Economic Development Service Plan 2015/16 · Economic Development Service Plan 2015/16 Tom Dobrashian, Head of Economic Development Communities and Resources Name Economic Development

Economic Development Service Plan 2015/16 Tom Dobrashian, Head of Economic Development Communities and Resources Name Economic Development Service Plan

Version V4

Status Published

Signature Date

Head of Service approval Tom Dobrashian 09/04/15

Director approval Andrew Blake-Herbert 08/05/15

Cabinet Member approval Cllr Robert Benham (Cabinet Member for Environment) 30/04/15

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1 Operational Context Scope of the Service The Economic Development Service consists of two teams delivering a range of initiatives to improve the business base in the borough and the physical environment for the benefit of residents The Projects & Programmes Team is largely responsible for:

Masterplanning and production of appropriate planning frameworks focussing on Romford and Rainham Working with developers to bring forward appropriate and well designed developments in Romford Delivering public realm projects in the borough Working with the GLA to drive economic growth in London Riverside Improving green infrastructure in the borough Establishing a Housing Development Company Achieving Housing Zone status and initiating a programme of growth projects in Rainham

The Business Development Team are the council’s Business Champions and the team is focused on cultivating business in the borough through a range of activities and events. The team are responsible for:

Delivering the Business Growth Strategy Managing the Business Start-Up Programme Attracting inward investment Delivering Skills & Employment initiatives Attracting external funding

There is a shared responsibility of a number of strategic objectives such as improving the economic base in London Riverside. Significant funding through the London Enterprise Panel will enable a number of projects to be delivered over the next two years that will support economic growth priorities, including a major project in Romford to diversify the offer and attract new visitors and retail and leisure businesses to the town centre.

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Romford Town Centre Romford attracts 20 million visitors each year; however, the historic street market and adjacent retail areas consisting of independent shops are in need of improvement. To address this we will increase footfall, attract new businesses and visitors by taking forward projects within the town centre to work towards achieving this. We have planned three broad initiatives over the next two years:

Improve Romford Town Centre Management

o Develop an independent town centre partnership o Develop a three year business plan o Review the marketing, promotion and branding of the town o Develop an enhanced programme of events o Improve support for retail businesses

Diversify the offer of Romford

o Gain an interest in vacant or low value retail units to redevelop o Curate pop-up activities to encourage the independent retail sector and creative uses

Revitalise Romford Market

o Undertake a review of Romford Market o Deliver small scale capital works to improve the look and feel of the market o Deliver revenue proposals to attract new traders and visitors to the market

Alongside these LEP funded projects, work will continue to improve the public realm in Romford, supported by funding for Crossrail complementary measures. We will carry on working with Transport for London to agree plans for a new Romford Crossrail Station, including a southern entrance. We will work intensively with private sector developers to bring forward deliverable planning applications and will create proposals for a high quality development on sites owned by the council to bring in capital proceeds to the council from development profits and land receipts. We will work with office owners to revitalise Romford’s Office Quarter to include attracting in at least 10 new occupiers over the next five years. To keep Romford moving we will review parking arrangements and how we can efficiently manage car, pedestrian, bus and cycle access in the town.

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Rainham/London Riverside The main focus of our activity going forward into the next year is in the Rainham residential area. Key to our long term vision is securing Housing Zone status to bring forward more than 3,000 new homes in a new garden suburb. We will establish a strong relationship with the developer on the old Somerfield and Dovers Corner sites and work with them on a phasing plan. We will complete a Grip 4 business case for the Beam Park station and produce a delivery plan for the station linked to housing development. Together with the GLA we will produce a programme of how the GLA is taking the Beam Park site forward and establish Havering as a strong influencer. In order to do this a key focus will be to create a business case and thereafter a Business Plan for Havering to invest to deliver homes in this area through a LBH Housing Development Company. Working with the London Riverside BID we will produce an investment plan to transform the economic vitality of that area, to attract and retain value added businesses. Harold Hill We will continue to programme manage the completion of the current capital programme. We will work with our partners, especially Job Centre Plus, to deliver an intensive skills & employment programme to support the unemployed into work and provide residents with the opportunity to improve their skills to enable better employment options. Business Development Economic Development will act as Business Champion within the Council. We will ensure the effective establishment of the Business Portal and clear Service Level agreements, significantly improving business interaction with the council so that Havering will be rated as an excellent place to do business; this will include LBH processes for the Council to procure locally to best value principles. We will lay the foundations for projects to attract EU and other funding bids for skills & jobs - successfully targeting £3m over the next three years - and produce a skills strategy for Havering, enhancing life chances and supporting business growth in the borough. Through the LEP funding we will give sector based support to the construction, social care and retail sector through a range of specific events and initiatives to support business growth and promoting apprenticeships, skills development and employment opportunities. We will also support new and existing businesses through an Incubator Hub, offering affordable accommodation and business support to develop businesses to their next level of growth.

