jobs and business plan 2014-2017

JOBS AND BUSINESS PLAN 2014-2017

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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 2014–2017

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ExEcUtIvE SUmmAry

working together for a brighter future, a better Barnsley is our vision at Barnsley metropolitan Borough council. we’ll achieve this by growing the economy, improving people’s 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 people’s 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 borough’s potential and show how we can make the most of our strengths, assets and capabilities. Against the backdrop of Barnsley’s 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.

Barnsley’s new Local Plan supports our four strategies. It sets out the council’s 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 Barnsley’s people.

Only if this is done will the full potential of Barnsley’s 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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IS thErE A BUSINESS cASE fOr grOwth?

Investing in Barnsley: the jobs and business planThere is a compelling case for restructuring Barnsley’s 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 town’s strengths and use them to gain a competitive advantage and find 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 Barnsley’s 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. Barnsley’s 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 significant level of intervention in the local economy is needed to redress the balance.

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we must think of Barnsley as a business, identify the town’s strengths and use them to find a new and stronger place in the market.

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39,900 new jobs, 1,600 new businesses

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what business goals must we achieve?For Barnsley to close the economic performance gap it needs:

• More new businesses.

• More job opportunities.

• Diversification 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 identifies 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 identified five 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 identified five 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 Barnsley’s 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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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 Barnsley’s continued reliance on public sector employment, which has faced unprecedented budget reductions as part of Government austerity measures.

Consequently, Barnsley’s 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.

Barnsley’s 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.

BArnSLEY’S 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.

It’S 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.

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fAct

fAct

39,900 NEw JOBS, 1,600 NEw BUSINESSESrECOVErY AnD GrOWTH WILL BE CHALLEnGInG. A SIGnIFICAnT LEVEL OF InTErVEnTIOn In THE LOCAL ECOnOMY IS nEEDED TO rEDrESS THE BALAnCE.


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100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

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0%

closing the gap to regional average closing the gap to national average

Businesses BusinessesJobs JobsGVA GVAHigh skills High skills

1,600

2,900

5,04581,000 £2.8Bn 31,000 5,045

81,000

£1.1Bn31,000

39,90051,200

£1.1Bn

£2.0Bn

12,10018,900

n Current levels n Gap n Current levels n Gap

2,900more businesses (equivalent to a 58% increase)

£1.1BNGVA increase (equivalent to a 40% increase)

1,600more businesses (equivalent to a 32% increase)

£2.0 BNGVA increase (equivalent to a 70% increase)

39,900more (total) jobs (equivalent to a 49% increase)

51,200more (total) jobs to be created in the economy (equivalent to a 63% increase)

12,100more higher skilled residents (equivalent to a 39% increase)

18,900more higher skilled residents (equivalent to a 61% increase)

rEgIONAL fIgUrES NAtIONAL fIgUrESFor 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 businessesWe 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 opportunitiesAlthough 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:

• Continuedsupporttoincreasethecompetitiveness of existing businesses.

• Aconcertedefforttoattractnewlargescale inward investment.

• Afocusonhigherproductivitylocalbusiness start-ups.

• Workwithemployerstomakesurepeopleare work ready, especially those furthest away from the labour market.

whAt BUSINESS gOALS mUSt wE AchIEvE?

1 2 3 4Improved businessesBarnsley’s economic output, measured in terms of GVA, significantly 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 workforceBetter businesses need a more skilled workforce. In comparison to the current regional and national residential qualifications profile, 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 qualifications 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 fit with the needs of business.

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CHAPTER TITLE???JOBS AND BUSINESS PLAN 2014–2017

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Like any robust business, it is important that Barnsley identifies 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 five 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 company’s ability to generate profit, 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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The uK government has positioned advanced manufacturing as central to its industrial strategy, aiming to make the uK Europe’s leading exporter of high value goods in order to increase the proportion of the workforce with a career in manufacturing. The Sheffield 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 significant 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 final manufacturer, and tend to undertake less research and development than other advanced manufacturing companies. The majority tend to be single production sites with head offices 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.

