Microsoft word - annex 1.doc

Start: 21st July 2010
End: 21st September 2010

Table of Contents

Foreward ………………………………….….3 Executive Summary.5 Questions.7 Your Views.8 How to Respond.9 Next Steps.9 Annex A – List of consultees.9

This Economic Development Strategy sets out our ambitions for the PUSH
area in the light of substantial changes to the economic and policy
environment since we developed our previous strategy.
Our fundamental ambitions have not changed. We wish to see a more
prosperous future for the residents of South Hampshire. We wish to see
everyone sharing in the benefits, with reduced levels of deprivation and
increased levels of labour market participation. We wish to see our cities fulfil
their potential as engines of economic growth and we wish to see the sub-
region becoming an even greater place to live, work and do business, offering
a fantastic quality of life. In order to deliver this, our strategy is centred on
sustainable development, on ensuring the quality of life which we value so
highly is enhanced and enriched, not jeopardised.
However, the context has changed. The recession has led to more of our
residents becoming unemployed. It has created substantial challenges for
both public and private sector investment both now and in the future. The
change in Westminster government has changed the public policy
environment. Whilst these changes could be seen as challenges, we see
them as opportunities. They have forced us to look at how we work in this
sub-region and how we can do things more efficiently. We must work
together, pool our resources and align our priorities around a common
agenda. We already have a track record of doing this in this sub-region. We
are not starting from scratch, we are already ahead of the game.
We therefore believe we can deliver higher levels of growth, we can deliver
more and better for less, we can grasp the opportunities afforded to us
through the changes being proposed by the Coalition. Central to our strategy
is taking action to be innovative in how we deliver and fund activities. Central
to our strategy is joining up the public and private sectors to work together.
Central to our strategy is using the assets we already have in the sub-region;
our people, our world class businesses; our universities and our fantastic
natural environment.
We have identified the areas of our economy where we need to invest and
focus our efforts. Those sectors where we have great specialisms, world class
innovation and skills and opportunities to drive economic output, those sectors
which will underpin employment growth and create opportunities for our
residents to access jobs and those sectors which are fundamental to South
Hampshire offering a high quality of life.

We have also identified a series of transformational actions to ensure we do things differently and better than other areas, in order that we can deliver additional and more sustainable growth. We will ensure we have a well skilled and engaged labour market, we will invest in our cities, we will support our key sectors and we will continue to explore new ways of working together.
Councillor Seán Woodward
Partnership for Urban South Hampshire (PUSH)

Executive Summary

Much has changed in the economic context within which business and other
employers in the PUSH area operate since PUSH developed its first
economic development strategy. The environment in which the public sector
is operating has also changed substantially. It is time to consider in what way
PUSH needs to do things differently in the future.
We have reviewed the economic evidence. This has identified:
1. The need to continue to invest to close the gap with South East and ensure
prosperity for the residents of PUSH. The challenge we set ourselves
previously is still valid.
2. The need to support the cities to fulfil their potential as engines for economic growth in the sub-region. 3. The need to address the impact of the recession and create jobs to tackle unemployment, as well as seeking to increase productivity. This is a notable change from the context in which the first Economic Development Strategy was drafted when unemployment was close to its lowest point in the last economic cycle and labour market indicators suggested a fairly tight labour market, albeit with some room for improvement compared to benchmark areas. When looking forward, projections paint an undesirable picture of the South Hampshire economy in the future. Persistently high levels of unemployment as a result of rising population without sufficient employment growth will bring pressures on public services. In addition, our relative performance with the South East is likely to worsen again. If we are to achieve our ambition we must seek to do things differently. We have a fantastic opportunity to do this. We are already ahead of the game. Whilst there are challenges, we have cause to be confident that we can deliver a brighter future. We have already achieved successes. We have demonstrated that we can bring people together around a common strategy. This has already enabled us to support the economy more effectively, with some encouraging signs in terms of our recent economic performance. We have already established a multi agency Employment & Skills Board among other examples of collaborative working. The proposed changes in the way economic development support is delivered through local and sub-regional partnerships align well with the way we are already working. We will therefore embrace these changes and ensure they can be used to prosper South Hampshire. We have therefore set out a vision for the future which includes a higher level of employment in the sub-region and greater levels of participation among our workforce so that the benefits of growth are open to our residents. This is a vision of a more sustainable economic future that utilises the assets we already have in the sub-region. It will build on our key sectors, on our resident population, on our world class businesses and on our existing institutions. We have developed a strategy that is aligned to the circumstances in which we now find ourselves. Collaboration and partnership working has always been our strength. We will build on this in the coming years to ensure that whilst the financial resources at our disposal will be reduced, we can be innovative and creative in driving efficiencies and ensuring delivery. In particular we have identified seven transformational actions to achieve our ambition: 1. Leading on employment and skills – our brighter future is based on a skilled workforce that can underpin higher levels of growth and ensure our residents are engaged and suited to the jobs that are created. 2. Supporting the growth of our cities – ensuring our cities fulfil their potential as drivers of a sustainable and growing economy. 3. Ensuring sites and premises to facilitate growth – making sure we can accommodate the growth we are striving for by prioritising investment in the most important areas. 4. Establishing a single inward investment and place marketing function – to ensure we use resources efficiently to attract new businesses to the sub-region. 5. Developing our world leading sectors – to ensure we continue to be recognised as a leading location for marine, aerospace and advanced manufacturing. 6. Strengthening innovation networks to drive productivity growth – ensuring innovation and knowledge lies at the heart of our economy. 7. Driving innovation in delivery and funding models – ensuring that creative and innovative delivery is at the centre of all that we do.
Organisation (if applicable):