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Objectives and Outcomes

1. Ensure Romford is a vibrant economic area securing public and private investment 2. Improve Romford’s retail and leisure offer 3. High quality housing in London Riverside linked to sustainable communities and social infrastructure 4. Improve the economic base in London Riverside 5. Cultivate a strong business base in Havering 6. Attract investment for Havering’s green infrastructure to ensure residents have access to open space and natural heritage and to contribute to

economic development, health and well being 7. Deliver appropriate skills & employment initiatives that support residents to access jobs and meet business needs 8. Support Havering’s District Centres to maintain their vitality and viability 9. Establish a Development Company that will generate significant profit for the council 10. Promote improvements to enhance transport connectivity in the borough focusing on key areas to benefit economic growth 11. Maximise external funding opportunities 12. Promote a shared Economic vision for Havering

Corporate Plan Outcomes Service‐Level Outcomes Team‐Level Outcomes

We want Havering to be clean, with an environment fit for future generations

Increase access to green open space in the borough

Promote Havering’s green infrastructure and its links to health and well being Promote Havering as a visitor destination through investment in Rainham Wildspace and supporting the Thames Chase Trust including developing a Round 2 Heritage Lottery Fund Landscape Partnerships bid

People will be safe in their homes and in the community

Improvement to transport links

High quality designs for Romford, Gidea Park and Harold Wood stations completed

Business Cases established for improved bus services in Romford and Rainham

Funding secured to enhance Romford as a cycling hub Maximise support to residents and businesses through the Skills & Employment strategy to improve access to jobs and training opportunities

Appropriate funding secured to deliver skills & employment initiatives

Bespoke programme of support established for Harold Hill

Initiatives support an increase in skills levels for residents and increased employment opportunities

We want our residents to be proud to Private and public investment in Romford to ensure Completed Development Framework

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Corporate Plan Outcomes Service‐Level Outcomes Team‐Level Outcomes

live in Havering vibrancy and an improved retail and leisure offer Delivery of improvements to Romford public realm

Revised Romford Market and Retail Strategy

Business Plan for Romford Town Centre Partnership

Support the development of a vibrant independent and creative offer in Romford

Programme of events delivered in collaboration with town centre partners

High quality housing in London Riverside linked to sustainable communities and social infrastructure

Housing Zone status secured and established

Funding secured for outline design of linear park along the A1306

Funding secured for Beam Park station

A strong economic base in London Riverside

Investment Strategy developed with the GLA and the London Riverside Business Improvement District

Closer working with CEME to ensure wider engagement with havering businesses and expansion of CEME’s offer

Increase in business growth

Sector based approaches established to support business growth

Business Start-Up programme established

Key Accounts to support business growth including skills and recruitment plans

New businesses attracted to the borough

Improved businesses access to superfast broadband

Support Havering’s District Centres to maintain their vitality and viability

Improved town centre performance through increased trade and reduced vacancy rates

Secure funding to deliver projects to support economic development EU funding secured to support employment initiatives

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Key Volumetrics and Demand Pressures

Volumetric Previous levels of demand Projected levels of demand

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Total Population* 240,157 242,507 244,811 247,159 249,625 252,189

Population (0-4 yrs)* 14,640 14,987 15,322 15,672 15,944 16,102

Population (5-10 yrs)* 16,306 16,929 17,519 18,031 18,538 19,132

Population (11-17 yrs)* 20,907 20,631 20,406 20,316 20,478 20,607

Population (18-24 yrs)* 20,652 20,278 19,975 19,740 19,388 19,316

Population (25-64 yrs)* 123,649 124,867 126,174 127,514 128,944 130,237

Population (65-84 yrs)* 37,608 38,244 38,594 38,860 39,102 39,364

Population (85+ yrs)* 6,394 6,573 6,820 7,025 7,232 7,430

Households** 98,680 99,882 101,083 102,285 103,415 104,545

* Source: GLA round borough preferred option projections, 2014 Round Projection ** Source: GLA round SHLAA‐based household projections, 2013 A central role for the Economic Development team is to support the provision of social and physical infrastructure in order to ensure council services meet the needs of Havering residents. Key Challenges and Risks Town centres continue to be at risk of reduced spending and increasing vacancy rates due to changes in retail spending habits as well as competition from larger, out of town business parks. Initiatives from the GLA include funding for High Streets to diversify and enhance the appeal to encourage more local spend are being undertaken. Bidding for that funding is, however, competitive, so the risk is being unsuccessful. We have a focus on establishing town teams to take more responsibility for local retailers (which is best practice) to take more responsibility for their own events. Erosion of commercial base - a key challenge for the borough is the erosion of commercial areas through the change from office to residential designation. Housing Zone status represents an opportunity to deliver a place-shaping development in the south of the borough, the success of this is dependent on continuing support from Members and the public and the delivery of appropriate and well-designed development by the private sector.

