report of the employment and economy task and finish group … · 2012-01-19 · recession levels...

Report of the Employment and Economy

Task and Finish Group (Cllr Roger Colomb, Chairman)

Report published: January 2012

TABLE OF CONTENTS

Executive Summary Page 2

Introduction Page 3

The Issues Page 5

Contributory Factors Page 5

Commentary on Key Areas Page 6

Endorsements Page 22

Recommendations Page 23

APPENDICES

1- Background paper on unemployment in Wycombe prepared by Mr Jon Pitt

2 - Wycombe Statistics setting by year 2004-2009 detail of number of firms by nomenclature, population demographics and employment sector information

3 - List of those who provided evidence

4 - Glossary of Terms

5 - Mixed Use Sites

6 - WENTA

7 - Background Information Sources

8 - HM Treasury and Growth Fund. ICFC Thames Valley and Chilterns

9 - Chief Executive on 22 November 2011

Page 29 Page 39 Page 40

Page 43

Page 44

Page 50

Page 55

Page 57 Page 58

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EXECUTIVE SUMMARY

The catalyst for the establishment of the Task and Finish Group in Unemployment and the Economy in Wycombe District was the loss of 18,000 jobs or 17.1% of employment in the District between 2004 and 2009. This was the weakest performance of any local authority in the U.K and it subsequently transpired senior management had been unaware of the situation until 2010. Job density dropped from 1.01 to 0.84 (i.e. from a shortage of labour to a surplus of labour).

The TFG first convened on 27 July 2011 to establish its overall Focus and the Key Areas for study. It was decided to concentrate on Job Retention and Job Creation with the key areas identified as:

• The causes for the rapid deterioration in the employment rate

• The availability of land of the appropriate quality and location for employment Identify what external support to economic development and employment needs was available

• The exploration of ward specific needs to overcome barriers to employment

• The support WDC could bring to bear for economic development

• Identify initiatives for attracting large companies

• Identify initiatives for attracting and retaining SME’s

• Keeping the Economy at the forefront of decision making

• Investigating whether the road infrastructure and public transport is a barrier to employment.

The TFG convened on 18 occasions, interviewed 48 witnesses and has made 19 recommendations to turn the situation around.

Whilst the report might be considered critical of past performance we have identified 11 current initiatives that we wholeheartedly support in the Endorsements Section.

The significant changes we recommend are that greater use is made of the services that could be provided by Bucks Business First, including the appointment of an Inward Investment’ function, which will reduce wasteful duplication of effort, and effectively be a form of outsourcing.

We also believe that incoming enquiries to WDC for advice on prospective opportunities should be vested in a single contact point.

We also identify a strategy to stimulate the mixed site delivery programme.

We believe the 19 recommendations are cost neutral and, depending on negotiations with third parties, will in fact reduce WDC cost.

This is a competitive world and WDC has to sharpen up its game and fight with every weapon at its disposal.


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1.0 INTRODUCTION 1.1 The Task and Finish Group (TFG) was convened by The Improvement and

Review Commission on 28 June 2011 to study the topic of unemployment and the economy in Wycombe District.

1.2 Following the appointment of the members listed below

Cllr Roger Colomb (Chairman) Cllr Victoria Groulef (Vice Chairman) Cllr Bill Bendyshe-Brown Cllr Tony Green Cllr Mohammed Hanif Cllr Rachel Knight Cllr Richard Scott

The Committee met on 27 July 2011 to establish its overall Focus and Key Areas. 1.3 In preparation all Members studied two papers

Background Paper on Unemployment in Wycombe District (Appendix 1) Wycombe Statistics (Appendix 2)

1.4 These informed our discussion at the first meeting at which it was decided that the overall focus would be Job Retention and Job Creation.

2.0 KEY AREAS 2.1 Establish the causes for the rapid deterioration in the employment rate within

the District when compared to County and National trends

2.2 Is sufficient land of the appropriate quality and location available for employment?

2.3 Establish what external support to economic development and employment

(including from the voluntary sector) is available now and planned for the future.

2.4 Explore Ward specific needs to overcome barriers to employment, 2.5 Determine what support can WDC bring to bear 2.6 Develop strategy for attracting large companies. This was later amended to

‘Develop Initiatives’. 2.7 Develop initiatives for attracting and retaining SME’s.


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2.8 Ensure the Economy features as a key aspect in all Cabinet and Council decision making including planning.

2.9 Investigate whether the road infrastructure and public transport provision is a

barrier to both employers and employees. 2.10 The TFG agreed to publicise its work to encourage citizens and business

owners to expand its consultee base. Unfortunately this was not carried out by the Corporate Communications team. Our request came to them when they were recruiting. This meant the opportunity to draw from a wider pool of evidence was missed.

2.11 The list of all providing evidence is itemised in Appendix 3. 2.12 The rhythm of the TFG was disrupted when the Chairman was advised on

12 October 2011 that a consultant had been hired for the months of November and December as part of planned service reviews to produce the strategic and operational programme of work, with targets to deliver the Council’s economic development objectives and identify proposals for the future shape of the Council’s Economic Development Service (taking into account the services that can be offered/undertaken by other providers for example Bucks Business First).

2.12.1 The Deputy Leader (Portfolio Holder for Property Services and

Economic Development) emphasised the need to avoid duplication of effort, so it was surprising the TFG offer to pause its work so that it could study the Consultant’s report, avoid duplication and produce a complementary report was rejected by officers. The Task and Finish Group requested sight of the Consultant’s Work Plan but this was denied.

2.12.2 We were given the explanation that the nature of working with a

consultant includes the need to involve them in identifying what aspects of strategy need to be developed and that an element of flexibility on their work plan is both normal and necessary

We were also assured that the draft tactical and strategic plan will not

be finalised until the task and Finish Group’s recommendations had been considered.

2.12.3 Whilst we understand that the two studies by Ramidies published in

May 2011 were updated and covered by the report given to the TFG at the start of its review (from the Property and major Projects Executive) we nonetheless would have expected these studies to have been mentioned in their own right.

2.13 The various statistics quoted and shown in Appendices should be treated with

caution. The only absolute is the claimant count. Total unemployment is subject to a +3% - 3% error range. Youth unemployment is based on a national survey which is then extrapolated over the District Council areas. Students at Colleges and Universities will be counted as unemployed if they claim to be looking for part time work when surveyed.


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2.14 The TFG met on 18 occasions taking evidence and preparing their recommendations.

2.15 Background Information Sources obtained during the TFG investigation are

held by the Improvement and Review Commission Support Officer for reference. These are listed in Appendix 7.

3.0 THE ISSUES 3.1 The issue is simply stated In a Bucks Business First Paper presented to the

Bucks Strategic Partnership Board 11 July 2011. (Background Information Item 1).

• Wycombe lost 18,000 jobs or 17.1% of employment in the District from 2004 – 2009. This is the weakest performance of any local authority district in Great Britain. Over the same period Chiltern and Aylesbury Vale lost 4.8% and 1.2% of jobs respectively. South Bucks added 2000 jobs or 5.7% and total employment in Great Britain rose by 0.8%.

• Total employment in Buckinghamshire is not forecast to return to pre recession levels until 2015 and in Wycombe not until 2018.

3.2 Job Density in Wycombe District has declined from 1.01 to 0.84 even during a

period of national economic growth (Appendix 1). 3.3 The Unemployment Rate has climbed from 3.6% in 2007 to 8.2% in 2010

(Appendix 2). The October 2011 figure is 7.2% using the Annual Population Survey. The Office of National Statistics (ONS) is now showing a figure of 5.6% by borrowing information from the Claimant Count. This is based on a revised method of modelling.

4.0 CONTRIBUTORY FACTORS TO THE ISSUES 4.1 The Chief Executive acknowledged in her interview on 22 November 2011 that

she, along with the Council’s partners, was unaware of the extent of the job losses until 2010. Senior Management Board discussed economic development at every meeting.

4.1.1 The Economic Development function in 2005 was a department in its

own right but since then it was transferred to Property Services, then came under an Acting Director, then under Democratic Services, then became part of Communications and Economic Development and finally back to Democratic Services. In all, four separate portfolio holders and five different reporting lines existed within six years. (Source: historic organisation charts). It might thus be described as a Cinderella service with little continuity of management.


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5.0 COMMENTARY ON KEY AREAS

5.1 Causes For Rapid Deterioration In Employment Rate Within The District When Compared To County And National Trends. The district of 162,000 people has excellent road and rail links into central London. It sits on the edge of the dynamic Thames Valley corridor, which has been very successful for many years in attracting inward investment and high quality jobs, particularly in the information and communications technology (ICT) sector. 5.1.1 Key Indicators Wycombe is a large employment district in the regional context, with

around 90,000 jobs, and it boasts a comparatively large stock of VAT registered businesses at 7,560. The district retains a relatively strong manufacturing base, although this is shrinking rapidly in favour of service based activities. The area’s potential to grow service-based and knowledge-based jobs is demonstrated by the fact that it is already strong in sectors such as telecommunications, computer and related services, R&D, finance and business services, air transport services, and recreational and cultural services. Knowledge-based production activities in the area include aerospace, electrical machinery and optical equipment, printing, publishing and recorded media, chemicals and energy.

Wycombe’s socio-economic profile is on the whole strong. The

district provides a high quality residential environment, and skills and education attainment are good. Earnings, economic output, employment and new business formation all perform well against national averages, albeit less well than certain other regional centres. According to an interim internal report, Wycombe’s strong performance as an enterprising economy, with “high levels of pay and good opportunities for employment”, is shown when the district is compared to national levels. Figure1.0 shows Wycombe’s performance on a number of indicators. On most of the measures Wycombe performs above both the national level and that of the South East region.

Figure 1.0 Wycombe’s Summary Indicators


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5.1.2 The indicators described above point to an area that ought to be well placed to both attract inward investment and nurture a strong office economy. It is a fact, however, that the area has under-performed on both counts. This is partly explained by a number of fairly obvious constraining features, including those below.

5.1.3 Wycombe remains over-represented in manufacturing industries,

reflecting its historic role as an industrial location. The greatest job losses have been concentrated in the manufacturing sector – shrinking by over 40% since 1990; but the area’s continued reliance on vulnerable sectors contrasts with other centres in the region which have restructured more quickly.