Q1. A future vision for PUSH is to create more local jobs and better jobs
for local people.
Do you support this statement?

Q2. Prioritising support for and building on our key sectors and assets
that exist in the area is important.
Do you support this statement?

Q3. We must make sure we do all we can to secure our ambition for a
high quality of life for residents, workers and visitors. This will require
us to ensure that new developments contribute to the quality of the
place and that we protect and enhance our important natural assets,
such as the coastline and nearby national parks.
Do you support this statement?

Q4. PUSH's policy is to maintain a supply of homes to support the
housing needs of local people in the area. This includes meeting a
shortage of quality housing across all housing sectors and increasing
access to affordable housing.
Do you support this statement?

Q5. To support the growth of our economy it is vital that we facilitate the
development of appropriate sites and premises. This will require us to
align our planning functions and infrastructure and site investments to
our overarching strategy.
Do you support this statement?

Q6. The Economic Development Strategy identifies 7 transformational
Do you support these actions?


Your Views

We welcome views from all interested parties including, the local community,
businesses, key agencies, the voluntary sector, the Higher and Further Education
community and others. A list of those organisations and individuals consulted is
at Annex A. Please tell us if you know of other parties who would be interested in
receiving this consultation. Copies of the Draft Economic Development Strategy
and supporting documentation can be found at:
How to Respond
When responding please state whether you are an individual or representing the
views of an organisation. If you are responding on behalf of an organisation,
please make it clear who the organisation represents, and where
applicable, how the views of members were assembled

The responses must be submitted by 21st September 2010 and can be
submitted either via:
1. Letter

The PUSH Office
54a High Street,
PO16 7BG
2. Completing our online questionnaire

Next Steps

The outcome of this consultation will help inform the development of the
Economic Development Strategy, and a final draft will be presented to the Joint
Committee in November 2010.
The new Strategy (when agreed) is likely to be adopted in 2011.
Annex A – List of consultees

