the wrexham urban partnership strategy, 2000-2006 · • the analysis of socio-economic data...

Wrexham County Borough Council Welsh Development Agency

THE WREXHAM URBAN PARTNERSHIP STRATEGY, 2000-2006 Report July 2000

Wrexham County Borough Council

Welsh Development Agency

A Report by

DTZ Pieda Consulting

6th Floor 26 Cross Street

Manchester M2 7AF

Tel: 0161 839 5107 Fax: 0161 834 2055

[email protected]

Also at Belfast, Birmingham, Bristol, Cardiff, Edinburgh,

Leeds, London, Newcastle and Reading

July 2000

THE WREXHAM URBAN PARTNERSHIP STRATEGY,

2000-2006

CONTENTS

CHAPTER PAGE

1 Introduction and Background.................................................................... 1

2. Review of Past Achievements.................................................................... 5

3. Economic Context and Drivers for Change.................................................15

4. The Strategic Framework.........................................................................24

5. Strategic Objective 1: An Innovative, Creative & High Value Business Base..28

6. Strategic Objective 2: A Flexible and Dynamic Workforce ..........................48

7. Strategic Objective 3: A Competitive Town Centre .....................................67

8. Strategic Objective 4: A Responsive Business Environment.........................90

9. Strategic Objective 5: Wrexham, The Civic Hub for North Wales ...............101

10. Implementation, Finances and Performance ............................................114

Quality Assurance Record

Checked By

Date

Authorised by

Date

Ref: 99/65011-1/SJL/NLJ

• Wrexham Urban Partnership Strategy, 2000-2006 •

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1. INTRODUCTION AND BACKGROUND

1.1 In January 2000, DTZ Pieda Consulting was commissioned by the Wrexham Partnership to undertake a major consultancy assignment. The assignment consisted of five principal tasks:

• providing a critical evaluation of the performance of the 1994-99 strategy and business plan for the Wrexham Partnership. The evaluation needed to cover, inter alia: an assessment of direct and indirect outputs; an evaluation of progress towards strategic and Operational Measures; and an appraisal of delivery and implementation mechanisms;

• assessing the current performance and likely future prospects for the Wrexham economy and its key sectors;

• assessing Wrexham as an investment location and appraising extant and likely future development opportunities;

• preparing a new five year strategy and business plan for the Wrexham Partnership to 2005/2006, providing advice on priorities, measures, projects, costs, outputs, targets, performance measures and the estimation of wider impacts; and finally

• advising on the partnership arrangements, delivery mechanisms and other aspects of implementation.

THE WORK CARRIED OUT

1.2 There have been seven main components to the work undertaken for the study.

i Providing a current overview and baseline assessment of the Wrexham economy, identifying the County Borough’s distinguishing economic characteristics, examining the important economic sectors, and ascertaining the key economic problems, constraints, threats and opportunities that are pertinent. This has largely been a desk-top research exercise, drawing upon published material (such as local economic, planning and transport strategies), and non-published data available through NOMIS and other standard sources.

ii In terms of the 1994-1999 Wrexham Partnership Strategy, reviewing: the delivery of intermediate and final outputs and progress towards targets set down in the original strategy document. Also, ascertaining the effectiveness of delivery mechanisms; and linkages with other programmes; and identifying best practice lessons and issues of under-performance that can inform the strategy and increase its responsiveness to the post-2000 economic and institutional environment. Again, this has largely been a desk-top exercise, and has relied on data made available by the members of the Partnership.


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iii An appraisal of current ‘supply-side’ conditions in Wrexham. This exercise has itself consisted of three main tasks:

a physical appraisal of the key development opportunities and constraints that pertain to the study area, including investigation of current and proposed land-uses, and identification of a long-list of development opportunities across industrial, commercial, leisure, retail, residential and education sectors;

a town centre health check and SWOT analysis, assessing the vibrancy and vitality of the retail and service industries, including recent trends in retail occupation, vacancy rates, environmental conditions, vacant sites and development opportunities, and so on; and

property market research for the County Borough as a whole, including appraisal of current market conditions by sector (retail, industrial, leisure, office, residential, etc.) through a combination of desk research and consultations with property industry executives, and covering issues such as land values, rents, yields, completions, etc.

iv A face-to-face survey of town centre occupiers, undertaken by DTZ Pieda Consulting. The principal aim of the survey was to:

measure the effectiveness of past investment in infrastructure and environmental improvements;

ascertain from occupiers whether there was need for further investment; and

understand occupiers’ future investment intentions; levels of satisfaction with the skills of their existing workforce; and so on.

v Development of a proposed framework for the future Wrexham Urban Partnership Strategy, including a vision, strategic objectives, and specific project proposals.

vi Development of specific proposals for implementation and delivery, including the identification of key partners, their roles and responsibilities and, crucially, the resources that are required to achieve the goals of the strategy.

vii Finally, the preparation of the Strategy report itself.

STRUCTURE OF THE STRATEGY REPORT

1.3 The remainder of this report sets out the key elements of the recommended Wrexham Urban Partnership Strategy for the 2000-2006 period. A brief summary of the report structure is outlined below.

1.4 Chapter 2 provides a review of the progress of the Wrexham Partnership programme achieved over the 1994-1999 period.


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1.5 Chapter 3 provides an overview of the Wrexham local economy, including key details on business composition, labour market conditions, social exclusion indicators and town centre performance. Chapter 3 also provides an overview of the ‘drivers for change’ that are expected to influence the Wrexham economy over the next five-year period and beyond. A more detailed analysis of economic baseline conditions is provided as a separately bound technical annex to this report. Also provided as supplementary documents are:

i the detailed reports on the findings of the town centre occupiers survey; and

ii the town centre health check assessment.

1.6 In Chapter 4 the recommended strategic framework for the Wrexham Urban Partnership Strategy, 2000-2006 is set out and justified. The strategy contains five strategic objectives:

Strategic Objective 1

Business Development


Workforce Development


The Town Centre


Business Environment


Wrexham: the Civic Hub

1.7 The detailed Action Plan for the Wrexham Partnership, 2000-2006, is provided in Chapters 5 through to 9. The Action Plan sets out information on projects proposed under each of the Strategic Objectives listed above. Chapter 5 starts by introducing the Business Development theme, and the following four Chapters introduce the other Strategic Objectives in turn.

1.8 Finally, Chapter 10 presents the proposals for the implementation of the Wrexham Urban Partnership Strategy. The Chapter also sets out the financial forecasts, expected (project-level) outputs and (wider economic) impacts of the Strategy.

IMPORTANT RESEARCH ISSUES

1.9 There were a number of issues, largely anticipated at the start of the research, that had a bearing on the outcome of the study and the recommendations contained in this report. These are:


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• Baseline data for the Evaluation. Our ability to measure the effectiveness of the 1994-1999 Wrexham Urban Partnership Strategy has been to a certain extent constrained by a shortage of baseline data in the original strategy document. As part of our study we have assembled a comprehensive economic baseline that will, ultimately, provide a benchmark against which many of the goals and objectives of the 2000-2006 Strategy can be measured. To enable this to be done comprehensively, however, it is important that the Wrexham Partnership acts quickly to supplement existing methods of project record keeping. In particular, it would be beneficial if existing paper-based project records were placed into an electronic output monitoring system. This system could also be used to record any available data on indirect outputs and final outcomes. We recommend a set of project monitoring indicators throughout the Action Plan; but we certainly do not anticipate that maintaining project information and data of the type suggested will be particularly onerous or require further investment in terms of software or personnel.

• Investor perceptions study. Our original proposal for this assignment included a bespoke investors’ survey undertaken at a national level by specialist market researchers, but this suggestion was not taken up by the client group. Lack of fresh, available data on perceptions has, to a certain extent, restricted our ability to benchmark Wrexham current position in the national investment marketplace, and this information gap must be addressed quickly. We acknowledge, however, that the client view at the time of commissioning was that more effort is needed to improve Wrexham’s product offer, prior to commissioning baseline perceptions research. This was because the client considered that without an improved offer and targeted place marketing, existing market perceptions will be negative or, at best, ambivalent. Despite this, one of the key project recommendations is for a focused, targeted campaign to ascertain existing potential investor and occupier perceptions of Wrexham, and the gathering of relevant baseline data on perceptions is a key first step. The information will also prove invaluable subsequently, as the performance of the Wrexham Urban Partnership Strategy over the 2000-2006 period is monitored and, eventually, evaluated.

• Retail capacity. Wrexham has seen considerable investment in food and non-food retailing in the past five years. In ascertaining the scope for further retail investment in the town as a potential use for available or potentially available town centre or edge-of-centre sites, we have made use of intelligence obtained from consultations with property industry experts and the existing town centre occupiers. A more robust, independent and quantitative assessment of Wrexham’s capacity to absorb yet more retail investment, however, can only come from a (statistically) reliable shoppers’ survey.

• Office floorspace data: There is a shortage of good information on the stock – and trends on – town centre commercial office accommodation. This has constrained our ability to assess the performance of the commercial office market – a key objective of the 1994 Wrexham Partnership Strategy.

• Carlsberg-Tetley brewery closure: We were made aware of the potential imminent announcement of the Carlsberg-Tetley brewery closure at the start of the study. The speed at which this decision was made, in fact, enabled a more detailed investigation of the potential opportunity offered by this key site to be made as part of the study. This opportunity was reflected in the consultancy time spent investigating this aspect of the study, which was perhaps greater than originally envisaged.


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2. REVIEW OF PAST ACHIEVEMENTS

2.1 In this Chapter we review the progress made by the Wrexham Partnership Strategy since commencement in 1994. The main sources of information available upon which to measure progress are:

• the targets and performance indicators set out in the original Strategy document prepared by Roger Tym & Partners (RTP), and published in April 1994; compared with

• the analysis of socio-economic data gathered by DTZ Pieda Consulting during the course of preparing the Wrexham Urban Partnership Strategy 2000 baseline; and also

• the survey and other evidence gathered by DTZ Pieda Consulting during the assessment of town centre health and vitality, which is also part of our work programme for the Wrexham Partnership.

The 1994-1999 Wrexham Partnership Strategy

2.2 The key issues, challenges and opportunities identified in the 1994-1999 strategy included the following:

RTP Diagnosis Issue or implication drawn by RTP Wrexham did extremely well in attracting inward investment projects in the 1980s, helping to achieve reduced differentials in unemployment, GDP per head, activity rates, etc.

But Wrexham also became a ‘branch plant’ economy, with poorly developed linkages between manufacturing and other economic sectors.

Wrexham also failed to develop employment in higher value manufacturing and service sector activity.

In part because of the imbalance of the economic structure, economic activity rates, earnings and GDP per head in Wrexham remained below national benchmarks.

The RTP report also made a link between the structural imbalance of the economy and the performance of the town centre, particularly in terms of commercial (office), retail and leisure functions.

RTP Prognosis Issue or implication drawn by RTP The climate for foreign direct investment was perceived to be becoming much more competitive

New jobs would have to be generated by diversifying the economy from its dependence on branch plant manufacturing into higher value activities and services.

Wrexham also needs to diversify the skills base of its labour market catchment.

The market for office development is weak in Wrexham

Wrexham needs to develop and reinforce its role as the regional capital of North Wales.

There is a need for a major change in image and perceptions of Wrexham, to be achieved in part through a comprehensive town centre enhancement programme.


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2.3 The response of the 1994-1999 Wrexham Urban Partnership Strategy to these issues was to develop an overarching framework that set out strategic objectives and action themes. The Strategy also established a number of specific targets against which progress could be measured. The goal for the Wrexham Partnership was stated as:

2.4 Four strategic objectives/action themes were established:

Action Theme Thematic Objectives

The Wrexham Services Initiative

Increase the range of producer services. Develop skills base of local companies and local employees for

service activities. Increase the range of employment opportunities for local

residents. Encourage import substitution in respect of services sourced

by Wrexham’s manufacturers.

Enhancing Wrexham’s Image

Promote Wrexham role as regional capital for North Wales. Promote Wrexham as an attractive location for services

activities, as well as a manufacturing location. Promote Wrexham as a major education and research centre. Promote environmental improvements in the town centre and

widen its economic role.

Wrexham Education, Training and Research

Develop Wrexham’s role as a centre for education, training and research.

Improve links between Wrexham’s education/research institutions and local companies.

Improve access to both further and higher education for young people and mature students.

Wrexham Town Centre Enhancement

Develop a focus for the town centre and enhance spatial linkage.

Improve the range, depth and level of high street shopping and associated leisure facilities.

Improve the environment and image of the centre, and the major gateway route into it.

Develop new functions for the town centre through promotion of residential and office development.

2.5 In addition to the aspirations and qualitative ambitions that are implicit in the thematic objectives set out above, the 1994-1999 strategy document also set out specific strategy output targets that enable a more focused analysis of overall performance. The original targets set for the Strategy, as well as the most recent available data against which performance can be measured, are set out in the table overleaf. Where appropriate, we have also commented on the appropriateness of this original target and identified any particular issues or implications in terms of progress to date.

For Wrexham to become recognised nationally as the regional capital of NorthWales, with all the strengths associated with such status


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Table 2.1: Wrexham Partnership, 1994-1999: Targets & Outputs to Date

1994-1999 Strategy Target

DTZ Pieda Consulting Comment on Target

Latest Available Data DTZ Pieda Consulting Comment on Performance to Date

1 4,000 new jobs by 2001 Of these, 3,000 jobs to be in services

and ‘R&D’

Difficult to compare 1994 sector targets with latest data as original targets based on SIC 1980 definitions which are now obsolete.

We also suggest a broader definition of ‘high technology related employment’ rather than ‘R&D’ employment.

Total employment in Wrexham grew from 41,700 (1993) to 46,840 (1997), an increase of 5,140 (12.3%). Employment in private services and high tech manufacturing actually declined from 16,670 (39%) to 16,250 (35%) over this period.

Rather than declining, manufacturing employment increased its importance to the Wrexham economy between 1994 and 1997, growing from just under 12,850 to 17,300 jobs. Of these, only 560 jobs were in ‘high technology’ industries.

2 Reduce Wrexham TTWA unemployment to the rate prevailing in the unassisted areas of GB

TTWA boundaries and the assisted area map have both changed radically since 1994, making this target obsolete.

We recommend comparing Wrexham County Borough’s unemployment rate to Welsh and GB averages.

Wrexham’s unemployment rate has declined from 8.2% (Feb 1994) to 3.4% (Feb 2000). Over the same period the Wales rate has fallen from 9.4% to 4.8%, and the GB rate from 9.3% to 4.0%.

Wrexham’s unemployment rate has fallen in line with national and Wales averages over the Strategy period.

3 Increase in economic activity rate from 75% to 78%.

Increase in female economic activity rate from 65% to 69%

These are standard economic performance comparisons.

Latest economic activity rate for Wrexham is 70.6% (February 1999).

Lack of up-to-date information in female participation rates.

It is difficult to explain the large fall in economic activity over a period when employment has grown strongly. It may point to major increases in in-bound commuting to Wrexham from outside the County Borough.

4 50% reduction in (convenience) retail expenditure leakage to £16.3 million (1991 prices)

Relies on information generated by detailed retail impact assessment (RIA).

An RIA produced by Mason Richards Partnership in 1998 to justify the new Adsa development in Wrexham identified existing convenience retail capacity in the County Borough worth £19.8 million, or 16% of total available convenience goods expenditure in the County Borough.

The new Adsa development is estimated to generate £13.3 million in convenience expenditure, leaving £6.5 million as leakage. In 1991 prices, this figure is worth £8.1 million. It appears, therefore, that the target will be met comfortably – that is, a 75% reduction in leakage will be achieved (indeed, this is probably an under-estimate given the retail investment that has occurred since 1998 in Wrexham).

5 University status for NEWI Annual intake of 4,500 students on

graduate courses, and 150 students on post-graduate courses

Decision on NEWI status understood to be very imminent (June 2000).

Data from NEWI suggests that there are currently around 2,450 full time students and 2,200 part time students enrolled. Of these, there are 30 FT post-graduates and 500 PT post-graduates, with more expected to be recruited before June.

The target has been achieved.


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Table 2.1: Wrexham Partnership, 1994-1999: Targets & Outputs to Date (Continued)

1994-1999 Strategy Target

DTZ Pieda Consulting Comment on Target

Latest Available Data DTZ Pieda Consulting Comment on Performance to Date

6 Annual FE student intake to reach 700 It is difficult to understand the rationale for this target. We understand that Yale College’s FTE intake in 1994 was 2,670.

FTE intake in 1998 was 3,825, an increase of 1,155 (43%) over 1994 levels.

There has been strong growth in the FE education intake in Wrexham over the lifetime of the strategy.

7 Take-up/reclamation/servicing of 42 acres of land in the town centre (excluding Henblas Square development)

We estimate that a total of 14.94 hectares (36.9 acres) of development (excluding Henblas Square) and reclamation has occurred in the town centre since 1994.

88% of the target figure has been achieved. Based on GIS data on priority sites identified in the 1994 strategy.

8 Development of 300,000 sq.ft on new/refurbished offices by 1999

A further 200,000 sq.ft by 2001

No available data on office refurbishments. Questionable whether target was realistic.

We are aware of around 140,000-150,000 sq.ft of new offices developed in Wrexham since 1994. Much of this has been occupied by the public sector.

About 50% of the target has been achieved. Wrexham is not yet perceived by the market as a major commercial office development opportunity.

9 Development of residential accommodation for 1,200 students by 2001

Recent trends are for students to increasingly prefer daily travel to HE education. NEWI informs us that there is no strong demand for increasing core student accommodation.

Core student accommodation provided or facilitated by NEWI was 550 in 1995. In the current year this has fallen to 430, and will decrease to 310 later this year. By 2001, the new Town Hill scheme will come on stream, providing an additional 160 rooms.

The target is no longer relevant. Core student accommodation will have fallen by 80 rooms (15%) by 2001, compared to 1995 levels.

10 Development of 5 to 10 sites in the County Borough for high quality housing

Wrexham County Borough Council planning department reports that 12 high quality residential developments have proceeded since 1994, providing 173 dwellings.

The target appears to have been comfortably met.

11 Development of up to 100,000 sq.ft of retail/leisure floorspace by 1999

The target appears to apply to the County Borough as a whole.

Total retail/leisure development in Wrexham since 1994 is in the order of 205,000 sq.ft. (including Henblas Square).

This figure excludes the new developments for Asda and Tesco (163,000 sq.ft gross additional; 95,000 sq.ft net additional).

12 Leverage of £100 million in new private sector investment in property, training and R&D.

Target rather inappropriate as no easily available or reliable data on R&D or company training. We suggest concentrating on property related expenditure.

Private investment in projects directly attributable to the Wrexham Urban Partnership Strategy is estimated by DTZ Pieda Consulting to have been worth £45 million (current prices) over the 1994-1999 period. Gross investment appears to be in the order of £125 million.

We recommend a new target based on private investment directly or indirectly attributable to Strategy projects. These targets are set out in the Action Plan in Chapters 5-9 of this document, and are summarised in Chapter 10.


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2.6 The picture that emerges from the analysis of the available data on indicators (obtained from the local authority and ‘top-down’ sources) is mixed.

• On the one hand Wrexham has clearly been highly successful in growing local employment, especially in manufacturing, and Wrexham’s unemployment rate has continued to fall in line with national benchmarks.

• However, Wrexham has been much less successful in growing jobs in ‘sunrise’ sectors, including business services and high technology manufacturing. The strategic aim of the Wrexham Partnership, to reduce Wrexham’s dependence on manufacturing jobs in traditional sectors has not yet been realised – in fact, there is evidence that the trend has been in the opposite direction.

• Economic activity rates in Wrexham have declined from around 75% to 70% over the Strategy period. This is a surprising result, and can probably be explained, in part, by an increasing propensity for Wrexham’s employers to recruit employees from further afield. It seems likely that in-commuting has increased significantly since 1994.

• In terms of the education and research targets, unfortunately the decision has not yet been taken as whether NEWI is to be granted degree-awarding powers. The performance of NEWI and Yale College over the relevant period – in terms of growing student numbers – has been very impressive however, and the direct and indirect contribution of those institutions to the economy of Wrexham is increasingly significant. The target for development of student accommodation has proven to be over ambitious, and no longer particularly relevant, given national trends towards daily travel by students.

2.7 In terms of physical development targets, the situation is also mixed.

• In terms of land in the town centre reclaimed, improved and developed, good progress has been made, with almost 90% of the (ambitious) target figure achieved1.

• The targets for retail and leisure development have been exceeded comfortably. Indeed, our assessment is that the supply of gross retail floorspace in Wrexham town centre has grown markedly over the Strategy period, especially since 1996. We estimate a 57% increase in total comparison floorspace in Wrexham town centre over the Strategy period. It should be noted, however, that the large increase in retail activity in Wrexham (including the Henblas Square and Island Green developments, plus expansions of food retailing operations by Tesco and Asda, currently underway) have not as yet had an impact on the sector-specific employment data we have for Wrexham. The latest available annual employment survey data is for 1998, that is, just before the major retail schemes in the town centre opened.

• The target set for high quality residential development (addressing the issue of providing living space within the County Borough for business owners and managers) has also been easily met.

1 We calculate that 36.9 acres have been reclaimed or improved. This is based on a list of priority or opportunity sites identified in the 1994 strategy. Individual site areas are calculated using WCBC’s planning department GIS system. The sites include some - such as the Mold Road Corridor – that strictly speaking are not in the defined town centre.


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• Progress towards the target set for new and refurbished office space in Wrexham has been somewhat disappointing, however. Although the figure of around 150,000 sq.ft of new accommodation may be an underestimate, it is apparent that Wrexham is still not regarded by the market as a viable location for commercial office development.

2.8 Our conclusions concerning the current health and vitality of the town centre, given the considerable emphasis placed by the 1994-1999 Strategy on the town centre enhancement theme, are identified below.

• Wrexham now has a total of 65,700 sq.m. of retail floorspace in the town centre as a whole (January 2000). This figure compares favourably with, say, towns in North West England that serve similar size populations and lie within the shadow of a major competitor such as Chester. Crewe for example (population for Crewe and Nantwich borough – 102,000, 24 miles from Chester) has a total retail floorspace of 70,000 sq.m. Northwich (population for Vale Royal Borough – 114,000, 18 miles from Chester) has a total retail floorspace of 55,000sq.m. (Source: DTZ Retail and Leisure Database).

• Wrexham now displays a healthy retailing offer, although there are spatial variations in quality within the town centre. It is accepted that there is a strong discount retailer presence in the town centre, which has been further increased by the addition of TJ Hughes in the Henblas Square scheme and the Island Green redevelopment.

• Wrexham town centre (including the Asda and Tesco sites) is home to 29 of the top 100 retailers in the UK (Source: Retail Rankings 1999 - Retail Intelligence). This listing includes major out of town players, such as MFI Group, and large corporate groupings such as Sears and Storehouse Group. Therefore the number of units occupied by these retailers will be much higher than this figure suggests. Experian GOAD identify 163 multiple outlets in the town centre in 1999, 7.4% above the GB average. It is notable, however, that there is no department store in the town centre (important in terms of providing a flagship retail destination and a full range of shopping experiences for residents and visitors).

• Our overall conclusion is that at the local level Wrexham town centre is highly competitive and remains the main focus for comparison and convenience shopping for the County Borough. The town also attracts shoppers from Denbighshire, Flintshire and Shropshire which border the County Borough to the west, north and south.


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2.9 It is unfortunate that none of the major sources of regional retail rankings have been updated since the major retail developments in Wrexham town centre have occurred. However, it can be safely assumed that Wrexham’s position will have improved markedly from its position in the mid-1990s. Chester is still the main sub-regional centre, remaining the principal destination for high order shopping trips for residents within the sub-region. It is within this context that Wrexham must continue to address its market position, and on this basis we would suggest that the town faces two clear challenges for the future:

i how to retain retail expenditure from within its own catchment area within the town centre, and avoid leakage to its competitors; and

ii how to establish itself as an occasional shopping destination for people living outside its standard retail catchment, and who may otherwise side-step Wrexham for higher order centres such as Chester.

2.10 In terms of other types of uses, we have examined office, leisure and residential uses as part of our town centre health check.

• Although the total amount of office floorspace in the town centre is not known with accuracy, we estimate that there is around 21,000 sq.m., of which 55% is occupied by Wrexham County Borough Council. The main competitors to Wrexham as an office location are Chester and Warrington, along with St David’s Business Park at Ewloe. Prime office rentals for the rival centres, are £10/sq.ft in Wrexham compared to £14/sq.ft in Warrington and £15/sq.ft in Chester (Source: DTZ Debenham Tie Leung). Achieved office rents average £6-£9/sq.ft in Wrexham.

• Wrexham remains, in principle, in a good position to take advantage of the overheating of the Chester commercial office market. Its rental levels are lower, it does not suffer from major congestion and it has good access to the national transport network. However in order to capitalise on this opportunity there remains a need to provide high quality office accommodation suited to the needs of the modern user. In order to draw occupiers away from the perceived locational advantages attached to profile locations such as Chester, St David’s Business Park and Warrington, new office premises in Wrexham would need to be provided at highly competitive rents. It is possible that new development of a certain standard could occur given the rents achieved. However, there is concern that rents are too low to enable the private sector to undertake (financially viable) development of significant amounts of high specification office space without the benefit of a pre-let or public subsidy.

• Rental levels and yield data suggest that the office market in Wrexham is relatively inactive. The town is as yet unable to compete with the profile locations of Chester, Warrington and St David’s, and caters for the local office market rather than major inward investors. The pull of Chester and the other competing centres is likely to remain strong for the foreseeable future, and it is within this context that Wrexham must address its strategy for the development of offices in the town.


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2.11 Leisure uses within town centres can be divided into commercial leisure and cultural/social facilities. Wrexham’s evening economy is growing, and is centred on the High Street area of the town, where 21% of units are now in leisure use. It is dominated, however, by pubs and lower quality eating establishments. There remains a shortage of good quality restaurants and a lack of variety of medium quality eating establishments in Wrexham.

• There are proposals to build a new theatre and arts centre adjacent to the library, subject to the outcome of an arts lottery bid. This proposal has the potential to enhance considerably the variety of cultural/leisure offer in the town centre. The provision of this cultural facility will provide a cornerstone around which the future marketing of Wrexham as a visitor destination can be based.

• Rental levels for leisure uses cannot be standardised due to the variety of uses involved. However Wrexham is understood to be able to command around £8-9.00 per sq.ft for leisure ‘shed’ type development, such as a bingo hall and £12-13.00 per sq.ft for pubs. These figures are comparable to other towns of similar size.

• In terms of the development of commercial leisure in the town centre, however, Wrexham is somewhat constrained by the characteristics of its catchment population. The predominance of social classes C, D and E within the catchment profile tends to limit the demand for the more quality eating and drinking establishments. The development of the leisure (and indeed the retailing) economy is to an extent dependent upon the success of the wider economic strategy.

2.12 In terms of the town centre residential market, this has developed reasonably well since the commencement of the Strategy. We estimate that around 90 new dwellings have been provided in the town centre: 40 as part of the Island Green development, and about 50 as a result of individual ‘over-the-shop’ residential conversions. In addition, the construction of accommodation for 160 students is presently underway at a site on Town Hill. The Wrexham Foyer Initiative has also provided residential accommodation for homeless and vulnerable youth in Wrexham.

Summary of Progress and Achievements Since 1994

2.13 The table below summarises the key messages from the review of performance of the 1994-1999 Wrexham Partnership Strategy. This is reported against each of the four Strategy themes introduced in the 1994 Roger Tym & Partners document.

Action Theme Summary of Performance and Key Issues (as interpreted by DTZ Pieda Consulting)

The Wrexham Services Initiative

There has been less emphasis on this theme than envisaged in the 1994 Strategy.

The initiative has succeeded in increasing the range of employment opportunities for local residents. However, there is some evidence that the majority of opportunities have been captured by in-bound commuters.


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There appears to be under-developed co-ordination between the business development and enterprise effort of the local Business Connect partnership (WDA, local authority, CELTEC, etc.) and the activities promoted under the Wrexham Partnership.

To a certain extent there has, arguably, been a lack of ‘buy-in’ to the Strategy on the part of organisations with a business and workforce training remit in Wrexham. This is due in part of a lack of representation for these organisations in the Wrexham Partnership management mechanisms.

Enhancing Wrexham’s Image

Wrexham’s role as a potential ‘regional capital’ for North Wales has been strengthened by a much improved retail offer. An expanded education industry in Wrexham (NEWI, Yale) has also contributed to expanding Wrexham’s role and profile in the North Wales sub-region.

Other positive developments include the re-development of the Racecourse ground, and the hosting of international football and rugby fixtures.

However, Wrexham is still ‘punching below its weight’ in terms of becoming a potential leisure destination important to North Wales as a whole. The lack of a business standard hotel in Wrexham harms its image, as well as results in expenditure leakage from local firms and visitors.

In terms of service sector activity, Wrexham has increased its role as a retail centre (although the impacts of this on local employment has yet to flow through to official, Annual Employment Survey statistics).

Wrexham has largely failed to develop its role in terms of higher value service industries, such as business and professional services.

Great strides have been made in enhancing the appearance of the town centre through Wrexham Partnership projects and activity. Survey evidence among town centre occupiers demonstrates that this effort has been very well received. Anecdotally, the response of visitors to the town has been very positive. A more focused approach to gathering data on perceptions of the town as a destination for investment is, in our view, now overdue.

Wrexham Education, Training and Research

Efforts to promote Wrexham as a major education and research centre have progressed, but the delay in the decision to award NEWI degree conferring powers has hindered this objective.

Student numbers at Yale College and NEWI have expanded, and the value of the ‘education industry’ to Wrexham has grown commensurately.

However, progress against this objective is hindered by the lack of representation by the education institutions and ‘skills agencies’ (such as CELTEC) on the Wrexham Partnership itself. There is also a suggestion that the CELTEC Advisory Board (and is successor) has not yet ‘bought into’ the objectives of the Wrexham Partnership.

