Bristol Temple Quarter Enterprise Zone Workshop Report

Temple Quarter Enterprise Zone: Vision workshop

Workshop report 10th October 2011Executive summary

An area of 70Ha centred on Bristol Temple Meads station has been identified as an Enterprise Zone by the LEP, following a selection process. Government has endorsed this decision.

The purpose of the workshop on Monday 10 October was to develop a shared ‘vision’ for the Temple Quarter enterprise zone that creates the best possible space for Bristol and reflects the city’s character and aspirations.

Two hundred people from a wide range of organisations - representing different business and community interests - attended the workshop. People were very engaged and enthusiastic, and the vision and event received very positive feedback. This document is a summary of the material that was created.

Vision framework

The 200 people who attended the workshop worked in groups of 8 to define a vision for the Temple Quarter enterprise zone that is 'distinctively Bristol' and motivating enough (a big enough 'prize') to maintain commitment during the toughest times.

The vision acts as a ‘guiding light’ for the project, a framework that remains constant even as conditions change. It comprises:

CORE IDEOLOGY ENVISIONED FUTURE

Core purpose

The enterprise zone's reason for being

Goals

Objectives that stimulate change and commitment, and will show progress

Core values

'How we do things around here'5-6 timeless guiding principles

Vivid description

Specific, concrete and inspiring examples that create clear, strong mental images

The 200 participants contributed their experience to develop :

6 Core values for the development of the Zone, focused on ethical & sustainable development, innovation, inclusion, style and layout, evolutionary development and wider benefits.

1 Core purpose in 3 parts, focused on the iconic status of the Zone; how it operates; how Bristol and the wider area benefits from its activity.

Ambitious long-term goals focussed on the Zone as the potential home to award-winning companies with global profiles, and driving Bristol to be the No. 1 creative city, with sustainable practices.

Achievable short-term goals such as the re-launching of Temple Meads as a destination and transport hub, an iconic development of the Parcel Force building, a “Bristol Expo”.

A set of Vivid descriptions that could maintain the breadth of experiences provided by the Zone from farmers’ markets to wall-sized screens, a “freshers week” dynamic, and use of waterways that mirror Amsterdam.

These provide a clear framework to communicate to wider communities from market-traders to venture capitalists, and check plans, bids and offers against.

The vivid descriptions capture ideas that are “outliers” to the framework – insights that can be developed and drawn in to the framework as it evolves.

Finally, the session produced a set of Challenges and Solutions – many of which will require focussed work to overcome, or more sessions to amplify, interrogate and solve.

Key themes

There were three themes that emerged during the day:

(1) This is the start of a process.

(2) 'Challenging convention' is a key theme, because it is a characteristic of Bristol and because it is recognised that much change (to existing processes and conventions) will be needed for the Temple Quarter vision to be realised.

(3) We should 'keep it complex', preserving the richness of the ideas rather than diluting or 'averaging' them, and recognise the limitation of words alone to motivate and inspire people.

Next steps

The next steps in developing the TQEZ are:

(1) This report will be published and freely available to all interested parties. The vision it describes will be used as a platform for further discussion with a wider range of people and organisations from now to the end of March 2012, and the vision will be dynamically updated as the range of contributions widens.

(2) Draw in other initiatives that will be delivered in the same time-frame. For example, the Council is working with NESTA to find new ways of encouraging & supporting social investment and has well-advanced plans to invest in an energy service company for the city aimed at reducing carbon emissions and fuel poverty.

TQEZ visioning: workshop outputs - 10Oct11 page 2 of 19

(3) The new Temple Quarter Enterprise Zone will be formally launched in April 2012, with a range of incentives for business

This document

The following sections give a summary of the material developed by participants, and workshop sessions are reported in the order in which they ran. Note:

Some material may seem contradictory or inconsistent (for example, goals of "develop a master plan" versus "an organic framework"). This reflects the different perspectives held by different people and points to areas for further discussion.The engagement process is not yet complete, and a greater range of people will be in-cluded over the coming months. The vision is not 'set'; the material detailed here should be regarded as views and a platform for further development rather than a series of commit-ments.

