Description
Entrepreneurial barnet the public sector contribution to barnets economy, 2014 2020.
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ENTREPRENEURIAL BARNET
THE PUBLIC SECTOR CONTRIBUTION TO BARNET’S ECONOMY, 2014-2020
September 2014
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CONTENTS
1. Overview 3
2. Our Strategic Objectives 6
3. The Barnet Economy 7
4. Local, Regional and National Policies 9
5. Themes
A. Getting the Basics Right 10
B. A Great Place to Work, Live and Invest 13
C. Skilled Employees and Entrepreneurs 19
D. Improving Access to Markets 25
E. Facilitating Business Growth 28
10. Corporate Social Responsibility 30
11. Ensuring that Everybody Has the Opportunity to Gain from Growth 30
12. Involving Residents, Businesses and Partners 31
13. Measuring Success 32
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Overview
1. A thriving economy which taps into the entrepreneurial spirit of local residents is an important element of our aspiration to be a successful, growing
suburb of a successful, growing world city. Barnet Council and its partners are committed to supporting the economy to grow and to improving living
standards by boosting incomes, opportunities and wellbeing for people in Barnet. This report sets out in more detail what we aim to achieve, and how
we will go about doing it, for consultation. The report focuses principally on the actions to be undertaken by the Council; throughout the Autumn
other partners, including the Police, NHS, Middlesex University and Barnet and Southgate College, will be developing their proposals to add to the
actions set out here ensure that together we deliver maximum benefit for the local economy.
2. The recent recession focused attention on what the wider public and community sectors can do to support local economies and stimulate growth.
While the public sector does not in general create wealth directly, it does have a major impact on the local economy. For example the Council
maintains the roads that businesses rely on to receive and deliver goods; acts as regulator and as the planning authority; and buys goods and services.
Other public sector partners, and acts as a regulator. The public sector, along with the voluntary and community sectors, is also increasingly reliant on
locally generated income for their financial security, meaning that a successful local economy is tied to the longer term success of the public sector
whole.
3. Barnet has a strong economy, based predominantly on significant numbers of small businesses. Although no particular sector dominates, there are a
large number of companies offering business?to?business professional services, and a growing number offering business?to?consumer services such as
IT, construction, and marketing. Many of our businesses are owned by residents, and a significant proportion of our residents (around 40%) work
locally. Businesses are increasingly being run from home which has implications for infrastructure (particularly digital infrastructure) and the kind of
workspace needed.
4. By contrast, Barnet has a much lower than average proportion of large businesses, with the top 50 businesses by employee number accounting for just
a fifth of jobs in the Borough. High demand for land to build housing, and a relatively short supply of industrial and commercial land, mean that Barnet
is likely to remain a small business economy over the medium to longer term. The exception is the development of Brent Cross Cricklewood, which
offers a significant opportunity to create a new business hub for Barnet, hosting businesses of different sizes, including larger national and
international businesses, and headquarters operations.
5. The principal challenge, therefore, is to maintain Barnet’s strength as a base for small businesses, whilst also creating the conditions for sustainable
business growth in the future. As such the Council and its partners have set ourselves the goal of ensuring that:
Barnet is the best place in London to be a small business
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6. Of course there will always be medium?sized and larger businesses in Barnet too. They play an important role in our economy, and many of the things
that are important to smaller businesses are also important to them. Barnet partners are therefore committed to working with the Council’s Joint
Venture partner, Re, to deliver a sustained improvement in Barnet’s ranking on the Local Futures Business Location Index to be within the Top 100 LA
areas in the UK out of 325 (Barnet is currently ranked at 125
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), and the top ten per cent when compared to similar boroughs.
7. Much of the public sector activity that impacts our economy takes place at sub?regional or city wide level . Consequently, fundamental to the
development and implementation will be close and routine working between Barnet Council and neighbouring Boroughs, the London Mayor and the
Greater London Authority, and national government. The recent West London Alliance Jobs, Skills and Growth Programme is an example of this
partnership working.
8. There are five key ways in which partners in Barnet impact upon local economies and which are therefore the focus of this report:
? Getting the basics right. Ensuring that when businesses need to engage with the Council – whether to pay business rates, apply for a license,
or report a problem – the process is as efficient, transparent and painless as possible, and does not create any unnecessary constraints or costs
on running a successful business.
? Stewardship of place. The Council is responsible for maintaining much of the built and natural environment in the borough including many
aspects of our town centres, and so has a big influence on whether Barnet is a pleasant place for businesses and their staff to locate, and an
efficient place to move around. Our regeneration programme alone will create 3,000 jobs directly, and commercial space for 27,000 more by
2030, as well as providing the space and flexibility for further future growth.
? Shaping the labour market. Although the Council has a less direct role in education than in the past, it retains overall responsibility for
ensuring school improvement, and works closely with Barnet and Southgate College and Middlesex University to maintain the high standard
of skills among Barnet residents. By developing a labour market with the skills and behaviours that employers are seeking, and with a strong
culture of entrepreneurship, the desirability of Barnet as a place to start a business will grow and incomes will rise. A healthy workforce will
also be more productive and the Council, through its public health responsibilities, will play a role in promoting this
? Buying goods and services. The Council manages contracts that are collectively worth more than £1bn. Across the whole of the public sector
the figure is much higher, and it is important that local businesses have a fair chance of winning these contracts in a transparent and genuinely
competitive environment. In some sectors, such as domiciliary care, the Council is a main player in the market and must clearly signal likely
future needs so that providers can respond.
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In June 2014
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? Providing or signposting business support services and premises. Traditional economic development activity focuses on the provision of
business support, premises and networking opportunities. While this is not the Council’s primary focus, we do have a role in making sure that
businesses know how to access these services and associated information in a transparent way, and that the Council is informed by a strong
dialogue with the business community that allows us to respond to the changing economic climate in a way that maintains strong growth.
Business creates growth, and we will do what we can to encourage this at every opportunity.
9. If we can get these five areas right, we can give a real boost to local businesses’ chance of success. If we do not, we could seriously hinder
prospects for growth. This consultation draft sets out how we propose to achieve our goal of making Barnet the best place in London to be a
small business, and outlines some of the key actions we will take to meet these objectives.
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Our strategic objectives
Our strategic objectives are organised into five themes, as set out in the diagram below.
Businesses able to
access the support they
need
Connecting businesses
and universities
Local and small businesses
accessing Council contracts
Working with employers to develop a skilled
workforce
Supporting residents to develop the skills to
succeed
Encouraging a culture of entrepreneurship
A healthy workforce
Thriving Town Centres
Excellence in regeneration and growth
Fit for purpose infrastructure and transport networks
Improved Customer Access
Streamlined Regulation and Planning
Facilitating business
growth
Access to markets
Skilled employees &
entrepreneurs
A great place to live,
work and invest
Getting the basics
right
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Context
The Barnet Economy
10. Barnet is the second largest borough in London, with population growth of 16% projected over the next 20 years. It acts as a gateway to the capital by
road and by rail, with both the M1 and two major rail lines providing easy access to central London and the rest of the UK. For people living and
working in Barnet, Central London is only 30 minutes away by tube, and these journey times are set to fall significantly as the upgrade of the Northern
Line is completed in the second part of 2014. Development of major opportunity areas at Brent Cross?Cricklewood and Colindale will create thousands
of new jobs and homes, as well as offering opportunities to upgrade key infrastructure.
11. With a population of 364,000 in 2014, and a labour market that is characterised by a high level of skills, high mobility, and flexibility to adapt to
changing economic conditions, Barnet is in an excellent position to make a significant contribution to the growing local, London, and national
economies. The unemployment rate is currently slightly higher than was the case before the recession, at 5.9% in December 2013 compared with 5.6%
in late 2007. While Barnet as a whole has experienced lower unemployment than the London average during that period, this masks differences
between different parts of the borough, with pockets of significant deprivation and worklessness. Ensuring that everyone in Barnet is able to
contribute to growth, as well as benefit from it by having the right skills, will be a core area of focus for our future approach to developing the
economy.
12. Barnet is varied geographically, with the east of the borough providing attractive and leafy Edwardian and Victorian suburbs, quality parks and green
spaces, and easy access to the green belt and natural beauty of Totteridge. The west of the borough on the other hand is characterised by high growth,
fast change, new investment and development, and a rapidly growing and diverse population as new housing, regeneration and employment
opportunities come to fruition.
13. A detailed analysis of the Barnet economy is set out in a report produced for Re and the Council by Middlesex University
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, which demonstrates that
Barnet’s Business community is characterised by:
? Small businesses: with a particularly high proportion of self?employment. By March 2013
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, Barnet had a higher proportion of micro businesses
(89.7%) than either Greater London (84.8%) or England (82.9%). On the other hand, the largest 53 employers with more than 200 staff represented
21.3% of the total borough workforce in 2008
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. Major employers include Middlesex University, McDonald’s Head Quarters, Pentland Group and
Brent Cross Shopping Centre.
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http://www.barnet.gov.uk/developing-barnets-economic-strategy
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ONS IDBR Business Activity, Size and Location http://www.ons.gov.uk/ons/publications/re-reference-tables.html?edition=tcm%3A77-313744
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NOMIS Annual Business Inquiry (2008)
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? Dynamism: with a high level of entrepreneurialism, demonstrated by an above average number of business start?ups (2,995 in 2012), but also an
above average level of business failures 3,175 in 2012
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. Only 53.1% of Barnet businesses currently survive more than 3 years, compared to 56.2%
for Greater London and 59.7% for England. Ensuring that entrepreneurs have access to the support they need to start well, grow and sustain their
businesses is an important part of our approach.
? High skill levels: Half of residents hold a qualification at NVQ level 4 or above, which is higher than the London or the UK averages. Whilst 39% of
the Borough’s working graduate residents work locally in Barnet (down slightly from 41% in 2001), 56% work in other London boroughs (principally
in Camden, Westminster, the City of London and Southwark).
? Diverse range of sectors: Barnet’s economy isn’t characterised by a single dominant sector. The largest areas of employment tend to focus on
business to business and business to consumer services, including professional, scientific and technical services (PST), retail, health and education,
and property and information communications also featuring amongst the sectors with the greatest proportions of business units.
? Areas of high growth: The biggest growth sectors in Barnet during the past four years have been education (30%), property (25.8%), health
(21.6%) and Professional, Scientific & Technical (PST) (20.3%). During the last recorded year, growth has been particularly strong in the property
(8.5%), production (8.3%) and education (5.8%) sectors. Barnet’s growth in property, education, health, PST and the motor trades sectors has been
particularly strong when compared to the A5 corridor and London as a whole.
? Highly distributed: Barnet is characterised by a number of town centres. The London Plan identifies one major town centre in Edgware, 14 district
town centres, and 15 local and neighbourhood centres.
14. The most recent data suggests that in 2012 there were 65 jobs in Barnet for every 100 residents aged 16?65. Although this ratio is slightly below the
England average of 79, when compared to similar suburban boroughs Barnet has a relatively high level of available jobs: Redbridge has a score of 47;
Enfield 50; Harrow 57; Brent 57; Croydon 58; and Ealing 64
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. Hounslow and Hillingdon have much higher scores due to the presence of Heathrow
Airport. However, as the population of London grows rapidly so the proportion of those working in outer London is likely to grow. That means for
every 100 new working age residents, at least 65 new jobs must be created. Our current regeneration programme delivers capacity for this jobs
growth, but nonetheless maintaining a sufficiently large economic base is likely to need on?going attention.
