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JOBS AND

BUSINESS
PLAN
2014-2017
3
EXECUTIVE SUMMARY 4
IS THERE A BUSINESS CASE FOR GROWTH? 6
WHAT IS THE CONTEXT AND MARKET NEED? 10
WHAT BUSINESS GOALS MUST WE ACHIEVE? 14
HOW WILL WE GAIN A COMPETITIVE ADVANTAGE? 16
HOW WILL WE PUT OUR PLAN INTO ACTION? 28
HOW WILL WE DELIVER AND MEASURE SUCCESS? 53
CONTENTS
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JOBS AND BUSINESS PLAN 20142017
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EXECUTIVE SUMMARY
Working together for a brighter
future, a better Barnsley is our
vision at Barnsley Metropolitan
Borough Council. Well achieve
this by growing the economy,
improving peoples potential
and achievement, and changing
the relationship between the
council and the community.
EXECUTIVE SUMMARY OUR VISION
Our vision:
Barnsley Council is working towards a brighter future, a
better Barnsley. We will drive change and improvements
to achieve the following positive outcomes:
A brighter future where people achieve their potential.
A better Barnsley where our residents think and feel
we are making a difference together.
Working together with our partners and communities.
Our three priorities to help us reach our vision are:
Growing the economy.
Improving peoples potential and achievement.
Changing the relationship between the council
and the community.
We aim to make the borough a thriving and unique
place to live, work, visit and trade; providing imaginative
public spaces, arts, culture and urban living.
Achieving our vision:
Our four key strategies set out how we will achieve
our vision for key areas of life and work in Barnsley:
Housing.
Jobs and Business.
Transport.
Employment and Skills.
They indicate the boroughs potential and show
how we can make the most of our strengths, assets
and capabilities. Against the backdrop of Barnsleys
economic and social challenges, each plan aims to be
realistic and achievable. They show how we will get
from where we are now, to where Barnsley wants
to be in the future.
Barnsleys new Local Plan supports our four strategies.
It sets out the councils strategic vision and priorities
for housing, employment and commercial development,
including transport infrastructure and protection of our
local environment.
To make improvements effectively in relation to our
economic priorities we must also ensure progress on
other issues such as:
Health.
Education and skills.
Cohesion and community safety.
Child poverty.
Quality of life and the wellbeing of Barnsleys people.
Only if this is done will the full potential of Barnsleys
economic growth be realised, making the borough
a better place to live.
Cllr Sir Stephen Houghton
CBE
Cllr Roy Miller
Cabinet Member, Place
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JOBS AND BUSINESS PLAN 20142017
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IS THERE A BUSINESS CASE FOR GROWTH?
Investing in Barnsley:
The jobs and business plan
There is a compelling case for restructuring Barnsleys
economy and fundamentally changing our approach
to ensure we create a vibrant place to live and work.
We must think of Barnsley as a business, a business
that has struggled to reach its full potential in recent
decades. We must now identify the towns strengths
and use them to gain a competitive advantage and
nd a new and stronger place in the market.
To do this we must rethink what we choose to invest
in. In recent years, there has been a focus on the
regeneration of Barnsleys town centre, which will pay
economic dividends, but we must now also concentrate
on investment which drives jobs growth. It is only if we
focus on jobs, business and innovation that our town
will become a healthy business, one where its people
are able to thrive and its economy is able to grow.
Like any good business, Barnsley must learn to be
agile. It needs to adapt and react to economic shocks
to avoid long-term decline. It responded to the demise
of the manufacturing and mining industries in the
late 20th century by turning to the public sector. We
must now invest in sectors that are more resilient and
complimentary to the regional and national direction.
Although economic restructuring will take a number
of years, the Jobs and Business Plan is a real time,
three-year business plan to set the direction for a
strong and stable future.
What is the context and market need?
The economic context of the borough is important to
understand the market need for a business-focused
approach.
Despite investment over the last 20 years, the borough
still faces economic and social problems. Barnsleys
economy is too small for the size of the borough. The
town is unable to maintain enough jobs and businesses
to support its working population. A signicant level of
intervention in the local economy is needed to redress
the balance.
80%
70%
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We must think of
Barnsley as a business,
identify the towns
strengths and use
them to nd a new
and stronger place
in the market.
EQUIVALENT TO
EQUIVALENT TO
EQUIVALENT TO
IS THERE A BUSINESS
CASE FOR GROWTH?
39,900 new jobs,
1,600 new businesses
TARGET
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JOBS AND BUSINESS PLAN 20142017
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IS THERE A BUSINESS CASE FOR GROWTH?
What business goals must we achieve?
For Barnsley to close the economic performance gap
it needs:
More new businesses.
More job opportunities.
Diversication of the business base towards higher
productivity sectors.
Better skills and training for Barnsley people.
How will we gain a competitive advantage?
Like any robust business, it is important that
Barnsley identies how its offer differs from the
competition. Simply identifying industries, nationally
and internationally, with the greatest potential to
generate growth is not enough. Barnsley has to exploit
its strengths by targeting a small number of sectors
where it already has competitive advantage. From our
research, we have identied ve primary sectors:
Advanced Manufacturing.
Construction.
Visitor Economy.
Logistics.
Business Services.
The Low Carbon and Creative and Digital Industries
(CDI) will also help our primary sectors to innovate
and will be the target of support.
How will we put our plan into action?
A business plan is only as good as the ability to
implement it. As part of our action plan, we have
identied ve key steps for achieving our business
aims, with a focus on increasing the quantity of
businesses and jobs.
1. Invest in infrastructure.
2. Attract inward investment.
3. Improve the town centre.
4. Grow existing businesses.
5. Encourage higher productivity start-ups.
What are the timescales and projections?
In 2011 Barnsleys economy in terms of jobs was
lower than in 1984.
It has taken 30 years to replace the number of jobs
lost from mining.
It could take 50 years to close regional performance
gaps in the job market, unless we do more.
It could take 40 years to close regional performance
gaps in business growth, unless we do more.
How will we deliver and measure success?
The Barnsley Economic Partnership (BEP) has been
established as a new private-sector-led governance
structure involving leading individuals from the private
and public sectors.
Advisory teams will support this group to provide
expert input into each programme. In turn, the advisory
teams will be supported by Barnsley Metropolitan
Borough Council (BMBC) and project boards established
for each priority project.
The Economic Monitoring Framework (EMF) will enable
us to chart progress and respond to changes in the
local economy for the duration of the plan.
MORE NEW BUSINESSES
MORE JOB OPPORTUNITIES
DIVERSIFICATION OF THE
BUSINESS BASE TOWARDS
HIGHER PRODUCTIVITY SECTORS
BETTER SKILLS AND TRAINING
FOR BARNSLEY PEOPLE
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JOBS AND BUSINESS PLAN 20142017
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WHAT IS THE CONTEXT AND MARKET NEED?
The economic context of the borough is important to
understand the need for a business-focused approach.