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Romford development - attracting developers to deliver appropriate schemes continues to be a key challenge in the borough, especially in Romford. Funding - EU funding should be available this year; however, there will be a number of challenges including the resource to bid for, and deliver associated projects, and the challenge of developing and delivering joint bids with other boroughs. Local Authority Spending cuts – the council is expected to save approximately £45m over the next four years and there are challenges to be met and still meet the objectives of the service. Central to this will be the delivery of a revenue generating commercial entity on behalf of the council. Resourcing – Economic Development is a small service with a significant number of projects reliant on key personnel and the use of external resources to deliver our work. Retaining and recruiting staff and securing the correct resources remains a challenge and a risk. Corporate Terms & Conditions review – this could have implications for the service particularly with regard to the potential impact on service delivery, staff morale and retention of staff. Local Safeguarding Statement Economic Development will continue to prioritise the safeguarding of vulnerable adults, in line with relevant legislation. In the context of the Pan London Safeguarding policies and procedures, Safeguarding is a priority for everyone, including partner agencies, and this is managed through the Adults Safeguarding Board. We will continue to respond to National and Local Safeguarding priorities, including CQC inspections, contracting and commissioning arrangements. In particular, Economic Development will:

(i) Where appropriate, ensure that DBS checks are completed for all staff and volunteers working with children and / or vulnerable adults; (ii) Ensure that all new staff are advised of safeguarding issues and how to deal with them during their induction (iii) Proactively deal with any safeguarding issues that arise, including those arising through partnerships with external bodies, in line with relevant

policy, procedures and guidance (iv) Where relevant, fully contribute to serious case reviews (v) Ensure staff are aware of how to deal with safeguarding issues that arise, in a way that is appropriate to the circumstances that arise,

including through the service’s internal communication function; (vi) Identify ‘communications champions’ within the service and the wider directorate, to play a key role in keeping staff informed and

disseminating information on safeguarding issues, as well as other issues; (vii) Ensure that staff are given the opportunity to attend training and briefings as required, and (viii) Responding to requests for information about safeguarding issues, including responses to section 11 audits

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2 Budget and Performance Data

REVENUE BUDGET FOR 2015/16

Area of spend Expenditure Outturns Expenditu

re Budget 2015/16

Income Outturns Income Budget 2015/16

Non‐Controllable Outturns Non‐Controllable

Budget 2015/16

TOTAL BUDGET 2015/16 2012/13 2013/14 2014/15 2012/13 2013/14 2014/15 2012/13 2013/14 2014/15

Economic Development 1,482,000 1,986,000 1,624,730 248,000 344,000 (28,180) 1,085,000 1,414,000 1,255,950 1,624,730

TOTALS = £1,482,000 £1,986,000 £ £1,624,730 £248,000 £344,000 £ £(28,180) £1,085,000 £1,414,000 £ £1,255,950 £1,624,730

CAPITAL BUDGET FOR 2015/16

Capital Scheme Name

Scheme Description

Project Manager Scheme Budget Spend Planned

in 2015/16 Capital Receipts

Funding Grants and S106 Funding

Other External Funding

Hornchurch Town centre improvements Chris Smart 316,000 150,000 150,000

All London Green Grid Delivery of ALGG Benjamin Sanderson 140,000 140,000 140,000

Crossrail Complementary Measures

Development and detailed design of CCM investment at Romford and Harold Wood railway stations Chris Smart 144,000 144,000 144,000

Rainham to the River Phase 2

Access improvements and conservation management at Rainham Marshes Robert Flindall 260,000 260,000 260,000

Rainham to Purfleet Path Access improvements to Rainham Marshes Robert Flindall 18,000 18,000 18,000

Higher Level Stewardship Conservation Management Benjamin

Sanderson 20,000 20,000 20,000

Romford Public realm Public realm enhancements Chris Smart 100,000 100,000 100,000

Hilldene Shopping Centre Public realm enhancements Christopher

Hobbs 200,000 200,000 50,000 150,000

Beam park Station Grip 3+ Beam Park Station feasibility Christopher

Barter 150,000 150,000 150,000

Romford Corridors programme Public realm enhancements Chris Smart 300,000 300,000 300,000

Improving access to the learning village Access improvements Christopher

Hobbs 50,000 50,000 50,000

Access improvements to Rainham Creekside Access improvements Christopher

Barter 50,000 50,000 50,000

TOTALS = £1,748,000 £1,582,000 £150,000 £1,432,000 £0

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MTFS PLANNED SAVINGS FOR 2015/16

Item no. Name Description Lead Third Tier Manager

2015/16 Savings (£’000s)

N/A N/A N/A N/A N/A N/A

TOTALS = £

PERFORMANCE: Staffing

Ref. Description 2012/13 Outturn

2013/14 Outturn

2014/15 Outturn

2014/15 Target

2015/16 Target

2016/17 Target

Level of Monitoring

Variable Tolerance (e.g. 5%, 10%)