15. Central Government funding for the public sector in Barnet has been massively reduced since 2010 – savings of £72million have already been delivered
by the Council alone, with a further £72 million needed by 2020. Across the whole public sector in Barnet we need to make £184million savings by
2020 – a reduction of around half of our total budget. Going forward, we will need to ensure that every penny is working hard for people and business
here, including by considering the impact of our policies and spending on the local economy, and local businesses, as a whole.
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ONS Business Demography 2012 http://www.ons.gov.uk/ons/datasets?and?
tables/index.html?pageSize=50&sortBy=none&sortDirection=none&newquery=business+demography&content?type=Reference+table&content?type=Dataset
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Source – NOMIS (2014)
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Local, Regional and National Policies
16. As well as being a partnership document, this report has also been designed to support delivery of the Council’s wider strategic priorities, which are to:
promote responsible growth; support families and individuals that need it; and improve the satisfaction of residents and business with Barnet as a
place to live. The approach also supports plans for the longer?term protection, enhancement and growth of the physical infrastructure of the borough
through the Local Plan.
17. Our efforts to create the conditions in which entrepreneurs can thrive also align with a number of other programmes that local partners are engaged
with, either individually or in collaboration with our partners. These include
? The Job Centre Plus Partnership Agreement, which sets out shared priorities for tackling worklessness, including: Income Support and
Employment Support Allowance recipients; those aged 50 or above; people with health or mental health needs; those with disabilities;
younger people; and the long?term unemployed.
? The Council’s Regeneration Strategy, and in particular the opportunities arising from growth at Brent Cross Cricklewood and Colindale.
? Barnet’s Health and Wellbeing Strategy.
? The GLA’s Healthy Workplace Charter.
? The Council’s existing Skills, Employment and Enterprise Action Plan.
18. Taken together these initiatives reflect the broad approach we take to encouraging growth, and the importance we place on aligning our activity to
pull in a single direction, including focusing on the health, wellbeing and productivity of the workforce, and the relationship between economic growth
and the creation of attractive, liveable spaces.
19. Our approach to promoting enterprise supports both the delivery of the London Jobs and Growth Plan, prepared by the London Enterprise Panel, and
the findings of the London Finance Commission, which makes the case for London to take greater devolution of financial powers from the national
level to London. It also links in to The West London Alliance Jobs Skills and Growth Programme with its three themes of tackling youth & long?term
unemployment, business growth, and matching skills in the labour market with the skills needed by employers.
20. By bringing together these various strategies into a single “story” for Barnet, our intention is that it will be easier for businesses and investors to
understand the public sector’s contribution to creating a supportive, pro?growth environment that creates real opportunities for business and
minimises barriers to economic success.
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THEME A: Getting the basics right
21. All businesses in Barnet will have some level of interaction with local public services, at some point – whether they are paying business rates, have
staff and customers travelling on local roads and pavements, need planning permission to expand, buy parking permits, or have to comply with
environmental regulations. It is therefore important to businesses that these services are efficient, effective, easy to use and do not add unnecessary
costs to business.
22. Many owners of business in Barnet are also residents, and efforts to make Barnet better for business are inherently intertwined with improving our
services to residents. Through our strategic partnership with Capita to deliver corporate services, and our Joint Venture partnership, Re, delivering
development and regulatory services, Barnet Council is committed to ensuring that our business and resident customers see continuous and practical
improvement in our core services, and are able to access those services easily, at a high level of quality, and through channels that are reliable, easy to
navigate, and joined up across different service areas. This mirrors the approach that the Council and its partners are already taking to improving the
way residents and service users access services through the web and a variety of other channels.
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How we will deliver this priority
Strategic
Objective
Outcome Action Timescale
1.1
Streamlined regulation
and planning
The planning system protects
the quality of Barnet’s built
environment and facilitates
development and growth in a
socially responsible way.
Local development documents will be regularly updated to reflect
evolving economic circumstances and to ensure it stays aligned with
our approach to economic growth.
Ongoing
1.2
Advice is clear and accurate,
and planning applications are
dealt with consistently and in a
timely way.
Being clear to prospective developers, about the Council’s
constraints and priorities, to encourage high quality investment and
development proposals which can be navigated smoothly through
the planning process.
Ongoing from
November 2014
1.3
Businesses can choose the
level of service that meets
their needs.
We will introduce a premium one stop shop for dealing with
planning, trading standards, environmental health and building
control offering guaranteed turnaround times, a single named
contact, an admin service and general advice.
Ongoing from
April 2014
1.4
Regulators are firm but fair,
helping willing businesses to
improve and taking action
against those that don’t
We will improve service standards so that our performance on
regulatory services is amongst the best nationally.
Annual measure
1.5
We will simplify processes – for example by introducing a more
streamlined process for renewal of licenses.
By April 2015
1.6
Regulatory systems are easy to
navigate
We will make clear information available about how business need
to engage with and use the regulatory system, with an emphasis on
creating a light touch approach.
By December
2015
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Strategic
Objective
Outcome Action Timescale
1.7
Improved customer
access
Businesses are able to access
information about Council
services easily and at first
contact wherever possible, at
the times that suit them.
We will introduce a dedicated customer contact centre. October 2014
1.8
Introduce online accounts for businesses, to provide a single place
to transact all business with the Council for instance business rates,
licencing and environmental health all accessible in one place.
TBC
1.9
We will Introduce online payment options in key services (e.g.
Planning and Building control)
April 2015
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THEME B: A great place to live, work and invest
23. The economic success of an area is associated with its attractiveness as a place to work and invest, but also whether it’s a good place to live and to
visit. We will focus on enabling businesses and residents to act to ensure that key town centres thrive; regenerating more deprived areas, particularly
along the A5 corridor; and delivering high quality infrastructure (including roads) and public realm. This section is divided into two parts: Town
Centres; and Growth, Regeneration & Infrastructure.
Town Centres
24. Barnet originally developed from the semi?urban hinterland to the northwest of London in the 19
th
century. The large number of town centres reflects
the rural network of villages and small towns that once existed, giving many areas in Barnet a unique “village” feel that is both attractive and
cosmopolitan. However, in common with town centres across the country, Barnet’s town centres have faced challenges in recent years due to a
combination of tough economic conditions and changing shopping habits. The Council has already supported communities in Chipping Barnet, North
Finchley and Cricklewood to develop ‘Town Teams’ to drive improvements locally, and is working with businesses in Edgware. We will continue to
support local businesses and residents to sustain, and where necessary revitalise, their town centres. This section out sets out the range of areas in
which the Council can offer support, along with information on the proposed packages of support available to main, district and local town centres.
The Council’s Area Committees will be invited to make recommendations as to which town centres in their areas should be classified as “main”,
“district” and “local”.
Case studies
High Quality Residential development in town centres
As London’s population increases, it will be important for the supply of high quality and well?designed family homes that are in good locations and
respect the local character, in line with our Local plan, to be encouraged. This includes increasing the number of homes located either in or close to
town centre locations, so that the people living in them have access to quality local services and amenities, and also so there are more Barnet
residents living close to a local centre, using the businesses there, supporting the local economy and employment, and boosting the sense of vitality
and vibrancy in the area.
Examples of the kinds of residential developments that the Council welcomes more of are Gateway House in Whetstone and Imperial Square in North
Finchley, at the site of the old Police Depot. These developments are both good examples of making good use of what has otherwise been under?
utilised space, will result in real and significant new investment in the local economy, and will secure Barnet’s longer term objective of being a great
place to live and the best place in London to be a small business.
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Town Teams
The North Finchley Town Team is an independent group of local residents and business people formed from diverse sectors and backgrounds, working
together to make North Finchley a better place to live and work. They are a group of people who have experience in fundraising, marketing,
community engagement, culture and retail, and will look at any fund (government or private) which will help to bring the ideas to reality. They are
currently in the process of delivering a community hub, also called 10 Grand Arcade, with the aim to enhance and showcase the cultural offer in the
Town Centre, provide space, promote and support emerging businesses and community events
How we will deliver this objective
25. The table below sets out the range of activities that the Council will consider to support town centres. This is followed by a summary of the distinctive
offers available to Main, District, and Local Town Centres.
Strategic
Objective
Outcome Action Timescale
2.1
Thriving town
centres
Diverse, distinctive town centres
with a sustainable mix of retail,
leisure, business and residential
uses
We will identify “major”, “district” and “local” town centres in Barnet,
building on analysis of evidence and the recommendations of area
committees; and refine the offer set out in the next table.
By January 2015
2.2
We will support town teams in key town centres, bringing together local
businesses and residents to lead improvements.
Ongoing
2.3
We will work with businesses, the police and community safety team to
ensure that the evening economy in town centres maintains and enhances
its offer of pubs, restaurants and other activities safely.
Approach agreed
by March 2015
2.4
We will promote more high quality residential development in town centre
boundaries to increase footfall and boost their vitality
Ongoing from
December 2014
2.5
We will consider implementing 20mph zones in town centres where the
local community and businesses request them.
From September
2014
2.6
We will make public realm improvements, including more social spaces and
benches, subject to funding and the support of local businesses and
residents.
Ongoing from
October 2014
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Strategic
Objective
Outcome Action Timescale
2.7
We will reduce the number of vacant high street properties across the
Borough to amongst the lowest in London.
Ongoing
2.8
We will review the Council’s policy on markets and street trading to help
successful markets to grow, and to establish new, appropriate, and high
quality street trading opportunities.
By December
2014
2.9
We will ensure that Council?wide activity in town centres is co?ordinated to
maximise positive benefit and to generate maximum new investment and
publicity.
Ongoing
2.10
We will review the Council’s Strategic Asset Management Plan to ensure
that the impact on town centres is considered when deciding on use of
Council land and assets
September 2014
2.11
We will undertake a comprehensive evidence review of the effectiveness of
business rates relief schemes in other town centres so the Council can
decide whether to implement a scheme in Barnet.
TBC
2.12
We will explore options for securing investment in town centres, including
the feasibility and costs/benefits of Tax Incremental Reinvestment Zones
which ring?fence an element of business rate growth for re?investment into
the town centre.
By July 2016
2.13
Attractive and well maintained
public realm
We will explore the potential for expanding the role of the existing ‘town
keepers’.
By March 2015
2.14
Well?connected town centres
Improve the accessibility of town centres through prioritising extensive and
reliable public transport links and improving facilities for cyclists.
By September
2015
2.15
Through the Council’s parking strategy, we will ensure that town centres
have an adequate number of convenient, high quality parking places which
encourage footfall
Ongoing
2.16
We will introduce free Wi?Fi to the borough's town centres
Commencing
March 2015
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2.17
Supporting town teams to maximise the use of mobile technology and
social media, for example phone?based payment and loyalty schemes.
Ongoing
Tailoring the Town Centre Offer
26. Given Barnet’s large number of town centres, and the need to focus the Council’s efforts, we propose creating a tailored offer for each type of town
centre as set out below.
Activity Main Town Centres District Town Centres Local Town Centres
Town Teams
Actively supported where there is local
demand and potential for them to be
operated independently of the Council.
