Investing in Communities Bedfordshire and Lutonai.spirahellic.com/lib_business_support/assets/BL_IiC_Business_Plan… · The following table outlines the overall funding requested

Investing in Communities Bedfordshire and Luton Business Plan 2007 – 2011 Version 4

19th January 2007

Contents

1. Partnership Vision and Strategic Priorities..................................................... 1 2. Funding Summary ............................................................................................. 3 3. Contextual Information ..................................................................................... 6 4. Background to Business Planning Process ................................................. 12 5. Strategic Intervention...................................................................................... 15 6. Strategic Delivery Options Assessment........................................................ 36 7. Management Arrangements ........................................................................... 42 8. Delivery Schedules.......................................................................................... 46 9. Appendices ...................................................................................................... 52 Appendices: 1. OCSI Report September 2005 2. Roger Tyms Options Report January 2006 3. Heads of Terms from Chief Executives Summit October 2006 4. Detail for Healthy Steps to Employment Intervention 5. Detail for Adult Skills intervention 6. Detail for Enterprise intervention 7. Evaluation Plan 8. IiC – Regional Framework 2007-2011 9. Rural Proofing report November 2006 – BRAF

Please contact Jon Billington on 01525 862976 for copies of this Business Plan or email: [email protected]

1. Partnership Vision and Strategic Priorities In 2003 the East of England Development Agency (EEDA) launched a new programme designed to dramatically change the way public and private sector investment supports the region’s most disadvantaged communities. The Investing in Communities (IiC) Partnership in Bedfordshire and Luton is responding to a request from EEDA to produce a sub-regional Business Plan, covering the period 2007 – 2011. This plan will support and deliver part of the Regional Economic Strategy (RES), particularly block five of that strategy related to:

Supporting those who are disadvantaged to achieve their potential Supporting disadvantaged communities and groups to access sustainable

employment opportunities Improving prospects for better quality employment Providing improved access to essential services Tackling discrimination experienced by communities or individuals.

IiC is a long-term programme that sits within a regional and sub-regional framework that will ensure a more holistic approach to regeneration activity for Bedfordshire & Luton. Work already undertaken by the IiC Partnership and continuing throughout the first Business Plan period will feed into all strategic plans for investment into Bedfordshire and Luton’s most disadvantaged communities. The impact of this early work will be felt until at least 2014 and will enable the Bedfordshire and Luton IiC Partnership to tackle the root causes of disadvantage, not just provide temporary relief from the effects for its communities. The vision for the Bedfordshire & Luton IiC programme is:

“To ensure that the most deprived communities can achieve their full potential and therefore contribute to, and benefit from, sustainable economic

growth in Bedfordshire and Luton. We aim to tackle deprivation and inequality by bringing about better co-ordination and long term strategic

delivery of public and private sector investment.”

Through the process detailed in this Business Plan (in Section 4) five potential strategic intervention areas were identified to deliver the overall vision for the Bedfordshire & Luton IiC programme. This included the decision to continue with Strategic Interventions One, Two and Three from the first Business Plan and to consider the development of two new Interventions. It was agreed at the Chief Executives Summit to focus development activity on an intervention to address priorities related to encouraging enterprise and entrepreneurship. The four chosen Strategic Interventions for 2007 to 2011 are therefore:

1. Healthy Steps to Employment 2. Adult Skills 3. Transition from School to Employment 4. Encouraging a spirit of enterprise and entrepreneurship

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6 – Pooling of IiC with LAA

5 – 3 or 4 below with integrated governance

3 – Inform and full alignment of IiC with LAA

2 – Inform and partial alignment of IiC with LAA

1 – Inform and sign off LAA

Alignment to Local Area Agreement and IiC The two Local Area Agreements (LAAs) for Bedfordshire and Luton have been designed to bring measurable added value to Bedfordshire communities. The LAAs are beginning to tackle disadvantage across the county with agreed outcomes and action plans in partnership with various organisations and partners delivering services across Bedfordshire. One of the key outcomes from the IiC Summit was the need for closer working between the LAAs and IiC. The four IiC intervention areas, identified above, are also replicated in the Bedfordshire LAA, two of which (Healthy Steps and Transition from School to Employment) are reward targets, with IiC also being lead on Healthy Steps. Three of the IiC intervention areas also appear in the Luton LAA, but without such clear linkage. Luton Forum have clearly indicated, that in their view we are at step 2 of the ladder below, this has been noted. During the coming year we intend to discuss the options and implications around integrated governance issues within LAA structures and to resolve upon a route forward, this will be help by the fact that both Chief Executives from Luton Borough Council & Bedfordshire County Council now attend the IiC board meetings. Both Luton Forum and Bedfordshire Countywide Partnership (the organisations arranging the LAAs) have positively contributed towards this plan and the IiC team thanks them for this work and look forward to continued partnership working in these areas.

Figure 1: Alignment with the Bedfordshire and Luton LAAs as at January 2007

4 – Inform and full alignment of all 4 EEDA Core Products with LAA

BEDFORDSHIRE

6 – Pooling of IiC

5 – 3 or 4 below withgovernanc










with LAA

integrated e


LUTON

Target 2007 – 11

At November 2006

BEDFORDSHIRE







LUTON

Target 2007 – 11

At November 2006

2. Funding Summary The following table outlines the overall funding requested (both from IiC and other sources). It excludes the funding from 2006/07 which was £3,896k (£2,250k Capital and £1,646k Revenue)

Bedfordshire & Luton IiC Financial Summary 2007-11

2007/8 2008/9 2009/10 2010/11 Total Capital Revenue Capital Revenue Capital Revenue Capital Revenue Capital Revenue

Intervention Name: Healthy Steps to

Employment EEDA - 800,000 1,000,000 200,000 - 2,000,000

JC, PCT & LAA reward? Match - 200,000 200,000 500,000 - 900,000

Total - 1,000,000 - 1,200,000 - 700,000 - - 2,900,000 Intervention Name:

Adult Skills EEDA 700,000 800,000 800,000 550,000 250,000 1,470,000 540,000 1,750,000 3,360,000 Match - 907,000 998,350 1,125,600 1,136,800 4,167,750 Total 700,000 1,707,000 800,000 1,548,350 250,000 2,595,600 - 1,676,800 1,750,000 7,527,750

Intervention Name: Transition from

School to EEDA 250,000 425,000 250,000 425,000 250,000 150,000 750,000 1,000,000

Employment (Neets) Match - 400,000 400,000 400,000 1,200,000 Total 250,000 825,000 250,000 825,000 250,000 550,000 - 750,000 2,200,000

Intervention Name: Enterprise EEDA 895,000 160,000 1,050,000 130,000 2,050,000 130,000 1,050,000 130,000 5,045,000 550,000

Match 525,000 100,000 3,025,000 120,000 2,775,000 120,000 525,000 120,000 6,850,000 460,000 Total 1,420,000 260,000 4,075,000 250,000 4,825,000 250,000 1,575,000 250,000 11,895,000 1,010,000

Budget Flexibility to allow for “over profile” EEDA -535,000 -300,000 -446,000 -725,000 -391,000 775,000 879,000 -250,000 -493,000

Total Interventions EEDA 1,845,000 1,650,000 1,800,000 1,659,000 1,825,000 1,559,000 1,825,000 1,549,000 7,295,000 6,217,000

Match 525,000 1,607,000 3,025,000 1,718,350 2,775,000 2,145,600 525,000 1,256,800 6,850,000 6,727,750

Total 2,370,000 3,257,000 4,825,000 3,377,350 4,600,000 3,704,600 2,350,000 2,805,800 14,145,000 13,144,750 Management EEDA 235,000 246,000 261,000 276,000 1,018,000

Match 20,000 20,000 20,000 20,000 80,000 Total 255,000 266,000 281,000 296,000 1,098,000

Total Programme EEDA 1,845,000 1,885,000 1,800,000 1,905,000 1,825,000 1,820,000 1,825,000 1,825,000 7,295,000 7,435,000 Match 525,000 1,627,000 3,025,000 1,738,350 2,775,000 2,165,600 525,000 1,276,800 6,850,000 6,807,750 Total 2,370,000 3,512,000 4,825,000 3,643,350 4,600,000 3,985,600 2,350,000 3,101,800 14,145,000 14,242,750

Outputs 2007/8 2008/9 2009/10 2010/11 Total Jobs Created 25 35 35 35 130

Jobs safeguarded 10 10 10 10 40 People assisted to

employment 130 200 200 200 730

Business Created 16 20 20 20 76 New Businesses 10 15 15 15 55

Business assisted 50 60 70 80 260

Leverage Private 100,000 125,000 150,000 125,000 500,000 Leverage Public £400k £747k £1858k £2266k £1377k £400k £7228k

Brownfield land

Skills 1180 2014 1888 1778 7255

Basic Skills 400 721 672 625 2575 Level 2 Skills 100 144 144 111 550

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5

Management Salaries 127,000 153,000 158,000 143,000 541,000

Events / Marketing 63,000 65,000 70,000 75,000 273,000 Project management 45,000 48,000 53,000 58,000 204,000

Matched 20,000 20,000 20,000 20,000 80,000 Total 0 0 255,000 0 266,000 0 281,000 0 296,000 0 1,098,000

E EDA M atch

The above funding will be reviewed again by the IiC partnership on the 27th February once indicative funding has been agreed with EEDA. The draft Business Plan has already been agreed by the Business Information group and IiC committee in late November and early December 2006 respectively. Confirmation of match funding will also be dependant upon more work being undertaken with those partners, as there own budgets are agreed, there are areas where more match funding and influenced funding may be available i.e. Pathways to Work (national programme that links very closely to our Healthy steps to employment) The capital programmes identified above will be developed in conjunction with the EEDA Capital Asset Development programme to ensure maximum benefit can be obtained from any capital expenditure. Capital expenditure in the year 2005/06 has been £2,250k (the full amount allocated) which represents a 60:40 split in favour of capital, this has been well managed and despite the short lead times and need to planning permission to be obtained, will be delivered this year. The first three of the above strategic interventions were part of the previous IiC business plan that was approved by the EEDA board in February 2006. These interventions are now in there first of three year delivery program and have been successful in engaging partners and achieving key milestones as identified in the previous IiC business plan.