Link to Corporate Plan or Service Objectives

Corporate Health Indicators (included in all Service Plans)

CI1 Sickness absence rate per annum, per employee 7.7 days 10.5 days TBC 7.6 days 8.5 days 8.5 days CMT/Cabinet ±10% Proud

(Leading by example)

Corporate Performance Indicators (reported to CMT/Cabinet)

Please note: there are no Corporate Performance Indicators for this section

Service Performance Indicators (related to Service Objectives/Actions only)

Please note: there are no Service Performance Indicators for this section

PERFORMANCE: Service Users


2013/14 Outturn

2014/15 Outturn

2014/15 Target

2015/16 Target

2016/17 Target

Level of Monitoring




Please note: there are no Corporate Health Indicators for Service Users


Please note: there are no Corporate Performance Indicators for this section



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PERFORMANCE: Business Processes


2013/14 Outturn

2014/15 Outturn

2014/15 Target

2015/16 Target

2016/17 Target

Level of Monitoring




CS7 Percentage of corporate complaints completed within 10 days(15 days from 2015/16)

68% 73% TBC 90% 95% 95% CMT/Cabinet ±10% Proud (Leading by example)

CS8 Percentage of corporate complaints escalated to Stage 2 New 6.6% TBC 10% 10% 10% CMT/Cabinet ±10% Proud

(Leading by example)

CS10 Percentage of Member/MP enquiries completed within 10 days



R1 Number of businesses accessing advice through regeneration initiatives

847 1,017 TBC 700 500 500 CMT/Cabinet ±10%

Proud (Supporting our

community)

R2

Number of potential start-up businesses accessing advice via the Business Start-up Programme (new)

New New New New 25 25 CMT/Cabinet ±10% Proud

(Supporting our community)

R3

Reduce the collective retail and leisure vacancy rate figure for seven town centres by 2% below the national average vacancy rate for town centres. (new)

New New New New National

rate minus 2%

National rate minus

2% CMT/Cabinet ±10%


community)


R4 % of economic development projects shown as green/amber (new)

New New New New 80% 80% Service ±10% 12 - Promote a shared

Economic vision for Havering

PERFORMANCE: Finances


2013/14 Outturn

2014/15 Outturn

2014/15 Target

2015/16 Target

2016/17 Target

Level of Monitoring


Link to Corporate Plan or Service Objective


ISS10 Percentage of suppliers paid within 30 days of receipt by Transactional Team by invoice


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R5 Net external funding (£) secured through regeneration initiatives £3,602,600 £4,233,195 TBC £2,000,000 £2,000,000 £2,000,000 CMT/Cabinet ±10%


community)



PERFORMANCE: BENCHMARKING

Performance Indicator Havering Target 2015/16 Performance of Comparators

DB34 - Number of working days per FTE lost due to sickness absence 8.5 days Full breakdown restricted by Memorandum of Understanding

Havering ranking according to LAPS (2013/14): 24 out of 24

BVPI 8 - Percentage of invoices paid on time 95% Full breakdown restricted by Memorandum of Understanding Havering ranking according to LAPS (2013/14): 6 out of 14

R1 - Number of businesses accessing advice through regeneration initiatives 500 L B of Barking & Dagenham

371 L B of Redbridge

112

R2 - Number of potential start-up businesses accessing advice via the Business Start-up Programme 25 L B of Barking & Dagenham

54

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3 Action Plan

Corporate Objectives PROUD Supporting our community

PS.1 Support local businesses, including start-ups, and promote investment in Havering PS.3 Support the viability and vitality of our town centres PS.4 Regenerate Romford Market to bring in new traders and attract more shoppers PS.5 Support the delivery of Beam Reach railway station and opportunities afforded by Crossrail PS.6 Promote cultural activity in our town centres, focusing on Hornchurch and Romford PS.7 Deliver the new Romford Leisure Centre in 2016/17 PS.8 Establish Rainham as a an attractive new garden suburb

Using our influence

PU.1 Work with partners for vibrant economic growth PU.2 Work with education partners to equip Havering’s young people and adults with the skills needed by local businesses PU.8 Work with partners, including Transport for London and Crossrail, to improve transport links and interchange facilities

Service Objectives

1. Ensure Romford is a vibrant economic area securing public and private investment 2. Improve Romford’s retail and leisure offer 3. High quality housing in London Riverside linked to sustainable communities and social infrastructure 4. Improve the economic base in London Riverside 5. Cultivate a strong business base in Havering 6. Attract investment for Havering’s green infrastructure to ensure residents have access to open space and natural heritage and to

contribute to economic development, health and well being 7. Deliver appropriate skills & employment initiatives that support residents to access jobs and meet business needs 8. Support Havering’s District Centres to maintain their vitality and viability 9. Establish a Development Company that will generate significant profit for the council 10. Promote improvements to enhance transport connectivity in the borough focusing on key areas to benefit economic growth 11. Maximise external funding opportunities 12. Promote a shared Economic vision for Havering