This may involve seed funding.
Where there is local demand will receive
advice and mentoring from the Council.
Where there is local demand will receive
information from the Council.
Funding opportunities
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Prioritised unless funding has already been
allocated for similar intervention in the last
two years.
Yes if there is identified local need or if
additional capacity required to
accommodate local development.
Yes if there is identified local need and
seen as priority over main or district town
centres, or if required to accommodate
expected local development
Support to night time
economy
Yes – targeted support focusing on main
town centres esp. via planning and police
Yes where there is specific local demand.
Only if identified by the GLA as an area of
more than local importance to the evening
economy.
Residential Development
promoted
Yes –Opportunities actively marketed and
promoted to developers and investors
Where there is market demand. Where there is market demand.
20mph zones
Where there is local demand and funding
20mph zones will be implemented.
Promoted by the Council.
Will be considered on a case by case basis
according to local need, available funding
and residents’ wishes.
Will be considered on a case by case basis
according to local need, available funding
and residents’ wishes.
Markets and street trading
Where there is local need will be actively
supported by the Council.
Where there is local demand the Council
will enable local action and provide
information to support locally?led markets.
Where there is local demand the Council
will enable local action and provide
information to support locally?led markets.
Town Keepers
One for each main town centre if a specific
need is identified.
Where there is identified local need and
funding is available.
No.
7
Funding opportunities includes grant funding, such as that recently secured from the Outer London Fund (OLF), as well as funding received through growth such as New Homes Bonus
(NHB), Community Infrastructure Levy (CIL), and “section 106” money (i.e. contributions from developers).
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Town centre accessibility
Actively supported, connection to wider
infrastructure and transport links
promoted.
Supported where there is local demand or
identified need.
Where there is local demand or identified
need, and seen as a priority over district
town centres.
Parking
There should always be available spaces,
even during peak usage
There should always be available spaces,
even during peak usage
85% capacity at peak periods targeted.
Growth, Regeneration and Infrastructure
27. Plans are in place to deliver more than 25,000 homes and 1.2 million square feet of employment space in Barnet over the next 15 years, focused
particularly around Brent Cross, Colindale, and Mill Hill, but with numerous other developments across the borough. This growth will create new
opportunities for business looking to start?up, invest and grow, and for local people to find new jobs and develop new skills. The detailed regeneration
plan for Barnet is contained in the Local Plan, Growth Strategy and Regeneration Strategy, which have been designed to align with and deliver our
broader economic objectives and outcomes.
28. Whilst growth will create significant economic opportunities, it must be supported by appropriate and constantly improving infrastructure if it is to be
maintained into the longer term. Businesses rely on high quality communications and transport networks, which need to be comprehensive and well
maintained. The regeneration programme provides significant opportunities to upgrade key infrastructure, most notably with improvements to the
M1, A406, rail and bus networks through the regeneration of Brent Cross Cricklewood. Our partnership with Re includes significant commitments to
improve the maintenance of the highway network, with greater emphasis on preventative work and improving the quality of works by utilities.
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Major regeneration and growth locations in Barnet – August 2014
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How we will deliver this objective
Strategic
Objective
Outcome Action Timescale
2.18
Excellence in
regeneration and
growth
New developments take account
of the needs of business and the
wider community
We will work with the developers of Brent Cross Cricklewood South to ensure
it develops as a high?quality new Town Centre for Barnet
Ongoing
2.19
We will ensure that new developments provide appropriate workspace and
home/work space
Approach agreed
by March 2015
2.20
We will attract in a small number of major investments to key developments
such as Brent Cross and Colindale (e.g. private sector business, Council offices;
MU Campus) to provide employment sites to stimulate and support the
development of other emergent clusters of activity.
By April 2016
2.21
We will improve partnership working with neighbouring boroughs, including
West London Alliance Boroughs
TBA
2.22
Fit for purpose
infrastructure and
transport networks
Creation of a network of cycle?ways across the borough, joining town centres,
transport hubs, new development sites, and green spaces into a single
coherent space
By March 2016
2.23
Development of a new Brent Cross train station to boost opportunities for
growth in this area and make private investment more attractive
On site by
2016/17
2.24
Develop an evidence base for improving transport accessibility, including East?
West
Approach and
intention agreed
by June 2015
2.25
Establish 100% coverage of
superfast broadband
evaluate the potential to develop high capacity, advanced digital capacities in
particular development sites to encourage the development of high tech
digital industries n Barnet.
By March 2015
2.26
Achieve high level of super broadband accessibility for commercial suppliers;
maximise use of GLA connection voucher scheme;
On?going from
June 2014
20
THEME C: Skilled employees and entrepreneurs
29. Having a workforce with the right skills, flexibility, attitudes and behaviours is an essential ingredient for economic growth. Yet there are some sectors
of the economy where businesses find it difficult to recruit and which may therefore be a constraint on growth ? in 2013 the Barnet Business Survey
showed us that 43% of local businesses have problems recruiting people with the relevant skills locally. Businesses also report a mismatch between
the kinds of skills people in Barnet have and the kinds of skills that they are, and will increasingly be, looking for. There are many influences on the
availability of skills in the labour market, and it would be wrong to imply that the Council and its partners can ensure a match between supply and
demand. We can, however, take steps to ensure that education and skills provision locally meets the needs of employers; and that those who live or
study locally have opportunities to develop the skills the market demands from employees and entrepreneurs.
30. Although Barnet has a generally highly skilled workforce and relatively low unemployment rate, many people remain economically inactive and not
benefiting from new employment opportunities. Low pay levels in some occupations mean that many working people are finding it increasingly
difficult to progress into higher paid work and are caught in a low wage, low skills cycle.
31. The Council, schools, Barnet and Southgate College, Middlesex University, JCP, and work programme providers, will work with the wider business
community to use the levers available to them to support individuals to develop the skills needed to sustain growth. We will listen to businesses so to
enable them to find the right people locally with fewer barriers to successful recruitment. We want to use the influence that we have to encourage all
residents to have a stake in future growth and to benefit from it directly in the years ahead.
32. Businesses depend on their workforce for success, and benefit if the overall health of the workforce is improved. This section also addresses the public
sector’s role in supporting employers and workers to deliver healthier workplaces, as well as helping find new pathways to work for those whose
health might otherwise make it difficult to enter or re?enter the labour market.
Case study
Platforms programme
The Platforms programme is aimed at 16?24 year olds, and supports Barnet young people not in education, employment and training, to find employment,
The programme engages with local SMEs to understand the kind of skills local businesses need. Platforms provides a range of opportunities, including
matching young people with businesses looking for apprentices and interns, allowing them to build up their skills and experience in a practical way. The
main Platform programme has engaged with 290 young people and 160 actively participating.
21
How we will deliver this objective
Code
Strategic
Objective
Outcome Action Timescale
3.1
Working with
employers to
develop a skilled
workforce
Employers are well informed
and well placed to offer
apprenticeship and training
opportunities to develop the
next generation of the
workforce
We will work in partnership with Job Centre Plus, Barnet and Southgate
College and other organisations to raise awareness of apprenticeship and
other training opportunities available to local employers
Ongoing from July
2014
3.2
Residents are able to access
the employment and training
opportunities being created
through Council
regeneration and
development programmes
and other contracts
We will work with development partners to maximise apprenticeship,
local labour and training opportunities through regeneration and
development
Ongoing
3.3
We will adopt a Supplementary Planning Document to ensure skills and
enterprise promotion are incorporated into new developments, for
example through local labour agreements
From November
2014
3.4
We will introduce a jobs brokerage service for some of our key
regeneration schemes and other major developments
From March 2015
3.6
We will work with the construction sector skills council to reflect best
practice in our local construction employment models in support of
future job growth
3.7
We will implement the London Procurement Pledge when placing
contracts helping to enable Youth employment within the Borough
through apprenticeships, graduate placements, and positive engagement
with those furthest from the labour market.
From 2015
22
Code
Strategic
Objective
Outcome Action Timescale
3.9
Employers are confident of
the local labour market
supply. Their needs are
known and skills gaps
identified to inform job
matching, further and higher
education provision and
careers advice to schools
We will produce strong Local Labour market information through the
Council’s insight function and the development of the Barnet Observatory
Ongoing from July
2014
3.10
We will work with education providers to ensure provision responds to
labour demands with appropriate career pathways
Ongoing from July
2014
3.11
We will use the opportunities presented by the borough’s regeneration
programmes to create jobs that, wherever possible, are filled locally.
3.12
We will promote the delivery of employability skills through education
providers as part of the preparation for employment
3.13
Supporting
residents to
develop the skills
they need to
succeed
Young people well qualified
and job ready to pursue
chosen career pathway
We will promote opportunities for schools and employers to work
together to develop young people’s skills and understanding of career
pathways through schemes such as "let's Talk Shop"
3.14
We will work with providers to develop and deliver a strong offer of
alternative pathways for young people in Barnet
3.15
We will define an employability offer for care leavers to ensure that all
care leavers are equipped for work
3.16
The Council and its partners will explore options to provide and develop
apprenticeships and work placements for people of all ages
3.17
We will identify and support vulnerable people and those at risk of being
not in education, employment or training (NEET) to ensure they make a
successful transition to EET
23
Code
Strategic
Objective
Outcome Action Timescale
3.18
Career choices informed by
high quality advice and good
understanding of the needs
of employers
We will promote information sharing between schools and between
schools, local employers and other organisations, building on existing
schools communications mechanisms.
3.19
Local provision in schools and
colleges reflects the needs of
the local, regional and
national economy
We will support providers in the delivery of Careers Information,
Education, Advice and Guidance that aligns with the most current labour
market trends and market demand (see 3.18).
3.20
We will provide accessible Labour Market Information and information on
borough regeneration opportunities to providers to inform curriculum
development
3.21
Workless residents
supported into sustainable
employment
We will work with the Benefits Cap Task Force to deliver our response to
the welfare reforms and enable more residents to work.
3.22
We will work with providers and the European Structural and Investment
Fund (ESIF) contract holders to provide a well?coordinated re engagement
offer for 16?18 year olds
3.23
Those on low pay supported
to progress
We will develop a skills escalator model through the West London
Alliance to deliver in?work support for improving skills and job
progression.
3.24
We will explore how to tap into the expertise of older/retired residents
with business experience in providing business mentoring to local SMEs
(e.g. through the business hub CIC).
3.25
Encouraging a
culture of
entrepreneurship
Residents are aware of self?
employment as an option,
and know how to find the
help they need to start a
successful business
We will run an ‘Innovation Barnet’ competition in conjunction with
Middlesex University (attracting external sponsors – self?financing) to
help promote business innovation and entrepreneurship in Barnet
By end 2016
24
Code
Strategic
Objective
Outcome Action Timescale
3.26
A healthier
workforce
Stronger economy and
improved mental health
through supporting those
with mental health needs to
remain in/back to work
The Public Health team will support 5 of the larger local employers with
the London Healthy Workplace Charter.
