - pages 23-25
1
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
People with the learning, skills and confidence to improve their employment prospects
Headline Action
Develop and deliver employment initiatives
Story behind the baseline /
Background
Historically, Pembrokeshire has experienced high unemployment rates especially in key settlements like
Pembroke Dock and Milford Haven. By June 2007, the rate had fallen to 1.3% in Pembrokeshire,
when the Welsh average stood at 2.1% and the UK at 2.2%. Unemployment has increased since
this date (to 3.6% in January 2013, compared to 4.2% in Wales and 3.8% in the UK) but has
remained below the Welsh average. However, the rate of increase in Pembrokeshire has been faster
than the average. Of those in employment, Pembrokeshire has a higher rate of part time workers,
31.2% compared to a Wales average figure of 27.8% and a UK average of 27.1%. Another labour
market concern is the level of youth unemployment. The level in Pembrokeshire is 8.1%, below the
Welsh average figure of 8.2% but some way ahead of the UK average at 7.0%. The profile of
unemployment reflects peaks in construction and shutdowns at refineries, which are exacerbating
local factors.
DRAFT
Cross-cutting Strategic Links
Responsible Organisation/s
Pembrokeshire College, Job Centre Plus, Pembrokeshire County Council,
2
Service/Department
Pembs College, JCP, Careers Wales, Futureworks, Workways,
Responsible Officer/s
Sharron Lusher
Headline Action: Develop and deliver employment initiatives
Sub-Action
No
1
2
Sub-action
Map existing provision – including capacity, skills, development areas
- Individual’s journey
- training journey
- employer journey
Lead Updater/s
Janet Davies
(Pembrokeshire
College)
Amanda Boyce
(PCC)
DRAFT
Develop the Employer Support Group to co-ordinate the delivery of
employment initiatives
- Share employer and job seeker referrals
Develop the use of Labour Market Intelligence data for the monitoring
and proactive planning of services
Ensure regional employment initiatives respond to local needs
End date
Jan 14
April 14
Jan 14
April 14
Jan 14
Mar 14
Nov 13
Dec 14
Wendy Weber]
(Pembrokeshire
College)
Geoff Elliott
(Pembrokeshire
College)
3
4
Start date
Geoff Elliott
(Pembrokeshire
College)
3
Sub-action
1
2
3
PI1
Document of mapped provision completed
Employers group established
LMI report produced
4
County wide project ideas integrated into regional
(RLP) priorities
PI2
Mapped provision distributed
First meeting of group occurs
LMI report is an agenda item at all planning meetings for
employment related services
RLP endorsement for county wide projects or agreement to
include in regional projects
DRAFT
4
DRAFT
5
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
People with the learning, skills and confidence to improve their employment prospects
Headline Action
Develop initiatives to support labour market intelligence and future skills
Story behind the baseline /
Background
A number of studies of LMI have been produced, both nationally and locally.
• The conclusions of the Welsh Government national skills audit in February 2013 was:
o Education and training providers need to assess their provision and shape the curriculum
to reflect the needs of the labour market.
o Employers need to work with their representative training bodies to raise demand for
valued skills and promote the implementation of a skills delivery system that reflects need.
• The Pembrokeshire Local Service Board published its Single Needs Assessment in October
2012 that provides a good analysis of the local economy and demography
• The Regional Learning Partnership Observatory has published a labour market review for
Pembrokeshire to inform decision making with respect to the county’s 14-19 network (20102025)
However a coordinated, intelligent and consistent approach to the use of labour market intelligence is
required to help inform planning of the provision of skills training in the county.
Cross-cutting local and
regional strategic Links
Regional Skills observatory support the provision of local and South West regional labour market
intelligence
Responsible Organisation/s
Pembrokeshire County Council. Regional Learning Partnership, Pembrokeshire College
DRAFT
6
Service/Department
Education, Regeneration
Responsible Officer/s
TBC
Headline Action: Develop initiatives to support labour market intelligence and future skills
Sub-action
No
1
2
3
4
5
Sub-actions
Lead Updater/s
Start date
End date
DRAFT
Labour Market Intelligence review for 21 Century Schools and future
curriculum provision
LMI review for planning 14-19 year old vocational training and
education
LMI review for planning training and education for all post 19 year old
vocational training and education
Establish LMI development and monitoring group
Identify key LMI information requirements for planning purposes
Rob Hillier
(PCC)
Rob Hillier
(PCC)
Paul Robinson
(PC)
Geoff Elliott
(PC)
Geoff Elliott
(PC)
Geoff Elliott
(PC)
7
Sub-action
1
4
PI1
LMI for 21 century schools and future curriculum provision
produced and circulated
LMI review for planning 14-19 year old vocational training
and education produced and circulated.
LMI review for planning training and education for all post
19 year old vocational training and education produced and
circulated.
Group established.
5
Key LMI information identified
2
3
PI2
Documented response to the review at relevant official fora.