The relationship between NEWI and the Wrexham County Borough Council Business Development Team seems very positive. A number of projects (such as Teaching Company Scheme, and the new Top Spin project promoted by WDA) will also help to improve links between Wrexham’s education/research institutions and local companies.


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Wrexham Town Centre Enhancement

The Wrexham Partnership has achieved great success against this objective. The appearance of the town centre has greatly improved, and this investment has helped lever substantial investment (around £36 million) in new retail investment in the town centre2.

We estimate a 57% increase in comparison retail floorspace in Wrexham town centre since 1996.

Good progress has been made in introducing residential functions into the town centre. We estimate 90 new dwellings, as well as 160 new student rooms have been introduced into the town centre since 1996.

However, this success has not been extended into the broadening or deepening of Wrexham’s commercial office market. The failure of private developers to acknowledge Wrexham’s potential as a sub-regional centre for commercial office functions is perhaps the greatest single disappointment in terms of realising the Wrexham Partnership’s objectives.

2 This figure excludes the Asda & Tesco redevelopments.


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3. ECONOMIC CONTEXT AND DRIVERS FOR CHANGE

3.1 If we are to influence the future path of the Wrexham economy and make difficult decisions about priorities, we must base our thinking on a good understanding of the nature, trends and influences on the County Borough’s economy. In the first part of this Chapter we present some of the key messages on the County Borough’s recent economic performance, focusing in particular on trends concerning industrial structure, employment, unemployment, social exclusion indicators and skills issues. The most significant of these messages are summarised later in this Chapter as a SWOT analysis of the County Borough’s economy.

3.2 A more detailed analysis of the County Borough’s recent socio-economic performance has also been prepared by DTZ Pieda Consulting. This is provided as a stand-alone economic baseline report on Wrexham County Borough, published in conjunction with this strategy document.

3.3 In the second part of the Chapter we outline some of the most significant drivers for change that are likely to influence the direction and future performance of the local economy over the next five years and beyond. Some of these drivers operate at the global or international level, while others are only relevant on the national, regional or even sub-regional dimension.

ECONOMIC STRUCTURE AND GENERAL PERFORMANCE

3.4 One of the most striking features of Wrexham’s economy is the overwhelming dependency on manufacturing for employment. This is particularly the case for males: in 1997, 50% of male employees in Wrexham were employed in manufacturing, compared 32% for Wales as a whole and 25% for both England and the UK. That is, Wrexham is twice as dependent on manufacturing for male employment as is the nation as a whole. For females, a similar, if less extreme pattern emerges: manufacturing accounts for 19% of female employment in Wrexham, compared to 12% for Wales and 10.5% for the UK as a whole. The dominant sectors for female employment in Wrexham include public services (44%) and retail/hospitality (21%).

3.5 The dominance of manufacturing for employment is an issue in terms of the future of the Wrexham economy. In total, 17,300 (35%) of Wrexham’s 48,700 employees in employment are in manufacturing. This ‘over-dependence’ on manufacturing is a concern because:

• many of these workers are employed in relatively low value-added branch assembly plants that are vulnerable to technological change and external decision making;

• manufacturing employment across the UK as a whole is suffering secular decline due to globalisation, technological change and advances in productivity. There is no strong reason to believe that manufacturing in Wrexham will be immune from these trends; and


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• in terms of new developments, Britain is finding it more difficult to attract footloose manufacturing inward investment projects. The expected loss of assisted area status for Wrexham making it even harder to attract investments of this type to Wrexham.

3.6 Another striking trend has been Wrexham’s success – throughout the 1990’s – of growing employment. Over the period 1991-1997 (the last year for which figures are available), total employment in Wrexham grew by 13.5%, compared to only 0.4% for Great Britain over the same period. What is even more remarkable is that the majority of this employment change was in male employment, which grew by 16.3% over this period in Wrexham, compared to 2% for GB as a whole.

3.7 Patterns of full-time and part-time working in Wrexham are very similar to the national situation: in Wrexham, 76% of employees work full-time, compared to 75% for Great Britain as a whole. As is to be expected, part-time employment is dominated by females, and is particularly concentrated in retailing, hospitality, health care and other service sector activity.

3.8 Measuring changes in the business stock using VAT registration data is a very useful indicator for entrepreneurship and, more generally, as a proxy for economic competitiveness and well-being. Worryingly, there was a decline of 4.9% in the number of VAT registered businesses in Wrexham between 1994 and 1999. This trend, however, was repeated across Wales as a whole; over the same period, the number of VAT registered businesses in Wales fell by 5.3%. There were some significant differences, however, in business stock performance in Wrexham compared to Wales over the 1994-1999 period:

• Wrexham performed comparatively well in terms of manufacturing, construction and ‘other’ business services; but

• Wrexham performed comparatively poorly in terms of VAT registrations in hotels and restaurants, distribution (logistics) and financial services; and

• for all other business sectors, Wrexham’s performance was more or less on par with the situation in Wales as a whole.

3.9 Finally, in terms of overall economic production, Wrexham is comparatively prosperous in the national context, with a per capita figure for GDP around 5% higher than for Wales as a whole. Wrexham’s performance in terms of GDP per head, however, is about 12% worse than GB as a whole.

UNEMPLOYMENT AND SOCIAL EXCLUSION

3.10 In line with its strong performance in creating new employment opportunities, Wrexham’s unemployment rate has declined significantly since the early 1990’s. Indeed, since 1991, Wrexham has had lower (claimant count) unemployment than both Wales and Great Britain. Over the life of the Wrexham Partnership, the local unemployment trend over time is one of continuous decline, from 8.2% in February 1994, to 3.4% in February 2000.


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3.11 At February 2000, Wrexham unemployment count was 1.4 percentage points lower than the Wales average and 0.6 percentage points lower than the Great Britain average. It should be recognised, however, that pockets of much more pronounced levels of unemployment persist within Wrexham County Borough.

3.12 Many commentators consider that a better measure of the severity of unemployment is the extent of youth and long term unemployment. Several Wrexham wards – such as Johnstown, Bryn Cefn, and Whitegate – have long term unemployment problems that exceed both GB and Wales averages. Wrexham’s urban village wards also possess significant levels of youth unemployment, compared to national averages.

3.13 Moreover, focusing on claimant count unemployment data can also be misleading, because these figures do not take into account either hidden unemployment or the extent of underemployment in a local economy. Indeed, economic activity rates for Wrexham working age population are significantly lower than for both Wales as whole and the UK. Data from February 1999 suggests that Wrexham’s economic activity rate is 70.6%, compared to 75.0% for Wales.

3.14 Another important indicator of economic well-being is earnings data. Gross average weekly earnings in Wrexham (1999) was, at £349, virtually the same level as for Wales but about 13% lower than for GB as a whole. However, 32.2% of Wrexham’s employees earn less than £250 per week, compared to 26.1% for GB and 31.7% for Wales.

SKILLS, TRAINING AND QUALIFICATIONS

3.15 It is increasingly recognised that the quality of the skills base is a crucial factor in economic prosperity. A well-qualified workforce is in a better position to secure high level, high value added jobs, and can therefore contribute more to the overall performance of a local economy. A highly qualified and well-trained local labour force is also more attractive to inward investors and expanding local businesses.

3.16 The occupational structure of the Wrexham workforce reflects the dominance of manufacturing industry to the local economy. Unfortunately, there are a number of indicators that raise doubts about the flexibility and responsiveness of Wrexham’s labour force. The most important sources of information on this issue are the Future Skills Wales surveys of businesses and households across the County Borough. The key messages from these surveys are summarised below.


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Employers Survey

Recruitment difficulties…

Wrexham employers have experienced recruitment difficulties across a range of occupational groups, however, these appear to be more pronounced in unskilled occupations and associate professional occupations. This situation reflects the importance of manufacturing to the Wrexham economy, where these particular occupations are important.

Recruitment difficulties in these occupations are comparatively greater in Wrexham than across North Wales as a whole.

For Wrexham employers, the main reasons why some jobs are difficult to fill include lack of enough suitably skilled people in the area, lack of applicants interested in the work and low pay.

School and

college leavers…

56% of Wrexham employers say that there is a significant gap between the skills school and college leavers possess and those which the employer requires (compared to 52% of employers across North Wales as a whole).

In terms of the particular skills that school/college leavers are felt to lack, the following are highlighted by Wrexham employers: practical experience, communication skills, numeracy, literacy and showing initiative.

Graduates… 26% of Wrexham employers recruit graduates – the same proportion

as North Wales as a whole. 36% of Wrexham employers feel there is a gap between the skills

graduates possess and those required by the employer (compared to 32% of North Wales employers).

Wrexham employers report that the following skills are particularly lacking amongst graduates: practical experience, communication skills and showing initiative.

Occupational skills gaps…

A lower proportion of Wrexham employers (15%), say that there is a significant gap between the types of skills employees currently possess and those required to meet business objectives, than is the case for all employers in North Wales (19%).

For Wrexham employers, skills gaps are particularly noticeable in unskilled occupations, clerical and secretarial jobs and skilled trades.

Important

skills… When Wrexham employers were asked which skills are particularly

important for their business, the following are most commonly mentioned: communication skills, understanding customer needs, team working, ability to follow instructions, ability to learn and showing initiative.

Training… Encouragingly, a considerably higher proportion of Wrexham

employers (66%) have funded or arranged off the job training for employees than employers across North Wales as a whole (58%).

36% of Wrexham employers state that they do not face barriers to training (compared to 37% of employers in North Wales). For those who do face barriers, the key ones are: staff time (the most important barrier) and the cost of actual training provision.


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Resident’s Survey

Reasons for not

working…

For those residents of Wrexham who are not employed, the main reasons are related to health/age, availability of childcare provision and jobs/wages/benefits.

Participation in training

and learning…

48% of Wrexham residents have been involved in training of some kind over the last twelve months (compared to 50% across North Wales as a whole).

However, 75% of Wrexham residents have stated that they face barriers of some kind in pursuing wider learning or studying.

Familiarity with IT….

Only 4% of Wrexham residents would describe themselves as advanced users of IT (compared to 6% in North Wales).

However, a much lower proportion of Wrexham residents (22%) say that they never use a computer, compared to North Wales as a whole (33%).

Qualifications

3.17 Analysis of qualifications data tends to suggest that Wrexham’s workforce is less qualified than that of North Wales and Wales as a whole.

• Only 15% of Wrexham’s workforce are qualified to degree level/NVQ Level 4 or higher, compared to 20% for Wales.

• In addition, only 11.5% of Wrexham’s workforce are qualified to A-level or an equivalent standard in comparison to 16% for Wales.

• A large proportion of Wrexham’s workforce (28%) have no qualifications at all, a figure that is higher than both North Wales and Wales.

3.18 In terms of tomorrow’s workforce, although attainment in Wrexham at Key Stage 1 is very similar to that for Wales as a whole, performance at Key Stage 2 and 3 tends to be lower than that for Wales. And although Wrexham has a higher proportion of pupils achieving A* - C grades than the Wales average, Wrexham has a lower average point score per pupil. This may suggest that there is a concentration of pupils with both high scores and low scores, but with fewer pupils with middle-ranking scores.

3.19 Considering school leaver destinations, in 1998 about 70% of Wrexham’s young people continued with further or higher education. Comparable data for England suggests that over 76% of young people continue into further or higher education.


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SWOT ANALYSIS

3.20 The overall picture that emerges from our assessment of Wrexham’s economy is summarised in the SWOT analysis set out below. Many of the opportunities and threats identified in the table have emerged from discussions with strategic consultees.

Strengths Weaknesses Outstanding record in attracting inward

investment projects Good record of growing employment since

1991 Low unemployment rates compared to

national averages GDP per capita is higher than for Wales as

a whole (but lower than for GB) Good physical infrastructure and

accessibility via A438/A55/M56 Proximity to large regional economy of the

North West and facilities such as Manchester airport

Availability of sites and premises Commitment of WDA to the Wrexham

Partnership Presence of the HE/FE institutions: NEWI

and Yale College

Very high level of dependency on manufacturing for employment

Dependency on manufacturing branch plants potentially vulnerable to technological change and closure decisions taken externally

Below average performance in generating new business start-ups

Under-representation in high growth and high value added activities

Relatively low economic activity rates, suggesting hidden unemployment

Pockets of persistently high unemployment, and some high levels of youth and long term unemployment

Average weekly earnings lower than GB and Wales averages

Average or below average performance in terms of school-age education attainment

Lower rates of school leavers continuing in education compared to national benchmarks

Visitor destination potential undeveloped

Opportunities Threats Developing clusters of excellence in

manufacturing, based on existing knowledge and strengths

New business formation building on NEWI’s research strengths and graduate enterprise

Completion of the physical infrastructure programme in the town centre and key approaches.

Developing a more distinctive image for Wrexham as a visitor destination

Provide business standard hotel accommodation

Develop a new arts and cultural complex, increasing the attractiveness of Wrexham as a location for investment

Build on the developing ‘evening economy’ in Wrexham by improving the eating and drinking offer

Realise the development potential of the Carlsberg-Tetley brewery site and the wider ‘western gateway’ area

University status for NEWI City status for Wrexham URBAN bid for West Wrexham

The international environment for business increasingly competitive – Wrexham’s business base must become more efficient, responsive and flexible

Threat to manufacturing from low cost centres of production

Technological change threatening Wrexham’s existing manufacturers

Absence of R&D activity among most local manufacturers

Tight local labour market Employers report recruitment difficulties, potentially

threatening future investment prospects Failure to address skills deficiencies of the long term

unemployed and non-participants in the workforce Loss of assisted area status Shortages of workspace accommodation for expanding

local businesses and new starts Focus of WDA investment shifting to the designated

Objective 1 areas Potential danger of Wrexham Technology park failing to

proceed to its third stage Potential failure of business hotel to proceed


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DRIVERS FOR CHANGE

3.21 Over the lifetime of the new Wrexham Urban Partnership Strategy, a series of economic and business drivers are likely to exert profound influences upon the future prosperity of the County Borough’s economy. Some of the drivers will operate at the global or international level, while others will operate within a national or sub-regional context.

3.22 Overall, the economic drivers, together with a series of social, technological, environmental and political influences – and the dynamic process of interaction between them – will produce a range of responses from among the business, institutional and household players in Wrexham’s economy. The potential implications from the interplay of drivers could be as follows:

• the international environment for businesses will be increasingly competitive and dynamic. Wrexham therefore needs to develop an efficient, responsive and flexible business base;

• the usage of ICTs and advanced technology will be all-pervasive. Wrexham’s businesses must embrace and deploy effectively appropriate technologies, and ensure that usage is embedded across businesses, households and institutions;

• greater emphasis on knowledge in the business, labour market economy increases the need for commitment to lifelong learning and continuous upgrading of skills;

• businesses in Wrexham must become increasingly smarter, leaner and fitter and more collaborative in their practices if they are going to survive. There is a need for businesses to become less independent in their behaviour, and more open to sharing best practice and joint-developing of research products and development; and

• businesses must increasingly develop specialised locational preferences, clustering and networking if they are to survive and prosper.

…methods of production will continue to evolve… Increased competition in the world market place will drive greater use of highly adaptive production techniques. Concepts such as just-in-time delivery and mass customisation will become ubiquitous, allowing well-organised businesses to penetrate markets ever more effectively, irrespective of their size. Increasingly, technology will allow production processes that are far less localised and businesses will search for less expensive production locations.

...the implications for Wrexham might be… These drivers threaten employment in locations that are slow to adapt. Wrexham will only realise investment opportunities in full if businesses and workforce adapt sufficiently.


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…opportunities will increase for fast-adapting, innovative firms … Acquisitions and mergers among key businesses can lead to increasing sectoral specialisation for local economies, as activity becomes concentrated among larger businesses and favoured suppliers. Increasing vertical and horizontal disaggregation of firms can also reinforce tendencies for spatial clustering in sub-regions. New businesses often depend on networks of contacts, so the process of horizontal disaggregation can also be a driver for increasing sub-regional specialisation.

...the implications for Wrexham might be… Local economies must improve performance in new business formation, particularly in high skill/high technology areas. The interface between the HEI base and the business sector must be developed further so that local firms are increasingly able to meet the requirements of their business customers.

...globalisation will act as a driver for change… Continuing trends towards globalisation, brought about through the world trade liberalisation process, corporate re-structuring, mergers and acquisitions, the relentless search for cheap and plentiful access to factors of production, and increasing ease and speed of physical and electronic transactions will be key drivers for change. Globalisation will stimulate yet further the flows of capital, labour, goods and services across the world.

...the implications for the Wrexham might be… Increased competition for Wrexham’s businesses, often from low cost centres of production and knowledge. This will be balanced by new opportunities for local businesses to sell into global markets.

…patterns of investment are likely to be volatile… In the longer term it is by no means certain that the UK will be able to retain its competitiveness as an international destination for investment. Key factors will be the timing of the UK government’s decision to join the single currency and the strength and resilience of the Euro economies.

...the implications for Wrexham might be… The climate for foot loose international direct investment may continue to be unfavourable for the first 1-3 years of the Wrexham Urban Partnership Strategy, particularly for investment originating from Asia and Europe. In the medium term the UK’s pro-business positive approach to economic liberation may ensure that the country can maintain its competitive edge. However, the loss of assisted area status will make it much harder for Wrexham to compete against peer locations.


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...competition from low cost investment locations will be intense… Prospects of the expansion of the European Union to encompass low-wage but well-skilled economies such as Poland, Hungary and the Czech Republic increases the competition for footloose inward investment projects. UK companies themselves may increasingly look to eastern Europe, Asia or other low cost centres of production and knowledge.

...the implications for Wrexham might be… Increased competition for new foreign, direct investment. Potential leakage of footloose, local operations seeking low-cost production locations elsewhere. Competing effectively in a global market will require Wrexham’s firms to substantially upgrade their linguistic skills and their wider exporting Competencies.

...potential employment losses from over-capacity and re-structuring… A source of potential danger to the UK economy lies in the estimates of excess-capacity that exist in world production centres for products such as vehicles, semi-conductors and chemicals. As a relatively flexible labour market economy, the UK has succeeded in attracting a disproportionate share of foreign direct investment. A potential downside to this flexibility is the relative ease with UK based operations can be scaled-down or dispensed with altogether compared to rival locations elsewhere.

...the implications for Wrexham might be… In the short to medium term, possibilities of plant closures will increase.

...the use of information and communications technologies will be major drivers for change… ICT usage - especially based around the internet - will create new types of business opportunity, stimulating creation of new firms and new jobs. Existing businesses will deploy ICT to help penetrate new markets, and increase the efficiency with which existing functions are performed. New skills will be needed, and businesses and individuals who display flexibility and adaptability will tend to succeed over their competitors. ICT also provides opportunities for more flexible patterns of work and can reduce the need to travel to work or for business, cutting down on environmental and stress-related disbenefits of traffic congestion.

...the implications for Wrexham might be… The ubiquitous use and affordability of ICTs will bring forward a series of potential benefits and disbenefits to businesses, employees and households in Wrexham. A potential downside is that ICTs allow external competitors greater access to local markets to the disadvantage of locally-focused businesses.


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4. THE STRATEGIC FRAMEWORK

4.1 The two previous Chapters have set out in turn, firstly, the achievements of the 1994-1999 Wrexham Partnership Strategy and, secondly, the socio-economic conditions that currently exist in the County Borough. The last Chapter also described a series of drivers for change that are likely to influence the future prosperity, well-being and quality of life experienced in Wrexham area over the next 5-10 years.

4.2 The current socio-economic conditions and policy context are important, but the implications of the drivers for change must also be taken into account by the Strategy. Indeed, our interpretation of the potential implications of the drivers for change has contributed directly to the development of five fundamental ‘guiding principles’ that permeate the new Wrexham Urban Partnership Strategy. The guiding principles themselves influence the strategic themes and objectives of the re-launched Wrexham Urban Partnership Strategy Action Plan (introduced in this and the five following Chapters) that provide the basis for action.

4.3 The five guiding principles are as follows:

Competitiveness

Central government, the National Assembly and the WDA have each made it clear that competitiveness is a fundamental component of sustainable development.

Innovation

The strategy recognises the imminent economic ascendancy of knowledge-intensive industries and the crucial importance of innovation as a process affecting almost all areas of economic activity. The ubiquity and all-pervasive impact of ICTs provides opportunities as well as challenges for local economies. The Strategy must help enable businesses, communities and individuals in Wrexham adapt to and exploit the advantages of the knowledge-based society.

Focused Action The strategy acknowledges that it is not possible – given inevitable constraints on finances and time resources – to implement all recommended actions as quickly as might be desired. There is a need for a pragmatic approach to implementation, implying a need for hard choices about priorities and what should be tackled first. There is, therefore, a need for focused action. It is also acknowledged, however, that implementation must be flexible; circumstances can change, and the Strategy must be responsive to events and unexpected challenges and opportunities. A key issue, however, is the need to build on the achievements of the 1994-99 strategy, to finish projects that have been started, and in particular to complete the programme of physical & environmental improvements in the town centre and key approaches.


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Social Inclusion To be successful the benefits of the Strategy must be

accessible to the majority of residents. In particular, the Strategy must be effective in creating opportunity for those currently experiencing the symptoms of social exclusion, through joblessness and benefit-dependency. Moreover, Wrexham has an increasingly tight labour market, and if the benefits of new job creation are to be had locally, then a significant proportion of net new jobs created must be captured directly or indirectly by unemployed people, or individuals not currently participating in the labour market.

Partnership

The strategy partners recognise that much more can be achieved by adopting a joint, collaborative approach to addressing socio-economic needs and realising opportunities. Moreover, the implementation of the strategy will require the creation of a new implementation mechanism involving key stakeholders.

4.4 Given the principles set out above, the Strategy’s ambitions for the Wrexham Urban Partnership Strategy are set out below.

Ambition and Goals

Guiding Principle

Creating an innovative, creative and highly productive business base

Competitiveness Innovation

Focused Action

Providing for a flexible and dynamic labour force

Competitiveness Social Inclusion

Facilitating a competitive town centre

Competitiveness

Partnership Focused Action

Producing a responsive business environment

Competitiveness

Innovation Partnership

Creating in Wrexham a civic focus for the North Wales

sub-region Competitiveness

Innovation

4.5 These ambitions will guide Wrexham to a more prosperous and sustainable future. To achieve this, however, Wrexham must develop a more competitive, innovative and enterprise-driven economy where the benefits are shared by all.


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4.6 The overall vision for the Wrexham Urban Partnership Strategy is stated as follows:

Vision:

Wrexham, the dynamic focus of the North Wales economy, and a prosperous, enterprising and knowledge-driven European university city

4.7 To begin the process of realising the vision, it is suggested that the new Wrexham Urban Partnership Strategy embrace five overarching themes, set out below.

i To develop high value business activity and enterprise, and in particular to develop higher value service sector activity exploiting the strengths of assets such as North East Wales Institute and Wrexham Maelor hospital.

ii To enable local people to capture more fully existing and emerging employment opportunities, by providing improved access to skills development and training opportunities, and thereby helping to create a more flexible and productive workforce.

iii To maximise the contribution of the town centre commercial functions, especially retailing, leisure, entertainment and cultural activities and attractions.

iv To create more responsive and productive business infrastructure in Wrexham, and to realise development opportunities and environmental enhancements available in the urban centre and western gateway areas of Wrexham.

v To provide highly attractive and dynamic civic, education and recreational facilities in Wrexham that are fully capable of serving the cultural and learning needs of North Wales.

4.8 It is proposed that these overarching themes be operationalised under five ‘Strategic Objectives’. Supporting each of the Strategic Objectives are a number of Operational Measures that will guide the actions and deployment of the resources needed to realise the Strategic Objectives and, ultimately, the ambitions of the Wrexham Urban Partnership.

4.9 The five Strategic Objectives are as follows:

4.10 The overall approach proposed for the Wrexham Urban Partnership Strategy is illustrated in diagrammatic form overleaf. The following five Chapters introduces in turn each of the Strategic Objectives, their (respective) supporting Operational Measures, and finally the specific projects that provide the basis for action.

Strategic Objectives:

Strategic Objective 1 – An Innovative, Creative and High Value Business Base Strategic Objective 2 – A Flexible and Dynamic Workforce Strategic Objective 3 – A Competitive Town Centre Strategic Objective 4 –A Responsive Business Environment Strategic Objective 5 – Wrexham, the Civic Hub for North Wales


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Operational Measure

Strategic Objectives

Vision

Wrexham, the dynamic focus

of the North

Wales economy, and

a prosperous,

enterprising & knowledge

driven European

University city

An Innovative, Creative and High Value Business Base

A Flexible and Dynamic Workforce

A Competitive Town Centre

A Responsive Business Environment

Wrexham, The Civic Hub for North Wales

Competitive & Productive Business Base

Develop the Knowledge Base

Encourage Enterprise & Self-Employment

Skills & Knowledge Development

Effective Participation in Life Long Learning

Overcoming Barriers to Participation in the

Labour Market

Effectively Engaging Young People in the Labour Market

Enhance the Town Centre’s Competitive Position

Enhance the Vitality and Viability of the Town Centre

An Accessible Town Centre

A Modern Business Image

High Quality Western Gateway

Enhancing Civic Assets & Facilities

A Competitive Image

Competition

Guiding Principles and Themes

Stimulate Sectors with High Growth Potential

Innovation Focused Action

Social Inclusion

Partnership


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STRATEGIC OBJECTIVE 1 : AN INNOVATIVE, CREATIVE AND HIGH VALUE BUSINESS BASE

5.1 Businesses are the prime creators of wealth and jobs. In particular, small, micro and high growth companies hold the key to future prosperity. To achieve a major improvement in economic performance, therefore, the Wrexham Partners must be effective in helping more local businesses establish, invest, expand, and become world class.

The Challenge

5.2 Businesses in Wrexham are currently facing a series of significant challenges:

obtaining sufficient business finance to support investment, expansion and growth;

barriers to the transfer of technology, innovation and know-how, despite proximity to some of the UK’s leading universities and research institutions;

identifying and implementing best practice approaches to managerial and workforce development, supply chain participation, innovation and knowledge development, exporting, lean manufacturing techniques, quality control, and marketing; and

a shortage of industrial and commercial premises to accommodate start-up and expanding indigenous businesses.

5.3 Our conclusion is that to improve its economic performance and ensure that it contributes fully to the prosperity and vitality of North Wales as a whole, Wrexham needs to:

develop a truly world-class competitiveness and enterprise infrastructure;

increase technology transfer and inculcate the process of innovation; and

target high-growth and high value-added sectors.

Wrexham’s Industrial Structure is not Ideal for the 21st Century

5.4 The imperative for this conclusion lies in the fact that, although Wrexham has been extremely successful in attracting new investment and employment throughout the 1990s, the area’s main current industrial specialisms are largely in sectors with overall poor or constrained growth prospects.


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5.5 Based on our analysis of Wrexham’s current employment structure3, as well as econometric forecasts produced for Wales by Cambridge Econometrics, our research indicates that the prospects for employment in many of the sectors currently important to Wrexham give cause for concern. The prospects for key manufacturing sectors are set out in the table below (the table shows the range of employment rather than actual numbers for reasons of confidentiality required by the data source).

Sector Employment Range In Wrexham, 1997

Location Quotient

Sector Forecast, 2000-2005 (Cambridge Econometrics)

Food and Drink 2,000-4,000 3.17 Decline of 0.5% p.a. in employment Electronic Equipment 1,000-2,000 1.77 Decline of 0.1% p.a. in employment Rubber and Plastics 1,000-2,000 2.34 Increase of 2.9% p.a. in employment Metals Fabrication 1,000-2,000 1.41 Decline of 3.5% p.a. in employment Chemicals 500-1,000 2.36 Decline of 1.7% p.a. in employment

Sources: Cambridge Econometrics, July 1999, Regional Econometric Forecasts; Nomis/Annual Survey of Employment, © Crown Copyright

5.6 As can be seen from this analysis, of the five most important manufacturing sub-sectors for Wrexham, only one – rubber and plastics – is expected to expand employment over the next five years. If the expected rates of employment change for Wales are applied to the four declining major manufacturing sub-sectors in Wrexham, the net change in employment would amount to a loss of around 650 jobs in these industries alone.

5.7 The mirror image of the above is that Wrexham possesses a below average concentration in sectors and sub-sectors with above average growth prospects. National and international forecasts (various sources, including the US Department of Commerce) indicate that the fastest growing sectors in employment terms will include: computer services and software; business and professional services; recruitment services; specialist health care; residential care; and leisure and entertainment. In Wales, Cambridge Econometrics predict that, apart from rubber/plastics manufacturing, the strongest growth sectors for employment will all be service industries: including hotels and catering (3% p.a.); business services (2.8% p.a.); professional services (2.4% p.a.) and retailing (1.6% p.a.).

The Way Forward

5.8 The Wrexham Partnership recognises that part of the problem with smaller companies accessing business support services is a lack of awareness of Business Connect. This is the case across much of Wales, and as a response the Business Connect partners are re-launching the initiative and will be promoting it widely.

5.9 A key point to note, however, is that all business service support and enterprise development activity proposed through the Wrexham Urban Partnership Strategy will be delivered through the Business Connect initiative, and in full co-operation with Business Connect partners.

3 These are set out in detail in the economic baseline assessment for Wrexham, produced by DTZ Pieda Consulting as an accompanying report to this Strategy document.


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Operational Measures:

1.1 : A More Competitive and Productive Business Base; 1.2 : Developing the Knowledge Base; 1.3 : Stimulating Businesses in Sectors with Outstanding Growth Potential; and 1.4 : Encouraging Enterprise and Self-employment.

5.10 It is also recognised that during 2001, the functions of a key Business Connect partner, CELTEC, will be replaced by the National Council for Education and Training in Wales and the North Wales Regional Advisory Panel. These will be assisted by local Community Consortia for Education and Training. It is assumed within the Wrexham Urban Partnership Strategy that roles and responsibilities proposed for CELTEC will be embraced eventually by successor organisations.

