ipswich economic development strategy 2013 - 2026 · 3 Ipswich Economic Development Strategy 2013 - 2026 7 In the ‘More Enjoyable Ipswich’ theme of the corporate plan, recognition

ipswich economic development strategy2013 - 2026

www.ipswich.gov.uk

"Ipswich Borough Council is committed to supporting businesses and helping tocreate and sustain jobs in Ipswich. This Economic Development Strategy outlines ourvision for the future and our determination to build a better and more prosperoustown despite the challenging economic circumstances.

Councillor Carole JonesEconomic Development portfolio-holder

Ipswich Borough Council

Ipswich Economic Development Strategy 2013 - 2026

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CONTENTS

SECTION 1Executive Summary

SECTION 2Introduction

SECTION 3Vision • Aims• New Initiatives

SECTION 4Background & Strategic Context• Outlook• Investor Confidence in Ipswich

SECTION 5Economic Profile & Key Sectors• Overview • Public Sector

Established Growth Sectors• Financial Services • Ports & Logistics

Potential Growth Sectors• Tourism & Hospitality• Culture • Energy• Skills & Education • ICT & Creative

SECTION 6Future Developments• Ipswich - East Anglia’s Waterfront Town• Commercial • Employment Land• Private Housing• Council House Building• Infrastructure• City Deal

SECTION 7Potential Funding Streams• Growing Places Fund• Regional Growth Fund• Portas Pilots• High Street Innovation Fund

APPENDICESAppendix 1Ipswich Policy Area

Appendix 2List of Key Partners

Appendix 3Summary and Contact Details for‘Transport Fit for the 21st Century’

Appendix 4Strategic development sites/schemeswithin Ipswich

Appendix 5Strategic development sites/schemeswithin Ipswich Policy Area

Appendix 6Executive Summary from Town CentreMaster Plan 2011 - 2016


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Since the financial crash in 2007, Ipswich’seconomy has coped comparatively welldespite challenging economic conditions.While future economic growth will besubject to the influences of several externalfactors beyond the control of the Council orits partners, there is clear scope for decisiveand effective action to support the Ipswicheconomy.

The Council’s economic vision for Ipswichis “An inspiring and exciting town perceivedas both an attractive location for investmentin business and a centre of excellence foreducation. Creative people in partnershipwith dynamic businesses will drive adiverse and innovative urban economy. Asustainable and low carbon Ipswich willenable individuals to flourish, andinhabitants will be notable for theirenterprise, ambition, creativity and pride intheir town.”

This vision is supported by two clearambitions for Ipswich’s economy over thenext 14 years:

• To create the right conditions to create18,000 additional jobs within the IpswichPolicy Area ; and

• To enable the construction of 10,500 newhomes.

The strategy complements the LocalDevelopment Framework, the CoreStrategy, the Town Centre Masterplan, andother relevant policy documents.

We will continue to work with partners todevelop bids and tenders to attract bothpublic and private funding in to the localeconomy. This activity will includeaddressing significant infrastructure needsand will facilitate the enhancement of skillsthroughout the Ipswich economy.

The Council is confident that establishedsectors including financial services, publicadministration, and freight and logistics willmaintain their position of strength andprominence in the Ipswich economy. Inaddition, we anticipate the following foursectors will drive economic expansion overthe next decade and beyond. This selectionhas been based on both the sectors’ currentposition and their future potential forinvestment and growth that will benefit theIpswich economy:

• Education• Tourism, Hospitality & Culture• Energy• ICT & Creative

The Council strongly believes that theprospects for economic development are

positive and Ipswich continues to attractsignificant external private sectorinvestment, as evidenced by the number ofmajor development projects that are eitherplanned or underway across the Borough.The completion of these developments overthe coming years will offer the prospect ofnew employment and businessopportunities.

Ipswich also benefits from a diverse culturaleconomy founded on a collection of highquality assets located throughout the townand the waterfront area. The Council willmake every effort to secure furtherinvestment in these assets, and ensure theyare promoted to new audiences, therebyincreasing the volume of visitors to thetown.

EXECUTIVE SUMMARY

Flourishing Waterfront


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This economic development strategyfocuses on job creation and retention, aswell as promoting and attractinginvestment to Ipswich. This reflects IpswichBorough Council’s Corporate Plan –‘Building A Better Ipswich ’.

The Council’s economic strategy has takenaccount of the aspirations of our economicdevelopment partners including SuffolkCounty Council, New Anglia LocalEnterprise Partnership (NALEP), theIpswich Policy Area Board, UniversityCampus Suffolk (UCS), Suffolk NewCollege, the Haven Gateway Partnership,Ipswich Central, the Ipswich Chamber ofCommerce and the Growth Cities Network.

Supporting the local economy is IpswichBorough Council's top priority and we willwork with partners to ensure Ipswich takesevery opportunity to succeed in difficulteconomic conditions.

This strategy outlines a framework forIpswich’s economic development, takinginto account key employment sites adjacentto the Council’s boundary and the strengthsand opportunities these adjacent sites offer.We have used the Ipswich Policy Area (IPA)definition as a base for the purposes of allpopulation calculations in this strategy. Thisstrategy sets out clear economic

development priorities for Ipswich in thecontext of the Ipswich Policy Area’seconomic vision. A more detaileddescription of the IPA’s economic vision canbe found in Appendix 1.

The Council’s Local Plan / Core Strategyestimates that the IPA will need to supportan additional 18,000 jobs by 2025 . Inaddition, Ipswich has been earmarked for10,500 new homes by 2027 - roughly a thirdof the total housing growth for Suffolk . Thiseconomic development strategy will set outa path that will facilitate and encourage theattainment of these employment andhousing growth targets.

The Council acknowledges that along withthe partners listed above, it will have to workwith a wide range of additional partners inthe private, public and third sectors in orderto achieve the aims set out in the followingstrategy. A full list of identified partners isincluded in Appendix 2.

This strategy has been widely consulted onand has been changed in response to manyof the comments received. Consultationresponses have been received from a varietyof private and public organisations (andindividuals). The Council is grateful for allthe input it has received.

Following comments received during theconsultation on the draft Strategy it wasdecided that it would be more appropriateto separately produce an ImplementationPlan for this Strategy than to incorporate itwithin this document.

That will enable the Plan to be updated onan annual basis and also enable our Strategyand Plan to more effectively mirror theprocess that has recently been put in placefor the equivalent Suffolk Strategy and Plan.The Plan will set out details In pursuit ofdelivering the aims of this strategy, theCouncil will seek to secure relevant streamsof funding that align with the delivery of oureconomic vision – such streams include, but are not limited to, the Growing PlacesFund and the Regional Growth Fund, as wellas any additional external funding streamsfrom either a national or European source.

In that regard, Growth in Suffolk: OurEconomic Growth Strategy was publishedin February 2013. It sets out the economicambitions for Suffolk and how they will beachieved. An implementation plan is beingproduced to sit alongside it - it is anticipated that this plan will be completedby autumn 2013. The Ipswich Strategy isclosely aligned to the Suffolk Strategy andour implementation plan will be worked up,following consultation, and alongside thecounty-wide plan.

INTRODUCTION

Busy waterfront


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The Council will strive to ensure thatIpswich continues to innovate and developwhile retaining and capitalising on itsdistinctive heritage and character. We wantto see a thriving town centre, sustainabletransport network and closer links betweenthe heart of the town and the Waterfront.

“Ipswich will be an inspiring andexciting town perceived as both anattractive location for investment inbusiness and a centre of excellencefor education. Creative people inpartnership with dynamicbusinesses will drive a diverse andinnovative urban economy. Asustainable and low carbon Ipswichwill enable individuals to flourish,and inhabitants will be notable fortheir enterprise, ambition, creativityand pride in their town”

This vision statement describes how theCouncil would like to see Ipswich developover the next 14 years. We envisage the heartof our strategy comprising of eight coreaims which are listed below. These aims willbe combined with a comprehensive drive toimprove skills and training in the town, andwill be supported by targeted initiatives thatwill stimulate private sector investment andafford new employment opportunities.

The following aims are set out withinTheme 1 (A Stronger Ipswich Economy) ofthe Council’s Corporate Plan - ‘Building ABetter Ipswich’:

1We will make every effort to bring newinvestment and jobs to Ipswich.

2We will provide incentives to bring emptyshops and run-down areas back into use.

3We will do more to ensure localbusinesses are claiming the reliefs andgrants they are entitled to.

4We will improve the skills andemployment prospects of people who areout of work by increasing the number ofapprentices, volunteering opportunitiesand work experience placements.

5We will seek to use local suppliers andworkers wherever possible.

6We will ensure that the Council has aproperly staffed economic developmentunit working to attract businesses toIpswich.

7We will encourage more people tovolunteer and will support them todevelop the skills necessary forsustainable community-led activities.

8We will help provide the necessaryinfrastructure to enable Ipswich todevelop and expand.

The Council is committed to creating anenvironment that stimulates businessstart-up activity, and supports existingbusiness growth. The Council will ensurethat all available partnerships, networks,and resources are readily identifiable tobusinesses, are straightforward to access -and provide good value, with a focus on:

• Support for entrepreneurs to start newbusiness

• Support for existing business to develop,grow and generate additional employmentopportunities in the Borough

• Creating the right conditions that willattract new investment into the town

VISION

Cultural heart


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In the ‘More Enjoyable Ipswich’ theme ofthe corporate plan, recognition is given tothe importance of events to the economy ofthe town. There is an aim to “increase thenumber of events in Ipswich both for thebenefit of residents and to increase thenumber of visitors to our town” and anactivity of promoting “an establishedIpswich festival season, building on thesuccess of Ip-art and the new MaritimeFestival and welcoming new creative andimaginative opportunities.”