Documented response to the review at relevant official fora.
Documented response to the review at relevant official fora.
Documented response of group to 21 century schools LMI
review, 14 -19 review and post 19 LMI review.
Key LMI information considered in main planning meetings.
DRAFT
8
DRAFT
9
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
People with the learning, skills and confidence to improve their employment prospects
Headline Action
Reduce barriers to work
Story behind the baseline /
Background
Despite, central government initiatives including the Work Programme and the focus of ESF structural
funds, unemployment rates remain high in key settlements including Pembroke Dock and Milford
Haven, although the unemployment rate in Pembrokeshire of 3.6% (Jan13) is below Welsh and
national rates. Of those in employment, Pembrokeshire has a higher rate of part time workers, 31.2%
compared to a Wales average figure of 27.8% and a UK average of 27.1%. Another labour market
concern is the level of youth unemployment. The level in Pembrokeshire is 8.1%, below the Welsh
average figure of 8.2% but some way ahead of the UK average at 7.0%. The profile of unemployment
reflects peaks in construction and shutdowns at refineries, which exacerbate local factors.
Cross-cutting, local and
regional strategic Links
Concomitant with strategic aim 3 ‘Maximising Job Creation for All’ of the Swansea Bay City Region
Strategy.
Responsible Organisation/s
Job Centre +/ PCC/ Pembrokeshire College
Service/Department
Regeneration
DRAFT
10
Responsible Officer/s
Sara Kenny
Headline Action: Reduce barriers to work
No
1
Sub-actions
Commission the County Essential Skills task force to ensure
employability skills are mapped to essential skills.
Lead Updater/s
Arwyn Williams
(Pembrokeshire College)
2
Employability
Use Employability Network to:
• Develop/ adopt standards for employability training for 14-19,
19+ and the unemployed.
• Monitor employability training
• Share best practice
• Provide advice to strategic groups
Kathyrn Robson
(Pembrokeshire College)
Janet Davies
(Pembrokeshire College)
Amanda Boyce
(PCC)
Rob Hillier
(PCC)
Glyn Harteveld
(PCC)
3
Work Experience
Establish cross county work experience group to:
• Develop/ adopt standards for work experience for 14-19, 19+,
and unemployed groups
• Share best practice
• Provide advice to strategic groups
Rob Hillier
(PCC)
Kathryn Robson
(Pembrokeshire College)
Sara Kenny
(Job Centre +)
4
Consult with existing employer groups to identify priorities to ensure
Start date
End date
DRAFT
11
5
6
that people are best supported to help them secure jobs.
Review and map the provision of careers advice and guidance for all
age groups by working with all relevant agencies. Identify gaps in
provision
Access to and effective use of ICT
Digital Welfare West Project
Communities 2.0 Libraries Project
JCP Support Contract
Communities 2.0 Web4work
7
Access to childcare
Childcare sufficiency Assessment
Subaction
1
2
3
4
5
PI1
Maxine Thomas
(PCC)
Lesley Clarke
(Careers Wales)
Karlis Ozolins (Wales Co-op)
Sara Kenny (JC+)
December
2013
December
2014
Sharon Buckle (PCC)
DRAFT
Employability skills mapped to Essential skills.
Group established
Group established
Development of employability skills priorities
Produce gap analysis of careers advice can guidance
PI2
Standards agreed
Standards agreed
12
DRAFT
13
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
People with the learning, skills and confidence to improve their employment prospects
Headline Action
Support key sector skills development
Story behind the baseline /
Background
The conclusions of the Welsh Government national skills audit in February 2013 was:
• Education and training providers need to assess their provision and shape the curriculum to
reflect the needs of the labour market
• Employers need to work with their representative training bodies to raise demand for valued
skills and promote the implementation of a skills delivery system that reflects need
The audit also notes
• Higher level occupations are expected to continue to increase their share of total employment in
Wales in the period to 2020, at the expense of intermediate and lower level occupations.
• Some lower skill roles with high shares of female employment are forecast to decline, creating
pressures for women to up-skill into the higher level occupations.
• To maximise economic performance there is a need to ensure an adequate supply of
‘economically valuable skills’
• Generic or ‘employability’ skills, such as customer-handling, problem solving, and team-working,
are pervasive requirements across most sectors.
Cross-cutting, local and
regional strategic Links
Concomitant with strategic aim 2 ‘Skilled and Ambitious for long term success of the Swansea Bay City
Region Strategy.
DRAFT
14
Responsible Organisation/s
Careers Wales, Job Centre Plus, Pembrokeshire College, Pembrokeshire County Council
Service/Department
Responsible Officer/s
Sharron Lusher
Headline Action: Support key sector skills development
No
1
Sub-actions
DRAFT
Work with Pembrokeshire Tourism to establish a skills development plan
2
Work with Pembrokeshire Energy Sector Workforce Development Group to
establish a skills development plan.