5.1.4 High Wycombe is a congested urban centre. This not only impacts

directly on those who live and work in the area, but also acts potentially as a deterrent to inward investors. The Town Centre is perceived to have a poor image (Source Commercial Agents Meeting 6 September 2011 Background Information Item 11).

5.1.5 High Wycombe itself is largely restricted from further expansion by

the Chilterns AONB, and most of the district lies in the Metropolitan Green Belt. (Source Commercial Agents Meeting 6 September 2011 Background Information Item 11).

5.1.6 Wycombe (with the possible exception of Marlow) has never

achieved the same level of success, in commercial property terms, as other centres in the Thames Valley, particularly for “high tech” companies in B1 space. Like the rest of Buckinghamshire, genuine, new inward investment has been minimal in recent times.

While the Thames Valley has experienced strong growth over the past two decades, Wycombe has done less well – certainly in terms of attracting new inward investment. In fact, in this sense, it could be referred to as a fringe Thames Valley market. The reason that this fringe status is critical is that wider economic trends (for example, the on-going reduction in manufacturing; the reduced rate of expansion in financial and business services; the onset of recession and continued economic uncertainty, including the lack of capital lending) could potentially reinforce existing weaknesses.

5.1.7 Average house prices in Wycombe in 2010 were £282,522 compared

to £231,978 in Aylesbury Vale according to Land Registry. This makes it difficult for potential incoming firms to attract the staff they require (Source interviews conducted by Ms K Satterford, Mr C Brocklehurst, Mr J Unsworth, Mr W Ralls on 23 November 2011 with Instron Back Information Item 30).


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5.1.8 During the period 2004 – 2008 the Council focus was on delivering

the Eden Shopping Centre and insufficient attention (by a range of partners, including WDC) was given to developing actions to halt the significant job losses. The Chief Executive did acknowledge that this was the case, and the factors that were involved. An important contributory factor was the poor relationship with BELP.

5.1.9 The different services within WDC do have some inherently different

focus from each other, which runs the risk of silo mentality. Property Services seek to maximise income and capital appreciation. Planning has an obligation to ensure sustainable development. The lines of communication were unclear as to how Economic Development was expected to influence decisions.

5.2 Is sufficient land available of the appropriate quality and location for

employment? 5.2.1 There have been important statements on site availability in recent

times: two from WDC itself in 2009, and one from Lambert Smith Hampton in 2010.

• The Wycombe Economy Study Update showed a short-term development pipeline (applications and under construction) of just 157,070 sqm. Of this total 77,000 (49%) was for a single data centre and c13,500 (9%) was for B8. Only c55,700 (35%) was for B1a. This represents quite a constrained situation, but one which is manageable if there is adequate land in the pipeline that can become part of the pipeline quickly. According to the Economy Study Update, there is a long-term supply of “at least 311 ha of land that can be identified as being either in the development pipeline or available for business uses”.

• The second recent statement came in 2010 from Lambert Smith Hampton and this recorded an even more constrained pipeline situation (perhaps not surprising given recent travails in the property market). This report found 100,000 sq m of office planning permissions which, it noted, “equates to 26 years of development at the building rate seen over the past five years”. The research highlighted just two schemes with permission of more than 10,000 sqm in the Wycombe area (BAM Properties’ 11,000 sqm at Glory Park, and Development Securities’ permission for 10,000 sqm at Globe Park in Marlow).

• Turning to longer-term supply, WDC’s Annual Monitoring Report 2009 showed a total of nearly 14 ha spread across six cleared sites, representing medium-term supply potential. The data also showed that, in addition to the cleared sites, there are:

o 7.649 ha in derelict land and buildings in designated areas; o 11.841 ha in derelict land and buildings in scattered sites and o 0.4666 ha in vacant town centre sites.


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The total sites available thus amount to just under 34 ha. This

would seem to be a healthy situation, given the area’s recent history in terms of take-up.

5.2.2 However, the problem since 2004 has not been the quantity of land

potentially available but the timing of its availability. Multinational and other large companies require certainty regarding timing and this has not been forthcoming with regard to the ten specific development opportunities identified in the Connecting Business Brochure published by WDC in 2010.

• Baker Street

• Cressex Island

• Daws Hill/Abbey Barn South.

• Easton Street

• Handy Cross Hub

• Hughenden Quarter

• Picts Lane, Princes Risborough

• Swan Frontage

• Wycombe Marsh

5.2.3 The 2004 Atkins study assessed the supply and demand for employment land in Wycombe, concluding that the district had sufficient employment land to meet future business needs. This endorsement, however, came with an important caveat. The report argued that they key issue with regard to the supply of employment land is not the quantity of supply, but the quality.

The report was written during a period of economic expansion and, like many other areas during the time, Wycombe was subject to increasing pressure for employment sites to be redeveloped for residential use. In this context, it was suggested that there was scope for some land to be released for other uses, but that this should be balanced through a combination of redevelopment and improvement of existing employment areas, and the allocation new land in the longer-term. Specifically, the report made the following recommendations.

• Increase the supply of good quality employment land in the short-term, through the regeneration of existing employment sites.

• A potential need for a new site in the longer-term.

• Flexible land policies for non-B Use Class employment uses.

• Specific policies for small businesses.

• Redevelopment of existing employment land to meet changing requirements.

• Transfer sites that are no longer suitable to other uses.

• Suggestions for facilitating regeneration priorities.

• Identification of a typology/hierarchy of employment sites


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Following the Atkins Study, and in response to specific questions posed by the Inspector in the Public Examination of the Core Strategy, the council’s Land for Business report addressed separately the issues of quantity and quality.

• Quantity The Council argued that, as the focus of the core strategy is one of regeneration and intensification, it does not really lend itself to a quantitative approach, “especially in the light of the constrained situation that Wycombe is in”. The council wished to avoid setting inappropriate targets that might “fuel a greater imbalance between jobs and labour supply” and chose instead to focus “on contributing towards Smart Growth through making more effective use of existing employment land”.

• Quality The Council suggested that the employment land review would ensure that quality sites are retained in business use “as it had identified those sites that have potential to be improved or are of good quality”. It also suggested that the qualitative mismatch would be addressed through the following.

o Regeneration/intensification (eg Mercury Park and Globe

Side). o Mixed use development (eg Glory Mill and Wycombe Marsh). o Policy 10, which seeks to improve the quality of existing sites

by allowing ancillary uses (eg child care, catering and community uses).

o The protection given to Prime Business Areas (ie better quality areas)

o The provision of new sites for business

The Adopted Core Strategy contains policy CS11, which sets out how the Council aims to address these issues. The Policy states that the premises needs of businesses will be met through.

• The regeneration and intensification of existing business areas, and

• New sites, including: office development within town centres; supplementing existing commitments by identifying a limited amount of land on new sites, and small scale business development that supports the rural economy.

This policy statement does not actually suggest a very positive approach to significant inward investors or a major commitment to identifying specific sites appropriate to their needs.

5.2.4 To illustrate the quality/quantity point, various previous reports have

pointed to the relative shortage of modern and economic premises for SME’s and start-ups, as well as a shortage of small – and – medium-sized premises for owner occupation. Such premises are core to the nurturing of competitive, local businesses.


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5.2.5 A key factor has been mixed use planning permissions, where the incentive to the developer is the granting of the residential use with its significant value uplift to offset the lower value employment development. However, experience over the past few years indicates this is not producing the required level of employment land development (Source Mr Chris-Schmidt Reid paper on mixed use sites Appendix 5).

5.2.6 Analysis of potential jobs generated by planning permission 2004 –

2011.

Figure 2 The table below demonstrates the granting of planning permission does not guarantee development will proceed. Potential jobs generated by planning permissions between 2004 and 2011

Schemes Jobs Floor space (sqm)

Offices 188 4,213 116,445

Light Industrial 55 329 10,822

Manufacturing 103 409 16,101

Warehousing 104 634 118,634

Mixed 36 240 12,360

Grand Total 486 5,824 274,361

Progress on planning permissions since 2004 – Number of Jobs

Offices Light

Industrial Manufacturing Warehousing Mixed Total

COMPLETED 1,829 175 309 339 114 2,766

NOT YET STARTED

2,226 139 84 182 126 2,757

UNDER CONSTRUCTION

158 15 16 112 0 301

Grand Total 4,213 329 409 634 240 5,824


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5.3 ESTABLISH WHAT EXTERNAL SUPPORT TO ECONOMIC DEVELOPMENT AND EMPLOYMENT NEEDS (INCLUDING THE VOLUNTARY SECTOR) IS AVAILABLE NOW AND PLANNED FOR THE FUTURE The following external partners/agencies support Economic Development: 5.3.1 Amersham and Wycombe College (Background Information Item 13).

5.3.2 Asian Business Council (Background Information Item 23).

5.3.3 Bucks Business First (Background Information Item 10).

Bucks Business First has a Mission Statement to create the conditions for businesses to reinvest grow and thrive in Buckinghamshire and as a result to contribute to prosperous and suitable local communities! (Source CEO Stuart Jones, Background Information Item 10). It is no longer Aylesbury Centric and is now located in Wycombe District. It undertakes research as a statutory role and identifies inward investors.

5.3.4 Bucks Education Business Partnership (Background Information Item 14).

5.3.5 The Buckinghamshire Local Enterprise Partnership (Background

Information Item 14).

5.3.6 Bucks New University (Background Information Item 17).

5.3.7 BRAG (Background Information Item 27).

5.3.8 Clare Business School. Launched in October 2011 aims to provide local business with specialists in sales, marketing, finance, procurement and HR, market research, business networking in the UK and overseas. It will be delivered through BNU and Aylesbury College as well as schools through Bucks County Council (Background Information Item 35).

5.3.9 Connexions (Background Information Item 13).

5.3.10 Federation of Small Businesses.

5.3.11 Job Centre Plus (Background Information Item 12).

5.3.12 Micklefield Job Club (Background Information then 19).

5.3.13 My Mates Rates.

5.3.14 Sure Start (Background Information Item 24).

5.3.15 Thames Valley Chamber of Commerce (Background Information Item 22).

5.3.16 Town Centre Partnership (Background Information Item 31).

5.3.17 WENTA (Appendix 6).

5.3.18 Wycombe Enterprise Partnership (Background Information Item 21).


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5.4 EXPLORE WARD SPECIFIC NEEDS TO OVERCOME BARRIERS TO EMPLOYMENT

5.4.1 The district average for those seeking employment and claiming Job

Seekers Allowance is 2.4%. Yet within the town wards there are a number of particularly high claimant count rates. They are Oakridge and Castlefield (5.6%), Micklefield (5%), Bowerdean (4.1%), Disraeli (4.1%), Booker and Cressex (3.9%) and Sands (3.9%).