By March 2015
3.27
We will build on the experience of the “Future Path” initiative to support
those with mental health problems back to work, to improve the
identification and treatment of mental health in employment services and
to support those in employment who have concerns about mental health
Ongoing from
October 2014
25
THEME D: Improving Access to Markets
33. Whilst it is the private sector that will generate the lion’s share of growth in Barnet in the years ahead, the Council, along with our wider public sector
partners, is a major buyer of services through our procurement and commissioning functions, and that the public sector supply chain is a significant
contributor to the Barnet and national economies. Barnet manages over 1000 contracts worth a total of £1.1bn, including 10 contracts worth more
than £17m. Around 20% of the Council’s contracts by value are with locally?based suppliers.
34. There are some sectors of the economy, particularly the care sector, where the Council is a dominant player in the market, and plays a real role
generating private sector growth, jobs, and driving incomes. The Council will ensure that local businesses and suppliers can access our supply chain in a
straight forward, transparent way, and will give clear signals to the market about our commissioning intentions and processes, supporting local
businesses and employment, and stimulating local economic growth.
Case Study: working with suppliers
In 2013 Barnet identified it had a requirement for the provision of maintenance and installation services. The value of the contract meant
that a quotation exercise was required. Five suppliers were identified from a pan London supplier database that had capability to provide the
service and supply required, all suppliers being small niche providers. These five suppliers were invited to quote using the authority’s eportal
system. Use of the portal highlighted areas of development for the portal to support supplier’s use.
Barnet as a result has a contract in place with a local supplier, based within London Borough of Barnet, which covers the provision of
metalworks and maintenance of existing metalwork structures. This supports both the local economy and wellbeing of the local community.
As the main user of these services is Greenspaces which is available for all in the community to use.
26
How we will deliver this objective
Code
Strategic
Objective
Outcome Action Timescale
4.1
Local and small
businesses can
access Council
contracts
Local businesses
supported to
compete effectively
for contracts
The Council and its partners will develop business mentoring, training
courses and forums on winning and sustaining contracts with the Authority
to Small and Medium Sized Enterprises
From September 2014
4.2
We will increase the number of local businesses and voluntary sector
organisations trading within the London Borough of Barnet.
From October 2014
4.3
We will develop and facilitate Local Business Development Boards of local
suppliers to increase the visibility of opportunities and encourage local
business to work together to respond to them.
From September 2014
4.4
The Council will actively encourage organisations within the borough,
including voluntary and community groups as well and business and
residents, to provide services to the council and to each other. This is known
as the ‘ecosystem approach’.
From October 2014
4.5
We will increase the % of local businesses that are satisfied with the way the
Council and its delivery partners support them in bidding for future work.
From September 2014
4.6
We will develop an accreditation programme entitled "Doing business with
the London Borough of Barnet" for providers within the Council’s supply
Chain
From September 2014
4.7
Small businesses
collaborating to
access contracts
We will match of Council tenders to local companies, Small to Medium
Enterprises and voluntary sector organisations in order to maximise their
opportunity of winning business and encourage local businesses to
participate in tendering for contracts with the Council.
From October 2014
27
Code
Strategic
Objective
Outcome Action Timescale
4.8
Local business know
what the Council will
be tendering for in
future and have time
to develop expertise
and partnerships
Council procurement web portal to be established with forward pipeline that
is easy to navigate
October 2014
4.9
The Council and its delivery partners will provide expertise in market
development and management to establish the ability of the Local Supply
Chain to meet future Authority requirements and understand any gaps in the
local supply.
From October 2014
28
THEME E: Facilitating business growth
35. If we are to meet our aim of ensuring that Barnet is the best place in London to be a small business, it is essential that businesses have access to the
information and support they need to succeed and grow. We recognise, though, that private enterprise often works best when government steps out
of the way; and that advice and guidance are best given by those with hands experience of the realities of starting up, running and expanding a
business. This is the spirit in which our approach to creating the environment for economic success has been developed.
36. The Council will therefore consider the potential for pump?priming the creation of a social enterprise to deliver business support, including advice,
mentoring and networking, working with existing business networking organisations. We recognise that business knows best what it would find
useful, and would particularly welcome views on the scope of a potential social enterprise, and the most effective way to ensure that it offers good
value for public money. The table below sets out some of the potential functions of a new organisation for consideration. If a social enterprise is not
the most effective, or cost?effective, approach we would welcome alternative suggestions. Some of the actions set out below do not have timescales
as they are dependent on the outcome of a decision regarding the potential social enterprise.
How we will deliver this objective
Code
Strategic
Objective
Outcome Action Timescale
5.1
Businesses enabled to
grow and thrive
Businesses engaging
with each other, the
Council, and the wider
community
With Re, develop approach to small business support, possibly through the
creation of a business support social enterprise, which will to provide a
central point of contact for business engagement , mentoring, advice and
networking.
Firm proposals for
consideration by
December 2014;
implementation
depending on scope.
5.2 Promote business engagement and networking opportunities
5.3
We will provide a clear central point of contact and portal to other
services, significantly improving current levels of provision of business
information, support and guidance through a digital platform ‘hub’
providing information and signposting to maximise the use of existing
business support services, and a physical presence through various ‘spokes’
comprised of incubator units, where wrap around services would include
access to advisors and training sessions.
29
Code
Strategic
Objective
Outcome Action Timescale
5.4
We will develop mentoring, drawing on the skills of Barnet’s many highly
skilled retired businesspeople
5.5
Develop an approach to corporate social responsibility (CSR) by the Council
and its supply chain, reflecting our strong belief that economic growth can
benefit communities and the cultural life of the borough, and that all
groups in the community should have equal opportunities to gain from
growth,
5.8
Provision of appropriate and affordable workspace for small and micro?
businesses, making use of available Council assets, and located in accessible
town centres and development areas. These would have different models
of operation to reflect local needs and opportunities, for example easy?
in/out office space, meeting room facilities;
5.9
Active use of the planning system to ensure new mixed use developments
have the right mix of affordable, accessible and flexible workspace,
including opportunities to work and run a business from home.
Planning system
reviews and actions
agreed by November
2015
5.10
Explore the case for introducing of micro?loans for SMEs if there is a failure
in the market.
Option Appraisal
completed by
September 2015
5.11
Introducing consultancy services for Trading Standards, Licensing and
Environmental Health, and training opportunities for food handling and
hygiene.
Term of Re
partnership
5.12
targeted support towards businesses with ambition and growth potential
in order to ensure the Borough has a growing population of vibrant small
businesses within the key future economic growth sectors (finance and
professional; digital; creative, hospitality and leisure; care sector, green
industries). This relates to the so?called ‘vital 6%’ of high? growth private
sector firms, responsible for a disproportionate share of net job creation
and in driving innovation, The presence of these firms will also act to
attract in other associated business investment.
30
Code
Strategic
Objective
Outcome Action Timescale
5.13
Connecting businesses
and universities
Close working
relationship between
business and higher
education creating
value and jobs
We will develop an approach to Knowledge Transfer that brings together
the expertise of universities with the skills of entrepreneurs to boost
growth opportunities, as envisaged by the West London Alliance Jobs, Skills
and Growth programme.
Corporate Social Responsibility
37. While each business will want to make its own decision about whether and how to invest in the local community, the Council is sometimes asked by
local businesses and community groups how they can make the biggest difference. We will make it easy for those businesses in Barnet that want to
“give something back” to do so. The Council will work with CommUNITY Barnet and other groups to ensure that businesses have the information they
need to target any community?focused activity to best effect.
Ensuring that everyone has the opportunity to gain from growth
38. An important principle embedded throughout this document is that all people in Barnet, no matter what their background or circumstances, should
have equality of opportunity to succeed and gain from the growth of the economy here and nationally.
39. We have identified a number of key groups in the borough who will be given additional focus in the delivery of the proposals set out in the report to
ensure the opportunities arising from of growth can be accessed by all. These are:
? Young people and those Not in Education, Employment or Training (NEETs): Barnet has a low proportion of young people not in education,
employment or training compared to London. Following the economic downturn youth unemployment rose substantially, and although it is now
falling again it remains important to ensure that young people are accessing work and training as this sets them on a positive path.
? Lone parents: In Barnet 15.6% of those claiming out of work benefits are lone parents. Claimants are concentrated in deprived areas to the west of
the borough and are particularly disadvantaged in London because of the high cost of childcare provision.
31
? Disabled people and people with long term health conditions: In Barnet 46% of the total number of claimants of incapacity benefits were related
to mental health issues (May 2010). Of these, 98% have been claiming benefits for at least 12 months, and nearly two?thirds have been claiming
for at least five years. Around 93% of those in Barnet receiving secondary mental health services are not in paid employment (Jan 2014).
? In Barnet 10.6% of clients with a Learning Disability of working age were in employment in 2009/10, above the national average of 6.4%. There are
many challenges in finding work placement and employment opportunities for people with learning disabilities. Learning from the ‘PSA16’ and
‘Right 4 Work’ projects indicates that people with disabilities, in particular those with mental health problems and a learning disability, require
intensive 1:1 support to prepare for, find and keep work.
? Black and Minority Ethnic groups: Unemployment for Black and Minority Ethnic Groups (BAME) tends to be consistently higher than the overall
average unemployment rate. The Barnet Economic Insight Report (2011) indicates that in 2006 BAME unemployment rates were close to the
Barnet average, but there has been a sharp rise since, peaking at 18.3% compared to Barnet’s overall average of 9%.
? Those groups living in areas of greater economic disadvantage (as set out in the Indices of Multiple Deprivation), and the approximately 15% of
the population may have been impacted by changes to the welfare system, should be enabled to access opportunities to gain from growth just
like anyone else so that they do not get left behind as the wider economy recovers, for through employment and skills initiatives.
40. Equalities Impact Assessment will be conducted as a part of the wider development and delivery of our approach to supporting economic success.
Listening to and working with residents, businesses and partners
41. We understand the need to listen carefully to what others have to say, and to learn from elsewhere about how to develop a successful approach to
enabling economic success. We welcome views from local businesses, residents, and our delivery partners on how the public sector can best facilitate
success in developing enterprise, employment and growth in the borough.
? Business engagement: In developing the approach set out in this report we have drawn extensively on messages businesses have given us
through exercises such as the Barnet Business Survey (2013) and the Business Breakfast Programme. Furthermore, many of the objectives set out
here will involve deeper on?going dialogue with business over the coming years in order to be made into reality.
? Partner engagement: Barnet Council is only one part of the picture. The wider public sector, including Job Centre Plus, Middlesex University,
colleges and schools, the NHS and the police also play an important role, as do the Council’s delivery partners Regional Enterprise (Re) and Capita.
By working together and coordinating our efforts to we will maximise the benefit of our actions to local businesses.
32
? Resident engagement: Barnet residents (many of whom also work and run businesses here) and the investment and consumption decisions they
take that will have a huge impact on the success of the local economy. It is vitally important that our approach supports them to prosper and to
gain from growth.
Measuring success
The report sets out an approach which aims to maximise the positive impact of the public sector on the local economy, and ensure that Barnet’s
businesses and entrepreneurs have the space and support they need to thrive. The agreed objectives and actions will be measured and reported on an
annual basis, by combining key economic indicators (for example 3?year business survival rate, the number of new apprenticeships, or the unemployment
rate), with progress updates from senior officers responsible for delivering some of the specific programmes and projects set out here (for example
business hubs, or new approaches to developing town centre growth). The approach will be updated in five years, or sooner if circumstances require.
doc_976969840.pdf
Entrepreneurial barnet the public sector contribution to barnets economy, 2014 2020.