3
Develop an Energy Sector Skills Academy to support skills development.
Lead Updater/s
Wendy Weber/Jackie
Mathias
(Pembrokeshire
College)
Start date
End date
Hugh Roch
(Pembrokeshire
College)
Dave Evans
(Pembrokeshire
College)
15
4
Work with the key sector skills councils for businesses in Pembrokeshire to
identify current and future priority training requirements
Sub-action
1
2
3
4
PI1
Development plan completed and distributed.
Development plan completed and distributed.
Academy established.
Training priorities for Pembrokeshire Business and
industry identified.
Wendy Weber
(Pembrokeshire
College)
PI2
Learning providers respond officially to plan
Learning providers respond officially to plan
DRAFT
16
DRAFT
17
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
People with the learning, skills and confidence to improve their employment prospects
Headline Action
Target development of Science Technology Engineering and Maths initiatives
Story behind the baseline /
Background
DRAFT
The focus and investment on the development of the knowledge economy is predicated on the need to
diversify from low value added jobs. Our support for knowledge based business is set against the
backdrop of the lack of a significant higher education institution in the County.
Pembrokeshire’s relatively high rates of self employment could lead to conclusions that formal
qualifications may be less important than entrepreneurial drive. However, it may also be the
case that Pembrokeshire is not exploiting the key growth areas that are dependent on high levels of
qualifications.
Cross-cutting Strategic Links
Swansea Bay City Region Strategic Aim 4 “Knowledge Economy”
Responsible Organisation/s
PCC/Darwin Science/Pembrokeshire College
Service/Department
Education/Regeneration/Pembs College/Private sector
18
Responsible Officer/s
Alastair Birch/David Thomas/Barry Walters
Headline Action: Target development of Science Technology Engineering and Maths initiatives
Sub-actions
Capacity building in Schools
• Training for teachers and LSA’a
• More Able and Talented Professional
Learning Community
Lead Updater/s
Alastair Birch
End date
DRAFT
Alastair Birch
Deliver STEM activity in schools
• STEMFEST
• Jaguar Maths in Motion
• Lego Mindstorms
• Lego We Do
• Lego Build 2 Express
• Formula 1 in schools
• StarLab
Start date
April 2103
April 2013
College
STEMNet
19
Darwin Science
1. Establish baseline of STEM activities
Michelle Francis
April 2013
March 2018
Progress/Commentary/Updates
At the beginning of 2013 there was only one STEM ambassador associated with the BIC, this was the manager. BIC Manager needs to
renew ambassadorship before Nov 13.
2. Encourage more STEM ambassadors and to
David Thomas
April 2013
March 2018
increase level of activity from BIC/PSTP
Progress/Commentary/Updates
Number of STEM ambassadors signed upto
STEMNET scheme as a result of interactions
with the Bridge Innovation Centre:
David Thomas - BIC Manager – Sep 13
Thomas Dietrich – Torquing Group – July 13
Christopher Wickland – Torquing Group – Jul 13
Mark Horne – Torquing Group – Jul 13
Ivan Reedman – Torquing Group – Jul 13
Anna Reedman– Torquing Group – Jul 13
Dorinda Sherwood – Torquing Group – Jul 13
Lee Griffiths – the Big Local App – Aug 13
3. Facilitate more STEM projects in Schools
Alastair Birch/Mike Isted
April 2013
March 2018
Progress/Commentary/Updates
Technocamps have run the following number of
computer programming events for schools
directly from the BIC:
(NB Technocamps now plan to deliver events
directly on School premises as of Sep 13).
STEMFEST held in the Bridge Innovation Centre
on 13th July 13 number of school children
attending: N
4. Market STEM opportunities to both Schools
Tony Streatfield
April 2013
March 2018
and Industry
Progress/Commentary/Updates
DRAFT
20
Performance Measure/s for above sub-actions
Sub-action
Number of Ambassadors
Number of Ambassador interactions with Schools
Number of STEM projects
PI1
PI2
PI3 etc.
DRAFT
21
DRAFT
22
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
People with the learning, skills and confidence to improve their employment prospects
Headline Action
Deliver Leadership and Management skills
Story behind the baseline /
Background
Cross-cutting Strategic Links
Responsible Organisation/s
DRAFT
Pembrokeshire College/PCC
Service/Department
Responsible Officer/s
23
Headline Action: Deliver Leadership and Management skills
Sub-actions
Lead Updater/s
David Thomas
Facilitate the delivery of LEAD and similar
management and leadership development for
Business.
Progress/Commentary/Updates
First LEAD cohort finished in July 13
Second LEAD Cohort planned for delivery
commencing Nov 13
Performance Measure/s for above sub-actions
Sub-action
PI1
Number of LEAD Courses Run by Swansea University.
Number of businesses trained.
Start date
April 2013
End date
March 2018
PI2
PI3 etc.