Throughout the research undertaken by Wycombe District Council’s TFG it became apparent that there are ward specific needs in the identified areas, and as such targeted ward specific solutions should be found. Research and evidence

5.4.2 The TFG visited two projects (within the identified town wards) which are

working to tackle unemployment issues. They were the Micklefield Job Club and Castlefield’s Sure Start Centre.

The Micklefield Job Club is a volunteer run and led initiative. It runs from Micklefield Library one morning each week. The club is open to anyone and has people attending from across the district. The format of the club is a short discussion/presentation topic, followed by one to one advice on CV writing, job searching, interview skills and job application techniques. The key issues identified by talking to clients and volunteers were;

• Many clients had found themselves unexpectedly unemployed, later on in life. As such the job market had changed and clients were aware they needed to freshen up their skills.

• Many clients are lacking in personal confidence and it took several weeks and in some cases months to build a rapour and trust with the volunteers running the club. Only then were they able to start to tackle their unemployment issues.

• It was claimed that the mutual support system between the client group and the volunteers is an essential factor in the success of the project.

• The project relied heavily on the experience of volunteers, making replication more complicated but far from impossible.

• Volunteering and work experience had been arranged through the job club to improve clients CV’s and confidence.

• Clients felt that the local economy and lack of local jobs was a major factor in their unemployment status. Many want to live and work locally.

• The club was launched in May and despite the economic climate they are starting to see clients gain full time employment. It is however too early to provide accurate statistics.

• Volunteers are already working to support clients who attend the club. They are aware that there are many more unemployed and entrenched or long term unemployed that they are currently unable to access. It was felt that with outreach work additional clients could be


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encouraged to the group. However volunteers were already overloaded with the current client base.

• It was felt that more jobs clubs in the wider area could alleviate the strain placed upon this particular club. (Background paper by WDC officer Jon Pitt 18 July 2011. Primary source for data stated as Office of National Statistics June 2011)

• The Micklefield Job Club is co-ordinated by Councillor Matthew Knight and volunteers have been recruited via the local churches.

5.4.3 Castlefield Surestart is an early intervention programme for families with

young children aged up to five years. It is currently funded via an Early Years Intervention and Prevention Grant through Bucks County Council and Central Government. Projects run from the centre provide universal and targeted services for families on health, education and child development. The key issues identified by talking to the Surestart manager were:-

• The Surestart manager indicated the high levels of deprivation and poverty in the ward. Families seeking work invariably also have other complex needs. It was claimed that unemployment could not be tackled in isolation.

• It was also indicated that Castlefield, like many other town wards has a higher BME (Black and Minority Ethnic) community. It was suggested that any project aimed at tackling unemployment in the area would need to utilise the experience of the entire community.

• The centre supports parents trying to find work and claim benefits. According to the centre manager, many families (with children under five) say a trip to Job Centre Plus can take an entire day. The need to care for young children and, or work around school times precludes them from taking full advantage of the Job Centre Plus service.

• A monthly drop in clinic conducted by Job Centre Plus would be welcomed. The manager suggests that it would take around six months to build community confidence and trust in a new service and as such one off sessions and quick fixes would not necessarily work. She is aware that a similar service is provided elsewhere in the County.

• Ward Councillors have reported an increase in the long term/entrenched homeless with a generation trend towards unemployment. This argument was backed up by the Surestart manager who suggested that outreach work with such groups was the key to solving the issue.

• The centre is already used by one volunteer who primarily works with the Asian community to assist with benefit form completion and CV support.

• The Surestart manager felt that a good way forward would be to gather all stakeholders together to discuss a community way forward. It was felt that this should be done by WDC.

• It was suggested that volunteers within the community could start a job club but due to expected socioeconomic needs they would need some sort of professional support.


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• It was also argued that since the growth of Bucks New University that many of the low skilled jobs which families used to rely upon are now undertaken by students.

5.5 What support can WDC bring to bear for Economic Development?

5.5.1 From the analysis of the issues (Section 3) and contributory factors

(Section 4) and comments in 5.1.9 it is essential that Economic Development is injected into the DNA of every department. Sustainable regeneration which incorporates Economic Development is the third of the Council’s corporate objectives. It is therefore vital all departments think about the effect their actions or proposed actions will have on the Economic health of Wycombe.

It requires leadership at all levels both within the officer cadre and the Cabinet.

5.5.2 WDC needs access to a business portal that will allow it to identify those

who have utilised it so that their interest can be followed up.

5.5.3 It needs a target driven resource to concentrate on employer retention and inward investor development.

5.5.4 It needs to consider in the long term allocating land at Stokenchurch for

employment (Source Commercial Agents meeting 6 September 2011 Background Information Item 11).

5.5.5 It needs to source funding from the EEC to extend The Job Club from

Micklefield into Oakridge and Castlefield.

5.5.6 Planners need to be sympathetic to business needs, cater for their requests and turn round employment planning decisions more speedily.

5.5.7 Corporate Communications need to build up the Wycombe Profile and not

just be reactive to critical comment.

5.5.8 Wycombe needs to piggy back on the big investment Chiltern Rail has made in upgrading the line from Birmingham to London and shortly Oxford.

5.5.9 It needs a single point of contact.

Another key element of effective representation is to ensure that those enquiring about Wycombe have a single point of contact. This contact should be well briefed; have the necessary authority to bring potential partners together; should be capable of analysing enquiries and assessing needs, as well as be known as the person/office responsible so that enquiries get properly referred.


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5.6 Develop initiatives for attracting large companies 5.6.1 Firstly it is necessary to build up a pipeline of quality sites available for

office, manufacturing and warehousing within a reasonable time frame (2 years).

5.6.2 A business portal that allows identification of those who have shown

interest by hitting the website.

5.6.3 Placing positive news stories about Wycombe and its business climate in appropriate publications on a regular planned basis such as:-

Professional - Municipal Journal Property - Estates Gazette Property Week Planning/Regeneration and Renewal Construction - Building Architects Journal Local - Bucks Free Press Business Section

- Bucks Life - Bucks County Magazine Broadsheets - FT (property company news/ required

features) - Telegraph Regional Features - Guardian Regional Features

5.6.4 The establishment of a single point of contact for all enquiries from interested parties (5.5.9). At present it is hit and miss.

5.6.5 The creation of an Inward Investment function with targets for retention

and gaining new companies.


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0.65

0.70

0.75

0.80

0.85

0.90

0.95

1.00

1.05

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

Aylesbury Vale Chiltern

South Bucks Wycombe

Buckinghamshire

5.7 Develop initiatives for attracting and retaining SME’s

5.7.1 The TFG heard initially from Cllr Bill Bendyshe-Brown about his Small and Medium Enterprise (SME) initiative during his term in office as Chairman of WDC. In his presentation he gave a breakdown of the total population of Wycombe District (164.8K) and the size of the workforce (104.3K), the number of employees (87K). In addition he explained that there were 9,380 registered companies of which 8,070 (86%) were SMEs employing 10 employees or less and they accounted for 41% of the overall employment. (Item 6 Background Information).

5.7.2 The categories of company sizes are explained in Appendix 4.

Therefore, for consistency, the companies we have referred to really should be labelled as micro enterprises (ME’s).

5.7.3 The figures for the employment density (employment of every working age

resident) in Wycombe District over the past 6 years can best be illustrated by the following graph:

Wycombe District’s employment density started from a high start point of over 1.05 people being employed per available employee in 2004, down to 0.84 in 2009 which ranked us 96 in the UK which is still well above national average of 0.78[1] This has meant that Wycombe District lost 18K jobs or 17.1% of employment in that period. This is the weakest performance of any local authority district in Great Britain.

[1]

Source ONS


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No. Rate Rank No. Rate Rank Births Deaths

Aylesbury Vale 795 57.6 72 980 71.0 60 -13.6 24.8

Chiltern 545 75.6 19 590 81.8 25 -8.4 31.1

South Bucks 550 102.6 6 635 118.5 6 -6.0 42.7

Wycombe 860 66.4 39 1,010 77.9 33 -15.7 38.4

Buckinghamshire 2,750 69.9 1 3,215 81.8 2 -11.9 33.4

South East 36,320 53.1 2 42,550 62.2 2 -10.0 25.9

Great Britain 232,080 47.5 - 273,710 56.0 - -11.3 26.2

Annual Change (%)Business Births Business Deaths

This shows that Wycombe District has lost 18K jobs or 17.1% of employment since 2004. This is the weakest performance of any local authority district in Great Britain. However, this must be viewed from the point that we started from a high start point of over 1.05 people being employed per available employee in 2004, ie for every working age resident, called job density, down to 0.84 today which ranks us 96 in the UK which is still well above national average of 0.781.

5.7.4 A similar picture exists for the number of MEs within the district as illustrated by the following graph.

5.7.5 Further, a disappointing picture exists across the whole of Buckinghamshire, the number one entrepreneurial county of the country as far as business start-ups is concerned, as the number of business deaths now exceeds the number of start-ups as illustrated by the following graph for 2010.

5.7.6 What is interesting, though, is the way that Wycombe District has transformed itself over the past 40 years from a largely manufacturing employment base (some 80%) to, today, a high technology employment base (some 70%). This is illustrated by the following graph which shows the employment breakdown for the district:

1Source ONS

2004

2005

2006

2007

2008

2009

2010

8500

8000

7500

7000


19

• Professional & Business Services 21,000 21%

• High Technology 11,300 11%

• Creative Industries 9,500 10%

• Software & Media 8,900 9%

• Public Sector 8,800 9%

• Manufacturing 7,200 7%

• Space 3,100 3%

Total 70%

5.7.7 However, this has left its own problem in that manufacturing industries were able to accommodate educationally sub literate and sub numerate employees whereas, today, the high technology sectors are unable to do so. Indeed, even supermarkets and bar tendering jobs, as an example, require literate and numerate employees. This has, therefore, left us with an element of society who was, in the past, employable, unable to find employment today. (See Key Area 5.1 Figure 1). It is thought that this problem may have been aggravated by the availability of students from Bucks New University who take up some of these part time jobs previously taken up by this sector of local society. There is an urgent need to take forward the last Chairman’s initiative of extending the Executive Job Clubs to cover all the unemployed, based on the Cherwell experience, within and around High Wycombe and also to extend these comprehensively throughout the district.(Recommendation No 7.14)

5.7.8 With this background the Chairman’s set up his Chairman’s SME Initiative

with the aim of understanding the needs of small and medium enterprises within Wycombe District and, as necessary, put in place the mechanisms to improve communication and economic development. Four Business Breakfasts were held across the district with the aim of collecting and understanding the needs of SMEs, analysing the information and then to produce a plan to improve the mechanisms for communication and economic development. This exercise found that SMEs wished for firstly: facilitation/networking/communications; secondly access to good business advice and mentoring; and thirdly education/skills and training. There were many other areas identified, but the above 3 were by far and away the most important areas identified.