1
ENTREPRENEURIAL BARNET
THE PUBLIC SECTOR CONTRIBUTION TO BARNET’S ECONOMY, 2014-2020
September 2014
2
CONTENTS
1. Overview 3
2. Our Strategic Objectives 6
3. The Barnet Economy 7
4. Local, Regional and National Policies 9
5. Themes
A. Getting the Basics Right 10
B. A Great Place to Work, Live and Invest 13
C. Skilled Employees and Entrepreneurs 19
D. Improving Access to Markets 25
E. Facilitating Business Growth 28
10. Corporate Social Responsibility 30
11. Ensuring that Everybody Has the Opportunity to Gain from Growth 30
12. Involving Residents, Businesses and Partners 31
13. Measuring Success 32
3
Overview
1. A thriving economy which taps into the entrepreneurial spirit of local residents is an important element of our aspiration to be a successful, growing
suburb of a successful, growing world city. Barnet Council and its partners are committed to supporting the economy to grow and to improving living
standards by boosting incomes, opportunities and wellbeing for people in Barnet. This report sets out in more detail what we aim to achieve, and how
we will go about doing it, for consultation. The report focuses principally on the actions to be undertaken by the Council; throughout the Autumn
other partners, including the Police, NHS, Middlesex University and Barnet and Southgate College, will be developing their proposals to add to the
actions set out here ensure that together we deliver maximum benefit for the local economy.
2. The recent recession focused attention on what the wider public and community sectors can do to support local economies and stimulate growth.
While the public sector does not in general create wealth directly, it does have a major impact on the local economy. For example the Council
maintains the roads that businesses rely on to receive and deliver goods; acts as regulator and as the planning authority; and buys goods and services.
Other public sector partners, and acts as a regulator. The public sector, along with the voluntary and community sectors, is also increasingly reliant on
locally generated income for their financial security, meaning that a successful local economy is tied to the longer term success of the public sector
whole.
3. Barnet has a strong economy, based predominantly on significant numbers of small businesses. Although no particular sector dominates, there are a
large number of companies offering business?to?business professional services, and a growing number offering business?to?consumer services such as
IT, construction, and marketing. Many of our businesses are owned by residents, and a significant proportion of our residents (around 40%) work
locally. Businesses are increasingly being run from home which has implications for infrastructure (particularly digital infrastructure) and the kind of
workspace needed.
4. By contrast, Barnet has a much lower than average proportion of large businesses, with the top 50 businesses by employee number accounting for just
a fifth of jobs in the Borough. High demand for land to build housing, and a relatively short supply of industrial and commercial land, mean that Barnet
is likely to remain a small business economy over the medium to longer term. The exception is the development of Brent Cross Cricklewood, which
offers a significant opportunity to create a new business hub for Barnet, hosting businesses of different sizes, including larger national and
international businesses, and headquarters operations.
5. The principal challenge, therefore, is to maintain Barnet’s strength as a base for small businesses, whilst also creating the conditions for sustainable
business growth in the future. As such the Council and its partners have set ourselves the goal of ensuring that:
Barnet is the best place in London to be a small business
4
6. Of course there will always be medium?sized and larger businesses in Barnet too. They play an important role in our economy, and many of the things
that are important to smaller businesses are also important to them. Barnet partners are therefore committed to working with the Council’s Joint
Venture partner, Re, to deliver a sustained improvement in Barnet’s ranking on the Local Futures Business Location Index to be within the Top 100 LA
areas in the UK out of 325 (Barnet is currently ranked at 125
1
), and the top ten per cent when compared to similar boroughs.
7. Much of the public sector activity that impacts our economy takes place at sub?regional or city wide level . Consequently, fundamental to the
development and implementation will be close and routine working between Barnet Council and neighbouring Boroughs, the London Mayor and the
Greater London Authority, and national government. The recent West London Alliance Jobs, Skills and Growth Programme is an example of this
partnership working.
8. There are five key ways in which partners in Barnet impact upon local economies and which are therefore the focus of this report:
? Getting the basics right. Ensuring that when businesses need to engage with the Council – whether to pay business rates, apply for a license,
or report a problem – the process is as efficient, transparent and painless as possible, and does not create any unnecessary constraints or costs
on running a successful business.
? Stewardship of place. The Council is responsible for maintaining much of the built and natural environment in the borough including many
aspects of our town centres, and so has a big influence on whether Barnet is a pleasant place for businesses and their staff to locate, and an
efficient place to move around. Our regeneration programme alone will create 3,000 jobs directly, and commercial space for 27,000 more by
2030, as well as providing the space and flexibility for further future growth.
? Shaping the labour market. Although the Council has a less direct role in education than in the past, it retains overall responsibility for
ensuring school improvement, and works closely with Barnet and Southgate College and Middlesex University to maintain the high standard
of skills among Barnet residents. By developing a labour market with the skills and behaviours that employers are seeking, and with a strong
culture of entrepreneurship, the desirability of Barnet as a place to start a business will grow and incomes will rise. A healthy workforce will
also be more productive and the Council, through its public health responsibilities, will play a role in promoting this
? Buying goods and services. The Council manages contracts that are collectively worth more than £1bn. Across the whole of the public sector
the figure is much higher, and it is important that local businesses have a fair chance of winning these contracts in a transparent and genuinely
competitive environment. In some sectors, such as domiciliary care, the Council is a main player in the market and must clearly signal likely
future needs so that providers can respond.
1
In June 2014
5
? Providing or signposting business support services and premises. Traditional economic development activity focuses on the provision of
business support, premises and networking opportunities. While this is not the Council’s primary focus, we do have a role in making sure that
businesses know how to access these services and associated information in a transparent way, and that the Council is informed by a strong
dialogue with the business community that allows us to respond to the changing economic climate in a way that maintains strong growth.
Business creates growth, and we will do what we can to encourage this at every opportunity.
9. If we can get these five areas right, we can give a real boost to local businesses’ chance of success. If we do not, we could seriously hinder
prospects for growth. This consultation draft sets out how we propose to achieve our goal of making Barnet the best place in London to be a
small business, and outlines some of the key actions we will take to meet these objectives.
6
Our strategic objectives
Our strategic objectives are organised into five themes, as set out in the diagram below.
Businesses able to
access the support they
need
Connecting businesses
and universities
Local and small businesses
accessing Council contracts
Working with employers to develop a skilled
workforce
Supporting residents to develop the skills to
succeed
Encouraging a culture of entrepreneurship
A healthy workforce
Thriving Town Centres
Excellence in regeneration and growth
Fit for purpose infrastructure and transport networks
Improved Customer Access
Streamlined Regulation and Planning
Facilitating business
growth
Access to markets
Skilled employees &
entrepreneurs
A great place to live,
work and invest
Getting the basics
right
7
Context
The Barnet Economy
10. Barnet is the second largest borough in London, with population growth of 16% projected over the next 20 years. It acts as a gateway to the capital by
road and by rail, with both the M1 and two major rail lines providing easy access to central London and the rest of the UK. For people living and
working in Barnet, Central London is only 30 minutes away by tube, and these journey times are set to fall significantly as the upgrade of the Northern
Line is completed in the second part of 2014. Development of major opportunity areas at Brent Cross?Cricklewood and Colindale will create thousands
of new jobs and homes, as well as offering opportunities to upgrade key infrastructure.
11. With a population of 364,000 in 2014, and a labour market that is characterised by a high level of skills, high mobility, and flexibility to adapt to
changing economic conditions, Barnet is in an excellent position to make a significant contribution to the growing local, London, and national
economies. The unemployment rate is currently slightly higher than was the case before the recession, at 5.9% in December 2013 compared with 5.6%
in late 2007. While Barnet as a whole has experienced lower unemployment than the London average during that period, this masks differences
between different parts of the borough, with pockets of significant deprivation and worklessness. Ensuring that everyone in Barnet is able to
contribute to growth, as well as benefit from it by having the right skills, will be a core area of focus for our future approach to developing the
economy.
12. Barnet is varied geographically, with the east of the borough providing attractive and leafy Edwardian and Victorian suburbs, quality parks and green
spaces, and easy access to the green belt and natural beauty of Totteridge. The west of the borough on the other hand is characterised by high growth,
fast change, new investment and development, and a rapidly growing and diverse population as new housing, regeneration and employment
opportunities come to fruition.
13. A detailed analysis of the Barnet economy is set out in a report produced for Re and the Council by Middlesex University
2
, which demonstrates that
Barnet’s Business community is characterised by:
? Small businesses: with a particularly high proportion of self?employment. By March 2013
3
, Barnet had a higher proportion of micro businesses
(89.7%) than either Greater London (84.8%) or England (82.9%). On the other hand, the largest 53 employers with more than 200 staff represented
21.3% of the total borough workforce in 2008
4
. Major employers include Middlesex University, McDonald’s Head Quarters, Pentland Group and
Brent Cross Shopping Centre.
2
http://www.barnet.gov.uk/developing-barnets-economic-strategy
3
ONS IDBR Business Activity, Size and Location http://www.ons.gov.uk/ons/publications/re-reference-tables.html?edition=tcm%3A77-313744
4
NOMIS Annual Business Inquiry (2008)
8
? Dynamism: with a high level of entrepreneurialism, demonstrated by an above average number of business start?ups (2,995 in 2012), but also an
above average level of business failures 3,175 in 2012
5
. Only 53.1% of Barnet businesses currently survive more than 3 years, compared to 56.2%
for Greater London and 59.7% for England. Ensuring that entrepreneurs have access to the support they need to start well, grow and sustain their
businesses is an important part of our approach.
? High skill levels: Half of residents hold a qualification at NVQ level 4 or above, which is higher than the London or the UK averages. Whilst 39% of
the Borough’s working graduate residents work locally in Barnet (down slightly from 41% in 2001), 56% work in other London boroughs (principally
in Camden, Westminster, the City of London and Southwark).
? Diverse range of sectors: Barnet’s economy isn’t characterised by a single dominant sector. The largest areas of employment tend to focus on
business to business and business to consumer services, including professional, scientific and technical services (PST), retail, health and education,
and property and information communications also featuring amongst the sectors with the greatest proportions of business units.
? Areas of high growth: The biggest growth sectors in Barnet during the past four years have been education (30%), property (25.8%), health
(21.6%) and Professional, Scientific & Technical (PST) (20.3%). During the last recorded year, growth has been particularly strong in the property
(8.5%), production (8.3%) and education (5.8%) sectors. Barnet’s growth in property, education, health, PST and the motor trades sectors has been
particularly strong when compared to the A5 corridor and London as a whole.
? Highly distributed: Barnet is characterised by a number of town centres. The London Plan identifies one major town centre in Edgware, 14 district
town centres, and 15 local and neighbourhood centres.
14. The most recent data suggests that in 2012 there were 65 jobs in Barnet for every 100 residents aged 16?65. Although this ratio is slightly below the
England average of 79, when compared to similar suburban boroughs Barnet has a relatively high level of available jobs: Redbridge has a score of 47;
Enfield 50; Harrow 57; Brent 57; Croydon 58; and Ealing 64
6
. Hounslow and Hillingdon have much higher scores due to the presence of Heathrow
Airport. However, as the population of London grows rapidly so the proportion of those working in outer London is likely to grow. That means for
every 100 new working age residents, at least 65 new jobs must be created. Our current regeneration programme delivers capacity for this jobs
growth, but nonetheless maintaining a sufficiently large economic base is likely to need on?going attention.