DRAFT
24
DRAFT
25
‘Pembrokeshire has a competitive, productive and sustainable economy’
Priority 2: Successful businesses which grow, prosper and employ
Action Plans for Headline Actions:
DRAFT
 Promote and support start up; small and medium sized enterprises - pages 27-29
 Develop the use of community benefit clauses in public sector contracts - pages 30-32
 Promote Pembrokeshire as the energy capital of the UK - pages 33-35
 Increase the quality and variety of the tourism offer through the Destination Partnership - pages 36-39
 Support new and existing social enterprises - pages 40-45
26
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
Successful business which grow, prosper and employ
Headline Action
Promote and support start up, small and medium sized enterprises
Story behind the baseline /
Background
Pembrokeshire has over 12,375 registered businesses. Of these, 11,650 or 94.1% employ less than 10
people. Of the workforce, 12% are self employed. Currently Pembrokeshire has the 3rd highest
business density (number of firms per 10,000 working aged population) in Wales (650); the Welsh
average is 464. It is also evident that, when it comes to size of business, micro is the norm in
Pembrokeshire, as it is for many rural areas. The average business in Pembrokeshire had 3.3
employees in 2011, which was a third smaller than the average Welsh business.
DRAFT
Cross-cutting Strategic Links
Responsible Organisation/s
PBI/PCC
Service/Department
Regeneration
27
Responsible Officer/s
Paul Lloyd (PBI/ Martin White (PCC)
Headline Action: Promote and support start up, small and medium sized enterprises
Sub-actions
Lead Updater/s
Start date
End date
Gather evidence of the complexities of business
support, consider potential for simplification and
meet with appropriate WG officials
Ambassadors project
DRAFT
Tony Streatfield
Tony Streatfield
September 2013
Relationship management initiative
-agree list of businesses
-arrange initial meeting with businesses
- agree frequency and level of engagement
- report on outcomes and interventions
28
DRAFT
29
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
Successful business which grow, prosper and employ
Headline Action
Develop the use of community benefit clauses in public sector contracts
DRAFT
Story behind the baseline /
Background
Cross-cutting Strategic Links
Responsible Organisation/s
PCC
Service/Department
Procurement/Highways and Construction/Regeneration/Adult Services
Responsible Officer/s
Paul Ashely Jones/ Darren Thomas/ Martin White/Angela Watwood
30
Headline Action: Develop the use of community benefit clauses in public sector contracts
Sub-actions
Lead Updater/s
Paul Ashley-Jones
Start date
Sept 2013
Paul Ashley
Jan 2014
End date
Dec 2013
Undertake a review of current community benefit
activity in PCC contracts (Contract- activityoutputs)
Assess areas for development and contract
opportunities
DRAFT
Performance Measure/s for above sub-actions
Sub-action
PI1
PI2
PI3 etc.
31
DRAFT
32
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
Successful business which grow, prosper and employ
Headline Action
Promote Pembrokeshire as the energy capital of the UK
Story behind the baseline /
Background
In recent years, the energy sector has invested over £3 billion in Pembrokeshire. This has
resulted in an improvement in average wage levels and employment rates in the County. The
sector provides 2500 direct jobs and benefits supply chain and service businesses.
Pembrokeshire’s facilities provide 25% of the UK gas and oil supply and contribute over £2 billion a
year in taxes. The importance of this contribution was recognised in April 2012, when the Haven
was awarded Enterprise Zone status by the Welsh Government.
DRAFT
Cross-cutting Strategic Links
Responsible Organisation/s
Pembrokeshire County Council/ MHPA/Private Sector
Service/Department
Regeneration
Responsible Officer/s
Tony Streatfield
33
Headline Action: Promote Pembrokeshire as the energy capital of the UK
Sub-actions
1. Continue to support the activities of the
Pembrokeshire Energy Sector Workforce
Development
Progress/Commentary/Updates
Lead Updater/s
Tony Streatfield
Start date
April 2013
End date
March 2018
2. Actively Market Pembrokeshire as the Energy
Capital
Progress/Commentary/Updates
Tony Streatfield
April 2013
March 2018
DRAFT
Performance Measure/s for above sub-actions
Sub-action
PI1
PI1
PI2
PI2
PI3 etc.
PI3 etc.
34
DRAFT
35
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
Successful business which grow, prosper and employ
Headline Action
Increase the quality and variety of the tourism offer through the Destination Partnership
DRAFT
Story behind the baseline /
Background
Pembrokeshire is the most popular coastal holiday destination in Wales, with some of the
best preserved coastline in Britain. Only one county in south west England has more blue
flag beaches. Pembrokeshire regularly wins awards and accolades for the quality of the
beaches, landscapes, local products and tourism facilities. In 2010, a panel of 340 National
Geographic experts rated Pembrokeshire as the second best coastline in the world,
quoting “the magnificent protected coastline from both ecological and geological
perspectives” as the reason why. They also applauded a very mature and established
tourism industry that has preserved, rather than eroded, the qualities that make
Pembrokeshire so unique.