20

5.7.9 The follow on to this exercise was to set up Business Advice Forums across the district, of which 2 have already been held, one in Marlow and the second in High Wycombe. Two follow on BAFs are planned in Princes Risborough and Bourne End. The first 2 have been highly successful with 30 mentors at each event and some 100+ businesses attending to take advantage of the free mentoring advice. Future Business Advice Forums are being set up Bucks Business First.

5.7.10 It is apparent if we are to address this problem, besides the BAFs, we

need to introduce a new initiative which will provide startup and ongoing support during SMEs incubation period. This could be provided by WENTA (Recommendation 7.3).

5.8 Ensure Economy features as a key aspect in all Cabinet and Council decision making including Planning 5.8.1 It is apparent from studying recent cabinet agendas and papers that the

effect on the Wycombe Economy of their decisions is not assessed.

5.8.2 The stadium project illustrates this. In the outline business case only 35 lines refer to the economic benefits out of 62 page document. The Minutes of the meeting indicates that no weight was given by the Cabinet to the impact on the existing Wycombe Economy of a refusal. It did not feature in the Risk Assessment.

5.8.3 There is no comment from Economic Development on any planning

applications coming before the Planning Committee or for those determined under delegated powers.

5.8.4 The Master Plan for the centre of High Wycombe which has many diverse

sections to it has no economic assessment of its effect on the economy. It relies, as the Task and Finish Group understands, on a national generic assessment by CABE of likely benefits.

5.9 To investigate whether the road infrastructure and public transport provision is a barrier to both employers and employees 5.9.1 The M40 provides an excellent link into the UK motorway network and

following the Highways Agency work improving Junction 4 at Handy Cross the access/egress from Marlow, the South and Thames Valley is greatly improved.

5.9.2 However, the lack of improvement to the local feeder roads from North,

East and West of High Wycombe is a barrier to the easy flow of traffic through the town.

5.9.3 Traffic counts are declining, although it is difficult to calculate how much is

temporary due to the recession and how much structural due to the increasing cost of road fuel permanently diverting car drivers to public transport.


21

5.9.4 Government Policy on schools also increases car commuting during term time.

5.9.5 Bus provision has improved particularly since the advent of the Eden Bus

Station, but the fact that tickets are not transferable between the two major operators frustrates users. This problem appears to have been solved in Hertfordshire (Source St Albans City visit 14 October 2011 Background Information Item 15).

5.9.6 The disparity between house prices in Wycombe and Aylesbury Vale leads

to a greater number of employees commuting in from the Aylesbury area than would be the case if house building numbers were dramatically increased in Wycombe with a concomitant effect on price relativity.

5.9.7 Chiltern Rail which has recently upgraded the Marylebone to Birmingham

line reducing journey times to London from High Wycombe to 24 minutes with a proposed route from Oxford to High Wycombe taking 43 minutes provides Wycombe with a number of opportunities to regenerate the area immediately adjacent to the Railway Station.

Train commuting is the model of the future. Already we see in Milton Keynes workers accessing the town from North and South by railway. There is no reason this could not happen in Wycombe within 5 years.


22

6.0 ENDORSEMENTS 6.1 Although this report contains criticisms of the past practices and performance of

Wycombe District Council in relation to Economic Development there are actions which the Task and Finish Group find commendable and wish to highlight and endorse as below.

6.1.1 Visits by the Portfolio Holder, CEO, Cabinet Spokesman and officers to

significant employers to understand their needs and aspirations and how the Council can assist them. So far eight visits have taken place (Source Item 30 Background Information).

6.1.2 Joint monthly meetings between Property Services, Economic

Development, Planning and Sustainability involving the Cabinet Members, Cabinet Spokesmen and Heads of Service (Source Item 29 Background Information).

6.1.3 The Skills Centre originally set up to provide retail skills to local applicants

for employment in Eden has broadened its remit to deliver specialist sector training to get the unemployed back to work as sub contractors to A4E. It will be providing care home worker training – one of the growth areas in Wycombe and Job Club support (Source Background Information Item 7).

6.1.4 Development of Hughenden Quarter with 70 bed care home, retirement

village and 13 ‘B’ class units ranging from 2422 sq ft to 4090 sq ft totalling 34,724 sq ft, a 40,000 sq ft ‘B’ class building and a retirement village. The entire project could generate 1,000 employment places.

6.1.5 The Handy Cross Sports Centre redevelopment including Coachway Park

and Ride, B1 office space, food hall and hotel will create a first class employment location adjacent to Junction 4 of M40. (Source Item 11 Background Information Commercial Agents).

6.1.6 Removal of pre application advice charges for employment proposals by

Planning and Sustainability (Source then 29 Background information Joint Portfolio Holders meeting).

6.1.7 LEP (Local Enterprise Partnership). The establishment of an LEP for

Buckinghamshire including Aylesbury Vale (Item 20 Background Information) has now been agreed which will provide WDC with access to the Growing Places Fund for major projects.

6.1.8 The initiative by the Town Centre Partnership to set up a Business

Improvement District. (Item 31 Background Information).

6.1.9 The Sainsbury development at Dovecot with Premier Inn.

6.1.10 The Travelodge Development adjacent to the Octagon.

6.1.11 Wycombe Business Expo (Background Information Item 34).


23

7.0 RECOMMENDATIONS 7.1 Wycombe District Council should enter into Service Level Agreements with

Bucks Business First to provide the business Portal for incoming enquiries. It should also provide economic analysis of and for Wycombe District including economic comment on future policies, projects and planning permissions, and act as the resource dedicated to inward investment. BBF will effectively be acting as the outsourcer for WDC in Economic Affairs. There should be measurable outcomes so that WDC can clearly see the local benefits of BBF actions. These should be reported back to I&R as part of a formal update.

7.1.1 The justification is that it will provide value for money and avoid

duplication. For example, at present WDC runs a business portal but unfortunately it has no facility for enquirers’ registration. The Bucks Business First website does already have that facility.

7.1.2 The analysis of the data for Wycombe is a logical extension of the service

BBF provides in supplying the data. By placing an Inward Investment resource in BBF we would be following the Watford model. The post need not be a whole full time equivalent just for WDC as it could be shared with other Bucks entities.

7.2 The responsibility for handling all incoming enquiries for advice on

prospective opportunities should be vested in a single contact point – a One Stop Shop. Logically it should be in the Planning and Sustainability Department so that pre planning advice can be provided. It does not create an additional staffing requirement (see Background Information Item 16) as the Watford model demonstrated.

7.2.1 The justification is that at present the handling of incoming enquiries may

be dealt with by Property Services, or Planning and Sustainability or Economic Development. This is confusing to third parties.

7.3 The mixed use site programme requires urgent stimulation to speed up

delivery. The TFG supports the concept set out in Appendix 5 that as set out in the WDC Employment Land Use (ELMU) bid the Council should acquire employment land that is proposed for development as part of a mixed use proposal and then either seek to deliver or dispose of the land to facilitate the development of land for new premises or business. 7.3.1 In justification it is believed that rather like the International Monetary Fund

the pledge may never be required as it will provide sufficient stimulus to developers. However, if pump priming finance is required it will be no more than £1.2 million in total from the major projects fund and it will be recycled.

7.4 The Council should take steps to bring forward proposals to develop high

quality B1 office space on both the Duke Street Car Park and Railway Place Car Park.


24

7.4.1 In justification, the proximity to High Wycombe station and their open land aspects make them ideal candidates. Train commuting is the model of the future.

7.5 The Council should lobby the County Council to improve the maintenance of

the infrastructure and public realm of High Wycombe Town Centre which is looking unkempt. Similarly the roads on Cressex Industrial Estate and Globe Park must be brought up to a higher standard.

7.5.1 The justification is that first impressions count when prospective inward

investors are brought to these key locations.

7.6 Planning and Sustainability should extend the order that removes the class use restrictions in specified roads to the entire Town Centre. The same treatment should be introduced in Princes Risborough and considered for implementation across all areas of the District. By the same token similar flexibility should be introduced in employment land use.

7.6.1 In justification this will stimulate use and hopefully reduce the empty shop

issue and proliferation of charity shops. In the case of employment land it will facilitate ‘C’ uses, which often have higher employment potential, coming forward more speedily.

7.7 In light of changes proposed in the National Planning Policy Framework we

now have the flexibility to introduce our own local parking standards for employment premises This will enable parking provision to meet local needs. (Background Information Item 7).

7.7.1 In justification there have been recent examples given to us by local

commercial property agents where potential leasees have not taken up space due to the parking limitations (Background Information Item 11).

7.8 Encourage BCC to approach local bus companies to accept each others

tickets and thus produce more flexibility for passengers.

7.8.1 St Albans City and District Council claim that Herts County Council has succeeded in obtaining this change in their area. (Background Information 15).

7.9 Instigate an investigation in conjunction with a university such as Oxford

Brookes University, or BNU to ascertain why companies have chosen to locate in Slough, Maidenhead and Reading since 2004.

7.9.1 The justification for this is it may reveal factors where WDC could be more

accommodating. The work would complement the research that has been done on why companies do not choose Wycombe or decide to leave. The results could assist in the promotion of Wycombe.

7.10 The Council should start a corporate campaign to raise the profile of the

district to prospective inward investors and employers highlighting the advantages including lower rentals compared to Thames Valley. It should develop and promote distinctive brands for the diverse towns in the District.


25

7.10.1 The justification is that it is not an added expense to use our Corporate Communications team in a different way and this could over the long term build up our image with the deal makers

7.11 To stimulate apprenticeships the Council should adopt a policy of requiring all potential outsourcers, and companies with whom we place contracts, to make places available for apprentices. (Background Information Item 7) and 5.3.4. Likewise the Council should do so within its own transformation process.