15. Central Government funding for the public sector in Barnet has been massively reduced since 2010 – savings of £72million have already been delivered
by the Council alone, with a further £72 million needed by 2020. Across the whole public sector in Barnet we need to make £184million savings by
2020 – a reduction of around half of our total budget. Going forward, we will need to ensure that every penny is working hard for people and business
here, including by considering the impact of our policies and spending on the local economy, and local businesses, as a whole.
5
ONS Business Demography 2012 http://www.ons.gov.uk/ons/datasets?and?
tables/index.html?pageSize=50&sortBy=none&sortDirection=none&newquery=business+demography&content?type=Reference+table&content?type=Dataset
6
Source – NOMIS (2014)
9
Local, Regional and National Policies
16. As well as being a partnership document, this report has also been designed to support delivery of the Council’s wider strategic priorities, which are to:
promote responsible growth; support families and individuals that need it; and improve the satisfaction of residents and business with Barnet as a
place to live. The approach also supports plans for the longer?term protection, enhancement and growth of the physical infrastructure of the borough
through the Local Plan.
17. Our efforts to create the conditions in which entrepreneurs can thrive also align with a number of other programmes that local partners are engaged
with, either individually or in collaboration with our partners. These include
? The Job Centre Plus Partnership Agreement, which sets out shared priorities for tackling worklessness, including: Income Support and
Employment Support Allowance recipients; those aged 50 or above; people with health or mental health needs; those with disabilities;
younger people; and the long?term unemployed.
? The Council’s Regeneration Strategy, and in particular the opportunities arising from growth at Brent Cross Cricklewood and Colindale.
? Barnet’s Health and Wellbeing Strategy.
? The GLA’s Healthy Workplace Charter.
? The Council’s existing Skills, Employment and Enterprise Action Plan.
18. Taken together these initiatives reflect the broad approach we take to encouraging growth, and the importance we place on aligning our activity to
pull in a single direction, including focusing on the health, wellbeing and productivity of the workforce, and the relationship between economic growth
and the creation of attractive, liveable spaces.
19. Our approach to promoting enterprise supports both the delivery of the London Jobs and Growth Plan, prepared by the London Enterprise Panel, and
the findings of the London Finance Commission, which makes the case for London to take greater devolution of financial powers from the national
level to London. It also links in to The West London Alliance Jobs Skills and Growth Programme with its three themes of tackling youth & long?term
unemployment, business growth, and matching skills in the labour market with the skills needed by employers.
20. By bringing together these various strategies into a single “story” for Barnet, our intention is that it will be easier for businesses and investors to
understand the public sector’s contribution to creating a supportive, pro?growth environment that creates real opportunities for business and
minimises barriers to economic success.
10
THEME A: Getting the basics right
21. All businesses in Barnet will have some level of interaction with local public services, at some point – whether they are paying business rates, have
staff and customers travelling on local roads and pavements, need planning permission to expand, buy parking permits, or have to comply with
environmental regulations. It is therefore important to businesses that these services are efficient, effective, easy to use and do not add unnecessary
costs to business.
22. Many owners of business in Barnet are also residents, and efforts to make Barnet better for business are inherently intertwined with improving our
services to residents. Through our strategic partnership with Capita to deliver corporate services, and our Joint Venture partnership, Re, delivering
development and regulatory services, Barnet Council is committed to ensuring that our business and resident customers see continuous and practical
improvement in our core services, and are able to access those services easily, at a high level of quality, and through channels that are reliable, easy to
navigate, and joined up across different service areas. This mirrors the approach that the Council and its partners are already taking to improving the
way residents and service users access services through the web and a variety of other channels.
11
How we will deliver this priority
Strategic
Objective
Outcome Action Timescale
1.1
Streamlined regulation
and planning
The planning system protects
the quality of Barnet’s built
environment and facilitates
development and growth in a
socially responsible way.
Local development documents will be regularly updated to reflect
evolving economic circumstances and to ensure it stays aligned with
our approach to economic growth.
Ongoing
1.2
Advice is clear and accurate,
and planning applications are
dealt with consistently and in a
timely way.
Being clear to prospective developers, about the Council’s
constraints and priorities, to encourage high quality investment and
development proposals which can be navigated smoothly through
the planning process.
Ongoing from
November 2014
1.3
Businesses can choose the
level of service that meets
their needs.
We will introduce a premium one stop shop for dealing with
planning, trading standards, environmental health and building
control offering guaranteed turnaround times, a single named
contact, an admin service and general advice.
Ongoing from
April 2014
1.4
Regulators are firm but fair,
helping willing businesses to
improve and taking action
against those that don’t
We will improve service standards so that our performance on
regulatory services is amongst the best nationally.
Annual measure
1.5
We will simplify processes – for example by introducing a more
streamlined process for renewal of licenses.
By April 2015
1.6
Regulatory systems are easy to
navigate
We will make clear information available about how business need
to engage with and use the regulatory system, with an emphasis on
creating a light touch approach.
By December
2015
12
Strategic
Objective
Outcome Action Timescale
1.7
Improved customer
access
Businesses are able to access
information about Council
services easily and at first
contact wherever possible, at
the times that suit them.
We will introduce a dedicated customer contact centre. October 2014
1.8
Introduce online accounts for businesses, to provide a single place
to transact all business with the Council for instance business rates,
licencing and environmental health all accessible in one place.
TBC
1.9
We will Introduce online payment options in key services (e.g.
Planning and Building control)
April 2015
13
THEME B: A great place to live, work and invest
23. The economic success of an area is associated with its attractiveness as a place to work and invest, but also whether it’s a good place to live and to
visit. We will focus on enabling businesses and residents to act to ensure that key town centres thrive; regenerating more deprived areas, particularly
along the A5 corridor; and delivering high quality infrastructure (including roads) and public realm. This section is divided into two parts: Town
Centres; and Growth, Regeneration & Infrastructure.
Town Centres
24. Barnet originally developed from the semi?urban hinterland to the northwest of London in the 19
th
century. The large number of town centres reflects
the rural network of villages and small towns that once existed, giving many areas in Barnet a unique “village” feel that is both attractive and
cosmopolitan. However, in common with town centres across the country, Barnet’s town centres have faced challenges in recent years due to a
combination of tough economic conditions and changing shopping habits. The Council has already supported communities in Chipping Barnet, North
Finchley and Cricklewood to develop ‘Town Teams’ to drive improvements locally, and is working with businesses in Edgware. We will continue to
support local businesses and residents to sustain, and where necessary revitalise, their town centres. This section out sets out the range of areas in
which the Council can offer support, along with information on the proposed packages of support available to main, district and local town centres.
The Council’s Area Committees will be invited to make recommendations as to which town centres in their areas should be classified as “main”,
“district” and “local”.
Case studies
High Quality Residential development in town centres
As London’s population increases, it will be important for the supply of high quality and well?designed family homes that are in good locations and
respect the local character, in line with our Local plan, to be encouraged. This includes increasing the number of homes located either in or close to
town centre locations, so that the people living in them have access to quality local services and amenities, and also so there are more Barnet
residents living close to a local centre, using the businesses there, supporting the local economy and employment, and boosting the sense of vitality
and vibrancy in the area.
Examples of the kinds of residential developments that the Council welcomes more of are Gateway House in Whetstone and Imperial Square in North
Finchley, at the site of the old Police Depot. These developments are both good examples of making good use of what has otherwise been under?
utilised space, will result in real and significant new investment in the local economy, and will secure Barnet’s longer term objective of being a great
place to live and the best place in London to be a small business.
14
Town Teams
The North Finchley Town Team is an independent group of local residents and business people formed from diverse sectors and backgrounds, working
together to make North Finchley a better place to live and work. They are a group of people who have experience in fundraising, marketing,
community engagement, culture and retail, and will look at any fund (government or private) which will help to bring the ideas to reality. They are
currently in the process of delivering a community hub, also called 10 Grand Arcade, with the aim to enhance and showcase the cultural offer in the
Town Centre, provide space, promote and support emerging businesses and community events
How we will deliver this objective
25. The table below sets out the range of activities that the Council will consider to support town centres. This is followed by a summary of the distinctive
offers available to Main, District, and Local Town Centres.
Strategic
Objective
Outcome Action Timescale
2.1
Thriving town
centres
Diverse, distinctive town centres
with a sustainable mix of retail,
leisure, business and residential
uses
We will identify “major”, “district” and “local” town centres in Barnet,
building on analysis of evidence and the recommendations of area
committees; and refine the offer set out in the next table.
By January 2015
2.2
We will support town teams in key town centres, bringing together local
businesses and residents to lead improvements.
Ongoing
2.3
We will work with businesses, the police and community safety team to
ensure that the evening economy in town centres maintains and enhances
its offer of pubs, restaurants and other activities safely.
Approach agreed
by March 2015
2.4
We will promote more high quality residential development in town centre
boundaries to increase footfall and boost their vitality
Ongoing from
December 2014
2.5
We will consider implementing 20mph zones in town centres where the
local community and businesses request them.
From September
2014
2.6
We will make public realm improvements, including more social spaces and
benches, subject to funding and the support of local businesses and
residents.
Ongoing from
October 2014
15
Strategic
Objective
Outcome Action Timescale
2.7
We will reduce the number of vacant high street properties across the
Borough to amongst the lowest in London.
Ongoing
2.8
We will review the Council’s policy on markets and street trading to help
successful markets to grow, and to establish new, appropriate, and high
quality street trading opportunities.
By December
2014
2.9
We will ensure that Council?wide activity in town centres is co?ordinated to
maximise positive benefit and to generate maximum new investment and
publicity.
Ongoing
2.10
We will review the Council’s Strategic Asset Management Plan to ensure
that the impact on town centres is considered when deciding on use of
Council land and assets
September 2014
2.11
We will undertake a comprehensive evidence review of the effectiveness of
business rates relief schemes in other town centres so the Council can
decide whether to implement a scheme in Barnet.
TBC
2.12
We will explore options for securing investment in town centres, including
the feasibility and costs/benefits of Tax Incremental Reinvestment Zones
which ring?fence an element of business rate growth for re?investment into
the town centre.
By July 2016
2.13
Attractive and well maintained
public realm
We will explore the potential for expanding the role of the existing ‘town
keepers’.
By March 2015
2.14
Well?connected town centres
Improve the accessibility of town centres through prioritising extensive and
reliable public transport links and improving facilities for cyclists.
By September
2015
2.15
Through the Council’s parking strategy, we will ensure that town centres
have an adequate number of convenient, high quality parking places which
encourage footfall
Ongoing
2.16
We will introduce free Wi?Fi to the borough's town centres
Commencing
March 2015
16
2.17
Supporting town teams to maximise the use of mobile technology and
social media, for example phone?based payment and loyalty schemes.
Ongoing
Tailoring the Town Centre Offer
26. Given Barnet’s large number of town centres, and the need to focus the Council’s efforts, we propose creating a tailored offer for each type of town
centre as set out below.