Pembrokeshire appeals to a wide range of visitors from couples and families in every
income bracket to groups and individuals participating in activities and sporting events.
The variety and choice of things to do and the range of niche markets are so numerous
it’s difficult to list them all.
Despite the obvious appeal of Pembrokeshire, however, the future of tourism is by no
means secure. There are significant challenges to overcome for Pembrokeshire to retain or
grow tourism revenue. There are issues that significantly impact on visitor patterns such as
the weather, the price of fuel or the state of the economy that can’t be changed locally.
There are issues that can be tackled locally.
36
Cross-cutting Strategic Links
Responsible Organisation/s
Pembrokeshire County Council, Pembrokeshire Tourism, Pembrokeshire Coast National Park Authority
Service/Department
Responsible Officer/s
DRAFT
Headline Action: Increase the quality and variety of the tourism offer through the Destination Partnership
Sub-actions
Deliver Destination Management Plan and digital
tourism project
- Launch event for DPP June 2013
Lead Updater/s
Maudies Hughes/ James Parkin/
Martin White
Start date
End date
April 2015
Maudie Hughes/Mike Cavanagh
Develop the museum, culture and heritage offer
to support tourism
- Scolton Development Scheme as part of the
One Historic Garden project
- deliver phase 2 of the Scolton Development
Scheme – the creation of a Museum of
37
Pembrokeshire Life at Scolton Country Park
Maudie Hughes
Apr 2013
Apr 2018
Alan Turner/Maudie Hughes
Apr 2013
Apr 2018
Develop the sector skills training offer
- Hotel School
- Gallu
Promote and support the use of digital media in
all tourism and related businesses
Performance Measure/s for above sub-actions
Sub-action
No of Events
No of trainees
PI1
PLANED: 3 tours bringing
people in on co-ordinated
themed visits and getting
their spend into
Pembrokeshire – Military,
Industrial Heritage and
Food.
PI2
PI3 etc.
DRAFT
PLANED: 28 local tourism
and community tourism
individuals involved in
exchange of experience
learning workshops in
Merthyr and
Monmouthshire.
No of courses
Visitor numbers (at specific attractions)
Amounts invested
38
DRAFT
39
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
Successful business which grow, prosper and employ
Headline Action
Support new and existing social enterprises
DRAFT
Social enterprises tackle a wide range of social and environmental issues. They compete in the
marketplace like other businesses, using their business skills to achieve social aims. Like other
businesses, social enterprises aim to sustain their business and make profits. The difference is what
they do with the profits.
Story behind the baseline /
Background
Funding opportunities and grants for the Third sector have become less accessible during the current
economic climate and there is a need to move groups away from reliance on grants towards
sustainable funding models, including social enterprise and alternatives to grants such as crowd
funding and community shares. These approaches provide a self sustaining future for social enterprises
and are a valued means of building local business and community relationships and trade to support
‘plugging the leaks’.
In Pembrokeshire, as elsewhere there are long established and successful social enterprises, such as
FRAME etc. There is however a need to provide ongoing support to established social enterprises and
also a need to help groups to understand what a social enterprise is and whether it is an approach they
want to adopt. Many groups do not see themselves or their future direction as being part of business
arena and encouraging existing social enterprise to recognise they are a business model is a further
challenge.
Support for existing social enterprises is needed to ensure capacity building and take up of
opportunities for procurement, sustainability, and project development into the future.
The extent of activity (not much data on social enterprises)
40
Cross-cutting Strategic Links
Responsible Organisation/s
PAVS, PLANED, PCC?
Service/Department
Responsible Officer/s
Julie Kirk, Helen Murray
DRAFT
41
Headline Action: Support new and existing social enterprises
Sub-actions
Lead Updater/s
Start date
End date
Promote understanding and take up of the social
enterprise model within the third sector including
via Community Action Planning and Experience
Pembrokeshire initiatives.
PAVS (TBC), PLANED
July 2013
TBC
Establish a social enterprise and economy
network (SEEN) for the third sector to facilitate
best practice, training opportunities innovation,
and capacity building..
Julie Kirk / Cara Wilson
July 2013
TBC
DRAFT
Recruit and publicise Pembrokeshire social
enterprise champions ie social enterprise day /
open days at existing thriving social enterprises,
to facilitate learning from, and linking with others.
Establish and promote training opportunities for
social enterprises including business planning,
legal structures, market plans, tender readiness
and procurement and finance options (for
example crowd funding and community shares)
Performance Measure/s for above sub-actions
Sub-action
Promote Social Enterprise Model
Indicators
No of third sector groups assisted
Vanessa John
November 2013
TBC
PAVS (TBC), PLANED
July 2013
June 2014
PI1
PLANED: Communities
identifying their own social
enterprise models. Successfully
supported (with PAVS) Dros
PI2
PI3 etc.