In recent years Barnsley has taken steps to attract
new businesses, develop existing businesses and
create an enterprise culture for industry and commerce
to thrive. Yet, despite the economic recovery and
investment over the last 20 years, the borough still
faces a variety of economic and social problems.
These have been exacerbated by the recent global
economic recession and particularly by Barnsleys
continued reliance on public sector employment, which
has faced unprecedented budget reductions as part of
Government austerity measures.
Consequently, Barnsleys economy is too small for the
size of the borough. The town is unable to maintain
enough jobs and businesses to support its working
population. We need to build on progress already
made by:
Attracting new businesses.
Developing existing businesses.
Creating a more competitive private sector
employment base.
Barnsleys economy is
too small for the size of
the borough. The town
is unable to maintain
enough jobs and
businesses to support
its working population.
BARNSLEYS ECONOMIC PERFORMANCE CONTINUES TO LAG
BEHIND REGIONAL AND NATIONAL ECONOMIC INDICATORS.
24.7% OF ALL JOBS IN BARNSLEY ARE PUBLIC
SECTOR BASED. THE PRIVATE SECTOR HAS
BEEN UNABLE TO ABSORB THE NUMBER OF
JOBS THAT HAVE BEEN LOST TO DATE.
ITS TAKING BARNSLEY LONGER TO RECOVER
FROM THE RECESSION THAN THE REST OF
THE UK, WHERE RECOVERY APPEARS TO
BE ALMOST COMPLETE.
AN INCREASING NUMBER OF SKILLED
BARNSLEY PEOPLE ARE COMMUTING FOR
BETTER JOBS IN OTHER PARTS OF SOUTH
YORKSHIRE. THIS IS DUE TO THE LACK OF
OPPORTUNITIES CLOSER TO HOME AND THOSE
THAT DO EXIST ARE MAINLY LOW PAID AND
PART-TIME.
THERE ARE ALSO LOW NUMBERS OF BUSINESS
START-UPS AND 60% ARE EITHER LIFESTYLE
OR BUSINESSES SIMPLY REPLACING OTHERS
THAT HAVE CEASED TO EXIST, WITH LIMITED
ADDITIONAL EMPLOYMENT OPPORTUNITIES.
FACT
TARGET
RESULT
FACT
FACT
FACT
39,900 NEW JOBS, 1,600 NEW BUSINESSES
RECOVERY AND GROWTH WILL BE CHALLENGING.
A SIGNIFICANT LEVEL OF INTERVENTION IN THE LOCAL
ECONOMY IS NEEDED TO REDRESS THE BALANCE.
WHAT IS THE CONTEXT
AND MARKET NEED?
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JOBS AND BUSINESS PLAN 20142017
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WHAT IS THE CONTEXT AND MARKET NEED?
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Closing the gap to regional average Closing the gap to national average
Businesses Businesses Jobs Jobs GVA GVA High skills High skills
1,600
2,900
5,045
81,000
2.8Bn 31,000
5,045
81,000
1.1Bn
31,000
39,900
51,200
1.1Bn
2.0Bn
12,100
18,900
n Current levels n Gap n Current levels n Gap
2,900
more businesses
(equivalent to a 58% increase)
1.1BN
GVA increase
(equivalent to a 40% increase)
1,600
more businesses
(equivalent to a 32% increase)
2.0 BN
GVA increase
(equivalent to a 70% increase)
39,900
more (total) jobs
(equivalent to a 49% increase)
51,200
more (total) jobs to be created in the economy
(equivalent to a 63% increase)
12,100
more higher skilled residents
(equivalent to a 39% increase)
18,900
more higher skilled residents
(equivalent to a 61% increase)
REGIONAL FIGURES NATIONAL FIGURES
For Barnsley to achieve national averages,
we would need:
For Barnsley to achieve regional averages,
we would need:
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WHAT BUSINESS GOALS MUST WE ACHIEVE?
More businesses
We need a renewed focus on attracting businesses to
locate to Barnsley through inward investment as well
as increasing the rate of business start-ups in higher
productivity sectors. However to do this, we need new
land and premises, across the borough and in the town
centre, as there is a shortage of both.
We will need a targeted inward investment campaign
and incentives to make Barnsley standout from our
competitors. Alongside this we will need a concerted
focus on the development of the town centre to
facilitate investment.
More job opportunities
Although employment levels in Barnsley are comparable
to the regional and national average, this is largely due
to the number of low-skilled, part-time employment
opportunities available. To boost jobs growth, we must
focus on several areas:
Continued support to increase the competitiveness
of existing businesses.
A concerted effort to attract new large scale
inward investment.
A focus on higher productivity local business
start-ups.
Work with employers to make sure people are
work ready, especially those furthest away from
the labour market.
WHAT BUSINESS GOALS
MUST WE ACHIEVE?
1 2 3 4
Improved businesses
Barnsleys economic output, measured in terms of GVA,
signicantly lags behind regional and national averages.
This is linked to the relatively low productivity sector
mix in Barnsley combined with the low skills levels of
local people. Barnsley also has a high percentage of
businesses in risk adverse and low growth sectors
that predominately lead to local people commuting
for more lucrative jobs.
We need more high productivity sectors through
targeted inward investment and business start-up
support. Higher productivity sectors tend to access
opportunities in new markets, exploit new technologies
or exploit supply chains that emerge over the next
few years. Therefore, existing businesses should also
be supported to achieve this ambition by increasing
employer engagement.
Improved workforce
Better businesses need a more skilled workforce.
In comparison to the current regional and national
residential qualications prole, Barnsley has a high
percentage of low or unskilled residents and a shortage
of high skilled residents.
We should begin by making sure that the qualications
of the future workforce match projected demand.
This will increase employment and keep up with the
changing demand created by the drive towards better
businesses. This should be combined with on-the-job
and pre-employment training for those who are hardest
to reach.
This objective will be delivered through the Barnsley
Employment and Skills strategy to make sure that
our plans continue to t with the needs of business.
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CHAPTER TITLE??? JOBS AND BUSINESS PLAN 20142017
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Like any robust business, it is important that Barnsley
identies how its offer differs from the competition.
Simply identifying industries, nationally and
internationally, with the greatest potential to generate
growth is not enough. Barnsley has to exploit its
strengths by targeting a small number of sectors
where it already has competitive advantage.
Research has highlighted ve primary sectors:
1. Advanced Manufacturing.
2. Construction.
3. Visitor Economy.
4. Logistics.
5. Business Services.
In addition, there are sectors which can enable the
growth of these and other sectors in Barnsley.
They can add value by transforming working practices,
helping sectors to innovate and will also be the target
of support:
Creative and Digital Industries (CDI).
Low Carbon.
To attract these types of businesses, we will develop
a proposition focused on business opportunities
and a companys ability to generate prot, to ensure
competitive and commercial viability for potential
investors.
Barnsley has to
exploit its strengths
by targeting a small
number of sectors
where it already has
competitive advantage.