7.11.1 The justification is the Council will be furthering apprenticeships in a very

practical way. 7.12 WDC to make its procurement process more transparent, particularly with a

view to greater enabling of local businesses and community groups to participate. 7.12.1 This would address the feedback that we had been given by a group of

local small businesses that the current procurement guidance information is only available in comprehensive, intricate detail.

7.13 The Council should invite the WENTA organisation to analyse the potential

for their organisation to set up in Wycombe and provide a facility which could best be described as Basepoint Plus Plus (see Appendix 6).

7.13.1 In justification WENTA operates four business centres in Hertfordshire and

Bedfordshire since 1983 offering workshop, offices and virtual services and it provides training and on-site guidance on every aspect of planning and running a business. It also supports students, teachers and lecturers. It has a turnover of £2 million.

7.13.2 This will increase start up and reduce small business deaths. It will fill the

gap left by the failed Buckingham House initiative and the BNU starter units in the Hughenden Quarter that have not been brought on stream (Background Information Item 17).

7.14 The Council should further encourage skills and retraining in the following

ways:

In Oakridge and Castlefield a stakeholder meeting should be arranged to enable the community to identify possible ways forward in addressing unemployment and related issues. Job Centre Plus should be encouraged to participate and hold regular sessions in these wards. It has become apparent that there are ward specific needs in areas identified and as such targeted solutions should be found. We understand that funding for the executive careers network (run by the Skills Centre) is coming to an end in March 2012. We recommend that funding is found to continue this work. All job clubs should include the provision of advice for those choosing self-enterprise as an alternative to being employed. Job Clubs should provide or make use of workshops on what it is actually like to run a business, as a


26

preliminary to being offered one-to-one advice (the approach taken at Wenta Appendix 6) As part of the syllabus for vocational courses in the district a workshop should be offered on what it is like to run a business followed by a session on business start up skills. (Background Information Item 13). 7.14.1 In justification this will stimulate unemployed residents to set up their own

business and reduce the rate of business failures (5.7.5). 7.15 It is recommended that the potential assistance of Bucks Angels and ICFC in

providing access to funding for medium size companies is investigated.

7.15.1 Contact with WDC has been made by Bucks Angels through the Cabinet Spokesman and ICFC through the Task and Finish Group (Appendix 8) but lack of time prevented in depth analysis. They may well provide a key to unlocking finance for growth in a vital sector.

7.16 The Council should consider redesignating land in the Stokenchurch area

adjacent to Junction 5 for the creation of a business park. As identified in the interviews with Commercial Estate Agents (Background Information Item 11) proximity to motorway access and exit/egress points is a vital consideration for inward investors.

7.16.1 The justification is that once land adjacent to Junction 4 is developed and

occupied the only remaining opportunity is Junction 5. The Council should, therefore, consider this option as it develops its various planning policies over the next five years.

7.17 An economic development impact assessment shall be one of the tools used

by the Cabinet and featured in all Cabinet reports to ensure due weight is given to the effect of their decisions on the economy of the district. Economic Development should be a statutory consultee in all planning applications with an employment emphasis.

7.17.1 This will prevent a recurrence of the problems identified in 5.8.

7.18 The Cabinet are reminded of their resolution of 18 July 2011 in which they

decided against proceeding with the Stadium project and committed themselves to “engage with all stakeholders in the community on all options to investigate future sporting provision in the District; something the District can be proud of.” 7.18.1 A number of the groups that met with the TFG were of the view that

(Background Information items 3,11,12,13 and 17) that the decision not to proceed with the Stadium will have a negative impact effect on the Wycombe economy. It is therefore essential that the Cabinet resolution (to engage with all stakeholders) is implemented as soon as possible to mitigate this impact. We would anticipate that this would lead to improvements to the attractiveness to companies considering locating in the district in terms of its sports facilities that are in addition to the plans for the replacement sports centre.


27

7.19 The opportunities provided to district councils with proposed changes to the setting of Non Domestic Rates should be evaluated. One of the concerns raised by commercial agents (Background Information item 11) is that high NNDR in Wycombe District acts as a deterrent to inward investors. Whilst the valuations of property will not be controlled by the council, the setting of the level of NNDR will be.

7.19.1 In justification this may provide WDC with the ability to set competitive

rates and/or packages that will attract inward investors and to boost the Wycombe Economy. This is a competitive world and we have to fight with every weapon at our disposal to ensure the prosperity of the District.


28

APPENDICES

APPENDIX PAGE TITLE

1. 29 Background paper on unemployment in Wycombe prepared by Mr Jon Pitt.

2. 39 Wycombe Statistics setting by year 2004-2009 detail of number of firms by nomenclature, population demographics and employment sector information.

3. 40 List of those who provided evidence.

4. 43 Glossary of Terms.

5. 44 Mixed use Sites.

6. 50 WENTA

7. 55 Background Information Sources.

8. 57 HM Treasury and Growth Fund. ICFC Thames Valley and Chilterns.

9. 58 Chief Executive – 22 November 2011


29

Appendix 1


30


31


32


33


34


35


36


37


38


39

Appendix 2


40

Appendix 3

LIST OF THOSE INTERVIEWED

NAME TITLE ORGANISATION

Cllr Roy Abraham Employability Steering Group Bucks New University

Sajad Akhtar Acepoint Travel Asian Business Council

Stephen Bailey Kennedy

Partner Duncan Bailey Kennedy

James Blake Chief Policy and Partnerships Officer

St Albans City and District Council

Charles Brocklehurst Major Projects and Property Executive

Wycombe District Council

Heather Boyd Careers Advisor Bucks New University

Philip Bylo Planning Policy Section Head Watford Borough Council

Peter Cabon Director of Education and Advisory Services

WENTA

Tom Campbell Business Adviser Thames Valley Chamber of Commerce

Maria Cutler Sustainable Economic Development Officer


Paul Deriaz Partner Deriaz Slater

Alice Dewsnap Volunteer Co-ordinator Bucks New University

Jacqueline Ford Policy Team Leader Wycombe District Council

Wendy Frost Principal Planning Officer St Albans City and District Council

Michael Garvey Partner Stupples

Andrew Gibson Economic Development and Infrastructure Planner

Watford Borough Council

Clare Hawes Specialist Transition to Employment Consultant

Connexions Bucks

Des Healey Partnership and Employer Manager

Job Centre Plus


41


Cllr Arif Hussain Portfolio Holder Property Services and Economic Development


Munir Hussain Sound Sorba Ltd Asian Business Council

Trevor James Director of Employment Skills, Business Solutions

Amersham and Wycombe College

Stuart Jones Interim Chief Executive Bucks Business First

Bianca Kerley External Relations Manager Thames Valley

Job Centre Plus

Frances Kerner Co-ordinator Bucks Education Business Partnership

Cllr Matt Knight Job Club Co-ordinator Micklefield Job Club

Graham Lane

President St Albans Chamber of Commerce

Board Member Hertfordshire Local Enterprise Partnership

Phillip Marsh Partner Philips Marsh, Collins Deung

Charles Meakings Head of Democratic, Legal and Policy Services

Wycombe District Council.

Mayuri Naker Economic Development Services Manager


Rachel New Volunteer Helper Micklefield Job Club

Chris Pichon Chief Executive WENTA

Tracey Pierre Centre Manager Basepoint

Sanjay Purohit Inward Investment Manager Watford Borough Council

Cllr Beric Read Community Engagement and Localism Portfolio Holder


Sandra Reynolds Team Leader Connexions Bucks

John Roberts Agency Manager Aitchisons

Karen Satterford Chief Executive Wycombe District Council

Chris Schmidt-Reid Principal Planning Officer Wycombe District Council

Mohammed Shafiq Z S Supplies Ltd Asian Business Council


42


Spencer Tagg Property Adviser WENTA

Greg Thomas My Incubator Manager WENTA

Lorraine Watkins-Mathys

Head of Applied Management and Law

Bucks New University

Mike Watson Sound Solutions Marketing and Associate Lecturer


Satbir West Regeneration and Tourism Manager


Lottie Whitlock Children’s Centre Co-ordinator Castlefield and Wycombe (Abbey)

Sure Start

Louise Wicks Employment Liaison Co-ordinator


Laz Wood Vice President of Education and Welfare



43

Appendix 4 Glossary of terms SME's - How are Small and Medium size companies defined (and also Micro Enterprises - see paragraph 3) From the University of Strathclyde 1. Despite governments and many of the multinational organisations targeting this group

for special financial business support, there is no single definition for a SME either nationally or internationally.

2. In the UK, sections 382 and 465 of the Companies Act 2006 define a SME for the

purpose of accounting requirements. According to this a small company is one that has a turnover of not more than £6.5 million, a balance sheet total of not more than £3.26 million and not more than 50 employees. A medium-sized company has a turnover of not more than £25.9 million, a balance sheet total of not more than £12.9 million and not more than 250 employees. It is worth noting that even within the UK this definition is not universally applied.

3. The European Commission has a third category called Micro Enterprises. A micro

enterprise has a headcount of less than 10, and a turnover or balance sheet total of not more than €2 million. A small enterprise has a headcount of less than 50, and a turnover or balance sheet total of not more than €10 million. A medium-sized enterprise has a headcount of less than 250 and a turnover of not more than €50 million or a balance sheet total of not more than €43 million.


44 Appendix 5

Notes of Employment and Economy TFG held on 16 August 2011

Briefing Note - Mixed use employment sites delivery strategy

Author: Chris Schmidt-Reid

Summary:

This note sets out a delivery mechanism for the development of employment land on mixed uses sites, providing new quality premises and helping to retain/create jobs in the district. It is proposed that the Council acts as an honest broker, acquiring land that is proposed for economic development as part of a mixed use proposal. The Council would initially assume ownership of land at a market price, allowing residential elements of a scheme to be developed. The Council through co-operation with Planning, Property services and Economic Development would either seek to deliver or dispose of land to facilitate the development of land for new premises for business.

Pump prime funding of £1.2 million would initially be required, but it is envisaged that this would be recouped (potentially at a profit) upon the re-sale or development of the land within 2-3 years, this could then be re-invested in additional sites.