42
% Groups reporting comprehensive assistance
# / % of Social enterprises created
# / % social enterprises financially self sustaining
after 12 months
Plant Newport, Coastlands
Heritage Group Dale,
Ongoing support to Bloomfield
Narberth Community and District
Sports Centre.
28 local community-led
PLANED facilitated visit to
Cardigan to meet social and
private entrepreneurs and to
explore finance options for town
centre renewal with social
outcomes at its heart. Focus on
crowd funding and community
share options.
DRAFT
Ongoing discussion with PCC to
support community benefit clause
delivery by contractors.
Third Sector Social Enterprise and Economy
Network
Indicators
No of SEEN members recruited
% Members satisfaction with the network
facilitation
# / % of SEEN members reporting improved
knowledge through best practice, training,
innovation, and capacity building opportunities.
PLANED: ongoing support to
Pembrokeshire Business Network
with AGM held. Indycube
concept being taken forward
using PLANED Unit in Narberth
to support social enterprise
working with other private
enterprise and forming synergies.
Social Enterprise Champions
43
No of champions recruited
% of champions feeling supported in role
# / % of participants feedback on linking with and
learning from others
Social Enterprise Training
No of training events
% Satisfaction with training content and quality
# / % positive feedback business planning, legal
structures, market plans, tender readiness and
procurement and finance options (for example
crowd funding and community shares)
DRAFT
44
DRAFT
45
‘Pembrokeshire has a competitive, productive and sustainable economy’
Priority 3: Infrastructure and investment to support a dynamic and prosperous economy
DRAFT
Action Plans for Headline Actions:
 Promote the development of our town and village centres - pages 47-51
 Support port, marina and cruise developments - pages 52-55
 Develop the Bridge Innovation Centre as a hub for innovation in business - pages 56-60
 Support the delivery of the Enterprise Zone - pages 61-63
46
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
Infrastructure and investment to support a dynamic and prosperous economy
Headline Action
Promote the development of our town and village centres
DRAFT
There have been critical changes to the trading environment of town centres in the last decade
including the impact of the global recession, the rise in internet shopping and out of town retail,
alongside local developments such as the impact of St Catherine’s Walk retail development in
Carmarthen. There are a number of factors affecting the success of town centres, namely macroeconomic, UK government, Wales government and local interventions.
Story behind the baseline /
Background
Much work has been done by Government and NGO’s to identify impact and actions. Many of the
reports draw out business rates as an issue to be tackled. In addition there is a strong emphasis
throughout the reports on marketing and branding of towns to create a unique place-identity. The issue
of vacant properties generates a number of suggestions on how best to tackle absentee landlords and
promote ‘meanwhile uses’, ‘pop up shops’ and ‘test trading’.
Throughout the reports and evidence, there is a strong emphasis on partnership working and local
leadership that may support the delivery of events, training and branding as well as wireless
connectivity and crèche facilities. Transport and access to town centres is also identified as a key with
solutions ranging from car parking, park and ride to integrated transport.
The County’s retail centres provide an important element of our economic infrastructure, but the outlook
for our town centres is mixed. Changing shopping habits, as well as local constraints on the physical
layout of our towns, represent significant challenges. Data on vacant commercial property presents a
47
partial picture, as it is the quality of the retail offer that concerns local people and visitors as much as
the number of vacant units. Across the County, vacancy rates in town centres average 14.5%, this
compares with an average vacancy rate of just under 15% across the UK. Locally, rates vary from less
than 4% in Narberth to nearly 20% in Milford Haven. We are working hard to ensure our principle
settlements complement each other more effectively.
Cross-cutting Strategic Links
Welsh Government - Vibrant and Viable Places
http://wales.gov.uk/topics/businessandeconomy/regeneration/vvpframework/?lang=en
Responsible Organisation/s
Pembrokeshire County Council, Town Councils, Chambers of Trade, PLANED
Service/Department
Regeneration
Responsible Officer/s
Helen Murray
DRAFT
Headline Action: Promote the development of our town and village centres
Sub-actions
Lead Updater/s
Promote and deliver a programme of branding
initiatives to improve the profile of the town
centres
Martin White
Develop action plans for 6 town centres and
deliver improvement projects (Fishguard,
Martin White
Update
48
Haverfordwest, Milford Haven, Pembroke,
Pembroke Dock, Tenby)
Develop 8 community lead action plans in rural
village locations across Pembrokeshire
-visioning and action plan
- community led actions
- priorities for service delivery
(Narberth, Neyland, Saundersfoot, Newport,
Letterson, Eglwswrw, Fishguard, Johnston)
Helen Murray
Physical aspects of town centres – work with
developers to ensure private sector schemes
support the development of town centre
Planning context for town centre regeneration
Martin White
Access external funding to support and deliver
physical improvements
Redevelop Pembrokeshire County Council
owned sites for regeneration purposes
(In Fishguard/Pembroke/Narberth and
Haverfordwest for retail/commercial and
residential uses)
PLANED: Towns: 1 – Fishguard
Also contribution to Vibrant and Viable Places bid
(a plan – although not yet financially supported) for
Milford Haven
PLANED: Villages: 4 completed and adopted.