HOW WILL WE GAIN A
COMPETITIVE ADVANTAGE?
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HOW WILL WE GAIN A COMPETITIVE ADVANTAGE?
The UK government has positioned advanced
manufacturing as central to its industrial strategy,
aiming to make the UK Europes leading exporter of high
value goods in order to increase the proportion of the
workforce with a career in manufacturing. The Shefeld
City Region has also prioritised Advanced Manufacturing
by increasing domestic and foreign direct investment to
offset job losses in other areas.
Since 2009 the advanced manufacturing sector in
Barnsley has recorded signicant growth which is
double the regional increase and against the decrease
recorded nationally. Such performance is encouraging
and clearly demonstrates the potential that this sector
can deliver in Barnsley.
The majority of businesses in this sector are in
fabrication, machinery and equipment, motor vehicles
and other transport supply chain operations. They do
not supply directly to the nal manufacturer, and tend
to undertake less research and development than other
advanced manufacturing companies. The majority tend
to be single production sites with head ofces either
elsewhere in the UK or abroad.
We need to grow the advanced manufacturing business
base in Barnsley so that companies can increase their
market share and deliver the necessary employment
growth. Likewise it is important that the borough
actively ensures that appropriate levels of land and
premises are made available. Additional support should
focus on promoting research and development and
innovation, in a similar way to the German model
which promotes the computerisation of traditional
manufacturing industries.
1
ADVANCED
MANUFACTURING
SINCE 2009 THE ADVANCED MANUFACTURING
SECTOR IN BARNSLEY HAS RECORDED
SIGNIFICANT GROWTH, WHICH IS DOUBLE
THE REGIONAL INCREASE AND AGAINST
THE DECREASE RECORDED NATIONALLY.
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HOW WILL WE GAIN A COMPETITIVE ADVANTAGE?
The health of the construction industry is a good
barometer for the health of the overall economy.
In Barnsley construction rms represent almost 15%
of total business stock, providing valuable employment
opportunities that match the existing skills of a
signicant portion of the local population. Since 2009,
the construction sector in Barnsley has recorded
signicant employment growth nine times greater
than the regional average and against the decrease
recorded nationally. Such performance is encouraging
and clearly demonstrates the potential that this sector
can deliver in Barnsley.
It is essential that Barnsley construction businesses
have the necessary support so that they can access
the potential growth that this sector could experience
over the next few years as the regional and national
economy continues to recover.
However, the majority of these are small and micro
businesses with little regional contracting.
Therefore the key to ensuring a more diverse and
expanding construction sector will be providing
necessary procurement support to businesses with
growth potential so that they can benet from planned
developments in the wider sub region. The industry
will need to diversify into the low carbon sector.
Work is already underway to support this through the
existing Construction Training Academy and Thinking
Low Carbon Centre.
THE KEY TO ENSURING A MORE
DIVERSE AND EXPANDING
CONSTRUCTION SECTOR WILL
BE PROVIDING NECESSARY
PROCUREMENT SUPPORT TO
BUSINESSES WITH GROWTH
POTENTIAL SO THAT THEY
CAN BENEFIT FROM PLANNED
DEVELOPMENTS IN THE WIDER
SUB REGION.
CONSTRUCTION 2
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HOW WILL WE GAIN A COMPETITIVE ADVANTAGE?
YORKSHIRE AND HUMBER ATTRACT
216 MILLION VISITORS AND TOURISM IS WORTH
OVER 7 BILLION. THIS DEMONSTRATES A REAL
OPPORTUNITY FOR BARNSLEY TO GROW ITS
VISITOR ECONOMY.
The visitor economy is the UKs sixth largest industry
and in the current economic climate it is one of the
few sectors seeing substantial growth. Yorkshire and
Humber attracts 216 million visitors and tourism
is worth over 7 billion. This demonstrates a real
opportunity for Barnsley to grow its visitor economy,
especially as almost 1 in 10 people are employed in
this sector.
The visitor sector in Barnsley is predominately leisure
based, however the borough fails to attract the wider
more lucrative national or international tourism.
To grow this sector signicantly the borough needs
to build upon its important assets including Cannon
Hall Farm, Wentworth Castle and Elsecar Heritage
Centre. Those who do visit indicate they are very likely
to return and recommend Barnsley as a destination.
This indicates that there is huge potential to establish
Barnsley as a visitor destination.
However, fundamental problems will need to be
addressed with a clear marketing strategy for tourism
along with the continued development and improvement
of visitor attractions.
3
THE VISITOR
ECONOMY
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HOW WILL WE GAIN A COMPETITIVE ADVANTAGE?
There is signicant potential in Barnsley to work with
neighbouring authorities, such as Doncaster, to ensure
the borough becomes a destination of choice for
logistics operations. Logistics and distribution is worth
4.2bn to the regional economy and there are 91,000
jobs in Yorkshire and Humber. The sector is predicted to
grow by 27% over the coming years. Both Shefeld and
Leeds City Councils have signicant logistics brands
including Amazon, Next, DHL, Asda and Argos.
At the moment however the logistics sector in Barnsley
is predominately reliant upon a few medium and large
companies, which are involved in freight, courier,
warehouse and storage operations. The sector itself
only employs less than 5% of the total workforce.
This is largely due to the lack of land available for the
development of large-scale national logistics operations.
As a result these have tended to locate in either
Rotherham or Shefeld. However, the allocation of
new employment land over the next few years will
solve this.
Key to the growth of this sector is the ability of the
sector to diversify in to new markets and to take
advantage of growing online consumer retail trends.
Over recent years this sector has been signicantly
boosted by ever increasing fuel prices, European
Commission regulations on emissions and declining
levels of consumer spending.
Since 2009 Barnsley has recorded a 29.5% increase
in this sector, which is signicantly greater than
regional and national growth. This is largely due to the
relocation of ASOS, but clearly demonstrates the scale
of opportunity available. To grow its logistics industry,
Barnsley will need to promote its central location
and make sure it has enough of the right type of
land and space.
For example 400 million has been invested into the
Inland Port in Doncaster which is predicted to create
5,000 jobs. The multimodal facility will create an
opportunity for Barnsley if land is made availability
to grow its own logistics and distribution sector.
SINCE 2009 BARNSLEY
HAS RECORDED A
29.5% INCREASE IN
THIS SECTOR, WHICH
IS SIGNIFICANTLY
GREATER THAN
REGIONAL AND
NATIONAL GROWTH.
THIS IS LARGELY DUE
TO THE RELOCATION
OF ASOS.
4LOGISTICS
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HOW WILL WE GAIN A COMPETITIVE ADVANTAGE?
WE NEED TO GROW THE BUSINESS SECTOR
SO THAT COMPANIES CAN INCREASE THEIR
COMPETITIVENESS AND CREATE THE SAME
LEVEL OF EMPLOYMENT GROWTH AS THE
REST OF THE UK.