5.11 Clearly, however, it is for the Wrexham Partners to convince the new organisations of the relevance and worth of the activities and projects embraced by the Wrexham Urban Partnership Strategy.

5.12 The response of Wrexham Partnership to the issues discussed above is to propose four Operational Measures to enable Wrexham to achieve an innovative, creative and high value businesses base. It is emphasised that the Operational Measures are very much inter-linked and also relate to the objectives and actions proposed under each of the other themes. The Operational Measures are set out below.

Operational Measure 1.1 : A More Competitive and Productive Business Base

5.13 More than any other factor, the future performance of Wrexham’s businesses will determine the future prosperity of the County Borough. In an increasingly competitive economy, existing firms in both new and mature sectors must continually improve their products and services – and adopt better methods of doing business – if they are to achieve sustained growth and profitability. There is an ongoing need for all businesses, no matter the sector in which they operate, to strive for continual improvements in efficiency and productivity.

5.14 The purpose of this Operational Measure is encourage these improvements in productive performance in all businesses that are prepared to accept the competitive challenge of the modern economy. One of the key themes is to encourage and support business networks where firms can be exposed to best practice. Four strands of action are particularly apposite, given current national trends.

• A key area for action is to raise awareness and help business understand the opportunities (and threats) from information and communications technologies (ICTs). This means a process of dissemination and awareness raising to encouraging more effective take-up of digital and communications technologies by Wrexham’s businesses. The process of reviewing best practice in the use of ICT in business increasingly provides a catalyst to considering the re-engineering of business processes.

• Strides are also required to improve business leadership and management skills among Wrexham’s businesses. Greater efforts are required from business and business support networks to enhance the capabilities, competence and responsiveness of local business managers.


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Wrexham, the dynamic focus of the North Wales economy and a prosperous, enterprising and knowledge driven European University city

Strategic Objective 1 An Innovative, Creative and High

Value Business Base

1.2 : Developing the Knowledge Base

1.3 : Stimulating Businesses in Sectors with Outstanding

Growth Potential

1.1 : A More Competitive and Productive Businesses

Base

1.4 : Encouraging Enterprise and Self-

employment

PROJECTS

• 1.1.1: Wrexham Business Excellence Initiative

• 1.1.2: Developing World Class Supply Chains

• 1.1.3: The Centre for Manufacturing Excellence

• 1.1.4: Responding to the e-Commerce Challenge

PROJECTS

• 1.2.1: Developing andAccessing Innovation andKnowledge

• 1.2.2: Developing business spin-outs

• 1.2.3: Specialist incubation facility: multimedia

PROJECTS

• 1.3.1: Focused Supportfor Targeted GrowthSectors: Computer software/services Multimedia Smart materials Health care Sports science

PROJECTS

• 1.4.1: Enhanced entrepreneurial networks

• 1.4.2: Workspace for business start-ups

Operational Measures


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• There is also an increasing need to improve the understanding and access to new markets and exporting opportunities. A fundamental need is to improve the performance of Wrexham’s businesses in penetrating global markets for products and services. It is also necessary for Wrexham’s businesses to understand and respond to the challenges presented by e-commerce.

• Manufacturing is clearly of vital importance to the Wrexham economy, and this will remain the case over the five-year lifetime of the strategy. The strategy will seek to support Wrexham's existing manufacturers in adopting world class practices. Where opportunities exist for expansions and new investment, these will be pursued.

• An important overarching issue is the need to improve and simplify business support. In particular, there is a need to:

- use the new developments in ICT as an opportunity to “re-engineer” in a radical way existing patterns of business support. There is scope to achieve significant improvements in both efficiency and quality, for example by releasing more resources for on-the-ground business counsellors;

- ensure more focused and easier-to-access advice and expert assistance is delivered from the business support infrastructure; and

- concentrate on developing a facilitating, networking role for business support agencies.

5.15 The Wrexham Partnership’s response to these issues is to propose four projects under the ‘competitive and productive business’ Operational Measure.

5.16 Summary details of these projects are provided on the project proformas overleaf.

Projects:

1.1.1 : The Wrexham Business Excellence Initiative; 1.1.2: Developing World Class Supply Chains; 1.1.3: The Centre for Manufacturing Excellence; and 1.1.4: Responding to the eCommerce Challenge.


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WREXHAM URBAN PARTNERSHIP STRATEGY PROJECT

Project Name 1.1.1: Wrexham Business Excellence Initiative Operational Measure A More Competitive and Productive Business Base

Issues In an increasingly competitive economy, existing firms in both new and mature

sectors must continually improve their products and services - and adopt better methods of doing business - if they are to achieve sustained growth and profitability. There is an ongoing need for all businesses in Wrexham, no matter the sector in which they operate, to strive for continual improvements in efficiency and productivity. The purpose of this project is to encourage continual improvements in productive performance in all businesses that are prepared to accept the competitive challenge of the new global economy. The project will achieve this by addressing perceived weaknesses in business and management skills among business executives, managers and entrepreneurs, and by overcoming identified business constraints. The existing programme of business support in Wrexham is impressive, and includes support for enterprise (supporting 70 business starts in the last financial year), advice to existing businesses, and support for new initiatives like the Wrexham Science Festival. Gap in service exists, however, mainly because of resource limitations. For example, currently there is only a very limited sector-specific dimension to Wrexham’s business development effort.

Project Description To develop business support programme focusing on the business development needs of growing SMEs. The project will build on and utilise the existing business support framework in North East Wales, including Business Connect, and be incorporated as a key component of Wrexham’s business development effort. Strands of project activity may include the following themes: specific advice on access to business finance and development capital; more focused and easier-to-access business consultancy advice and expert

assistance; provision of customised advice on human resource development, regulatory

environment, export opportunities, developing R&D partnerships, etc; further enhancing the role and usefulness of business networks, for example

building on the Celtec associate group networks; particular attention to be focused on the potential for supporting spin-outs

from, and tie-ups with Wrexham’s HE/FE research, education and training base; and

encouraging business leadership and business management skills. Partners/Delivery

Agencies Wrexham County Borough Council; WDA; Business Connect; CELTEC and its successor; Wrexham ITec, EU Objective 3 funding

Timing 2000-2006 Cost £1,000,000 over five years

Outputs 200 businesses advised or assisted per year 150 direct and 100 indirect jobs created over five years


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Project Name 1.1.2: Developing World Class Supply Chains Operational Measure A More Competitive and Productive Business Base

Issues Companies are facing ever-tougher competition and increasing demands from their customers. The most successful are those who recognise the continual need to review and improve all aspects of their performance in today's increasingly global marketplace. Customers in turn demand increased flexibility, improved service and quality with faster turn round times. Customers also often have difficulty in tracking down the most competitive sources of supply through conventional information sources. They need accurate and up-to-date information on suppliers' capabilities, and they often require it urgently; or it may be that they are developing new or innovative products requiring a different kind of supplier. In Wrexham the problem is compounded because of the poorly developed linkages and procurement patterns that exist between many of the area’s larger manufacturing businesses (including inward investors) and smaller indigenous suppliers. The 1994-1999 Wrexham Urban Partnership Strategy identified the need to develop a local supplier development programme for Wrexham: the need for a locally focused programme to complement Source Wales effort is still largely unmet.

Project Description The Developing World Class Supply Chains project will require focused activity in a number of key areas. Promoting the formation of integrated supply chains by raising awareness of

best practice in supply chain management. Identifying development needs of the processes, people and suppliers. Assisting

companies, therefore, to meet the needs of major procurement programmes. Helping purchasers to focus on their procurement processes to achieve cost and

lead-time reductions, quality improvements, security in supply, and value chain enhancement and development.

Identifying significant value purchasing opportunities that are of strategic or sectoral importance to Wrexham and North Wales. Liasing with partner regional support agencies in finding firms qualified to respond to purchasing opportunities, forwarding the details to the purchasers.

Promoting Wrexham to inward investors, and helping the latter to find additional local and sub-regional suppliers.

Identifying firms needing to improve their business capabilities, and sign-posting them to Business Connect and other business support organisations for assistance.

Partners/Delivery Agencies

Wrexham County Borough Council; WDA; Business Connect; CELTEC and its successor; EU Objective 3 funding

Timing 2001-2006 Cost £250,000 over five years

Outputs 20 businesses advised or assisted per year 40 direct jobs and 100 indirect jobs created over five years


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Project Name 1.1.3: Centre for Manufacturing Excellence Operational Measure A More Competitive and Productive Business Base

Issues Wrexham’s economy continues to be highly dependent on manufacturing for employment: but to compete successfully in the global economy, Wrexham manufacturers must achieve the efficiencies and cost reductions associated with lean manufacturing practices. Small and mid-size companies need expert, affordable guidance to learn, adopt and implement these techniques in their manufacturing processes. Experience from elsewhere, particularly the United States, demonstrates that manufacturing clusters benefit greatly from the creation of resource centres to help companies gain access to advice, expertise and talent they need to become more competitive.

Project Description The Centre for Manufacturing Excellence project would create such a centre for Wrexham. But the proposed Centre would also be a resource for the manufacturing economies of Flintshire and Denbighshire, indeed all of North Wales. The mission of the Centre would be to increase the penetration of progressive, lean manufacturing processes and advanced technology among smaller manufacturers to help them compete effectively in the global economy. Services offered by the Centre could include: direct services to businesses; lean manufacturing assessments; continuous improvement projects (JIT; cellular manufacturing; inventory

minimisation, etc.); awareness raising seminars and events; lean manufacturing consultancy and technical advice; impact tracking metrics; building relationships with centres of research and innovation excellence,

including HEIs nationally and internationally; and training and instruction.


Wrexham County Borough Council; National Assembly for Wales (capital funding); WDA; Business Connect; CELTEC and its successor; Wrexham ITec, EU Objective 3 funding; private sector

Timing Capital expenditure: Year 2 and Year 3 Operational: Year 4

Cost £2 million capital £150,000 p.a. operational costs £2.3 million in total over the lifetime of the strategy

Outputs 1 business development infrastructure operationalised 50 businesses p.a. advised/assisted 20 direct jobs and 40 indirect jobs created in years 4 and 5.


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Project Name 1.1.4: Responding to the eCommerce Challenge Operational Measure A More Competitive and Productive Business Base

Issues The digital economy is shorthand for the transformational impact that ICTs are having on every aspect of business activity. UK e-commerce, for example, is set to grow in worth from $12billion (1998) to an estimated $500 billion by 2002. Business-to-business e-Commerce constitutes the majority of e-Commerce transactions (currently around 80%), and is predicted to grow from $145 billion world-wide in 1999 to $7.29 trillion by 2004. As well as substantial and global sales opportunities, business-to-business e-Commerce can deliver substantial cost reductions. It also raises the utilisation of capital: this can be used to extend market reach and comparative advantage over competitors. The impact of e-commerce will have a huge impact over the way Wrexham businesses conduct commerce: by creating direct links between consumers and suppliers, and potentially

by-passing intermediaries and brokers; creating opportunities for new forms of intermediary, such as e-procurement

brokers; and revolutionising business-to-business trade and accelerating the current shift

from conventional vertical integration towards more complex structures involving contracting out, out-sourcing, joint-venturing and other forms of business partnership.

Project Description The project will include the following strands of project activity. Audit Wrexham’s current participation in e-commerce. Programme of awareness raising seminars and events to alert business to

the potential opportunities and threats posed by the digital economy. Develop a database of Wrexham business e-commerce participation,

capabilities and opportunities; develop and share information using a bespoke Wrexham business intranet.

Promote Wrexham’s supply capabilities globally by developing a business web portal.

Lobby infrastructure providers to ensure that Wrexham is served by globally competitive telecoms infrastructure, including broad bandwidth cable.

Establish a Wrexham e-commerce forum. Establish an e-commerce consultancy support fund available to Wrexham

businesses. Partners/Delivery

Agencies Wrexham County Borough Council; WDA; Business Connect; CELTEC and its successor; Wrexham ITec, EU Objective 3 funding

Timing 2000-2006 Cost £100,000

Outputs 1 e-commerce audit completed 1 e-commerce forum established 50 businesses participating 30 direct and 20 indirect jobs created


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Operational Measure 1.2: Developing the Knowledge Base

5.17 The increasing importance of knowledge within modern economies is an international trend that is all-pervasive in its impact. A knowledge-driven economy is one in which the creation and exploitation of knowledge has achieved ascendancy in the wealth-creation process. This process is not just about creating new knowledge: it also concerns the effective deployment of knowledge across the full range of economic activity.

5.18 Terms such as de-industrialisation, globalisation, the information age, the digital economy, and the weightless economy; each of these captures an aspect of the knowledge driven-economy. Knowledge has always been important, but three mutually reinforcing processes are accentuating and accelerating the contribution of knowledge development and dissemination to the modern economy.

Driver Implications 1. Information and

Communications Technology

The speed of innovation in new ICTs is phenomenal, and is matched by the penetration of these technologies in business and everyday activities.

Advanced ICTs allow companies to transform the way they do business, creating and accessing new markets, and changing the way firms relate to customers, suppliers and competitors.

Businesses and consumers can access large amounts of information quickly and cheaply. The spread of best practice, and awareness of new products, processes and approaches occurs very quickly.

The result is intensifying competition across globalised markets. Businesses in local economies such as Wrexham must increasingly question their competitive position and develop an effective and efficient response.

2. Pace of Scientific and Technological Change

Increasing levels of government and private sector expenditure on R&D has created an acceleration of scientific and technological knowledge, and together with trade liberalisation and globalisation, this advance has increased significantly the pace of innovation.

One implication is that businesses must network more effectively with suppliers, customers, competitors and other users of similar technologies if they are to gain access to innovative scientific and technical knowledge.

A further implication is the increasing need for businesses to collaborate with HEIs and other originators of scientific and technical knowledge.

Another is the increasing need to recruit and retain technically trained staff.

3. Global Competition Globalisation has been driven by trade liberalisation, removal

of capital flow restrictions and reduced transactions costs. The combined effect has been to increase the size of markets

available to firms, to stimulate competition, to increase specialisation, and to increase the pace of innovation from one country to another.

One implication is that companies operating in environments of relatively high labour costs – such as Britain – must innovate and adapt continuously if they are to retain their competitive edge over lower cost centres of production.


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5.19 The ascendancy of the knowledge driven economy is changing drastically the way that modern business is conducted. For local economies – such as Wrexham – to deliver increased living standards and employment, greater emphasis on innovation, R&D, knowledge management and human resource development must be made by local businesses, education and research organisations, and public agencies.

5.20 For local businesses, the threat of global competition requires that distinctive capabilities be developed, in terms of innovative products, design, processes and marketing. Shorter product lifetimes and increased competition demand that innovation must become an everyday feature of the business management process. For local workforces, the imperative is the need to acquire and maintain appropriate skills.

5.21 In response to these developments, the Wrexham Urban Partnership Strategy proposes three projects that together will enable the local economy to better respond to the competitive challenge of the modern economy


Projects:

1.2.1: Developing and Accessing Innovation and Knowledge; 1.2.2: Aiding Business Spin-outs from the Knowledge Base; and 1.2.3: The North Wales Multimedia Hothouse.


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Project Name 1.2.1: Developing and Accessing Innovation and Knowledge Operational Measure Developing the Knowledge Base

Issues If Wrexham is to respond effectively to the challenge of the modern economy further investment is needed to develop the capability and accessibility of the knowledge base in Wrexham, particularly in the education and research sectors. It is also essential to improve the rate and quality of technology transfer between the research and teaching base, industry and workforce of Wrexham. Links between the research, education and training sector and Wrexham’s business base need to be developed further, moreover, if market opportunities are to be realised in full. A coherent approach is needed to enhancing lines of communication between research and education institutions and industry.

Project Description The project will promote a coherent approach to forging closer links between education/research institutions and Wrexham’s business community. Specific strands of activity might include the following. Support for continued investment in appropriate technologies, materials, teaching

and research expertise and teaching/research facilities. Support for spin-out opportunities for high growth potential businesses arising

out of the HE/FE base in Wrexham. Funding support for research partnerships between HE/FE institutions and

businesses in Wrexham. Funding support for technology transfer projects involving HE/FE institutions in

Wrexham and businesses and users of technology. Developing links between HE/FE institutions and peer institutions and industry

partners elsewhere in the UK, EU and globally as opportunities arise. Identifying and exploiting opportunities for linkages between local research

expertise and growth sectors that are relevant to Wrexham, including multimedia, computer software and services, smart materials, health and medical care, biotechnology, sports science, etc.

Support for graduate placements and student projects that foster technology and knowledge transfer.

Encouraging the development of career relevant, business acumen, enterprise and workplace related skills among graduates by providing opportunities for a workplace components to teaching programmes.


Wrexham County Borough Council; WDA; Business Connect; CELTEC and its successor; NEWI; Yale College; Wrexham ITec, EU Objective 3 funding; private sector

Timing 2001-2006 Cost £380,000

Outputs £100,000 in additional private sector investment in R&D 20 additional graduate placements in local companies 20 direct and 30 indirect jobs created by 2006


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Project Name 1.2.2: Aiding Business Spin-outs from the Knowledge Base Operational Measure Developing the Knowledge Base

Issues In an increasingly global economy, creation and translation of knowledge into competitive products, processes and services is vital to economic prosperity. Wrexham’s businesses, therefore, must become more innovative, adaptable, flexible and productive.

Project Description The purpose of this project, therefore, is to augment, support and exploit the local and wider regional knowledge base and assets for innovation, be they in the higher education sector or in leading companies, and encourage the conversion of knowledge into economic success. Specific strands of project activity to include some or all of the following: increasing the rate at which new companies are spun out of existing firms by

providing targeted support and development effort; enhancing further collaboration and project working with NEWI’s business

development team, to enhance further the rate at which spin-out enterprises are formed;

enhancing awareness of the capabilities of the local knowledge and research base among businesses, especially SMEs;

improving the rate at which appropriate technologies are transferred from the knowledge base to local SMEs;

ensuring that Wrexham’s knowledge resources are responsive to the research and teaching needs of the local wealth-creating base; and

ensuring that Wrexham’s knowledge base is responsive to the research and teaching needs of growth sectors.


NEWI; Yale College; Wrexham County Borough Council; WDA; Business Connect; CELTEC and its successor; EU Objective 3 funding

Timing 2000-2006 Cost £200,000

Outputs 10 new spin-out businesses created 40 new jobs created


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Project Name 1.2.3: The North Wales Multimedia Hot-house Operational Measure Developing the Knowledge Base

Issues Location per se is not a crucial factor to multimedia businesses. What is important is reasonable proximity to customers and outsourcing partners; the near presence of centres of IT research and development, and the buzz of an innovative environment. Availability of broad bandwidth telecoms infrastructure is a decided advantage, however. These factors are present to a great degree at North East Wales Institute, Wrexham. A great opportunity exists there to develop a bespoke incubator facility for multimedia industry at NEWI, building on the research competence and dynamism to be found in the institute’s Art and Design Department. The department is preparing plans for a Multimedia Hot-house on its campus; it is recommended that the strategy embrace this project idea and seek to mobilise resources to enable it to happen. There is also an exciting opportunity to bring together the Council's business support, Wrexham ITec training functions, and the availability of incubation workspace into one integrated building.

Project Description The hot-house incubator will be a dedicated facility designed to bridge the gap between academic research innovation and commercial application in multimedia. The facility will provide the means to nurture early stage businesses, corporate venturing and commercialisation of research. It will offer excellent technical facilities, focused and integrated support services and a highly creative and innovative commercial environment. The facility will provide a range of functions and services. Industry/commercial standard business units for turn key operation available

with flexible lease terms. Visitor suites available for companies undertaking research on a shorter term

basis. High specification broadband connectivity. Access to additional technical facilities. Business facilities, including reception areas, conference room, meeting

rooms, video-conferencing, translation facilities, restaurant, car-parking, etc. Delivery of business support services, advice and counselling as and if

required, including information on relocation grants and financial support for recruitment and training of staff.


The project to be delivered by NEWI in partnership with WDA and Wrexham County Borough Council

Timing Capital expenditure 2001-2002 Operational 2003

Cost £4.0 million in capital expenditure Outputs 14 new businesses created

75 new direct jobs created; 40 indirect jobs created £1 million of new private sector investment 80% of businesses surviving 36 months


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Operational Measure 1.3: Stimulating Businesses in Sectors with Outstanding Growth Potential

5.23 This Operational Measure is based on the idea that nurturing local industries with exceptional growth prospects will enable companies in these industries to grow faster, thereby stimulating the competitiveness and prosperity of the Wrexham economy. The rationale for the idea lies in the development and broad acceptance of the cluster theory of regional economic development, championed by Professor Porter at Harvard Business School.

5.24 In the UK and internationally, regional agencies have grasped the cluster concept as a means of improving the performance of regional economies. Industrial clusters are agglomerations of competing and collaborating industries in localities or geographical areas that network through well-developed horizontal and vertical relationships. Clusters are founded on strong buyer-supplier linkages and sharing a foundation of specialised institutions and needed skills. A cluster is more than a mere concentration of activity, however: a cluster is a dynamic entity, comprising a family of players that can consist of: suppliers, customers, competitors, research institutes, educational institutions, infrastructure providers, and public sector enablers.

5.25 A number of processes reinforce the trend towards clustering:

• globalisation is intensifying competition, and firms often find that they can better utilise their specialist knowledge if they operate among a cluster of linked businesses. Inter-firm co-operation of various types, through supply chains, mentoring, or best practice sharing, can be used as the means of increasing knowledge availability and effectiveness of use;

• clusters can help create enduring competitive advantage. For example, companies with complementary skills can collaborate to compete for contracts beyond the scope of an individual participant. Collaboration can also generate economies of scale, by specialising activity within appropriate elements of the cluster supply chain;

• clusters allow for the development of specialist physical infrastructures and support services, and the concentration of appropriate skills;

• by working together, cluster participants can be more effective: for example, in addressing the supply of skills, by influencing curriculum development, lobbying for infrastructure investment, de-regulation, and so on; and

• clusters can help reduce transactions costs, as trust and long-term relationships develop between participants, thereby reducing uncertainty.

5.26 In the context of the Wrexham Urban Partnership Strategy, what is proposed is the identification of candidate sectors for development of individual cluster activation strategies. Cluster activation is a critical first step towards realising the potential of a group of industries as an engine for business growth and economic development. Clusters become activated when companies in related industries come together and start working with each other and with collaborators in the education, research and public sectors. By working


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together cluster members become more innovative, more responsive, more productive and therefore more competitive and profitable.

5.27 The first step, then, is detailed investigation of the prospects for individual sectors as candidates for cluster activation strategy making. The next is to design, develop and implement individually tailored sector development strategies that strive to realise the economic potential of the selected industry. For an economy the size of Wrexham, it is suggested that no more than three or four sectors be selected for focused support.

5.28 Based on this analysis, one project is proposed under this Operational Measure.

5.29 The following sectors are potential candidates for focused support under this initiative.

Candidate Target Sector Rationale 1. Computer software and

services This sector has grown by over 250% in employment terms in the UK since 1991. Ubiquity and all-pervasive impact of ICTs means that the industry will continue

to grow strongly. Availability of significant volumes of local graduate output from HE/FE. Attractive environment, proximity to major conurbations and Manchester airport

means that Wrexham could potentially attract entrepreneurs. A sector that Wrexham probably can’t afford to not be in.

2. Multimedia Presence of research and teaching strengths in multimedia at NEWI. Ubiquity and all-pervasive impact of digital technologies and new media means

that the industry will continue to grow strongly. Opportunity to Wrexham to be a full participant in the emerging North Wales

Multimedia Strategy, championed by the WDA. 3. Smart materials New and novel materials will be key to future manufacturing activity.

Example developments will include: low-cost sub-micron and miniaturisation at molecular level (including nano-technology); low density materials; optical materials for optical signal processing and to construct optical computing elements; and surface treatments that provide high effect surface films but at low cost.

Significant local research and industrial strengths in surface polymers and opto-electronics.

4. Health care The proportion of the population of retirement age will increase from 18.0% in 1996 to an estimated 19.3% by 2011.

A trend towards increasingly elderly population has significant economic and social repercussions, including increased pressures on health and social services and increased demand for residential and health care services.

Wrexham has significant strengths as a centre of medical and health care based on the presence of a major teaching hospital.

Wrexham also has a significant concentration of residential care businesses.

5. Sports science Based on teaching strengths at NEWI and research strengths at the Wrexham Maelor hospital.

Also the existence at Wrexham Football Club of and the achievement of football academy status.

5.30 Summary details of this project are provided on the project proforma overleaf.

Project:

1.3.1: Focused Support for Targeted Growth Sectors.


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Project Name 1.3.1: Supporting High Growth, High Value Sectors Operational Measure Stimulating Businesses in Sectors with Outstanding Growth Potential

Issues Wrexham’s main industrial specialisms are in sectors with poor or constrained growth prospects. Wrexham is also currently under-represented in many of the sectors that are expected to grow strongly in terms of employment and/or output over the next 10 years. There is a need, therefore, for a more focused approach to raising significantly Wrexham’s performance at growing and attracting businesses in sectors with strong growth prospects and high added-value. The sectors worthy of consideration include: Computer software & services; Multimedia; Smart materials; Health and care; and Sports science.

Project Description To develop a programme of focused support for indigenous SMEs and potential (and existing) inward investors in high growth and high value added sectors. The project will build on and utilise the existing business support framework in North East Wales, including Business Connect, and be incorporated as a key component of Wrexham’s business development effort. Strands of project activity may embrace a range of themes. Specific advice on access to business finance and development capital focusing on

the specific needs of high growth sectors. Advice on training packages and human resource development issues, etc. Investigate and if appropriate implement cluster activation action programmes for

high growth sectors that achieve critical mass. Particular attention to be focused on the potential for supporting spin-outs from,

and tie-ups with Wrexham’s HE/FE research, education and training base (including Wrexham Maelor hospital).

Focused support for developing business management skills and business leadership among SMEs in high growth sectors.

Targeted inward investment promotional effort aimed at footloose companies or businesses wishing to set up new establishments in high growth sectors.

Partners/ Delivery Agencies

Wrexham County Borough Council; WDA; NEWI; Yale College; Business Connect; CELTEC and its successor; Wrexham ITec, EU Objective 3 funding

Timing 2000-2006 Cost £90,000

Outputs 15 businesses p.a. advised/assisted 50 jobs created 3 cluster activation programmes designed


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Operational Measure 1.4: Encouraging Enterprise and Self-Employment

5.31 New businesses are vital as a source of wealth, jobs, innovation and productivity. An economy that succeeds in creating more new businesses will also be more flexible and adaptive. Unfortunately, Wrexham – in common with much of Wales – currently has below average rates of self-employment and entrepreneurship, compared to more prosperous regions and national benchmarks.

5.32 Wrexham, therefore, must develop its business base and the entrepreneurial nature of its inhabitants if it is to improve its overall economic performance. Wrexham also needs to make itself more attractive as a destination for risk-taking entrepreneurs, and to improve the prospects for graduates of its further and higher education institutions to start successful businesses locally.

5.33 The issue, however, is not only that of raising business start-up rates per se, but to increase start-up rates in businesses that are likely to grow. The purpose of this Operational Measure, then, is to stimulate a much higher rate of new business formation, and to create an environment where a greater proportion of businesses survive and prosper.

5.34 To accelerate the creation of successful new businesses in Wrexham, the Wrexham Partnership, together with its Business Connect allies, will seek to build upon existing business support activity and re-double efforts to:

• promote entrepreneurial activity by developing and enhancing business networks, and access to mentors and best practice material to facilitate an increase in new business creation, survival and growth;

• create the right conditions for spin-outs in targeted and knowledge intensive sectors by facilitating the provision of appropriate premises and accompanying packages of tailored support; and

• encourage graduate retention, by facilitating graduate placements and enterprise.

5.35 The following projects are proposed under this Operational Measure.


Projects:

1.4.1: Enhanced Entrepreneurial Networks; and 1.4.2: Workspace for Business Start-ups.


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Project Name 1.4.1: Enhanced Entrepreneurial Networks Operational Measure Encouraging Enterprise and Self-employment

Issues New businesses are vital as a source of wealth, jobs, innovation and productivity, and an economy that succeeds in creating more new businesses will be more flexible and adaptive. However, Wrexham, in common with Wales as a whole, has below average rates of self-employment and entrepreneurship compared to national and international benchmarks. Wrexham needs to develop and attract more risk-taking entrepreneurs, especially in high-growth sectors, if it is to improve its overall economic performance. The purpose of this project, therefore, is to stimulate a much higher rate of new business formation in Wrexham, and to create an environment where a greater proportion of businesses survive and grow.

Project Description The project will incorporate a full range of activity. Developing more positive attitudes to entrepreneurship and risk-taking, and

addressing the motivation and skills of the (would-be) entrepreneur. Enhancing the range of business start up support among public agencies,

private sector sources of finance and specialist support services (accounting, legal, etc.).

More focused approaches to business finance, including strong links into business angels networks (such as Xenos).

Providing a complete and integrated range of start up consultancy support for business new starts.

Strengthening networks of new start businesses to encourage sharing of experience and best practice advice.

Working with entrepreneurs in Wrexham and beyond to provide positive role models, mentoring and inspiration to individuals aspiring to establish business start ups.

Supporting entrepreneurship programmes in HE and FE institutions and in schools in Wrexham.

Encouraging ‘intra’-preneurship within firms (i.e. encouraging a high rate of spin-out from existing firms) and to improve the culture of innovation among all firms in Wrexham.