Activity Main Town Centres District Town Centres Local Town Centres
Town Teams
Actively supported where there is local
demand and potential for them to be
operated independently of the Council.
This may involve seed funding.
Where there is local demand will receive
advice and mentoring from the Council.
Where there is local demand will receive
information from the Council.
Funding opportunities
7
Prioritised unless funding has already been
allocated for similar intervention in the last
two years.
Yes if there is identified local need or if
additional capacity required to
accommodate local development.
Yes if there is identified local need and
seen as priority over main or district town
centres, or if required to accommodate
expected local development
Support to night time
economy
Yes – targeted support focusing on main
town centres esp. via planning and police
Yes where there is specific local demand.
Only if identified by the GLA as an area of
more than local importance to the evening
economy.
Residential Development
promoted
Yes –Opportunities actively marketed and
promoted to developers and investors
Where there is market demand. Where there is market demand.
20mph zones
Where there is local demand and funding
20mph zones will be implemented.
Promoted by the Council.
Will be considered on a case by case basis
according to local need, available funding
and residents’ wishes.
Will be considered on a case by case basis
according to local need, available funding
and residents’ wishes.
Markets and street trading
Where there is local need will be actively
supported by the Council.
Where there is local demand the Council
will enable local action and provide
information to support locally?led markets.
Where there is local demand the Council
will enable local action and provide
information to support locally?led markets.
Town Keepers
One for each main town centre if a specific
need is identified.
Where there is identified local need and
funding is available.
No.
7
Funding opportunities includes grant funding, such as that recently secured from the Outer London Fund (OLF), as well as funding received through growth such as New Homes Bonus
(NHB), Community Infrastructure Levy (CIL), and “section 106” money (i.e. contributions from developers).
17
Town centre accessibility
Actively supported, connection to wider
infrastructure and transport links
promoted.
Supported where there is local demand or
identified need.
Where there is local demand or identified
need, and seen as a priority over district
town centres.
Parking
There should always be available spaces,
even during peak usage
There should always be available spaces,
even during peak usage
85% capacity at peak periods targeted.
Growth, Regeneration and Infrastructure
27. Plans are in place to deliver more than 25,000 homes and 1.2 million square feet of employment space in Barnet over the next 15 years, focused
particularly around Brent Cross, Colindale, and Mill Hill, but with numerous other developments across the borough. This growth will create new
opportunities for business looking to start?up, invest and grow, and for local people to find new jobs and develop new skills. The detailed regeneration
plan for Barnet is contained in the Local Plan, Growth Strategy and Regeneration Strategy, which have been designed to align with and deliver our
broader economic objectives and outcomes.
28. Whilst growth will create significant economic opportunities, it must be supported by appropriate and constantly improving infrastructure if it is to be
maintained into the longer term. Businesses rely on high quality communications and transport networks, which need to be comprehensive and well
maintained. The regeneration programme provides significant opportunities to upgrade key infrastructure, most notably with improvements to the
M1, A406, rail and bus networks through the regeneration of Brent Cross Cricklewood. Our partnership with Re includes significant commitments to
improve the maintenance of the highway network, with greater emphasis on preventative work and improving the quality of works by utilities.
18
Major regeneration and growth locations in Barnet – August 2014
19
How we will deliver this objective
Strategic
Objective
Outcome Action Timescale
2.18
Excellence in
regeneration and
growth
New developments take account
of the needs of business and the
wider community
We will work with the developers of Brent Cross Cricklewood South to ensure
it develops as a high?quality new Town Centre for Barnet
Ongoing
2.19
We will ensure that new developments provide appropriate workspace and
home/work space
Approach agreed
by March 2015
2.20
We will attract in a small number of major investments to key developments
such as Brent Cross and Colindale (e.g. private sector business, Council offices;
MU Campus) to provide employment sites to stimulate and support the
development of other emergent clusters of activity.
By April 2016
2.21
We will improve partnership working with neighbouring boroughs, including
West London Alliance Boroughs
TBA
2.22
Fit for purpose
infrastructure and
transport networks
Creation of a network of cycle?ways across the borough, joining town centres,
transport hubs, new development sites, and green spaces into a single
coherent space
By March 2016
2.23
Development of a new Brent Cross train station to boost opportunities for
growth in this area and make private investment more attractive
On site by
2016/17
2.24
Develop an evidence base for improving transport accessibility, including East?
West
Approach and
intention agreed
by June 2015
2.25
Establish 100% coverage of
superfast broadband
evaluate the potential to develop high capacity, advanced digital capacities in
particular development sites to encourage the development of high tech
digital industries n Barnet.
By March 2015
2.26
Achieve high level of super broadband accessibility for commercial suppliers;
maximise use of GLA connection voucher scheme;
On?going from
June 2014
20
THEME C: Skilled employees and entrepreneurs
29. Having a workforce with the right skills, flexibility, attitudes and behaviours is an essential ingredient for economic growth. Yet there are some sectors
of the economy where businesses find it difficult to recruit and which may therefore be a constraint on growth ? in 2013 the Barnet Business Survey
showed us that 43% of local businesses have problems recruiting people with the relevant skills locally. Businesses also report a mismatch between
the kinds of skills people in Barnet have and the kinds of skills that they are, and will increasingly be, looking for. There are many influences on the
availability of skills in the labour market, and it would be wrong to imply that the Council and its partners can ensure a match between supply and
demand. We can, however, take steps to ensure that education and skills provision locally meets the needs of employers; and that those who live or
study locally have opportunities to develop the skills the market demands from employees and entrepreneurs.
30. Although Barnet has a generally highly skilled workforce and relatively low unemployment rate, many people remain economically inactive and not
benefiting from new employment opportunities. Low pay levels in some occupations mean that many working people are finding it increasingly
difficult to progress into higher paid work and are caught in a low wage, low skills cycle.
31. The Council, schools, Barnet and Southgate College, Middlesex University, JCP, and work programme providers, will work with the wider business
community to use the levers available to them to support individuals to develop the skills needed to sustain growth. We will listen to businesses so to
enable them to find the right people locally with fewer barriers to successful recruitment. We want to use the influence that we have to encourage all
residents to have a stake in future growth and to benefit from it directly in the years ahead.
32. Businesses depend on their workforce for success, and benefit if the overall health of the workforce is improved. This section also addresses the public
sector’s role in supporting employers and workers to deliver healthier workplaces, as well as helping find new pathways to work for those whose
health might otherwise make it difficult to enter or re?enter the labour market.
Case study
Platforms programme
The Platforms programme is aimed at 16?24 year olds, and supports Barnet young people not in education, employment and training, to find employment,
The programme engages with local SMEs to understand the kind of skills local businesses need. Platforms provides a range of opportunities, including
matching young people with businesses looking for apprentices and interns, allowing them to build up their skills and experience in a practical way. The
main Platform programme has engaged with 290 young people and 160 actively participating.
21
How we will deliver this objective
Code
Strategic
Objective
Outcome Action Timescale
3.1
Working with
employers to
develop a skilled
workforce
Employers are well informed
and well placed to offer
apprenticeship and training
opportunities to develop the
next generation of the
workforce
We will work in partnership with Job Centre Plus, Barnet and Southgate
College and other organisations to raise awareness of apprenticeship and
other training opportunities available to local employers
Ongoing from July
2014
3.2
Residents are able to access
the employment and training
opportunities being created
through Council
regeneration and
development programmes
and other contracts
We will work with development partners to maximise apprenticeship,
local labour and training opportunities through regeneration and
development
Ongoing
3.3
We will adopt a Supplementary Planning Document to ensure skills and
enterprise promotion are incorporated into new developments, for
example through local labour agreements
From November
2014
3.4
We will introduce a jobs brokerage service for some of our key
regeneration schemes and other major developments
From March 2015
3.6
We will work with the construction sector skills council to reflect best
practice in our local construction employment models in support of
future job growth
3.7
We will implement the London Procurement Pledge when placing
contracts helping to enable Youth employment within the Borough
through apprenticeships, graduate placements, and positive engagement
with those furthest from the labour market.
From 2015
22
Code
Strategic
Objective
Outcome Action Timescale
3.9
Employers are confident of
the local labour market
supply. Their needs are
known and skills gaps
identified to inform job
matching, further and higher
education provision and
careers advice to schools
We will produce strong Local Labour market information through the
Council’s insight function and the development of the Barnet Observatory
Ongoing from July
2014
3.10
We will work with education providers to ensure provision responds to
labour demands with appropriate career pathways
Ongoing from July
2014
3.11
We will use the opportunities presented by the borough’s regeneration
programmes to create jobs that, wherever possible, are filled locally.
3.12
We will promote the delivery of employability skills through education
providers as part of the preparation for employment
3.13
Supporting
residents to
develop the skills
they need to
succeed
Young people well qualified
and job ready to pursue
chosen career pathway
We will promote opportunities for schools and employers to work
together to develop young people’s skills and understanding of career
pathways through schemes such as "let's Talk Shop"
3.14
We will work with providers to develop and deliver a strong offer of
alternative pathways for young people in Barnet
3.15
We will define an employability offer for care leavers to ensure that all
care leavers are equipped for work
3.16
The Council and its partners will explore options to provide and develop
apprenticeships and work placements for people of all ages
3.17
We will identify and support vulnerable people and those at risk of being
not in education, employment or training (NEET) to ensure they make a
successful transition to EET
23
Code
Strategic
Objective
Outcome Action Timescale
3.18
Career choices informed by
high quality advice and good
understanding of the needs
of employers
We will promote information sharing between schools and between
schools, local employers and other organisations, building on existing
schools communications mechanisms.
3.19
Local provision in schools and
colleges reflects the needs of
the local, regional and
national economy
We will support providers in the delivery of Careers Information,
Education, Advice and Guidance that aligns with the most current labour
market trends and market demand (see 3.18).
3.20
We will provide accessible Labour Market Information and information on
borough regeneration opportunities to providers to inform curriculum
development
3.21
Workless residents
supported into sustainable
employment
We will work with the Benefits Cap Task Force to deliver our response to
the welfare reforms and enable more residents to work.
3.22
We will work with providers and the European Structural and Investment
Fund (ESIF) contract holders to provide a well?coordinated re engagement
offer for 16?18 year olds
3.23
Those on low pay supported
to progress
We will develop a skills escalator model through the West London
Alliance to deliver in?work support for improving skills and job
progression.
3.24
We will explore how to tap into the expertise of older/retired residents
with business experience in providing business mentoring to local SMEs
(e.g. through the business hub CIC).
3.25
Encouraging a
culture of
entrepreneurship
Residents are aware of self?
employment as an option,
and know how to find the
help they need to start a
successful business
We will run an ‘Innovation Barnet’ competition in conjunction with
Middlesex University (attracting external sponsors – self?financing) to
help promote business innovation and entrepreneurship in Barnet
By end 2016
24
Code
Strategic
Objective
Outcome Action Timescale
3.26
A healthier
workforce
Stronger economy and
improved mental health
through supporting those
with mental health needs to
remain in/back to work
The Public Health team will support 5 of the larger local employers with
the London Healthy Workplace Charter.