The following list summarises a range ofactions that are spelt out in greater detail inlater sections of this Strategy. It is envisagedthey will form a strong foundation tosupport Ipswich’s future prosperity:

• Through on-going engagement with aninformal panel of partners, the Councilwill identify the best value options forallocation of a £1.5m Jobs & SkillsInvestment Fund that it has established;

• Focus on tackling the issues associatedwith rising levels of youth unemployment,working with partners to maximise accessto work experience and apprenticeshipopportunities;

• Instigate a ‘Kick Start’ Development Programme on Council owned land;

• Building the first Council houses inIpswich for more than two decades - and

establishing a long-term programme ofCouncil housing development;

• Encourage and support the continueddevelopment of University CampusSuffolk (UCS) and, in particular, its maincampus site on Ipswich Waterfront. Theuniversity’s expansion will be a crucialfactor in raising the profile of the town,attracting additional inward investmentand generating additional discretionaryspend in the local economy;

• Establish strong partnerships across theIpswich economy and beyond in order tosecure all available public and privatefunding that will contribute to achievingthe town’s housing and businessdevelopment targets;

• Oversee targeted initiatives to try andrejuvenate empty town centre premisesand encourage new business starts - e.g.by launching an improved and expandedtest-trading scheme in the town centre;

• Develop a co-ordinated marketing planwith key partners to showcase the positiveattributes of Ipswich in order to attractinvestors, both nationally andinternationally;

• Assist with and support the new “All AboutIpswich” website(www.allaboutipswich.com) to generateadditional interest and expenditure in thetown.

The Council and its various partners willhave varying degrees of influence inrelation to the delivery of these initiatives,as they will be effected by a wide range ofexternal economic factors and conditions.The following section is intended tosummarise the Council’s view of the shortto medium term economic climate, andhow this climate may impact on thedelivery of the strategy.

VISION

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EmploymentOpportunities

New BusinessExisting BusinessGrowth

Inward Investment

IBC & External FundingSkills & Education

Ipswich BoroughCouncil

Public, Private, & ThirdSector Partners

Transport &Infrastructure

Culture & Recreation

Housing

How Ipswich Borough Council andKey Partners Will Support JobCreation in the Ipswich Economy


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The UK economy has suffered its worstrecession for more than 60 years. In 2011,23,600 businesses collapsed, this isexpected to rise to 25,600 in 2012, with aprojected further increase to 25,800 in 2013.

The Council is aware that respectedforecasters are predicting a sustainedperiod of uncertainty over a minimum ofthe next three years in terms of growth andinvestment, at both a national andEuropean level.

To mitigate the effect of this widespreadeconomic uncertainty on the localeconomy, this strategy will provide thescope and flexibility to enable the Councilto adapt and respond to immediatepressures. Annual operating plans will setout the detailed work that needs to beundertaken each year to successfully takethis strategy forward.

Due to prevailing economic conditions, inparticular the continuing uncertainty overthe future of the Euro zone, new andemerging market prospects for establishedbusinesses and start-ups in all sectors areunpredictable in the short term.

UK market demand is struggling due to thecombination of two key factors - apersistently low level of consumer demand

particularly for discretionary spendproducts and comparatively low levels offunding available for small and mediumsized businesses. The volume ofcommercial lending remains subdued andstate supported funding initiatives aresimilarly scarce - as the Governmentcontinues to focus on reducing the nationalbudget deficit.

OUTLOOKDespite the pressures of a prolongedeconomic downturn, the Ipswich economyhas coped comparatively well. While therehave been some notable redundancies, therelatively high proportion of small andmedium sized enterprises has allowed thelocal economy to be flexible in difficulttrading conditions.

RECENT NATIONAL COMPARISONSURVEYSThree recent publications, TheManagement Journal (MJ) (January 2013),Cities Outlook (Centre for Cities) (January2013) and Santander’s Town & City Index(February 2013) have producedindependent data of performance and haveall featured Ipswich. The headline resultsare summarised below:The MJ study examined and ranked theirfindings both in terms of towns and cities,and in terms of local authorities. The

analysis of the local authority data ranks all325 authorities in England. The informationavailable lists the ‘top ten’ in each of theabove economic performance indicatorcategories. Ipswich ranks:• 5th for ‘labour market’;• 7th for ‘environment and infrastructure’;• 8th for ‘business and enterprise’;• 8th for ‘growth in business stock’;• 8th for ‘workforce growth’; and,• 10th for ‘quality of life’.

Cities Outlook concluded that:• Ipswich ranks 4th of all UK cities in termsof rate of population growth

• Fewer than 1 in 5 people in Ipswich haveLevel 4 qualifications or higher - rankingIpswich 60TH out of 63 UK cities.

• From 2012 -2013 Ipswich, Wigan andDerby experienced an increase in averageweekly earnings of more than £23 - thelargest per head average increase of all UKcities

• Figures for 2010-2011 showed that Ipswich ranked 59th out of 63 in terms of averagehouse price increases

• Ipswich also ranked 6th in terms of perhead CO2 emissions

The Centre for Cities asserts that the currenteconomic performance of the UK’s townsand cities should be viewed in two halves -the initial ‘hit’ from of the major recessionof 2008-2009, and the subsequent period ofstabilisation and intermittent recovery2009-2012.

BACKGROUND & STRATEGIC CONTEXT


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As an expression of this landscape theCentre produced its ‘Recovery fromRecession Index’. The index examined thefollowing four datasets:• Claimant Count - to estimate changes inthe number of jobs

• Weekly wages - to account for the impactof the recession on those in work

• Business base - to account forstart-up/closure rates

• House prices - to estimate land values

Ipswich ranked 59th out of 63 cities duringthe initial recession period 2008 – 2009.However, Ipswich ranked 19th of 63 for thesecond period 2009-2012. The findingsindicate that while Ipswich wascomparatively hit very hard by therecession between 2008 and 2009, it hasstabilised from 2009 onwards. In terms ofrelative improvement in this index from2008/09 to 2009 - 2012, Ipswich ranked 11thoverall, well within the upper third of allcities, along with comparators such asCambridge, Brighton, Gloucester,Northampton and Chatham. Comparatorswho ranked outside this upper thirdincluded Norwich, Oxford, Plymouth, andPeterborough.

The Santander UK Town and City Indexseeks to identify the varying strengths andweakness of a range of urban locations in

the UK, looked at from the perspective ofpotential inward investors, both domesticand international. The research was led byProfessor Francis Greene of BirminghamBusiness School. The index examines thebuilding blocks that make a specificlocation more or less competitive andwhich locations have derived benefits fromthese key drivers.

Headline figures for Ipswich• Ipswich ranks 24th of 74 urban centresoutside of London in terms of overallcompetitiveness

• Ipswich ranks 14th in terms of broadbandconnectivity

• Ipswich ranked 21st for average CouncilTax rates and overall Costs (includinghousing)

• Ipswich ranked 23rd for business andenterprise (including sector diversity,business starts and survival rates)

• Ipswich ranked 60th of 74 in terms oftalent (including proportion of peopleholding level 4 qualification or higher andthose who hold no qualification)

Businesses in Ipswich are likely to face thefollowing significant challenges over thenext 1-5 years:

• A sustained increase in the costs of rawmaterials

• A comparatively low level of demand fordiscretionary spend products/services forthe next 1-2 years minimum

• A greater proportion of funding for capitalprojects and start-up activity will have tocome from owners’ own cash reserves (ifany), or be leveraged against personalassets

• Reduced levels of UK and EU governmentfunding for infrastructure projects, e.g.

transport connections, major regenerationof assets, super-fast broadbanddevelopment etc.

• A reduction in UK government funding fornationwide business support services e.g.Business Link services were reducedsignificantly in autumn 2011.

In order to alleviate these challenges, theCouncil’s economic development andplanning teams intend to:

• Work closely with relevant partners(business support organisations, JobCentre Plus, Department of BusinessInnovation & Skills, UK Trade &Investment (UKTI), Ipswich and SuffolkChamber of Commerce, third sector andcommunity groups etc) to source availablestreams of funding to support both capitaland revenue projects

• Provide timely and proportionate adviceand guidance on planning anddevelopment issues to encouragepotential investors to locate and expandbusiness in Ipswich

• Provide information, guidance andsign-posting to all available businesssupport networks and sources of potentialfunding for start-ups and establishedenterprises



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• Actively engage and maintain a dialoguewith business owners to monitoremerging and sustained issues andchallenges

• Identify opportunities to workcollaboratively with support agencies andorganisations

• Evaluate available opportunities forassisting potential start-ups to ‘road test’their business ideas, e.g. working withretail centre managers on test tradingschemes, supporting managers ofbusiness incubation units, etc

• Initiate joint initiatives with significantcentres for skill development such SuffolkNew College, Suffolk One and UCS.

The following charts compare 2007 (priorto the financial markets collapse) and 2010(after which the full impact of the marketsproblems had filtered down to every part ofthe economy).

These charts outline some of the keyunderlying characteristics of the Ipswicheconomy, highlighting why the Ipswichbusiness community has copedcomparatively well through the initial andcurrent phases of the financial crisis, whileat the same time illustrating issues ofunderperforming entrepreneurialismwhich need focused attention to ensure thetown achieves a healthy and sustainablerecovery.

The chart below illustrates how the Ipswichbusiness community has coped well withrecent pressures, with the closure ratesignificantly below that of both the easternregion, and the nation as a whole. Theannual rate of business failures between2007 and 2010, increased by 10% nationallyand 9% regionally, compared to a ruductionof 1% in Ipswich .

However, it is also evident from Office forNational Statistics data that the Councilmust focus on fostering the right conditionsto encourage a higher rate ofentrepreneurialism in Ipswich. The chartbelow shows that during the period 2007 -2010 the annual rate of new enterprises fellby around 16% nationally, 9% regionally,but in Ipswich this figure fell by 21.2%.