3. Contextual Information Overview The Bedfordshire & Luton sub-region comprises the county of Bedfordshire and the adjoining unitary authority of Luton. It lies to the west of the region and has close geographic proximity and economic links with the South East, London and the Midlands. It is also part of the Milton Keynes South Midlands Growth Area as designated by the ODPM and is strategically located on the Oxford-Cambridge Arc. The largest towns are Luton (184,900), Dunstable (51,000) and Bedford (153,000). All the other main settlements are small to medium sized towns, villages and hamlets which are home to nearly 40% of the sub-region’s population. The sub-region has good north-south road and rail links and is home to London Luton Airport which currently serves about nine million passengers per year with plans for further expansion. Bedfordshire & Luton has an increasingly diverse economy with strong potential. However, in recent years it has not performed as well as its immediate neighbours – a major cause being the loss of Bedford and Luton’s manufacturing base. GVA per head has shown only limited growth since 1990 and if current trends continue GVA levels per head will be the lowest in the East of England by 2010. Numbers of people in employment in the sub-region is close to the regional average of 78.5% but varies from one of the lowest in the region in Luton at 71%, to one of the highest in the region in Mid Bedfordshire at 84%. Skill levels show a similar picture. Bedfordshire and Luton demonstrates a pattern of extremes. The sub-region contains some of the most deprived and most prosperous areas in the region. The most deprived tend to be geographically concentrated in and around the towns of Luton and Bedford. The sub-region is also the most culturally diverse within the East of England. Challenges and opportunities Bedfordshire & Luton’s proximity to London and its immediate neighbours Cambridgeshire, Hertfordshire and Milton Keynes presents challenges as well as opportunities. Key issues include:

The high level of out commuting to surrounding areas and local congestion issues

The need to attract “high value added” employment to replace the lost manufacturing base and improve the supply of business premises and land

The key role of Luton Airport an asset to the sub-region. It is the largest centre of employment in the Luton-Dunstable area with companies employing approximately 8,000 people. Planned expansion at Luton will create large economic and employment benefits but care will be needed to ensure the growth is sustainable

The need to achieve the objectives of the Milton Keynes South Midlands Growth Area particularly in terms of building ‘sustainable communities’ and plans to build 56,500 new dwellings

Deprivation - although overall levels of deprivation are approximately average for the region, two districts - Bedford and Luton - are in the most deprived 50% of all districts across England. Within these districts there are a number of areas with extremely high levels of deprivation. Bedfordshire and Luton has 60 Super Output Areas in the most deprived 10% across the region. Based on the regional framework model, Bedfordshire and Luton has the fourth highest level of need of the nine economic partnerships in terms of both the severity and scale of deprivation.

Communities

Bedfordshire and Luton has the highest proportion of non-white British groups of all the partnerships (18.9%), and the second largest non-white British population - 107,000 people, 23.2%of the region’s total

The major BME groups across Bedfordshire and Luton are: o Pakistani (3.5%, or 19,500 people) o Black Caribbean and Mixed Black Caribbean (2.8% or 15,700 people) o Indian (2.7%, or 15,300 people)

Based on regionally commissioned research which estimates the number of migrant workers across the region, an initial estimate for the number of migrant workers in Bedfordshire & Luton is 5-8,100

The Census 2001 identified: o 12,700 lone parents with dependent children – 10.8% of the regional

total o 19,700 people are in receipt of Attendance Allowance or Disability

Living Allowance benefits o 79,300 people describe themselves as having limiting long-term

illness Multiple Deprivation

Overall levels of deprivation are around average for the region Bedford and Luton are in the most deprived 50% of all Districts across

England Bedfordshire and Luton has 60 Super Output Areas (SOAs) in the most

deprived 10% across the region, including 29 in Luton, 18 in Bedford and three in South Bedfordshire. This corresponds to 16.3% of the Bedfordshire and Luton population living in the most deprived 10% of regional “hotspots”

Employment

Unemployment rates across Bedfordshire and Luton (3.0%) are below that of England (3.3%) but above that of the region (2.6%)

The proportion of adults economically active (70.5%) is above both the region (69%) and England as a whole (67%)

8,525 people across the county receive Jobseekers Allowance (JSA) – 12.7% of the regional total. This has been increasing over the last five years

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Over 8% receive Incapacity Benefit (10.4% of the region’s total). This increase is at least partly driven by the rise in mental health IB claims – from 23.2% of all IB claimants in August 1999, to 31.5% in November 2005.

Future projections and growth forecasts for 2011 and 2021 also demonstrate Bedfordshire and Luton as significantly lagging behind the rest of the region (Bone Wells, 2003). A recent survey conducted by Bone Wells showed that job growth in Bedfordshire & Luton over the last twenty years was actually negative compared to the positive growth of the neighbouring sub-regions and both the East of England & the UK. (see below)

Job Growth 1982 - 2002

Annual Jobs Growth 1982-2002 (adjusted for pop'n growth)

-0.50%0.00%0.50%1.00%1.50%2.00%2.50%3.00%3.50%4.00%4.50%

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Where are the most deprived areas in terms of employment?

46 SOAs are in the most deprived 10% across the region in terms of worklessness (a combined measure of unemployment and incapacity benefits, and New Deal participants)

The highest rates are seen in Castle ward in Bedford, where 26% of all working-age adults are workless

Four SOAs (Harpur and Cauldwell in Bedford and Northwell and South in Luton) have more than one in five people workless

What groups are doing badly?

Bangladeshi, Black African, Black Caribbean and Pakistani groups have unemployment rates more than double the average across Bedfordshire and Luton

Unemployment among Black African and Bangladeshi groups in the sub-region is more than three times that of White British groups

Less than 40% of people with limiting long-term illness are economically active across the partnership (compared with the regional average of over 70%), and unemployment rates are 6% for those with health issues, double the partnership average

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Unemployment rates for young people (aged 18 to 24) are also high at 5.3%, nearly double the partnership average

Women are less likely to be economically active, but also less likely to be unemployed

People with no qualifications are more likely to be unemployed than the regional average, and 50% more likely to be unemployed than the sub-regional average.

Skills and education

110,000 people across the partnership have no qualifications (27% of the working-age population). This is slightly below the regional average (28%)

Levels of achievement of higher level skills are slightly above the regional average

Nearly 14,500 adults (over 25% of the region’s adults) have English as a secondary or other language

There are high numbers of people lacking basic ICT skills (52.6%) More than 45% lack basic numeracy skills and around one in ten lack basic

literacy skills Just over half of pupils (51%) leave school each year without five or more

good GCSEs – this group are at most risk of becoming NEET Pupil attainment is below the regional and national average, with fewer

pupils leaving school with five or more GCSEs at C grade or above than the East of England as a whole and seven of the other eight partnerships.

Where are the most deprived areas in terms of skills and education?

35 SOAs across Bedfordshire and Luton are in the most deprived 10% of regional hotspots in terms of adult skills

43 SOAs across Bedfordshire and Luton are in the most deprived 10% of regional hotspots in terms of children and young people

Major hotspots include the Tithe Farm ward where less than 7% of all adults have a degree or higher qualification, compared with 21% across the region, and it is estimated that less than 8% of school leavers in the area go on to Higher Education.


Bangladeshis and Pakistanis are more likely to have no qualifications than the average with more than half of the Bangladeshi population possessing no qualifications.

Enterprise

Job and enterprise numbers are among the lowest in the region, reflecting the relatively small size of the partnership’s economy

With 274,000 jobs (0.76 for every working-age resident - the second lowest in the region) Bedfordshire and Luton provides 10.1% of the regions jobs – below the population share. Similarly the 2,240 enterprises is the 3rd lowest of the 9 partnerships.

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Self-employment levels are also fairly low across the sub-region, 33,783 people, 9.4% of the regional total

Resident earnings are slightly above regional averages, with workplace earnings slightly below, with high levels of commuting by residents to London and other areas

Where are the most deprived areas in terms of enterprise?

The lowest levels of VAT-registered businesses against population are found in Luton

The lowest levels of jobs against population are seen in the more rural areas

Luton and Bedford have the highest jobs densities, which is typically linked to inward commuting from surrounding areas


Bangladeshi, Black African, and Black Caribbean groups are significantly less likely to be self-employed than other groups, with rates less than half the average (8.3%) and White British (8.5%) levels

Chinese (12.9%) and Indians (8.6%) are more likely to be self-employed Female self-employment rates are less than one-third that of males In common with the rest of the region it is likely that fewer women run

enterprises than men The research work, mapping exercises, consultations and related analysis undertaken as part of the development of this business plan described above informed the development of the strategic context for the IiC Programme in Bedfordshire and Luton for 2007 to 2011 (Further detailed analysis is attached at Appendix 1 & 2). The analysis of the needs identified in this research informed the development of the strategic priorities for the Programme in terms of focusing future activity on supporting local communities to:

Access new and improved employment opportunities Change aspirations and encourage the achieving of new skills, higher

educational attainment levels Encourage enterprise and entrepreneurship

These priorities in turn informed the development of the strategic interventions presented to the Summit (and detailed in Sections 5 and 6 of this Business Plan). These were:

Healthy Steps to Employment – targeting low economic activity rates linked to work limiting illness, through the provision of support to help people currently claiming sickness benefits back into work. The outcome will be a 5% reduction in the number claiming work related illness (850 over 3 years).

Adult Skills – a focus on addressing very low skill levels, concentrating on “Pre-entry” level provision, in the most deprived communities, covering those who are unemployed or from BME groups; and “Above level 2” provision, to encourage progression to higher levels

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Transition from School to Employment - focussing on the on reducing the percentage of NEETs, increasing the numbers of young people going into training, higher education or work-based learning opportunities, and improving NEETs’ awareness of mainstream programmes and support

Encouraging a spirit of enterprise and entrepreneurship - focussing on the need to increase knowledge and activity related to developing Social Enterprise; and business support focused on the development of entrepreneurship, business start-ups and the survival of new businesses.

The research also highlighted that priority groups suffering from this deprivation included:

Young, poorly skilled, and unemployed (aged 18-24) Pakistani, Black Caribbean, Black African and Bangladeshi groups ‘Migrant Workers’ IB Claimants (particularly long term claimants will health issues) Lone parents with dependent children

- and that this deprivation is focussed in a number of geographic localities including:

Bedford (Queens Park, Goldington, Harpur, Cauldwell, Castle Ward, Eastcotts, Kingsbrook)

Luton (Northwell (including Marsh Farm), Dallow, Biscot, Leagrave) Dunstable Biggleswade Leighton Buzzard Rural

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4. Background to Business Planning Process The Bedfordshire and Luton IiC Partnership and its partners have undertaken a comprehensive process to develop this business plan, involving baseline assessments, gap analysis, additional research, a review of existing programmes and activities, a substantial range of consultations, and undertaking the EEDA Summit, resulting in the production of this first draft. The key elements, stages, participants and outcomes of the process are described below. Strategies at both a regional and sub-regional level, along with specific mapping and research, have been used to inform the development of the Bedfordshire & Luton IiC Business Plan. This process has included a review of the first Business Plan completed in December 2005. This business plan was for a three year period (of which 2006/07 represented the first year) and contained three of the interventions (One, Two and Three) detailed in this Business Plan for 2007 to 2011. The Bedfordshire & Luton IiC Partnership is becoming well established within the sub-region, creating a strong basis on which to build the future success of the Programme. The development of the IiC programme in Bedfordshire is an ongoing process, and during the last six months the Partnership has been reviewing its priorities for action during the period 2007 to 2011 leading to the confirmation of its strategic priorities, current and future strategic interventions and future activities. This has included a pre-summit meeting held on 7 September at Flitwick and a Chief Executives summit held on the 6th October, both of which concluded that the current priorities do provide the right focus for future interventions. The five priority areas for intervention outlined in the current Business Plan for 2006/07 and discussed at the pre-summit meeting were:

Healthy Steps to Employment (reduction of IB claimants) Adult Skills (correct skills match to employer requirements) Transition from School to Employment (reduction in number of NEETs) Enterprise (support and encourage businesses) Children & Education (appropriate child care and support for return to

employment) It was also agreed at the Chief Executives’ summit that there was less need for IiC intervention to provide support in relation to the Children & Education priority on the basis that substantial support is already being provided from other programmes, including “Every Child Matters” and there was already significant alignment with the LAAs. It was agreed that this should remain a priority within the programme but on the basis that there must be a very clear rationale and identified “value add” to attract IiC funding support. The four chosen Strategic Interventions agreed for discussion at the EEDA Summit for the Programme 2007 to 2011 were therefore:

1. Healthy Steps to Employment 2. Adult Skills 3. Transition from School to Employment 4. Encouraging a spirit of enterprise and entrepreneurship