Encouraging community businesses and community enterprise. Partners/Delivery

Agencies Wrexham County Borough Council; WDA; NEWI; Yale College; Business Connect; CELTEC and its successor; EU Objective 3 funding

Timing 2000-2006 Cost £250,000

Outputs 35 new businesses created 100 new direct jobs created; 150 indirect jobs created £3 million of new private sector investment


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Project Name 1.4.2: Workspace for Business Start-ups Operational Measure Encouraging Enterprise and Self-employment

Issues Consultation with Wrexham business support agencies revealed that there was a real shortage of business start-up premises across a range of sectors, especially industrial and light commercial. This shortage of business accommodation is impinging of the ability of Wrexham to improve its performance in terms of business birth rates and expansions. In the longer term, a constraint on Wrexham’s ability to accommodate new businesses, especially in high growth and high value-added sectors, threatens the ability of the County Borough to grow and sustain adequate numbers of jobs in activities relevant to the modern economy.

Project Description The project will encourage the provision of managed and non-managed workspace targeted at the needs of growth sectors identified as being of particular significance or representing a particular opportunity for the Wrexham economy. The project will seek to identify potential private sector property market investors and/or developers to bring forward, in partnership, appropriate quality workspace. Where possible the workspace to be available to tenants on flexible terms.


WDA; Wrexham County Borough Council; the private sector

Timing Capital investment 2001-2005 Cost Target is for a total of £2.5 million in investment in new premises. Expected

private sector contribution at least £2 million Outputs 80,000 sq.ft in new business workspace

160 new jobs created


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6. STRATEGIC OBJECTIVE 2: A FLEXIBLE AND DYNAMIC WORKFORCE

6.1 Wrexham’s employers report skills gaps, hard-to-fill vacancies and unmet basic skills needs. To achieve the ambition of becoming a more dynamic, creative and prosperous economy, it will be necessary to raise aspirations and achievement in all aspects of learning and skills development. It will also be necessary to improve significantly Wrexham’s skills base, to enhance the productivity of workers and managers, and to ensure that Wrexham’s labour market is more flexible and adaptive.

6.2 Our analysis of the baseline position for Wrexham reveals a mixed picture. On the one hand, Wrexham achieved a remarkable record during the 1990s in growing employment: total employment in Wrexham grew by over 13% between 1991 and 1997, compared to less than 1% for Great Britain. As a consequence, unemployment in Wrexham has declined significantly, and at a faster rate than nationally. The claimant count unemployment rate in Wrexham in February, 2000 stood at 3.4%, compared to 4.8% for Wales and 4.0% for Great Britain.

6.3 This change in labour market conditions, although obviously very welcome, creates new problems and challenges for Wrexham’s economy. With unemployment rates continuing to decline, it is harder for Wrexham’s businesses to find enough qualified workers. More quickly than many other parts of the country, at least outside of South East England, Wrexham’s businesses will face the reality that workforce competitiveness is becoming a primary factor driving business location, expansion and profitability.

6.4 Indeed, it is increasingly recognised by policy makers that the quality of the skills base is a crucial factor in economic prosperity. A well-qualified workforce is in a better position to secure high level, high value added jobs, and can therefore contribute more to the overall performance of a local economy. A highly qualified and well-trained local labour force is also more attractive to inward investors and expanding local businesses.

6.5 Already in the United States, an estimated 75% of net new jobs are now in executive, managerial and technical fields. If Wrexham is to attract and retain the types of businesses that are able to compete in the modern economy, it must do better at educating, training and investing in its existing and emerging workforce.

6.6 As traditional industries decline and new technologies emerge, the qualities and attributes possessed by Wrexham’s workforce will become ever more critical to the area’s competitiveness and economic performance. Currently, the occupational structure of the workforce reflects the dominance of manufacturing industry to the local economy. Unfortunately, there are a number of indicators that raise doubts about the flexibility and responsiveness of Wrexham’s labour force. The most important sources of information on this issue are the Future Skills Wales surveys of businesses and households across the County Borough. The key messages from the survey were outlined in an introductory Chapter of this Strategy document.


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2.1: Skills and Knowledge Development for the Workforce; 2.2: Effective Participation in Lifelong Learning;

2.3: Overcoming Barriers to Participation in the Labour Market; and

2.4: Effectively Engaging Young People in the Labour Market.

• Wrexham employers have experienced recruitment difficulties across a range of occupational groups. To date, these appear to be more pronounced in unskilled occupations and associate professional occupations, partly reflecting the above-average importance of manufacturing to the Wrexham economy, where these particular occupations are important.

• 56% of Wrexham employers say that there is a significant gap between the skills that school and college leavers possess and those they require (compared to 52% of employers across North Wales as a whole).

• Only 15% of Wrexham’s workforce are qualified to degree level/NVQ Level 4 or higher, compared to 20% for Wales as a whole.

• A large proportion of Wrexham’s workforce (28%) have no qualifications at all, a figure that is higher than both North Wales and Wales.

• Only 70% of Wrexham’s young people continued with further or higher education in 1998, compared with 76% nationally.

• In addition, only 11.5% of Wrexham’s workforce are qualified to A-level or an equivalent standard in comparison to 16% for Wales as a whole.

• In terms of tomorrow’s workforce, although educational attainment in Wrexham at key stage 1 is very similar to that for Wales as a whole, performance at key stage 2 and 3 tends to be lower than that for Wales. And although Wrexham has a higher proportion of pupils achieving A* - C grades than the Wales average, Wrexham has a lower average point score per pupil.

6.7 The response of the Wrexham Urban Partnership Strategy to these issues is to propose four Operational Measures that will together help equip businesses and the workforce in Wrexham to respond to the challenge of a tight labour market and the need to enhance workforce competitiveness. It is stressed that the Operational Measures are inter-linked and also relate to measures proposed under the other Strategic Objectives contained in this Strategy (and in particular, the Business Development objective).

6.8 The Operational Measures are set out below:


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Strategic Objective 2 A flexible and dynamic workforce

2.2: Effective participation in lifelong learning

2.3: Overcoming barriers to participation in the

labour market

2.1: Skills and knowledge development for workforce

2.4: Effectively engaging young people in the labour

market

PROJECTS

2.1.1: Wrexham Education andIndustry Forum 2.1.2: Skills and Training Outreach Project 2.1.3: Industrial Estate Learning Outpost

PROJECTS

2.2.1: IT in the Community 2.2.2: Open Learning andTaster Sessions 2.2.3: Literacy, Numeracy and Communication Taskforce

PROJECTS

2.3.1: Wrexham Childcare Initiative 2.3.2: Women Returners Project 2.3.3: Mature Workforce Project

PROJECTS

2.4.1: Graduates into Local Business 2.4.2: Business into Education

OperationalMeasures


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Operational Measure 2.1: Skills and Knowledge Development for the Workforce

6.9 The analysis on the previous pages indicates that there is a need for significant action to increase employers’ demand for skilled people, to increase their skills investment and to improve their workforce development capacity. An effective approach to raising skills investment requires a partnership approach among large employers, SMEs, public sector employers and enabling organisations, higher, further and compulsory-age educational institutions, and private sector training providers.

6.10 The agenda for action on the part of the Wrexham Partnership and its allies includes the following.

• Embedding a commitment to workforce development linked to business needs, competitiveness and future profitability.

• Promoting the efforts of private employers, and in particular SMEs, to develop coherent workforce development programmes and specific workforce development budgets.

• Continuing to work with organisations such as CELTEC and the Local Skills Councils and other successor organisations to identify future skills and training needs and to act on them in good time.

• Even more importantly, to develop more effective dialogues and mechanisms to communicate employers’ skills and training needs to local education and training organisations.

• Develop more effective education-business linkages, including placements, visits and mentoring.

6.11 In tandem with the need to develop greater recognition among companies of the link between workforce investment and business performance, there is also a need to instil within individuals the connection between learning and continuous improvement, and personal economic and social fulfilment. Careers education and guidance will be an important dimension for adults, as well as young people.

6.12 In response to these issues, three projects are recommended for support and delivery under the Skills and Knowledge Development Operational Measure of the Wrexham Urban Partnership Strategy.

Projects:

2.1.1: Wrexham Education and Industry Forum; 2.1.2: Skills and Training Outreach Project; and 2.1.3: Industrial Estate Learning Outpost.


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6.13 These projects are set out on the proformas below.


Project Name 2.1.1: Wrexham Education and Industry Forum Operational Measure Skills and knowledge development for workforce and management

Issues Currently, there is a lack of strategic linkage between all education providers across the Wrexham area (NEWI, Yale College and secondary schools) and the Careers Partnership

In addition, there is no broad umbrella framework which brings local employers (especially Wrexham’s key employers) together with schools, colleges and the Careers Partnership

Anecdotal evidence suggests that local employers do not necessarily have a ‘stake’ in local communities (possibly due to the branch-plant nature of some of the larger local inward investors)

The Future Skills Wales Survey shows that 56% of Wrexham employers say that there is a significant gap between the skills school and college leavers actually have and those they expect them to have when they are recruited

There is a good opportunity to expand the functions of the existing CELTEC Advisory Board to embrace the additional functions and responsibilities set out below.

Project Description Establishment of an ‘Education and Industry Forum’ which meets regularly to discuss: the current state of the local Wrexham economy; skills and training issues for local employers; business development needs of local employers; the development of strategic linkages between local employers and

education, training and careers agencies; mechanisms by which local education related agencies can shape

provision and delivery to better meet the needs of local employers; and mechanisms by which local employers can become more actively involved

with local schools and communities. Membership of the Forum should include the following:

all education related organisations (NEWI, Yale College, Wrexham Wrexham ITec, all secondary schools) and the Careers Partnership;

all key local employers; other local employers, including indigenous businesses and representation

from the SME sector; private and other training providers (including the voluntary sector); and Wrexham County Borough Council.

Will require the appointment of a Forum Co-ordinator, whose responsibilities will include: managing and organising Forum meetings; promoting the Forum and its aims; ensuring membership is adequate and fully reflects the local business and education/training community in Wrexham; ensuring that decisions reached by the Forum are implemented. The possibility that the role currently performed by the CELTEC County Co-ordinator could be enhanced to embrace this wider remit should be investigated and discussed.


Careers Plus, NEWI, Yale College, Wrexham secondary schools, CELTEC, Wrexham County Borough Council; Wrexham ITec, major local employers, Business Connect; EU structural funds

Timing 2000-2006 Cost £200,000

Outputs 1 education industry forum established


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Project Name 2.1.2: Skills and Training Outreach Project Operational Measure Skills and knowledge development for workforce and management

Issues The Wrexham Town Centre Occupiers Survey shows that: less than half of surveyed establishments had training systems in place; three quarters of surveyed establishments provide training which is of an

informal and unaccredited nature; 26% of establishments have not trained any member of staff in the last

12 months; and that only 20% of respondents have received any external advice or business

assistance in the last five years. The Future Skills Wales survey shows that 33% of Wrexham employers had

not funded or arranged any off-the job training for any employees over the past 12 months.

The Future Skills Wales survey also shows that the cost of training itself and the cost incurred from having employees take time away from the job are key constraints acting against the total amount of training undertaken.

Anecdotal evidence suggests that for smaller firms especially, the costs involved in both determining training needs and in seeking appropriate training provision can act against investing in training.

Project Description Appointment of two ‘Training Outreach’ workers in the Wrexham area, whose responsibilities will be to undertake ‘on-site’ visits to local employers to discuss training needs and highlight and promote training opportunities in the Wrexham area.

This will negate the need for employers (especially smaller and medium sized employers) to actively seek out training related information.

Provision of a ‘Training Needs Analysis’ diagnostic service for local employers. Service will act principally as a diagnostic function, and sign-posting service

(rather than provision of on-site training itself). Emphasis will be upon smaller employers in the Wrexham area who are

unlikely to have well developed HRD functions or training plans/budgets. Partners/Delivery

Agencies Business Connect, CELTEC, Wrexham County Borough Council; NEWI; Yale College; Town Centre Forum; Wrexham ITec, WDA, EU structural funds

Timing 2000-2006 Cost £275,000

Outputs 30 companies benefiting, per annum 100 individuals benefiting, per annum


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Project Name 2.1.3: Wrexham Industrial Estate Skills and Learning Outpost Operational Measure Skills and knowledge development for workforce and management

Issues The Future Skills Wales survey shows that the cost of training and the cost incurred from having employees take time away from the job are key constraints acting against the total amount of training undertaken.

Linkage between NEWI and Yale College and key local employers is constrained due to the concentration of many key employers on the Wrexham Industrial Estate and the absence of any educational presence on the estate.

Continued investment in training, especially in IT and e-commerce techniques will be important for local industry is Wrexham is to maintain its competitive position.

Project Description Establishment of a physical skills and learning outpost on Wrexham Industrial Estate.

The outpost will allow the provision (by NEWI, Yale College and other local providers) of training and learning opportunities ‘on the doorstep’ of some of Wrexham’s key employers.

The provision of training and learning facilities on the industrial estate itself will reduce the costs of undertaking training, especially for smaller and medium sized establishments.

The outpost will also facilitate the development of close links between the training deliverers in the Wrexham area and key employers.

The outpost could also be used as a base for a selection of other activities: Childcare provision; IT training; and Open Learning.

It is understood that a similar type of proposal has been discussed by Yale College - the 'Marchwiel Training Centre'. This project could be developed further to embrace all the elements of the Skills & Learning Outpost.


WDA, NEWI, Yale College, CELTEC, Wrexham County Borough Council , Wrexham ITec, Chwarae Teg, major employers located on Wrexham Industrial Estate; EU Objective 3.

Timing 2001-2006 Cost Capital cost - £150K (assumes conversion of existing property)

Operating cost £80K per annum Total of £390,000 over the Strategy lifetime.

Outputs 1 skills and learning facility developed 30 companies benefiting per annum 450 individuals receiving training per annum


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Operational Measure 2.2: Effective Participation in Lifelong Learning

6.14 Learning encompasses more than the acquisition of qualifications and skills. If Wrexham is to become a more innovative, high-value and prosperous economy, local businesses, their employees and current non-participants in the workforce must embrace and act upon the concepts of lifelong learning, and develop a culture of continuous improvement in knowledge and skills.

6.15 As is stated in the draft Objective 3 strategy for East Wales: “stimulating a culture of lifelong learning and encouraging demand in the long and short term must be a central feature of any economic strategy”. The central importance of education, skills and training for the future prospects of Wrexham has led DTZ Pieda Consulting to recommend that the structure of the Wrexham Partnership be broadened to embrace the organisations and agencies with primary responsibility for education and training matters in the County Borough (see implementation Chapter).

6.16 The challenge for the Wrexham Partnership and its allies, is to champion the benefits of lifelong learning to individuals and businesses in the local labour market. Clearly, however, much of the responsibility for action under this Operational Measure will fall to educational institutions and other agencies with special responsibility for education, skills development and training. The Wrexham Partners acknowledge, however, the central importance of lifelong learning issues to the future performance and prosperity of the Wrexham economy. The contribution of the Wrexham Partnership to the lifelong learning agenda will be to facilitate collaboration and co-ordinated action, and to seek to win additional resources for implementation. It is especially important that a co-ordinated response to the opportunities available under Objective 3 be developed and pursued by the Wrexham Partnership and its allies in the education, skills and training fields.

6.17 Evidence from the Future Skills Wales research suggests that the proportion of adults in Wrexham who are recent participants in learning is lower than national benchmarks. Other evidence from the Future Skills Wales research tells us that a large proportion of adults do not participate in learning at all, and that employers are often frustrated by poor levels of basic skills (such as literacy, numeracy and communications skills) that they find among employees or candidate employees.

6.18 The priorities of the Wrexham Partnership and its allies, therefore, will be to ensure that:

• all the skills essential for business success are available to businesses and individuals;

• individuals are equipped with skills needed for a return to working life (relevant to, say, women returners, the long term unemployed, and those beginning working life);

• individuals can access essential skills for sustained and high value employment throughout their working lives; and

• to promote the acquisition of necessary skills, to enable businesses and individuals to respond positively to technological and other sources of change.


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6.19 To focus action on these issues, three projects are recommended for support and delivery under the Lifelong Learning Operational Measure of the Wrexham Urban Partnership Strategy.

6.20 These projects are set out on the proformas overleaf.

Projects:

2.2.1: IT in the Community; 2.2.2: Open Learning and Taster Sessions; and 2.2.3: Literacy, Numeracy and Communication Taskforce.


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Project Name 2.2.1: IT in the Community Operational Measure Effective participation in lifelong learning

Issues Familiarity with basic IT is increasingly becoming a necessary skill in the workplace, irrespective of sector or occupation.

The future skills Wales Survey shows: 61% of Wrexham residents do not use either a computer (with or

without CD ROM) or the Internet at least once a week; and 43% of Wrexham residents never use a computer.

Lack of IT knowledge will have a detrimental effect both on accessing employment for those who are unemployed and in upgrading opportunities for those in employment.

The nature of the business base – heavily dependent on Manufacturing, often at a basic production line level – may restrict the ability of employees to access IT skills and training in the workplace.

Anecdotal evidence suggests that particular areas of Wrexham County Borough – the rural hinterland, the urban villages and peripheral estates – may have particular problems in accessing IT related training and developing related skills.

Build on existing provision, such as: the Wrexham ITec; the Southsea/Brynteg IT project; the Plas Madoc and Cefn Community Strategy Resource Centre; and community training provision in the Enterprise Centre.

Project Description An overarching project with several key elements, the overall aim of which is to raise the level of IT skills and expertise across the Wrexham labour market.

Will involve Wrexham Itec, Yale College and will build upon activity already developed by the college in this area.

Will involve taking IT training provision out into the community, especially the rural hinterland, the urban villages and peripheral estates.

Training will take place in a variety of settings and locations, including: in the workplace, at the Industrial Estate Training and Learning Outpost; in community centres, village and church halls.

There will be a particular emphasis on providing IT skills to the unemployed, to older workers and to women returners.

Will involve the appointment of a project director who will undertake co-ordination of existing IT related training across Wrexham.


Yale College, NEWI, CELTEC, Careers Plus, Wrexham ITec, WDA, EU Objective 3

Timing 2001-2006 Cost £350,000

Outputs 250 individuals benefiting per annum


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Project Name 2.2.2: Open Learning and Taster Sessions Operational Measure Effective participation in lifelong learning

Issues The evolving nature of work practices and rapid changes in technology mean that individuals must continually upgrade and adapt their skills across their working lives. Failure to do this will have detrimental effect on work and career opportunities.

The Future Skills Wales Survey shows that: 75% of Wrexham residents feel that they are constrained in their ability

to learn or study new things; 52% of Wrexham residents have not been involved in any learning or

training activity over the last 12 months; and 36% of Wrexham residents do not feel that their employer gives them

enough opportunity to develop the skills they need for future jobs. Evidence from the Labour Force Survey shows that 27% of Wrexham

residents have no formal qualifications and a lower proportion, compared, to the Wales average have A level or degree level qualifications.

Project Description This project will involve the development of both open learning facilities for formal study and the availability of taster sessions to bring those individuals who have been away from learning for some time, back into a learning environment.

Provision will make use of a variety of locations including libraries, community centres, church and village halls as well as the workplace.

Open Learning will allow individuals to learn at a pace which suits them and fits with work, childcare and other commitments. Courses will range from key and pre-vocational skills to more advanced level learning (e.g. GCSE and A Level).

Taster sessions will cover a wide variety of subjects and will include pre-vocational training such as job interview techniques, communication and team working skills.


Yale College, NEWI, Wrexham ITec; CELTEC, Careers Plus, voluntary sector, EU Objective 3, private training providers

Timing 2000-2006 Cost £360,000



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Project Name 2.2.3: Literacy, Numeracy and Communication Taskforce Operational Measure Effective participation in lifelong learning

Issues Anecdotal evidence suggests that employers are not completely satisfied with levels of literacy, numeracy and communication skills amongst the Wrexham workforce – especially young people and school leavers.

The Future Skills Wales Survey shows: 56% of Wrexham employers feel there is a gap between the skills they

require and the skills school and college leavers possess, when they are recruited;

29% of Wrexham employers feel that school/college leavers lack adequate communication skills;

20% of Wrexham employers feel that school/college leavers lack adequate literacy skills;

20% of Wrexham employers feel that school/college leavers lack adequate numeracy skills.

There is also some evidence to suggest that Wrexham employers are slightly more concerned than others in North Wales as to the levels of motivation and positive attitude possessed by school and college leavers.

Project Description Establishment of a Taskforce to implement activities to raise levels of numeracy, literacy and communication skills, principally, though not exclusively, amongst young people and school leavers in Wrexham. Young unemployed people will be a particular target group.

Activities will begin at both the school and college levels with opportunities to develop these skills.

In addition, activities will be taken out into the community and to those areas of Wrexham County Borough where access to learning and training is more limited (the rural hinterland, the urban villages and the industrial estates).

The project will require the appointment of a ‘Taskforce Czar’ who will co-ordinate new activities and harmonise existing activities across Wrexham.


Yale College, Wrexham ITec, CELTEC, Careers Plus, Wrexham secondary schools, voluntary sector, EU Objective 3

Timing 2001-2006 Cost £245,000



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Operational Measure 2.3: Overcoming Barriers to Participation in the Labour Market

6.21 Despite the best efforts of individuals and organisations, the opportunity to participate in the workforce is unequally distributed. This inequality affects some people more than others: for example, people living in certain disadvantaged areas (in both urban and rural Wrexham); women (especially those with younger children); lone parents; the disabled; and the over 50s.

6.22 The challenge for the Wrexham Partnership and its allies is to work collaboratively and effectively to overcome barriers to meaningful participation in the workforce for people who are effectively excluded for a variety of reasons. Part of the solution is to work to raise aspirations, especially among those who are disadvantaged, and to give people greater confidence that entering or re-entering the worlds of training and work will provide them with meaningful rewards.

6.23 Overcoming problems of labour market non-participation is important, and not just because for reasons for equity and social justice. As previously discussed, Wrexham has an increasingly tight labour market, and if businesses in Wrexham are to thrive, it is increasingly necessary that fuller use be made of both part-time and non-participants in the labour market. The challenge is, first of all, to get people into jobs by addressing constraints such as training, transportation and child care issues. Equally important, however, is the need for post-employment support for individuals who have been long-absent or never previously involved in the labour market. For the latter group, effective approaches are required to provide job coaching, counselling, skill building and mentoring to help people retain their first jobs.

6.24 Inequality often is manifested in below-average educational attainment and lack of employment opportunity, and is strongly linked to social exclusion and poverty in the widest sense. The skills deficit identified for Wrexham by the Future Skills Wales research will require a series of targeted measures that address the most important of these dimensions. The most effective approaches will be collaborative, localised and specifically targeted.

6.25 To focus action on these issues, three projects are recommended for support and delivery under the Overcoming Barriers measure of the Wrexham Urban Partnership Strategy.

6.26 The projects are summarised on a series of proformas set out overleaf.

Projects:

2.3.1: Wrexham Childcare Initiative; 2.3.2: Women Returners Project; and 2.3.3: Mature Workforce Project.


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Project Name 2.3.1: Wrexham Childcare Initiative Operational Measure Overcoming barriers to participation in the labour market

Issues Provision of childcare facilities is a key contributor to local labour market flexibility. Inadequate provision and lack of access to adequate, high quality and full time care can have a detrimental effect of the flexibility if the female labour market.

Anecdotal evidence suggests that childcare provision in the Wrexham area is not yet adequate enough to meet overall demand. In addition, provision tends to be concentrated in the urban core of the County Borough and is therefore inaccessible to many who reside outside the centre (especially those resident in the rural hinterland and urban villages).

Unemployment in Wrexham is low relative to the national (GB) and Wales rates – this suggests a high degree of labour market tightness. Employment is forecast to increase in Wrexham between 1997 and 2007, with the creation of 1,500 new jobs. Much of the employment increase will be concentrated in Retail, Hotel and Catering, Business Services, Public Services and Financial Services – sectors which are heavily reliant on flexible local female labour supply.

The Future Wales Skills Survey shows that in Wrexham 28% of those not currently working who would like to work, are constrained in doing so due to a lack of childcare provision.

Project Description This is a flagship project for Wrexham, which will both build upon and extend the current provision of accessible, high quality childcare provision across Wrexham County Borough.

A key aspect of the project will be to extend the provision of childcare and reduce the dominance of the urban core as the key location for provision. The provision of childcare in the rural hinterland, as well as in the urban villages and peripheral estates, will be enhanced.

The provision of childcare based in local primary schools will be extended, as will the use of church and village halls as childcare locations. Provision for after school clubs for school age children will be extended, but needs of pre-school age children will also be addressed.

There will be a major emphasis upon extending availability of childcare at places of employment.

A key aspect of the project will be the development of a childcare facility based at the Wrexham Industrial Estate – this can be combined with the proposed Training and Learning Outpost.

A proposed further element is the introduction of the ‘Kiddie Shuttle’, a bus service which allows parents to travel to childcare facilities and then onto the town centre or Wrexham Industrial Estate.

Partners Chwarae Teg, Wrexham County Borough Council, voluntary sector Timing 2000-2006

Cost £800,000 over the lifetime of the project Outputs 1 childcare facility to be incorporated into the training and learning outpost

1 childcare transport service introduced 300 individuals to benefit from improved access to childcare


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Project Name 2.3.2: Women Returners Project Operational Measure Overcoming barriers to participation in the labour market

Issues Unemployment in Wrexham is low relative to the national (GB) and Wales rates – this suggests a degree of labour market tightness. Employment is forecast to increase in Wrexham between 1997 and 2007, with the creation of 1,500 new jobs. Much of the employment increase will be concentrated in Retail, Hotel and Catering, Business Services, Public Services and Financial Services – sectors which are heavily reliant on flexible local female labour supply.

Anecdotal evidence suggests that women returners are constrained in terms of their ability to access both employment and learning/training opportunities relative to men. This is a particular problem for women who are residents of the rural areas of Wrexham as well as the urban villages.

Women returners have specific training and work preparation needs, often related to pre-vocational skills, such as confidence building.

Project Description This project will involve the implementation of activities specifically for women who are seeking to return to work.

A key element of this project will be provision of learning and training opportunities within the community.

In addition, there will be an emphasis on upgrading key and pre vocational skills, such as application and interview technique, confidence building and team working.

This project will have strong strategic links to the IT in the Community project, as well as the Open Learning Project.

Provision of training will emphasis a gradual route back into active labour market participation with short sessions over an extended period.


Chwarae Teg, Yale College, NEWI, Careers Plus, CELTEC, Wrexham ITec, Business Connect, EU structural funds

Timing 2000-2006 Cost £250,000

Outputs 200 individuals to benefit, and gain access to employment or training, per annum


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Project Name 2.3.3: Mature Workforce Project Operational Measure Overcoming barriers to participation in the labour market

Issues Unemployment in Wrexham is low relative to the national (GB) and Wales rates – this suggests a degree of labour market tightness. Employment is forecast to increase in Wrexham between 1997 and 2007, with the creation of 1,500 new jobs. Much of the employment increase will be concentrated in Retail, Hotel and Catering, Business Services, Public Services and Financial Services.

The Future Skills Wales survey shows that 36% of Wrexham employers experience skills gaps in unskilled occupations.

The population of Wrexham is ageing over time, with a particular increase in the proportion of males over the age of retirement. Young people aged 16 – 24 – will become a decreasing segment of the local population, thereby reducing the pool of available labour of this age group.

Project Description This project will seek to specifically increase the number of older people who are active in the labour market. The target age group will be those aged 50 to 70 years.

The project will involve the implementation of training and learning activities for this group and will tie in with the IT in the Community project as well as the Open Learning project. In addition, a key element will be the development of a bespoke recruitment service for this age group, which slots older people into local vacancies where there are recruitment difficulties.

There will be a particular emphasis on providing opportunities for this age group to secure employment in the retail sector, as well as in some parts of the manufacturing sector, especially where higher level skills are not required.

The project will also involve an ‘anti-ageism’ promotion exercise amongst local employers.


CELTEC, Business Connect, EU structural funds, voluntary sector agencies

Timing 2002-2006 Cost £150,000

Outputs 150 individuals to benefit, and gain access to employment or training, per annum


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Operational Measure 2.4: Effectively Engaging Young People in the Labour Market

6.27 As traditional industries decline and new technologies and industries emerge, the qualities and attributes possessed by Wrexham’s new workplace entrants will become ever more critical to the County Borough’s competitive performance. In general, demand can be expected to shift ever further towards people possessing technical and problem solving skills. In the US, 75% of net new jobs are taken by people possessing these attributes.

6.28 Surprisingly, the analysis from the Future Skills Wales research tends to play down local employers’ needs for individuals of this type: we suggest that, to date, the trend towards higher skilled individuals has been disguised by Wrexham’s extraordinary performance in attracting jobs in lower value manufacturing and service industries. It would be surprising in the extreme if this trend were to continue. Indeed, econometric forecasts for Wales published by Cambridge Econometrics suggests that manufacturing employment in the Principality will decline at a rate of around 1% per annum between 2000 and 2005. DTZ Pieda Consulting also estimate that employment in Wrexham for four of its leading manufacturing sectors alone will decline by 650 jobs by 2005.

6.29 Hence, the fourth strand of the ‘Workforce’ Theme of the Strategy focuses on future entrants to the local labour market: the young people of Wrexham. The cohort of young people presently engaged in secondary, further and higher education in Wrexham will obviously play a crucial role in the future prosperity of the local economy, particularly as the local economy embraces new and emerging technologies.

6.30 Unfortunately, businesses in Wrexham – in common with almost every part of Britain – have identified a need for a more vocationally orientated educational system as one of their primary concerns. Businesses too often consider that schools and other places of education are not teaching skills relevant to today’s workforce needs. Too many new labour market entrants lack adequate knowledge of even basic skills. For Wrexham to better improve its competitive position, nationally and internationally, it must enhance its performance in the production and retention of young people with technical and problem-solving skills.

6.31 To focus action on these issues, two projects are proposed under the Young People measure of the Wrexham Urban Partnership Strategy.


Projects:

2.4.1: Graduates into Local Businesses; and 2.4.2: Businesses into Education.


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Project Name 2.4.1: Graduates into Local Business Operational Measure Effectively engaging young people in the labour market

Issues Anecdotal evidence has suggested that Wrexham suffers from problems associated with out-migration of young people, especially the more able young people who would leave the area to enter HE. Despite the presence of an HEI in the town, many students will still leave the area upon graduation.