Contents

Temple Quarter Enterprise Zone: Vision workshop............................................................... 1Workshop report 10th October 2011......................................................................................1

Executive summary ........................................................................................................... 1Vision framework ............................................................................................................... 1Key themes.........................................................................................................................2Next steps...........................................................................................................................2This document.................................................................................................................... 3Contents............................................................................................................................. 3The TQEZ Visioning Illustration by Dave Bain 17.....................................4Context .............................................................................................................................. 5

Who was represented at the workshop? ....................................................................... 5Who else do we need to engage?.................................................................................. 5What's important to people?........................................................................................... 6

Core values........................................................................................................................ 6Core purpose......................................................................................................................7Vivid descriptions................................................................................................................8Goals.................................................................................................................................. 9Challenges and solutions................................................................................................. 11Confidence check............................................................................................................. 16Contacts............................................................................................................................16

Appendix.............................................................................................................................. 17What is a core purpose? ..............................................................................................17What are core values?..................................................................................................17What are goals?............................................................................................................17What are vivid descriptions?.........................................................................................17


The TQEZ Visioning Illustration by Dave Bain.................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. 17


Context

Who was represented at the workshop?

Two hundred people from a wide range of organisations attended the workshop, including:

BCHF Bristol City CouncilBTBusiness West Destination BristolEnvironment AgencyForum for the FutureIcon FilmsJobCentrePlusKWMC Media Clash

Osborne ClarkSavillsScience City BristolSetSquaredSouth West RDASW ScreenTedXTigress ProductionsUniversity of the West of EnglandVerve-PropertiesWessex Water

Who else do we need to engage?

Participants were asked about the groups of people who should be engaged in future discussions.

Bristol-based

• Black, Asian and minority ethnic (BAME) groups • Immigrant community• Investors and banks• Local retailers, fruit market• Children and young people• Elderly• Hard-to-reach groups – unemployed, disadvantaged, disenfranchised• The local community – The Dings, Totterdown, Lawrence Hill• Farmers and food producers• Anarchists and political activists• “The public”

External

• Inward investors• Inward migrants• Representatives from other enterprise zones• Representatives from other cities in UK/Europe/World• People who have successfully created an enterprise zone• Tourists• National politicians


What's important to people?

This exercise built some context for the vision by understanding what’s important to people. Participants were asked to answer 3 questions:

1. Why are you in Bristol?2. In what ways does Bristol shine or stand out? 3. What’s important about Bristol; what makes you proud?

They responded:

• High growth and transformation in the last 15 years - a growing reputation as some-where dynamic and special, prosperous; constantly moving forward

• Good work here, great universities, creative, science and technology base• Confident and independent; not driven by money; proud of what it is, comfortable with

status and reputation, not portentous• The perfect human size – the “Goldilocks City” - neither too big nor too small - walkable,

with all the good bits of a city, but not the bad bits; a city that doesn’t feel like one; a sticky city – come here and stay, or leave and come back

• A strong sense of community and yet diversity; easy to make friends – diverse people and a feeling you belong; knowledgeable, friendly, social, the perfect lifestyle choice; unorthodox - you can be who you are; good place for a family; places that “break the mould”

• Unfulfilled potential – there’s more we could do; under-rated• Can-do, DIY, co-operative-based attitude• Green and easy lifestyle, cycling etc• Strong youth culture – inc colleges and universities, but not just for young people• Great heritage that’s still relevant – Brunel• Beautiful buildings – Queen Square• Green spaces, waterways, beautiful buildings• A rural city – easy to get out of – Downs, Ashton Court, countryside, beaches• Close enough to London• Cultural offer – theatre, food• Sporting offer – participation • Events – St Pauls, Balloon Fiesta• Better civic leadership