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The Partnership is confident that its strategic priorities fit with those of the new IiC Regional Framework, (attached as Appendix 9) and that there is a strong evidence base justifying the areas of need within priority communities. The focus of this business plan has been on determining these areas of need, the priority beneficiaries, the types of intervention that could deliver the greater impact, benefit and value, and how to best to deliver these interventions. An important consideration has also been to address how to align the IiC Business Plan with the two Local Area Agreements (for Bedfordshire and Luton) and in particular how to deliver on the convergence principles. Current activity will be reviewed and adapted as appropriate during 2007-08 to ensure alignment with LAA structures from 2008 through to 2011. In mid 2005 Bedfordshire County Council on behalf of the IiC Partnership engaged Oxford Consultants for Social Inclusion (‘OCSI’) to bring together all appropriate statistical data and current research to support the IiC team in developing the Investing in Communities long-term Strategy and Business Plan. The research work produced in Phase I by OSCI and Roger Tyms provided the Partnership with a robust platform and evidence base to justify and inform its decision making (detailed in Section 3), the review of existing activity and the development of new interventions as appropriate to meet the needs and priorities identified, and which we ratified at the Summit and which now form the basis of the Heads of Terms agreed with EEDA (attached at Appendix 3). The key outcomes of the Summit informing the development of this Business Plan were agreement on:

The IiC evidence base and assessment of needs The four strategic interventions Further alignment of the Programme with the LAAs for Bedfordshire and Luton

The process undertaken to develop the new Business Plan included an options assessment covering the interventions within the Business Plan for 2006/07 and potential new interventions to be taken forward from 2007 to 2011. The results of this assessment in terms of the individual interventions are described below. As already noted above it was agreed that the current Invention covering Children & Education, which had focussed on enabling and encouraging “return to work” and reducing unemployment rates through the provision of childcare and at meeting the needs of parents entering or returning to the job market, would remain as a priority but specific action would have to be on a robust evidenced and justified basis. In summary, the four proposed Strategic Interventions for 2007 to 2011 are

One: Healthy Steps to Employment – this Intervention will target low economic activity rates linked to work limiting illness. This strategic priority has been designed to enable the provision of support to help people currently claiming sickness benefits to get back into work. The outcome will be a 5% reduction in the number claiming work related illness (850 over 3 years). Attached Appendix 4.

Two. Adult Skills and Training – the development of a hub and spoke style

skills institute involving employers and training providers, to address skills and training gaps. Activity during 2006/07 focussed on the development of the hub at Kingsland in Houghton Regis, and the development of a programme of advice and support in 12 activity blocks. Activity going forward will include the

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development of the ‘spokes’ in Leighton Buzzard, Bedford, Luton and Biggleswade. Attached as Appendix 5.

Three: Transition from School to Employment – the development of this

Intervention was driven by the fact that in 2004 over 8% of 16-18 year olds were NEET. The activities supporting this Intervention will be focused on:

o Reducing the percentage of NEETs o Increasing the numbers of young people going into training, higher

education or work-based learning opportunities o Improving NEETs’ awareness of their New Deal and Education

Maintenance Allowances.

Four: Encouraging a spirit of enterprise and entrepreneurship (details Appendix 6) – activities within this Strategic Intervention are split into two main areas of focus covering:

o The need to increase knowledge and activity related to developing Social Enterprise to enable it to make a sustainable contribution to the local economy

o The development and provision of business support focused on the development of entrepreneurship, business start-up support and survival of new businesses.

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5. Strategic Intervention Four Strategic Interventions have been identified through the business planning process, related to:

Healthy Steps to Employment – targeting low economic activity rates linked to work limiting illness, through the provision of support to help people currently claiming sickness benefits back into work. The outcome will be a 5% reduction in the number claiming work related illness (850 over 3 years).

Adult Skills – a focus on addressing very low skill levels, concentrating on “Pre-entry” level provision, in the most deprived communities, covering those who are unemployed or from BME groups; and “Above level 2” provision, to encourage progression to higher levels

Transition from School to Employment - focussing on the on reducing the percentage of NEETs, increasing the numbers of young people going into training, higher education or work-based learning opportunities, and improving NEETs’ awareness of mainstream programmes and support

Encouraging a spirit of enterprise and entrepreneurship - focussing on the need to increase knowledge and activity related to developing Social Enterprise; and business support focused on the development of entrepreneurship, business start-ups and the survival of new businesses.

The first three of the above interventions were approved by EEDA in the IiC Business Plan of December 2005, as three year strategic interventions covering the years 2006/8. The interventions will be delivered through revenue and capital projects supporting a range of activities (described in Section 6). A summary is included in tabular form at the end of this Section. The method of delivery is more fully described by the diagram in section 7, which shows management arrangements and partner involvement. The geographic priority areas identified were:

Bedford (Queens Park, Goldington, Harpur, Cauldwell, Castle Ward, Eastcotts, Kingsbrook)

Luton (Northwell (including Marsh Farm), Dallow, Biscot, Leagrave) Dunstable Biggleswade Leighton Buzzard

Geographic priority areas will also include an element of investment in key market towns to create ‘hubs’ to serve ‘clusters’ of deprived communities, particularly in hard to reach rural areas. Strategic Intervention One: Healthy Steps to Employment This is a three year programme, linked to the Bedfordshire LAA as a reward target. It is currently planned to run until March 2009 and will link to the refreshed Luton LAA in due course.

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The rationale for the development of this Intervention was outlined in the OCSI final report, submitted in September 2005. This highlighted that there are approximately 18,000 people receiving out of work sickness benefits in Bedfordshire and Luton, with fewer people leaving Incapacity Benefit than they do Job Seekers Allowance to get work. Out of work sickness benefit levels are highest in the most deprived areas across the sub-region including Luton and Bedford town centres. In several wards across both Bedford and Luton more than 8% of the working-age population are receiving out-of-work sickness benefits, with a relatively high proportion of these aged under 30. The process for the development of the current and proposed Business Plan (detailed in the previous section) included a series of Stakeholder Events and Working Group meetings, at which stakeholders agreed that this was a priority area for IiC, and the need to develop a more “individual centred” intervention. This needed to be an approach that would focus on an individual’s requirements without moving them on from agency to agency. The assessment had mapped current provision and this highlighted that there was no current comprehensive cover across Bedfordshire and Luton to support this close one to one approach. The current Business Plan (2006/07) outlined a programme of activities aimed at tackling Work Limiting Illness, with a target of reducing the number of people in Bedfordshire and Luton on Incapacity Benefit at the time of the OCSI report by 5% over three years. Funding was secured from EEDA and from Bedfordshire County Council through the Local Area Agreement and Jobcentre Plus Ethnic Minority Monitoring Fund. The research highlighted that there are three main areas of work-limiting illness are mental health, muscular-skeletal disorders and cardio-respiratory conditions, and the programme of activities under this Intervention have been designed to address these areas, through various activities detailed in the Programme Implementation Document (Appendix 4) The geographic focus for this intervention is detailed in the OCSI evidence base and in detailed information supplied by Job Centre Plus. The delivery of this area, however, has not been focussed on those particular communities but rather a programme of activities that those communities can readily participate in. Evaluation and monitoring will demonstrate participation levels in this intervention area that should coincide with the IMD Long term objectives and impacts of this intervention will include reduced numbers of Incapacity Benefit claimants along with increased economic activity. Employers will be more understanding of this cohort of employee needs and communities with high levels of deprivation should benefit from increased economic wellbeing. Strategic Intervention Two: Adult Skills and Training This is a four year programme responding to the needs identified by the OCSI report, which detailed an evidence base showing that a number of areas across Bedfordshire and Luton have extremely low skills, with some in the most deprived 5% of all areas in England. Stakeholder events held as part of the development process for the business plans also identified a need to recognise and assess overseas qualifications to make the most of the skills of migrant and immigrant workers.

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The IiC Business Plan submitted in December 2005 included the plans for a hub and spoke style skills institute involving both employers and training providers to address weaknesses in current training provision in relation to ‘hard to reach groups’ in target deprived communities across the county. The aim of the Intervention is to develop an Institute which will design, develop and operate innovative programmes tackling skills and training needs of target groups. Funding was in principle secured from EEDA within the current Business Plan, comprising of £2 million Capital and £750,000 revenue for the financial year 2006/2007. This funding was for the development of the hub at Kingsland in Houghton Regis, with the revenue supporting the development of 12 activity blocks. Details of the geographic focus and long term objectives and impacts are shown in the detailed Adult Skills Plan at Appendix 5. Strategic Intervention Three: Transition from School to Employment The research and evidence assessment highlighted that 8.1% of 16-18 year olds were Not in Employment or Training (NEET) in 2004, the highest in the Eastern Region. Additionally, young people aged 16-24 make up roughly a quarter of all unemployed in the region. It was therefore agreed by Programme Stakeholders and the Working Group that developing an appropriate and effective intervention to address this need was a priority. The Gap analysis indicated that the majority of current activity is aimed at existing NEET aged 16 or over, and that although there was a significant amount of work being done to address the needs of this group, there was little coordination or sharing of information. Activity within the current Business Plan for 2007/08 acknowledging the need for further work to determine how the IiC Programme could add greatest value to current activity, and this process determined four core areas for on-going IiC intervention, covering:

o Improvement in coordination between service providers o Work Base Training to provide ‘pathways’ into targeted jobs o Non-curriculum support via capital assets (cross-cutting with the Adult Skills

Intervention) o Support for disadvantaged groups such as “looked after” children

The geographic focus for this intervention is detailed in the OCSI evidence base and in detailed information supplied by Connexions. The delivery of this area, however, has not been focussed on those particularly communities rather a programme of activities that those communities can readily participate in. Evaluation and monitoring will demonstrate participation levels in this intervention area that should coincide with the detailed information already held on locations. The long term objectives for this intervention area are:

• To reduce the levels of young people falling into the NEETs category within Bedfordshire and Luton from 8.1% to 6.4% by 2008/09

• Increase in school attainment at 16 at GCSE (Key Stage 4) especially within Bangladeshi, Black and Pakistani pupils

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• Improvement in support services to enhance educational, social and health improvement of young people at risk of social exclusion

• Align activities to LAA Block 4 Bedfordshire and Luton by improve skill levels and increase local productivity.

Strategic Intervention Four: Encouraging a spirit of enterprise and entrepreneurship Providing the infrastructure, both ‘hard’ and ‘soft’ for encouraging a culture of enterprise and entrepreneurship across the sub-region is a fundamental priority for the IiC programme going forward. The research detailed in Section 3 of this Business Plan highlighted a range of key issues that need to be addressed to encourage entrepreneurship as a means of supporting the regeneration of key deprived areas, including the need for:

Increase the supply of appropriate and customised space to develop business and enterprising people

Strengthen the evidence base through feasibility work to explore innovative ideas and proposals supporting enterprise and social enterprise development

Generating increased awareness of the benefits and opportunities of being an entrepreneur and self employment as a viable option.

Work closely with other IIC interventions to ensure appropriate upskilling for enterprise and social enterprise to improve local capacity and capability; as well as enterprise and social enterprise options for clients of other interventions are developed.