Saundersfoot completed, Johnston completed,
Fishguard completed, Letterston completed.
Actions now to begin.
Adoptions for 2 more underway in next quarter.
DRAFT
Martin White
Barry Cooke
49
Performance Measure/s for above sub-actions
Sub-action
Number of action plans produced
Number of actions implemented
Level of community involvement
PI1
Towns 1 Villages 2
PI2
PI3 etc.
Average village involvement
in planning process is 50
people.
Number of actions supported by service deliverers
Funding levered
DRAFT
50
DRAFT
51
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
Infrastructure and investment to support a dynamic, sustainable and prosperous economy
Headline Action
Support port, marina and cruise developments
Story behind the baseline /
Background
Proposed marina and harbour developments in Pembroke Dock, Milford Haven, and Fishguard represent
an investment in high value recreation provision. This provides opportunities for higher value tourism, as
well as a range of broader supply chain opportunities such as marine engineering, port and rail
development and housing. The standard of port infrastructure provides opportunities to support the
deployment of energy projects in wave and tidal energy and offshore wind. An additional market for the
ports is the growing cruise sector. However, port infrastructure will need to improve further if we are to
capitalise on this trend.
DRAFT
Cross-cutting Strategic Links
Responsible Organisation/s
Port of Milford Haven, Pembrokeshire County Council
Service/Department
52
Responsible Officer/s
Headline Action: Support port, marina and cruise developments
Sub-actions
Lead Updater/s
Start date
End date
Milford Dock –
Phase 1 – Dock lock
Phase 2 - Planning for Milford Dock development
Phase 3 – Investment generation
Phase 4 - Construction
Mark Andrews, Port of Milford
Haven
April 2013
April 2018
DRAFT
Cruise market development –
Short term - improve the quality of experience for
cruise passengers
Long term – alongside berth for larger vessels
Pembroke Port –
Phase 1 – Development of employment
infrastructure (Mustang Marine site)
Phase 2 – construction, testing and deployment
of tidal energy device (Tidal Energy)
April 2013
April 2018
April 2013
April 2018
Mark Andrews, Port of Milford
Haven
Mark Andrews, Port of Milford
Haven
53
Performance Measure/s for above sub-actions
Sub-action
Customer Satisfaction
No of ships planned
No of passengers disembarking
PI1
PI2
PI3 etc.
DRAFT
54
DRAFT
55
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
Infrastructure and investment to support a dynamic and prosperous economy
Headline Action
Develop the Bridge Innovation Centre as a hub for innovation in business
Story behind the baseline /
Background
The Bridge Innovation Centre in Pembroke Dock demonstrates our commitment to developing high
skilled knowledge led businesses. The focus and investment on the development of the knowledge
economy is predicated on the need to diversify from low value added jobs. Our support for knowledge
based business is set against the backdrop of the lack of a significant higher education institution in
the County.
DRAFT
Cross-cutting Strategic Links
Responsible Organisation/s
PCC
Service/Department
Regeneration
Responsible Officer/s
Martin White/ Tony Streatfield/ David Thomas
56
Headline Action: Develop the Bridge Innovation Centre as a hub for innovation in business
Sub-actions
Lead Updater/s
Start date
End date
1. To maintain 75% occupancy of the Bridge
David Thomas
April 2013
April 2014
Innovation Centre building and increase the
occupancy of the growth units to 18%
leased. Achieved by increasing awareness
of the Bridge Innovation Centre by actively
marketing the facility.
Progress/Commentary/Updates
As at 1 Oct 13 occupancy of the lettable floor space in the Bridge Innovation Centre was:
As at 1 Oct 13 occupancy of the lettable floor space of the Growth Units on the Pembrokeshire Science and Technology Park was:
2. Actively work at reducing budget deficit.
David Thomas
April 2013
April 2018
Increasing income streams from room hire,
rental income, and licence fees from use of
Associate, Virtual membership, hot desks
and dedicated desks in a shared office
environment. Careful management of
expenditure.
Progress/Commentary/Updates
At the end of FY 2012/13 the financial deficit was:
As of the 30 Sep 2013 the financial deficit was: £y,yyy.yy. This represents z% of the overall expected deficit at the end of fy
2013/14 and therefore on/off target.
Number of rooms hired so far this fy:
Number of virtual office licence this fy:
Number of associate licences this fy:
Number of hot desk licences this fy:
Number of dedicated desk licences this fy:
David Thomas
April 2013
April 2015
3. Determine if a suitable and meaningful
research, development or innovation project
can be carried out with possible partnership
between BIC, industry and HE. (This may
DRAFT
57
Headline Action: Develop the Bridge Innovation Centre as a hub for innovation in business
Sub-actions
Lead Updater/s
Start date
End date
incorporate a bid for funding from 20142020 EU structural funds and commence
project.)