Core values

Working in groups, participants defined sets of core values. These were then grouped by the facilitators and storytellers (whose role it was to accurately capture people's discussions), and ranked according to the number of times they were reported. Participants defined core values for the enterprise zone as:

Sustainable and ethical

Creating wealth with minimal impact; ethical, genuinely sustainable; enduring, and creating a legacy; honest and socially just


Visionary, innovative and collaborative

A centre of excellence for creativity and innovation; embracing technology; economically dynamic, inspiring and cutting-edge; enabling risk-taking; making money creatively, not money from money; free-thinking and honest; enabling interaction; outward-looking

Inclusive

Open and easy to access; diverse and eclectic; reflects and actively promotes the social, cultural and economic diversity of the city; has affordable business space; is welcoming for everyone in the city; creates economic benefit that reduces inequality; committed to employment for local citizens; for Bristol, not just in Bristol; permeable, linked to the rest of Bristol; committed to the prosperity of Bristol as a whole

A beautiful, living place

A good neighbourhood; a unique “soul”; a clear culture; enjoyable and hard to leave; exemplary development embracing best design practice and respecting heritage; a living place; a community with open public space, not just a workplace; a place for positive social interaction

Evolving

Stimulating change within itself; inclusive governance; agility; learning and adapting to new ideas; using existing assets to create future opportunities; moving with the times; responding to market changes; future-focused; getting it right, long-term, not a short-term “quick fix”

Benefiting humanity

Human-scale; a local heart with a global view; empathetic; beneficial to humans across the world; creating happiness

Core purpose

Working in groups, participants defined a core purpose for each group. These were analysed by the facilitators and storytellers and the key themes pulled out and summarised. Participants defined the core purpose for the enterprise zone as:

The zone is iconic

• Front door to Bristol; a beacon for future cities• Challenges conventions• A zero-carbon exemplar• Showing the potential of Bristol to the rest of the world

The zone is an experience

• A beautiful, industrious neighbourhood that won’t stand still • A destination; a hub; a showcase• A viable, dynamic, living, working community, active 24 hours a day


• Inspiring, stimulating and promoting entrepreneurial and business talent• A place where it’s genuinely easy to grow or expand your business; that will create new

jobs• An integrated, distinctive gateway to enterprise - sustainable economically and environ-

mentally• A place that captures, cultivates and celebrates the creative people of the city - where

people’s skills flourish

Bristol benefits from its existence

• The zone joins up and enriches the city, tapping in to Bristol as big/small;• It connects inclusively to communities; creates well-being and reaches beyond, to the

region• The heart of the enterprise that makes Bristol THE place to be

Vivid descriptions

Participants worked in groups to create vivid descriptions that bring the core purpose and core values to life, and that conjure up pictures in our heads of what it will be like to achieve the vision for the enterprise zone.

• A mix of working, living, shopping and leisure space – a campus, with a human buzz – a “freshers week” feel

• Temple Meads transformed into an open area, using the tunnels, new entrances• An interesting place to hang out – piazzas and green spaces - Covent Garden, Goodge

Street, Borough Market• A food market, pop-up shops, independent trading• With water transport – like Amsterdam or Venice, Clifton Village with water• With bike hire stations to connect to the rest of the city• With greenhouses and allotments – guerilla gardening, edible walls• A communications centre with a wall-sized screen for teleconferences, live feeds of op-

era, calls for ideas; lighting and projections• A showcase and exhibition centre• Public boulevards – places where people mill about – water, grass and glass – when

you arrive, it feels almost rural, with plants on roofs etc.• Glassfronted offices so you can see the industry• Vibrant, busy streetscape with no cars, active into the evening• A place with distinctive, small neighbourhoods• A testbed for ideas, digital media, getting insights and drawing people to work together• Cars not dominating (parked at the edge of the Zone??); car free?• A safe place


Goals

Participants were asked to suggest two sets of goals:

1. A Big Hairy Audacious Goal (BHAG) for 2036 - ambitious but achievable with commitment and focus

2. Goals for 2016 which would indicate progress towards achieving the BHAG

The goals captured below are for 2036 unless otherwise stated. All goals should be regarded as a platform for further development at this stage (because there are some contradictions and a wider range of people are still to be engaged).