Improving access to opportunities, particularly from within the public sector for local and social enterprises to generate market opportunities

Development of tailored approaches to meet specific needs of target groups, such as mentoring, management training, accessibility etc,

Encouragement of greater partnership working and building of capacity to assist social enterprises

Based on the needs assessment, this intervention has been structured around six key Priority Strands focussed on the need to:

Strand One: Provide appropriate business premises and incubator support to address requirements of key target groups ( Activity 3.1)

Strand Two: Develop of multi use centres to include enterprise facilities to maximise use and access by target groups ( Activity 3.2)

Strand Three: Create social enterprise hubs linked to existing support services( Activity 3.3)

Strand Four offer Pre start up encouragement, raising awareness and understanding of self employment as a viable economic option , and to existing support to encourage enterprise and entrepreneurship, including social enterprise, linking and preparing potential entrepreneurs to the regional business link service

Strand Five develop new markets and business network capacity Strand Six provide robust Programme management and support

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In addition it is important to note that this intervention is designed as a ‘feeder system’ into the mainstream business support offered by the IDB Model. Initial discussions have taken place with the preferred supplier of the Regional Business Link Service to explore the relationship of IIC funded enterprise services and the regional business start up offer. Our consultation reveals that investment in business space and pre start awareness raising including social enterprise as an enhanced start up of offer would be a significant and welcome investment. For example, the provision of appropriate incubation space and social enterprise hubs is intended to provide additional access to mainstream advice services. The Partnership intend to refine its detailed application for funding when the final form of the IDB delivery model is agreed. Therefore the content of this intervention model takes account of the major changes to the Business Support Framework in the Region, and the move to the new ‘IDB Model’ pioneered by EEDA. Geographic Focus: a majority of the initiatives related to social enterprise and disadvantaged client groups will be delivered across the Bedfordshire and Luton sub-region, particularly related to enterprise awareness and improved access to services in rural communities. Responding to the evidence of a lack of enterprise and start up support ( inc space ) in deprived areas, specific activities will target groups in the 20 most deprived wards across the county, with an emphasis on Bedford (including at a ward level Queens Park, Goldington, Caudwell, Castle, Kingsbrook, Eastcotts and Harpur), Luton, Dunstable, Biggleswade and Leighton Buzzard. They will look to add value to existing provision eg through integrating enterprise provision with Children Centres and or Extended schools as a means to encourage and deliver enterprise in disadvantaged communities alongside and utilising other public services. Long Term Objectives and Impacts: The expected outcomes and objectives of this intervention are to reduce barriers to entrepreneurship in disadvantaged and hard-to-reach groups, and to encourage and support the voluntary sector in expanding and developing its engagement in social enterprise and wider entrepreneurial activities. The anticipated long-term outcomes of this intervention are:

Increased access to self-employment among the key identified groups (BME, IB Claimants, and disadvantaged rural and urban communities)

Developing new and supporting existing business and enterprises in deprived communities with improved strategic direction and partnership, peer led support and good practise.

Creation of enterprise incubator space and social enterprise hubs Growing and supporting potential entrepreneurs in enterprise and social

enterprise Improving the sustainability of the Voluntary/Community sector through market

development and procurement Evidence of Need and Issues to be addressed There is a significant evidence base about enterprise and social enterprise issues in Bedfordshire and Luton which has been reviewed and utilised to develop these six strands of activity. The evidence to support each strand is included in the detailed Activity Plans below

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Partnership, Priorities and Programme development Following feedback from EEDA and the initial submission of the Business Plan, partners understand the need to prioritise their ambitions and activities. With the support of an Enterprise Programme Manager and the involvement of the regional business link service , this will take place over the next 3 – 9 months as strategy is developed, partnership strengthened particularly between the enterprise and social enterprise sectors and with the regional Business Link. In particular benchmarks and baselines need to be determined upon which to monitor progress and impact and link substantially to the LAA’s for Bedfordshire and Luton.

ollowing feedback from EEDA and the initial submission of the Business Plan, partners understand the need to prioritise their ambitions and activities. With the support of an Enterprise Programme Manager and the involvement of the regional business link service , this will take place over the next 3 – 9 months as strategy is developed, partnership strengthened particularly between the enterprise and social enterprise sectors and with the regional Business Link. In particular benchmarks and baselines need to be determined upon which to monitor progress and impact and link substantially to the LAA’s for Bedfordshire and Luton. In summary the local sources of evidence used for this intervention are In summary the local sources of evidence used for this intervention are ‘Bedfordshire and Luton Economic Development Partnership - Needs Analysis for Investing in Communities Business Plan’ – September 2005; Oxford Consultants for Social Inclusion Ltd. and ‘Way Forward for IIC’- January 2006

‘Bedfordshire and Luton Economic Development Partnership - Needs Analysis for Investing in Communities Business Plan’ – September 2005; Oxford Consultants for Social Inclusion Ltd. and ‘Way Forward for IIC’- January 2006 ‘Social Enterprise and Public Sector Procurement- Report for the Bedfordshire and Luton Voluntary & Community Sector Infrastructure Consortium’ - Community Renewal, December 2005

‘Social Enterprise and Public Sector Procurement- Report for the Bedfordshire and Luton Voluntary & Community Sector Infrastructure Consortium’ - Community Renewal, December 2005 (‘Mapping the Social Economy in the East of England’ -The Guild/EEDA, 2001). (‘Mapping the Social Economy in the East of England’ -The Guild/EEDA, 2001). (‘Social Enterprise in Bedfordshire and Luton- A Report from the Guild’ -March 2004) (‘Social Enterprise in Bedfordshire and Luton- A Report from the Guild’ -March 2004) Activity plan: Social enterprise in Bedfordshire & Luton Activity plan: Social enterprise in Bedfordshire & Luton 2006- 2010 Community Renewal October 2006 2006- 2010 Community Renewal October 2006 Enterprise,entrepreneurship and business support in Bedfordshire and Luton Enterprise,entrepreneurship and business support in Bedfordshire and Luton October 2006 October 2006 LEGI : Evidence Building report : Innovas July 2006 LEGI : Evidence Building report : Innovas July 2006 Analysis of Enquiry Trends (2005/06), Bedford Borough Council Analysis of Enquiry Trends (2005/06), Bedford Borough Council Bedfordshire and Luton Commercial Land and Property Study (2003), CB Hiller for BLEDP Bedfordshire and Luton Commercial Land and Property Study (2003), CB Hiller for BLEDP Range and Scope of the Bedfordshire Rural Economy (2005), ECOTEC Research and Consulting for BRBS Range and Scope of the Bedfordshire Rural Economy (2005), ECOTEC Research and Consulting for BRBS

Strategic Intervention 1: Healthy Steps to Employment Description: To reduce the number of people claiming Incapacity Benefit by 5% over three years and enable those people to return to the labour market for appropriate employment. Long Term Objective: Improve economic performance in Bedfordshire and Luton by having a utilised labour market, which will in turn benefit deprived communities by letting those communities benefit from the improved economic situation. Anticipated Long Term Impact1:

• Reduced rates on long term benefits • Increased Economic Activity • Improved health conditions • Improved Partnership working particularly within the LAA’s

Lead/Key Delivery Partner2s: JC+, PCT’s, Voluntary Organisations, Total Funding (include partner contributions) and EEDA Funding Required: £3,650k 2007/08 2008/09 2009/10 2010 / 2011

Total EEDA Total EEDA Total EEDA Total EEDA Revenue £1,000k £1,000k Activity 1 Activity 2 Activity 3 Sub-Total £1,000k £1,000k Grant Total £1,000k £1,000k Evidence of need and market failure addressed3: OCSI report and JC+ figures Specific geographic area(s) mainly affected4:

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Strategic Intervention 2: Adult Skills Intervention

Strategic Intervention Description: Strategic Theme 1: Skills Institute Infrastructure The Skills Institute would operate through a “hub and spokes” structure with facilities in Kingsland, Luton, Leighton Buzzard, Bedford and Biggleswade, located in communities of high deprivation and need. The creation of this hub and spoke model will ensure all IiC activities are effectively coordinated and delivered across the whole sub-region. A spoke will be a need driven facility that responds to local demand by providing access to information, advice and other affiliated services, access and signposting to general and skills training information and a delivery point for adult skills interventions that are in demand but unavailable locally. All facilities already exist but would be enhanced and made fit for purpose and will provide a gateway into the local community, including the voluntary and community sector and local business. In addition a virtual spoke will provide 24/7 access to information and learning programmes with links to the developing IiC funded website and to support virtual incubators targeted at new small companies in the most deprived communities. The Institute would link to children’s centres, the developing vocational hub and spoke structure for 14-19 year olds, extended schools and the Connexions communities as the adult skills arm of the seven local learning communities in Bedfordshire and Luton. The objectives would be to combat social exclusion and promote professional programmes for people at work to help them progress, maximise their potential and contribute to the economic well being of the community. The overarching vision is to create an adult learner offer which aligned to mainstream provision provides adults in deprived communities with improved access, filling gaps and more choice and better pathways from initial first steps learning through to foundation degrees. The Into Work theme focuses on Pre-entry, back into learning for adults in deprived communities with below level 2 qualifications with pathways into structured learning, provision for those on benefit looking to return to work as a cross cutting initiative with Healthy Steps to Employment and targets access for older workers learning with progression leading to level 2 provision. The programme is aimed at the most deprived communities, particularly those who are unemployed, on benefit or older workers or from BME groups. The aim is to improve access and widen participation and link with mainstream LSC funded provision with pathways into structured learning and employment. The At Work theme focuses on providing professional intensive business training and mentoring for supervisors and managers to meet employers needs to improve performance, and to provide access to level 3 and 4 and professional level qualifications, including pathways to foundation degrees, support programmes for adults in work or looking for work who are looking to change their career and piloting an innovative Learning Works scheme with employers and trades unions to embed a learning culture in the workplace. The programme is aimed at widening participation and improving skills acquisition and career development. The aim is to raise skills levels, which are critical for attracting employers into the area and for maintaining a competitive edge. This programme overcomes gaps in provision for people at work, specifically around career change for those with a full Level 2, and access to professional level programmes, which are not covered by LSC or through Train to Gain. The In the Community theme focuses on using learning to develop the capacity of the voluntary sector to more effectively represent the interests of deprived communities and improve community cohesion, provide for the unmet needs of migrant workers for information on the relevance of their qualifications and likely training needs, and to offer disadvantaged BME groups access to a bespoke, foundation degree that is relevant to their future employment prospects. The programme will support community cohesion and development and address the skills needs of migrant workers and BME groups, who are currently disengaged or disadvantaged. Long Term Objective: To develop a comprehensive adult learner offer for adults across Bedfordshire and Luton, working with mainstream providers to address gaps in existing provision and enhance access for adults in deprived communities, encouraging them back into learning and supporting skills development to improve job and career prospects and to contribute to economic growth and the development of sustainable communities.