By March 2015
3.27
We will build on the experience of the “Future Path” initiative to support
those with mental health problems back to work, to improve the
identification and treatment of mental health in employment services and
to support those in employment who have concerns about mental health
Ongoing from
October 2014
25
THEME D: Improving Access to Markets
33. Whilst it is the private sector that will generate the lion’s share of growth in Barnet in the years ahead, the Council, along with our wider public sector
partners, is a major buyer of services through our procurement and commissioning functions, and that the public sector supply chain is a significant
contributor to the Barnet and national economies. Barnet manages over 1000 contracts worth a total of £1.1bn, including 10 contracts worth more
than £17m. Around 20% of the Council’s contracts by value are with locally?based suppliers.
34. There are some sectors of the economy, particularly the care sector, where the Council is a dominant player in the market, and plays a real role
generating private sector growth, jobs, and driving incomes. The Council will ensure that local businesses and suppliers can access our supply chain in a
straight forward, transparent way, and will give clear signals to the market about our commissioning intentions and processes, supporting local
businesses and employment, and stimulating local economic growth.
Case Study: working with suppliers
In 2013 Barnet identified it had a requirement for the provision of maintenance and installation services. The value of the contract meant
that a quotation exercise was required. Five suppliers were identified from a pan London supplier database that had capability to provide the
service and supply required, all suppliers being small niche providers. These five suppliers were invited to quote using the authority’s eportal
system. Use of the portal highlighted areas of development for the portal to support supplier’s use.
Barnet as a result has a contract in place with a local supplier, based within London Borough of Barnet, which covers the provision of
metalworks and maintenance of existing metalwork structures. This supports both the local economy and wellbeing of the local community.
As the main user of these services is Greenspaces which is available for all in the community to use.
26
How we will deliver this objective
Code
Strategic
Objective
Outcome Action Timescale
4.1
Local and small
businesses can
access Council
contracts
Local businesses
supported to
compete effectively
for contracts
The Council and its partners will develop business mentoring, training
courses and forums on winning and sustaining contracts with the Authority
to Small and Medium Sized Enterprises
From September 2014
4.2
We will increase the number of local businesses and voluntary sector
organisations trading within the London Borough of Barnet.
From October 2014
4.3
We will develop and facilitate Local Business Development Boards of local
suppliers to increase the visibility of opportunities and encourage local
business to work together to respond to them.
From September 2014
4.4
The Council will actively encourage organisations within the borough,
including voluntary and community groups as well and business and
residents, to provide services to the council and to each other. This is known
as the ‘ecosystem approach’.
From October 2014
4.5
We will increase the % of local businesses that are satisfied with the way the
Council and its delivery partners support them in bidding for future work.
From September 2014
4.6
We will develop an accreditation programme entitled "Doing business with
the London Borough of Barnet" for providers within the Council’s supply
Chain
From September 2014
4.7
Small businesses
collaborating to
access contracts
We will match of Council tenders to local companies, Small to Medium
Enterprises and voluntary sector organisations in order to maximise their
opportunity of winning business and encourage local businesses to
participate in tendering for contracts with the Council.
From October 2014
27
Code
Strategic
Objective
Outcome Action Timescale
4.8
Local business know
what the Council will
be tendering for in
future and have time
to develop expertise
and partnerships
Council procurement web portal to be established with forward pipeline that
is easy to navigate
October 2014
4.9
The Council and its delivery partners will provide expertise in market
development and management to establish the ability of the Local Supply
Chain to meet future Authority requirements and understand any gaps in the
local supply.
From October 2014
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THEME E: Facilitating business growth
35. If we are to meet our aim of ensuring that Barnet is the best place in London to be a small business, it is essential that businesses have access to the
information and support they need to succeed and grow. We recognise, though, that private enterprise often works best when government steps out
of the way; and that advice and guidance are best given by those with hands experience of the realities of starting up, running and expanding a
business. This is the spirit in which our approach to creating the environment for economic success has been developed.
36. The Council will therefore consider the potential for pump?priming the creation of a social enterprise to deliver business support, including advice,
mentoring and networking, working with existing business networking organisations. We recognise that business knows best what it would find
useful, and would particularly welcome views on the scope of a potential social enterprise, and the most effective way to ensure that it offers good
value for public money. The table below sets out some of the potential functions of a new organisation for consideration. If a social enterprise is not
the most effective, or cost?effective, approach we would welcome alternative suggestions. Some of the actions set out below do not have timescales
as they are dependent on the outcome of a decision regarding the potential social enterprise.
How we will deliver this objective
Code
Strategic
Objective
Outcome Action Timescale
5.1
Businesses enabled to
grow and thrive
Businesses engaging
with each other, the
Council, and the wider
community
With Re, develop approach to small business support, possibly through the
creation of a business support social enterprise, which will to provide a
central point of contact for business engagement , mentoring, advice and
networking.
Firm proposals for
consideration by
December 2014;
implementation
depending on scope.
5.2 Promote business engagement and networking opportunities
5.3
We will provide a clear central point of contact and portal to other
services, significantly improving current levels of provision of business
information, support and guidance through a digital platform ‘hub’
providing information and signposting to maximise the use of existing
business support services, and a physical presence through various ‘spokes’
comprised of incubator units, where wrap around services would include
access to advisors and training sessions.
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Code
Strategic
Objective
Outcome Action Timescale
5.4
We will develop mentoring, drawing on the skills of Barnet’s many highly
skilled retired businesspeople
5.5
Develop an approach to corporate social responsibility (CSR) by the Council
and its supply chain, reflecting our strong belief that economic growth can
benefit communities and the cultural life of the borough, and that all
groups in the community should have equal opportunities to gain from
growth,
5.8
Provision of appropriate and affordable workspace for small and micro?
businesses, making use of available Council assets, and located in accessible
town centres and development areas. These would have different models
of operation to reflect local needs and opportunities, for example easy?
in/out office space, meeting room facilities;
5.9
Active use of the planning system to ensure new mixed use developments
have the right mix of affordable, accessible and flexible workspace,
including opportunities to work and run a business from home.
Planning system
reviews and actions
agreed by November
2015
5.10
Explore the case for introducing of micro?loans for SMEs if there is a failure
in the market.
Option Appraisal
completed by
September 2015
5.11
Introducing consultancy services for Trading Standards, Licensing and
Environmental Health, and training opportunities for food handling and
hygiene.
Term of Re
partnership
5.12
targeted support towards businesses with ambition and growth potential
in order to ensure the Borough has a growing population of vibrant small
businesses within the key future economic growth sectors (finance and
professional; digital; creative, hospitality and leisure; care sector, green
industries). This relates to the so?called ‘vital 6%’ of high? growth private
sector firms, responsible for a disproportionate share of net job creation
and in driving innovation, The presence of these firms will also act to
attract in other associated business investment.
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Code
Strategic
Objective
Outcome Action Timescale
5.13
Connecting businesses
and universities
Close working
relationship between
business and higher
education creating
value and jobs
We will develop an approach to Knowledge Transfer that brings together
the expertise of universities with the skills of entrepreneurs to boost
growth opportunities, as envisaged by the West London Alliance Jobs, Skills
and Growth programme.
Corporate Social Responsibility
37. While each business will want to make its own decision about whether and how to invest in the local community, the Council is sometimes asked by
local businesses and community groups how they can make the biggest difference. We will make it easy for those businesses in Barnet that want to
“give something back” to do so. The Council will work with CommUNITY Barnet and other groups to ensure that businesses have the information they
need to target any community?focused activity to best effect.
Ensuring that everyone has the opportunity to gain from growth
38. An important principle embedded throughout this document is that all people in Barnet, no matter what their background or circumstances, should
have equality of opportunity to succeed and gain from the growth of the economy here and nationally.
39. We have identified a number of key groups in the borough who will be given additional focus in the delivery of the proposals set out in the report to
ensure the opportunities arising from of growth can be accessed by all. These are:
? Young people and those Not in Education, Employment or Training (NEETs): Barnet has a low proportion of young people not in education,
employment or training compared to London. Following the economic downturn youth unemployment rose substantially, and although it is now
falling again it remains important to ensure that young people are accessing work and training as this sets them on a positive path.
? Lone parents: In Barnet 15.6% of those claiming out of work benefits are lone parents. Claimants are concentrated in deprived areas to the west of
the borough and are particularly disadvantaged in London because of the high cost of childcare provision.
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? Disabled people and people with long term health conditions: In Barnet 46% of the total number of claimants of incapacity benefits were related
to mental health issues (May 2010). Of these, 98% have been claiming benefits for at least 12 months, and nearly two?thirds have been claiming
for at least five years. Around 93% of those in Barnet receiving secondary mental health services are not in paid employment (Jan 2014).
? In Barnet 10.6% of clients with a Learning Disability of working age were in employment in 2009/10, above the national average of 6.4%. There are
many challenges in finding work placement and employment opportunities for people with learning disabilities. Learning from the ‘PSA16’ and
‘Right 4 Work’ projects indicates that people with disabilities, in particular those with mental health problems and a learning disability, require
intensive 1:1 support to prepare for, find and keep work.
? Black and Minority Ethnic groups: Unemployment for Black and Minority Ethnic Groups (BAME) tends to be consistently higher than the overall
average unemployment rate. The Barnet Economic Insight Report (2011) indicates that in 2006 BAME unemployment rates were close to the
Barnet average, but there has been a sharp rise since, peaking at 18.3% compared to Barnet’s overall average of 9%.
? Those groups living in areas of greater economic disadvantage (as set out in the Indices of Multiple Deprivation), and the approximately 15% of
the population may have been impacted by changes to the welfare system, should be enabled to access opportunities to gain from growth just
like anyone else so that they do not get left behind as the wider economy recovers, for through employment and skills initiatives.
40. Equalities Impact Assessment will be conducted as a part of the wider development and delivery of our approach to supporting economic success.
Listening to and working with residents, businesses and partners
41. We understand the need to listen carefully to what others have to say, and to learn from elsewhere about how to develop a successful approach to
enabling economic success. We welcome views from local businesses, residents, and our delivery partners on how the public sector can best facilitate
success in developing enterprise, employment and growth in the borough.
? Business engagement: In developing the approach set out in this report we have drawn extensively on messages businesses have given us
through exercises such as the Barnet Business Survey (2013) and the Business Breakfast Programme. Furthermore, many of the objectives set out
here will involve deeper on?going dialogue with business over the coming years in order to be made into reality.
? Partner engagement: Barnet Council is only one part of the picture. The wider public sector, including Job Centre Plus, Middlesex University,
colleges and schools, the NHS and the police also play an important role, as do the Council’s delivery partners Regional Enterprise (Re) and Capita.
By working together and coordinating our efforts to we will maximise the benefit of our actions to local businesses.
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? Resident engagement: Barnet residents (many of whom also work and run businesses here) and the investment and consumption decisions they
take that will have a huge impact on the success of the local economy. It is vitally important that our approach supports them to prosper and to
gain from growth.
Measuring success
The report sets out an approach which aims to maximise the positive impact of the public sector on the local economy, and ensure that Barnet’s
businesses and entrepreneurs have the space and support they need to thrive. The agreed objectives and actions will be measured and reported on an
annual basis, by combining key economic indicators (for example 3?year business survival rate, the number of new apprenticeships, or the unemployment
rate), with progress updates from senior officers responsible for delivering some of the specific programmes and projects set out here (for example
business hubs, or new approaches to developing town centre growth). The approach will be updated in five years, or sooner if circumstances require.
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