The need for Ipswich to improve itsperformance in terms of entrepreneurialactivity and the volume of start-ups isfurther illustrated by the following chart.The chart below indicates that Ipswich ismore than 3% behind the national profile interms of self employment, and 4% behindthe East of England.

The relatively high proportion of peopleengaged in public sector activity in Ipswichmay be one explanation for the disparitybetween private and public sectoremployment. The following chart shows thecomparative proportion of public to privatesector employment in the Ipswich economyin relation to the East of England and theUK.

As the government seeks to shift the overallbalance between the proportion of publicand private sector employment in the UK,the Council will support people with thepotential and opportunity to start their ownbusiness, facilitating advice and guidanceto help Ipswich residents to become moreentrepreneurial.


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England East of England Ipswich

Chart showing the comparative percentageincrease in the annual volume of businessclosures 2007- 2010

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Proportion of public and private sectoremployment 2010

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Chart showing the comparative percentagedecrease in the annual rate of newemterprises 2007- 2010

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Proportion in employment who areself-employed (16+) Oct 2012 - Sep 2011

14% 14.6% 10.5%

22% 78% 21% 79% 32.3% 67.7%


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The Council recognises that the level ofunemployment in the Ipswich economy asa whole must reduce. Broad support for allthose seeking employment is required asthe following chart illustrates. Ipswichcurrently has an unemployment rate of8.9%, 1.1% above the national average of7.8%, Ipswich is also 2.6% ahead of the Eastof England figure of 6.6%.

The Council is keen to ensure that the smallgap between the Ipswich and nationalpercentage profile that has increased since2008 is closed over the next few years.Measures outlined in the Implementationsection of this strategy will specificallyaddress this issue.

INVESTOR CONFIDENCE INIPSWICHDespite the difficult economic conditions,there have been several significant brightspots for Ipswich over the past five yearswhich will help to attract further investmentto the town. UCS, the first university inSuffolk, was established in 2007, and hasgrown steadily to a current studentpopulation of 5,500 – with around 4,000 ofthem being based in Ipswich.

Over the past four years Ipswich has alsobenefitted from public sector investment ininfrastructure projects resulting inimprovements to local highways, and thepublic realm, a new rail chord to improvefreight movement from adjacent ports, aswell as the instigation of an enhanced flooddefence scheme.

Excluding London, there has been anationwide reduction in investorconfidence, however, private sectorinvestment in Ipswich town centre hascontinued at a steady rate. To date, highstreet retail closures that have occurredhave been largely in relation to the demiseof national chains, and are not exclusivelylinked to declines in local economicfortunes.


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October 2007 toSeptember 2008





Unemployment rate (16+)

Jerwood DanceHouse


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INTRODUCTION AND EXECUTIVE SUMMARY

OVERVIEWIn terms of attracting new businesses toIpswich and encouraging existingbusinesses to expand, it is useful to analysethe town’s current profile of employmentsectors. This analysis provides an indicationof existing skills, expertise and availablelabour pools that businesses may be able toaccess.

The current economic and employmentprofile of Ipswich rests on four distinctareas of activity:

• Public sector activity – alongside IpswichBorough Council, Suffolk County Councilhas its HQ in Ipswich. There is significantprovision of post 16 education - SuffolkNew College (a further education college),Suffolk One (a 6th Form College) andUniversity Campus Suffolk. If theseemployers are combined with IpswichHospital and other ‘local’ offices (e.g.Inland Revenue, JobCentre Plus etc), thenthe public sector represents the biggestsingle employment sector in the town.

• The concentration of insurance expertisein the town - AXA and Willis employ over1,000 people each in their Ipswich officesand these are complimented by a range ofother major insurance sector businessessuch as Call Connection and LiverpoolVictoria (LV).

• A relatively high volume of IT expertise,which has largely spun out of, or isconnected to the research anddevelopment activity at BT’s Adastral Park,which lies on the eastern edge of Ipswich.

• Port and freight activity, stemming fromboth the town’s own commercial port, andenhanced by the huge volumes ofcontainer traffic flowing throughFelixstowe (and the large workforce basedtheir - many of whom live in Ipswich).

The following chart provides a snapshot ofthe proportion of employment by sector inIpswich, and compares this profile againstthe employment sector profile of the UK

The chart shows that more than 80% of theIpswich workforce is employed in thefollowing sectors: Public Administration,Education & Health (32%), Finance, IT, andother business services (26%), andDistribution, Hotels and Restaurants (22%).

The employment rate in Ipswich exceedsthe national profile in the following sectors- Finance, IT & Communications, Transportand Communications, and PublicAdministration, Education and Health.Ipswich is most notably below the nationalprofile in terms of employment in themanufacturing sector - 4.5% against anational figure of 10.2%, and a regionalfigure of 10.3%.

PUBLIC SECTORThis sector features prominently in theemployment landscape of Ipswich, with32% of people in Ipswich are employed inpublic services, compared to 27%nationally . The largest public sectoremployers in Ipswich include two localauthorities, one hospital trust, a universityand two further education colleges. TheCouncil is confident that employment inthe skills and education elements of thepublic sector will be characterised bymoderate, but sustained growth in thecoming years. However, if we exclude theuniversity and the colleges, the currentpolicy of central government renders itunlikely that there will be any substantialgrowth in the public sector over the nextfive years.

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District hotels and

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Employmentby Sector, UK

Employmentby Sector,Ipswich

Employment by sector: Ipswich compared to UK


5 ECONOMIC PROFILE AND KEY SECTORS

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However, the Council does not anticipateany further large scale job cuts in thissector, and that the overall volume ofemployment will remain stable. It is a vitalsource of employment for people livingwithin the town and therefore needs to bepromoted and developed.

As the sector has such a large employmentbase in the town it is reasonable to suggestthat the skills needs are currently being met.However, the Council is aware thatconsideration must be given to thedevelopment of alternative and nontraditional routes into this sector forexample through apprenticeships toencourage young people in Ipswich toconsider the public sector as a viable careerpath.

The continued reductions in public fundingby central government may suppress theprogression of key infrastructure projectswhich the public sector has previouslyengaged in. As a result, joint projects withthe private and voluntary sector are likely tobe an increasingly common occurrence.

The following paragraphs provide more indepth information regards the currentprivate headline sectors in Ipswich. Some ofthese sectors are likely to remain stable, andcontinue to be a vital part of the wider

Ipswich economy in terms of theirprovision of employment, overall wealthgeneration, and potential to attract inwardinvestment. However, the Council perceivesthat the Information and CommunicationsTechnology (ICT) sector, and the skills andeducation sub-sector have the clearestpotential for sustained growth of theestablished sectors in the Ipswich economy.These two areas are outlined in more detailin section 6 - ‘Potential Growth Sectors’ ofthis strategy.

FINANCIAL SERVICES Ipswich has a significant amount of activityin both banking and insurance; Royal Bankof Scotland (RBS), Willis, and AXA are threeof the largest single employers in the town.Recently Liverpool Victoria (LV) insuranceexpanded their presence in the town -citing the availability of an established andknowledgeable workforce as a majorattraction compared to alternativelocations. Such examples support theassertion that Ipswich’s skills pool for thissector is comparatively strong.

Approximately, 16% of the workingpopulation of Ipswich are active inbusinesses associated with some kind offinancial services delivery or brokerage.Currently, this sector represents a

significant driver of employment andincome. However, in the wake of recentmacro-economic events, both the bankingand insurance sub-sectors have had tomake significant cuts, both in terms ofoverall operational budgets, and in terms ofoverall staff numbers. In addition,insurance premiums on a number ofcommon policies have risen sharply,although this has not had a significantimpact on the volume of purchase ofinsurance policies. This sector remainscomparatively buoyant, although themarket is likely to remain competitive forthe foreseeable future.

The Willis Buiding and Axa

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PORTS AND LOGISTICSIpswich’s port dates back to the 8th centuryand the town has maintained an activemaritime character for over twelve hundredyears.

The Port of Ipswich features a wide range offacilities to handle varied cargo. The townhas a long and distinguished maritimehistory; recently the heritage of the port hasbeen highlighted by the successfulresurrection of the annual maritime festival.The Port is adjacent to the waterfrontre-development project, which will be thefocal point of investment activity andrejuvenation in the town for the next 5-10years.

The Port of Ipswich features a wide range offacilities to handle varied cargo. Over thelast 15 years approximately £26m has beeninvested in upgrading the port facility.Further development of the port iscontinuing, and currently directly employs125 people and is responsible for almost1,000 related jobs.

One of the port’s strengths is its handling ofdry bulk goods including aggregates, grain,animal feed, fertilisers and cement. It hasover 16,000 sq m of covered warehousingcomplete with segregated bays, and hasdeveloped new infrastructure to deal with

each type of commodity. As well asshipping a significant proportion ofSuffolk’s agricultural exports, Ipswich is alsothe UK’s largest grain exporting port. Theport can also handle general cargo,including fresh produce, steel andpalletised cargo.

In addition, the port has the facility tohandle forest products from Scandinaviaand the Baltic states, combined with atimber treatment centre for woodpreservative prior to onward distribution.

The Port of Ipswich is currently operatedand managed by Associated British Ports(ABP), the significance and capabilities ofIpswich port is illustrated by the followingtable:

Ipswich Port - Vessel and Storage Capability

Ipswich

Vessel Size Wet Dock Cliff Quay West Bank

Length 90 155 150

Beam 13.8 No Limit No Limit

Draft 5.5 8.4 7

Mechanical Handling • Four 10-tonne capacity cranes• One 15-tonne capacity crane• One 40-tonne capacity crane• Two 35.6-tonne capacity rail-mounted gantries• Two 37.5-tonne capacity cranes

Storage Extensive covered storage totalling 67,583 sq m, Two transitsheds totalling 6,377 sq m, plus areas available for openstorage.