The government has identied Business Services
as one of its key sectors where there are signicant
opportunities for growth. The sector nationally currently
generates 11% of UK GVA and provides nearly 12% of
UK employment. This sector has recorded signicant
levels of growth over the last decade and has been
one of the major economic success stories. Looking
to the future this sector is expected to record an
increase in employment by a third over the next
20 years and continue to be one of the UKs leading
economic sectors.
In Barnsley, the sector accounts for just over 17% of
the total business stock and 6% of all total employment
in the borough, providing valuable skilled employment
opportunities within the local economy. However,
since 2009 growth of the business services sector
in Barnsley has been signicantly lower than regional
and national levels.
We need to grow the business sector so that companies
can increase their competitiveness and create the same
level of employment growth as the rest of the UK.
The majority of local businesses are micro businesses,
therefore we will target growth in new businesses
which are not simply replacing others which have
ceased to exist. This will provide the borough with a
greater range of occupations requiring higher skills
to enable the sector to catch up.
5
BUSINESS
SERVICES
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HOW WILL WE PUT OUR PLAN INTO ACTION?
A business plan is only as good as the ability to
implement it. Our action plan is designed to be
prudent and efcient, targeting a small number
of larger projects.
The range of programmes are based on research,
experience of previous successful initiatives as well
as input from the Barnsley Economic Partnership (BEP).
However, the plan should be exible enough to respond
to future challenges. Most importantly it is designed to
enable rather control economic activity in the borough.
Although economic restructuring will take a number of
years, this plan sets out a real time three year plan for
what needs to be delivered now in order to start on the
path to creating the quantity of jobs and businesses
that Barnsley requires.
Our efforts should also reect the current state of
Barnsleys economy and the need to bring it up to
a comparable position in terms of the density of
businesses and quantity of jobs, while not forgetting
the long-term aspiration to improve economic
performance by having higher value businesses
and better quality jobs.
We have identied ve steps that will contribute
towards achieving our business aims, focusing on
increasing the quantity of businesses and jobs.
More
businesses
More
jobs
Improved
businesses
Improved
workforce
Delivery programme
Long-term ambition
1,600
more
businesses
Attracting inward investment
Investing in infrastructure
Improving the town centre
Growing existing businesses
Higher value start-ups
39,000
more
jobs
9,000
higher value
jobs created
Employment and
skills strategy
12,100
more highly
skilled people
Strategic
objectives
HOW WILL WE PUT OUR
PLAN INTO ACTION?
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HOW WILL WE PUT OUR PLAN INTO ACTION?
Destination
management plan
Reshaped
marketplace
scheme
When will we start each project?
Public realm
Oakwell master
plan
Inward investment resource
Integrated web platform
Improving management
skills for growing
companies
Franchise hub
Community start-up support
Stimulating property
development
Delivering development
Investing in visitor economy
infrastructure
Town centre events and marketing
Key gateway sites
Celebrating success
Strategic
growth clusters
Digital Barnsley
Inward investment campaign
Barnsley local growth zones
Mobile investment fund
Space for companies
to grow
Increasing volume of
knowledge starts
Graduation attraction package
Retail academy
APRIL MAY JUNE JULY AUG SEPT OCT NOV DEC JAN FEB MAR APRIL
2014 2015
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JOBS AND BUSINESS PLAN 20142017
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HOW WILL WE PUT OUR PLAN INTO ACTION?
Barnsley must be able
to offer a signicantly
improved range and
quantity of good quality
premises to be a
competitive location
for investment.
Market conditions
Currently there is a shortage of commercial property,
specically industrial space required to accommodate
our future jobs and business growth aspirations.
Barnsley must be able to offer a signicantly improved
range and quantity of good quality premises to be a
competitive location for investment. A clear priority is
to bring forward serviced employment land of sufcient
size in order to attract the quantity and quality of jobs
the borough needs. This needs to be underpinned by
improved digital and energy infrastructure as well as
the cultural and leisure facilities which help to provide
the enhanced quality of life which makes inward
investment attractive.
The supply of commercial property is spread across the
borough although the majority tends to be close to the
M1 corridor. The age, size and quality of accommodation
is diverse. It ranges from large established industrial
estates to former pithead sites and new developments
such as Capitol Park and Shortwood Business Park.
There are also some bespoke ofce developments,
but the majority of these have required external funding
due to weaknesses in the current market.
The demand for space in Barnsley is dominated by
Small to Medium Enterprises (SMEs) which are mostly
Barnsley based or have a Barnsley connection. However
there are a signicant amount of larger businesses from
in and outside Barnsley which have located here due
to the close proximity to the major road and motorway
networks. The majority of these businesses tend to need
industrial space. However occupancy rates on most
industrial estates are now in excess of 80%, leaving a
shortage. Further, the demand for the space is at price
levels below what is required to justify the development
of new buildings, creating a market failure.
The local context
Over the last thirty years very little signicant
commercial property development has taken place in
Barnsley without assistance from UK government or
EU funding. There are some examples of development
taking place in Barnsley by developers who are willing
to take a view on the recovering market and hope to
prot from it in time as the recovery takes a hold.
Schemes that have been started or submitted for
planning permission include the development of
industrial units at Shortwood Business Park, Phase
3. Gladman Developments have completed the initial
infrastructure of what was intended to be a speculative
development at Gladman Park within the Wentworth
Business Park at Tankersley. There is also a proposed
scheme at the Carlton Industrial Estate.
Traditional developers are mostly unwilling to develop
in Barnsley because development is not economically
viable. The land cost plus the building cost is greater
than the end value and does not allow a prot to be
made. Furthermore the levying of rates on empty
property has been a major disincentive.
The City Region context
Delivery to stimulate commercial development and
make sites attractive to investors is currently led at
the regional level. Barnsley benets from a number of
Enterprise Zone sites allocated by SCR, meaning that
eligible occupiers on these sites can benet from a
rate-free period of ve years, up to a maximum saving
of 275,000 or Enhanced Capital Allowances. However,
Enterprise Zone designation does not necessarily
overcome the viability gap issue faced by developers.
This has led to the introduction of the JESSICA and
Shefeld City Region Investment Fund (SCRIF), both of
which provide a range of nance to bridge the viability
gap or provide essential infrastructure to unlock
schemes critical to economic growth. Barnsley is due
to benet from SCRIF to enable the strategic growth
clusters to come forward, which will be key in providing
an improved offer to inward investors.
STEP 1:
INVEST IN INFRASTRUCTURE
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Our priorities
Continue to work closely with Shefeld and Leeds
City Regions in order to secure infrastructure funding
to support prime key commercial and regeneration
developments in Barnsley.
Take a proactive approach to stimulating speculative
commercial property development on sites within
Barnsley that could meet our job growth aspirations.
Demonstrate clearly to employment landowners and
developers that Barnsleys Planning Department is
open for business and willing to work in partnership
to support development of key sites.
Prioritise improvements in digital infrastructure to
ensure that key current and future employment sites
are adequately covered by superfast broadband
connectivity.