Creative and media and world-shaping business

• "The enterprise zone" businesses will win more internationally recognised awards per sq m than anywhere else on the planet

• Bristol is the business tourist destination for the creative and media industry: measured by companies relocated/started, numbers through the door, conferences/events, talent pool. At least one world-shaping company (the next Google/Apple)

• The enterprise zone will be used as a global showcase and reference for other cities to aspire to: number one ranking creative city

• Recognised as international centre of excellence• An iconic public building that draws public to an area eg a Guggenheim of Bristol• A big green park open to all • Use the water to create attractive public spaces and connect it to the rest of the city• Temporary users - pop-ups• An organic framework• Bristol world expo '16 on the global programme of events

GDPP: Gross Domestic Productivity and Pleasure 1

• Deliver an incubation centre for the world's best ideas, outperforming UK economic growth through the creation of 100k jobs by 2036, while achieving the highest quality of urban life as measured by UN world index

• Double Bristol's GDPP - this means contributing to growth outside the zone and not just sucking it in

• Create opportunities for whole community from cradle to career• Exemplar green development

Zero carbon and waste

• Carbon neutral for EZ• A living place that is fully utilised by a range of activities by a diverse community and is

zero carbon and waste neutral• It will be internationally renowned for urban centres acknowledged as a prototype for

sustainable economic growth, and a truly integrated zero carbon enterprise; from that it will be the home of world-beating iconic businesses and be a showcase of their innova-tions

• TQEZ, a vibrant self-sustaining expanding influence on the rest of the city; EZ boundary

1 'Gross Domestic Productivity and Pleasure' was suggested by one group during the goals exercise and became a good description for a whole category of ideas


no longer evident; generating heart of initiative and innovation for the city; significant re-duction in deprivation [inequality?] gap

• District-heating and energy infrastructure in place and feeding all central area of Bristol• Net exporter of energy to rest of city• Station open hub to connect EZ zone with the rest of the city: water train bike• Fully international by 2036

Integrated hub

• High-tech sustainable transport system, Temple Gateway as a place not just an inter-change

• St Pancras of the south, fully connected to all parts of the city with pockets of iconic contemporary architecture and 17,000 new jobs

• Fully functioning Temple Quarter neighbourhood with a 360 degree station as the trans-port hub and gateway to the city

Redevelopment

• Transform the railway gateway: remodel the station, refurbished and used historic sta-tion buildings, transport hub on plot 6

• Royal Mail building refurbished and has a waiting list

By 2016• Achieve temporary or permanent appropriate economic and social activity on 5 key sites• Key development sites; transport infrastructure underway; Green Bank HQ; 4,000 new

jobs in place; Network Rail engaged; tunnels opened and commitment in place to en-able access to stations from across all sides

• Opening up links to rest of city redevelop GPO sites• Better connectivity• A redeveloped train station• Integrated (university) research presence - accessible and visible• Get the PO site away• Access through station• Temporary user pop-ups • Commence development of public-owned land assets• Agree and commence implementation of station infrastructure improvements• Commence redevelopment of former Post Office building• Iconic building on the existing car park or Kwik Fit site and lots of temporary users in

building. Agreed way of delivering BHAG and new jobs coming on-stream• Reconfiguration/refurbishment of the station, making it a destination, more porous with

multiple exits and entry points

Infrastructure - by 2016

• Deliver master plan and core infrastructure • Energy services company to provide low carbon energy investment • Superfast broadband connection• Improving access (sustainable pedestrian/cycle) to/within the area. Making the whole

area very porous - connected to the rest of the city• Create infrastructure for next expansion (district tertiary grid)• Public access to waterways by 2016• Transport interchange hub in by Temple Meads


• 2016 plan by whole site complete and its integration with city and region

Capacity-building: by 2016

• Occupy the Post Office, Hamilton House-style, by 2016• Pedestrian access to 6 (water) bridges and 2 (rail embankment) tunnels by 2016• Attract a critical mass of entrepreneurs that develop and nurture the location as the

place to be award-winning ideas and support

Challenges and solutions

In the first part of this exercise, participants were asked to list all the challenges, barriers and risks they could think of that could prevent realisation of the vision. They then worked on each other's lists of challenges to devise solutions and mitigation strategies.

