Our clear vision for the future

Nov 29 2002 By Alistair Arkley, The Journal

I suspect that if anyone five years ago had forecast that every significant interest within the Tees Valley would come together to produce an organisation able to develop a vision for the future of our area - and then to begin to turn the vision into reality - they would have been greeted with a degree of scepticism!

Yet that is exactly what we have achieved in the Tees Valley. We now have an effective partnership which brings together the business, public and voluntary sectors in a shared commitment to deliver a better quality of life and greater opportunities.

We began with defining our vision for what we believe the Tees Valley can become in the 21st century - a highly skilled, diverse, globally competitive sub-region able to respond to changing economic conditions, creating a healthy environment and giving everyone the opportunity to fulfil their potential.

At the time we launched the first stage of our study I described it as a once-in-a-lifetime chance. I am pleased to say I believe we are well on the way to grasping that chance.

The reason I say that is because, not only is there a renewed spirit of enthusiasm and optimism within the Tees Valley itself, but we now have the resources we need to make the kind of fundamental, economic, social and environmental changes identified.

The bold decision by One NorthEast to delegate significant responsibilities, and resources. to sub-regional partnerships such as the TVP is, I believe, one of the most important developments we have seen in the region for many years. I certainly cannot recall another single event which has generated so much genuine and strategic collaboration between so many different interests.

It has brought to an end the past practice of different agencies planning their programmes in isolation, and often in competition. Now there is a genuine will to work together.

That decision by One NorthEast to put their faith in local people means the partnership has been able to develop a three-year action plan, backed up with almost £70m of resources allocated to us.

I would not claim that we can solve all of the challenges we face in the next three years but I do believe that we can make a significant start on the kind of strategic initiatives we need.

A wide range of agencies and interests act as the `delivery arms' of the partnership, including the Tees Valley Urban Regeneration Company which I believe is a tremendous boost to the area, with its role of attracting the major private investment we need for some of our really big projects such as Middlehaven, the North Bank of the River and future transport developments, including both Teesside International Airport and a light rapid transit system.

The board of the regeneration company includes a range of impressive individuals, all committed to the area.

Of course, it would be a nonsense for the Tees Valley, or any other sub-region, to ignore the wider aspirations for the North-East. Indeed I believe that the Tees Valley as a whole must be a fully committed regional `player.' Our centres of excellence such as Wilton and the Middlesbrough/Teesside University Digital City project are recognised as key regional resources.

At the same time we must be fully involved in regional `flagship' projects such as the Newcastle/Gateshead European City of Culture bid and the warship contract campaign.

I certainly believe the key themes of our action plan reflectpriorities set out in the Regional Economic Strategy.

These include:

* Creating wealth by building up a diversified, knowledge-based economy, through developments such as a speciality chemical park at Wilton, the `Digital City' project in Middlesbrough - and exploiting opportunities in environmental fields, such as renewable energy and waste recycling.

* Establishing a new entrepreneurial culture through encouraging new start-ups, improving the survival rate of SMEs and developing business `incubators' with access to broadband facilities.

* Building an adaptable and highly skilled workforce and raising the aspirations of young people through projects such as a Tees Valley Enterprise Academy and extending bursary schemes to enable more young people to stay on at college.

* Placing universities at the heart of the regional economy by extending the outreach work of our universities and increasing collaboration by further and higher education providers, including a new Centre of Excellence in Healthcare.

* Meeting 21st century transport, communication and property needs through redevelopment of the Tees corridor, expansion of the Queen's Meadow Business Park in Hartlepool, exploiting Darlington's position as the area's `gateway' and pursuing the possibility of a light rapid transit system for the area.

* Accelerating the renaissance of the Tees Valley through initiatives to revitalise Middlesbrough and Billingham town centres, building on Hartlepool's role as a visitor destination, maximising opportunities for Guisborough as a market town, extending the rural programme in East Cleveland, and providing strategic support to the Police.

It is an ambitious programme with equally challenging targets - creating more than 3,000 new jobs, 700 new businesses and 9,000 new learning opportunities for local people.

I believe that, given the clear unity of purpose which is now felt throughout the area, we have a partnership which can meet those challenges.

* Alistair Arkley is chairman of the Tees Valley Partnership