Identify gaps in the existing cultural and leisure
offer within Barnsley and seek to work with delivery
partners to bring development forward.
Produce guidance for developers setting out clearly
how the council will handle major employment
applications to ensure a rst class service for
prospective investors.
Work through the planning system to ensure that
job-focused conditions are attached to major
employment driven planning applications to
maximise the benets for local residents.
Actions for infrastructure
Strategic growth clusters
If Barnsley is to close the current jobs and business
decit, this will require large scale step change. It
cannot be achieved given the current land and property
available and requires a review of the Green Belt. The
Local Plan should be used to allocate new employment
land to meet future demand. This will enable Barnsley to
offer a range of different types of property.
Stimulating property development
There is ongoing market failure within the Barnsley
commercial property market with property developers
continuing to operate on a low-risk basis and only
committing to speculative development on a pre-let
basis. For Barnsley to become more competitive as
a location for investment and enterprise, it needs
to increase the diversity and quality of commercial
premises. We will explore a range of nance options
to enable the council to work in partnership with
developers and bring forward speculative development.
Superfast connectivity
Barnsleys competitors recognise that a high quality
digital infrastructure is required to encourage innovation
and help the next generation of businesses to ourish.
Towns and cities across Europe are investing heavily
in digital infrastructure and Barnsley must do the same
to keep up and take a competitive advantage. Working
with South Yorkshire partners and Broadband Delivery
UK (BDUK), we are planning to submit a bid as part of
the Governments rural broadband programme in order
to ensure that all of the boroughs major employment
sites can benet from superfast connectivity.
Delivering development
While good progress has been made in addressing
some of the structural regeneration issues facing
Barnsleys communities, there are still areas of decline.
Starting with sites including the new Goldthorpe School,
we will identify priority regeneration sites across the
borough for targeted and market driven schemes to
address commercial property, cultural infrastructure
or housing need. To focus our resources, this will
start with a thorough review of all key commercial
and regeneration sites and large vacant buildings
across Barnsley.
Investing in tourism infrastructure
To make sure that Barnsley is an attractive place for
inward investment, we must focus on our cultural
attractions and the positive PR these can bring.
The borough has a wide variety of leisure and cultural
visitor attractions, the majority of which are public
owned. Some facilities have lacked investment in recent
years. However, the Experience Barnsley museum is
an example of what could be achieved through better
investment. This 4.4m project has already attracted
70,000 visitors in the rst few months of opening.
The media reach has been calculated at over 19 million
people, with an equivalent advertising value of over
650,000 and an estimated PR value of almost
2 million.
CURRENTLY THERE IS A
SHORTAGE OF COMMERCIAL
PROPERTY, SPECIFICALLY
INDUSTRIAL SPACE REQUIRED
TO ACCOMMODATE OUR
FUTURE JOBS AND BUSINESS
GROWTH ASPIRATIONS.
Metrics
Amount of commercial space available
(sqft)
Amount of serviced employment
land available (ha)
Amount of browneld land
reclaimed for employment (ha)
Amount of investment levered ()
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JOBS AND BUSINESS PLAN 20142017
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HOW WILL WE PUT OUR PLAN INTO ACTION?
Market conditions
We need to attract new businesses to Barnsley in order
to create more jobs and commercial opportunities.
These will need to come from specic sectors where
Barnsley can demonstrate a competitive advantage.
When considering where to invest, businesses focus on:
accessibility and infrastructure.
cost base and nancial assistance.
availability of premises and local workforce.
Barnsley is central and well connected in terms of the
existing road and motorway networks. Four airports
and two major ports are within a two hour drive time.
It is well positioned geographically to attract investment
from businesses where easy access to the rest of the
UK is a priority.
There are benets to being located in Barnsley:
The cost of property is considerably lower compared
to regional and national competitors.
Financial support is available from the Regional
Growth Fund (RGF) programmes and a number
of Enterprise Zones.
Although we have a large potential labour pool, the lack
of a more highly skilled workforce limits Barnsleys
ability to attract businesses in high growth sectors.
This is despite having access to graduates from six
regional universities. Another obstacle is Barnsleys
image externally and locally. We need to address these
issues, identify which sectors that Barnsley should
target, understand any barriers to entering our market
and plan accordingly.
Barnsleys image is also affected by the state of the
visitor economy and the boroughs market share of
Yorkshire visitors is limited. A strong visitor and leisure
offer would not only improve the quality of life but
attract potential investors.
The local context
There has been a notable reduction in the number of
companies moving to Barnsley over the last two years.
There could be a number of reasons for this such as
the decline in the economy and the loss of the regional
development agency. There is also no bespoke inward
investment offer for Barnsley nor a dedicated team for
generating enquiries and investment.
There are very few private sector visitor attractions,
while Barnsleys council attractions include:
Two agship parks at Elsecar and Locke Park.
Monk Bretton Priory under the guardianship
of English Heritage.
Barnsley town centre and markets,
Penistone Market.
The Metrodome Centre and Calypso Cove.
Experience Barnsley Museum.
Barnsley is also a gateway to the beautiful countryside
of the Peak District National Park. With the association
of Yorkshire as a top tourist destination, this creates a
comprehensive offer that has the potential to attract
inward investment.
The City Region context
Shefeld and Leeds City Regions focus on their own
propositions. Marketing information for enquiries tends
to be generic for ofce space, warehouse space or
land availability.
However, there is potential for Barnsley to benet from
the higher prole that both Leeds and Shefeld enjoy
on a national and international stage. This will be
increasingly important as Shefeld places a bigger
emphasis on attracting investment as a result of
their own plans for growth which target logistics,
manufacturing, business services and CDI four
of Barnsleys proposed strategic sectors.
Four airports and two
major ports are within
a two hour drive time
of Barnsley. It is well
positioned geographically
to attract investment
from businesses where
easy access to the rest
of the UK is a priority.
STEP 2:
ATTRACT INWARD INVESTMENT
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JOBS AND BUSINESS PLAN 20142017
38
Our priorities
Work alongside SCR and LCR to develop a
complementary inward investment approach,
maximise the benets of their regional approach and
develop Barnsleys own brand and market potential.
Target sectors for inward investment where location
is important.
Provide a dedicated inward investment team to
enable proactive searching for external investment.
Review relevant assets i.e. land availability, premises,
future workforce which are attractive to our priority
sectors for targeted marketing.
Focus on promoting visitor attractions and our
existing visitor offer.
Develop a more comprehensive understanding of
the local supply chain, keep up-to-date on investor
perceptions to shape future marketing campaigns
and identify where there may be potential for growth.
Actions for inward investment
Inward investment campaign
An inward investment marketing campaign will be
launched once there is greater certainty over the
timescales for the strategic growth clusters designed
to improve Barnsleys property offer. This will promote
Barnsley to potential investors across the region and
beyond at relevant trade shows and property events.