Felixstowe Port, the busiest container port in the UK lies seven miles south-east of Ipswich. Interms of assessing the port’s impact on the Ipswich economy, it is important to includeassociated logistics, transport, storage, and distribution activity. Logistics and freight businessesbased in Ipswich are ideally located to benefit from future increases in import activity comingthrough Felixstowe. Allied to this, Ipswich is a major transport hub for the eastern region, with arail freight upgrade linking Ipswich and Felixstowe ports with the Midlands by 2014. In addition,Ipswich is a nexus point between the A12 and A14 - the region’s two most significant highways,connecting London with the east coast, and providing a corridor to Cambridge and theMidlands.

Port of Ipswich

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POTENTIAL GROWTH SECTORS The following section highlights a handfulof sectors that the Council believes have theclearest potential to significantly grow overthe next decade and beyond. The Councilhave been mindful of Ipswich’s uniquecharacter and contribution to the broaderSuffolk and New Anglian economy, and hasincluded those sectors that we feel are ofspecific relevance to the Ipswich economy,some of which may not be a key priority forour partners.

Key partners for the Council in delivery ofthis economic strategy will be SuffolkCounty Council and NALEP. Suffolk CountyCouncil’s draft ‘Skills for the FutureStrategy’, has helped to shape the contentsof this section of the strategy - particularlywith reference to sections outlining theenergy, hospitality and tourism sections.

NALEP has publicised that while it iscommitted to encouraging thedevelopment of a wide range of sectorswithin both Norfolk and Suffolk, it isfocusing its attention on the growth of theTourism and Energy sectors.

Both Suffolk County Council’s and NALEP’starget sectors have been considered inframing this strategy’s growth sectors.However, Ipswich’s economic priorities will

differ from those of NALEP and the CountyCouncil - not least because bothorganisations have a more prominent ruralremit.

As mentioned later in this strategy’s ‘FutureDevelopments’ section there are key sites inIpswich that have secured planningpermission for the development ofcomparatively large retail projects, mostnotably the investment being made atFutura Park. This site, along with additionalsignificant developments both in the towncentre and in the wider Ipswich area arelikely to result in a significant increase inretail jobs over the next few years.

The Council is looking to strengthenIpswich’s existing retail reputation andenhance the town’s overall offering in termsof both the quality and diversity ofshopping, leisure and entertainment onoffer to visitors. The Council is confidentthat when these developments come tofruition they will lead to a greater volume ofretail spending in the local economy.

TOURISM & HOSPITALITY The Council is confident that Ipswich willcontinue to develop as an attractivedestination in its own right, as well as beingrecognised as an anchor location for visitors

interested in the broader East Angliantourism offer. To ensure that availablemarketing resources are maximised theCouncil will co-ordinate the establishmentof an overarching Ipswich TourismAssociation. The Council is a partner of‘Visit East Anglia’, this organisationcurrently receives backing from bothprivate sector businesses and localauthorities to specifically promote the EastAnglian tourism offer.

Currently, Ipswich attracts around twomillion visitors a year, the majority of whichare day visitors. One of the key challengeswe will address is to increase the duration ofvisitors stay in Ipswich. Currently, thevisitor figures show that day trip visitorssignificantly outnumber overnight,weekend, or week long visitors. Recentfigures also indicate that around 75% oftourism visitors live within a 62 milesradius. Therefore, there is significantpotential to grow the appeal of Ipswich as acultural and tourism destination outside ofthe immediate region’s boundaries.

Recent work with Ipswich Central andothers has seen the creation of the ‘AllAbout Ipswich’ website which is becomingthe key site for all visitor related informationabout Ipswich.

Investment by Travelodge on Duke Streetand Premier Inn on Star Lane have addedtwo valuable additions to Ipswich’s towncentre offer - providing a complementaryalternative to the established Novotel,Ramada Encore and Salthouse Harbourhotels.

The regeneration of the Waterfront inIpswich, combined with the continuedexpansion of UCS will act as powerfuldrivers to the expansion in value andemployment opportunities of the tourism,hospitality and cultural sub-sectors. Weanticipate that the emergence of a strongpartnership for tourism across Suffolk,together with the efforts of Ipswich Central,which is hosting a new “All About Ipswich”website, will increase the volume of day,weekend and holiday visitors to the town.

The Council will take steps to try andincrease the number of applicants to thissector, and highlight available trainingresources for those interested in a longerterm career in tourism and hospitality. TheCouncil is supportive of the measuresoutlined in Suffolk County Council’s ‘Skillsfor the Future Strategy’, relating to focusingon the development of customer serviceskills and apprenticeships in this sector.


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INTRODUCTION AND EXECUTIVE SUMMARY5 ECONOMIC PROFILE AND KEY SECTORS

CULTUREIpswich is home to a wealth of diverseheritage and cultural assets including:Christchurch Mansion, Ipswich Museum,Ipswich Transport Museum, Ipswich ArtSchool, The Regent Theatre, The NewWolsey Theatre, The Corn Exchange, TheJerwood DanceHouse and the most recentaddition, The HEG (the High StreetExhibition Gallery) - as an education andcommunity theatre performance space.

The success and attractiveness of thesevenues is illustrated by the following annualattendance figures :

117,500 Visited Ipswich museums170,000 Visited the Regent Theatre97,250 Visited the New Wolsey Theatre46,680 Visited the Corn Exchange5,390 Attended DanceEast

performances

The town also has 602 listed buildingsincluding Grade 1 examples such asChristchurch Mansion, Ancient House, andthe Willis Building designed by Sir NormanFoster. In addition, Ipswich has two greenflag award winning parks, which stage adiverse programme of annual events andfestivals including major concerts, outdoorfilm screenings, Pulse Festival, IpswichMusic Day, Ipswich Mela, the Ipswich

Maritime Festival, an annual fireworksdisplay, and the award winning IpswichArts Festival. The Ipswich Art Festival hasattracted nearly one million people since itsinception in 2003, generating £11.9m for thelocal economy.

These existing venues are a vital part ofIpswich’s thriving cultural economy, andadditional projects are being undertaken bythe Ipswich and Colchester Museumservice to create a ‘cultural quarter’.

The Council will support efforts maximisethe investment that has already been madein Ipswich’s cultural and heritage sector asoutlined in the following paragraphs.

Examples of significant external investmentsecured via Lottery in the arts, sport, leisure& entertainments impacting on theeconomic climate in Ipswich over the past 5years include:

Arts£50k for Waterfront light waves project£15k for Atrium Studios incubator space

for creative industry£100k for Doctor Who Crash of the Elysium

Immersive Theatre production£50k Ipswich Arts School development£420k for New Wolsey Theatre to remodel

the backstage area

Sport£500k for Sports Hall at Suffolk New College£1m for development of Gymnastics

Centre at Gainsborough£150k for development of Tennis Courts at

Christchurch Park

Leisure & Entertainment£10k for Gipping Angling Preservation

Society£195k to provide access to community

recreation facilities for children withdisabilities

Two Lottery Funding allocations haverecently been awarded£1m to Red Rose Chain for Gippeswyk

Hall project£3.6mto transform St Mary at the Quay into

a Heritage Centre

Christchurch Mansion


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INTRODUCTION AND EXECUTIVE SUMMARY5 ECONOMIC PROFILE AND KEY SECTORS

The Council aims to secure significantcapital funding to re-develop the HighStreet cultural property portfolio includingIpswich Museum, Exhibition Gallery, andIpswich Art School as a cultural destinationof national significance to showcase localartistic talent, redevelop the New WolseyStudio for the performing arts, and launch acommunity learning space with additionalgallery provision for Ipswich Museum.Ipswich Town Football Club (ITFC), sited inthe centre of the town, currently attractsaround 400,000 fans into Ipswich each year.This significantly boosts the local economybefore and after games, particularly inrelation to the leisure, retail and hospitalitysectors. In addition, it is recognised thatITFC’s Charitable Trust plays an importantpart in boosting 16-25 year olds’ economicprospects in Ipswich through initiativessuch as the ‘Team Programme’.The club has an important reputationacross the country and is well recognised bya European, and even global audience. TheCouncil wishes to work with the club toincrease its key role in promoting Ipswichas a regional centre.

ENERGYIpswich is a key economic driver located inthe most diverse energy region in the UK.The town is less than an hour’s drive fromLowestoft, home to the country’s mostsignificant energy enterprise zone, andNALEP have been granted ‘Green

Pathfinder’ status to promote the area’sexpertise in the energy sector. In total thereare 23 offshore and 52 onshore wind farmsat various stages of proposals in the east ofEngland. The scale of potential opportunitythat the renewable energy offers issubstantial. The UK is forecast to be hometo 50% of Europe’s total wind-power growthover the next 15 years.

In addition to wind energy generationmethods mentioned above, the CarbonTrust recently published a report scopingout the potential of marine powergeneration -

“The UK's existing lead in the emergingmarine energy sector would allow thecountry to capture 22 per cent of the globalmarket by 2050, generating around £76bnfor UK plc”

Latest figures show that less than 1.5 % ofthe Ipswich workforce is directly employedin the Energy sector , however, it must be

acknowledged that certain activities e.g.health & safety training and sales andbrokerage may fall under alternativedefinitions, so the ‘real’ percentage may bemarginally greater.

When analysing this sector it is importantto consider the potential that may exist forfuture engagement, whilst recognising thatIpswich is currently on the periphery ofcertain energy sector activity - eg.generation, supply and connection. Forexample, Ipswich is ideally placed to meetthe emerging demand for transport andlogistics, health and safety services, andbrokerage and sales. In this regard theCouncil feels that the Port of Ipswich couldbe a vital player in the supply chaineconomy of the eastern off-shore windprojects, and we continue to work withUKTI to promote the port’s capabilities toas wide an audience as possible. The Port ofIpswich has an impressive array of servicesand significant capacity to meet a range ofcommercial demands which could supplymaterials to locations such as Yarmouthand Lowestoft, who will be directly involvedwith offshore energy generation.

