Dewsbury Town Investment Plan: Socio-Economic Baseline Assessment
Dewsbury Town is undergoing a comprehensive investment plan focusing on socio-economic development. The plan involves assessing the town's current economic performance, identifying areas of need and opportunity, and devising impactful interventions. Data from various sources is being utilized to drive decision-making processes for improved outcomes in Dewsbury. Stakeholder engagement and governance are integral parts of this initiative to ensure alignment with the town's vision. The plan aims to address specific needs through strategic projects and initiatives for the betterment of Dewsbury's economic landscape.
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Project plan for completing investment plan September 2020 October 2020 November 2020 December 2020 January 2021 Week commencing 14th 21st 28th 5th 12th 19th 26th 2nd 9th 16th 23rd 30th 7th 14th 21st 28th 4th 11th 18th 25th Review baseline Agree draft vision Project pipeline Stakeholder / public engagement Project appraisal High level Projects SMT Draft Investment plan Final Investment plan Town Board Meetings Mid Dec Mid Nov Mid Jan 16th Sep Mid Oct Board review and feedback on draft Investment Plan Presentation of high level project analysis Review coherence and alignment of projects to vision and baseline and identify gaps Sign off of final Investment Plan Discuss Baseline Agree draft vision Project pipeline process Engagement strategy Governance Stakeholder engagement update Agree project pipeline and short list Dewsbury Town Fund 1
Dewsbury Town Investment Plan Socio-economic Baseline Context Approach Headlines Conclusions Dewsbury Town Fund 2
Socio-economic baseline assessment - context Key considerations for the Town Board Dewsbury s TIP needs to demonstrate that the investment proposed is suitable for addressing specific needs in Dewsbury. Does the Board have appropriate insight into Dewsbury s current performance? i.e. a clear picture of Dewsbury s socio-economic position. Are you able to identify, and prioritise, areas of need / opportunity? Will the evidence base be sufficient to support the demonstration of how the projects (once decided) will help improve outcomes? Dewsbury Town Fund 3
Socio-economic baseline assessment - approach Work undertaken and purpose Assess the past and current economic performance and socio-economic characteristics of the town and the wider North Kirklees Growth Zone. Compare this performance to other areas in order to determine the scale of the task ahead. Determine the drivers of both under-performance and of success in the local economy in order to devise interventions / projects that have the greatest impact. Data assembly Used a wide range of sources mainly data from the ONS and Nomis as well as the Council and WYCA. Factors driving local economic performance For the people of Dewsbury the supply side of the local economy (skills levels and state of health) In relation to economic activity the demand side number and success of local private businesses Good infrastructure and public realm Quality of local transport and digital infrastructure Dewsbury Town Fund 4
Socio-economic baseline assessment - approach The Towns Fund is developing a dashboard tool that shows a range of socio-economic indicators for each of the 101 towns. Currently five of the eight categories completed. We have undertaken a detailed socio-economic baseline assessment which will form the evidence base supporting the TIP Dewsbury Town Fund 5
Socio-economic baseline assessment - headlines Key stats from our assessment Transport & connectivity Demography Business and enterprise Economic growth & productivity Dewsbury has an excellent location at the heart of regional road and rail networks At 2011 census, there was a daily net inflow of 2,000 people travelling to work in Dewsbury Net outflow of 25,000 from Kirklees Superfast broadband available to 98% of premises in Dewsbury 26,000 jobs located in Dewsbury Manufacturing accounts for 13% of local business and for 22% of jobs (higher than rest of Kirklees and much greater than UK) Most local manufacturing employers are in low value added sectors Kirklees tends to have lower business birth rate to rest of UK Kirklees has lowest average (workplace) wages in W Yorks. Population 66,500 in 2018 (increase of 5% since 2011 43% under 30 Diverse population (36% of Dewsbury residents of Asian origin Kirklees population 440,000 in 2019 (up 5% since 2010) City Region productivity 86% of the national average Productivity in Kirklees 78% of UK average Local productivity has grown slightly faster than UK since 2004 Average income in Kirklees was 80% of national average with income in Dewsbury 91% of Kirklees. Town centre Deprivation and health Dewsbury is among the10% most deprived towns in England Two-and-a-half times more residents living in severely deprived neighbourhoods in Dewsbury than UK average Only measure which Dewsbury fares better than UK average is access to housing and local services Healthy life expectancy is around three years lower than for England 35% of children live in low-income families (English average is 15%) Skills, education & employment Housing & property market Property prices in Dewsbury are more than 