The Future Skills Wales Survey shows that 36% of Wrexham employers feel that there is a gap between the skills they require from graduates and the skills that graduates actually possess when they are recruited. 56% of employers feel that graduates are lacking in practical experience when they are recruited.

Many businesses in the Wrexham area would benefit from having a recent graduate on staff (if only short term), however, these businesses are not necessarily aware of the benefits which might accrue from graduate recruitment and may not be able to undertake this recruitment activity themselves.

Project Description The key aim of this project will be to provide graduates of NEWI with employment opportunities with local employers. These opportunities will be both temporary and permanent.

It is hoped that this activity will increase the number of graduates of NEWI who remain in the Wrexham area.

IN addition, many smaller local firms will benefit from having a recent graduate temporarily on staff.

A temporary post with a local employer will improve the employment opportunities of the graduate, should they seek employment elsewhere.

This project will also enhance and strengthen linkages between local employers and the HE sector in Wrexham.

The project will build upon activity already underway at NEWI. Partners/

Delivery Agencies Wrexham County Borough Council, WDA, NEWI, Yale College, CELTEC, employers, Careers Partnership, EU Objective 3

Timing 2000-2006 Cost £250,000

Outputs 30 graduates benefiting per annum 60 jobs created 20 businesses benefiting per annum


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Project Name 2.4.2: Business Into Education Operational Measure Effectively engaging young people in the labour market

Issues Anecdotal evidence suggests that employers are not completely satisfied with levels of literacy, numeracy and communication skills amongst the Wrexham workforce – especially young people and school leavers.

The Future Skills Wales Survey shows: 56% of Wrexham employers are feel there is a gap between the skills they

require and the skills school and college leavers possess, when they are recruited;

29% of Wrexham employers feel that school/college leavers lack adequate communication skills;

20% of Wrexham employers feel that school/college leavers lack adequate literacy skills; and

20% of Wrexham employers feel that school/college leavers lack adequate numeracy skills.

There is also some evidence to suggest that Wrexham employers are slightly more concerned than others in North Wales as to the levels of motivation and positive attitude possessed by school and college leavers.

Anecdotal evidence suggests that there may be a lack of robust involvement between key employers locally and the community, including schools.

Project Description The overall objective of this project is to establish a much more effective relationship between major employers in the Wrexham area and the local secondary schools.

The project will involve the expansion and enhancement of work placement programmes for school pupils.

Employers will be asked to make presentations in schools about the world of work and help to focus pupils’ minds on the workplace.

Employers will also be asked to participation or contribute towards local community based events.


Wrexham County Borough Council, WDA, Careers Plus, Wrexham secondary schools, Wrexham Education and Industry Forum, Yale College, NEWI, EU Objective 3, private sector

Timing 2000-2006 Cost £125,000

Outputs 1 education-business network developed/enhanced 50 young people benefiting from work placements per annum 30 businesses benefiting per annum


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7. STRATEGIC OBJECTIVE 3: A COMPETITIVE TOWN CENTRE

7.1 A competitive town centre is essential to the health and prosperity of any area. Town centres are civic hubs, and traditionally are the focus for commercial and administrative activity. Through their role as centres for the exchange of a variety of goods and services, town centres also represent an invaluable opportunity to project a high quality image to a large number of visitors and potential investors.

7.2 New challenges to the vitality and viability of town centres have arisen and accelerated over the past 20-30 years. These include out of town shopping, mail order, the increased ability to travel and, most recently, e-commerce. The result has been a growing consensus on the need to invest in improvements to our town centres, concentrating in particular on enhancing the quality of place and increasing the range and diversity of use. Consumers have ever raising expectations and it is essential that town centres can meet, and indeed exceed these expectations if they are to retain their competitive position.

7.3 Parallel to this there is growing concern about over development in our non-urban areas. This has arisen as a result of the need to accommodate the demands of a growing number of households and businesses who require a spacious, pleasant environment in which to live and work. This trend is judged by government to be unsustainable, and as such there has emerged a growing policy emphasis on, not only working, but also living in urban areas, and specifically in town centres. If this vision is to become a reality town centres must provide a high quality living environment, by improving: accommodation, the quality of living and working spaces, access to amenities and their leisure and cultural offer.

7.4 This combination of factors presents a series of opportunities for town centres, and Wrexham is no exception. The Town Centre Health Check performed by DTZ Pieda Consulting in February/March 2000 indicated that overall Wrexham town centre can be described as a vital and viable town centre in relatively good health4. It has all the basic ingredients of a competitive town centre – variety of retail offer, a growing leisure sector, an attractive environment which has benefited from considerable investment, a growing number of residents and a currently adequate parking supply available at a reasonable tariff.

7.5 The town faces the following challenges, however:

• withstanding competition from other centres, including Chester, Oswestry and Shrewsbury;

• withstanding competition from out-of-town retailing including Broughton Retail Park, Cheshire Oaks and Plas Coch;

• changing the perceptions and image of Wrexham;

4 'Vitality' is reflected in how busy the town centre is at different times and across different locations. ‘Viability' refers to its ability to attract continuing investment, not only to maintain the fabric but also to allow for improvement and adaptation to changing needs.


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• influencing expenditure priorities and enhancing shopping and leisure offer within constraints from the socio-economic characteristics of the town’s catchment population; and

• addressing the peripheralisation of parts of the town centre.

7.6 In order to meet these challenges Wrexham town centre must build upon its existing strengths, address its weaknesses and exploit any opportunities that are open to it. The following key opportunities can be identified.

• The growing demand for housing in the town centre. There is a strong demand for accommodation to rent from transient residents such as students and young professionals. These groups require a highly accessible location, close to amenities and available at affordable rents. These people are the potentially high earners which Wrexham could be seeking to attract and retain. By providing a high quality living environment the town would increase its chances of achieving this and benefiting from their potentially high levels of expenditure in the future. It will also help generate increased activity in the town centre, beyond the normal 9-5 hours, leading to enhanced vitality.

• The leisure sector (eating and drinking, theatre, cinemas etc.) in Wrexham is developing. However the quality of provision is, at best, only average. There is an opportunity, however, to enhance provision to serve the growing residential community, as well as workers and visitors.

• The demand for quality office accommodation in the town centre is allegedly high at present. However, the office market in Wrexham has traditionally been very flat, suffering effective competition from Chester and Warrington in particular. However there is a certain level of expressed demand that cannot be met, at present, as the right product is simply not available. Although it is anticipated that local demand for office accommodation will be met by the existing and refurbished town centre office product, certain requirements can only be met by new-build premises on the third phase of the Technology Park. These include large expansions by indigenous businesses, but will mainly be inward investment projects for service sector industries (such as finance, insurance, telecommunications, etc.) and public sector organisations.

• Town centres are traditionally transport hubs, being accessible by all forms of transport. This can give them a distinct advantage over their competitors, in particular out of town locations.


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7.7 The implication is that Wrexham must focus its efforts on strengthening its competitive position through targeted marketing, increasing its vitality and viability by making the centre an attractive place in which to live and work, and ensuring that the town centre is accessible to all.

7.8 The response of the Wrexham Urban Partnership Strategy to these issues is to propose three Operational Measures. Together these will ensure that Wrexham retains a vibrant, successful and safe town centre in which people are happy to live, work and socialise.

7.9 The Operational Measures are set out below.


3.1: Enhancing the town centre’s competitive position; 3.2: Enhancing the vitality and viability of the town centre; and 3.3: Creating an accessible town centre.


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Strategic Objective 3 A Competitive Town Centre

3.1: Enhancing the Town Centre’s Competitive

Position 3.2: Enhancing the Vitality and Viability of

the Town Centre

Projects • 3.1.1:Town Centre Promotion & Marketing

Initiatives Development of themed promotion andmarketing Promotional Events Role of Town Centre Forum Enhanced Internet Site

• 3.1.2: Monitoring and Evaluating the Performanceof the Town Centre

Projects 3.2.1: The Café Quarter 3.2.2: Wrexham Markets 3.2.3: Former Tuttle Street Brewery 3.2.4: Bridge Street Regeneration Area 3.2.5: Wrexham Historic Arcades Quarter 3.2.6: Eagles Meadow 3.2.7: The Gasworks 3.2.8: King Street-Lord Street Regeneration Area


3.3: Creating an Accessible Town Centre

Projects

• 3.3.1: The Bus Station • 3.3.2: Pedestrian Linkages • 3.3.3: Town Centre Gateways


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Operational Measure 3.1: Enhancing the Town Centre’s Competitive Position

7.10 The first Operational Measure focuses on promotional activity and monitoring the success of the town centre.

Promotion and Marketing

7.11 Wrexham town centre is highly competitive at the local level and remains the focus for comparison and convenience shopping for the County Borough. However at the sub-regional level its position is somewhat weaker, being in direct competition with a profile shopping destination, Chester, and other smaller centres, as well as a number of out-of-town retail parks. The Wrexham Urban Partnership Strategy recognises that Chester will remain the sub-regional centre, consolidating its role as the principal destination for high order shopping trips in the sub-region. In this context Wrexham faces the following challenges:

• retaining retail expenditure from within its own catchment area and avoiding leakage to its competitors; and

• establishing itself as an occasional shopping destination for people living outside its standard retail catchment and who may otherwise go elsewhere in the sub-region, for example Chester.

7.12 In order to achieve this Wrexham must address the following issues and opportunities.

• Anecdotally, we perceive that the image of Wrexham held by many people remains comparatively poor. Wrexham unfortunately still tends to be perceived either as a manufacturing town which has seen better days, or as a low-profile, down-market destination somewhere on the border of England and Wales.

• Our contention is that is that the reality of Wrexham has improved considerably – following the success of the Wrexham Partnership’s town centre enhancement objective. But the perception of Wrexham, particularly outside the local area, still lags behind this reality. It is vital that this problem is addressed through promotional activity, and by encouraging people to visit the town and see for themselves.

• The town must recognise and use its existing assets, such as the markets, and promote itself as a quality shopping centre with something unique to offer.


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• The well-established Town Centre Forum is a useful mechanism for achieving promotional activity. This role could be strengthened through wider representation on the Focus Groups to ensure the involvement of all key stakeholders.

• The opportunities presented by new technologies, notably the internet, must be embraced and used to full advantage.

Monitoring and Evaluation

7.13 It is essential that monitoring and evaluation procedures are established to assess the outcomes of this strategy.

7.14 The Town Centre Health Check conducted by DTZ Pieda Consulting in 2000 provides a ‘snapshot’ of the current health of the town centre. This in itself has little lasting value if it is not repeated on a regular basis to identify both successes and failures, and to highlight problems as soon as they occur, enabling appropriate corrective action to be taken.

7.15 There are deficiencies in the information currently held which has led to difficulties in establishing a baseline for the strategy. Wrexham County Borough Council does not hold a comprehensive town centre land-use database. Nor do the WDA or the Council hold a comprehensive office enquiry database; this has led to difficulties in establishing a true understanding of the demand for office accommodation.

7.16 To focus action on these issues two projects are recommended for support under the Enhancing the Town Centre’s Competitive Position objective of the Wrexham Urban Partnership Strategy:


Projects:

3.1.1: Town Centre Promotion and Marketing Initiatives; and 3.1.2: Monitoring and Evaluating the Performance of the Town Centre .


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Project Name 3.1.1: Town Centre Promotion and Marketing Initiatives Operational Measures To enhance the town centre’s competitive position

Issues Tourism promotion is currently focused on ‘The Borderlands’ rather than on Wrexham itself. It is recognised that the Council is in agreement with other neighbouring authorities to pursue this joint marketing initiative. However if Wrexham is to retain its newly acquired position within the retail hierarchy it is essential that it actions a more focused promotional campaign based upon the town centre itself. This campaign should be operated alongside and be complementary to the ‘Borderlands’ initiative.

There are a number of opportunities upon which a focused marketing campaign can be based, in terms of the town’s current offer, and building on projects proposed elsewhere in this strategy.

E-Commerce presents a threat to traditional shopping centres as internet shopping becomes increasingly accessible. However it also represents a valuable promotional tool which can be turned to any town’s advantage. Wrexham should aim to be one of the first towns to truly embrace this opportunity.

The Town Centre Occupier survey identified enhanced promotion of the town centre as a key priority.

The Town Centre Forum has an essential role to play in the development of these promotional activities. It is imperative that representation upon the Forum is widened to ensure maximum effectiveness.

Project Description There are a number of aspects to this project, the key elements of which are as follows. ⇒ The further development of themed marketing initiatives,

focussing on, for example, the markets, the town’s leisure and cultural offer, business tourism etc.

⇒ The development of a regular programme of promotional events, with associated general and targeted advertising. This would encompass existing events, such as the science festival (reworked) and the military marches, and also new events, which could include outdoor plays or concerts celebrating Welsh life/culture and a Welsh/Farmers’ street market.

⇒ The development and enhancement of the Town Centre Forum’s existing internet site. The site should be used as a promotional tool – it needs to be up to date and to focus on customer needs. The internet presents a unique interactive marketing opportunity.

Wider representation on the Town Centre Forum Focus Groups must be secured. This should include active involvement of a greater number of town centre retailers, together with involvement by non-retailer representatives who have a stake in the town centre. This would include major employers and business operators such as hoteliers and landlords.


Wrexham County Borough Council, North Wales Tourism, Town Centre Forum, town centre retailers and other businesses.

Timing The initiatives could begin immediately and continue throughout the 5 year programme.

Cost £125,000 over 5 years, allowing for private sector sponsorship of events. This budget assumes promotional work within existing budgets, but allows additional allocation for publication of new promotional material and the staging of events.

Outputs To maintain the increase in the numbers of people using Wrexham town centre as their main shopping destination (identified through anecdotal evidence).

To increase average expenditure per shopper by 20%. No baseline data is available against which to measure these outputs.

It is recommended that a shoppers survey is conducted in order to establish a baseline.

20 direct jobs and 75 indirect jobs by 2006


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Project Name 3.1.2: Monitoring and Evaluating the Performance of the Town Centre

Operational Measures To enhance the town centre’s competitive position Issues There is a need to repeat the Town Centre Health Check on a regular

basis, to identify successes and failures, and to highlight problems as soon as they occur enabling appropriate corrective action to be taken.

A regular health check would enable progress towards the vision set out in this strategy to be tracked, and would aid evaluation in 5 years.

The establishment of a comprehensive land use database for the town centre would enable the health check to be quickly and easily updated in the future. It is accepted that the initial establishment of such a database would be resource intensive, however once set up it could be quickly and readily updated through the planning information systems and would be an invaluable resource for monitoring purposes.

The lack of a comprehensive database of office enquiries leads to inaccurate estimations of the demand for office space within the town, and potentially to missed opportunities.

Project Description There are a number of aspects to this project, the key elements of which are as follows. ⇒ Ideally annual (at least biannual) health checks of the town

centre based on the baseline health check carried out by DTZ Pieda Consulting. These should focus on the key indicators identified within the baseline health check.

⇒ Development of a comprehensive town centre land-use database managed from within the Council. It should contain information about floorspace, vacancy rates, occupiers etc. and should cover both ground and upper floors. The database would be usefully linked to a GIS to facilitate its use as an analytical tool. Following an initial ‘on the ground’ survey the database could be updated on an on-going basis through planning approvals, but should be fully updated through a land-use survey once a year.

⇒ Development of a comprehensive office enquiry database. managed from within the Council. It is imperative that this links into inquiries received by all Council Departments, the WDA and key property agents. It should contain basic details about the enquiry, including type of business and amount and nature of the space required.

⇒ Undertake a detailed shoppers’ survey to assess existing comparison and convenience retail capacity


Wrexham County Borough Council, Town Centre Forum, WDA, property agents

Timing The project should begin immediately, and be on-going throughout the 5 years.

Cost Nil. Contained within existing resources. Outputs No outputs directly attributed to the project. The project is designed to

assist the achievement and measurement of outputs elsewhere in the programme.


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Operational Measure 3.2: Enhancing the Vitality and Viability of the Town Centre

7.18 The second Operational Measure focuses on increasing the range of uses in the town centre, placing particular emphasis on commercial leisure and residential uses. It will also help generate activity in the town centre outside of 'normal' business hours, helping to achieve a 24-hour economy. The Measure promotes geographically targeted action to help achieve this; it also addresses the need for Wrexham to build upon its existing assets which are considered vital to the future competitiveness of the town centre.

Increasing Living Accommodation

7.19 The market for town centre housing is a function of supply and demand. For the reasons explained below, supply can be a more constraining factor for town centre residential accommodation than for other types of residential development.

7.20 It appears that there is a healthy demand for housing in the town centre. As stated previously this comes largely from transient residents such as students and young professionals. However, there is also a lesser demand from younger single and two parent families. The market is primarily for affordable rented accommodation.

7.21 Finding appropriate sites and buildings for residential accommodation in town centres can be difficult, and as a result the scope of what can be achieved is limited. However there has been considerable success in delivering projects under the HARPS scheme in the town centre, and we understand that around 50 units have been delivered in this manner. In addition a high quality development at Island Green has provided 40 residential units, and a scheme currently underway on Town Hill will provide accommodation for 160 students. It is believed that there are a number of key opportunities for town centre/edge of centre residential development yet to be exploited, including the Bridge Street area, Cambrian Yard, Tuttle Street Brewery and the Carlsberg Tetley Brewery site. There may also be further opportunities for additional 'over the shops' residential conversions in the town centre, although consultations suggest these might be concentrated along Bridge Street and Town Hill.

7.22 A further opportunity is presented by the growing activity of housing associations (such as Clwyd Alyn) in Wrexham town centre. This has traditionally been an area of inactivity for housing associations in the town, and unusually they have not been involved in any of the HARPS schemes referred to in paragraph 7.21. However in the context of this refocusing of their efforts a number of housing associations have expressed their interest in projects which are developed through the Wrexham Urban Partnership Strategy.


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Increasing Leisure Uses

7.23 Wrexham has a growing evening economy, focused principally on the High Street area of the town. However if it is to attract and retain higher spending residents and visitors it must provide a higher quality and more varied leisure product. Leisure (eating and drinking, etc.) is growing in importance in the economies of town centres across the board, and unless Wrexham can embrace this opportunity it runs the risk of losing its competitive position. Leisure uses ensure activity throughout the day and night, and are essential if a town is to develop the range of uses necessary to create a quality living and working environment.

7.24 The town has been constrained to an extent in this by the socio-economic characteristics of its catchment population. However if the strategy is to achieve its wider objectives then enhancing the range of leisure opportunities must be a high priority. A number of opportunities can be identified in this regard; including vacant properties on Town Hill and at Eagles Meadow, where Asda is currently located.

Increasing Non-Retail Employment Opportunities

7.25 Wrexham has a lack of quality office and other workspace within the town centre. Whilst there is relatively little scope for significant office development within the immediate town centre, one or two opportunities for office/workspace development can be identified, including: Bridge Street, the former Tuttle Street Brewery and the Gas Works site (Rivulet Road).

Existing Assets

7.26 The town centre health check described Wrexham as a vital and viable town centre with a good variety of retail offer. However if the town is to retain its competitive position it must build upon its existing assets and ensure it offers something different to its competitors.

7.27 Wrexham Waterworld is accepted as the leading year-round water facility in North and Mid Wales, and the County Borough's Museum and Arts Centre provide a wide range of exhibitions to interest family visitors to the town. Wrexham must seek to build in these leisure assets, and a number of specific projects are included in Strategy Objective 5: Wrexham, the Civic Hub for North Wales.

7.28 Wrexham’s markets could be central to creating a distinctive and distinguishing profile and image for Wrexham. It is understood that shoppers already travel from beyond the town’s geographic catchment area to visit the outdoor market on Eagles Meadow. Despite the national trend towards a decline in the numbers of people shopping in markets, targeted and committed action has been shown to reverse this trend in a number of other towns and cities. Wrexham still has the feel of a traditional market town, and this is something which should be actively marketed and


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promoted, through promotional literature and special events. However this promotional activity must be carried out in parallel to physical improvements to the markets themselves.

7.29 In the vicinity of the markets, Wrexham also benefits from attractive historic arcades linking High Street with, respectively, Hope Street and Temple Row. There is scope here to develop a ‘quality’ quarter catering to specialist shopping needs. This would enhance the towns’ retail offer and help to attract higher spending visitors.

7.30 To focus action on these issues, seven projects are recommended for support under the Enhancing the Vitality and Viability of the Town Centre Measure of the Wrexham Urban Partnership Strategy:

Projects:

3.2.1: The Café Quarter; 3.2.2: Wrexham Markets; 3.2.3: Former Tuttle Street Brewery; 3.2.4: Bridge Street Regeneration Area; 3.2.5: Wrexham Historic Arcades Quarter; 3.2.6: Eagles Meadow; 3.2.7: The Gas Works; and 3.2.8: King Street-Lord Street Regeneration Area


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Project Name 3.2.1: The Café Quarter Operational Measure To enhance the vitality and viability of the town centre.

Issues The Town Hill area of the town centre has been in decline for some time and retailing is now virtually non-existent. A high level of vacancies exists along the street. The view expressed during consultations is that the cycle of decline in the area is complete and that the situation can only now improve.

An opportunity exists to build upon the development of the café quarter in Town Hill. There are already a number of planning consents for food and drink uses in the area and it is known that other traders are interested in change of use. This opportunity has come about through a number of factors: ⇒ the growth in the leisure industry in the UK as a whole; ⇒ the development of the evening economy along High Street;

Town Hill is a natural progression of this; ⇒ the environmental improvement works along Town Hill ensure

this part of the town centre is now an attractive location; ⇒ the success of ventures such as 1-5 Town Hill; and ⇒ the growing residential/student population in the town centre as

a whole, and specifically in the Town Hill area. The deficiency in the number of higher quality eating and drinking

establishments in the town centre. This project presents an opportunity to address this.

There may also be an opportunity to create additional town centre living space in the upper floors of these units, either linked to the commercial premises or separately leased.

A number of the premises in Town Hill have been vacant for some time and are in a poor state of repair. In addition to this conversion of buildings to accommodate food and drink uses can be expensive. Grant assistance will be essential if this project is to achieve its objectives, and, in the context of a reduction in available resources, it is recommended that Town Hill is awarded high priority for the award of Town Improvement Grant (TIG). It is not anticipated that CPO powers will need to be used – it is understood that sufficient interest has been expressed to ensure that the project will be successful as long as the grant aid is made available.

Project Description Creation of a Café Quarter in the Town Hill area – building on existing leisure outlets in High Street and possibly linking into Bridge Street. The project will involve a number of elements: ⇒ the conversion of existing premises into restaurants, café bars

and pubs, through grant aid and private sector investment’ ⇒ mobilising the interest of national leisure operators as well as

local entrepreneurs; and ⇒ branding and promotion of the concept: e.g. street banners,

promotional literature etc. (funded through Town Centre Promotion & Marketing Initiatives project).


Wrexham County Borough Council, the Town Centre Forum, WDA, the private sector (property owners and developers, leisure operators)

Timing 2000-2003. It is anticipated that the project can begin quite quickly (due to the level of interest already secured), it will gain further momentum as the programme develops.

Cost £600,000 Outputs 9 buildings brought back into use

1,000 sq.m of high Quality Leisure Floorspace 40 direct and 10 indirect jobs


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Project Name 3.2.2: Wrexham Markets Operational Measure To enhance the vitality and viability of the town centre

Issues It is recognised that markets are declining nationally, and in order to avoid this trend Wrexham must approach its strategy towards its markets both imaginatively and with conviction.

Wrexham has an excellent base upon which to develop its markets offer – it has 3 indoor markets, together with the outdoor market which operates on Eagles Meadow. Together these draw trade from beyond the town’s defined catchment area. If the town is to continue to stave off the threat from out of town shopping and from its larger competitors, principally Chester, then Wrexham’s traditional role as a market town is a key weapon with which to achieve this.

Of the existing indoor markets, two - the Butchers Market and the Butter Market - are housed in attractive, listed Victorian buildings and have benefited from high quality streetworks along Henblas Street and associated enhancements to shop frontages. The third, the People’s Market, is located a short walk from Henblas Street in a modern building which forms the lower floor of a multi storey car park. Inside the markets the quality of the offer is average (perhaps with the exception of the Butchers Market) and the appearance of the stalls is poor. The People’s Market in particular is urgently in need of refurbishment.

The outdoor market is located 5-10 minutes walk away at Eagles Meadow. This market is successful, but again the quality of the product could be improved.

If Wrexham is to make the most of its markets it is important that a comprehensive markets strategy is developed which addresses all of the issues outlined above. Implementation will require co-operation and possible contribution from markets traders. This can be notoriously difficult to secure and therefore it is essential that they are closely involved in the development of project ideas.

Project Description Development and implementation of a comprehensive markets strategy and action plan setting out a 5 year vision for Wrexham’s markets, including the following aspects. ⇒ Promotion of the markets (to be delivered under Town Centre

Promotion and Marketing Initiatives). Identify target groups and how to penetrate these, e.g. young people.

⇒ Investigation of the feasibility of an on-street Welsh/Farmers market – either as an occasional event or on a regular basis.

⇒ Improving linkages between the various markets, through signage and promotional literature (to be delivered under Pedestrian Linkages).

⇒ Physical improvements to the indoor markets – new stalls, decoration, signage etc – affording priority to the People’s Market. Similar schemes in other locations have increased the popularity of the markets and enhanced their contribution to the town.

⇒ Identification of funding mechanisms – for example Shell Better Britain Campaign has funded Farmers Markets in their pilot stages.

Partners/Delivery

Agencies Wrexham County Borough Council, Town Centre Forum, Market Traders, WDA, Other private sector sponsors

Timing Preparation of strategy within Year 1 (2000/2001). Farmer’s market feasibility study in Year 2 (2001/2002) Implementation of projects in Years 3-5 (2002-2005).

Cost Preparation of strategy within existing resources Farmer’s Market Feasibility Study: £10,000 Farmers Market (assuming 2 per annum over 3 years): £25,000 Physical Improvement Works: £2m Budgets for promotion and pedestrian linkages contained within other

projects Outputs To increase by 20% the number of visitors to the markets, and to increase

spend per head by 20%. To create 20 direct jobs. There is no baseline data against which this can be measured, and it is

recommended that a shoppers survey is conducted in order to collect this information.


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Project Name 3.2.3: Former Tuttle Street Brewery Operational Measure To enhance the vitality and viability of the town centre

Issues The former Tuttle Street Brewery is a prominent, four storey building on the edge of the town centre that s currently under-used, and in a poor state of repair. The building is a landmark within the town centre - that has strong historical associations with brewing - which could be refurbished to a high standard, to accommodate a variety of uses. A refurbished Tuttle Street brewery building will enhance the character of a part of the town centre that is currently blighted.

Redevelopment of the brewery will provide a major attraction along Yorke Street, which currently suffers from poor pedestrian flows. The completed scheme will increase pedestrian traffic along both Yorke Street and Temple Row, benefiting other businesses located along these two streets.

It is anticipated that the building will to be acquired using CPO powers through a joint venture between WCBC and the WDA.

In view of the significance of the building and its implications for the wider town centre, this project should be afforded high priority within the Town Centre Strategic Objective.

Another element of the project is a scheme to improve the streetscape of Tuttle Street itself.

Project Description Refurbishment of the Tuttle Street Brewery to facilitate re-use for

office and/or residential and/or restaurant uses. WDA and WCBC to carry out the refurbishment of the shell, with a view to the private sector completing the internal works.

Steetscape improvements to Tuttle Street itself.


Wrexham County Borough Council, WDA, private sector

Timing 2000-2003 Cost To refurbish building: £1,000,000

Internal fit-out: £300,000 Note: costs of works to the public sector are to be offset by

subsequent sale to the private sector Streetscape improvements: £100,000

Outputs 530 sq.m. office and/or residential floorspace

365 sq. restaurant floorspace 30 permanent jobs


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Project Name 3.2.4: Bridge Street Regeneration Area Operational Measure Consolidate and enhance the vitality and viability of the town centre

Issues Bridge Street is located beyond the main shopping area, and is physically separated from the town centre by the inner ring road. Bridge Street suffers from multiple problems: ⇒ retailing has declined to almost non-existent levels; the retailing which

remains is clearly unsustainable; ⇒ there has been an influx of poor quality leisure uses; ⇒ high vacancy levels exist; ⇒ the buildings are in a poor state of repair (in some cases cosmetic, in

others more serious structural defects); ⇒ the environment is generally poor; and ⇒ people have negative perceptions of the area, including a fear of crime. Despite these problems there are also a number of opportunities which exist:

⇒ the growing residential market (for rent) within the loosely defined town centre, particularly among students and young professionals;

⇒ the re-establishment of residential uses in Bridge Street through the new build Clwyd Alyn scheme;

⇒ the growth in the evening economy along High Street and potentially along Town Hill; the lower end of Bridge Street is in a position to benefit from this;

⇒ the existence of a number of development opportunities. These include Cambrian Yard on St Giles Way (housing), the former Cinema on Brooke Street (theme pub) and Tenters Square/Sports Connection (hotel & conference) on the edge of the Bridge Street area, and within the area the Kings Arms public house, Peppers Night-club (pub/restaurant/cabaret), Highgate Yard (offices), the vacant garage, the old cottages (No. 35, 37, 39);

⇒ the active interest of a number of property owners, keen to improve the area, has already been engaged; and

⇒ the activity of housing associations within the town centre. Consultations demonstrate potential interest among housing associations in a residential programme for the Bridge Street area.

Until recently, TIG has not been promoted to property owners in the Bridge Street area. This has proved a major barrier to investment and it is now being addressed. Other possible sources of grant aid in the area include HARPS scheme and Social Housing Grant. Fragmented land ownership has also proved a barrier to proposals in the past. Where this is an issue the Council should be prepared to use its CPO powers to facilitate worthwhile schemes which meet the overall objectives of the regeneration area. Additional development opportunities might be created by a more comprehensive treatment of the lower end of Bridge Street, and investigation of this option should be considered.