Background

An ongoing challenge for Wycombe is delivering new industrial floor space, there have been few new developments in the District due to development economics, the amount of employment premises available and more recently as a result of the recession. In addition to this there are constraints in terms of Greenfield sites which means on the whole new industrial development is limited to the regeneration of existing employment sites.

Employment development having a lower development value is brought into sharp contrast when former employment sites come forward and the focus is initially on the residential elements of a scheme. The majority of developers do not undertake mixed use or industrial development and as a result, unless required to do so by the Council, there is a risk that if the site is proposed to be a mixed use site, the employment element is not provided or developed. The result is often that a developer will seek to have the requirement for the employment development to be replaced by residential development using the market, viability or availability of other premises as reasons to justify their position. The current economic climate in terms of available finance and a slow market are currently acting as further deterrents, especially in terms of speculative development.

Wycombe Issues

Background work for the LDF, supported by property agents active in our area, has identified that although Wycombe has a healthy supply of land and premises for employment it also suffers from poor quality premises, a lack of new premises (both office and industrial), limited land availability and a lack of supply of small to medium sized, freehold, industrial units. As part of the LDF strategy


45 a number of sites have been identified as mixed use sites with a view to providing new floor space, making more efficient use of the site and allowing part of the site to be redeveloped for housing.

The recession has highlighted the fact that some businesses are either leaving Wycombe or are going out of business. A key factor in combating this is ensuring good quality premises are available of a suitable size and with the right sort of tenure.

Identification/allocation of mixed use sites in the emerging Delivery and Site Allocations (DSA) LDF document is seen as an opportunity to encourage regeneration of industrial sites by utilising the uplift in value of allowing part of a former industrial site to be redeveloped for residential development to subsidise/cross finance new employment development.

Delivery of sites through use of this approach will contribute to creating/retaining jobs in the District along with development on key sites owned by the Council such as the Sports Centre, Cressex Island, former Compair and Baker Street.

Delivery Mechanism

Delivery is a challenge in the current market and a mechanism is required that ensures that employment elements of mixed use sites are delivered. Section 106 legal agreements have been used to require marketing of sites or requiring actual provision before residential elements can be occupied/completed. However, this does not prevent a determined land owner or developer from trying to circumvent such a requirement or avoid delivering the employment element.

It is proposed that an addition to the delivery requirements in legal agreements would be to include a requirement that the land be transferred to the Council allowing the Council to act as a honest broker by taking a proactive role in delivering economic regeneration.

It is recognised that the Council budget is under pressure, but the Capital Budget/Reserves or LABGI funding could be utilised as a form of pump priming whereby sites would be purchased at market value, but these funds would be recovered when the site is subsequently sold on.

Sites would be held for approximately 2-3 years and either sold with benefit of extant planning permission or more detailed permission, either at a similar or potentially higher value subject to the market. Funds generated could then be further utilised to facilitate purchasing of other sites. As we are currently at a perceived low point in the market there is potential for a return to be made as a result of securing planning permission and/or an upturn in the market.

This approach would result in the following:

• Prevent employment land being be lost to other uses

• Allow WDC to take a proactive role in supporting the local economy retaining/creating jobs

• Deliver new quality employment premises


46

• Allows other aspects of a development to progress

• Potential to generate a return on money invested

It is important that if this mechanism is supported that it is not used to cherry pick “easy” sites, the main objective is to support the delivery of those sites that the market currently would not support delivery of, and as such should be seen as a last resort. It is not proposed that it replaces other requirements, but is an additional mechanism.

Costs

It is not envisaged that the funding would be required to purchase all of the sites up front, as an initial purchase and re-sale would be able to fund acquisition of other sites.

Initially £1.2million would be required to initiate this project; this is based upon the current availability of 2 sites identified for mixed use development. The table below identifies a number of sites that this mechanism could be applied to and identifies current market value, site availability, number of jobs etc. Site values are shown as a range due to difficulties in actually fixing land values, differences in location and timing in terms of site acquisition. The initial cost would include administration of the strategy, which would be the only cost that might not recoupable, however, subject to how the market develops over the next few years it is feasible that land values could increase to cover any additional costs incurred as well as potentially generating a profit.

Council Objectives

In taking forward this approach it contributes towards supporting a “Thriving Economy” as set out in the Sustainable Community Strategy, it would deliver economic regeneration in line with the strategy set out in Policy CS 11 of the Core Strategy. It also contributes towards the delivery of key strategic priorities in the Sustainable Economic Prosperity Strategy, particularly priority A “Shaping Quality Places – Maintaining a sustainable balance between homes, jobs and essential infrastructure”.

Significantly this approach also chimes with the priorities of the new administration in terms of job creation and the retention of businesses in the District. It is estimated that overall the sites identified could accommodate between 195 and 355 jobs depending on the types of business they accommodate.


47 List of Potential sites

Site Location Description Availability Marketability Issues

Area of potential

employment land

(ha/acre)

Price per acre

Value

(Range)

Potential job

creation

Springbank House

Lane End 1.4 ha Vacant site on main road

42 dwellings and 1100 sq.m employment floor space proposed

Site sold to residential property developers

Initial discussions underway

2011- 2012

Assessment confirms market exists in Lane End for new development

40/60 split employment /residential proposed in DSA

Viability assessment suggests 30% deliverable

0.56/1.4

1100 sq.m. proposed

£350,000 to

£500,000

£485,000

to

£690,000

30-55 jobs

T and L Works

Lane End 0.8 ha site, old, under utilised buildings, unsuitable for modern business reqts.

2013 - 2014 Assessment confirms market exists in Lane End for new development, need identified for Care Home (BCC)

DSA identified as employment site

Proposed industrial (new), Care Home and GP surgery development

0.4/1.05

Assume 50% of site retained for industrial development

£350,000 to

£500,000

£367,500 to

£500,000

30-50 jobs

Abercromby Works

Desborough 2ha site, large old factory and 2 separate industrial units

Larger unit available, discussions ongoing re care home/retail/industrial dev.

2014 - 2015

Good Three site owners

DSA reqt to provide 50% of site as open space

1.00/2.5

Assume similar to Bartletts

£400,000 to

£600,000

£990,000 to

£1,482,500

50-90 jobs

Former Bartletts

Desborough 1.8ha former furniture factory site with

Site sold to Catalyst Housing group

Commercial

Good site fronts onto Grafton Street

Finding commercial developer,

0.34/0.84

1754 sq.m.

£400,000 to

£600,000

£335,000 to

£505,000

50-90 jobs


48

Site Location Description Availability Marketability Issues

Area of potential

employment land

(ha/acre)

Price per acre

Value

(Range)

Potential job

creation

consent for 133 dwellings and 1754 sq.m commercial B1 space and 204 sq.m. retail

element available

2012 - 2013

Reasonable access from West Wycombe Road

revised application submitted increases employment to 2000 sq.m.

proposed

Former de la Rue

Hughenden Former print works split into 2 sites – housing and employment, employment part consented.

Theoretically available, site not yet cleared linked with permitting housing on remainder application currently being considered

2012 -2013

Reasonable location, fronting onto new link road, good proximity to existing employment area across road.

Linked with consent on housing, availability may also be affected by negotiations on Jewsons site.

0.76/1.88

2399 sq.m proposed

£500,000 to

£750,000

£940,000 to

£1,408,000

35-70 jobs

Mixed Use – update from 5 December meeting

Where an existing or previous employment site is allocated or given planning permission for a mixed use development, the aim is that the residential element can in effect subsidise the employment element. This is done by a legal agreement, where either (a) the developer develops the employment site element, with a sequence of triggers tying the development of the employment element to stages in the development of the residential part, or (b) the developer markets the agreed acreage for someone else to develop or followed by WDC having the option to buy that land at market rate and acts a broker.

Having a variety of different size units is an advantage – small ones for start-up businesses on easy in/easy out terms, with some shared space and facilities, and larger quality space for small and medium size companies.

Many businesses prefer to own the freehold for their properties.

The Wycombe Marsh development is a good example of WDC pressing the developer to include land for employment. There are 2,400 square meters of light industrial land behind the retail park. Both the developers and the site owners are all signed up for this to happen.


49 In regard to criteria for farm diversification, this is in the Local Plan. There is a wide range of permitted types of land use that can be considered, as long as it supports the on-going use of the land for farming. The diversification activities mainly apply to the use of buildings on the farm rather than the land itself.

As an update to the WDC Employment Led Mixed Use strategy, ELMU, covered by the paper that Chris Schmidt-Reid sent to the 16 August 2011 meeting of the TFG, an ELMU bid is being put together for consideration as a major project.


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Appendix 6

Wycombe District Council – Improvement and Review Commission Employment and Economy Task and Finish Group

Notes of meeting held at My Incubator (Wenta)

Business Technology Centre, Stevenage

on Monday 14th November 2011 at 2 PM

Present

Wenta Hosts:

Chris Pichon Chief Executive Greg Thomas My Incubator Manager Peter Cabon Director of Education and Advisory Services Spencer Tagg Property Advisor Wycombe District Council Delegates:

Cllr Roger Colomb (Chairman of review group) Wycombe District Council Cllr Bill Bendyshe-Brown Wycombe District Council Cllr Tony Green Wycombe District Council Ted Piker Scrutiny Support Officer

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1. Declarations of interest: none

2. Background

Formed in 1983 Wenta is a leading company in enterprise development which re-invests its profit/surpluses and aims to help generate prosperity and inspire enterprise across Hertfordshire and Bedfordshire.

Wenta’s core company activities are to:

• Help new and established businesses by providing guidance and training on every aspect of planning and running a business, including business start-up, survival, success and growth.

• Manage four business centres in Hertfordshire offering workshop, offices and virtual services and four business incubation centres in Luton, Potters Bar, Stevenage and Watford, providing workspace with onsite business support services.

• Supporting students, teachers and lecturers through comprehensive enterprise awareness programmes delivered to schools, colleges, and universities.

Wenta also works with a wide range of partners including Business Link, Job Centre Plus, Local Authorities, EEDA, Step Enterprise delivering services on their behalf.

Over the last 28 years, over 20,000 people have benefited from Wenta’s advisory services, 1200 businesses have been accommodated by their centres and over 6000 students have participated in their education programmes.


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3. Notes from the meeting

Wenta started 28 years ago working in the area of enterprise and business start ups. Watford Borough Council were very supportive. We currently work in Hertfordshire and Bedfordshire. Stevenage Council makes a high priority of economic development. Hertfordshire has 4 strong Further Education colleges, and generally a strong educational base, as well as excellent road infrastructure. When relocating a business, how the owner regards the location as an attractive proposition for his family is very important.