We have grouped the responses to make navigating through them easier.

Challenges So and mitigations

Vision and leadership

• No single vision; we lose the vision; lack of vision and lack of scope for EZ itself

• Leadership - needs a champion; owner-ship/leadership of vision

• Agreed sense of direction• Long-term political thinking

• Lack of singular consensus from start to end

• Vision becomes compromised• Lack of clarity/focus of concept• Lack of sustained commitment - keeping

the momentum going, Council, changing government

• Pressure to compromise/risk averse• Poor management

• Today's workshop!• Clear vision - plan - leadership - capacity• Appoint a champion; robust and focused

leadership; strong leadership from the LEP; clear leadership; leadership at right time and for the right reasons

• Elected mayor! • Local empowerment and longer electoral

cycle• Stick to vision and values• Set milestones• Good project management

Creative and media and world-shaping business

• Must not be displacement of jobs or busi-nesses; where will they come from?; at-tracting new businesses/jobs

• Keep existing businesses on board - what's in it for them?

• Working and helping businesses cur-rently there not bulldozing them out

• Rent control issues; business rates dis-count not big enough to be attractive?

• The first businesses will be located in a

• Do things that are different; make jobs; social aspect to ownership?

• Organic, needs-driven growth; common sense; getting buy-in from developers

• Improve infrastructure to get people here; integrated transport

• Sort out the property with the landowner - start with the right property; get anchor tenants; good business incubation

• Need mechanism to maintain affordable



building site• Might be dominated by high-street chains• Tenants may not be in creative industries

• Skills to meet employers needs; no jobs and training for local people

• Market confidence• Lack of demand

business space; sacrifice space on ground floor at a discount

• Supporting pioneers - incentives eg mi-cro-brewery in the middle of building site

• Stick to vision and values to create a dis-tinctively Bristol EZ; local stakeholders/action group control - city-wide

• Education - link into universities, second-ary schools, apprenticeships, local oppor-tunities, UTC - large corporates fund edu-cation places in technical college; involve schools/students and businesses early on

• Focus on strong sectors; targeting of business development within EZ and re-gion

GDPP: Gross Domestic Productivity and Pleasure

• Too corporate; domination by non-local business

• Mix use of ownership/development - live/work mix

• Becoming exclusive; urban gentrification; failure to integrate

• Make sure cultural uses are not pushed out

• No residential market/local population; people are not here; becomes an out-of-town ghost town

• Single use, bland buildings; empty spaces, empty buildings

• Is it about property or people? (land val-ues vs talent/inventors)

• Say no to Tesco! 20% independent retail; employ local, buy local

• Start with the right property and landown-er

• Improve social mobility with wider range of opportunities for work/life/transport/ education; create mixed balanced com-munity

• Flexible, porous EZ boundary• On-site accommodation for entrepren-

eurs, on-site hotels, fitness centre, ven-ues/multi-use spaces; defib points with broadband access and phone chargers

• Cultural uses planned in; diversity of uses; Gorillas, pop art, pleasure first eg motion

• Promote sustainable travel

• Succession plan for vacated sites; open empty spaces to temporary occupiers/pop-ups if required

• People and talent are metrics for success not property/land - gear salaries to that goal

Zero carbon and waste

• Making sustainability stick; environmental agenda dropped

• Zero carbon infrastructure depends on development elsewhere

• How to be zero carbon?