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Action Plan

Team Corporate Plan Service Objective Key Action Outcome Dependencies Timescale Equality Implications

Economic Development

Safe (Using our influence) Proud (Supporting our community)

Ensure Romford is a vibrant economic area securing public and private investment

Work with Crossrail and Transport for London (TfL) to deliver a high quality Romford Station and associated public realm

Agreed design of high quality Romford Station and associated public realm

TfL, Crossrail, Network Rail, Streetcare, London Buses

March 2016 (TfL complementary measures funding 2015/16 – 2018/19)

04 – Promoting community relations and civic pride Ensure accessibility and inclusivity are at the core of projects aimed at enhancing the public and social realm in Havering and that identified priorities meet the needs of the Borough’s changing demographics Where relevant carry out appropriate consultations or focus groups with individuals and groups with different protected characteristics Ensure relevant projects are subject to individual Equality Impact Assessments

The Development Framework to be taken forward as part of the Local Plan and promoted to private sector investors

Member agreement Appropriate

developments in Romford Attract private sector

funding

Members Regulatory Services August 2016

Develop an approach to improve the historic environment in Romford linked to Romford market

Funding identified to take work forward

Partners identified Market Strategy March 2016

Deliver enhanced public realm in Romford

Delivery of LIP corridors programme

Major Scheme Step 1 Submission to TfL

Enhanced cleansing regime in the town centre

TfL Streetcare

March 2016 September 2015

Develop an action plan for the Office Quarter

Develop joint marketing initiatives

3 Tenant networking events per year

Office Quarter occupiers March 2016


Proud (Supporting our community)

Improve Romford’s retail and leisure offer

Lease or acquire low value or empty units in South Street using GLA LEP and High Streets funding

2 units utilised Pop-up shops used as

outlets for start-up businesses

Negotiating suitable commercial arrangements

March 2016

01 – Understanding the needs of Havering’s diverse communities 06 – Embedding equalities into business as usual Ensure accessibility and inclusivity are at the core of projects

Develop a new strategy for Romford Market

Completion of Market review

Delivery of agreed actions

Romford Market offer is expanded

Wider audience

Asset Management Services June 2016

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attracted to the Town Centre

New traders

aimed at enhancing the public and social realm in Havering and that identified priorities meet the needs of the Borough’s changing demographics Where relevant carry out appropriate consultations or focus groups with individuals and groups with different protected characteristics Ensure relevant projects are subject to individual Equality Impact Assessments

Review the Romford Town Centre Partnership

New Terms of Reference

Renewed membership to include key businesses

Three year Business Plan

Desk top analysis for a Business Improvement District

Town Centre partners March 2016

Deliver an enhanced programme of events in collaboration with town centre partners

Themed events programme

Specialist markets Christmas Lights

Switch-On

Town Centre partners

March 2016 (LEP funding 2015/16 – 2016/17)

Work with town centre partners to develop a brand for Romford

Market research Revised Marketing Plan New audiences

attracted Economic uplift in terms

of increased footfall and higher spend

Town Centre partners


Support the development of a vibrant, independent and creative offer in Romford

Work in partnership to deliver a programme of Creative workshops

Start-up businesses use the market as an outlet for their products

Partners: Romford Contemporary Arts Programme, Havering Adult College


Develop a proposition to attract new restaurants in Romford using a landlord incentive programme

Proposition developed and marketed

Stock availability Interest from restaurant chains / owners

March 2016

Projects and Programmes

Proud (Supporting our community) Safe (Using our

High quality housing in London Riverside linked to sustainable communities and social infrastructure

Complete the A1306 Masterplan and Planning Framework

Framework and public consultation completed

Inclusion in the Local Plan

Local Plan comes forward Member and public support

March 2016

01 – Understanding the needs of Havering’s diverse communities 02 – Improving life chances for all,

Work with developer at Dover’s Corner to ensure a high quality

Planning applications submitted

Developer willing to work with LBH March 2016

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influence) scheme particularly the most vulnerable 04 – Promoting community relations and civic pride 06 – Embedding equalities into business as usual Ensure accessibility and inclusivity are at the core of projects aimed at enhancing the public and social realm in Havering and that identified priorities meet the needs of the Borough’s changing demographics Where relevant carry out appropriate consultations or focus groups with individuals and groups with different protected characteristics Ensure relevant projects are subject to individual Equality Impact Assessments

Identify appropriate sites for change of use to housing to improve gateways into the areas

Appropriate sites identified

Initiate work to land assemble

Appropriate sites March 2016

Secure Housing Zone status and establish appropriate governance programme

Housing Zone established

Housing Services GLA agrees bid Member approval Resources secured

March 2016

Secure funding and prepare outline design for linear park and A1306 transformation