20% below that for Kirklees and less than half UK level Limited transactions of commercial property within the last two years Most sales have comprised industrial properties, with 7 transactions taking place in the last 12 months. Lack of quality, Grade A office space with most available space comprising historic building that have been refurbished. Saturday footfall has dropped by over 50% since 1999 30% of town centre properties were vacant in 2019 Few restaurants and a lack of evening activity Important local anchors have closed, while nearby retail parks & additional capacity in Leeds have further drawn in shoppers. High quality of its architecture and its excellent road and rail connections are big advantages. Dewsbury has a less well educated and lower skilled population than the rest of Kirklees. Educational deprivation is three times UK average Fewer people in Dewsbury have degree-level qualifications and more have no qualifications at all compared to UK City Region predicted to experience fastest rates of job growth in higher skills occupations. Dewsbury Town Fund 6
Socio-economic baseline - conclusions Conclusions The assessment provides a snapshot in terms of Dewsbury s current position when compared to regional and national data. It has also helped to identify some opportunities. Challenges Opportunities Driving economic activity in the town centre, which will lead to more spending in the town, more demand for leisure and entertainment and hence the creation of more jobs. Creating and building on a catalyst to the town centre (particularly from the Council and College investment) need to facilitate businesses and institutions to move into the town centre Modern manufacturing supporting the manufacturing base to evolve. Increasing educational attainment and skills to support inclusive growth Improving the connection between education / skills providers, residents and employers in Dewsbury Attracting and creatingvalue added businesses, including increasing manufacturing value add Make the most of Dewsbury s diversity It has a young, growing, diverse population with many Asian residents that need to be integral to revitalising the town Creating a place that works for all recognising the multi-cultural diversity of Dewsbury An affordable, well connected location to live between Leeds and Manchester (this opportunity is further enhanced with the flexible working arrangements that have been accelerated by the Covid-19 pandemic) Dewsbury Town Fund 7
Dewsbury Town Investment Plan Vision Context Work done Summary Dewsbury Town Fund 8
Vision - context Key considerations for the Town Board The Vision sets the aspiration and direction of travel for Dewsbury. It needs to balance clarity, distinctiveness and credibility with longevity and buy-in. A draft Vision needs to be agreed to enable a robust project pipeline to be developed and assessed. Does the Board agree with the Vison in principle (recognising that further tweaks can be made for alignment)? Agree wider engagement strategy with the public Dewsbury Town Fund 9
Vision work done A significant amount of work has already been undertaken with regards to establishing a vision for Dewsbury (Strategic Development Framework in 2018 and establishing the Blueprint in February 2020) The Vision statement sets out an aspiration for Dewsbury in 2030 along with a series of key priorities within the three pillars. Town Board members have had the opportunity to provide feedback on the vision (including the opportunity to attend virtual drop in sessions on 27th August and 2nd September) Key messages from Town Board Member Feedback (via email and drop in discussions): - Widespread support for fundamentals of vision; - More emphasis on inclusion and diversity agenda; - Capitalising on post Covid shift to flexible working with more emphasis on the affordable living and connectivity offer; - More recognition of the importance of manufacturing - Need to adjust the language for different audience (e.g. simpler messages for public) Vision statement has been updated to reflect Board member comments (Further amendments will need to be made to align with agreed projects and the baseline). Dewsbury Town Fund 10
Vision - summary Dewsbury is our town and a town to be proud of, both for its past and its potential for the future. We are a town made up of diverse communities, entrepreneurship, creativity and beautiful architecture these are assets that, working together, are greater than their individual parts . The vision is supported by the following pillars: 1) A diverse and vibrant place 2) Opportunity for all 3) Connected and accessible People value the town centre benefiting from its thriving heritage, culture, artistic and entrepreneurial spirit. Building on Dewsbury s history as a diverse, industrious and entrepreneurial town, our residents will have access to high quality education and value- added jobs. Dewsbury will be digitally connected with more sustainable access, physically linking the town with pedestrian areas, cycle routes and future travel options. Residents and visitors have good quality public realm and green spaces, an attractive retail and leisure offer supported by cultural spaces and events that reflect its character. Capitalising on the rise of flexible working post Covid Dewsbury offers local hubs, connectivity and amenity to support flexible workers. With improved transport infrastructure (rail and road), Dewsbury is a highly connected hub both as a business / employment base and as a place to live. A town that offers high quality, sustainable housing that is affordable, with a town centre that is vibrant, where people want to live and spend time in. Investment in skills and digital infrastructure will support the creation and attract more successful businesses into Dewsbury. Easy in / easy out and flexible shared office makes Dewsbury an attractive satellite location for city office working. Dewsbury Town Fund 11