Whilst neither Watford nor St Albans went for the type of business centre that has been developed by Stevenage BC, both towns are supported by Enterprise Agencies with business centre properties. Wenta has a 59% start-up rate of new businesses from pre-start clients that Wenta works with. 84% of these start-up clients are still going two years later.

Bedford is very similar to Wycombe as an area. They are particularly strong at attracting inward investment.

The vision at the btc in Stevenage was very much about taking enterprise into the community, which includes using the Business and Technology Centre as an important offering to young people as part of our work with schools on enterprise schemes. This strengthens the links with further education and colleges.

There are increasingly fewer businesses of several hundred that can be attracted to move to the area. The growth comes from those companies that grow from 1 to 5 staff to 5- 10 and those growing from 10 to 15 or 20 employees.

When T Mobile moved from Borehamwood to Hatfield five years ago the move was planned over 2 or more years, during which time there may still have been an opportunity for Hertsmere BC to explore their reasons for moving and whether they could have been persuaded to remain. Certainly there will have been lessons to learn after the move did go ahead. Investment in retaining the businesses that you have is more likely to affect the employment scenario than the vast sums that so often take place in attempting to attract large businesses to move to your area.

Having flashy premises is no more important than the availability of high quality staff with the right skills, and access via roads that do not regularly become congested.

Companies know that their staff will want easy access to amenities at lunchtime. This is relevant to how attractive (or otherwise) it would be for companies to locate near the Stokenchurch exit of the M40.

Wenta is effectively a social enterprise run as a business. We needed an independent income stream so we have managed workspaces – Wenta acquired site off the A41 on the outskirts of Watford in 1984. We converted the site into small units, offering easy-in easy-out one month terms. In 1991 with the help of Hertsmere Council we acquired a 2 acre site at Potters Bar.

The Enterprise Centre in Potters Bar was developed on the basis of a profit share with Hertsmere Council getting 30% and Wenta 70% of the net rents. Hertsmere owned the land, offering a 125 year lease to Wenta, and Wenta


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raised the finance to build the building.

Stevenage Borough Council own the btc building. Wenta created the interior structure. As managing agents we are paid a fee for the btc and Chells Industrial centre contracts. Stevenage Borough Council was very clear what they wanted to achieve from the contract. Wenta have to create an annual surplus of £300,000 from these buildings, which is quite challenging.

In the late 90’s we began to focus even more on one-to-one support and advice. We worked very much alongside Business Link, not seeking to be a mainstream supplier, instead one that saw the gaps and stepped in. We developed the advisory side through wider partnerships with JCP and the Regional Development Agency.

Wenta currently has a Turnover £2M+ and a surplus of £218,000.

45% of our funding comes from public sector contracts. We are constantly talking to partners (further education and businesses) and our advisory board. As a result we had early awareness of key local issues.

An example of how this works in practice was when an important local technology company were concerned about the strength of the future stream of local young people who had adequate science and technology skills. Not enough young people were choosing these subjects at secondary schools level. It was someone on our Advisory Board who made us aware of the problem.

We were already aware that local colleges always need real experiences for their students.

This is how we responded with an initiative called Set Point Herts:

• Involved young people in a theatre presentation about enterprise and innovation to primary schools

• Over a three day period over 500 young people were involved.

• We had help from colleges, universities and Waterstones. It was funded by Stevenage Borough Council and Wenta.

• It was planned, designed and delivered by under 21’s.

• We realised we needed to look at a number of curriculum areas, to see where innovation could fit in. We looked at catering, creative & design, photography group (to do the exhibition), Business and Admin (to do front of house).

• It was clear that training was needed. We ran a Masterclass morning on the skills for connecting with the real world. We also involved those studying floristry, music and photography. It was a 6 month project.

• The students had to talk about their work with visitors. The catering students had to present their draft menu to a panel, and then make changes based on the feedback.

• The training included the importance of delivering within budget and on-time.


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• The distance travelled in terms of growth in confidence was remarkable.

We have on-going involvement in schools – green issues and social enterprise.

There are areas of deprivation. We have contracts with Job Centre Plus and the Department of Work and Pensions to work with these. We do this on a satellite basis, using centres that are in the areas or nearby. One to one advice is not cost effective with those who are unsure of what they want to do. By running workshops about what it is actually like to run an enterprise, both ourselves and the participants and are able to assess the next steps.

We are the providers under the New Enterprise Allowance scheme across Herts and Bucks.

An enterprise club is funded by Barclays Bank. This works well for those at the start of their journeys, and for us to spot talent.

We now have an advisor that goes into the town centre skills centre, so that the centre is able to offer help with self enterprise.

There is a grant scheme for the first £500 to kick start a business. ERDF European funding covers up to 40%. We have to identify appropriate support and put costs to that. Locally the ERDF work is around low carbon initiatives. One aspect of this 3 ½ year programme is helping SME’s to think green from the start.

My Incubator (a Wenta brand) was created 2 ½ years ago when we sensed a wind of change - that what was needed was to bring onto one site: innovation, advice and office/business facilities. Business Link at that time was somewhat of a scatter gun approach, giving one-to-one advice with little assessment of those to whom it was given.

We seek to create more successful businesses more quickly.

New arrivals go into an open plan office. We supply Voice Mail/ Printing/ Fax facilities. There are 14 desks, which gives a capacity for 40 businesses as the numbers using desks every day is a core of 7 or 8. They can walk through into the next room to speak to advisors. Use of the space is driven by the desire to be in that working environment and the seeking of advice (which can also be by email). Access to BTC is 24/7. We have also set up an internet hub that acts as a virtual incubator enabling secure viewing of business plans, video conferencing.

Non tenants provide 60% of our income from the meeting rooms. For tenants, the first 5 hours per month is free of charge.

90% of square footage is occupied

This centre opened 3 years ago

All 4 centres operate on a monthly license

The Regional Development Agency put in the bulk of the funds to develop this Business and Technology Centre.

We charge commercial office rents to enable the offering to include the advisory services and still break even.


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We are zoned for B1 usage and do not accept any tenants where there can be any contaminants or toxic materials (i.e., no “dirty trades”)

There is an in-depth interview to assess suitability, such as the level of commitment. The goal is to point them in the right direction.

Up to 3 months is without charge. After 9 months tenants must either move to a small office here or go elsewhere.

Specialists come in to work with our tenants, such as Web designers. All free of charge. There are monthly surgeries – one hour of free advice, with questions to be raised in advance. Those supplying specialist advice expect to pick up paid work eventually from a proportion of those they are helping without charge. Pro bono work can be claimed as a donation, attracting full tax relief. We provide advice to all tenants, not just for 9 months.

We provide graduate and apprenticeship placements and involve college students helping with start-ups.

We supported the “Beat the Competition” event put on by Stevenage Borough Council:

More than 100 suppliers attended

40/50 MBA students from university

20 tenants came down to be part of it

This is a further example that many businesses do have a social conscience.

The new policy of the Department of Work and Pensions, which came in force 18 months ago, was that with the New Enterprise Allowance, those claiming Job Seekers Allowance can move over to NEA once they have produced a business plan.

We are the local delivery point for the Response to Redundancy programme,

We are involved in women’s enterprise coaching, working with in groups, with the goal of either employment or self-employment

www.mentorsme.co.uk is an excellent resource

We have students as young as 14 making a difference with their business ideas.

We partner with incubators across Europe. There is a transmission facility at the University for Video Conferencing

Would Wenta come to Wycombe?

We would need to understand the area, what support was already available and who is delivering it. We dovetail into other provisions. We would need a centre on a long-term basis, to expand from. It does not work to just have a small part of the Wenta offering.


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Appendix 7 BACKGROUND INFORMATION SOURCES HELD BY THE IMPROVEMENT AND

REVIEW COMMISSION SUPPORT OFFICER

Available on request as appropriate

TITLE

1. Buckinghamshire Strategic Partnership Board Meeting 11 July 2011.

2. Wycombe Economic Comparators.

3. Urban Renaissance Institute Reports on attractiveness of Wycombe for Inward Investment.

4. Urban Renaissance Institute Report on Economic Development Companies.

5. Launch meeting 27 July 2011.

6. SME Presentation by Cllr Bendyshe Brown 16 August 2011.

7. Officers at interest meeting 16 August 2011.

8. Paper by Mr C Brocklehurst.

9. Latest Employment Statistics December 2011.

10. Bucks Business First 24 August 2011

11. Commercial Agents 6 September 2011.

12. Job Centre Plus 4 October 2011.

13. Amersham & Wycombe College/Connections 10 October 2011.

14. Bucks Education Business Partnership 11 October 2011.

15. St Albans City and District Council 14 October 2011.

16. Watford Borough Council 14 October 2011.

17. BNU 21 October 2011.

18. Basepoint 31 October 2011.

19. Micklefield Job Club 10 November 2011.

20. LEP Bucks/Thames Valley.

21. Chief Executive 22 November 2011 – Now designated Appendix 9

22. Thames Valley Chamber of Commerce 22 November 2011.


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TITLE

23. Asian Business Council 22 November 2011.

24. Sure Start 28 November 2011.

25. Reasons for Businesses leaving Wycombe.

26. Wycombe Successes Cllr R Hussain.

27. Paper on Rural Economy by C Schmidt Reid.

28. Job Forecasts.

29. Joint Portfolio Holders Meeting.

30. Visits to Companies employing 50+.

31. Bid process.

32. Wycombe District Connecting Business.

33. Use Classes Order Guide.

34. Wycombe Business Expo.

35. Clare Business School.

36. Business Case Stadium.

Cabinet Minutes 18 July 2011


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Appendix 8

Dear Cllr Colomb,

Unlocking the unrealised, perhaps even unrecognised, potential for growth of mid Sized SMEs in Buckinghamshire

It was good to meet you at the Wycombe Expo on Friday. I thought I should follow up our brief discussion as I am committed in my last 4 years before taking full retirement to the subject of Economic Development in Buckinghamshire.

I have raised a concern in a number of quarters recently relating to the Business Growth Fund ("BGF") sponsored by the Treasury and the British Bankers' Association.

BGF has £2.5bn available, BUT, for any one company, Buff’s minimum investment is £2m., all of which must be subscribed as equity. This minimum is too high for all but a handful of our local companies.