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Anticipated Long Term Impact: Improving participation rates, increased access and demand for first steps learning, higher rates for level 2, 3 and 4 qualifications and a measurable and improved link between learning, skills and employment. Lead/ Key Partners: Learning Partnership, Learning and Skills Council, Jobcentre Plus, Barnfield College, Bedford College, Dunstable College, University of Bedfordshire, Aim Higher, Trade Union Learning Link, Chamber, Work Base Learning Network, IAG Partnership, CVS, Adult and Community Learning Bedfordshire, Adult Education Luton, BCC, LBC Total Funding (include partner contributions) and EEDA Funding Required: 2007/08 2008/09 2009/10 2010 / 2011 Total EEDA Total EEDA Total EEDA Total EEDA Capital £1,000,000 £500,000 £250,000 £0 Revenue £1,300,000 £1,550,000 £1,470,000 £540,000

Key Outputs and Outcomes to be delivered: The Skills Institute infrastructure would promote the adult learning offer. It would provide information and multiple points of access to learning funded through IiC and through the alignment of mainstream provision. The distinctiveness of this approach would be the partnership nature and its focus on bringing coordinated learning into deprived communities with sign posting progression routes for those at work looking to acquire higher or professional level qualifications. This infrastructure programme would deliver:

• Inclusive Adult Skills Partnership to plan and co-ordinate adult learning in sub-region. Membership includes funding agencies, delivery providers and employers. Focus on enhancing provision by using IiC and other levered funds to align with mainstream, reduce duplication, waste, fill gaps and deliver an enhanced offer to adults in Bedfordshire and Luton

• Headquarters and training facility with office and incubator space • Collaborative bids to mainstream, ESF, Leonardo, etc funding sources to support learning and skills development • 4 Spokes located in deprived communities in Luton, Dunstable, Bedford and Biggleswade, offering IiC programmes and aligned activities supported by

mainstream funding and learning providers. Access to meeting/training rooms, incubator units and outreach • Adult learning programmes delivered across a range of locations and venues, including employer premises • Outreach via wireless/satellite enabled networks (8 machines, including Access Point) • A virtual spoke providing a single point of presence serving the whole sub-region offering 24/7 web access to information, signposting, advice and training

programmes to partners and learning providers and technical support. Giving greater flexibility for employer, adult learners and rural communities • Access to web communication tools, technicians and moderators to offer a “virtual incubator” service to small and start-up businesses • A community of learning interlinked to mainstream provision through innovative “one stop shop” gateway to information on adult learning in Bedfordshire and

Luton, referring users to the appropriate detailed offer available that meets their needs The offer would deliver: • £5-7 million partners funding - aligned per year • £1 million of additional funding levered into the sub-region by partners - per year • 5165 learners enrolled (IAG, first steps, level 3 programmes, foundation degree)

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• Enhance crèche and childcare facilities to underpin access to learning • Raise IAG numbers, trial use of enhanced IAS • Raise full level 2 numbers, completion and qualifications • Raise level 3/4 enrolments and increase entry into HE, Upskill BME, voluntary sector

• • Raise level 3/4 enrolments and increase entry into HE, Upskill BME, voluntary sector

• Up-skilled BME and voluntary sector

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Strategic Intervention 3: Transition from school to employment Description: To reduce the number of young people not in employment, education and training Long Term Objective:

• To enable, in conjunction with mainstream providers, alternative and innovative forms of learning to re-engage disaffected young people into learning and work

• To remove emotional and behavioural barriers that limit educational achievement and aspirations of young people • To enable young people to increase self-awareness, especially in relation to their behaviour and emotional development, and the impact these factors

have on their education and future aspirations. Anticipated Long Term Impact5:

• To reduce the levels of young people falling into the NEETs category within Bedfordshire and Luton from 8.1% to 6.4% by 2008/09 • Increase in school attainment at 16 at GCSE (Key Stage 4) especially within Bangladeshi, Black and Pakistani pupils • Improvement in support services to enhance educational, social and health improvement of young people at risk of social exclusion • Align activities to LAA Block 4 Bedfordshire and Luton by improve skill levels and increase local productivity

Lead/Key Delivery Partner6s: LEAs, Connexions, LSC, EBP Total Funding (include partner contributions) and EEDA Funding Required: 2007/08 2008/09 2009/10 2010 / 2011

Total EEDA Total EEDA Total EEDA Total EEDA Capital 250 250 250 250 250 250

Activity 1 Activity 2

Sub-Total 250 250 250 250 250 250 Revenue 825 425 825 425 550 150 Activity 1 Activity 2 Activity 3

Sub-Total 825 425 825 425 550 150 Grand Total 1075 675 1075 875 800 400

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Key Outputs and Outcomes to be delivered7:

2007/08 2008/09 2009/10 2010 / 2011 Total Capital See below See below See below

Activity 1

Activity 2

Sub-Total See below See below See below

Revenue Reduction in NEETs from 7.2% to 6.7% (184 to 102)

Reduction in NEETs from 6.7% to 6.4% (102 to 62)

Activity 1

Activity 2

Activity 3

Sub-Total

Grant Total

Evidence of need and market failure addressed8: See OCSI 5.2.9,page 36, OCSI5.2.13, page 39, OCSI A.2.8/A.2.9, page 77, OCSI, A.2.18, page 79, Roger Tyms, 8.30, page 38 Specific geographic area(s) mainly affected9: See OCSI report page 37 -42, 59-62 Key target beneficiary group(s) mainly affected10:See above What needs to happen in the medium/long term to achieve the objective11: Develop a clear NEET strategy with mainstream partners to reduce the numbers of young people becoming NEET Specific barriers that need to be addressed12: As above Added value to mainstream provision13: Enhance provision with innovative programmes of activity to re-engage young people

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Strategic Intervention 4: Pathway to Enterprise : Encouraging a spirit of enterprise and entrepreneurship Description: to increase knowledge and activity related to developing enterprise and business support focussed on the entrepreneurship, business start-ups and the survival of new businesses Long Term Objective:

• Increased promotion of enterprise amongst disadvantaged communities and in deprived areas • Increase awareness of self-employment opportunities and improve confidence level of potential entrepreneurs • Increase the number of new start ups and improve rate of survivability through increased awareness of business support available • Provision of incubation facilities in • Development of multi-use centre(s) in rural and urban areas to include enterprise facilities • Creation of social enterprise hubs in Luton and South Bedfordshire, and potential explored elsewhere • Strengthening business support network:

Development of support mechanisms to assist new and existing businesses with market development; Improvements in business support networks and services to effectively address creation and survival of new business start-ups; Greater cooperation and coordination of business support services;

. Anticipated Long Term Impact14:

• Increase number of start-ups and levels of employment • Increased awareness of self-employment in smaller communities that may not justify a permanent presence of business support services • Improved economic performance in the target disadvantaged areas among BME groups • Increased levels of entrepreneurial activity in target locations and amongst target groups • Increased availability of appropriate premises and business facilities to support business start ups • Increasing levels of business opportunities and particularly public sector business secured by local enterprises; • More effective delivery of business support services to target groups and improved economic performance and survivability of business start-ups • Improved economic performance and survivability of business start-ups, particularly amongst social enterprises.

Lead/Key Delivery Partner15s: Local authorities, land and property partners, business support providers, voluntary sector infrastructure Local authorities, BRAF, LEAs, PCTs, VCS VCS, Local authorities, Housing Associations, PCTs Total Funding (include partner contributions) and EEDA Funding Required: 2007/08 2008/09 2009/10 2010 / 2011

Total EEDA Total EEDA Total EEDA Total EEDA

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CAPITAL – details below Activity 3.1 1,320,000 795,000 3,075,000 550,000 2,325,000 550,000 75,000 50,000 Activity 3.2 50,000 50,000 50,000 50,000 1,500,000 1,000,000 1,500,000 1,000,000 Activity 3.3 50,000 50,000 950,000 450,000 1,000,000 500,000 TBC TBC

Sub-Total 1,420,000 895,000 4,075,000 1,050,000 4,825,000 2,050,000 1,575,000 1,050,000 REVENUE – details below

Activity 3.4 60,000 30,000 100,000 50,000 100,00 50,000 100,000 50,000 Activity 3.5 80,000 40,000 80,000 40,000 80,000 40,000 80,000 40,000 Activity 3.6 120,000 90,000 70,000 40,000 70,000 40,000 70,000 40,000 Sub-Total 260,000 160,000 250,000 130,000 250,000 130,000 250,000 130,000

Grand Total Key Outputs and Outcomes to be delivered16: see individual activity tables below

Activity 3.1 – Provision of appropriate business premises and incubator support to address requirements of key target groups (CAPITAL) Strategic Intervention Description: i) Incubation Facilities – Bedford The IiC evidence base for Bedfordshire and Luton has highlighted business premises as high priority. Refurbishment of 38 Mill Street, Bedford which is within easy walking distance of all of Bedford’s deprived areas. Currently owned by Bedford BC the premises would provide full and part-time tenancies plus virtual tenancy. As well as office space facilities would include use of a hot desk facility, internet access, phone messaging service, mail address and PO Box address, meeting rooms, photocopying. Full time tenancies would be on an ‘easy in’ easy out’ basis – one months notice. It would be available to business start ups from all areas of Bedford but there would be a concerted drive to recruit tenants from the towns deprived areas. It is anticipated that on site business support would be available. Contribution of £500K to be made by Bedford BC. ii) Incubation Facilities – Luton A number of sites are currently being explored to provide incubation space in or easily accessible to Luton’s most deprived communities. One possible location is Marsh Farm estate, an area of multiple deprivation, where a new business centre is proposed alongside improved community multi-use facilities. This activity would begin in 2008/09 and complete in 2009/10. iii) Feasibility and Market Research The IiC Partnership’s Year 1 workplan will support the creation of additional future facilities by; drilling into the existing evidence base relating to land and property, investigating market demand for specific locations; commissioning feasibility work relating to specific proposals; mapping regional and national best practice in incubation and asset development; maturing governance and management structures for strategy development and delivery of enterprise and social enterprise; reaching agreement on priorities and criteria within the Partnership and exploring innovative models of working with landowners and developers eg. Joint Venture companies. This additional feasibility may also lead to identifying need and suitable premises for incubation outside the main urban areas. Other capital activities to be explored as part of activity 3.1 include setting up of loan or grant schemes, IiC’s relationship to Sure Start, extended school and other public

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sector capital development strategies (Fire / Police / health) and linking to the environmental agenda through innovative building practices. Long Term Objective: Increase availability of business incubation units in deprived communities Anticipated Long Term Impact17: Increased opportunity for new businesses to obtain ‘easy in, easy out’ premises in Bedford and Luton Lead/ Key Partners: Local authorities, land and property partners Total Funding (include partner contributions) and EEDA CAPITAL Funding Required: 2007/08 2008/09 2009/10 2010 / 2011 Total EEDA Total EEDA Total EEDA Total EEDA 3.1i 1,245,000 745,000 3.1ii 3,000,000 500,000 2,250,000 500,000 3.1iii 75,000 50,000 75,000 50,000 75,000 50,000 75,000 50,000 3.1 Total 1,320,000 795,000 3,075,000 550,000 2,325,000 550,000 75,000 50,000 Key Outputs and Outcomes to be delivered: First incubation facilities completed by April 2008 (Bedford) The following outputs below relate to 2007/ 2008; Number of jobs created - 35 Number of new business start-ups – 20 Number of key sector groups supported – 3 Number of cluster development initiatives supported – 1 New commercial floorspace created (m2) – 200 Commercial floorspace refurbished (m2) – 200 Number of buildings brought back into use – 1 Other public funding generated (£) - £200,000 Website developed/ enhanced - 1

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Activity 3.2 – Development of multi-use centres to include enterprise facilities (CAPITAL) Strategic Intervention Description: i) Multi-Use Centres The IiC evidence base for Bedfordshire and Luton has highlighted access to services as a key issue, particularly for disadvantaged communities and in rural areas. Rationalisation and reorganisation of public services including health, education and even postal services is calling for more innovative solutions to service delivery while at the same time resurrecting redundant or under-utilised community facilities. The extended schools agenda may offer opportunities to provide enterprise facilities alongside schools, or deliver training for parents on school sites. The IiC Partnership needs to carry out additional feasibility work related to a number of potential sites in the sub-region. It is also clear that this intervention relates to EEDA’s Capital for Community Ventures funding and efforts may best be put into building capacity within community partnerships in rural areas, market towns and urban communities, and working with mainstream service providers to seek innovative solutions to multi-use centre provision. Long Term Objective: Develop multi-use provision as a solution to lack of access to services Anticipated Long Term Impact18: Increased access to services for disadvantaged communities including enterprise facilities Lead/ Key Partners: Local authorities, BRAF, LEAs, PCTs, VCS Total Funding (include partner contributions) and EEDA CAPITAL Funding Required: 2007/08 2008/09 2009/10 2010 / 2011 Total EEDA Total EEDA Total EEDA Total EEDA 3.2 50,000 50,000 50,000 50,000 1,500,000 1,000,000 1,500,000 1,000,000 Key Outputs and Outcomes to be delivered: Multi-use buildings elsewhere in the country have produced economic outputs in terms of:

1. New jobs 2. Training 3. Employment guidance 4. Formation of new social enterprises 5. Assisting businesses to improve their performance.