We will work alongside the SCR inward investment team
and partners at other authorities such as Doncaster
where there are mutually benecial sector opportunities.
Inward investment team
A small team will be created to attract inward
investment. They will work alongside the existing
Enterprising Barnsley programme, which will continue
to focus on existing business growth as well as support
to potential investors. They will also work with UKTI
and other Government agencies to provide a joined
up approach.
Barnsley local growth zones
In order to build on the success of some of Barnsleys
existing Enterprise Zone sites, we will look at
opportunities to allocate new Local Growth Zones.
These will benet from enhanced support and business
rate incentives for prospective investors. We will
locate these where the property and land offer could
be particularly attractive for our key sectors. We will
consider offering a rate scheme to encourage a mix
of uses in the town centre.
Barnsley Mobile Investment Fund (MIF)
The MIF will provide grants to attract investments
that otherwise may not come to Barnsley. It will fund
the sustainable, long-term growth of companies by
providing capital investment for areas such as new
sites, machinery or technology. It can also be tailored
to t around the specic requirements of companies
looking to locate in the borough.
Destination Management Plan (DMP)
In order to improve Barnsleys image as place to visit,
we will create a plan for marketing Barnsley to local and
external visitors. This will be developed in partnership
with the private sector to make sure all parts of the
visitor economy are considered.
Metrics
Enquiry conversion rate
Number of jobs created via enquiries
Number of enquiries
Customer satisfaction
HOW WILL WE PUT OUR PLAN INTO ACTION?
2012/2013
ENQUIRIES
2008/2009
ENQUIRIES
296
153
PROPERTY ENQUIRIES
PROPERTY ENQUIRIES
27 COMPANIES RELOCATE TO BARNSLEY
14 COMPANIES RELOCATE TO BARNSLEY
41
JOBS AND BUSINESS PLAN 20142017
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HOW WILL WE PUT OUR PLAN INTO ACTION?
Market conditions
Barnsley town centre faces many difculties and needs
to diversify. In particular, it must become less dependent
on retail. The drivers behind town centre change are
complex and include:
Weakness of the national economy.
Changing lifestyles and demographics.
The impact of technological change.
Barnsley town centre will need to adapt and change to
meet these difculties. It will do so by being the focus
for commercial development in order to:
Provide a competitive choice of goods and services.
Be convenient and easy to access.
Maintain a sense of place.
Barnsley has fewer retail voids than the national
and regional average thanks to proactive marketing
of the units by Town Centre Services and Norfolk
Property Services (NPS) and the use of exible lease
arrangements. This is combined with a signicant
number of independent traders and units. However,
the low void rates and low productivity retail offer are
also due to the type of market they attract. The prole
of customers is limited by an ageing population and
restrained by low income. The retail mix in the town
centre reects this as does the low use of online
shopping. As a result, Barnsley has seen a decline in
town centre footfall over the past 12 months as other
types of shopper head to larger regional centres in
Leeds and Shefeld.
The local context
The focus on town centre development for the past
decade has been on the proposed Marketplace
Barnsley scheme and securing investment to improve
the urban landscape in the town centre. The Urban
Centre Infrastructure (UDI) project is part funded by the
European Regional Development Fund (ERDF) and will
improve the public spaces on a number of streets within
the town centre.
Despite this, there has been a lack of coherent strategy
to tackle the few persistent void units and market the
town centre as a whole. This requires collaboration
between vacant unit landlords and agents. This is
exacerbated by rental prices being high. There has been
little focus on business support for existing and new
retailers and funding is limited.
The City Region context
Each town or city centre tends to have its own policy
for regeneration. However, each of the City Region
local authorities will be working within the national
framework for improving town centres and retail.
The Government published Understanding High
Street Performance in December 2011, which led
to marketing consultant Mary Portas publishing an
independent review of our high streets, The Portas
Review, on request by the Prime Minister. Barnsley
benetted from 10,000 as a result, which was used
in a targeted approach to develop the My Barnsley App
promoting the retail offer in the town centre.
STEP 3:
IMPROVE THE TOWN CENTRE
Barnsley town centre
faces the need to
diversify, in particular
it must become less
dependent on retail and
seek to encourage a mix
of alternative uses in
order to drive footfall.
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42
Our priorities
Apply a coordinated approach to marketing the town
centre, to shoppers and potential retailers for events
promotion and marketing vacant properties in liaison
with private landlords and agents.
Introduce a bespoke business support programme
designed for retail businesses. This will include
interventions and training to existing and new
retailers. It could also focus on a particular part
of the town centre to create a pop-up shop offer
and a hub for activity.
Explore the potential for using the councils business
rate powers to offer rate relief within the town centre
to stimulate development or attract a particular type
of retailer not currently in the town.
Engage with landowners of critical town centre
gateway sites to facilitate development. This will
add to the retail mix or encourage alternative uses
to drive footfall.
Additional investment and support for enhancements
to public spaces to build on the success of the
UCI project.
Actions for the town centre
Reshaped marketplace scheme
We will introduce a scheme to redevelop the core
shopping area adjacent to the existing market and
Metropolitan Centre. It would see the demolition of
redundant buildings and the development of proposals
for major improvements to the centre. In consultation
with market-traders and users, we will develop
proposals to improve the markets. Alongside this will be
the potential redevelopment of the former TEC building
and adjacent property to the north of Kendray Street
as a leisure and retail quarter.
Expanded public spaces programme
Attractive public spaces are vital for a welcoming town
centre in Barnsley. Following the success of the town
hall gardens project, the next phase will be the roll
out of the Urban Centre Infrastructure (UCI) initiative
which will improve public spaces beyond the town
hall, towards the main shopping area. We will continue
to develop this project in relation to the proposed
marketplace scheme and the entrance to the town
centre from the Interchange.
Town centre marketing and events campaign
We propose a coordinated marketing and events plan
for the town centre. This will bring together existing
activity, such as events management and vacant
unit marketing.
Developing the gateways to Barnsley
As part of the emerging Local Plan, key gateway sites
will be identied where the council will work alongside
developers to bring them forward for complementary
uses to help generate additional footfall within the
town centre.
Oakwell masterplan
Ensuring that Barnsley has vibrant and attractive
leisure facilities will be critical in helping to attract
inward investment. The existing Metrodome, thanks
to investment made over recent years, has become a
popular leisure destination. It also benets from close
proximity to Barnsley Football Clubs Oakwell ground,
providing a complementary offer for thousands of
visitors. We will seek to build on this by working with
partners to put together a comprehensive masterplan
for the Oakwell area. This will link the site to the future
plans for the redevelopment of the core shopping area
and provide a complimentary leisure offer.
Metrics
Footfall
Property void rates
Amount of retail oorspace
Unit rents
THE EXISTING METRODOME,
THANKS TO INVESTMENT
MADE OVER RECENT
YEARS, HAS BECOME
A POPULAR LEISURE
DESTINATION.
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JOBS AND BUSINESS PLAN 20142017
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HOW WILL WE PUT OUR PLAN INTO ACTION?