A rapidly emerging sub-sector of the broaderenergy landscape is commercial energybrokerage. Ipswich is home to two of theUK’s most dynamic energy brokerage

companies, both Haven Power and SmartestEnergy offer energy brokerage services tocommercial clients nationwide, they areamongst the fastest growing companies inthe Borough in terms of both turnover andemployment. Both companies are aiming tocontinue substantial and consistentexpansion over the next five years.

The Council will work closely with bothSuffolk County Council and NALEP toensure that Ipswich features prominently inany promotional campaigns that aretargeted to secure investment into theenergy sector. Ipswich’s relative size andskills base in terms of professional servicesmeans that the town can provide affordableand high quality support services as theenergy sector expands in the region over thenext 5 - 10 years. The Council will alsocollaborate and support local educationbodies as they work to address the inherentskills demands that the energy sectors’expansion will place on the local economy.For example, the Council has alreadyengaged and is fully supportive of SuffolkCounty Council’s East Coast Energy SkillsImplementation Plan.

Finally the proposed development atSizewell provides plenty of economic andemployment opportunities for the area.


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The education quarter

5SKILLS & EDUCATIONThe Council recognises that in order toremain competitive and attract additionalinvestment the standard of commerciallyrelevant qualifications must keep pace with,and if possible exceed Ipswich’s potentialrivals. The Council will maintain its supportfor the expansion of higher levelqualifications at all sixth form and furthereducation colleges, as well as supportingthe enhancement of the academicreputation of UCS.

In terms of more direct intervention, theCouncil will focus its attention onincreasing the provision and quality ofapprenticeships available to Ipswich’s youthpopulation . UCS is looking to maintain itsimpressive growth over the next five years,with an expected student body in excess of8,000 by 2017. The university has recentlyacquired a 0.76 hectare site on thewaterfront, and is undertaking research andfeasibility studies to maximise returns onthe sites eventual usage.

The provision of post GCSE educationcontinues to improve in Ipswich withstudents able to access a wide range ofvocational and academic courses. SuffolkNew College is aspiring to achieve an‘outstanding’ level of review from peerswithin the next two years for its educationservices. The college offers courses related

to both academic and vocational pursuits,boasting a fully working canteen restaurantstaffed and run by students.

Suffolk One aims to offer the highest qualityof facilities in both academic andtechnically based FE courses. As a resultSuffolk One is attracting high calibreapplicants from across Suffolk, and is nowattracting applications from outside thecounty’s boundaries.

In addition to providing training theseinstitutions also offer services direct tobusinesses. At UCS, the ‘BusinessDevelopment Team’, provides continuingprofessional development courses and alsouse of applied research to provideconsultancy and knowledge exchange withlocal businesses. The focus of activity willremain on cementing the university’s strongreputation in relation to applied research, aswell as trying to increase the volume ofinternational students attending theuniversity. It is envisaged that attractinglarger number so of overseas students willhelp to stimulate potential inwardinvestment, as visiting students may decideto settle and establish businesses in thelocal economy.

UCS is committed to maintaining itsexcellent relationship with local business,and is intending to focus on further

enhancement of the creative sector andbusiness support services such as TheEastern Enterprise Hub – thus ensuringthey are at the heart of a trulyentrepreneurial town. In recent yearsIpswich has also seen the development ofnon-traditional education courses forexample the School of Social Entrepreneursat the Eastern Enterprise Hub.

The Council is keen to see the skills base ofIpswich’s labour force reflect the sustainedtrend of the UK becoming a strongknowledge based economy. The Councilwill identify innovative and effectivemethods of training and development toenhance the competitiveness of the localknowledge economy. The Council perceivesthat in order to deliver these objectives wewill need to enter into partnerships withestablished education and trainingproviders, as well as local businesses andtheir respective trade and membershiporganisations such the Ipswich Chamber ofCommerce and the Federation of SmallBusiness.

However the recently publishededucational attainment figures at both KeyStage 2 and GCSE levels show thechallenges in this area for the wider Countyand for Ipswich.

ECONOMIC PROFILE AND KEY SECTORS


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INTRODUCTION AND EXECUTIVE SUMMARY5 ICT AND CREATIVE Ipswich has a diverse array of smaller firmsengaged in Information andCommunication Technology (ICT) and thecreative industries, with a notable strengthin the areas of digital marketing andsoftware development. Several of the latterhave close links to Adastral Park on theeastern edge of the town.

Both f urther education facilities in Ipswichrun a wide range of courses related to thecreative industries sector including: Art,Media Studies, Photography, MusicTechnology, Performing Arts, as well asvarious beauty therapy courses. UCSdelivers Film, Graphic Design, GraphicIllustration and Dance courses. In addition,one of UCS’s distinctive courses is focusedon computer gaming design, offeringcourses in, Computer Game Design,Motion Graphics and Photography.Combined, these educational courses willsignificantly contribute to ensure Ipswich’screative graduates will enter the workplacewith highly valued, sector relevant skills.

The following chart demonstrates thesignificant role that Ipswich plays in termsof the overall creative sector in the county.The majority of these jobs are related tosoftware consultancy and supply.

The Confederation of British Industry (CBI)recently published a blueprint for thissector’s growth, highlighting it as a potentialdriving force in the UK’s emergence fromrecession. This report stressed amongstother factors the crucial part that a suitablyqualified labour pool will play, particularlyin the field of digital marketing andadvertising, and also computer gaming, inwhich the UK is the biggest developer inEurope. As outlined in the previousparagraph, Ipswich already offers a diverseand high quality range of educationalcourses in creative and particularly digitalcreative fields. The Council will take anactive role in support of further efforts todevelop and promote these strengths to aswide an audience as possible.

The Council will encourage and supportcreative industries to supplement andenhance the retail and cultural economy.There is evidence to suggest that one of thekey factors restricting more rapid expansionof the creative sector in both Ipswich andSuffolk has been a comparative lack ofshared creative space. The Council hasalready provided £10,000 funding to UCS’sAtrium facility, which is specifically aimedat providing low cost shared office andstudio space for the creative sector. BT at Adastral Park

ECONOMIC PROFILE AND KEY SECTORS

2500

2000

1500

1000

500

0

Babergh

Forest Heath

Ipsw

ich

St Edm

undsbu

ry

Mid Suffolk

Suffolk Coastal

Waveney

Chart showing comparative volume ofemployment in the creative sector in Suffolk


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Stunning Waterfront

6The Council is continuing its efforts toattract significant investment anddevelopment projects, includingregeneration of key sites / areas such as thewaterfront. The Council will also be seekingsignificant capital investment to redevelopthe area around the High Street and themuseum as a nationally recognised culturaldestination. The following paragraphsoutline significant developments that areeither underway, or hold potential for largescale investment, leading to job andhousing creation. The realisation of theseprojects is largely dependent on theconfidence of the private sector to invest,but the Council will examine proposalscarefully where there is a clear opportunityto lend appropriate support and advice.

The Council will promote the town’scurrent economic strengths and expertisein its established sector make up, and thepotential of the town’s envisaged growthsectors. We will with the County Council,NALEP and UKTI to ensure that Ipswich isrecognised as an attractive inwardinvestment location at a regional, national,and international level.

IPSWICH - EAST ANGLIA’SWATERFRONT TOWNIpswich is a town that is focused on itspotential for growth, and has already taken

steps to ensure the necessary infrastructure,cultural and recreation facilitates, and firstrate educational institutions are in place toenable sustainable expansion.

The Council is seeking to capitalise on theunique appeal of the waterfront area, whichhas undergone such a dramatictransformation over the past ten years. Aswell as UCS main campus building on thewaterfronts’ eastern edge the waterfrontfeatures a highly attractivepart-pedestrianised marina, with manycafes and restaurants. It is acknowledgedthat there are several developments whichneed to be completed in order to realise the

entire regeneration project. This strategysupports the Council’s aspiration forIpswich to become both a renowned touristdestination and centre for educationalexcellence.

The Council adopted a Town CentreMasterplan in 2011 which incorporates the‘Waterfront Town’ ambition within it. Morerecently the Council has supported a bid ledby Ipswich Central to win the government’sPortas related X-Fund competition.

There are on going efforts to attractinvestment to this area of town, with thescope of potential development extendingto significant projects on the periphery of

the waterfront area. The current owners ofthe port – Associated British Ports haveinvested in excess of £26m, (mainly onenhancing commercial assets andequipment at Cliff Quay and the West BankTerminal), in expanding the port facilitiesover the past 15 years .

The Council is keen to enhance theperception of Ipswich and believe thefollowing factors are key:

• Regional recognition as an attractivedestination for retail shopping, forbusiness activity and for public authorityadministration

• Nationally and regionally recognisedcentre for educational excellence in termsof both higher and further education

• Regarded and recognised at a nationallevel as a centre for culture, leisure, thearts and entertainment

• An integrated and modern transportationsystem, connecting significant areas ofinterest, business and recreation withinIpswich, as well as rapid and reliableconnections to UK wide transport linksand London

• Attractive and apparent to populationsoutside of the county (and possiblycountry) as a destination for tourism,employment, and education.

FUTURE DEVELOPMENTS


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INTRODUCTION AND EXECUTIVE SUMMARY6COMMERCIAL The site ‘Futura Park’ development onNacton Road is the site of one of the mostsignificant commercial regeneration andinvestment projects in Ipswich.

Aquigen are leading a major 17 hectaredevelopment scheme that will offerbusinesses brand new, purpose built retail,office and industrial space. The first phaseof the project is completed with a 2,415 sqm Waitrose supermarket and a 3,995 sq mJohn Lewis At Home store opening in late2012.