• Energy strategy; zone becomes 'carbon positive' and a net exporter of energy to the rest of the city

• Good framework/management/ commit-ment to the vision



• Climate change is more than just carbon (adaptation)

• Adapt - grow organically, innovate• Embed goals in long-term planning

policies

Political/Cultural

• Need for political will; local political will - inconsistency

• Long-term political thinking; short-ter-mism

• Government pressure to deliver on nar-rowly defined goal

• Policy u-turn; pressure to compromise/risk averse

• Negative attitudes - too easy to see too many problems; defeatism; lack of posit-ive thinking; too many barriers

• Reluctance to take risks and move out-side comfort zone

• The Council - complexity and control; too prescriptive of values; Council saying 'No' perception

• The past - old zone not a success• Big organisational culture • Fear of corruption • Approach: steps on a masterplan

• Political alignment; elect/keep better councillors

• Local accountability, cross-party support; elected mayor - cross-party support (hard work); remove annual elections

• Think big - Cabinet Office and Treasury• All-party commitment; stick to vision and

values; take politics out of it; business as well as political buy-in

• Willingness to re-invent institutions• Start the infrastructure; review mistakes

regularly and learn from them• Good leadership - charisma

• Challenge convention

Partnership

• Retaining sense of common purpose among many different landowners

• Competing objectives; selfish landowners• Relationships of land owners esp Net-

work Rail, covenants• Rail franchise - Network Rail - decisions

and interests• Far Eastern owner of Post Office building

(ie unlikely to buy in to vision?)• No support/engagement from HE/FE and

schools• Competition within the city and against

other enterprise zones and development sites

• Hidden agendas!• No culture of public/private partnership• Lack of consensus

• Collaboration/partnership• Aligned executive acting in partnership• Think about the city-wide impact; work to-

gether, share the vision, another piece of the jigsaw

• Landowner buy-in and lock-in• Fixer with Network Rail; link and align

projects/strategy

• Spread wealth to non-enterprise zone areas eg infrastructure improvements; strong policy; LDA

• Transparency and continued involvement eg consultation on local development or-der



Engagement and buy-in

• Need to enthuse many people from out-side Bristol

• Ensuring adequate consultation and par-ticipation

• Harness public opinion• Public sceptical; changing the perception

of the area• Public don't want it, nor the Evening Post,

nor the land owners• Evening Post - negative media• Will community believe it?• Managing expectations of public, busi-

ness, interest groups, media etc• Local residence ownership (buy-in); res-

ident; business owners • No buy-in from citizens/communities

• Serious global and local marketing and PR; great marketing communications

• Consultation - what do public want? - and engagement; early wins to get com-munity buy-in

• Need for compelling narrative; proactive communication of benefits through media and community work - jobs, training, city well-being

• Deliver improvement in social mobility - wider range of opportunities for work/life/transportation/education

• Good planning/framework involving local communities; get Evening Post involved

• Spread wealth to non-enterprise zone areas eg infrastructure improvements

Funding

• Funding conventions don't support ob-jectives of distinctiveness - funkiness, quirky, community, green/sustainability

• Attracting investment; we don't get the transport money; money to develop infra-structure; banks saying no

• Funding model; difficult public finance; low public funds

• Getting finance for innovating building projects and businesses

• Lack of funding - how to get people here• Recession; global economy

• HCA funding obtained/Westminster bids landed; LEP talking to banks to get com-mercial funding for the zone

• Pool land/owner accord/share £/enable development/take profit later/sell for a £

• Green investment bank, explore social bonds, corporate investment; ESCO ex-amples; public investment in high-risk; fo-cus on some smaller businesses; identify occupiers; 'allowable solutions' mechan-ism for zero carbon; Tax Incremental Fin-ance

• Developing effective options to address lack of transport funding eg Section 106 fund/ community infrastructure levy on % profit

• Borrowing against future returns; pruden-tial borrowing; green investment

• Develop transport master plan linked to deliverable investment strategy EU De-velopment Fund?