Market conditions
Barnsleys economy is too small and this means that
there are not enough businesses and jobs to support the
working age population. As a result the business stock
needs to increase. Local businesses tend to have low
growth, low productivity, less investment and fewer
job opportunities. The challenge is to work with rms
to help them innovate and add value to the economy.
This links directly with skills so that higher value
companies have a pool of high quality labour to draw
upon. Supporting the competitiveness of the business
base needs to be a long-term priority.
Improvements have been made over the past decade
with the business stock having grown faster than the
regional average. However, this needs to be set against
the fact that much of this growth has been in lower
productivity sectors with a less skilled workforce.
More highly skilled workers have been forced to
commute for work.
Smaller businesses in Barnsley are not growing as fast
as the national average. On the other hand, larger and
more well established businesses are enjoying relatively
sustained growth. We must help smaller businesses
stay aoat longer, reach higher turnover rates and
become more competitive.
The local context
The Enterprising Barnsley programme is one of the
strongest business support programmes across the
region. This is due to proactive account management,
the exibility of the resource to adapt, a clear
understanding of the characteristics of growth
businesses and a commercial approach to the type of
support offered. Another strength is the partnership with
the Barnsley Business Innovation Centre (BBIC), which
provides space to innovate and connect with other
businesses. However, there is a lack of coordination of
the business support offer beyond Enterprising Barnsley,
minimising its impact.
Despite strong local delivery, national support
programmes such as those offered through UK Trade
and Investment (UKTI) are not as effective as they
should be. This is partly due to the pressures put upon
a relatively small regional team. It is an important gap,
as without an increase in exports, rebalancing the local
economy will not take place. There are good support
mechanisms in place focusing on innovating systems
and improvements. However there is less intensive
support for product development linked directly to
exports. The more that local rms innovate, the greater
the export potential. In turn, productivity and jobs
growth will increase.
The access to nance agenda is led by Finance
Yorkshire which provides seed-corn, loan and equity
linked investments, ranging from 15,000 to 2 million,
specically to help small and medium-sized get the
funding for growth and development. Its investment is
mainly focused on high growth businesses producing
innovative products and may be considered high risk
by traditional lending methods.
The City Region context
The delivery of business support from the Local
Enterprise Partnerships (LEP) will be via Growth
Hubs, which will provide the access point for local
and regional support. It will also be responsible for
commissioning services to ll gaps in provision.
The Growth Hub will prioritise support where it can have
the greatest impact such as high growth businesses.
In addition to business support, most access to nance
is available at a regional or even national level and
it is expected that delivery will continue through
Finance Yorkshire.
The Growth Hub has the potential to shape how
business support is delivered across the Shefeld and
Leeds City Regions. Barnsley has the benet of an
existing highly successful programme in Enterprise
Barnsley. It is essential that the borough engages with
the emerging Growth Hub proposals to ensure this
builds on and enhances the existing Barnsley offer
rather than trying to reinvent the wheel.
The challenge is to work
with rms to help them
innovate and add value
to the economy.
This links directly with
skills so that higher
value companies have
a pool of high quality
labour to draw upon.
STEP 4:
GROW EXISTING BUSINESSES
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Our priorities
Build on the progress already made by Enterprising
Barnsley through providing support for high growth
and innovation.
Focus on business growth for enterprise support in
Barnsley as this will lead to the greatest return on
growth and jobs.
Work closely with Shefeld and Leeds City Regions
to develop the Growth Hub without duplicating the
good work of Enterprising Barnsley.
Coordinate services better to avoid competition for
resources and too many initiatives. There needs to
be a localised team to coordinate business support
providers and a supporting online resource.
Ensure that like-minded, growth businesses are
located close together (such as in the BBIC model),
so that they can access supply chains within the
region and beyond. Comprehensive mapping of
the supply chain networks throughout Barnsley
will be required, in conjunction with university
research partners.
Actions for existing businesses
Enterprising Barnsley
Enterprising Barnsley successfully works with
approximately 500 local growth businesses.
The project will be scaled up to support a broader range
of businesses, such as those on our existing business
parks. In addition, through the programme we will
encourage Barnsley businesses to consider trade and
export opportunities. This will involve working closely
with the SCR Growth Hub and UKTI.
Providing the space for companies to grow
We must ensure that businesses wishing to grow
have enough workspace. Starting with council owned
business centres, we will look at how they can be
improved to provide a wider range of support to existing
and future tenants. This will include the agship
Digital Media Centre (DMC) which has the potential for
becoming a hub for businesses based on innovation
in Barnsley.
Integrated business support website
To improve the coordination of business support we
will develop a website with information about areas
of business support.
Improving management skills for
growing companies
Working with existing programmes such as
GrowthAccelerator and local universities, we will
look at the feasibility of an intensive programme of
support and learning for SME business leaders. It will
be aimed at ambitious early-stage businesses and
will help them develop, plan and implement a range of
activities to achieve growth. It will include strategy and
business planning, marketing, sales and selling, nance,
operations, HR, access to overseas markets, leadership
and team building, and creativity and innovation.
Celebrating success
Working in partnership with the Chamber of Commerce
and the Barnsley Chronicle, we plan to hold an annual
business awards. This will raise the prole of the
business community, celebrating entrepreneurs and
companies that are part of the new wave of high
value innovative and technology driven sectors.
We will also run an awareness programme to showcase
the award winners, raise aspirations and put forward
a new generation of business role models in order to
encourage a culture of entrepreneurship.
Metrics
Number of businesses supported
Number of jobs created
Number of jobs safeguarded
Customer satisfaction
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HOW WILL WE PUT OUR PLAN INTO ACTION?
Market conditions
Innovation is a critical component of every successful
business, yet in Barnsley around three fths of start-
ups have been in low productivity sectors which only
replace existing businesses and do not contribute
to the growth of the economy or new employment.
The challenge is to generate a critical mass of new,
higher growth and innovative start-ups. This will
generate wider investment, greater competition,
more employment opportunities.
The historical structure of Barnsley has not encouraged
a culture of enterprise. The dominance of the public
sector has created an employee led rather than an
enterprise led culture. Although business failures tend
to be lower in Barnsley this suggests that businesses
are risk averse and are not as innovative in terms of
investing into developing products and services.
The mixture of low paid jobs and high levels of
long-term unemployment results in a culture of low
aspiration and ambition. Added to this are the low
educational attainment levels in Barnsley. GCSE results
lag signicantly behind the national average resulting
in a cycle of low aspiration among young people,
and inevitably, a culture characterised by a lack
of enterprise.
The local context
There is well-designed support in Barnsley but there
is currently more supply in provision than is currently
taken up. There are pockets of good work on improving
the culture of enterprise, but much of this is not
coordinated and there is a lack of an overarching
strategic focus on addressing the issues. There is a gap
between specic programmes and the wider objective
of building an enterprise culture.