Project Description Establishment of the Bridge Street Regeneration Area. ⇒ Development of a vision, framework and action plan for the creation of a

mixed use quarter: focussing primarily on residential uses but also including leisure uses, and retaining the flexibility to incorporate workspace and retail uses if demand is identified.

⇒ Review of the TIG scheme – giving consideration to the identification of priority areas (including Bridge Street) and targeted promotion of the scheme within these areas.

⇒ Development of a branded grant scheme for Bridge Street to encourage conversion of obsolete retail premises to residential use and implementation of these works

⇒ Development of a grant scheme to assist internal and other works necessary to return premises to commercial leisure uses or to improve existing premises.

⇒ Implementation of high quality streetworks ⇒ ‘Facelifts’ to individual buildings


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Partners/ Delivery

Agencies Wrexham County Borough Council, WDA, private sector (local property owners and businesses, national leisure developers and operators), Housing Associations, Welsh Assembly

Timing 2000-2005 Cost £7.367m (of which £6.137m will be private sector)

Outputs 400m pedestrian routes improved 40 buildings improved/brought back into use 30 town Centre residential units 30 direct jobs 1,500 sq.m refurbished/new high quality leisure development

WREXHAM PARTNERSHIP STRATEGY PROJECT Project Name 3.2.5: Wrexham Historic Arcades Quarter Operational Measure Enhancing the Vitality and Viability of the Town Centre

Issues Wrexham’s retail catchment is dominated by socio-economic groupings C and D, who have particular expenditure priorities.

Wrexham is perceived by higher spenders as a ‘discount’ shopping centre, due to the type of retail outlets represented in the town.

In order to attract higher spending visitors, including those from outside of the town’s defined retail catchment, there is a need to increase the town’s quality offer, whilst not alienating those who currently shop in the town.

Wrexham has a number of attractive lanes and arcades, linking Henblas Street and High Street/Town Hill. These arcades are not currently being used to their full potential.

Project Description The development of a ‘Quality’ Quarter focussing on Overton Arcade and its immediate environs. The quarter would cater for specialist shopping needs, for example arts and crafts, antiques etc.

The scheme would incorporate shop front improvements as well as works to the arcades themselves.

Associated publicity and ‘branding’ would be essential to the project’s success, including promotional literature, street banners, and so on (funded through the Town Centre Promotion and Marketing Initiatives project).


Wrexham County Borough Council, Town Centre Forum, WDA, Private Sector

Timing 2000-2003 Cost £500,000

Outputs 20 buildings improved 1,000 sq.m. of high quality retail floorspace 15 direct jobs created


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Tenters Square

Sergeant Peppers

Kings Arms Public Former

Cinema

Potential Hotel Site

Cambrian Yard Site

Vacant Site

Limit of Town Centre

Improvements


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WREXHAM PARTNERSHIP STRATEGY PROJECT

Project Name 3.2.6: Eagles Meadow Operational Measure Enhancing the Vitality and Viability of the Town Centre

Issues The Eagles Meadow site is currently occupied by an Asda Superstore and the town’s main long-stay car park, which also hosts the outdoor market on Mondays. Asda are due to vacate the site in autumn 2000 in order to occupy a newly built, modern store on a site off Holt Street. At this time ownership of the Eagles Meadow site will revert to the Council.

The Asda site presents a major development opportunity, which dependent upon the end use, could play a key role in achieving the town’s regeneration objectives.

The lack of quality leisure offer in the town centre has been highlighted and redevelopment of the Eagles Meadow site presents an opportunity to address this gap.

Project Description Marketing (underway) and redevelopment of the Eagles Meadow site, principally for leisure uses.


Wrexham County Borough Council, WDA in partnership with a private sector developer/operator.

Timing Marketing and planning procedures: 2000/2001 Site preparation and construction: 2001/2002

Cost £3.8 million Outputs 5,000 sq.m. leisure floorspace

60 jobs

WREXHAM PARTNERSHIP STRATEGY PROJECT Project Name 3.2.7: The Gasworks

Operational Measure Enhancing the Vitality and Viability of the Town Centre Issues The gasworks is a part derelict and unsightly piece of land, on the edge

of the town centre and overlooked by the Smithfield/Hightown Housing Renewal Area.

The gas tower remains operational, and until British Gas declare it surplus to their needs then the redevelopment of the site cannot be addressed. However it is important, in view of the extremely poor condition of the site, that the need for redevelopment remains high profile and that proposals for its re-use are investigated, in order that the Council can react quickly once the site becomes available.

The site was included in a successful Capital Challenge bid for Wrexham town centre in 1996, but this scheme was unsuccessful. However the objectives and opportunities highlighted in that bid remain valid. It is still the case that the site represents a key opportunity to provide workspace close to the town centre, and so contribute to increasing the range of uses.

Project Description Monitor the availability of the Gasworks site to provide a mix of uses for residential/employment uses.

Redevelopment of the site to provide industrial workshop premises to be made available to the private sector for rent.


British Gas (Decontamination) Wrexham County Borough Council WDA

Timing Dependent upon availability of site Cost £900,000 (if the site becomes available)

Outputs New industrial premises: 2000 sq.m. Land reclaimed: 1.1 ha Jobs: 100 Housing: 20 Business Start ups: 5


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Project Name 3.2.8 : King Street/Lord Street Regeneration Area Operational Measures Enhancing the Vitality and Viability of the Town Centre

Issues The proposals for improvements to Wrexham bus station are well advanced. However, the bus station project excludes improvements to the properties and streetscape along Trinity Street, Lord Street and King Street, immediately adjacent to the bus station. Without commensurate enhancements to the immediate surroundings, the works to the bus station will not fulfill their potential to provide a high quality public transport gateway into Wrexham.

These surrounding streets are characterised by a poor quality environment, unattractive buildings and a mediocre retail offer. It is anticipated that completion of the bus station scheme will be a catalyst for improvements to this wider area. However it is unlikely that these improvements will materialise without supporting grant mechanisms.

Project Description In support of - and complementary to - the bus station scheme, environmental improvements to King Street, Trinity Street and Lord Street, including as appropriate: ⇒ streetscape works; and ⇒ facelifts to buildings.

To facilitate these improvements the area should be targeted for TIG grants.


Wrexham County Borough Council, WDA, Private Sector

Timing 2002 onwards, following completion of works to bus station. Cost £500,000 (£250,000 for building improvements and £250,000 for streetworks)

Outputs 20 buildings improved 300m pedestrian routes improved


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Operational Measure 3.3: Creating an Accessible Town Centre

7.31 The third Operational Measure focuses on creating a town centre which is accessible to all. An essential component of the competitive armoury of a town centre is its accessibility. Town centres have traditionally been transport hubs and are accessible by both public and private transport, on foot and by cycle. It is imperative that they retain and enhance this accessibility to ensure their competitive advantage over out of town shopping is retained.

7.32 It is important that users of all types of transport benefit from an attractive environment and good quality facilities. The main points of arrival are an important opportunity to establish a high quality image of the town. Once in the town centre it is essential that pedestrians experience a high quality environment wherever they are and that they are able to navigate their way easily around the town

7.33 In this respect much has already been achieved in Wrexham town centre through investment over the previous 5 year programme, including:

• pedestrianisation and environmental improvements to large parts of the town centre, including the creation of Queens Square;

• enhancement of provision for cyclists;

• improvements to Wrexham Central Station to provide a high quality arrival point into the town centre; and

• improved pedestrian and road signage.

7.34 There are also further proposals yet to be implemented which support this Operational Measure. Specifically these are:

• improvements to the bus station; and

• improvements to car parks to address personal safety issues.

7.35 To focus future action on these issues, three projects are recommended for support under the Creating an Accessible Town Centre Operational Measure of the Wrexham Urban Partnership Strategy:

7.36 The projects are summarised on a series of proformas set out overleaf:

Projects:

3.3.1: The Bus Station; 3.3.2: Pedestrian Linkages; and 3.3.3: Town Centre Gateways.


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Project Name 3.3.1 Wrexham Bus Station Operational Measure To create an accessible town centre

Issues The existing bus station on King Street which serves Wrexham is unsatisfactory. It presents a negative image to visitors arriving in the town centre, with its outdated and inadequate waiting and pedestrian facilities, unattractive appearance, poor levels of maintenance and low quality retailing in the vicinity. The Town Centre Occupier Survey demonstrated that retailers in this part of the town had a more negative perception of the town centre environment than retailers elsewhere. This has obviously had implications for retail investment in the bus station area.

There is no dedicated drop-off/pick-up point and parking provision for coaches in the town centre.

These issues have been recognised by the Council which has entered into an agreement with Thornfield Properties to construct a new state-of-the-art bus station at the King Street site. A two-storey commercial scheme is also proposed as part of the development.

The proposed scheme, which takes on board comments received during public consultation, also addresses the following: ⇒ The importance of pedestrian circulation in and around the site; ⇒ The integration of existing retail premises on King Street and Lord

Street; and ⇒ The issue of improved traffic management around the site.

Project Description Redevelopment of Wrexham Bus Station to a high quality specification, incorporating new waiting facilities and commercial development. The scheme includes a revised traffic circulation.


Wrexham County Borough Council, WDA, Thornfield Properties Plc, National Assembly (Transport Grant)

Timing April-October 2000 – Public Consultation January 2001 – Construction commences

Cost Bus Station - £1.5m Commercial element - £1m

Outputs 1 new public transport facility 1,300 sq.m. retail floorspace (including 650 sq.m. for food and drink) 60 permanent jobs


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WREXHAM URBAN PARTNERSHIP STRATEGY PROJECT Project Name 3.3.2: Pedestrian Linkages

Operational Measure Consolidate and enhance the vitality and viability of the town centre Issues The environmental improvements which have been carried out in the

town centre to date have vastly improved pedestrian linkages. This view was supported by the Town Centre Occupier Survey.

There is now a need to complete this work by addressing Regent Street, Hill Street, Vicarage Hill and Brook Street. Through consultations and survey work a number of additional weak linkages have been identified: ⇒ links between Yorke Street and the rest of the town centre via

Temple Row – improved signage and lighting required and possible resurfacing using high quality materials – important link to Tuttle Street brewery when redeveloped;

⇒ links between Yorke Street and Eagles Meadow – traffic free, but segregated and poor visibility contribute to feeling of unsafeness – improved lighting may help;

⇒ links between Island Green and Town Hill – currently pedestrians accessing Island Green from Town Hill are presented with a blank wall, opportunity to provide direct access or at least improved signage;

⇒ links between car parks and town centre – predominantly a signage issue;

⇒ links between bus station and town centre – improved surfacing and signage; and

⇒ links between the markets – predominantly a signage issue. There are also issues about the safety of pedestrian movement within car

parks and within the bus station Local Authorities are now required to prepare a ‘Walking Strategy’ to

encourage people to travel on foot, and a strategy for Wrexham is in preparation. Implementation of the Walking Strategy presents an ideal opportunity within which the programme to improve pedestrian linkages via environmental improvement works could now be completed.

Project Description Develop a programme of action to address the weak pedestrian linkages within the town centre. Priority should be afforded to the links between the key points of arrival (i.e. car parks and the bus station) and the town centre. The programme would include: ⇒ signage; ⇒ resurfacing where appropriate; and ⇒ the introduction of safe pedestrian crossing points where

appropriate. Two additional projects can be identified which are complementary to this

programme, but which also offer promotional opportunities. ⇒ The introduction of town centre maps displayed at key locations

within the town centre, e.g. bus and train stations, car parks, principal shopping locations. Town centre maps are multi functional acting as: signposts, pointers to places of interest, an ‘on the spot’ advertising tool, and an interesting addition to the streetscape.

⇒ The development of a series of town centre trails. These could have a number of themes: history, special interest shopping, bargain hunting, eating and drinking etc. These could be designed to increase pedestrian flows in certain areas and could be targeted at particular groups, e.g. schools, young people, visitors etc.


Pedestrian linkages: Wrexham County Borough Council, WDA Town Centre Maps: Wrexham County Borough Council, Town Centre Forum and WDA (contribution towards capital funding for Year 1) and private sector (advertising revenue) Town Centre Trails: Wrexham County Borough Council, Town Centre Forum, local schools and colleges (research and illustrations), private sector sponsorship

Timing 2000-2001 – Pedestrian linkages 2001-2002 – Town Centre Maps and Town Centre Trails 2003-2005 – Maintenance and updates to maps and trails supported through private sector sponsorship


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Cost Pedestrian linkages: £200,000

Town Centre Maps: £30,000 (£12,000 capital costs Year 1, £6,000 per annum thereafter to fund maintenance and updates) Town Centre Trails: Developed within existing resources; £10,000 to meet printing and distribution costs.

Outputs 0.5km pedestrian routes improved

WREXHAM URBAN PARTNERSHIP STRATEGY PROJECT Project Name 3.3.3: Town Centre Gateways

Operational Measure Creating an accessible town centre Issues The Town centre health check identified poor quality ‘gateways’ into the

town centre. The term ‘gateway’ refers to the main entry points into the town. These present an opportunity to create the ‘right impression’ – a high quality town centre, forward looking and ambitious. This can be achieved most effectively by creating a ‘sense of place’ through the high quality treatment of routes and spaces, rather than by the introduction of gateway features, such as sculptures, in specific locations.

Significant progress in this area has been made with the environmental improvements to the Mold Road corridor. However these need to be continued as a priority along Regent Street and into the town centre. This programme of works should be implemented in conjunction with the wider Western Gateway proposals.

In addition the following principle routes/sites should be improved: ⇒ St Giles Way - street furniture and lighting; ⇒ Brooke Street/Bradley Road/Watery Road roundabout scheme; ⇒ Bridge Street (within the context of the Bridge Street Regeneration

Area); and ⇒ car parks/open spaces along principle routeways.

Project Description Environmental improvements to the main gateways to Wrexham town centre. Includes within this project: ⇒ The western gateway gyratory; ⇒ Watery Road; and ⇒ small scale improvements to car parks and open spaces en-route –

especially boundary treatment. And within other projects:

⇒ Regent Street (extension of Mold Road); and ⇒ Bridge Street.

Possible improvements include gateway and route signage, road and pedestrian signage, new street furniture, soft landscaping.


Wrexham County Borough Council, WDA

Timing 2003-2005 – Initial priority is completion of the Mold Road/Regent Street Corridor (within Western Gateway project) and Bridge Street (included in Bridge Street Regeneration Area).

Cost £200,000 Outputs 0.5 km highway Improved


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8. STRATEGIC OBJECTIVE 4: A RESPONSIVE BUSINESS ENVIRONMENT

8.1 Modern and progressive businesses require a high quality physical environment. They require premises that meet their needs, constructed to a high specification and in the right location. Businesses today are ever more demanding – they are increasingly footloose, and can go where the right product is available.

8.2 Wrexham has been phenomenally successful in attracting manufacturing investment. However as noted elsewhere it has been less successful in attracting high value added industries. High value manufacturing and service sector businesses require a profile location which provides high quality accommodation together with all the appropriate support facilities, including business standard hotel accommodation, cultural and leisure facilities. They also require access to a highly skilled labour force and a modern and efficient transport network.

8.3 The focus of this Strategic Objective is to address the physical needs of these businesses in terms of sites and premises.

8.4 The market for industrial property in Wrexham is relatively strong, as demonstrated by the levels of take-up on Wrexham Industrial Estate. Rental levels commanded are comparable with those in other competing locations. On the other hand the office market in Wrexham is relatively flat. There are conflicting views as to the levels of latent and expressed demand for office accommodation. However there is consensus that the town suffers strong competition from Chester, St David’s Business Park at Ewloe and even from Warrington. Despite the higher rental levels in this location businesses are attracted by their profile image and, in the case of Chester and Warrington, their direct motorway access. Wrexham has an opportunity to benefit from ‘overheating’ in these locations, however to do so it must market itself aggressively and, crucially ensure that it has the right product on offer.

8.5 Wrexham has the following benefits to offer businesses:

• good accessibility;

• office rental levels (for good quality premises) in the region of £10 per sq.ft;

• available sites and premises; and

• a relative lack of congestion.

8.6 However, despite these benefits it is generally accepted that, if the town is to be successful in drawing businesses away from its rival profile locations, it must offer a high quality office product at a competitive price. It must also take a risk and undertake speculative development. To date, however, speculative development has been perceived seen as too risky by the private sector. The implication is that public subsidy for high-quality office development projects in Wrexham, perhaps at relatively high levels, is almost certainly essential if Wrexham is to overcome this perception-based constraint.


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8.7 At present, the only high quality office location within the County Borough is the Technology Park. This has developed as a more traditional office park rather than as a high specification technology park as originally conceived. Phases 1 and 2 are virtually complete. The development of Phase 3 is the subject of negotiations at present. Despite the virtual completion of phases 1 and 2, the park has not been as successful as the developers or the Council had hoped. To date, take up rates have remained slow. We consider that that this is largely the result of poor implementation.

8.8 The supply of sites and premises must be programmed to meet the objectives set out under the business development theme, i.e. to target certain key economic sectors of the economy, specifically high value added sectors which are essential in a modern, fully functioning economy. Therefore it is essential that action be taken to match supply with both expressed and latent current demand, as well as likely future demand from these targeted sectors.

8.9 The response of the Wrexham Partnership to these issues is to propose two Operational Measures, taking a geographically focused approach.

Operational Measure 4.1: Creating a Modern and Progressive Business Image

8.10 The first Operational Measure under this Strategic Objective focuses on the image projected by Wrexham Technology Park. Image is all important to modern business. They require high quality access to their premises that sends out the appropriate signals to their customers and visitors: a high profile company in a high profile location. They expect this image to continue to their premises and their surrounding environment. At present, Wrexham is failing to meet these requirements. For example, although the Mold Road corridor has benefited from focused investment, this has not continued along Croesnewydd Road and Berse Road (the main routes into the Technology Park itself).

8.11 A parallel can be drawn with the main routes into Wrexham Industrial Estate. Here, the route to the Industrial Estate is tortuous, and physical infrastructure improvements and environmental enhancements are required to improve efficiency and provide an image befitting a major, sub-regional business location. However, proposals to improve vehicular access to and enhance business environments on the Industrial Estate are well advanced. Although the WIE project does not comprise part of the Wrexham Urban Partnership Strategy, it is strongly complementary to the Strategy's aims and objectives.


4.1: Creating a Modern and Progressive Business Image; and 4.2: Development of a High Quality Western Gateway.


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Strategic Objective 4 A Responsive Business Environment

4.1: Creating a Modern &Progressive Business Image

4.2: Development of a High Quality Western

Gateway

Project 4.1.1: Wrexham Technology Park Re-branding

Projects The Western Gateway: designed to address the following

key sites: 4.2.1: Carlsberg Tetley Brewery and Environs 4.2.2: The Racecourse Ground 4.2.3: Phase III of Wrexham Technology Park



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8.12 The Technology Park itself has a somewhat dated feel, its boundaries are poorly defined and it fails to generate a sense of place. The landscaping within the boundaries of the Technology Park is poorly maintained, contributing to a rather poorer quality of environment than originally envisaged.

8.13 It is considered that this lack of attention to image is constraining the future development of the Technology Park, and reduces its appeal to potential occupiers. By physically improving the appearance of its prime office site, Wrexham can go someway towards improving its status and image as a modern, competitive business location, and home to high value business and commercial activity.

8.14 To focus action on these issues, one project is recommended for support under the Creating a Modern and Progressive Business Image Operational Measure of the Wrexham Urban Partnership Strategy:

8.15 The Technology Park project is summarised on the proforma overleaf.

Project:

4.1.1: Wrexham Technology Park Re-Branding.


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Project Name 4.1.1: Wrexham Technology Park Rebranding Operational Measure Creating a modern and progressive business image

Issues Wrexham Technology Park has not been as successful as the Council or Liberty (the preferred developer) expected – take up rates on Phases 1 and 2 have been slow and interest in speculative development virtually non-existent. The park was conceived as a location for hi-tech businesses – in reality it has become an office park, with key occupiers including the Probation Service and the Crown Prosecution Service.

Despite the lack of success our consultations have suggested that there is a demand for office/hi-tech space within Wrexham, but that there are issues about the implementation of this scheme, including the relatively low key promotion.

Liberty is currently the preferred developer of the Technology Park Phase II, an agreement which runs for a further 12 months. We suggest that the Council review this arrangement as soon as possible, and considers alternative methods to complete the scheme as quickly as practicable, within the terms of the original vision.

This project is designed to address the ‘branding’ of the Technology Park; other issues are addressed under the Western Gateway. There is a need for a new up-beat, up-market image which establishes a clear identity for the Technology Park and creates a high quality environment within which modern businesses would want to locate

The following issues should be addressed: ⇒ the name – does the term ‘technology park’ give off the wrong messages?

is there a more appropriate name? e.g. Wrexham Business Park, Wrexham Western Gateway office park;

⇒ the Technology Park is poorly defined in physical terms - lacking clear entry/exit points and boundaries; and

⇒ within the Park the landscaping is dated, expensive to maintain and relatively featureless. The relationships between the buildings are weak and there is no ‘theme’ linking the different parts of the Park together.

Project Description Re-branding of Wrexham Technology Park, including new signage, boundary definition and treatment, internal landscaping, ‘theming’ of street furniture etc. and possible renaming.


Wrexham County Borough Council, WDA, Liberty Properties/other private sector partner

Timing 2000-2001 Development of framework and programme 2001-2002 Implementation of proposals

Cost £250,000 dependent upon details of proposals Outputs 34 ha (84 acres) business/industrial land improved


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Operational Measure 4.2: Development of a High Quality Western Gateway

8.16 The Operational Measure under the Business Environment Strategic Objective focuses upon the development of a high quality ‘Western Gateway’ to Wrexham.

8.17 Wrexham’s Western Gateway refers to the main access route into Wrexham from the A483. It includes the Mold Road corridor and Regent Street and the sites and premises along this route. It also includes the Technology Park and the Wrexham Maelor Hospital.

8.18 This area is afforded high priority within the Wrexham Urban Partnership Strategy for a number of reasons:

• it is the principal vehicular route into the town centre (some 80% of visitors access the town from the A483);

• it contains a number of development opportunities;

• there are a number of current and highly relevant transport issues affecting the area; and

• it contains one of the County Borough’s key employment sites.

8.19 A number of objectives have governed the proposals for the area:

• the need to maximise land values;

• the need to make realistic development assumptions, taking into account the current property market;

• the need to raise the environmental quality; and

• the importance of ensuring the development proposals are compatible with the economic objectives of the strategy.

8.20 Whilst the Western Gateway can be sub-divided into a number of component parts, it is imperative that the development framework for the area considers it as a whole, recognising links both between sites within the Western Gateway and with other parts of the strategy area, in particular the town centre. This is therefore a complex objective which would benefit from designated project management.

8.21 To focus action on these sites and premises three projects are recommended for support under the Wrexham Gateway Operational Measure.


Projects:

4.2.1: Western Gateway – Regent Street and Environs; 4.2.2: Western Gateway – The Racecourse Ground; and 4.2.3: Western Gateway – Wrexham Technology Park Phase 3.


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Project Name 4.2.1: Western Gateway – Regent Street and Environs Operational Measure Development of a high quality Western Gateway

Issues The Western Gateway has been afforded high priority during our consultations. Some 80% of visitors to Wrexham access the town from the A483, via Mold Road and Regent Street. The Mold Road corridor has benefited from considerable investment in sites and premises over the previous 5 year programme. It is imperative that this is continued along Regent Street, to complete this high quality gateway into the town centre.

There are a number of development/improvement opportunities in the Regent Street area, including: ⇒ the Carlsberg Tetley Brewery Site (in process of de-commissioning); ⇒ Jaques Scrapyard (occupied); ⇒ the former Dickens Garage site (illegal car park); and ⇒ the Tyre Depot and 3,5,7,9 Grosvenor road (occupied – Grosvenor

Road may become vacant in medium term). Some of these sites are either available now or in the medium term due to

relocation/closure of previous uses (Brewery site, Dickens Garage site and 3-9 Grosvenor Road). Jaques Scrapyard is an inappropriate use in this high profile location. In addition the Tyre Depot (and possibly the GPO Delivery Office) could be brought in to a development scheme to create a comprehensive site.

Opportunities/constraints which have influenced the proposals for the redevelopment of this area, including the following: ⇒ proposals for a new gyratory road system; ⇒ opportunity to relocate Wrexham ITec and the Council's Business

development service to a more appropriate location; ⇒ Wrexham County Borough Council’s requirement for a new training suite

and business development facility; ⇒ demand for office accommodation in the town, and the proposed expansion

of the Office Quarter to include the Dickens Garage site and the GPO in the Unitary Development Plan;

⇒ demand for housing; ⇒ the existence of the original brewery which is a Grade II listed building and

a scheduled ancient monument on the scrapyard; ⇒ the requirement by the multi-media company, Principal House Design

(currently based in the Art College) for additional space both for themselves and for spin-out businesses; and

⇒ prevailing land values2. Feasibility is subject to landowners being willing to sell and/or relocate and the

Council’s willingness to use CPO powers. It is argued that the use of CPO powers should be supported if required in view of the high profile nature of this scheme.

This is only one part of the Western Gateway and linkages between this and the rest of the Western Gateway must be acknowledged. However this eastern edge of the Western Gateway also has close links with the town centre, and these too must be recognised in any proposals.5

The Council and WDA will attempt to secure the maximum possible financial contribution from private landowners towards the cost of required highways infrastructure, including the proposed gyratory road system.

Project Description Development of a comprehensive mixed use scheme for this group of sites. The following options to be considered: ⇒ combination of residential, leisure and hi-tech office development

(incorporating incubator units)/training suite on the Brewery site. Residential options include high density flats and student accommodation. Leisure options include a pub and/or restaurant;

⇒ car parking to serve the Brewery development, the railway station and the football ground on Jaques Scrapyard; and

⇒ B1 office development on the Dickens Garage site, incorporating the Tyre Depot, the GPO and refurbishment of 3-9 Grosvenor Road.

It is essential that development achieves high standards of design. Development briefs should be prepared for each of the sites, recognising linkages between these sites, the town centre and the rest of the Western Gateway.

5 Wrexham Land Values at 2000 prices: Hi-Tech - £100,000 to £120,000 per acre; Offices - £125,000 to £150,000 per acre; Residential – medium density - £225,000 per acre, low density - £275,000 per acre


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Improvements to Regent Street itself, continuing the Mold Road theme, should form part of any development proposals.

Partners Wrexham County Borough Council (land, highway works, Wrexham ITec), WDA, Private Sector (landowners and developers), NEWI/Principal House Design

Timing 2000-2002: Brewery Site- decommissioning, planning permission etc; Acquisition of Jaques Scrapyard; Implementation of Gyratory scheme 2001-2003: Redevelopment of Brewery Site and Jaques Scrapyard; Acquisition of Dickens Site (and possibly tyre depot and Delivery Office) 2003/2004: Redevelopment of Dickens Site and environs 2004/2005: Refurbishment of 3-9 Grosvenor Road

Cost Total: £14.15 million, of which £11.15 million private sector Brewery Site: Residential - £2.8m; Leisure £3.2m; Multimedia centre costs

included on individual project sheet; Wrexham County Borough Council, Wrexham ITec training facility £2m

Jaques Scrapyard: £150,000 for car park; £100,000 for pedestrian link Gyratory Road System: £1,000,000 Office Development on Dickens’ : £4.9m

Outputs 100 residential units 440 jobs 7,000 sq.m office space 800 sq.m. leisure floorspace 1.2 ha land improved (Jaques Scrapyard) 0.6 km highway improved/new highway


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Project Name 4.2.2: Western Gateway – The Racecourse Ground Operational Measure Development of a high quality Western Gateway

Issues The second element of the Western Gateway is the completion of the Racecourse football ground. The ground benefited from £3.6m of investment under the previous 5-year programme, upgrading the Mold Road stand. However improvements to the Kop are still required and would complete what is an extremely high quality redevelopment.

The football club requires an all seater stand. Proposals must incorporate a commercial element to ensure financial viability of

the project. It is suggested that this be accommodated on 2 levels, beneath the stand itself.

Opportunities to extend the site can also be identified: ⇒ Dickens garage; ⇒ closure of Crispin Lane to through traffic; and ⇒ the Railtrack land adjacent to the railway line.

Inclusion of these sites would provide the following benefits: ⇒ a larger development site capable of comprehensive redevelopment and

visible from Mold Road; ⇒ improvements to the Mold Road/Crispin Lane junction providing improved

vehicular access to the football ground; ⇒ improved car parking facilities; and ⇒ the possibility of direct pedestrian access from Wrexham General Station to

the ground. The inclusion of such sites would result in vastly inflated costs for the

development, and a view would have to be taken as to whether the benefits outweigh the costs. The larger development would fall within the objectives of the Wrexham Western Gateway – however it should not be pursued at the expense of any development.

Project Description Development of an all-seater stand, incorporating 2 levels of commercial uses beneath to ensure financial viability.

Investigation into the inclusion of the additional sites identified, and an assessment as to the costs and benefits of their inclusion.

Partners

Wrexham County Borough Council, WDA, Wrexham Football Club, Private developers/operators, Private sponsors

Timing 2000/2001 – Investigation into feasibility of including additional sites 2001 – Construction commences 2002 – Scheme complete

Cost £3.2m Outputs 4,500 sq.m. Leisure/Retail

30 jobs Completion of 1 all seater stadium


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Project Name 4.2.3: Western Gateway – Wrexham Business Park Operational Measure Development of a high quality Western Gateway

Issues The third element of the Western Gateway project is formed primarily by the 28ha of land which equate to Wrexham Technology Park Phase 3. The re-imaging of Phases 1 and 2 are dealt with elsewhere.

As discussed previously take-up on the earlier phases of the Technology Park has been slow and therefore it is appropriate to assess whether now is the right time to bring Phase 3 forward. However it is our contention that the speed of development has been the result of poor implementation rather than a lack of demand. Despite the slow take-up Phases 1 and 2 will be nearing completion, once the hotel is completed, and it is logical to now to consider how to bring Phase 3 forward.