Progress/Commentary/Updates
Discussion with following HE institutions taken place:
HPC Wales project – equipment is now installed, MOU about to be signed by director. Lease in process of being completed by
legal. Engagement fully on projects will commence 1 Nov 13.
4. Providing support and business advice and
David Thomas
April 2013
April 2018
build a meaningful partnership with
Pembrokeshire Business Initiative as
tenants in the Bridge Innovation Centre.
Progress/Commentary/Updates
Management meetings between PBI and BIC management took place on:
PBI have held N events from the BIC.
5. Establish a network of professional
David Thomas
April 2013
April 2018
businesses in the INNOV8NETWORK
through a series of meaningful networking
events and business development activities
to promote innovation in the economy.
Progress/Commentary/Updates
The following events took place to promote the INNOV8 network:
Breakfast network events: April 13, May 13, Jun 13, July 13, Oct 13.
6. Establish positive and meaningful links with
David Thomas
April 2013
April 2018
FE and HE institutions (Pembrokeshire
College, Coleg Sir Gar, Swansea
Metropolitan University of Wales Trinity St
David). Work in partnership with FE/HE
institutions to provide meaningful links to
industry and business
Progress/Commentary/Updates
Following meetings took place with following HE institutions:
DRAFT
58
Headline Action: Develop the Bridge Innovation Centre as a hub for innovation in business
Sub-actions
Lead Updater/s
7. Continue to support in the delivery of
David Thomas
outcomes for the INSPIRE Interreg IVA
Project and to apply for additional funding
for a project extension (if funding remains).
Progress/Commentary/Updates
Progress on project is satisfactory,
Following events took place
Following project targets are being achieved:
Business assisted
Individuals assisted
New products and services (under development an/or introduced):
8. To increase occupancy of the Bridge
David Thomas
Innovation Centre building 85% (or greater)
and 29% occupancy of growth units.
Progress/Commentary/Updates
N/A next FY target.
Start date
April 2013
End date
Jun 2015
Apr 2014
Mar 2015
PI2
PI3 etc.
DRAFT
Performance Measure/s for above sub-actions
Sub-action
PI1
Number employed by Businesses in the BIC.
Number of graduates employed by Businesses
in the BIC.
Number of events/conferences/people
attending
Number of occupants/associates
Websites hits
News articles
Advertisements placed
Number of recognised relationships with FE/HE
institutions
59
DRAFT
60
PEMBROKESHIRE LOCAL SERVICE BOARD SINGLE INTEGRATED PLAN
OUTCOME
Pembrokeshire has a competitive, productive and sustainable economy
Priority
Infrastructure and investment to support a dynamic and prosperous economy
Headline Action
Support the delivery of the Enterprise Zone
Story behind the baseline /
Background
In recent years, the energy sector has invested over £3 billion in Pembrokeshire. This has
resulted in an improvement in average wage levels and employment rates in the County. The sector
provides 2500 direct jobs and benefits supply chain and service businesses. Pembrokeshire’s
facilities provide 25% of the UK gas and oil supply and contribute over £2 billion a year in taxes.
The importance of this contribution was recognised in April 2012, when the Haven was awarded
Enterprise Zone status by the Welsh Government.
DRAFT
There has been a period of sustained investment in the energy sector over the last five years. This
is likely to continue, with a proposal for a combined heat and power plant at the South Hook LNG site.
There is also significant interest in renewable energy projects, including field scale solar power
installations, wave and tidal energy and off shore wind turbines.
Cross-cutting Strategic Links
Responsible Organisation/s
Welsh Government, Milford Haven Port Authority, Pembrokeshire County Council
61
Service/Department
Responsible Officer/s
Ted Sangster
Headline Action: Support the delivery of the Enterprise Zone
Sub-actions
Promote the take up of financial incentives eg
Rate relief in Zone
Promote the Enterprise Zone
- International campaign
Develop identified sites for energy sectors
purposes
- Blackbridge
- Waterson
- Haverfordwest Aerodrome
Lead Updater/s
Tony Streatfield
Start date
End date
DRAFT
WG/Tony Streatfield
Maximise opportunities of Enterprise Zone status
- Review boundary
Develop a range of supply chain opportunities
Work with Pembrokeshire College on skills and
training needs and provision
62
Headline Action: Pursue developments of our strategic employment sites
Sub-actions
Lead Updater/s
Barry Cooke
Start date
End date
Active marketing campaign for Withybush and
Cleddau Reach
Optimise the use of grant and funding
mechanisms to assist the development of sites
DRAFT
Performance Measure/s for above sub-actions
Sub-action
PI1
PI2
PI3 etc.
63