Activity 3.3 – Creation of Social Enterprise Hubs (CAPITAL) Strategic Intervention Description: i) Social Enterprise Hubs The IiC evidence base for Bedfordshire and Luton has highlighted business support and social enterprise as medium priority. The OCSI report recommended that providing support to social enterprises would have an impact on economic development and contribute to the reduction of deprivation. The Voluntary and Community Sector has a key

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role both in delivery of social enterprise and of development and delivery of support to social enterprises. Stakeholder consultation has suggested that co-location of social enterprises and VCS services in the form of ‘social enterprise hubs’ would provide a concentration of focus for new and emerging social enterprises, as well as providing affordable accommodation and a resource for start-up and established voluntary and community organisations. Facilities would also include training, networking and conferencing accommodation increasing learning opportunities and training outcomes within the sector. The IiC Partnership needs to carry out additional feasibility work related to a number of potential sites for social enterprise hubs in the sub-region. Strong proposals currently exist within South Bedfordshire and Luton which the Partnership will need to look at in more detail as part of the first year’s work programme. Long Term Objective: Increase number and viability of social enterprise sector Anticipated Long Term Impact19: Increased employment in social enterprise sector, impact on regeneration of deprived communities Lead/ Key Partners: VCS, Local authorities, Housing Associations, PCTs Total Funding (include partner contributions) and EEDA CAPITAL Funding Required: 2007/08 2008/09 2009/10 2010 / 2011 Total EEDA Total EEDA Total EEDA Total EEDA 3.3 50,000 50,000 950,000 450,000 1,000,000 500,000 TBC TBC Key Outputs and Outcomes to be delivered: Social Enterprise start-ups Jobs created in sector Capacity building carried out Learning opportunities Training hours.

Activity 3.4 Pre Start enterprise and self employment awareness (REVENUE) Activity description: 'pre' pre-start activity for hard to reach would be businesses, encouraging hard to reach groups to consider self-employment as an option and enabling them to reach the point where main stream provision becomes appropriate. This might take the form of awareness raising activities amongst minority groups such as people with disabilities, those in disadvantaged communities, BME or women. It would link activities to the core offer Enterprise Awareness Champions and might include an additional post focussed on pre start. This Enterprise Awareness role we envisage being carried out by people with huge credibility with the groups they interact with, who can present a practical and realistic view of starting a business but also enthuse, encourage and motivate greater start-up activity within groups traditionally under represented in start-up. This initial activity might then lead to specialist business awareness sessions for particular groups, again linked to the mainstream schedule of workshops, and perhaps sharing materials to ensure consistency. The core service could offer a booking service for any events and could promote them on that web site and through direct marketing. Activity would be variable and modular and include general awareness raising, coaching, through to training in business plan preparation. It would be demand responsive and customised around the demand and potential of engaged groups and communities

Outreach and awareness would be delivered in urban and rural locations in deprived communities locations across the sub region utilising already established and frequented

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venues and planned events. Examples include Children’s centres, community centres, job centre plus offices new space developed as part of this programme as well as use of local post offices, general stores, village fetes would be anticipated with a low cost attendance offered.

This activity will be delivered to ensure very close working with the regional support service and demonstrate a completely seamless service to clients, the core service (at appropriate points would be promoted ) to those we engage with, to offer them services from the Information Centre and eventually, once established, access to further business support. Long Term Objective: to reduce barriers to entrepreneurship amongst disadvantaged groups and in deprived areas Anticipated Long Term Impact20: to achieve more enterprise start up activity ( inc support and space) in areas lacking economic prosperity Evidence of need / issue to be addressed OCSI report identifies areas of relatively high unemployment and associated high percentage of ethnic minorities within these. Research for the Luton LEGI bid indicates the preference for community based / outreach solutions The self Employment in Rural Areas – Integrating Support study indicates there must be a greater emphasis on pre pre-start stage in rural areas OCSI report, Roger Tym report and the BLEDP report on Business in Deprived Areas all comment on the lower level of awareness and take up of mainstream support in the deprived areas particularly those with high Ethnic minority populations. Social enterprises need help to appreciate and access mainstream business support wherever possible and helps to build networks and other links with commercial firms. It also needs to ensure that these services are of high quality and sensitised to respond to the special circumstances of social enterprise. Lead/ Key Partners: Local authorities, regional business link service, Universities and colleges vcs organisations Total Funding (include partner contributions) and EEDA revenue funding Required: 2007/08 2008/09 2009/10 2010 / 2011 Total EEDA Total EEDA Total EEDA Total EEDA 3.4 60,000 30,000 100,000 50,000 100,000 50,000 100,000 50,000 Key Outputs and Outcomes to be delivered: Outputs

• Number of people engaging in business awareness events • Business awareness events held • Number of potential starts referred to regional business link service • Number of pre start action plans prepared • Job creation – Number of jobs created or safeguarded • Business Creation – Number of new businesses created and demonstrating survival after 12 months

Outcomes Significantly more numbers of people currently under represented in start up rates engaging in enterprise awareness Regional core offer enhanced and supported to deliver in deprived areas and sensitised to particular needs eg social enterprise

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Activity 3.5 – Supporting social enterprise development : Market development and Network support (REVENUE) Strategic Intervention Description:

i) Markets and procurement: to develop effective partnering arrangements, based on complementary visions and objectives and recognising that partnership working is required if certain opportunities are to be grasped. The activity will include building new models of contracting and delivering social enterprise (including transformation of some public services) and which builds trust and skills for formal partnering between different voluntary and community organisations, social and other enterprises. Incentives are needed for the early engagement of social enterprises and other organisations in the strategic development process and in rigorously testing out different tools and techniques. Ideas covered in the interviews include offering social enterprises specific low cost tools such as regular 'health checks' with paid for support linked to the results of these, an evaluation of their Social Return on Investment and more general access to networking opportunities such as ‘Business Breakfasts’. Activities will include o Improving, publicising and keeping up to date information on social enterprise and public sector procurement policies, systems and procedures and key

contacts in these organisations. o Forging closer links between the proposed Social Enterprise Partnership and public sector bodies locally- e.g. common membership, joint events and

training. o Identifying opportunities to develop clear agreements between the BL Social Enterprise Partnership and public agencies about improving procurement

policies and procedures and monitoring these. o Developing a specialist expertise through the proposed ‘Social Enterprise Centre’ to broker and support social enterprise responses to procurement

opportunities. o Encouraging public agencies to consider pilot programmes of asset transfer to social enterprise organisations based on sound business plans for their

maintenance and development to meet local needs and provide opportunities for public service provision (in line with the recent Government Report ‘Communities Taking Control’: Final Report of the Cross-sector Work Group on Community Ownership and Management of Assets, Home Office, 2006).

ii) Support networks Peer networks will be developed and strengthened to provide support to social enterprises and based on the model developed by BSEN, as well as good practise elsewhere

Long Term Objective: ensuring that public sector procurement policies and procedures are accessible to social economy organisations and that they are able to respond effectively to procurement opportunities. Appropriate support and peer networks developed and strengthened to support business start up, viability and survival and growth Anticipated Long Term Impact21: direct contributions to economic and employment growth, regeneration and growth area programmes and in the development of the strengthening of the social enterprise sector and the viability of individual social economy organisations. A systematic assessment of the links between this Activity Plan and various associated policies and plans at national, regional and local levels has also been carried out and demonstrates that the Plan will make a significant contribution to a number of important related strategies and policies (including other intervention areas in the Bedfordshire and Luton Investing in Communities Plan). More social enterprise activity, whether in new Social Enterprises or through greater trading by voluntary and community organisations Evidence of need and issue to be addressed compared to other parts of the East of England, there were a smaller number of social enterprises operating in Bedfordshire

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and Luton (around 106, representing 9.6% of the regional total (‘Mapping the Social Economy in the East of England’ -The Guild/EEDA, 2001). Further and more recent research on procurement locally (Social Enterprise & Public Sector Procurement’- Report for the Bedfordshire and Luton Voluntary & Community Sector Infrastructure Consortium; December 2005) has shown that social enterprises experience barriers, both perceived and real, when they are searching for a greater role in the delivery of public service contracts The social economy of Bedfordshire and Luton must develop as a thriving and innovative sector, representing an increasingly significant part of the county’s economy. It includes community enterprises, voluntary organisations, co-operatives and local self-help or interest groups. Activities and services delivered within the social economy can range from housing and property management, advice and guidance, cultural activities, sport, care services and the arts. As such, supporting the further development of the social economy - which has the potential to bring wide-ranging economic, social and health benefits - demands close attention.’ Lead/ Key Partners: Local authorities, BSEN, Housing Associations, BRAF, PCTs, VCS organisations, social enterprises , Change Up consortium Total Funding (include partner contributions) and EEDA revenue funding Required: 2007/08 2008/09 2009/10 2010 / 2011 Total EEDA Total EEDA Total EEDA Total EEDA 3.5 20,000 10,000 80,000 40,000 80,000 40,000 80,000 40,000 Key Outputs and Outcomes to be delivered: Good practise will be reviewed eg the Cambs procurement project to define exact outputs

• More social enterprise activity, whether in new Social Enterprises or through greater trading by voluntary and community organisations • Training Formation of new social enterprises Assisting businesses to improve their performance. LAA targets achieved

Activity 3.6 – Strategy development and Programme Management and Support (REVENUE) Strategic Intervention Description: developing a strong partnership to agree a strategy, action plans and a coordinated approach to developing enterprise, involving start up’ s and social enterprise at the heart of this Bedfordshire County Council and Luton Borough Council have offered in principle to jointly manage this intervention for the IIC Committee and have received indicative support from the joint Working Group for Enterprise and Social Enterprise. An Enterprise Development Manager and support functions will be appointed to oversee the development of this enterprise development activity linking to the regional start up core service and provision. They will ensure the following Robust management of activities funded Development of partnership and strategy and Stakeholder involvement Delivery of LAA enterprise outputs and targets Establish a baseline of activity for output and outcome monitoring Long Term Objective:

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An effective, inclusive, informed and viable Partnership with strategy , direction and priorities to lead the development of enterprise and social enterprise Anticipated Long Term Impact22: More accurate and up to date information on what social enterprise is going on across Bedfordshire and Luton. Greater understanding of what enterprise is social enterprise potential and help its development. More social enterprise activity, whether in new Social Enterprises or through greater trading by voluntary and community organisations Potential to generate more jobs and economic activity as a result of enterprise and social enterprise activity Benefits to other policies and programmes; e.g. regeneration and renewal; public service modernisation; sustainable communities plan; Local Area Agreements, other IIC interventions Support for social enterprise which is targeted, appropriate and coordinated A climate where social enterprise is readily considered as an option for the provision of socially worthwhile activities or to benefit these indirectly. Lead/ Key Partners: VCS and Change Up consortium BSEN, Local authorities, Housing Associations, business support providers regional Business Link, Universities Total Funding (include partner contributions) and EEDA CAPITAL Funding Required: 2007/08 2008/09 2009/10 2010 / 2011 Total EEDA Total EEDA Total EEDA Total EEDA 3.6 120,000 90,000 80,000 40,000 80,000 40,000 80,000 40,000 Key Outputs and Outcomes to be delivered: Partnership developed and strengthened Strategy and d base developed

6. Strategic Delivery Options Assessment Delivery of the Interventions This section outlines how the delivery of the interventions will be undertaken, detailing key activities against investment requirements, geographic coverage, target beneficiary groups, key methods of implementation. Strategic Intervention One: Healthy Steps to Employment This Intervention will involve three Delivery Strands, covering:

Health and Wellbeing Programme Volunteering Programme Employment Support

a) Health and Wellbeing

This will be a structured multi-disciplinary programme offering a holistic approach to empower IB (Incapacity Benefit) claimants to improve management of their health condition. This programme will offer a broad range of modular components that will be delivered by a mix of independent and NHS contracted providers in a range of community and provider based settings. Following assessment, a jointly developed health action plan will be tailored to suit the needs of each individual and will inform the duration and content of their plan. The programme elements will comprise:

An assessment by an experienced health professional to build a plan of

action according to health needs. A health module comprising a range of interlinking elements provided

by contractors aimed at enabling individuals to manage their particular health condition.

Individual support, including advice and guidance on local support networks and personal lifestyle planning, provided by the Healthy Steps to Employment team and the contracted providers.

A “Return to Work” plan, as part of a completion interview that provides advice on strategies for maintaining health at work, jointly compiled by the individual and their Health Assessor.

Currently one Health Assessor has been recruited and office spaced located for them at Jobcentre Plus locations in Bedford and Luton, with advertisements ongoing for a second. Original funding levels allowed for supporting only two assessors, it is hope that additional advisors will be appointed as the programme grows and funds allow.

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b) Volunteering Programme The Volunteering programme will work with individuals with a work limiting illness and/or disability to offer improved access to volunteering. It will also work with volunteer-involving organisations to ensure that they can offer appropriate access and support to those volunteers placed with them that have a work limiting illness and/or disability.

c) Employment Support The employment support programme will work with individuals to prepare them for a return to work. The details of the programme are still being finalised but it is envisaged that the individual will go through a series of training steps to facilitate the move back into employment, followed by a review with an advisor.

Job Search - Understanding where vacancies are advertised and how to match skills to the position.

Writing CVs - following a template and, with the support of an Employment Support Worker, developing a CV to be distributed to potential employers.

Application Forms - Understanding layouts and information required in standard application forms, with support in completing.

Formal Job Search - Supported job search with an Employment Support Worker.

Interview Training - Understanding the interview procedure and sitting a mock interview.

Structured Experience – 3 weeks in a structured employment setting, to build up stamina to work.

The Working Group will also look at the 'on the job / in employment ' support needs of clients. Provision in this area is currently lacking but can make a substantial difference to the ability to remain in employment. The Working Group will also look at innovative ways to support the clients through use of ICT and social networks and linking with the provision from the other intervention areas including Enterprise and Adult skills and training Strategic Intervention Two: Adult Skills & Training This intervention will be delivered through a capital element covering the development of the ‘adult skills hub’ at Kingsland, and the subsequent roll out of the ‘spokes’, which will be delivered in partnership with Bedfordshire County Council. The second element will comprise twelve revenue based delivery strands covering:

IAG - 15 new Information Advice and Guidance Adult Advisors to be trained

Pre-entry Programme – Level 2 certification, targeted at adults resident in deprived communities and not engaged with training in the previous two years

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Mobile Crèche - Mobile crèche providing services to all disadvantaged communities in Bedfordshire and Luton in support of IAG and Pre-entry programme

Over 50’s – Return to learn taster sessions, Basic Skills and IT workshops aimed at the over 50’s

Bridging Programmes – Progression routes from level 2 and level 3 into higher level qualifications for adults, particularly those from deprived communities and BME groups

Job Centred Research – Research report identifying what elements are necessary to provide a seamless approach to allowing young people to enter or re-enter learning and using block modules leading to professional qualification or foundation degree

Leadership, management & entrepreneurship – Programme offering adults at work, working in community organisations or looking to set up a small business, access to a comprehensive leadership and management programme, including courses on setting up social enterprise, governance, leadership skills, career counselling and marketing

Qualification Conversion – Aimed at migrant workers and refugees, converting qualifications into UK equivalents using NARIC database and a dedicated advisor. Website is now set up at www.transqual.co.uk

Community Degree – A community degree for speakers of other languages. Year 1 pilot aimed at Pakistani and Bangladeshi women, developed and approved by the Pakistani and Bangladeshi community

Tutor Training – A training programme to support tutors working with adult learners from Pakistani and Bangladeshi communities in Bedfordshire and Luton

Voluntary Sector Training – A training programme to improve skills of employees, volunteers and trustees within local voluntary and community groups

Adult Learning Entitlement – A new web service as a standard point of entry promoted by learning organisations across Bedfordshire and Luton, where adults would be able to identify the options available to them for entering learning or progressing to a higher level

In addition further activity related to generating increased awareness and on-going assessment of the areas of need being addressed by this Intervention was agreed, covering:

Adult Learners Week – A 4 sided newspaper delivered free to every household in Bedfordshire and Luton, aimed at promoting events being offered by learning organisations during adult learners week. Completed

Learning Plan – Annual report identifying provision gaps and future priorities to inform funding agencies and providers. Learners canvassed using focus groups and questionnaires

Strategic Intervention Three: Transition from School to Employment The current focus of delivery is on developing a range of programme activities aimed at reducing the percentage reduction of NEET. This will include:

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First Place – targeted support for 14-16 year olds at risk of becoming NEET through various programmes

BLEBP – pre-entry E2E support with personal and social development activities to improve confidence – also targeting young mums-to-be

Heartmath – cognitive assessment system to improve young people’s concentration and reduce stress levels/ADHD

Way to Work – Dunstable College - pre-apprenticeship programme geared towards re-engaging young people in vocational training

LCET – development programme for children in care and therapeutic interventions for those who, for example, self-harm

Connexions – mapping all ‘alternative’ provision for 14-16 year olds in Bedfordshire and Luton and create a prospectus which will be accessible in one single point

Bedford College – provide facilities in Bedford specifically designed for potential NEET groups to ensure an active learning environment in a non-traditional setting

Strategic Intervention Four: Encouraging a spirit of enterprise and entrepreneurship Providing the infrastructure, both ‘hard’ and ‘soft’ for encouraging a culture of enterprise and entrepreneurship across the sub-region is a fundamental priority for the IiC programme going forward. The research detailed in Section 3 of this Business Plan highlighted a range of key issues that need to be addressed to encourage entrepreneurship as a means of supporting the regeneration of key deprived areas, including the need for:

Increase the supply of appropriate and customised space to develop business and enterprising people

Strengthen the evidence base through feasibility work to explore innovative ideas and proposals supporting enterprise and social enterprise development

Generating increased awareness of the benefits and opportunities of being an entrepreneur and self employment as a viable option.

Work closely with other IIC interventions to ensure appropriate upskilling for enterprise and social enterprise to improve local capacity and capability; as well as enterprise and social enterprise options for clients of other interventions are developed.

Improving access to opportunities, particularly from within the public sector for local and social enterprises to generate market opportunities

Development of tailored approaches to meet specific needs of target groups, such as mentoring, management training, accessibility etc,

Encouragement of greater partnership working and building of capacity to assist social enterprises

Delivery of Cross Cutting Themes Equality and Diversity

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Equality and Diversity is at the heart of the IiC Programme and is a cross-cutting theme for the Bedfordshire and Luton IiC Partnership, which is committed to embedding it within the partnership and across all delivery. Following the formation of an Equality and Diversity Framework by the Hertfordshire IiC Partnership, the Bedfordshire and Luton IiC Partnership is due to meet with regional and sub-regional equality representatives in early October to discuss how the framework can be used to carry out an equality impact assessment on the existing Bedfordshire and Luton IiC Business Plan, and ensure the framework is imbedded in all current delivery, as well as future proposals, planning and delivery. All current interventions are required to provide details of how equality and diversity is imbedded in their delivery plans, and the Bedfordshire and Luton IiC Partnership believes that use of the Hertfordshire Framework will further strengthen this commitment to Equality and Diversity issues across all aspects of the IiC programme. Sustainability Background The East of England is currently third out of the UK regions in terms of economic performance, and sub-regionally, Bedfordshire and Luton is under-performing in comparison to immediate neighbours. Business leaders in a recent MORI poll identified improving road links, greater investment and increasing skilled labour as top of their priorities. This has more impetus given the earmarking of Bedfordshire as an area where high quality, high density housing must be built to tackle housing shortages and meet future demands. It is vital that local communities through IiC Bedfordshire and Luton can see concerted effort in driving forward sustainability of a programme both financially and environmentally, learning lessons from previous regeneration activities such as Single Regeneration Budget. It must also be seen to have impact on local communities if it is to enable Bedfordshire and Luton to compete with other sub regions economically and socially. Financial Sustainability The IiC Bedfordshire and Luton seeks to demonstrate shared common aims with partner organisations. Working alongside colleagues in a wide range of agencies and across each intervention areas, IiC Bedfordshire and Luton will build on existing EEDA funding but also encourage key stakeholders to work more collaboratively in terms of funding streams. The objective in future years is to demonstrate an enhancement of IiC provision by not merely match funding but channelling resources that add value. This must be visible not only to all partner organisations, but local communities through mainstreaming of funding. This will inevitably avoid the silo approach to funding local initiatives and lessen alienating local communities. It will further demonstrate a more coherent approach to funding activities that do make a difference and spread good practice amongst all delivery partners. All delivery partners involved in IiC Bedfordshire and Luton undertake a rigorous appraisal to illustrate that delivery fully encompasses financial

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Version 1 (Arial 20pt) Version 1 (Arial 20pt)

sustainability – this includes an exit strategy and details of other funding streams which will enable long term financial security and longevity. Environmental Sustainability Another key element which is embedded for those involved in the delivery across all interventions is environment sustainability. It is vital that the impact of all activities is fully understood in terms of not only the person receiving support but the surrounding environment. All capital build, for example must fully understand and undertake a risk management assessment to demonstrate environmental issues – green travel plan, appropriate transport to and from site, implications in terms of number of people accessing the site and/or facilities. Additionally, all delivery partners must demonstrate via appraisal criteria that they have considered environmental issues relating to sustainability. Rural Bedfordshire and Luton is seen predominantly as a large urban area but this is a misnomer. Within the sub-region, there are pockets of rural communities alongside larger towns and districts. It has been argued that rural areas should not only be seen in terms of economic or social deprivation but access deprivation, so often overlooked in national and local research. IiC Bedfordshire and Luton works collaboratively with Bedfordshire Rural Affairs Forum (BRAF) to re-address this balance in terms of funded activities within rural areas and the needs of local communities. These areas are often disadvantaged by people on lower wages, low availability of affordable housing and poor access to services. In Bedfordshire and Luton, Bedfordshire Rural Affairs Forum (BRAF) works with partner organisation to support rural communities and assist IiC Bedfordshire and Luton in developing a coherent strategy which includes rural issues. This also means Rural Proofing all activities carried out under the auspices of IiC Bedfordshire and Luton and seeking ways to address any imbalances in programme of activities by influencing and assessing impact on local rural communities. A Rural Proofing exercise was undertaken and is detailed in Appendix 9.