Development of Phase 3 must be carefully managed to take into account realistic demand (both expressed and latent) for office/hi-tech space, both in Wrexham in general and in this particular location. Realistic phasing of development is essential. Consideration should also be given to mixed-use development, including housing, as a means of generating part of the capital required for implementation of Phase III. It is understood that Redrow has an option on land which includes Phase 3 of the Technology Park, which could be exercised over the five year period of the strategy, and that the company is prepared to consider a mixed-use development, similar to their scheme at St David’s Business Park, Ewloe.

Selection of a preferred developer for Phase 3 should not necessarily be constrained by Phases 1 and 2.

A further opportunity is presented by the Railtrack land at Croesnewydd. It is understood that Wrexham County Borough Council have registered their interest in the land, in partnership with Wrexham Maelor Hospital. The land represents the only possible expansion space for the hospital, contains a potential housing site and is also an important safeguarded cycling/pedestrian route. Significant parcels of land on the hospital’s existing site north of Watery Road are no longer available for development due to the hospital’s increased land requirements following the creation of the new hospital trust.

Proposals for this area must take cognisance of the longer term need (beyond 5 years) for a park and ride serving the town. A site within the Technology Park Phase 3 has been identified as the preferred site by the Council. This is allowed for within our proposals, and the preferred site safeguarded.

Our proposals for this area also make recognition of the following: ⇒ the Carlsberg Tetley owned Wellfields site; and ⇒ the Council depot on Ruthin Road, which if relocated would assist the

comprehensive redevelopment of the area. Proposals for this third element of the Western Gateway should, as with the other

two elements, be developed within the wider framework for the whole Western Gateway.

Project Description Wrexham Business Park: The implementation should include the following aspects: ⇒ high quality design and image – created through building specification,

internal landscaping, boundary treatment, branding and theming; ⇒ speculative provision of high specification premises which meet the needs of

the target sectors; ⇒ phasing of development (beyond the 5 year period); and ⇒ a promotion and marketing strategy.

Acquisition of the Railtrack land at Croesnewydd and use as a transport route and/or parking facility and/or development land

Redevelopment of the Wellfields Site for housing Partners Wrexham County Borough Council, WDA, Private sector (developers), Wrexham Maelor

Hospital Timing 2001/2002 – Preparation of framework/vision/design brief; land acquisition and finalisation of

planning issues 2002/2003 – Commence infrastructure provision and residential development 2003/2005 – Speculative development in the region of 15,000 sq.m. by end 2005

Cost Business Park: Residential Office Hi-Tech - £22m (within lifetime of strategy) Wellfields: Residential - £1.6m

Outputs Sq.m Office/Hi-Tech floorspace: 15,000 sq.m. (during lifetime of strategy) 50 residential units (Wellfields); 240 residential units (Business Park) 800 jobs


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9. STRATEGIC OBJECTIVE 5: WREXHAM, THE CIVIC HUB FOR NORTH WALES

9.1 Too often, the rationale for focusing on the development of urban areas is the wish to limit development in the countryside and green belt areas. This focus fails to acknowledge the unique competitive advantage offered by urban areas as centres for the creation, development and rapid transfer of knowledge and the generation of wealth.

9.2 A fundamental process of change is underway that reinforces the economic function of urban areas. Urban areas are increasingly the wealth-creating focus of research, creativity and invention. The more successful urban centres have shed their manufacturing/production functions and have become foci for financial services, scientific research, cultural industries and leisure. In successful urban areas there is an interplay of economic, technological and cultural innovation that creates a dynamic and mutually-reinforcing process of change and adaptation.

9.3 This process is driven by a basic shift in the nature of economic activity, where the production culture is being rapidly replaced with an emphasis on knowledge and enterprise. Increasingly, companies are moving from making standardised products to providing bespoke solutions, and along the way are re-designing products and processes, rationalising manufacturing and distribution systems, downsizing, disaggregating and decentralising their operations. The trend is towards smaller, more specialised and flexible production organisations, and smaller and more autonomous working units.

9.4 As the nature of economic activity shifts from a focus on the production of commodities towards an increasing emphasis on the creation of knowledge, urban environments must respond by becoming more conducive to innovation, learning, creativity and change. Increasing emphasis must be given to ‘soft factors’, such as improving environmental quality, amenity, cultural and educational facilities and other assets that can help create a competitive advantage in attracting and retaining talented people and highly productive business establishments.

9.5 As a consequence, the importance of the quality of place, access to amenities, environmental factors, and the quality of civic facilities and resources becomes ever more important in terms of retaining existing and attracting new business operations and functions, and the highly skilled people upon which these business operations increasingly depend.

9.6 The last point is crucial. In order to pass on and advance knowledge, organisations in urban areas must be able to attract, develop and retain talent. In addition to challenging and rewarding career opportunities and stimulating work environments, successful locations must also be able to offer high quality living environments for the families of highly productive people. This implies that urban areas must be able to offer a high quality selection of residential, educational, health, cultural, leisure and entertainment facilities and assets if they are to compete successfully with rival locations.


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5.1: Enhancing Civic Assets and Facilities; and 5.2: A Competitive Image for Wrexham.

9.7 The trend towards more knowledge intensive activity creates a number of important implications for ‘third-tier’ urban communities such as Wrexham6.

• Wrexham must continue to develop the capacity and integrity of its knowledge resources, in particular the North East Wales Institute and Wrexham Maelor hospital. In tandem, Wrexham must continue to create an environment that values knowledge resources, and foster conditions conducive to the development and exploitation of new knowledge

• Wrexham must continue to strive towards enhancing the liveability of its places, and the quality of its residential, educational, health, cultural, leisure and entertainment facilities and assets. In future, successful urban centres will be those that emphasise development of their human, cultural, educational and creative resources and other ‘human’ advantages.

• It is also increasingly important for urban economies to create and sustain positive images about themselves. It is obviously important that indigenous businesses, cultural/educational organisations and skilled people hold positive images about their host area, in order to retain existing business units and talented people. It is also vitally important that positive images be held among potential investors, visitors and skilled worker-residents.

9.8 The implication is that Wrexham must focus its efforts on strengthening its ability to attract and retain knowledge based activity if is to transform from being a successful – but vulnerable – manufacturing based economy. And the perception of Wrexham as a dynamic and productive centre for knowledge generation and application must be developed and disseminated.

9.9 The response of the Wrexham Urban Partnership Strategy to these issues is to propose two Operational Measures. Together these will enable Wrexham to embrace the opportunity to become a successful and dynamic centre for high order business activity, cultural activity, civic functions and governance for North Wales.

9.10 The Operational Measures are set out below:

6 Wrexham is arguably ‘third-tier’ in context of the UK. London is clearly a front rank world city, and large urban areas such as

Manchester, Liverpool and Cardiff are (second-tier) regional centres. Arguably, Wrexham is placed to position itself as a third-tier centre for North Wales, ranking above centres such as Llandudno and Bangor. However, there remains the issue of whether Wrexham can emerge from the shadow of Chester, itself clearly a third-tier centre.


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Strategic Objective 5 Wrexham; The Civic Hub for North Wales

5.1: Enhancing Civic Assets

and Facilities

5.2: A Competitive Image for Wrexham

Projects 5.1.1: Creative Industries Quarter 5.1.2: Conference Centre and Services 5.1.3: Business Standard Hotel 5.1.4: Wrexham: the Wired Community

Projects

5.2.1: Focused Marketing and Promotion 5.2.2: City Status for Wrexham 5.2.3: University Status for NEWI



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Operational Measure 5.1: Enhancing Civic Assets and Facilities

9.11 The first Operational Measure focuses on addressing some of the key gaps in Wrexham’s infrastructure, and in particular those elements considered essential in a modern, knowledge focused economy. Our analysis of the gaps and opportunities confronting Wrexham suggests that there are gaps in a number of key areas.

9.12 For example, Wrexham currently lags other competing centres in terms of essential cultural infrastructure, especially a focal point for performing and other arts. Cultural and creative industries are an important growth sector in their own right, but it is increasingly recognised that they also contribute substantially to sub-regional and local area economic performance through linkages with other industries. The link between an area’s ‘cultural offer’ and its attractiveness as a destination for investment and migration on the part of entrepreneurs, business executives and other ‘wealth-creating’ decision-makers is increasingly recognised.

9.13 If Wrexham is to become a more attractive and compelling destination for higher quality and productive investment, it must strive to improve the range and quality of its cultural offer. One effective means of achieving this is to create a flagship cultural complex that can become a ready identifier for the raised ambitions of an urban area. This proposition has been powerfully demonstrated by projects in situations not dissimilar to that in Wrexham. Such as the new Epstein gallery in Walsall, or the new theatre that lies at the heart of the Ferensway re-development project in Hull.

9.14 Another major opportunity for Wrexham is to capitalise on the growth and high value markets in business tourism and business conferencing. The tourism development strategy for Wrexham recognises the growth potential of these market segments, but the ability of Wrexham to convert these opportunities is constrained by a severe shortage of business standard accommodation, and a sufficient range of business meeting venues suitable for a seminars and conferences.

9.15 Indeed, there is evidence that the paucity of business standard hotel accommodation and quality restaurants in the Wrexham area, coupled with the shortage of business meeting places, causes operating difficulties, inconvenience and sometimes embarrassment for local businesses. At present, the major employers in Wrexham are forced to look far afield to meet their hotel and meeting venue needs, with venues in places such as Chester and St David’s, Ewloe, used instead. This represents a considerable leakage for the Wrexham economy. It also makes it more difficult for Wrexham to present a compelling story to potential inward investors.

9.16 It is also important that Wrexham attempts to position itself as a much more competitive location for digital and other ‘new economy’ activity. Under the business development Strategic Objective we have identified that there is an opportunity for Wrexham to build upon the research and teaching strengths at NEWI in terms of multimedia. Increasingly, however, it will be important for potential investment locations to promote themselves as highly receptive and catalytic areas for the development and application of digital and new media technologies.


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9.17 The proposition is that Wrexham can be developed and marketed as a centre of expertise in the development, deployment and application of digital media and the development of eCommerce. It is increasingly recognised, however, that exploiting the advantages and opportunities created by digital technology and telecoms providers’ investment in advanced infrastructure will be mainly constrained by the capacity of businesses and their employees to respond.

9.18 That is, across the UK the response to the new digital and e-economy is more likely to be constrained by ‘people’ issues than ‘hardware’ issues. The main opportunities for aspirant economies such as Wrexham are:

• to enable a culture among businesses and individuals that is highly responsive to the opportunities created by investment in advanced telecoms infrastructure and the evaluation of new digital markets;

• to transform business attitudes to the opportunities of digital media and eCommerce, to increase substantially the motivation of businesses, employees and organisations to integrate digital technology and eCommerce into their everyday lives;

• to promote the development of business access to – and usage of – digital media and eCommerce; and

• where necessary, to provide needed investment in telecoms, ICT equipment and other necessary infrastructure and technology to ensure that Wrexham gains and retains a leading edge in terms of technical capability.

9.19 The opportunity is to promote the deployment of and use of digital applications by local businesses, education institutions and individuals. This could be achieved by focusing on innovative pilot actions in a targeted manner within a relatively focused geographical area.

9.20 To focus action on these issues, four projects are recommended for support and delivery under the Civic Assets and Facilities objective of the Wrexham Urban Partnership Strategy.


Projects:

5.1.1: Developing the Wrexham Creative Industries Quarter; 5.1.2: Wrexham’s Conferencing Centre and Services; 5.1.3: A Business Standard Hotel for Wrexham; and 5.1.4: Wrexham – the Wired Community Pilot.


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Project Name 5.1.1: Developing an Creative Industries Quarter in Wrexham Operational Measure Enhancing Civic Assets and Facilities

Issues There is a major opportunity to grow arts and cultural industries in Wrexham. Together, the creative industries have the potential to add substantially to the County Borough’s (and region’s) economic and social infrastructure.

Cultural industries are worth developing because of: the great potential for synergy with civic, commercial, business and

regeneration objectives; their potential for growing indigenous employment and high quality jobs; their capacity to contribute to a distinctive image for Wrexham; their strong positive links between the quality of an area’s ‘cultural offer’ and

its ability to attract high quality inward investment; and potential for contributing directly to a better quality physical environment

and a unique sense of place. A major catalyst for the development of arts industries in Wrexham is to be

provided by the proposed investment in the Wrexham theatre and arts centre – a theatre/arts to be located adjacent to the Llwyn Isaf green in the town centre and Yale College.

There are other opportunities that should be investigated further, such as conversion of the former cinema on Lambpit Street for arts/crafts studios and specialist crafts retailing.

Project Description The concept of a stronger and more dynamic creative industries in Wrexham is

underpinned by the proposed development of the theatre and arts in the town centre.

This project, submitted as a bid to the Arts Council for Wales as an arts lottery bid, is a key enabling project in terms of growing creative industries in the County Borough. The project will provide for a 400 seat theatre which will be linked to the

existing Wrexham library and Arts Centre complex. The theatre complex will be housed in a striking new building, the design for

which was the result of a national architectural competition. The project will provide for the first time in Wrexham a venue for

professional theatrical and musical performances. The facilities provided by the project will also provide an attractive venue for

conferences, seminars and meetings. Implementation of the project is dependent on a successful bid to the Arts

Lottery Fund. The creation of the performing arts venue in the new theatre will complement

and reinforce the functions of the existing library and (visual) arts complex, which are adjacent to the theatre site.

The result will be the creation of a critical mass of cultural activity in an area that can be marketed as Wrexham’s Cultural Quarter.

Also complementary to the Arts Centre project is a proposed environmental improvement scheme for Llwyn Isaf Green. The purpose of this scheme is to provide an attractive backdrop for the Creative Industries quarter project.


Wrexham County Borough Council; WDA; Yale College; Arts Council of Wales (Arts Lottery Fund)

Timing Dependent on lottery approval. It is hoped that construction can begin later in year 2000, with completion by the end of 2001, with first performances early in 2002.

Cost £4,180,000 for the theatre project £100,000 for the Llwyn Isaf project

Outputs 400 seat theatre 40 jobs venue for conferencing environmental improvement project


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Project Name 5.1.2: Wrexham’s Conferencing Centre and Service Operational Measure Enhancing Civic Assets and Facilities

Issues Wrexham’s business base currently has no real access to locally available facilities for conferences, product launches, larger meetings, etc.

There is also a shortage of meeting spaces available for businesses and organisations in the public and voluntary sectors

Proposals for a business standard hotel for Wrexham, and the proposed investment in a theatre/cultural centre will provide essential infrastructure for Wrexham to develop a product aimed at the small-to-medium sized conferencing market

Nationally, conferencing and business tourism is a growth sector within tourism and has the advantage of experiencing less pronounced seasonal fluctuations compared to holiday and short-break tourism

Project Description Provision for a regional-standard conferencing centre, to be incorporated within the proposed Wrexham theatre complex. Facilities to include: a distinctive, stylish centre space for business and other conferences,

seminars, product launches, dining, banquets and other corporate functions;

adaptable space for meetings and events with 2-400 delegates; requisite technical back-up (lighting, sound, audio-visual, staging, IT); business facilities (email; internet; fax; photocopying; hire of ICT hardware,

etc); and restaurant and catering.

To provide a conferencing and events service, as currently being developed by the Council, including: sales and marketing for all of Wrexham’s conference facilities (theatre

complex, new business hotel, other hotel venues, other small local facilities);

a tailored conference event planning service; multi-lingual translation as required; and an internet site to promote the facilities and service.


Wrexham County Borough Council; Wales Tourist Board; private sector

Timing The conferencing service to be ‘launched’ in 2001. Cost Capital costs of the conference centre accounted for in the Cultural Quarter

project Net revenue costs of £10,000 per year to facilitate the operation of the

conferencing service Outputs 3,000 additional business overnight stays in Wrexham to be generated by 2005

30 indirect jobs created


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Project Name 5.1.3: A Business Standard Hotel for Wrexham Operational Measure Enhancing Civic Assets and Facilities

Issues Without a quality, business standard hotel facility in the area, Wrexham cannot be

said to possess a full suite of requisite commercial and business infrastructure. Consequently, as well as impairing the efficiency of local businesses the absence of such facilities compromises the ability of the Wrexham Partnership to achieve in full its ambitions for the town and County Borough.

There is a paucity of business-standard hotel accommodation in Wrexham area generally, and in particular in the immediate vicinity of the town centre. The local shortage of hotel bedspace accommodation, smaller business-standard meeting facilities and quality restaurants causes operating difficulties, inconvenience and sometimes embarrassment to existing businesses and organisations in Wrexham.

There is anecdotal evidence that Wrexham business establishments currently book visiting staff, existing and potential clients and suppliers, etc. into accommodation in Chester and other locations outwith the County Borough and Wales. Allied to this problem, there is also a severe local shortage of venues for business entertainment, conferencing and meetings.

Experience from elsewhere (such as Liverpool) suggests that inward investment by national hoteliers can have a positive impact on the local hotel market generally, by raising standards and forcing local competitors to bring forward investment decisions. This general uplift in the quality of Wrexham’s hotel product is required if the town is to realise in full its civic ambitions.

Project Description There is a gap in the market that has attracted a certain amount of developer/hotelier/investor interest. A site for a hotel on Wrexham Technology Park is being actively marketed by McLeans, which has submitted a planning application for a scheme.

The vision is for a 3* to 4* 80 bed hotel with ancillary business facilities, restaurant, gym, etc.

Public sector intervention, however, in the form of WTB Chapter 4 grant is required to bring the project forward


McLeans as the developer, who are currently is discussion with a national hotel operator. A Section 4 grant bid to be made to the WTB.

Timing It is hoped that the hotel will be operational by the beginning of 2002 Cost Estimated cost is £8 million

Outputs An 80 bed business standard hotel 30 jobs created


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Project Name 5.1.4: Wrexham - the Wired Community Pilot Operational Measure Enhancing Civic Assets and Facilities

Issues It is increasingly recognised that exploiting the advantages and opportunities created by multimedia technology and investment in advanced telecoms infrastructure in North Wales (for example, through the Llwybr Pathways project) will be mainly constrained by the capacity of people, businesses, voluntary groups and community groups to respond. Therefore we propose a project designed: to ensure that Wrexham highly responsive to the opportunities created by

investment in advanced telecoms infrastructure; to transform community attitudes to the opportunities of information

technology and multimedia; and to promote the development of community access to digital media. The County Borough library service is bidding for £0.5m in New

Opportunities Fund resources to create public access to ICTs via libraries. If successful, this project will form a vital part of the infrastructure for the Wired Community Pilot.

Project Description The enabling infrastructure investment is proposed to be incorporated as part of the roll out of ADSL investment by BT.

Although a more detailed feasibility study is obviously needed, the following elements could be promoted as part of the Wrexham Wired Community project. The opportunity to encourage a quantum shift in the penetration of and use

by Wrexham communities, voluntary groups, businesses, education institutions, schools, and individuals of multimedia applications by focusing on innovative pilot actions in a focused manner.

Providing community access points for multimedia in accessible places such as schools, libraries, CABs, community centres, post offices, other high street locations, etc. offering internet access and equipped with up-to-date equipment for public use.

Encouraging HE/FE institutions to play a full part – for example by hosting local intranets.

Providing training and support for individuals and community access to multimedia.

Encouraging web hosting and web design among local businesses. Competitions to encourage use of multimedia among businesses, business

networks, schools, community groups, etc. To identify and implement appropriate collaborative projects requiring

multimedia applications. To identify and pursue opportunities for community business solutions using

multimedia. Marketing and promoting Wrexham as a wired city.


Wrexham County Borough Council; WDA; Wrexham ITec, NEWI; Yale College; British Telecom; education and health authorities; other private sector partners

Cost The first step is a detailed feasibility study (30K, estimated) In terms of implementation, an indicative budget of £1.8 million is suggested in

advance of more detailed analysis. This figure is made up of approximately £600,000 in capital investment (exchange upgrading), and £1.2 million in revenue funding for projects

Outputs 30 businesses/ community groups/ organisations participating 10 collaborative projects developed 1,000 individuals benefiting 40 direct and 60 indirect jobs created


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Operational Measures 5.2: A Competitive Image for Wrexham

9.22 If Wrexham is to become a significant player in terms of knowledge-intensive, and ‘new’ economy activity, not only must the region become a more successful and competitive environment for knowledge-based business activity, it must also succeed in projecting the image of success. This is especially important in terms of potential external customers, investors, collaborators, workers and visitors. But it is also important in terms of local businesses, organisations and residents – especially young people - if Wrexham is to do better at retaining a greater proportion of its skilled workers and graduates.

9.23 The thrust of the ‘Competitive Image’ objective is to develop a distinctive and more positive image for Wrexham as a location for high value and productive economic activity. This objective will build and in-turn help strengthen the achievements of the activities supported across the other Strategic Objectives contained in the Wrexham Urban Partnership Strategy. Changing the perception of Wrexham is, therefore, a crucial dimension of many of the proposed actions contained in the Action Plan. Perceptions will improve as a result of success, but changing perceptions must also be an aspect of the development process itself. Wrexham cannot afford to wait for perceptions to change on their own.

9.24 One issue that is crucially important in this context is the need to establish the baseline position of Wrexham in terms of perceptions of it that are held by investment decision-makers nationally. It is important that these perceptions be measured before the Wrexham Urban Partnership Strategy investment programme for 2000-2006 gets significantly underway. Partly because of the importance of the data as baseline information that can, ultimately, be compared with the ex ante situation. But also the baseline data can help programme managers decide on priorities for project implementation.

9.25 Three projects are proposed under the Competitive Image Operational Measure. The projects are.

9.26 The projects are described in the proformas overleaf.

Projects:

5.2.1: Changing the Image of Wrexham: Focused Marketing and Promotion; 5.2.2: City Status for Wrexham; and 5.2.3: University Status for NEWI.


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Project Name 5.2.1: Changing the Image of Wrexham: Focused Marketing and Promotion Operational Measure A Competitive Image

Issues A focused marketing and promotional campaign is required to improve on the value for money achieved by the investments in the infrastructure, physical fabric, business and workforce capability that has already been committed and is proposed under the 2000-2005 Partnership Strategy.

To maximise the effectiveness of the marketing effort, however, better intelligence is needed on investor, developer and occupier perceptions of Wrexham in the UK context.

It is necessary, therefore, to commission a baseline image perceptions study for Wrexham, to use the messages in designing effective marketing effort, and to track the results at intervals to gauge results (and, if necessary, adjust effort).

Project Description A major image perceptions study is recommended that would: provide for in-depth research on the perceptions of Wrexham held by businesses

– occupiers, developers and investors – in target markets (geographic and thematic) important to Wrexham;

identify themes and perceptions of weakness and shortcomings in Wrexham’s ‘offer’, and means of identifying action to overcome the image constraint (where perceptions are justified) or the needed direction in marketing effort (where the perceptions are considered outworn and no longer valid);

create a marketing platform for Wrexham – in particular, its new identity as the dynamic focus of the North Wales economy, and an enterprising and knowledge-driven city;

provide a subsequent platform for measuring success (or otherwise) in terms of re-positioning Wrexham in the marketplace; and

provide information that is also potentially of use in delivering Wrexham’s tourism promotion effort.

This to be followed by the delivery of a focused marketing and promotional campaign based on the research findings of the baseline study and the professional opinion of experts.

Activity under this project to include development and support for a focused programme of awareness raising and image enhancing events, such as support for the Wrexham science festival, national sporting events held in Wrexham (Wrexham science festival, RAC car rally, international football and rugby fixtures, Wrexham race day, etc.).


The Wrexham Partnership to commission the market perceptions baseline study, ideally using a nationally prominent firm of market research specialists.

Timing 2000-2006 Cost £30,000 for comprehensive baseline study

£50,000 per annum for focused promotional campaign, including support for promotional activities and events.

Outputs Wrexham: the Knowledge Centre for North Wales brand and promotional material Baseline perceptions study to set specific targets for improvement 50 indirect jobs created


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Project Name 5.2.2: City Status for Wrexham Operational Measure A Competitive Image Issue or Opportunity Wrexham County Borough Council aspires to city status, as acknowledgement of

‘a sustained period of achievement in regenerating Wrexham’. The conferring of city status will undoubtedly assist in projecting Wrexham as a centre for industry, commerce, governance, higher education, provision for public health and medical care, the arts, leisure, sport and tourism.

The campaign for City status is driven by the City Partnership which comprises representatives from the public and private sector, including educational establishments, industrialists, local newspapers, businesses, etc.

Project Description To help achieve the transformation of Wrexham’s status so as to ensure that Wrexham:

competes more effectively for footloose inward investment; captures a greater proportion of investment in growth and high value service and

industrial sectors; becomes known as a centre for knowledge based activities and functions, based

around dynamic higher and further education institutions and the major teaching hospital at Wrexham Maelor;

can compete effectively as a location for government functions for North Wales; can achieve the goal of capturing for Wrexham a headquarters function of a

significant Welsh institution, NDPB or agency; captures its share of national and international sporting fixtures, to help it

become known as a centre of sport science and achievement; and becomes pre-eminent as the place to live, work, shop, visit and invest in North

Wales. Partners/Delivery

Agencies Wrexham County Borough Council, supported by its local and regional partners.

Timing It is hoped that a decision on city status will be confirmed in the year 2000 Cost No costs attributable to this project

Outputs City status confirmed for Wrexham.


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Project Name 5.2.3: University Status for NEWI Operational Measure A Competitive Image

Issues Universities are seen as an increasingly important element in the performance of

sub-regional economies. A major ambition of the North East Wales Institute, since becoming a HE institution in the early 1990s, has been to acquire full degree-awarding powers. The institution’s object is then to become part of the federal structure of the University of Wales

As a university, there would be much greater potential for NEWI to contribute to the economic and social life of the County Borough.

Crucially, the attainment of university status for NEWI would create a clear signal that Wrexham is a centre for education and knowledge-intensive activity, and as such would be a potent symbol of the ambitions of the local partnership

Project Description To provide encouragement and resources as necessary to help NEWI achieve its ambition of acquiring degree-awarding powers and to then become part of the federal structure of the University of Wales

The contributions of the ‘University of Wales, Wrexham’ would help reinforce the ambitions of the Wrexham Partnership in a number of ways. For example: Through opportunities to grow its education business, thereby increasing

the flow of direct economic benefits (such as the employment of staff locally ) and indirectly (employment generated elsewhere in the County Borough as result of spending by students, staff and visitors, and through the effects of university procurement)

By developing its research functions, thereby raising the potential for technology transfer in both ‘commodity’ form, and in ‘non-commodity’ form through mechanisms such as: research grants involving local partners, consultancy and personal exchanges (such as through student project work, sandwich courses, graduate retention in the local labour market, teaching company schemes, visiting professors, etc.)

Creating more opportunities for spin-out company formation and graduate enterprise.

Raising the profile of the campus as a venue for vacation conferences, thereby generating tourism benefits

Developing the university’s community role, through the provision of joint-use education facilities, hosting community intranets and extranets, providing community access to education, sports, arts and cultural facilities, etc.


NEWI; Wrexham County Borough Council

Timing It is hoped that degree awarding powers will be confirmed in 2000. Cost No costs attributable to this project

Outputs Degree awarding powers for NEWI; NEWI to become part of the federal structure of the University of Wales


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10. IMPLEMENTATION, FINANCES AND PERFORMANCE

10.1 It is important that effective mechanisms are put in place to ensure that the Wrexham Urban Partnership Strategy is progressed and the strategic objectives and vision ultimately realised. The recommended structures for implementation and review are set out here under the following headings.

• Recommended Partnership Implementation Mechanisms, 2000-2006.

• Summary Financial Tables.

• Sources of Matching Funding.

• Project Priorities, Performance Targets and Indicators.

• Value for Money Indicators.

• Project Outcome Targets.

• Project Linkages.

• Performance Monitoring and Review.

• Communicating the Achievements of the Wrexham Urban Partnership Strategy.

Recommended Partnership Implementation Mechanisms, 2000-2006

10.2 One of the key tasks of the study assignment was to review the Memorandum of Understanding between the Welsh Development Agency and Wrexham County Borough Council. This task includes a review of the scope for the Wrexham Partnership Forum.

10.3 The key features of the existing implementation framework is as follows:

Overall Objective

• To identify urban development needs and priorities in Wrexham, and to establish a co-ordinated programme to promote economic regeneration, industrial and commercial development.

Duration

• The memorandum is valid from 1st April 1996 and, technically, expired on 31st March 2000.

Forum • A committee (the Urban Development Forum) was established to manage the Wrexham Partnership Strategy. A supporting officers group was also established to manage the process on a day-to-day basis.

• The membership of the Forum is limited to 10, five each to be nominated by each organisation.

• The Forum to meet on a quarterly basis. • The functions of the Forum are to discuss and approve matters such as:

content of any development briefs; land or premises to be included in a proposed project; project phasing; appointment of consultants; funding of projects; strategy for asset disposal; and any other pertinent matters.


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10.4 Our observations of the role and functions of the Wrexham Partnership and mechanisms such as the Forum are set out below.

Objectives • The objectives of the Wrexham Partnership, as set out in the Memorandum,

appear to be far narrower than those laid down in the Wrexham Partnership Strategy document, April 1994.

• The main omissions are the absence of an aim or goal that relates to developing the human resource assets of Wrexham’s economy (that is, there is no reference to skills and training issues).

• There is also no obvious reference to research and development issues or functions.

Functions • The same comments apply to the functions of the Wrexham Partnership. The

implication of the Wrexham Partnership Strategy is that the Wrexham Partnership wishes to influence knowledge development and dissemination in the County Borough, including the creation of new knowledge and linkages between knowledge assets and local companies. There is also a clear ambition for the Wrexham Partnership to influence the training and skills agenda.

• However, there is no clear role identified for the Wrexham Partnership in the memorandum in respect of these activities.