It is expected that these developments willstimulate interest from additional retailinvestors, resulting in a significant numberof new job opportunities. A further 6,130 sqm is available for non-food retaildevelopment, and an additional tenhectares of land has been designated forcommercial employment usage.

The realisation of this development wouldrepresent a major improvement to Ipswich’sretail and general business diversity.

Looking further ahead, local publishersArchant are working in partnership with adeveloper (Wrenbridge) to promote a 1.09hectare site currently known as ‘The Link’.The name alludes to the potential this sitehas to link the existing town centre to thewaterfront, fulfilling a shared aspirationbetween the Council and Ipswich Central.The outline plans include offices, retail,leisure, hotel space and a multi-storey carpark.

Tower Ramparts shopping centre wasrecently acquired and the new owners haveindicated they are keen to keep the centreas a retail hub. The Council continues towork closely with them and Ipswich Centralto try and attract new, exciting, andnationally recognised retail occupants torevitalise the vacant space.

The Council is similarly engaged with theowners of the Buttermarket shoppingcentre to enhance the retail and leisureoffering, with new investors recentlyreceiving planning application to convertthe largest vacant space in the centre,previously occupied by TJ Hughes, into aVue Cinema (scheduled to open in 2014).

EMPLOYMENT LANDThe Council is mindful that differentbusiness sectors need varying sizes of sitesto achieve their development andexpansion objectives. Some sectors arecharacterised by a large proportion of homeworking, while others need large areas formanufacturing, storage and warehousing.Information from the Homes andCommunities Agency indicates that theaverage area of floor space required tofacilitate one full time job variesconsiderably between different types ofbusiness:

• Offices 2 sq m• General Industry 36 sq m• Warehousing & Distribution 70 sq m

It is therefore important that the Council,through its role as a local planningauthority, ensures that an adequate rangeand choice of suitable sites is madeavailable for future investment andbusiness development.

FUTURE DEVELOPMENTS

IP-City Centre


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INTRODUCTION AND EXECUTIVE SUMMARY6PRIVATE HOUSINGAs mentioned earlier, the Council hastargeted the creation of 10,500 dwellings by2027, in line with the overall expansion ofthe Ipswich economy. A key site inachieving this goal will be an area of landthat is commonly referred to as the‘Northern Fringe’. It is envisaged (subject toa completion of the master plan) that thisarea could accommodate up to 4,500dwellings. The Council is keen to maintainIpswich’s excellent offering in terms of therange and comparative affordability of its

housing stock, and believes this is a featurethat will continue to attract inwardinvestment enquiries.

The Council will be undertaking extensiveconsultation as it produces a masterplan forthe Northern Fringe during 2013.

COUNCIL HOUSE BUILDINGThe Council is about to commence the firstcouncil house building programme inIpswich for more than 20 years. To date thisprogramme has focussed on two small sites

and a larger site at Bader Close insouth-east Ipswich. Over time, thisprogramme will involve (amongst otherconsiderations): finding and acquiringsuitable sites/locations; determining thetenure mix; establishing design andconstruction requirements; and agreeingthe financing and sustainability of funds.

The Council is also considering optionsrelating to supporting the local constructionmarket, and drawing up a charter toencourage local firms to offerapprenticeship opportunities to youngerunemployed people in the Ipswich area.Council home building is a medium termobjective, as there will need to beconsiderable consultation, analysis andevaluation in order to progress acquisitionof sites, deliver the individual buildingprojects, as well as any accompanyingemployment charter scheme.

INFRASTRUCTUREThe Council is considering the options fortackling a broad range of infrastructureprojects, including categories such as:transport, broadband, and flood defence.

The Council has set out a clear policy in itsLocal Plan / Core Strategy detailing theprocess for the provision, funding andsupport of community infrastructuremeasures such as schools and education,sports and recreation facilities, and healthcare provision.

FLOOD DEFENCESImproved flood defences will facilitate thedevelopment of land close to the towncentre, which has the potential to increaseprovision of housing, create opportunitiesfor new leisure and recreation facilities aswell as providing additional space forbusiness development. The Council isworking with NALEP to access £6.6m fromthe Growing Places Fund’ to kick-start thefinal stages of this project. This financialcommitment has resulted in £24.5million ofnational Environment Agency fundingbeing allocated (in February 2013) to thescheme so that it is fully delivered by March2016.

FUTURE DEVELOPMENTS

Bader Close

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6TRANSPORTThe upgrade of the rail link betweenFelixstowe to Nuneaton, being undertakenby Network Rail, will allow Felixstowe tocontinue its expansion, and reduce thevolume of additional road freight on theA14, as well as bringing increasedopportunities for Ipswich based business.In addition, Ipswich rail station will benefitfrom the ‘Transport Fit for the 21st Century’scheme including upgrades to bus serviceswhich will improve the station’s appeal andencourage more people to switch to usingpublic transport.

An additional crossing of the river Orwellwould have the potential to ease congestionaround the Star Lane gyratory system, andallow a more efficient flow of traffic fromeast to west when the Orwell Bridge istemporarily closed. However, due toconsiderable funding requirements andother significant outstanding factors, thedeliverability of such a scheme remainsuncertain.

Looking outside the boundaries of thetown, the Council will continue support forschemes aimed at investment anddevelopment for overall improvements tothe A12 (Southbound towards London, aswell as northbound towards Lowestoft) andthe A14 towards Cambridge. In particular

the Council is keen to see significantupgrades to the A12/A14 ‘CopdockInterchange’, which serves as the nexuspoint for East Anglia’s two busiest highwayson the south - western edge of Ipswich. TheCouncil’s and the wider Ipswich businesscommunity’s support for upgrades to boththese major road connections is vital interms of long term efforts to attract inwardinvestment to the town.

BROADBAND One of the Council’s key long term targetswill be to ensure high quality broadbandprovision throughout the Borough. TheCouncil will make every effort along withpartners such as Ipswich Chamber ofCommerce, the Federation of SmallBusinesses and Suffolk County Council tounderstand the needs of domestic andbusiness users in terms of broadbandflexibility and reliability. It remainsimportant that business has confidence inthe timely availability of broadbandconnections and speeds.

CITY DEAL Ipswich was one of 20 towns and citiesaround England given the chance to bid tobecome one of the Wave 2 City Dealslocations. In February 2013 it wasannounced that we have made the nextstage of the process – to develop our ideas

into a full deal between Ipswich and thegovernment. Our Deal, developed inpartnership with our neighbours, theCounty Council, local education providersand the private sector, will be focussed onimproving skills levels locally and inparticular ensuring they are well related tolocal economic needs and that youngpeople get well supported intoemployment.

FUTURE DEVELOPMENTS

The Orwell Bridge


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INTRODUCTION AND EXECUTIVE SUMMARY7REGIONAL GROWTH FUND (RGF)To date, this funding stream has typicallybeen secured by large manufacturing orengineering companies that are looking toundertake multi-million pound projects toprovide large scale employmentopportunities. Ipswich’s businessdemography does not closely align with theRGF’s core criteria.

However, the Council has supported anapplication by Ipswich Chamber ofCommerce to Round 2 of the RGF seekingto secure £1m to support Ipswich small andmedium businesses. This proposal soughtto focus on the objectives of creatingemployment opportunities which may becreated by a broad range of small andmedium sized businesses. Although this bidwas unsuccessful the Council hassubsequently contributed to a similar, butlarger scale bid made by NALEP inconjunction with Suffolk County Councilwhich has secured funds that Ipswich smalland medium sized businesses can access –the Growing Business Fund.

PORTAS PILOTSThis funding stream focused onrejuvenation of town centres, bringingempty shops back into use and offeringlocal consumers a distinctive andcompelling reason to visit the town centre.

Ipswich Borough Council worked closelywith ‘Street Meet’ an association of localtraders and residents predominantlylocated in St. Peters and St. Nicholas Street– known as The Saints. Some funding wassecured to help create a series of themed,high-quality, specialised markets thatwould combine entrepreneurialopportunity with arts and entertainment.

Further Portas related funding streams arelikely to become available such as via theX-Fund (as highlighted previously).

HIGH STREET INNOVATION FUNDIpswich has secured an allocation of£100,000 via the High Street InnovationFund. This fund was awarded on the basisof allowing the Council to offer incentivesand possibly certain types of relief to tradersin order to stimulate and maintain thevibrancy of the town centre.

BUSINESS RATE RETENTIONThe government have introduced businessrate localisation from 1st April 2013.Effectively this means that 50% of any realterms increase in the amount of businessrates collected locally can be retainedlocally. This is intended to help incentiviselocal authorities to support and promoteeconomic growth. The rules are very

complicated and there are also risks to localareas of this localisation (if business rateswere to fall). A ‘Suffolk Pool’ has beencreated where all authorities are workingtogether on the issue and pooling monies -with the aim that some of any increase inlocal money will be collectively invested ineconomic development and infrastructureprovision.

POTENTIAL FUNDING STREAMS

The Saints


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INTRODUCTION AND EXECUTIVE SUMMARY7Over the past two years the public sectorfunding landscape has undergone asubstantial overhaul. From an economicdevelopment perspective, the mostsignificant shift was the closure of RegionalDevelopment Agencies, and the subsequentestablishment of Local EnterprisePartnerships. Taking an even widerperspective - public sector funding at anational level has reduced, and thereforecompetition has intensified for whatfunding is available.

In these circumstances, Ipswich BoroughCouncil will strive to ensure Ipswichreceives its fair share of public sectorfunding, supporting projects that will havea meaningful and positive impact on thetown’s future. This new funding landscapemeans that we will maintain and developour partnerships with the private and thirdsectors, as well as our relations with SuffolkCounty Council and NALEP. NALEP haveemerged as the conduit for a significantnumber of economic development andinfrastructure funding streams flowingfrom central government.