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7. Management Arrangements

EEDA Board

BLEDP Board‘ Accountable Body’ IIC Committee

Adult Skills Transition from School to Employment

Encouraging a spirit of enterprise and

entrepreneurship

Healthy Steps to Employment

Primary Care Trusts Jobcentre Plus

CVS rep BCC Social Services

BPHA Chamber Business

Luton Social Services

Learning PartnershipLSC

FE & HE Providers Beds & Luton ACLS Enterprise Centres

Learning WarehouseChamber Business

Workbased Learning Providers

CVS Jobcentre Plus

GroundworksCampus Luton

Beds 14-19 Strategy Group

ConnexionsEBP

VCS Rep (Luton)Head Teacher (Beds)

To Be Agreed

Delivery Health & Wellbeing

ProgrammeVolunteering ProgrammePre -Employment Support

Delivery Kingsland Hub

IAG Pre - Entry (Beds & Luton)

Mobile Creche Over 50 ’ s

Bridging ProgrammeJob Centred Entry to HE

Leadership Qualification Conversion

Community DegreesTutor Training

Voluntary Sector TrainingAdult Learner Entitlement

Primary Care TrustsJobcentre Plus

CVS repBCC Social Services

BPHAChamber Business


To Be Agreed

EEDA Funding Agreement

Service Level Agreements

Managing Level Agreements Business Information Group

(Research, Monitoring, Planning & Evaluation

LAA Block 4

Research Evidence

Develop / Prioritise

Review

Evaluate / Monitor

LAA

EEDA Board

BLEDP Board‘ Accountable Body’ IiC

Adult Skills Transition from School to Employment

Encouraging a spirit of enterprise and

entrepreneurship


Primary Care Trusts Jobcentre Plus

CVS rep BCC Social Services

BPHA Chamber Business


Learning PartnershipLSC

FE & HE Providers Beds & Luton ACLS Enterprise Centres

Learning WarehouseChamber Business

Workbased Learning Providers

CVS Jobcentre Plus

GroundworksCampus Luton

Beds 14-19 Strategy Group

ConnexionsEBP

VCS Rep (Luton)Head Teacher (Beds)

To Be Agreed

Delivery Health & Wellbeing

ProgrammeVolunteering ProgrammePre -Employment Support

Delivery Kingsland Hub

IAG Pre - Entry (Beds & Luton)

Mobile Creche Over 50 ’ s

Bridging ProgrammeJob Centred Entry to HE

Leadership Qualification Conversion

Community DegreesTutor Training

Voluntary Sector TrainingAdult Learner Entitlement

Primary Care TrustsJobcentre Plus

CVS repBCC Social Services

BPHAChamber Business


To Be Agreed

EEDA Funding Agreement

Service Level Agreements

Managing Level Agreements Business Information Group

(Research, Monitoring, Planning & Evaluation

LAA Block 4

Research Evidence

Develop / Prioritise

Review

Evaluate / Monitor

LAA

Structure of the IiC partnership in Bedfordshire and Luton The above diagram represents the current structure for managements and delivery arrangements in the Bedfordshire and Luton IiC partnership. Bedfordshire and Luton Economic Development Partnership (BLEDP) are the sub-regional economic partnership for Bedfordshire and Luton and have agreed to be the accountable body for the IiC process. The IiC Board has now been renamed the IiC Committee. Discussion is currently ongoing as to the relationship between the IiC Board/Committee (members are the 5 LSP’s, 2 VCS, EEDA, BLEDP, 1 for Bedfordshire LAA and 1 for Luton LAA) and the BLEDP board as the accountable body. It is anticipated these discussions will be complete by mid 2006. Throughout the development of the above structure one of the overriding considerations has been how to encourage methods of partnership working, particularly between the north and south of the county. The IiC partnership has in the last year held seven stakeholder events to try and ensure as wide a participation as possible, this has also aided communication of the IiC interventions. The Enterprise intervention has developed considerably over the last six months and is nearer a position to identify a managing agent for this area – we expect this to be in place by the end of April 2007, meanwhile BLEDP will continue to manage the elements of this area.

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The decision making body over the last year has been the Business Information Group (BIG) with there decisions being ratified by the IiC Board, the future structure may change so that these decisions are ultimately ratified by the BLEDP Board. The main funding agreement from EEDA is currently with BLEDP. The BIG group are key to the success of this model of working, most of our activity will be commissioned rather than tendered and it is this group (working with information and contributions from the stakeholder events) that oversee this process, understand how best to delivery activity (because many are also involved in potential delivery – register if interest are maintained to enable transparent decision making process) and what is required to report upon and how to develop potential new activity. Managing Agent Agreements (MAA’s) have been developed by the partnership and have been modelled around the funding agreement from EEDA with additional terms & conditions which stipulate how the intervention is to be managed and what outcomes are required. The MAA also contains sections on Monitoring, Milestones, Evaluation, claims and partner Service Level Agreements. The Service Level Agreements are between the managing agents and the service providers, these contain information on the specific delivery required and what claims are required to justify funding payments. A detailed section on claims procedures and evaluation is also included. Appendix 7 gives details on our evaluation model. Details of Staff Employed by the IiC partnership are as follows: Name Role Reporting to Jon Billington IiC Manager

CEO BLEDP

Cindy Armstrong IiC Administrator

IiC Manager

Carol Nemar IiC Intervention Manager

IiC Manager

Lorna Gibbons IiC Research & Evaluation Manager

IiC Manager

Risk Assessment Policy

Intervention Key Risk Impact H,M or L

ProbabilityH,M or L

Proposed Risk management Comments

Adult Skills – Capital

Failure to secure EEDA funding

H M • Consult with Beds CC • Review progress of application

on regular basis with EEDA

• Commitment in principle to capital spend for future years would help with planning process

• EEDA changes funding arrangements at short notice

Adult Skills – Revenue

Failure to deliver key outputs Failure to get partner organisations to work together

M L • Monitor and review on a monthly basis with Managing Agent

• Discuss risk management strategies with delivery partners

• Bank of alternative delivery partners to address any under spend

• Evidence base to persuade partners of value of intervention and work co-operatively to achieve local goals

• Further work to engage fully with employers to encourage participation of employees

• Failure to develop Kingsland could hinder the co-ordinated approach developed across this intervention and deviation would lead to issues such as targeting those in need not being realised. This would have a detrimental effect on upskilling the workforce in Bedfordshire and Luton


Failure to deliver key outputs

M M • See above • Co-ordinated approach from

Bedfordshire PCT and Job Centre Plus

• Align activity and influence LAA targets

Transition from Failure to delivery M M • See above • Effective links with Beds LEA

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School to Employment

reduction in NEETs targets

• Work more effectively with schools in order to prevent NEETs

• More co-ordination with 14-19 strategy

• Align activity and influence LAA targets

and Campus Luton need to be more robust • Schools need to engage

fully in work with potential NEETs

Enterprise and Social Enterprise

Lack of co-ordination between enterprise and social enterprise intervention

H M • Ensure seamless approach in both areas via Managing Agent

• Ensure good communications • Agreement on strategic

objectives and suitable alternatives for key areas of work as identified in research

• Establish baseline data working across the sub-region

• Co-ordinated approach for future development of this intervention

• Seek funding from external partners to ensure commitment and delivery of key objectives and buy in to outputs

Children and Education

Duplication of work undertaken by Every Child Matters agenda

H H • Agreed with IiC Board not to take this intervention further and as identified in research activity undertaken in this area

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8. Delivery Schedules Strategic Objectives Baseline position Position at end of delivery plan phase

1.Work Limiting illness – Employability

To give people on Incapacity Benefit the opportunity to return into the labour market by providing suitable advice and support.

In Bedfordshire & Luton 17,715 people are claiming Incapacity Benefit or Severe Disablement Allowance. As a percentage Bedfordshire is similar to the remainder of the region, but with stepped increases in parts of Luton & Bedford towns.

To have reduced claimant levels across Bedfordshire and Luton by 5% by March 2009. In the 06/07 year it is planned to develop and implement the programmes with a target of 150 people coming off the claimant count in this year. Also to develop a plan to “tail off” this activity into 2010.

(In Bedfordshire (ex Luton) the LAA also have a stretched target to reduce those on IB (specifically those who have been claiming for 6 months or longer) by an additional 6.15% by 2009, IiC is lead in this activity).

2.Transition from School to employment (NEET & Pre-NEET)

To enable all young people to achieve their full potential through the provision of broad, balanced and high quality learning opportunities appropriate to their needs.

In Bedfordshire & Luton the 16-18 NEET rate (8.1% or 1,655 young people) is the highest in the Eastern Region (average 6.9%) A key strategy in our plan is to work with schools to help “pre-NEETs” – this is a key aspect in both of the 14-19 Years Strategies, one from Campus Luton and one from Bedfordshire LEA.

To reduce the percentage level of 16-18 NEET from 8.1% to 7.2% in 06/07 and reduce further to 6.7% in 07/08 and 6.4% in 08/09.

We will also have a clearer understanding about how the Partnership will link to and enhance the delivery of the DFES 14-19 Education & Skills Implementation Plan – 2006.

This is also a Bedfordshire LAA stretched target, with IiC playing a key role.

3. Adult Skills

To develop a Skills Institute based around the Kingsland site in Houghton Regis. This would become a “hub” with “spokes” being throughout Bedfordshire & Luton. Main objectives are to help combat social exclusion and promote programmes that support people into

In depth analysis is available in the OCSI report – September 2005.

Adult Skills will have improved and be appropriate for the current labour market.

Details are contained in Appendix 5.

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work, help them progress and maximise their potential so they can contribute towards a successful community.

5. Enterprise

To develop a strategy to encourage Enterprise & Business Support in Bedfordshire & Luton. This will work with the EEDA core product of Business Support to add value rather than replicate services.

A better understanding of the requirements of Enterprise in Bedfordshire and Luton now exists (see Appendix 6) This gives some rational about how Social Enterprise can be encouraged and benefit from

Bedfordshire & Luton will be the chosen location for new business start-up and business growth. We will have reversed the trend from the last 20 years (Bone Wells Study) and Business survival rates will have improved.

The younger population will view starting their own businesses as a real option when leaving education.

9. Appendices Policy Availability Comment

Communication strategy

Equal Opportunities policy

Evaluation Plan Appendix 7

Partnership improvement Plan 1. OCSI Report September 2005 2. Roger Tyms Options Report January 2006 3. Heads of Terms from Chief Executives Summit October 2006 4. Detail for Healthy Steps to Employment Intervention 5. Detail for Adult Skills intervention 6. Detail for Enterprise intervention 7. Evaluation Plan 8. IiC – Regional Framework 2007-2011 9. Rural Proofing report November 2006 – BRAF

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Investing in Communities Bedfordshire and Lutonai.spirahellic.com/lib_business_support/assets/BL_IiC_Business_Plan… · The following table outlines the overall funding requested

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