• Rates; borrow against rate relief• Invest in marketing

Planning

• Over-planning; over-designing; un-der-planning

• Risk of 'simplified' planning leading to lower aspirations

• Prioritise infrastructure to be first• Plan early; right infrastructure, realistic

milestone plans - build asap• Flexible, porous EZ boundary



• Design by committee• Planning process, planning restrictions,

contaminations• Planning (speed/S106)• Slow pace of activity; quality vs speed • Zone boundary not sensible• Manipulation of planning process

• Organic framework that evolves over time

Infrastructure

• Existing road network• Existing pedestrian network• Building a marsh land - flooding; tidal

river mud!• Flood risk

• Cost and timescale of infrastructure• Failure to deliver infrastructure

• Flood barrier and energy generation plus sustainable urban drainage; design the problem out

• Flood mitigation/management plan - early strategies on flood/planning/archaeology/ conservation developed now; resilient design

• Elevate buildings• Start the infrastructure; review mistakes

regularly and learn from them

Redevelopment

• Creating a sense of arrival - a gateway to the city

• Creating a sense of place (silly shape)• Physically awkward sites to develop; site

layout disparate• Physical access; access - within bound-

ary and at access points; access - intern-al and external

• Links to the city; no transport links• TM stops being a national rail stop• What is an integrated transport hub?• Transport - to meet EZ/electrification?• Transport capacity problems eg BRT not

compatible• Prioritising sites for development• Listed buildings; historic land covenants;

heritage (conservation issues)• Blight outside the boundary; impact on

surrounding areas• Brown field sites

• Contamination

• Infrastructure and access framework agreed

• Access - integrated transport; use of river; good planning; innovation; show-case local technologies; get Sustrans in-volved; open up TM station

• Be bold! - new bridges? New transport hub, plot 6

• Turn them (historic land covenants/listed buildings) into an asset/feature; engage-ment with English Heritage; old buildings at centre of vision

• Design to integrate with existing uses/as-sets; combine heritage, intelligent design, so adds value where possible

• Decontamination mostly done? Find out status, manage centrally, learn from Olympic site

Catastrophic external conditions

• War (unexpected events)



• Natural disasters

Confidence check

As a final confidence check, participants were asked to stand up if they felt optimistic that the vision could be achieved, and to stay seated if they felt it may be too challenging. Most participants (90-95%) stood.

Contacts

Contacts: Stephen Hilton, Bristol City Council, 07795 446286, [email protected]

Facilitators: Lycia Harper, 07799 133595, [email protected] Appleby, 07831 719646, [email protected]


Appendix

What is a core purpose?

The core purpose is the enterprise zone’s reason for being, the reason it exists. It is a one-sentence statement that describes, " What is the enterprise zone there to do?” The core purpose is constant and should still be as valid in 2036.

What are core values?

Core values describe ‘how we do things around here’. They are guiding principles that describe what the enterprise zone stands for, and how it will be developed and experienced. They help determine the activities and behaviours we’d see, and the types of people and organisations that would be attracted (or not) to the zone.

Core values for the enterprise zone should be present in Bristol today (rather than aspirations or wishes). They are constant and should still be as valid in 2036 (in 25 years); they do not change in response to market or administration changes.

What are goals?

Goals are aims or objectives that show progress towards a vision of the future, designed to stimulate change and progress and help people make a commitment to realising the vision. They tend to be specific, attainable, realistic and have a deadline. Goals also need to be things that can be measured so it will be clear when they’ve been achieved.

What are vivid descriptions?

Vivid descriptions are phrases or sentences that create clear, strong pictures in our heads. They bring the core purpose and core values to life with specific, concrete examples that express emotion and intensity. Vivid descriptions conjure up pictures in our heads of what it will be like to achieve our vision for the enterprise zone.


An illustration of the vision for TQEV developed during the workshop by graphic artists Dave Bain (davebain.com) and Loch Ness (lochnessillustrations.co.uk)

Documents

Bristol Temple Quarter Enterprise Zone Workshop Report