The Council will seek to align availablefunding streams to specific projects that willimprove infrastructure, skills, (particularlythose areas related to our identifiedpotential growth sectors), and enhance

Ipswich as a location for inwardinvestment. The Council will capitalise onopportunities to engage with strategicfunding streams that may be available tosupport cultural and heritage activities fromsources such The Heritage Lottery Fund’sStrategic Framework, Arts Council England,and the Youth and Community Strategy forSport England.

The Council will make an especial effort toidentify funding streams at all levels thathave the potential to support and developlow carbon and green businessdevelopment. The Council has alreadyattempted to attract such funding into thetown via its submission for the GreenInvestment bank.

GROWING PLACES FUNDThis funding steam is administered byNALEP, and looks to provide funding forexisting but stalled infrastructure projects,which will then trigger substantialeconomic growth.

Ipswich Borough Council is confident ofsecuring £6.6m from the Growing PlacesFund in order to kick-start the final phase ofthe upgrade to the town’s tidal flooddefences. A significant proportion of thiswork has already been completed, but theadditional funding is vital in order to

finalise the flood defence project. If thefunding is secured the reduction in floodrisk will encourage the development of anumber of sites within the flood plainwhich could see the creation of 3,980 jobsin a range of sectors including; retail, leisure& hospitality, and business services. Thereduction in flood risk will also facilitate thecreation of an additional 2,400 new homes.

The Willis Buiding

POTENTIAL FUNDING STREAMS


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THE IPSWICH POLICY AREA (IPA)The Ipswich Policy Area incorporates theIpswich Borough Council boundary area,along with the following electoral divisions:Martlesham, Kesgrave, Rushmere StAndrew, Brightwell, Nacton, Purdis Farm,Bramford, Sproughton, Whitton, Pinewood,Copdock & Washbrook, Wherstead,Barham, Akenham, Playford, GreatBlakenham, Claydon and Little Bealings.When these additional areas are included,Ipswich’s population exceeds 157,450.

Ipswich is the centre of economic activityand employment for surroundingsettlements as well as the town itself. Thereis a daily net inflow of 7,700 employees intoIpswich. The Ipswich Policy Area supportsover 80,000 employees. Including therecreation, leisure and retail offering,Ipswich’s economy supports a widerpopulation of over 310,000 with a combinedGVA exceeding £4bn.

Including the recreation, leisure and retailoffering, Ipswich’s economy supports awider population of over 310,000 with acombined GVA exceeding £4bn.

The Ipswich Policy Area’s key industriesinclude Adastral Park facility, which is hometo BT’s UK Research & Developmentdivision, with a workforce of over 4,000.

Other significant private sector Ipswichemployers include, Willis, AXA, RBS, LV=,and the East of England Co-operativeSociety.

IPA Economic Vision:• A thriving Ipswich as a major urban centrewith an improved retail and office offer,expanded range of cultural and visitorattractions and strong focus on thecreative sector

• A focus on the ICT sector based primarilyon the area’s key asset: InnovationMartlesham

• The retention of Felixstowe Port’s status asa European “hub” in the face ofcompetition from London Gateway andthe achievement of significantly greaterlocal advantage i.e. jobs, from its increasein capacity for throughput of containers

• A compelling offer from the sub-region tocomplement the New Anglia LEP’sinitiatives in terms of Energy and Tourism

• A comprehensive offer in terms ofsuitable, available and serviced strategicsites to support growth at the levelrequired, especially in these prioritysectors

• A well co-ordinated plan for businesssupport and the supply and managementof small business premises e.g. incubationspace, for the SME sector

• Strong partnership working with UCS andthe colleges, to support enterprise andinnovation in these priority sectors and todevelop an appropriate local laboursupply for their expansion

• A credible programme of infrastructureimprovements to ensure the vision can bedelivered

APPENDIX 1


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LIST OF KEY PARTNERSWorking with business owners and businessrepresentatives is beneficial both to theCouncil and its constituents. Engagementbuilds trust in the Council and also ensuresthat the specific needs of Ipswich areaddressed. This engagement will continue asthe strategy is implemented. We will beworking in partnership and also leading onmany projects with our partners:

• Associated British Ports - Owns andoperates 21 ports throughout the UK.• Eastern Enterprise Hub - Actions topromote enterprise and entrepreneurshipwhile increasing the number of businessstart ups and providing excellent enterprisesupport across the East of England. • Ipswich Chamber of Commerce - TheChamber of commerce dedicated to workfor and represent Ipswich businessinterests.• Federation of Small Businesses - Largestcampaigning pressure group promotingand protecting the interests of theself-employed and owners of small firms.• Haven Gateway Partnership - Bringstogether the ports of Felixstowe, Harwich,Ipswich, Colchester and Mistley. Throughidentifying key priorities for the partnershipit actions to develop rail and roadinfrastructure, education and training,tourism and regeneration. • Growth Cities Network - Network of smallercities and large apsirational towns in t he

south east, committed to sharing bestpractice to achieve innovative andsustainable growth objectives• Homes and Communities Agency -National housing and regeneration agencyfor England contributing to economicgrowth by delivering high-quality housingthat people can afford.• Ipswich Central - Aim to provide additionalservices to levy paying members, andimprove the overall presentation andappearance of the town centre andwaterfront • Ipswich Town Football Club - Brandingsynonymous with the Town, significantdriver in attracting additional consumerspending, and prominent communityfocused activities contributing to overalleconomic growth• Job Centre Plus - Provides a wide range ofinformation and services, like benefits,loans to help with finding a job.• Local accountants and solicitors - Due tothe withdrawal of business support servicesin Ipswich we will be working with severalkey partners in local accountancy and lawfirms to develop business support services.• Mid Anglia Enterprise Agency (MENTA) -Aim to support new business start upthrough a combination of one to oneadvice, business skills workshops andnetworking opportunities.• New Anglia LEP - Private-sector led privateand public partnership. Focused oncreating the best possible environment forbusinesses to develop and innovate,

creating prosperity and bringing globalrecognition to our key business sectors.They will be focusing particularly on theTourism and Energy sectors. • Norfolk and Waveney Enterprise Service(NWES) - An enterprise agency that helpsindividuals develop their business ideas.They offer a fully funded professionaladvice, start up business trainingprogramme, and a loan fund specifically foranyone who has been refused businesscredit from a bank. • Suffolk Chamber - Largest independentprivate forum in the county. They work tosupport and represent local businessinterests. They also provide a programme ofnetworking events and key businessservices. • Foundation East - Industrial and ProvidentSociety, providing finance to viablebusinesses that have been refused bankfinance.• Suffolk County Council - responsible formajor services which are providedcountywide. These include education andlearning, business and trading standards,and leisure and culture.• Suffolk Education Business Partnership -Independent educational charity thatspecialises in supporting and developingeducation business link activities. Workingas a central contact point for schools,colleges and businesses they developactivities, programmes and events to enrichthe national curriculum. • Suffolk New College - located in central

Ipswich, offers vocational programs, AS/Alevels, GCSEs, Apprenticeships.• Suffolk One - a new learning centre for 16-19olds in South West Ipswich and SouthSuffolk. It provides a full range of educationand learning courses. • Suffolk Training Advice Point (TAP) -Training department of Suffolk Chamber ofCommerce. It provides an information andadvice service throughout Suffolk. • The Princes’ Trust - Provides practical andfinancial support to the young people whoneed it most. They develop key skills,confidence and motivation, enabling youngpeople to move into work, education ortraining. • UK Trade and Investment - Works withUK-based businesses to ensure theirsuccess in international markets, andencourage the best overseas companies tolook to the UK as their global partner ofchoice.• University Campus Suffolk - BroughtUniversity learning to Suffolk for the firsttime. It is a partnership between theUniversity of East Anglia and the Universityof Essex. • Voluntary sector organisations are veryimportant to the prosperity of the Ipswichas they provide additional support to thoseservices provided by the public and privatesectors. More could be done by theseservices to provide employment andtraining opportunities for long termunemployed.

APPENDIX 2


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APPENDIX 3

WHAT IS ‘TRAVEL IPSWICH'? (Formerly 'Ipswich - Transport Fit forthe 21st Century’)Travel Ipswich is a major transport schemeaimed at improving the way that everyonecan travel around Ipswich. Theimprovements will support futureemployment and housing growth in thetown.

The project aims to provide more travelchoices for users of the town, allowing themto make a change to other types oftransport, including walking, cycling or bus.The scheme consists of:• Refurbished and improved bus stations • An electronic bus information system withdisplays at bus stops

• A centralised computer controlled trafficsignal system will be provided for the townto get the most efficient use from thetown’s road network

• A system to send updated bus times topassengers via the internet and mobilephones

• Detailed programme of improvements towalking and cycling routes and crossingsin and around the town centre

• A programme of travel planning forpeople at work, home and school toencourage travel without the car

• Town centre Wayfinding, maps and signs • Replacement of Civic Drive/Princes Street

Roundabout with traffic signals andremoval of subways

WHY ARE WE IMPLEMENTING THESCHEME IN IPSWICH?Over the next 15 years the Ipswich area ispredicted to face growth in housing andemployment. It is predicted that traveldemand will increase by 15% by 2021. It isnot possible to provide road capacity withinthe town centre to cope with this growth.This scheme intends, in partnership withthe ‘Fresh ways To Work’ scheme, toencourage non car travel so that althoughthere will be an increase in travel needs inIpswich, traffic levels will remain as theywere in 2011.

HOW MUCH WILL THIS COST THECOUNTY COUNCIL?The project will cost £21.5million, with themajority of the funding coming from theDepartment for Transport (£18.3million)with Suffolk County Council providing£2.5million and other sources, includingdeveloper contributions and IpswichBorough Council, providing the balance.