Mechanisms • In terms of the mechanisms, these appear to be robust and flexible. But there

is again no obvious means of championing the research, development and human resource ambitions of the Partnership.

10.5 Given the above, it is perhaps less surprising that progress has been noticeably less marked in terms of the Wrexham Education, Training and Research theme., compared to the major successes in terms of the Town Centre enhancement and Enhancing Image themes.

10.6 Our main conclusion in terms of implementation arrangements, therefore, is that the (now expired) Wrexham Partnership agreement be replaced with a new Partnership mechanism that embraces three additional locally based organisations, each with a remit that is highly relevant to key themes of the 2000-2006 Wrexham Urban Partnership Strategy. The organisations are:

• CELTEC (to be replaced in April 2001 with a new Local Skills Council);

• North East Wales Institute; and

• Yale College.

10.7 A number of issues are raised by this suggestion; these are discussed below.

• In our view the imminent demise of CELTEC should not be a barrier to its participation in the Wrexham Partnership. A strategic overview in terms of human resource development needs of Wrexham is essential to success. Moreover, the existing Memorandum allows for continuance of the membership of the WDA and Wrexham County Borough Council to any 'successors in terms of powers and functions'. That is, flexibility already exists to cope with the succession of the LSC in 2001. Indeed, the existing CELTEC Advisory Board provides an extant mechanism that can, potentially, provide the means for greater involvement with, and representation on, the Wrexham Partnership.


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• We certainly consider that NEWI should be a key player. This view is reinforced by what could well be the imminent granting of degree-awarding powers to that organisation. We understand, however, that if these powers are granted, they will not be used directly. Instead, NEWI will then become part of the federal structure of the University of Wales.

• The potential role for NEWI - especially as the University of Wales at Wrexham - as an engine

for the development and dissemination of knowledge, technological transfer and enterprise, puts them at the heart of the thinking that lies behind this Strategy. We consider it necessary to extend the hand of partnership to the institution, and attempt to secure buy-in to the aims and ambitions of the Wrexham Urban Partnership Strategy.

• For the same reasons, we suggest that Yale College be nominated as a partner. The

college’s potential contribution is perhaps not as compelling as for NEWI, because it lacks of a research function. It is also a smaller institution, and has less importance as an 'export earner' for the Wrexham economy. The advantages of membership are still powerful, however, because of the importance of the education and skills agenda to the Wrexham Urban Partnership Strategy.

10.8 The danger of an expanded membership is a less flexible, slower-moving decision making response. We suggest that this danger be limited by Wrexham County Borough Council and the WDA continuing to hold the majority of the membership of the Wrexham Partnership Forum. We suggest that NEWI, CELTEC (and the latter’s successor) and Yale College be offered one seat apiece on the Wrexham Partnership Forum.

10.9 Each of the organisations should also be represented on an officers’ group responsible for day-to-day implementation. In particular, we consider that the key thematic areas require officer representation along the following lines:

Strategic Objective 1: An Innovative,

Creative and High Value Business Base WDA CELTEC WCBC Economic Development Dept.

Strategic Objective 2: A Flexible and

Dynamic Workforce CELTEC NEWI WDA WCBC Economic Development Dept. Yale College

Strategic Objective 3: A Competitive

Town Centre WCBC Economic Development; Planning, etc. WDA

Strategic Objective 4: A Responsive

Business Environment WCBC Economic Development; Planning, etc. WDA

Strategic Objective 5: Wrexham; the

Civic Hub for North Wales WCBC Economic Development; Planning, etc. WDA CELTEC


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10.10 A continuing weakness of the proposed structure, arguably, is the lack of private sector representation on the Forum. The difficulty, however, is the lack of a single body that can represent the interests of business in Wrexham. This could be addressed, in part, by the Chair of the Town Centre Forum holding a seat on the Wrexham Partnership Forum.

Summary Financial Tables

10.11 Table 10.1 below sets out an indicative financial schedule for the implementation of the Wrexham Urban Partnership Strategy.

Table 10.1 : Financial Summary; Wrexham Urban Partnership Strategy 2000-2006

Project Title Lifetime Costs Year 1 Costs Potential Funding Sources 1.1.1 Wrexham Business Excellence 1,000,000 150,000 WCBC ; WDA; EU; CELTEC7 1.1.2 World Class Supply Chains 250,000 0 WCBC ; WDA; EU; CELTEC 1.1.3 Centre Manufact. Excellence 2,300,000 0 WCBC ; WDA; NAW; private 1.1.4 E-Commerce Challenge 100,000 20,000 WCBC ; WDA; EU; CELTEC 1.2.1 Developing Innovation 380,000 50,000 WDA; EU; NEWI; private 1.2.2Business Spin-outs 200,000 20,000 WCBC ; WDA; EU; NEWI 1.2.3 Multimedia Hothouse 4,400,000 0 WCBC ; WDA; EU; NEWI 1.3.1 Supporting Hi-growth Sectors 90,000 30,000 WCBC ; WDA; EU; CELTEC 1.4.1 Entrepreneurial Networks 250,000 50,000 WCBC ; WDA; EU; CELTEC 1.4.2 Workspace for Start-ups 2,600,000 0 WDA; private sector 2.1.1Education-Industry Forum 200,000 40,000 WCBC ; WDA; EU; CELTEC 2.1.2 Skills and Training Outreach 275,000 55,000 WDA; EU; CELTEC 2.1.3 WIE Learning Outpost 390,000 0 WDA; EU; CELTEC; private 2.2.1 IT in the Community 350,000 0 WDA; EU; CELTEC; HE/FE 2.2.2 Open Learning 360,000 40,000 EU; CELTEC; HE/FE 2.2.3 LNC Taskforce 245,000 0 WCBC; EU; CELTEC; HE/FE 2.3.1Wrexham Childcare Initiative 800,000 50,000 WCBC; EU; Chwarae Teg 2.3.2 Women Returners Project 250,000 50,000 EU; CELTEC; Careers Plus 2.3.3 Mature Workforce Project 150,000 0 EU; CELTEC 2.4.1 Graduates into Business 250,000 50,000 WCBC ; WDA; EU; HE/FE 2.4.2 Business into Education 125,000 20,000 WDA; EU; HE/FE; private 3.1.1 Town Centre Promotion 125,000 25,000 WCBC; WTB; private 3.1.2 Monitoring the Town Centre 0 0 N/a 3.2.1 Café Quarter 600,000 200,000 WDA; private 3.2.2 Markets Quarter 2,035,000 0 WCBC;WDA; private 3.2.3 Former Tuttle Street Brewery 1,400,000 0 WCBC;WDA ; private 3.2.4 Bridge Street Regeneration 7,637,000 0 WCBC;WDA; private 3.2.5 Wrexham Historic Arcades Quarter 500,000 0 WCBC;WDA; private 3.2.6 Eagles Meadow 3,800,000 0 WCBC;WDA; private 3.2.7 The Gas Works Site 900,000 0 WCBC;WDA; private 3.2.8 King St-Lord St Regeneration Area 500,000 0 WCBC;WDA; private 3.3.1 Bus Station Project 2,500,000 0 WCBC;WDA; private 3.3.2 Pedestrian Linkages 240,000 100,000 WCBC;WDA; private 3.3.3 Town Centre Gateways 250,000 0 WCBC;WDA 4.1.1 Re-branding the Tech Park 250,000 WDA; private 4.2.1 Regent Street environs 14,150,000 1,000,000 WCBC; WDA; private 4.2.2 The Racecourse Ground 3,200,000 0 WDA; NAW; private 4.2.3 Technology Park Phase III 23,600,000 0 WDA; private 5.1.1 Creative Industries Quarter 4,280,000 0 WCBC ; WDA; Arts Lottery 5.1.2 Conference Centre & Services 40,000 5,000 WCBC ; WTB; private 5.1.3 Business Standard Hotel 8,000,000 0 Private; WTB 5.1.4 Wrexham Wired Community 1,800,000 30,000 WCBC; EU; HE/FE; private 5.2.1 Marketing & Promotion 290,000 90,000 WCBC; WDA 5.2.2 City Status for Wrexham 0 0 N/a 5.2.3 University Status for NEWI 0 0 N/a Totals 91,062,000 2,380,000

7 It is recognised that CELTEC will cease to exist after April 2001. CELTEC here also refers to the succeeding LSC for North or North East Wales


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10.12 It should be noted that ‘Year 1’ in the financial tables refers to the financial year starting April 2001.

10.13 The financial tables below set out the projected timetable for the initiation and delivery of project activities. Table 10.2 sets out the expected cash flow for capital expenditure, while Table 10.3 sets out the expected revenue cash flow.

Table 10.2: Wrexham Urban Partnership Strategy Action Plan Cashflow: Capital Expenditure (£’000s) Capital Spend Year 1 Year 2 Year 3 Year 4 Year 5 Total 1.1.3 Centre for Manufacturing 0 1,000 1,000 0 0 2,000 1.2.3 Multimedia Hothouse 0 2,000 2,000 0 0 4,000 1.4.2 Workspace for Start-ups 0 650 650 650 650 2,600 2.1.3 WIE Learning Outpost 0 150 0 0 0 150 3.2.1 Café Quarter 200 200 200 0 0 600 3.2.2 Markets Quarter 0 0 675 675 675 2,025 3.2.3 Former Tuttle Street Brewery 0 900 500 0 0 1,400 3.2.4 Bridge St Regeneration 300 550 550 3,770 2,537 7,637 3.2.5 Wrexham Historic Arcades Quarter 0 125 125 125 125 500 3.2.6 Eagles Meadow 0 2,000 1,800 0 0 3,800 3.2.7 Gas Works 0 0 0 200 700 900 3.2.8 King St-Lord St Regeneration Area 100 100 150 150 500 3.3.1 Bus Station Project 0 2,500 0 0 0 2,500 3.3.2 Pedestrian Linkages 100 122 6 6 6 240 3.3.3 Team Centre Gateways 0 0 125 125 0 250 4.1.1 Re-branding the Tech Park 0 250 0 0 0 250 4.2.1 Regent Street & Environs 1,000 5,900 950 3,150 3,150 14,150 4.2.2 The Racecourse Ground 0 1600 1600 0 0 3,200 4.2.3 Wrexham Business Park 0 0 5,600 9,800 9,800 23,600 5.1.1 Creative Industries Quarter 0 4,180 100 0 0 4,280 5.1.3 Business Standard Hotel 0 5,000 3,000 0 0 8,000 5.1.4 Wrexham Wired Community Pilot 0 600 0 0 0 600 Total expenditure 1,600 27,827 18,981 17,781 16,993 83,182

Table 10.3: Wrexham Urban Partnership Strategy Action Plan Cashflow: Revenue Expenditure (£’000s) Revenue Expenditure (£’000s)

Revenue Funding Year 1 Year 2 Year 3 Year 4 Year 5 Total 1.1.1 Business Excellence 150 175 200 225 250 1,000 1.1.2 World Class Supply Chains 0 50 60 70 70 250 1.1.3 Manufacturing Excellence 0 0 0 150 150 300 1.1.4 E-Commerce Challenge 20 20 20 20 20 100 1.2.1 Developing Innovation 50 60 80 90 100 380 1.2.2 Business Spin-outs 20 30 50 50 50 200 1.2.3 Multimedia Hothouse 0 0 0 200 200 400 1.3.1 Hi-growth Sectors 30 15 15 15 15 90 1.4.1 Entrepreneurial Networks 50 50 50 50 50 250 2.1.1 Education-Industry Forum 40 40 40 40 40 200 2.1.2 Skills & Training Outreach 55 55 55 55 55 275 2.1.3 WIE Learning Outpost 0 0 80 80 80 240 2.2.1 IT in the Community 0 50 100 100 100 350 2.2.2 Open Learning 40 80 80 80 80 360 2.2.3 LNC Taskforce 0 35 70 70 70 245 2.3.1 Childcare Initiative 50 150 200 200 200 800 2.3.2 Women Returners Project 50 50 50 50 50 250 2.3.3 Mature Workforce Project 0 0 50 50 50 150 2.4.1 Graduates into Business 50 50 50 50 50 250 2.4.2 Business into Education 25 25 25 25 25 125 3.1.1 Town Centre Promotion 25 25 25 25 25 125 3.2.2 Markets Quarter 0 10 0 0 0 10 5.1.2 ConferenceCentre/Services 5 5 10 10 10 40 5.1.4 WrexhamWiredCommunity 30 200 250 320 400 1,200 5.2.1 Marketing & Promotion 90 50 50 50 50 290

Total expenditure 780 1,225 1,610 2,075 2,190 7,880


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Sources of Matching Funding

10.14 Table 10.4 below sets out the anticipated sources of financial support required to enable the Wrexham Urban Partnership Strategy Action Plan to be delivered and the outputs targets achieved. The following points are worth highlighting:

• If all projects are implemented, total expenditure is expected to total £91.062 million, of which £83.182 million would be capital spend, and £7.88 million revenue expenditure.

• The proposed contribution from Wrexham County Borough Council is £6.55 million.

• The proposed contribution from the WDA is £13.11 million. This amount includes some funding from national programmes such as the Regional Technology Plan.

• The sought contribution from European Union sources (primarily Objective 3, although other special funding opportunities might also be relevant)is £2.31 million.

• Target contributions from other public sources is around £12.576 million. The majority of this money is sought capital spend or credit approvals from the National Assembly for Wales. Other project-specific contributions would be sought from CELTEC (and its successor), the education institutions, and the Wales Tourist Board (marketing and promotion, and as a grant aid source for the business standard hotel).

• The target for additional direct financial investment generated by the private sector is £56.52 million. If achieved, this would provide leverage on investment by Wrexham County Borough Council and the WDA at a ratio of 1.00:2.87.


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Table 10.4: Wrexham Urban Partnership Strategy: Anticipated Sources of Funding, 2000-2006 Project Name Expected Project Costs Wrexham CBC WDA EU Other Public Private 1.1.1 Business Excellence 1,000,000 500,000 100,000 275,000 125,000 0 1.1.2 World Class Supply Chains 250,000 50,000 50,000 100,000 50,000 0 1.1.3 Manufacturing Excellence 2,300,000 50,000 100,000 50,000 2,000,000 100,000 1.1.4 E-Commerce Challenge 100,000 20,000 30,000 30,000 20,000 0 1.2.1 Developing Innovation 380,000 0 100,000 100,000 80,000 100,000 1.2.2 Business Spin-outs 200,000 20,000 50,000 80,000 50,000 0 1.2.3 Multimedia Hothouse 4,400,000 650,000 1,600,000 150,000 1,000,000 1,000,000 1.3.1 Hi-growth Sectors 90,000 15,000 30,000 30,000 15,000 0 1.4.1 Entrepreneurial Networks 250,000 25,000 75,000 100,000 50,000 0 1.4.2 Workspace for Start-ups 2,600,000 0 600,000 0 0 2,000,000 2.1.1 Education-Industry Forum 200,000 20,000 50,000 50,000 50,000 30,000 2.1.2 Skills & Training Outreach 275,000 0 60,000 90,000 125,000 0 2.1.3 WIE Learning Outpost 390,000 0 120,000 60,000 120,000 90,000 2.2.1 IT in the Community 350,000 0 100,000 125,000 125,000 0 2.2.2 Open Learning 360,000 0 0 150,000 200,000 10,000 2.2.3 LNC Taskforce 245,000 50,000 0 100,000 95,000 0 2.3.1 Childcare Initiative 800,000 200,000 0 300,000 300,000 0 2.3.2 Women Returners Project 250,000 0 0 100,000 150,000 0 2.3.3 Mature Workforce Project 150,000 0 0 50,000 100,000 0 2.4.1 Graduates into Business 250,000 15,000 35,000 35,000 65,000 100,000 2.4.2 Business into Education 125,000 15,000 35,000 35,000 25,000 15,000 3.1.1 Town Centre Promotion 125,000 62,500 0 0 31,250 31,250 3.1.2 Monitoring Town Centre 0 0 0 0 0 0 3.2.1 Café Quarter 600,000 0 210,000 0 0 390,000 3.2.2 Markets Quarter 2,035,000 665,000 670,000 0 0 700,000 3.2.3 Former Tuttle Street Brewery 1,400,000 100,000 900,000 0 0 400,000 3.2.4 Bridge St Regeneration 2,500,000 250,000 250,000 0 1,000,000 6,137,000 3.2.5 Wrexham Historic Arcades 500,000 0 400,000 0 0 100,000 3.2.6 Eagles Meadow 3,800,000 0 0 0 0 3,800,000 3.2.7 Gas Works 900,000 0 0 0 900,000 0 3.2.8 King St-Lord St Regeneration 500,000 0 0 0 400,000 100,000 3.3.1 Bus Station Project 2,500,000 0 600,000 0 900,000 1,000,000 3.3.2 Pedestrian Linkages 240,000 44,000 178,000 0 0 18,000 3.3.3 Town Centre Gateways 250,000 75,000 175,000 0 0 0 4.1.1 Re-branding the Tech Park 250,000 0 125,000 0 0 125,000 4.2.1 Regent Street and Environs 14,150,000 1,000,000 1,000,000 0 1,000,000 11,150,000 4.2.2 The Racecourse Ground 3,200,000 0 500,000 0 1,000,000 1,700,000 4.2.3 Wrexham Business Park 23,600,000 0 4,600,000 0 0 19,000,000 5.1.1 Creative Industries Quarter 4,280,000 2,140,000 50,000 0 2,090,000 0 5.1.2 ConferenceCentre/Services 40,000 10,000 0 0 10,000 20,000 5.1.3 Business Standard Hotel 8,000,000 0 0 0 200,000 7,800,000 5.1.4 WrexhamWiredCommunity 1,800,000 300,000 300,000 300,000 300,000 600,000 5.2.1 Marketing & Promotion 290,000 275,000 15,000 0 0 0 5.2.2 City Status for Wrexham 0 0 0 0 0 0 5.2.3 University Status for NEWI 0 0 0 0 0 0 Total expenditure 91,062,000 6,551,500 13,108,000 2,310,000 12,576,250 56,516,250


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Project Priorities, Performance Targets and Indicators

10.15 It is proposed that a series of indicators be established that relate to the goals and objectives of the Wrexham Urban Partnership Strategy. The performance measures that have been selected have been developed within the context of the vision, Strategic Objectives and Operational Measures that are recommended here.

10.16 The establishment of monitoring indicators will assist in measuring the impacts of the Strategy. Regular review of performance will also contribute to the evolution and refinement of the Wrexham Urban Partnership Strategy and in subsequent strategic planning.

10.17 Before setting out the recommended indicators, however, it is worth reiterating some important concepts. In particular, it is important to distinguish between outputs and outcomes.

• Outputs are the apparent direct results of Strategy activity. Examples include jobs created, businesses advised, new businesses starts assisted and so on.

• Outcomes, or impacts, are changes in socio-economic or physical conditions in a target area attributable to Strategy activity. The ultimate objective of economic development or business promotion initiatives is to improve these conditions. That is, final Strategy objectives relate to outcome (impact) targets, rather than outputs.

10.18 Indicative targets should be set at stretching but realisable levels. In this spirit, project level output targets have been proposed for each of the proposed project activities. These have been set out on each of the individual project summary sheets in Chapters 5 through 9 of this Strategy document. The output targets for direct employment creation, together with summary information about anticipated project costings, are summarised in Table 10.5 below.

10.19 The table also provides advice on the respective priority of each project. This is based on the potential contribution of the project to overall strategic objectives and the required investment. Projects are ranked as essential (the must haves, the pre-requisites for success); required (almost as important, as influences on success); and desirable (certainly worth having, but not vital).


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Table 10.5:Wrexham Urban Partnership Strategy, 2000-20061

Expected Direct Employment Outputs and Project Priorities Project Name Project

Priority8 Expected Direct Job Outputs by

2006

Expected Indirect Job Outputs by 2006

1.1.1 Wrexham Business Excellence Essential 150 100 1.1.2 World Class Supply Chains Desirable 40 100 1.1.3 Centre for Manufacturing Desirable 20 40 1.1.4 E-Commerce Challenge Desirable 30 20 1.2.1 Innovation and Knowledge Required 20 30 1.2.2 Business Spin-outs Required 40 0 1.2.3 Multimedia Incubation Desirable 75 40 1.3.1 Support for Hi-growth Sectors Essential 50 0 1.4.1 Entrepreneurial Networks Required 100 150 1.4.2 Workspace for Start-ups Essential 160 0 2.1.1 Education-Industry Forum Essential 0 0 2.1.2 Skills and Training Outreach Required 0 0 2.1.3 Industrial Estate Learning Outpost Desirable 0 0 2.2.1 IT in the Community Desirable 0 0 2.2.2 Open Learning Desirable 0 0 2.2.3 LNC Taskforce Required 0 0 2.3.1 Childcare Initiative Required 0 0 2.3.2 Women Returners Desirable 0 0 2.3.3 Mature Workforce Project Desirable 0 0 2.4.1 Graduates into Business Essential 60 0 2.4.2 Business into Education Required 0 0 3.1.1 Town Centre Promotion Desirable 20 75 3.1.2 Monitoring the Town Centre Desirable 0 0 3.2.1 The Café Quarter Desirable 40 10 3.2.2 The Markets Quarter Desirable 20 0 3.2.3 Former Tuttle Street Brewery Required 30 0 3.2.4 Bridge Street Regeneration Required 30 0 3.2.5 Wrexham Historic Arcades Quarter Desirable 15 0 3.2.6 Eagles Meadow Required 60 0 3.2.7 Gas Works Desirable 100 0 3.2.8 King St-Lord St Regeneration Area Required 20 0 3.3.1 The Bus Station Essential 40 0 3.3.2 Pedestrian Linkages Desirable 0 0 3.3.3 Town Centre Gateways Desirable 0 0 4.1.1 Re-branding the Technology Park Required 0 0 4.2.1 Regent Street and Environs Essential 440 0 4.2.2 Wrexham Business Park Essential 800 0 4.2.3 The Racecourse Ground Required 30 0 5.1.1 Creative Industries Quarter Essential 40 0 5.1.2 Conferencing Centre & Services Required 3 30 5.1.3 A Business Standard Hotel Essential 30 0 5.1.4 Wrexham Wired Community Desirable 40 60 5.2.1 Focused Marketing and Promotion Required 0 50 5.2.2 City Status for Wrexham Desirable 0 0 5.2.3 University Status for NEWI Essential 0 0 Total direct jobs 2,503 705

8 To be revised when individual project viabilities are reviewed


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Value for Money Indicators

10.20 Value for money indicators can be constructed using the output targets set out in Table 10.5, and the financial tables introduced earlier in this Chapter. The key value for money indicators used are cost per direct job created, and leverage of private sector investment.

10.21 The projects proposed for support under the 2000-2006 Wrexham Urban Partnership Strategy, if implemented in full and in a timely manner, are expected to result in the generation of 2,500 direct, permanent jobs. A further 705 jobs are expected to be created indirectly. Finally, multiplier (induced) effects in the local economy can be expected to lead to the creation of a further 640 jobs. When added together, the direct, indirect and induced employment effects of the Wrexham Urban Partnership Strategy is expected to result in the creation of 3,850 permanent jobs in the Wrexham economy.

10.22 Temporary (construction) employment will also be significant; it is estimated that around 710 person years of construction employment will be created as a result of investment generated from the Wrexham Urban Partnership Strategy (based on one person year of construction employment per £105,000 of construction investment).

10.23 Expected value for money results are as follows:

Value for Money Indicator Value for Money Result Number of direct, indirect and induced jobs 3,850 Cost per job (Wrexham CBC, undiscounted) £1,700 Cost per job (WDA, undiscounted) £3,400 Cost per job (EU, undiscounted) £600 Ratio of public to private sector investment (undiscounted) 1:2.87

Project Outcome Targets

10.24 The Wrexham Urban Partnership Strategy and Action Plan, 2000-2006, sets out an ambitious agenda for change that if successful will be result in positive outcomes for many of the County Borough’s residents and businesses. It is essential, however, that comprehensive performance measurement mechanisms are put in place so that the progressive impact of the Strategy can be assessed over time. Regular review of progress against outcome targets (that is, the higher level indicators of performance compared with the output targets set out earlier) will also be beneficial as they can assist in the evolution and refinement of Strategy and in future action planning.

10.25 Outcome targets for the Strategy are of two broad types:

• overall measures of economic strategy impact, such as rates of unemployment, rates of new firm formation, educational performance, and so on; and

• measures more specific to the Strategic Objectives set for the Wrexham Urban Partnership Strategy.


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10.26 Unfortunately, it is inevitable that data is much more readily available on the first (broad) type of impact indicator, compared to the second, and this fact is reflected in the balance of indicators selected here. For both types of performance indicator, targets are set for April 2006, the ultimate year for the implementation of the Wrexham Urban Partnership Strategy. The targets for Strategy Action Plan outcomes are set out in Table 10.6 below.

Table 10.6: Wrexham Urban Partnership Strategy 2000-2006

Initial Targets for Outcomes Target (2006) Baseline (1999, unless stated) Employees in Employment 53,000 48,700 (1997)

Economic Activity Rate 74% 70.6%, compared to 73.1% for Wales

Proportion of Year 13 school leavers continuing in education

73% 69.6%, compared to 76.4% nationally

Proportion of adults with Level 3 qualifications

12.5% 11.5%, compared to 16% for Wales

Business Formation Rates 27.5 25.2 new VAT registrations per 10,000 resident adults, compared

to 26.4 for Wales and 39.7 for the UK

Claimant Count Unemployment 2.5%, or 15 percentage point lower than the Wales

average, whichever is lower

3.4% (Feb 2000) compared to 4.8% for Wales

Proportion of Unemployed who are Long Term Unemployed

15% 17.5%, compared to 21.7% for Wales and 23.8 for GB

Gross Average Weekly Earnings (adult)

Within 12 percentage points of the GB average

£349, equivalent to 86.7% of the GB average

Proportion of households in receipt of Income Support or Family Credit

20% 26.4%, compared to 20% for Wales (1997/98)

Employment in high technology manufacturing and private sector service industries

40% of total employment 16,391, or 33.6% of total employment

(excludes pharmaceuticals) Number of Students at NEWI 5,500 4,650 (April 2000)

Town Centre Zone A rent £120/SqFt ( 1999 prices)

Zone A rent £90/SqFt - £100

Volume and Value of Tourism Spending

£37 million (1998 prices) £31.3 million in 1998 (STEAM)

Perceptions of Wrexham To be set as part of Baseline Perceptions study

A Baseline Perceptions study targeting potential investors to

be commissioned ASAP

10.27 It is recommended that the Wrexham Urban Partnership Management Group formally reviews progress towards outcome targets after three years (i.e., 2003). If necessary, output and outcome targets can be adjusted at this stage, for example to take into account any major structural changes that might have occurred in the intervening period.


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Performance, Monitoring and Review

10.28 It is essential that the Wrexham Urban Partnership Strategy Action Plan be subject to regular monitoring and review. It is suggested that the following cycle be adopted:

Milestone Action June 2000

DTZ Pieda Report Submitted

July–November 2000 Strategy negotiates Wrexham County Borough Council's internal procedures, including Scrutiny Panel and Executive Board (July-Sept) full consultations with potential partners and affected landowners and other interested parties

November 2000 Wrexham Partnership management group approve Wrexham Urban Partnership Strategy and Action Plan for 2000

November 2000 Invitations extended to CELTEC, NEWI and Yale College to join as full members of the Wrexham Partnership and nominate representation onto the management group

November 2000 Full Wrexham Partnership management meets to endorse Wrexham Urban Partnership Strategy and Action Plan for 2000-2006 Management group also to discuss whether implementation sub-groups be convened to see through delivery of projects under (1) business development (2) workforce development and (3) environment and image themes

Autumn 2000 Bids made for co-finance under EU Objective 3 as a package under auspices of the Wrexham Partnership Action Plan.

Feasibility studies commissioned to investigate: Wrexham Wired Community Pilot Project; Investor Perceptions Baseline Study; and High- Growth Sectors Action Strategy.

February 2001 Second meeting of management group. Management group to receive progress

reports on European bids. Revised Memorandum of Understanding to be agreed.

May 2001 Third meeting of management group. Management group to receive progress reports on research studies. Management group to receive annual progress report on Wrexham Urban

Partnership Strategy performance Hereafter, management group meetings adopt a six-monthly cycle

May 2001 Posting of revised Wrexham Urban Partnership Strategy and Action Plan on Wrexham

County Borough Council website

10.29 The key features of the review process are:

• extension of full membership of the Wrexham Partnership to CELTEC (and, eventually, its successor), NEWI and Yale College;

• recommended forming of three theme-specific implementation sub-groups. Non-members of the Wrexham Partnership can be co-opted onto these groups as considered appropriate;

• annual reporting of progress to the Wrexham Partnership management group;

• annual review and updating of the Action Plan by the management group; and

• posting of the revised Action Plan on the Wrexham County Borough Council website. Consideration should also be given to the creation of a bespoke Wrexham Partnership website.


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Communicating the Achievements of the Wrexham Urban Partnership Strategy

10.30 It is crucial that the Wrexham Partnership Management Group develop and implement an effective communications strategy. The purpose of the communications strategy will be to reinforce the message that Wrexham is the dynamic focus of the North Wales economy and a prosperous, enterprising and knowledge-driven European University city.

10.31 The communications strategy should take as its starting-point the conclusions of the recommended investor baseline perceptions study. It should also build on the results of the town centre occupiers study undertaken by DTZ Pieda Consulting as part of the underpinning research carried out in support of the 2000-2006 Wrexham Urban Partnership Strategy. Other sources of ‘baseline’ information includes output from the STEAM tourism monitoring exercise subscribed to by Wrexham County Borough Council.

10.32 The communications strategy should encompass elements such as public relations, press communications, special events, limited advertising and direct mail as appropriate. Among the specific elements of the communications strategy, however, should be the creation of a Wrexham Partnership website.

the wrexham urban partnership strategy, 2000-2006 · • the analysis of socio-economic data...

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