BGF is not prepared to take a majority interest, which means it, is likely to invest only in companies with £2m+ of shareholders' funds.

Furthermore few Owner managed businesses will be prepared to suffer this level of dilution.

To get our economy moving, we need a Fund which offers a blend of equity and medium term debt in the range £150,000 to £1.5m to each company which meets appropriate investment criteria.

I would very much welcome your encouragement in my approaching traditional investment institutions and VCTs which may be prepared to consider establishing a Fund which Buckinghamshire businesses may approach to finance their expansion plans.

If such a Fund were available, I could put together a team to identify companies with an established presence in their market place which may have special areas of departmental excellence that might benefit from additional investment to overcome, for example, technical issues which delay the introduction of new products, or to add new manufacturing capacity or processes, or to remove other barriers to growth.

Such a team would assist companies in seeking new markets, or better utilising a brand or a distribution network. This might include negotiating new licensing and technology transfer agreements, or developing joint venture proposals to resolve those situations where lack of critical mass results in a weakness in buying power when sourcing raw materials and components, and where companies would otherwise be vulnerable to the economies of scale of overseas competition.

The team's role would be to stimulate management at all levels to recognise new areas of opportunity, without feeling constrained that existing bank facilities may not currently cover their longer term cash flow forecasts.

I look forward to hearing from you

Very sincerely Sandy


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Appendix 9

Wycombe District Council – Improvement and Review Commission Employment and Economy Task and Finish Group

Notes of meeting held on

Tuesday 22 November 2011

4 PM – 5 PM Cabinet Room

PRESENT Cllr Roger Colomb (Chairman) Cllr Tony Green Cllr Richard Scott Karen Satterford, Chief Executive Ted Piker, Scrutiny Support Officer

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1. Apologies: Cllr Victoria Groulef, Cllr Bill Bendyshe-Brown, Cllr Mohammed Hanif and Cllr Rachel Knight

2. Declarations of interest: none

3. Q1

Question 1

At what point after taking up the position of WDC Chief Executive were you made aware of the real problems regarding the employment picture in the district?

The Chief Executive gave the background and context of the realisation of the extent of the changes in unemployment and job density figures that began to signal in 2009 as an issue to be tackled. The degree of change did take the council and others by surprise when BELP first brought it to our attention in 2010. The first thing undertaken was an analysis of which industry sectors and which companies in particular had left the district. One finding was that many of the lost jobs were London based positions being made redundant, affecting significant numbers of our district residents. As for the companies that had left the district, very few were large companies, so there were no high profile instances to highlight the decline.

This was regarded as an opportunity to use it to the Council’s advantage – to put pressure on BELP to make Wycombe district a priority, particularly to help retention of the companies located in the district.


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The Cabinet in July 2009 approved around £600,000 of LABGI investment into nine projects as the Council’s contribution towards helping the economy (as set out in the Wycombe Partnership’s Sustainable Economic Prosperity Strategy).

There is still a relatively strong economy in Wycombe on many indicators and it is important to look at the current challenge of unemployment and job creation in that context.

Sustainable regeneration has been a priority for the Council since the Chief Executive joined WDC in 2006. This is captured in the vision of ensuring Wycombe District is economically strong and the place to live, work and visit.

The new Corporate Plan, agreed at Council in October, includes the “sustainably regenerating the area” priority. Within this priority there is a high priority on inward investment, job creation and the skills agenda.

The Chairman made the statement that since 2004 Economic Development got pushed around departments and portfolios to no real purpose. The Chief Executive stated that she did not agree that this was the case, and that economic development was a council priority, stating that whereas we cannot control the market, we have successfully pursued initiatives within our influence, such as bringing people together for business to business activity. What we have been doing with our economic development service is to make it more central in the organisation, more corporate and more focused - particularly as the recession has progressed – on job creation, tackling unemployment, skills and inward investment.

A consultant is helping with the service review, to focus economic development. This service review is one of many across the organisation on all services, as part of our Transformation Programme. It has been planned since 2010. The Chairman and Chief Executive were in agreement about the importance of one point of contact for economic development within the organisation. Internally it is not just about what one officer can do or where they are located. Planning, Property, Communications and Community all play their part. The key is pulling together expertise as it is needed.

Q2 Question 2

What is your view of Wycombe Enterprise as a partnership, i.e., what are you expecting it to achieve?

With all the changes to the national, regional and local economic landscape in the past year, Wycombe Enterprise is undertaking a review of its purpose.

They are looking at two options:

Option 1: Wycombe Enterprise to function as a loose confederation of organisations. It would act as a sounding board for members to bring issues to for discussion, with a primary focus on the LEP and Wycombe Partnership rather than the District Council.


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Option 2: Wycombe Enterprise to act as a delivery mechanism for specific projects that the group can add value to. All members would regularly share details of their current programmes / projects / agendas to avoid duplication. Again this would have a primary focus with the LEP and Wycombe Partnership. The possibility of a Community-Interest Company is being considered.

There is scope for the Wycombe Enterprise to function as a mix of both of these options, with the need to consider appropriate delivery options on a project by project basis.

They are continuing their review at the next meeting.

We are committed to working with any external body that adds-value and helps achieve our economic objectives and are committed to hearing the voice of businesses and it is hoped that the review of Wycombe Enterprise will achieve that.

Q3 Question 3

What would you like the TFG to be aware of, in regard to positive developments for the economy of the district, where WDC is making an impact?

The Chief Executive reported that she is currently speaking with Thames Valley Chamber of Commerce and Bucks Business First on inward investment and how we can work together and so avoid duplication.

(A) The critical thing is employment and thus the importance of the Handy Cross development. This flagship project for the Council will deliver over 1000 jobs, and could be as high as 2,000 in total when including jobs created indirectly.

(B) Hughenden Quarter is a boost to job creation in the Care sector, with local jobs and potential links with the Skills Centre on this basis. The Skills Centre is making a real contribution to tackling the unemployment levels locally.

(C) The Growing Places Fund from the Government is more prescriptive than LABGI funding. There has to be an accountable body. It will probably be BCC. There is £4.17 M for the county. They are looking for ready-to-roll projects. The Coachway, Park and Ride, Broadband and East/West rail are being considered for submission. Bids need to be in by 20 December 2011, and the Council is working hard on the Coachway as part of the Handy Cross re-development to receive funding from this service.

A working group made up of Charles Brocklehurst, Jerry Unsworth, Charles Meakings and an external consultant plus a wider officer group is assessing the bids against the criteria and promoting the Council’s case. This is a good example of the cross-departmental working required for economic development to be successful.


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(D) There is now a local enterprise Partnership (LEP) shadow board which it is hoped will shortly get government approval. There are 5 political places and 5 business places. The business places will be put forward by BBF. The Chairman is to be from the private sector. There is an item going to Cabinet on 5th December 2011 in support of the Bucks LEP. Once established, this will add extra weight to local economic development work plus give a mechanism for sub-regional and regional working.

(E) At the Cabinet meeting on 31 October, WDC supported the establishment of a Business Improvement District (BID) for High Wycombe town centre. Businesses in the BID area will be balloted in the summer of 2012. The 1% levy would raise between £200,000 and £250,000 each year for a five-year period. BID would support the new Corporate Plan priority of “sustainably regenerating the area” and specifically to work with others to help generate jobs in the District.

(F) The emphasis on jobs has been expanding over the last few years. It makes sense to flag up employment and the economy when making relevant Cabinet decisions.

The Council has a strong track-record of enabling businesses to locate in the District. Johnson and Johnson is one example. The fact that both Travel Lodge and Premier Inn have decided to invest in the town of High Wycombe is significant. They will both have done their research first.

There is a snowball effect. As well as the new hotels there are the station improvements, Eden and the BNU Gateway building.

It is important to highlight the positive aspects of our economy and the Council’s continuing role in helping to provide the right conditions for businesses to flourish and it is hoped the TFG report will do that.

Additional Resource for the Economic Development Service

In response to the interest shown by the TFG in the provision of resource for Economic Development, and the limitations on time to fully address these at the meeting, the following details have been provided by the Chief Executive at the request of the Chairman.

Following the setting of economic development as a high priority for the Cabinet when the Corporate Plan was approved at Council in October 2011, additional support has therefore been obtained to undertake a specific piece of work in November and December 2011 to complete the service review of the Economic Development Service.


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This work involves producing a draft tactical and strategic plan which covers proposals for:

What services and support the Council should lead and provide;

What external facilities delivered by others that the Council should facilitate;

How the Council should work internally across services;

A budget or resource plan for these services;

Milestones for when activities will be delivered;

Measurable outcomes that will be achieved;

Any risks to be aware of with associated mitigating actions;

How the Council will manage and monitor progress.

This work is complementary but separate and distinct from the work the Task and Finish Group is undertaking, which has a focus on the employment and economy of the District, whereas this piece of work covers service delivery and issues.

This work is of a different focus and at a level of detail that the Task and Finish Group would not be expected to cover in any recommendations they make, for example, the detailed work on the Growing Places Fund.

The Cabinet Member has already given the TFG the commitment that the draft tactical and strategic plan will not be finalised until the Task and Finish Group’s recommendations have been considered, provided their report is available as currently scheduled by January 2012.

The Cabinet Member, at the start of the Task and Finish Group’s work, asked them to come forward with proposals that could be considered for inclusion in the work programme going forward and this remains the case.

The important point is that it is the Task and Finish Group feeding into the Cabinet Member’s work as part of its improvement role, not scrutinising a decision that has not yet been made.

In order to complete the service review the services of Warren Ralls have been engaged, who is working three days a week during November and December to produce the plans required. This cost is within the existing budget and the appointment has been made in accordance with Contract Standing Orders.

Q4 Question 4

With what frequency has the economy of the district been discussed at SMB?

Economic development is discussed on a weekly basis at Strategic Management Board (SMB) where we consider regular updates on Handy Cross and other major developments related to employment.

For example, SMB worked on the Business Improvement District proposal, with Oliver O’Dell (High Wycombe Town Centre Manager) attending.


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Last week the first rushes from the High Wycombe Town Centre Master plan were considered, including the views of businesses, as well as the Growing Places Fund and the establishment of the Local Enterprise Partnership.

The Chief Executive is personally taking a high profile and is talking to businesses as economic development is a critical issue for Wycombe district.

report of the employment and economy task and finish group … · 2012-01-19 · recession levels...

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