WILL THIS EASE CONGESTION INTHE TOWN CENTRE?The project does aim to limit congestion inthe town by introducing an updatedcomputer system to control the traffic

signals to improve the flow of the traffic andby offering real alternatives to the car. Forexample, by offering improved walking andcycling routes and bus priorities atjunctions. The aim of the project is that by2021, despite an approximate 15% increasein travel needs there will not be an increasein congestion.

HOW LONG WILL THE PROJECTTAKE TO ROLL OUT?The construction work on the project hasalready begun, with completion expected inthe summer of 2014. The long time scale isbecause the project will impact on variousparts of the town centre and we want toensure that the work is sequenced so that itkeeps disruption down to a minimum.

WHAT ROADS ARE AFFECTED BYTHE PROJECT?A number of roads in the town centre areawill be affected by the works. There will be:• major works at the junction of Civic Driveand Princes Street.

• works around both bus station locationson Crown Street and Friars Street.

• some works along Museum Street, PrincesStreet, Upper and Lower Brook Streets,Upper Orwell Street, Fore Street, PortmanRoad, Handford Road, St Nicholas Streetand St Helens Street.

WHAT WILL BE THE EFFECT ONMY BUSINESS?This scheme aims to accommodate theincrease in travel needs in the town byusing other travel options rather than thecar. It aims to encourage more people to getinto the town centre. There will inevitablybe some disruption during the works butthe overall effect should be positive.

HOW DOES THIS SCHEME RELATETO OTHER MAJOR PROJECTSPROPOSED IN THE TOWN, SUCHAS TESCO?If the new Tesco Store is constructed it willprovide part of the funding for the schemeincluding provision of walking and cyclingroutes alongside Grafton Way in front of thenew store, which will connect to plannedroutes to the station and the town centre.

HOW WILL THIS PROJECT HELP TOINTEGRATE THE TOWN CENTREAND THE WATERFRONT?The new walking and cycling routes are designed to provide better routes from thetown centre to the waterfront and theeducation quarter of the town.


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HOW DOES THIS PROJECT RELATETO THE IPSWICH TOWN CENTREMASTERPLAN, IN PARTICULAR THEBOROUGH COUNCIL’S DESIRE TOCOMBINE THE BUS STATIONS?The Town Centre Masterplan is a long-termvision for the town centre. It isacknowledged that there is a desire tocombine the two bus stations in the future.This is unlikely to happen in the short termand the scheme proposals aim to improvethe bus stations and provide real timeinformation for passengers prior toimplementation of the Masterplan.

WHERE DO I GO FOR MOREINFORMATION OR TO PROVIDEFEEDBACK?• Keep checking back to the website • Email us - [email protected] • Write - Economy, Skills and Environment- Transport Strategy, Suffolk CountyCouncil, FREEPOST, NAT 18364, IpswichIP1 2BR

• Phone - 0845 606 6067

APPENDIX 3


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APPENDIX 4


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APPENDIX 5


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The Town Centre Master Plan provides aview of what Ipswich Borough Council andstakeholders agree is the way forward toachieve an enhanced town centre inIpswich. The 15-year plan has an end dateof 2027. It complements the adopted CoreStrategy and Policies Development PlanDocument and other relevant policydocuments.

The Plan is not a statutory document but itshould be taken into consideration when

the Local Planning Authority considers anyplanning applications for the Plan area.

The aim is to enhance, remodel anddevelop the town centre, delivering aprogramme of regeneration and renewalwhich builds on the aspirations to be aregional centre for shopping and culture.The intention is to achieve this aim throughthe following: -

• encourage and promote the re-shaping ofthe town centre so its orientation extendsmore north to south

• an additional 40,000m2 shopping floorspace between (1) the Waterfront and thetown centre (Merchant Quarter) (2)northwards extension of Tower Rampartsand (3) Tacket Street car park west of CoxLane

• actively promote new developmentswhich provide a range of unit sizescreating a greater variety to meet demandsin the retail market

• creation of street networks which promoteleisure shopping and are attractive andconvenient for all pedestrians

• ensure that developments are cohesiveand assist in the creation of a clean, safeand user-friendly town centre

• promotion of a “café culture” bypermitting more food and drink uses inthe heart of the town centre and promote

the development of a safe andfamily-friendly night-time economy

• an improved open air market • concentrate any large scale officedevelopment in the Ipswich Village/Portman Road areas

• promotion of residential development,particularly family units, throughout thetown centre. Any such developmentshould create a safe, secure and friendlyenvironment adequately balancing theneeds of residents and businesses toimprove quality of life for all and supportgrowth

• residential-led mixed-use development onthe Cox Lane car park east of Cox Lane(formerly known as the “Mint Quarter”)

• implementation of the Ipswich MajorScheme for transport improvements in sofar as it does not compromise otherobjectives

• provision of a series of medium-sizeshort-stay multi-storey car parks at TacketStreet, Merchant Quarter, West End Road,Waterfront (east) and Crown car park

• improve bus access to the central area• relocation of the two bus stations to asingle bus station on the Tacket Street carpark and creation of enhanced satellitebus stops strategically positioned aroundthe town centre

• improved cultural and leisure facilities,enhanced Museum & Arts Hub (High

Street) and an arena/conferencing facility(Education Quarter on the Waterfront)

• improve links for pedestrians between theWaterfront and town centre

• improve the comprehensive pedestrianinformation and wayfinding system, WalkIpswich

• make Star Lane more pedestrian- friendlyand easier to cross

• extend pedestrianisation• incorporate quality open space within allnew development

• enhance the look and use of public spaces(including Cornhill) throughout the towncentre

• implement tree-planting schemes toimprove the street scene throughout thetown centre.

Sustainability is key to the development ofthe town centre in the future, providing ahealthy and vibrant environment forbusinesses and retailers as well as anattractive place for people to enjoy.

The delivery of the majority of these will bedriven by the private sector but the Councilhas an interest in some of the sites and iscommitted to delivery of the proposals inthis Master Plan. It will be active in thepursuit of these objectives and will alsoconsider Compulsory Purchase to unlockdifficulties.

APPENDIX 6 - TOWN CENTRE MASTER PLAN EXECUTIVE SUMMARY


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Building A Better Ipswich’ - The Council’sCorporate Plan, February 2012, Theme 1, KeyActivity C.

Ipswich Borough Council’s Core Strategy -Employment Figures, Policy CS13.

Ipswich Borough Council’s Core Strategy -Policy CS7.

Council’s Further Topic Paper on EmploymentFigures May 2011

Insolvency New-article 2nd Apri-based on BDOStudyhttp://www.insolvencynews.com/article/13764/corporate/business-failure-rates-to-rise-10-over-next-two-years

PriceWaterhousCooper - UK Economic OutlookMarch 2012, UK Economics Prospects

Office for National Statistics, ‘BusinessDemography 2010’ data, relating to VAT/PAYEregistered enterprises

Office for National Statistics, ‘BusinessDemography 2010’ data, relating to VAT/PAYEregistered enterprises

ONS - Proportion of people who are selfemployed - local profiles - Employment - Oct2010 - Sept 2011:

ONS - Proportion of people employed in thepublic vs. private sector - local profiles-

Employment -Oct 2010-Sept 2011:

Centre for Cities - April 2012 Labour MarketUpdate

ONS - Unemployment Rates - local profiles -Employment-Oct 2010-Sept 2011

Associated British Ports - ‘Port of Ipswich’ -Mike Seller

See Ipswich Cultural Strategy 2011-14

See Transport Fit for the 21st Century

Futura Park 2012 -http://futura-park.com/

Bizeast - December 16, 2011 Article -http://www.bizeast.co.uk/index.php?option=com_content&view=article&id=846:new-owner-set-to-revamp-ipswich-shopping-centre-&catid=42:property-a-construction-news&Itemid=440

Employment Densities Guide (2ndEdition)-2010

ONS Annual Business Inquiry - 2008

Driving the Haven Gateway Forward - 2010

http://www.abports.co.uk/

NALEP-Cultural Impact Analysis 2011 - p9 -‘Wider Economic and Visitor Impact’

NALEP-Cultural Impact Analysis 2011-p8 ‘WiderEconomic Visitor Impact’

Suffolk County Council-Skills for the FutureStrategy -2011-13, p25-‘Skills in Hospitality andTourism’

Suffolk County Council-Skills for the FutureStrategy -2011-13, p25-‘Skills in Hospitality andTourism’

Colchester and Ipswich MuseumService-‘Creating a Centre of CulturalExcellence in Ipswich’ - 2012

East of England Tourism Board-‘Summer Study2010’27EEEGR - East if England Energy Group2012http://www.eeegr.com/the-energy-region.html

EEEGR - East of England Energy Group - ‘WindPower’ 2012http://www.eeegr.com/wind-power.html

Offshore Renewables - Unlocking the potential,Institute for Civil Engineers, Paper 2

http://www.businessgreen.com/bg/news/2046973/carbon-trust-uk-marine-energy-sector-worth-gbp76bn-2050

Suffolk County Council: District Profile Ipswich-ABI 2008

Sector Research for Suffolk county Council,Gavurin, March 2010, p.16

Creating Growth- A blueprint for the creativeindustries - CBI, 2010http://www.cbi.org.uk/pdf/20100723-cbi-creating-growth.pdf

Level Up - Building a Stronger Games Sectorhttp://www.nesta.org.uk/library/documents/Level-up.pdf

Creative for the Future - Suffolk Chamber ofCommerce - August 2011, p5

REFERENCES

Documents

ipswich economic development strategy 2013 - 2026 · 3 Ipswich Economic Development Strategy 2013 - 2026 7 In the ‘More Enjoyable Ipswich’ theme of the corporate plan, recognition