1ADvANcED 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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The health of the construction industry is a good barometer for the health of the overall economy. In Barnsley construction firms represent almost 15% of total business stock, providing valuable employment opportunities that match the existing skills of a significant portion of the local population. Since 2009, the construction sector in Barnsley has recorded significant 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 benefit 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.

cONStrUctION2

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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 uK’s 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 significantly 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.

3thE vISItOr EcONOmy

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There is significant 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 Sheffield and Leeds City Councils have significant 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 Sheffield. 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 significantly 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 significantly 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.

4 LOgIStIcS

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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 identified Business Services as one of its key sectors where there are significant opportunities for growth. The sector nationally currently generates 11% of uK GVA and provides nearly 12% of uK employment. This sector has recorded significant 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 uK’s 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 significantly 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 efficient, 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 flexible 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 reflect the current state of Barnsley’s 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 identified five 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 ambition1,600 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


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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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Barnsley must be able to offer a significantly improved range and quantity of good quality premises to be a competitive location for investment.

market conditionsCurrently there is a shortage of commercial property, specifically industrial space required to accommodate our future jobs and business growth aspirations. Barnsley must be able to offer a significantly 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 sufficient 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 office 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 significant 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 contextOver the last thirty years very little significant 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 profit 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 profit to be made. Furthermore the levying of rates on empty property has been a major disincentive.

the city region contextDelivery to stimulate commercial development and make sites attractive to investors is currently led at the regional level. Barnsley benefits from a number of Enterprise Zone sites allocated by SCr, meaning that eligible occupiers on these sites can benefit from a rate-free period of five 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 Sheffield City region Investment Fund (SCrIF), both of which provide a range of finance to bridge the viability gap or provide essential infrastructure to unlock schemes critical to economic growth. Barnsley is due to benefit 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 Sheffield 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 Barnsley’s 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 first 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 benefits for local residents.

Actions for infrastructureStrategic growth clustersIf Barnsley is to close the current jobs and business deficit, 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 developmentThere 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 finance options to enable the council to work in partnership with developers and bring forward speculative development.

Superfast connectivityBarnsley’s competitors recognise that a high quality digital infrastructure is required to encourage innovation and help the next generation of businesses to flourish. 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 Government’s rural broadband programme in order to ensure that all of the borough’s major employment sites can benefit from superfast connectivity.

Delivering developmentWhile good progress has been made in addressing some of the structural regeneration issues facing Barnsley’s 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 infrastructureTo 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 first 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 brownfield land reclaimed for employment (ha)

• Amount of investment levered (£)

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market conditionsWe need to attract new businesses to Barnsley in order to create more jobs and commercial opportunities. These will need to come from specific sectors where Barnsley can demonstrate a competitive advantage. When considering where to invest, businesses focus on:

• accessibility and infrastructure.

• cost base and financial 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 benefits 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 Barnsley’s ability to attract businesses in high growth sectors. This is despite having access to graduates from six regional universities. Another obstacle is Barnsley’s 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.

Barnsley’s image is also affected by the state of the visitor economy and the borough’s 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 contextThere 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 Barnsley’s council attractions include:

• Two flagship 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 contextSheffield and Leeds City regions focus on their own propositions. Marketing information for enquiries tends to be generic for office space, warehouse space or land availability.

However, there is potential for Barnsley to benefit from the higher profile that both Leeds and Sheffield enjoy on a national and international stage. This will be increasingly important as Sheffield 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 Barnsley’s 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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Our priorities• Work alongside SCr and LCr to develop a

complementary inward investment approach, maximise the benefits of their regional approach and develop Barnsley’s 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 investmentInward investment campaignAn inward investment marketing campaign will be launched once there is greater certainty over the timescales for the strategic growth clusters designed to improve Barnsley’s 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 beneficial sector opportunities.

Inward investment teamA 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 zonesIn order to build on the success of some of Barnsley’s existing Enterprise Zone sites, we will look at opportunities to allocate new Local Growth Zones. These will benefit 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 fit around the specific requirements of companies looking to locate in the borough.