While the focus on youth is important, it is for the future,
a more sustained focus on the adult population will have
a greater chance of providing quick wins and building a
bigger business stock for Barnsley.
The City Region context
In the emerging SCR Growth Plan increasing the
number of start-ups is one of six priorities.
Focusing on universities to drive up the demand for
businesses to innovate and retention of graduates
is considered important.
Shefeld is proposing a comprehensive offer of support
and advice to start-up businesses. In addition there is
an innovative package of school and college activity,
including high prole competitions and programmes,
support for in-school business and proactive support for
young entrepreneurs. These t in with Barnsleys aim
of intensive support to new start-ups and encouraging
entrepreneurship amongst young people.
The challenge is to
generate a critical mass
of new, higher growth
and innovative start-
ups. This will generate
wider investment,
greater competition,
and better employment
opportunities.
STEP 5:
ENCOURAGE HIGHER
PRODUCTIVITY START-UPS
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Our priorities
Work with Shefeld and Leeds City Regions to
provide intensive support for new start-ups and
create the entrepreneurial culture of the future.
Develop more new businesses in growth sectors
that are likely to provide the area with competitive
advantage. Start-ups in sectors that have greater
potential to connect with city regional, national
and international markets will help provide local
competition, job growth and raise the aspirations
of local residents.
Ensure there is still a place for lower productivity
start-ups because they are important in supporting
self-employment in deprived communities and
encourage a culture of enterprise.
Focus on attracting start-ups from outside the area.
Actions for higher productivity
start-ups
Increasing volumes of start-up businesses based
on innovation
Working with partners we will investigate the feasibility
of more support for knowledge-based start-ups
linking into University Centre and graduates from local
universities. We will look into a package of support
and nancing that differentiates Barnsley from
regional competitors.
Graduate attraction package
Although the number of graduates in Barnsley is
relatively low, the proximity to Shefeld and Leeds
and the large numbers of graduates in these locations,
means that there is signicant potential to use this
pool of potential entrepreneurs for Barnsleys economic
gain. We will devise a package of support for graduates,
offering access to funding and low cost space. We will
also focus on promotional activity and better links with
Universities in Shefeld and Leeds.
Franchise hub
Franchising is an effective way of tackling
unemployment by creating new businesses and jobs.
It involves less risk and better survival rates than other
start-ups. We will undertake a feasibility review to
investigate whether a form of Franchise Hub could be
set up by the council or another organisation such as
Franchising Works.
Community start-up support
The project would be delivered via Enterprising Barnsley
but targeted at specic communities and will be less
formal than other start-up support. It would include
local promotional campaigns to help spread awareness
in the community, together with events and local
drop-in sessions to help inform residents about
self-employment.
Retail academy
Barnsley has a strong tradition of independent
businesses. This needs to be supported in order to
create a unique and distinctive shopping environment
to complement a core base of chain retailers. In order
to support the next generation of retailers, a retail
incubator hub will be developed. This retail academy
will seek to provide intensive support to emerging retail
businesses all based out of easy in, easy out premises
within the town centre.
Metrics
Number of new business starts
Type of business starts
Number of jobs created
Customer satisfaction
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JOBS AND BUSINESS PLAN 20142017
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HOW WILL WE DELIVER AND MEASURE SUCCESS?
Projected jobs growth
If we use historical growth rates and project them
forward, it would take the borough over 50 years to
close the current regional performance gaps already
described. Given the ongoing problems that Barnsley
faces and the scale of the performance gap, it is
realistic to consider a similar time frame when we
look to set growth targets for the period of this plan.
If Barnsley puts in place this strategy, 26,700 jobs
would need to be generated in the local economy
by 2033.
Projected business growth
Over the past 30 years, the Barnsley business base has
recorded a rapid growth (55%), which has been on par
with the level of growth recorded nationally (54.8%).
However, the borough still has a long way to go to reach
a comparable quantity of businesses.
Looking to the future we need an even greater level of
growth than that achieved in the last 30 years in order
to catch up. Given the problems previously mentioned,
this will be hard to replicate. If historical growth rates
are at least matched in the future, it is estimated that
by 2033 almost 800 more businesses will need
to be created.
HOW WILL WE DELIVER
AND MEASURE SUCCESS?
The Economic Monitoring
Framework (EMF) will enable us
to chart progress and respond
to changes in the local economy
for the duration of the plan.
It will enable us to identify what
is working well and what isnt.
We will update the statistics and
analysis periodically so that it
remains relevant, informative
and t for purpose.
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JOBS AND BUSINESS PLAN 20142017
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7,000
6,500
6,000
5,500
5,000
4,500
4,000
2
0
1
3
2
0
1
4
2
0
1
5
2
0
1
6
2
0
1
7
2
0
1
8
2
0
1
9
2
0
2
0
2
0
2
1
2
0
2
2
2
0
2
3
2
0
2
4
2
0
2
5
2
0
2
6
2
0
2
7
2
0
2
8
2
0
2
9
2
0
3
0
2
0
3
1
2
0
3
2
2
0
3
3
Projected business growth
B
u
s
i
n
e
s
s
20 years 40 years 60 years last 30 years
130,000
120,000
110,000
100,000
90,000
80,000
70,000
2
0
1
4
2
0
1
5
2
0
1
6
2
0
1
7
2
0
1
8
2
0
1
9
2
0
2
0
2
0
2
1
2
0
2
2
2
0
2
3
2
0
2
4
2
0
2
5
2
0
2
6
2
0
2
7
2
0
2
8
2
0
2
9
2
0
3
0
2
0
3
1
2
0
3
2
2
0
3
3
Projected job growth
T
o
t
a
l

j
o
b
s
20 years 40 years 60 years last 30 years
If Barnsley puts in place this
strategy 17,500 additional jobs
would need to be generated in the
local economy by 2033. The same
time frame as the Local Plan.
5,300 businesses
85,700 jobs
106,900 residents
in employment
33,700 higher skilled
residents
56,450 private sector
jobs
45,740 meaningful
employment positions
5,580 businesses
91,100 jobs
113,500 residents
in employment
36,700 higher skilled
residents
60,550 private sector
jobs
45,970 meaningful
employment positions
5,845 businesses
96,900 jobs
120,200 residents
in employment
39,700 higher skilled
residents
64,650 private sector
jobs
46,200 meaningful
employment positions
21 years 14 years 7 years
Short-term Medium-term Long-term
55
JOBS AND BUSINESS PLAN 20142017
54
HOW WILL WE DELIVER AND MEASURE SUCCESS?
CONTACT US
D
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s
i
g
n

a
n
d

p
r
o
d
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t
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n
:

w
w
w
.
l
e
d
g
a
r
d
j
e
p
s
o
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.
c
o
m
If you need help understanding this document:
Contact: Service Director for Economic Regeneration
Service: Economic Regeneration
Email: investment@barnsley.gov.uk
Telephone: 01226 772774
Westgate Plaza One
Westgate, Barnsley
S70 2DR