1st Saxon-Clenmay Ltd BDML Connect Ltd A2Dominion South East Bishops Printers Ltd ACW Technology Ltd Blaze Construction Ltd Blue Arrow Catering Ltd Advanced Resource Managers Ltd Affinion International Bon Voyage Travel & Tours Ltd Allied Healthcare Ltd Brazier Construction (A Division Of Kier Regional Ltd) Allied Irish Bank (GB) Brook Street (UK) Ltd Amiri Construction Ltd Brymor Contractors Ltd Apollo Fire Detectors Ltd Business Post Ltd Associated British Ports Business Southampton C & D Technologies (UK) Ltd BAE Systems Intergrated System Technology Cavendish Ship Stores Ltd Barfoot Farms Ltd CEMEX UK Marine Ltd Barratt Homes West Chamber of Commerce Barton Peveril College Chemring Group Plc Chesapeake Branded Packaging Havant Borough Council Claremont Group Interiors Ltd Cleansing Service Group Ltd Homes and Communities Agency Condor Logistics Hampshire Economic Partnership Connaught Environmental Ltd Hermitage Housing Highbury College Highwood Construction De Vere Grand Harbour Deloitte & Touche LLP Hughes & Salvidge Ltd Huhtamaki (UK) Ltd DP World Southampton Draper Tools Ltd ICS Cool Energy Ltd Drew Smith Group InterCash Bureau de Change Ltd Inward Investment Board Institute of Directors Dyer & Butler Ltd Isle Of Wight College EADS Astrium Ltd East Hampshire District Council ITS Maritime (UK) Ltd Eastleigh Borough Council Eastleigh College Kenwood De Longhi Ltd Eaton Hydraulics Ltd Kitsons Thermal Supplies Ltd EMCOR Facilities Services Ltd Kongsberg Maritime Ltd Environment Agency Lambert Brothers Haulage Ltd Lawton Communications Group Ltd Employment and Skills Board European Metal Recycling Ltd Lift & Shifts Skip Hire Ltd Fareham Borough Council Lockheed Martin UK Integrated Systems Federation of Small Business Local Strategic Partnership - Isle of Wight Femcare-Nikomed Ltd Local Strategic Partnership - Portsmouth First Hampshire Ltd Local Strategic Partnership - Southampton First Wessex Housing Group MacFarlane Packaging First Wessex Housing Group Mainland Market Deliveries Ltd Fortis Insurance Ltd FPT Industries Ltd Mansell Partnership Housing Freight Transport Ltd Marina Developments Ltd Marine South East Marquis Motor Homes GEA Pharma Systems Ltd Matchtech Group Plc GED Sitec Ltd T/A Sitec Geodis Wilson (UK) Ltd Meachers Group Holdings Ltd Geoff Betteridge Meats Menzies Distribution Ltd Microlink PC (UK) Ltd Mitie Property Services (UK) Ltd Gosport Borough Council Mitie Property Services (UK) Ltd Grainger Estates Molex Premise Networks Gunwharf Quays Management Ltd Morgan Ashurst Plc H & S Aviation Ltd Hampshire County Council National Apprenticeships National Housing Federation Skills Funding Agency New Forest District Council Silverdell (UK) Ltd Newsquest Hampshire Nice CTI Systems UK Ltd Snows Motor Group Ltd Solent Skills Quest Norwest Holst Ltd South Coast Port Services Ltd Southampton City College Office Angels Recruitment Consultants Ltd Southampton City Council Oil Spill Response Southampton International Airport Ltd Southampton Solent University Southampton Voluntary Services Southern Co-Operatives Ltd Sparsholt College Spectrum Housing Peter Green Furnishers Peter Symonds College St. Vincent College Peters & May Ltd Sumika Polymer Compounds (UK) Ltd Polimeri Europa UK Ltd Supreme Freight Services Ltd Portsmouth Aviation Ltd Swaythling Housing Society Portsmouth City Council TAB Projects Ltd Portsmouth College TAB Projects Ltd Portsmouth Commercial Port Tandberg Television Portsmouth Housing Association Ltd Taylor Wimpey (Strategic Land Manager, Sthn Counties) Portsmouth Water Ltd Test Valley Borough Council Premier Marinas Ltd The Danwood Group Ltd Principal III Ltd The Royal Bank Of Scotland The South Downs College Randstad Employment Bureau Ltd Trant Construction Ltd Turbomeca UK Ltd Red Funnel Group TUV Product Service Ltd Rexel Senate Electrical Wholesalers Ltd Rich Products Ltd University Of Portsmouth University Of Southampton University Of Winchester Roadways Container Logistics Uniworld Communications Ltd ROK Building Ltd Roughton Group Ltd Vear Building Services Ltd Vector Aerospace Helicopter Services Sanderson Multi Channel Ltd Veolia ES Hampshire Ltd Scottish & Southern Energy Plc VT Education & Skills Wallenius Wilhelmsen Logistic UK Warings Construction Group Serco Technical & Assurance Services Warsash Maritime Academy Serenity Holidays Ltd Welling Partnership Property & Construction Williams Trade Supplies Ltd Wessex Lift Co Ltd Winchester City Council Wessex Petroleum Ltd WKB Toyota (Waterlooville) Westminister Dredging Company Ltd Working Environments Ltd Whitegrove Group Ltd Wight Salads Ltd Zurich Insurance Wilding Butler Construction Ltd


The relationship between riverine lithium isotope composition and silicate weathering rates in iceland

Earth and Planetary Science Letters 287 (2009) 434–441 Contents lists available at Earth and Planetary Science Letters The relationship between riverine lithium isotope composition and silicateweathering rates in Iceland N. Vigier , S.R. Gislason K.W. Burton , R. Millot , F. Mokadem a CRPG-CNRS, Nancy-Université, 15 rue ND des Pauvres, 54501 Vandoeuvre les Nancy Cedex, Franceb Univ. of Iceland, Icelandc The Open University, Milton Keynes, UKd BRGM, Metrology, Monitoring, Analysis Division, 3 Av. Claude Guillemin, BP 6009, 45060 Orleans Cedex 2, France


Heart Rate Variability : Standards of Measurement, Physiological Interpretation, and . Page 1 of 52 AHA Journals Home « Previous Article Table of Contents Next Article » (Circulation. 1996;93:1043-1065.) © 1996 American Heart Association, Inc. Alert me when this article is cited Alert me if a correction is posted Heart Rate Variability

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