Destination management Plan (DmP)In order to improve Barnsley’s 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


2012/2013 ENQUIrIES

2008/2009 ENQUIrIES 296

153

PrOPErty ENQUIrIES

PrOPErty ENQUIrIES

27 cOmPANIES rELOcAtE tO BArNSLEy

14 cOmPANIES rELOcAtE tO BArNSLEy

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market conditionsBarnsley town centre faces many difficulties 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 difficulties. 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 flexible lease arrangements. This is combined with a significant 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 profile of customers is limited by an ageing population and restrained by low income. The retail mix in the town centre reflects 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 Sheffield.

the local contextThe 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 contextEach 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 benefitted 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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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 council’s 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 centrereshaped marketplace schemeWe 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 programmeAttractive 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 campaignWe 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 BarnsleyAs part of the emerging Local Plan, key gateway sites will be identified 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 benefits from close proximity to Barnsley Football Club’s 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 floorspace

• Unit rents

thE ExIStINg mEtrODOmE, thANkS tO INvEStmENt mADE OvEr rEcENt yEArS, hAS BEcOmE A POPULAr LEISUrE DEStINAtION.

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market conditionsBarnsley’s 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 firms 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 afloat longer, reach higher turnover rates and become more competitive.

the local contextThe Enterprising Barnsley programme is one of the strongest business support programmes across the region. This is due to proactive account management, the flexibility 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 firms innovate, the greater the export potential. In turn, productivity and jobs growth will increase.

The access to finance agenda is led by Finance Yorkshire which provides seed-corn, loan and equity linked investments, ranging from £15,000 to £2 million, specifically 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 contextThe 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 fill 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 finance 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 Sheffield and Leeds City regions. Barnsley has the benefit 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 firms 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 Sheffield 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 businessesEnterprising BarnsleyEnterprising 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 growWe 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 flagship Digital Media Centre (DMC) which has the potential for becoming a hub for businesses based on innovation in Barnsley.

Integrated business support websiteTo improve the coordination of business support we will develop a website with information about areas of business support.

Improving management skills for growing companiesWorking 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, finance, operations, Hr, access to overseas markets, leadership and team building, and creativity and innovation.

celebrating successWorking in partnership with the Chamber of Commerce and the Barnsley Chronicle, we plan to hold an annual business awards. This will raise the profile 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


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market conditionsInnovation is a critical component of every successful business, yet in Barnsley around three fifths 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 significantly 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 contextThere 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 specific 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 contextIn 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.

Sheffield 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 profile competitions and programmes, support for in-school business and proactive support for young entrepreneurs. These fit in with Barnsley’s 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 Sheffield 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-upsIncreasing volumes of start-up businesses based on innovationWorking 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 financing that differentiates Barnsley from regional competitors.

graduate attraction packageAlthough the number of graduates in Barnsley is relatively low, the proximity to Sheffield and Leeds and the large numbers of graduates in these locations, means that there is significant potential to use this pool of potential entrepreneurs for Barnsley’s 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 Sheffield and Leeds.

franchise hubFranchising 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 supportThe project would be delivered via Enterprising Barnsley but targeted at specific 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 academyBarnsley 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


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hOw wILL wE DELIvEr AND mEASUrE SUccESS?

Projected jobs growthIf 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 growthOver 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.


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 isn’t. we will update the statistics and analysis periodically so that it remains relevant, informative and fit for purpose.

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7,000

6,500

6,000

5,500

5,000

4,500

4,000

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

Projected business growth

Busi

ness

20 years 40 years 60 years last 30 years

130,000

120,000

110,000

100,000

90,000

80,000

70,000

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

Projected job growth

Tota

l job

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





5,845 businesses

96,900 jobs





21 years14 years7 yearsShort-term Medium-term Long-term

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If you need help understanding this document:

Contact: Service Director for Economic RegenerationService: Economic RegenerationEmail: [email protected]: 01226 772774

Westgate Plaza OneWestgate, BarnsleyS70 2DR

jobs and business plan 2014-2017

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