£200k funding secured Step 1 TfL Major

Scheme outline design completed

TfL London Buses Streetcare L B Barking & Dagenham

September 2015

Secure funds for Beam Park Station and initiate Grip 4 study

LIP funding secured Grip 4 study initiated March 2016



Improve the economic base in London Riverside

Encourage Inward Investment with the GLA and the BID for London Riverside

Marketing Strategy and materials

Update of Inward Investment website

4 New businesses located in London Riverside

Jobs safeguarded

GLA BID

March 2016

01 – Understanding the needs of Havering’s diverse communities 02 – Improving life chances for all, particularly the most

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Establish a collaborative approach to improve the image and environment of London Riverside

New signage Improved environment

GLA BID Streetcare L B Barking & Dagenham

March 2016

vulnerable 04 – Promoting community relations and civic pride 06 – Embedding equalities into business as usual Where relevant carry out appropriate consultations or focus groups with individuals and groups with different protected characteristics

Establish a Business Case for improved bus services in London Riverside with improved connectivity to adjoining areas

Business Case TfL agree in principle to

new bus services Jobs safeguarded

TfL BID Housing Services

March 2016

Work with the Centre for Engineering & Manufacturing Excellence (CEME) to actively engage with Havering businesses and realise funding for the planned expansion of their Incubator Space

Revised Business Plan Collaborative working

and partnership developed

Businesses supported Improved business

growth Affordable office space

available

CEME March 2016

Create a Business Plan and next steps to establish a strong business base at Salamans Way

Business Plan Cabinet approval for

land assembly Action Plan

GLA Rainham Steel

March 2016

Work with the GLA and CEME to attract light industrial businesses to Beam Reach 6

Action Plan Marketing Plan Timetable for marketing

the site

GLA CEME March 2016

Business Development


Cultivate a strong business base in Havering

Establish an Incubator Hub in Romford

Access to affordable space for businesses

Central base for business support activity

Commercial space refurbished

50 pre-start-ups supported

5 start-ups supported 50 SME’s supported

Suitable premises


01 – Understanding the needs of Havering’s diverse communities 03 – Remove barriers to access the Council’s services 04 – Promoting

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30 businesses supported to improve their performance

community relations and civic pride 05 – Develop a workforce that can respond to the needs of all our customers 06 – Embedding equalities into business as usual Where relevant carry out appropriate consultations or focus groups with individuals and groups with different protected characteristics Ensure relevant projects are subject to individual Equality Impact Assessments

Develop an appropriate business support package for start-ups

Access to a range of support and advice

50 potential businesses access advice

10 businesses are established

March 2016

Promote access to finance with the Start Up Loans Company (SULC) and Government Business Growth Service

Raised awareness of sources of financial support for businesses

March 2016

Deliver the 2015 Havering Business Awards

Business Community share best practice

Event delivered to reduced budget

October 2015

Take a sector based approach to business support concentrating on construction, retail, social care, manufacturing and waste

Initial study developed for waste sector and action plan prepared

Develop manufacturing sector approach with partners from the NNDR pool

Enhanced retail support package developed and delivered using LEP funding

Construction Network established supporting 30 businesses

Social Care Network established supporting 20 businesses

Fast Track programme of business support for 10 businesses in each of the construction and social care sectors

Increased number of apprenticeships

Education Housing Services


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Training opportunities offered

Support businesses via the key accounts initiative

50 businesses supported

Businesses have a clear contact within the council and improved transparency in level of service

Services within LBH March 2016

Support businesses effectively through the Business Portal

Relevant information available on the website

Clear and consistent customer service offer

Improved performance to support business needs

Other services IT March 2016

Deliver appropriate networking events to support start-ups, existing businesses and specific sectors

Networking events delivered including Leaders event

March 2016

Improve Broadband availability and quality to businesses

Businesses able to access funding for superfast broadband

Broadband infrastructure issues in business locations identified and improvement plans developed

Commercial opportunities identified and business plans developed

March 2016

Undertake appropriate marketing activities and offer 1-2-1 support to attract new businesses into Havering

Inward Investment website updated with current and relevant information

Increased enquiries from London & Partners

Better understanding of Havering ‘s offer

4 Property Agents

March 2016

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Forums held 30 new enquiries 7 new Case Studies

added to website Develop a plan to

enhance the website offer

Projects and programmes

Clean (Using our influence) Proud (Supporting our community)

Attract investment for Havering’s green infrastructure to ensure residents have access to open space and natural heritage and to contribute to economic development, health and well being

Support the Thames Chase Trust partnership to submit the Round 2 bid to the Heritage Lottery Fund (HLF) for the ‘Land of the Fanns’ Landscape Partnership Project