Vision - summary Foreword of vision In ten years time: The revitalisation of the town has been shaped by its proud manufacturing heritage. Its historic buildings have been maintained and repurposed for use in creative and digital industries primarily, they also provide attractive venues for music and the arts. The town s heritage is brought into the modern era through new advanced manufacturing, engineering and logistics businesses. This has been spurred by dynamic investment and local entrepreneurial spirit, alongside improved transport links and increased flexible working post-Covid. Sustained improvement in further and higher education settings, with their strong links to local employers, has led to a stream of young people feeding into the increasingly vibrant town. This has been complemented by an expansion of housing provision for existing communities and the new cohort of professionals. The town has retained impressive green spaces and seen a boost in cycling and walking around the town, accompanied by a reduction in crime. Taken as a whole, Dewsbury can proudly boast a young, dynamic and diverse community. We look to achieve this as through the Town Investment Plan, Strategic Development Framework and the Dewsbury Blueprint to foster greater diversity, vibrancy, opportunity, connectivity and accessibility over the next 10 years. Dewsbury Town Fund 12
Dewsbury Town Investment Plan Projects Context Project Pipeline Process Evaluation approach Dewsbury Town Fund 13
Project pipeline process - context The TIP is used to attract funding for projects, so selecting the right projects is fundamental. The projects provide the investment bridge between baseline and vision. Projects need to be credible, deliverable, the right scale and aligned to the strategy. Key considerations for the Town Board How will the Board shape an effective programme of investment? What are the potential projects? Does the Board want to undertake an open call for projects? How will projects be prioritised for TIP funding? Can the projects not included for funding still form part of the TIP? Dewsbury Town Fund 14
Project pipeline process Projects Baseline Vision Project pipeline Process Potential projects to be assessed Undertake high level estimates of: Costs Timescale Spend profile BCR Agree project long list and criteria for project selection Appraisal of long list of projects to select short list Outcomes / Benefits Call for projects? Soft market testing Stakeholder engagement Dewsbury Town Fund 15
Project pipeline evaluation approach Evaluation of projects Strategy - Does the project align with strategy and vision? Economic - Does the project deliver the right Benefit Cost Ratio (BCR)? Deliverability Can the project be funded and financed? What is the delivery model?, Is there sufficient demand / market? Capability and capacity of delivery team Key priorities within the three pillars are: 1) A diverse and vibrant place 2) Opportunity for all 3) Connected and accessible Improving the market Supporting businesses to create jobs improving gateways to the town Attracting and improving an eclectic mix of retail, leisure and community facilities that are fit for purpose and succeeding in the digital era. Developing the creative and cultural sector offer with music and arts at the forefront improving access to quality education and skills Improve key ring road junctions and vehicular routes Improving the connection between education / skills providers and employers in Dewsbury and the wider region. Improving pedestrian and cycle routes / network Improvements for public transport and increasing the use of sustainable methods Embracing the digital era and encouraging a vibrant creative economy around the town by providing a creative hub for start-up businesses to thrive. Increasing the range of dining establishments and cultural events in the town centre Full fibre connectivity across the town centre that will help to support business growth. Bringing vacant buildings back into use Capitalising on post Covid shift to flexible working through developing greater satellite town amenity (e.g. shared office, connectivity, networking, etc) Connecting the town centre with the residential and commercial communities at Dewsbury Riverside and Chidswell Improving the appearance of buildings Developing Daisy Hill which will offer town centre living and increase footfall in the town centre Supporting safety Facilitating businesses and institutions to move into the town centre and increase footfall Improving and creating new public spaces with more green space Dewsbury Town Fund 16