Development of the Round 2 bid

Public awareness of and interest in the project increased

Benchmark established of current volunteer activity

Thames Chase Trust March 2016

01 – Understanding the needs of Havering’s diverse communities 02 – Improving life chances for all, particularly the most vulnerable 04 - Promoting community relations and civic pride 06 – Embedding equalities into business as usual Ensure accessibility and inclusivity are at the core of projects aimed at enhancing the public and social realm in Havering and that identified priorities meet the needs of the Borough’s changing demographics Where relevant carry out appropriate consultations or focus groups with individuals and groups with different protected

Plan and develop projects for the European (EU) funding programmes ‘Life’ and ‘Interreg’

1 projects developed £1m applications

submitted March 2016

Identify opportunities for economic growth generated by green infrastructure investment

Completed Green Infrastructure Study including an economic appraisal of green infrastructure

Promotion of Havering as a visitor destination

Promotion of green infrastructure and its links to health and well being

September 2015 Ongoing

Work with the Thames Chase Trust to deliver the Thames Chase Trust Plan

Co-ordinated delivery of projects

Promote the development of Rainham Wildspace

Investment in access to open space and nature

Promotion of Havering as a visitor destination

RSPB Regulatory Services (Veolia S106)

Ongoing

Work with and promote Rainham Hall as a National Trust heritage visitor attraction

Launch event for official re-opening

Events programme October 2015

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characteristics Ensure relevant projects are subject to individual Equality Impact Assessments



Deliver appropriate skills & employment initiatives that support residents to access jobs and meet business needs

Develop a Skills & Employment Strategy

Clear direction regarding strategic skills & employment activity

Actions from the borough skills appraisal taken forward

Brokerage service explored

Support for businesses to access appropriate skills provision

Identification of suitable resources.

September 2015 March 2016

01 – Understanding the needs of Havering’s diverse communities 02 – Improving life chances for all, particularly the most vulnerable 05 - Develop a workforce that can respond to the needs of all our customers 06 – Embedding equalities into business as usual Where relevant carry out appropriate consultations or focus groups with individuals and groups with different protected characteristics Ensure relevant projects are subject to individual Equality Impact Assessments

Strengthen cross- borough partnerships to develop joint projects

Identification of appropriate funding streams

Apply for EU funding Better understanding of

cross-borough skills needs

March 2016

Deliver the Action Plan for Harold Hill

Bespoke programme of support established

Partnerships developed with local providers

Skills levels improve in Harold Hill

Increased employment activity

Housing Services

September 2015 March 2016



Support Havering’s District Centres to maintain their vitality and viability

Enable and facilitate businesses to develop sustainable partnerships such as Town Teams in the borough

New Terms of Reference developed

3 teams established Reduced dependency

on officers and increased contributions

Business/group participation March 2016

01 – Understanding the needs of Havering’s diverse communities 03 – Remove barriers

Page 22 of 28


from third parties Improved vitality of town

centres

to access the Council’s services 04 – Promoting community relations and civic pride 06 – Embedding equalities into business as usual Ensure accessibility and inclusivity are at the core of projects aimed at enhancing the public and social realm in Havering and that identified priorities meet the needs of the Borough’s changing demographics Where relevant carry out appropriate consultations or focus groups with individuals and groups with different protected characteristics Ensure relevant projects are subject to individual Equality Impact Assessments

Undertake desktop analysis for the feasibility of a Business Improvement District (BID) in Hornchurch

Feasibility Study initiated March 2016

Monitor the performance of the town centres and take remedial action where necessary

Baseline performance data recorded

Health check questionnaires completed

Vacancy rates monitored

Remedial action taken

Deliver a programme of marketing and promotional activities/initiatives in partnership with businesses and community groups to maximise private sector investment and retail spend

Retail and community groups take ownership of events

6 Christmas events held 4 specialist markets held

Town Centre partners Community groups

March 2016

Invest in public realm

Hornchurch scheme delivered

Harold Hill scheme – Hilldene Avenue delivered

Shopping parades environment improved

Streetcare Regulatory Services March 2016



Establish a Housing Development Company that will generate a significant profit for the council

Gain Cabinet approval for the company

Approved at Cabinet Housing services June 2015 01 – Understanding

the needs of Havering’s diverse communities 02 – Improving life chances for all, particularly the most

Generate robust Business Plan Company incorporated Housing services October 2015

Ensure organisation is operational including initial procurement of

Financial projections on track to deliver £300k excess cash flow a year

Housing services March 2016

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private sector partners by year 3 vulnerable 03 – Remove barriers to access the Council’s services 06 – Embedding equalities into business as usual Ensure accessibility and inclusivity are at the core of projects aimed at enhancing the public and social realm in Havering and that identified priorities meet the needs of the Borough’s changing demographics

Identify council owned sites suitable for residential development

Appropriate sites identified Housing services March 2016



Promote improvements to enhance transport connectivity in the borough focusing on key areas to benefit economic growth

Work with TfL to improve bus links into Rainham and Romford

More people accessing public transport

Increased employment opportunities due to better accessibility

TfL

March 2016

01 – Understanding the needs of Havering’s diverse communities 04 – Promoting community relations and civic pride 06 – Embedding equalities into business as usual Ensure accessibility and inclusivity are at the core of projects aimed at enhancing the public and social realm in Havering and that identified priorities meet the needs of the

Secure funding for design of public realm interventions at Romford and Harold Wood Crossrail stations

TfL funding secured Design process initiated

TfL, Crossrail, Network Rail, Streetcare

March 2016 (TfL complementary measures funding 2015/16 – 2018/19)

Secure funding to enhance Romford as a cycling hub

Funding secured More people use cycling

as a mode of transport Enhanced links to and

from Romford town centre

TfL Network Rail March 2016

Work with Development & Transport Planning on wider strategic initiatives including the River Crossing

Influence strategy to promote economic development in Havering

Regulatory Services GLA TfL

March 2016

Page 24 of 28


Borough’s changing demographics Where relevant carry out appropriate consultations or focus groups with individuals and groups with different protected characteristics



Maximise external funding opportunities

Monitor GLA funding streams and make appropriate applications

Increased resources for economic initiatives

Increased regional support for Havering

March 2016

01 – Understanding the needs of Havering’s diverse communities 02 – Improving life chances for all, particularly the most vulnerable 04 – Promoting community relations and civic pride 05 - Develop a workforce that can respond to the needs of all our customers 06 – Embedding equalities into business as usual Where relevant carry out appropriate consultations or focus groups with individuals and groups with different protected characteristics Ensure relevant

Review appropriate funding streams (e.g. European Structural & Investment Funds) to support economic development and business growth

EU funding bids developed

Potential projects developed to aid long-term economic objectives including increased employment opportunities and business growth

Collaborative partnerships developed

Increased resources for economic initiatives

March 2016

Page 25 of 28


projects are subject to individual Equality Impact Assessments


Proud (Supporting our community & leading by example)

Promote a shared Economic vision for Havering

Develop a stakeholder management plan

Vision is shared with stakeholders

Support from stakeholders

Members LBH Services External stakeholders

March 2016

01 – Understanding the needs of Havering’s diverse communities 02 – Improving life chances for all, particularly the most vulnerable 03 – Remove barriers to access the Council’s services 04 – Promoting community relations and civic pride 05 - Develop a workforce that can respond to the needs of all our customers 06 – Embedding equalities into business as usual

Page 26 of 28

4 Policies and Strategies

Policy / Strategy Expiry Date Status (Keep / Review / Decommission / Develop)

Romford Development framework to replace Urban Strategy developed and agreed TBC Draft report completed

Rainham & Beam Park masterplan and strategy developed (to replace Rainham Compass) TBC Currently in development

Harold Hill Ambitions Programme 2027 (20 year programme) Review January 2016

Business Growth Strategy March 2016 Review 2015/16

Green Infrastructure Study March 2020 Develop April - August 2015

Skills & Employment Strategy March 2017 Develop April – August 2015

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5 Risk Register

RISK ASSESSMENT

No. Risk Area Lead Officer Risk Description Link to Service Objective

Likelih

ood

Impa

ct

Risk Rating

‘Traffic light’

1

Failure to gain agreement

HoS Failure to gain agreement on key activities All 1 4 4 A

2 Funding

Management team Reduction in public sector funds Dependency on regional groupings for EU funding

Deliver appropriate skills & employment initiatives that support residents to access jobs and meet business needs Maximise external funding opportunities

3 3 9 A

3 Development sites

Management team Failure to win planning consent for well-designed, appropriate new housing developments in Romford and Rainham

Ensure Romford is a vibrant economic area securing public and private investment High quality housing in London Riverside linked to sustainable communities and social infrastructure Establish a Development Company that will generate significant profit for the council

2 4 8 A

4 Inward Investment

HoS/Management team Failure to gain private sector investment in significant private sector housing schemes

Ensure Romford is a vibrant economic area securing public and private investment High quality housing in London Riverside linked to sustainable

2 4 8 A

Page 28 of 28

RISK ASSESSMENT

No. Risk Area Lead Officer Risk Description Link to Service Objective

Likelih

ood

Impa

ct

Risk Rating

‘Traffic light’

communities and social infrastructure Establish a Development Company that will generate significant profit for the council

5

Stakeholder engagement

BD manager Key businesses in town centres and employment areas leave the borough Majority 1 4 4 G

6

Stakeholder engagement

HoS

Failure to establish effective partnerships with TfL/GLA/LEP/EU to lever in significant external funding

Majority 2 4 8 A

7 Resources HoS Failure to retain and recruit appropriate staff to manage projects Majority 2 4 8 A

Link to Service Risk Register: W:\data01\Reg_Part\Office Management\Service Plan\Risk Register The Service Risk Register will be revised in Quarter 1

Economic Development Service Plan 2015/16 · Economic Development Service Plan 2015/16 Tom Dobrashian, Head of Economic Development Communities and Resources Name Economic Development

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