doncaster economic strategy: business plan

Doncaster’s Economic Strategy Business Plan 2009-2012 Adopted 5th May 2009

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Statement of Purpose ..........................................................................................................3 A Three Year Business Plan: Aligned to Strategic Planning Cycles ....................................5 The Economic Downturn…a key risk for Doncaster ............................................................5 A Living Document Business Plan Overview ......................................................................................................8 Aggregate Expenditure and Outcomes................................................................................9 Doncaster’s Critical Path....................................................................................................10 Key Generic Risks .............................................................................................................11 THEME 1: Technology, Innovation and Enterprise ............................................................13 THEME 2: 21st Century Skilled and Diverse Workforce .....................................................19 THEME 3: Robin Hood’s Growth and Exceptional Connectivity ........................................28 THEME 5: Dynamic Urban Core........................................................................................36 THEMES 4+6: Economic Diversification, Sector Growth, Inward Investment....................43 THEMES 7 + 8: Social Regeneration and Economic Inclusion..........................................51 THEME 9: Quality Housing ................................................................................................60 Strategic Management /Governance and Integration ........................................................70 Delivery and Management Arrangements..........................................................................68 Sustainability......................................................................................................................69

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1. Statement of Purpose 1.1 Doncaster’s Economic Strategy Business Plan alongside other documents such as

the Sustainable Borough Strategy and the Local Area agreement sets out the means to achieve the vision: “By 2025 Doncaster will be a city of international significance, able to attract and retain a growing population with world class skills in the creative and technological industries that drive the regional economy.”

1.2 This vision will be recognised by achieving the following targets:

• 34,500 more jobs, 10,000 of which are in high productivity sectors; • all sectors shifting towards higher skilled and value added jobs; • 36,000 more people of working age qualified to degree (or equivalent) level; • 15,600 more residents of working age into employment.

1.3 The vision and the targets require Doncaster to develop, over the next 15 years, a

more diverse and higher skilled economy which engages with and competes in national and international markets.

1.4 Local Area Agreement performance indicators include milestones for 2008/09-

2010/11 towards these targets and cover:

Indicator Target 2009/2010 Target 2010/2011 NI 151: Overall employment rate.

72.5% (1% Increase on baseline)

72.9% (1.4% increase on baseline)

NI 152: Working age people on out of work benefits.

14.4% (1.2% decrease on baseline)


NI 153: Working age people on out of work benefits in deprived areas.



NI 154: Net additional homes provided.

1230 1230

NI 171: New businesses registration rate.

27.6 34.1

NI 163: Working age population qualified to: at least Level 2 or higher.

71.4% (7.8% Increase on baseline)


NI 164: Working age population qualified to at least Level 3 or higher.

42.6% (4% Increase on baseline)


NB: Due to the economic downturn agreement has been reached with Government Office to “freeze” these economic indicators for one year. The indicators will be reviewed by March 2010; once more information is available about the impact of the recession in Doncaster.

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1.5 Other performance indicators of a social and environmental nature also contribute to and benefit from economic wellbeing.

1.6 The necessary strategic interventions in Doncaster’s Economic Strategy to deliver

these targets are: • stimulating technology, innovation and enterprise; • promoting a 21st Century skilled and diverse workforce; • exploiting Robin Hood’s growth and Doncaster’s exceptional connectivity; • repositioning Doncaster – inward investors, marketing and image; • fostering a dynamic urban core; • supporting economic diversification and sector growth; • social regeneration and working neighbourhoods; • economic inclusion; • quality housing offer.

1.7 Collectively these 9 thematic interventions will be progressed by attention to:

• achievement of environmental sustainability; • exceptional quality of life and quality neighbourhoods; • delivery capacity.

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2. Doncaster’s Economic Strategy an evidence based approach… 2.1 Doncaster’s Economic Strategy was based on an in-depth analysis of the Borough

and comparisons with other cities of a similar size in Europe. The proposals in the Strategy are, therefore, distinctively about Doncaster and are fully compatible with the Borough Strategy, the City Region Development Programme and the Regional Economic and Spatial Strategies. They pay due regard to national and European policies and seek to provide a comprehensive framework to promote Doncaster’s continued economic growth.

2.2 The economic strategy including associated background papers and evidence base

can be downloaded from: http://www.doncaster.gov.uk/working_in_doncaster/economy_and_enterprise/an_economic_strategy_for_the_borough.asp

2.3 To develop and apply the capacity to deliver across all 9 themes, the Business Plan

has been prepared. It is a performance management tool to mobilise resources behind projects, which over 2009/10-2011/12, will take Doncaster towards the 2025 vision.

3. A Three Year Business Plan: Aligned to Strategic Planning Cycles 3.1 This 3-year window is the determined resolution of Doncaster’s partners to

programme the transition required by the strategy. It is the control document for the Council and partners to track impacts of projects, their inter-dependencies with one another, within and between the nine thematic interventions and to ensure coherent delivery of local, city region, regional and national programmes in Doncaster. In this way, their integration and coordination is organised and managed to ensure advances across all themes, to prevent delays in one project, which might jeopardise the work of others.

3.2 The Business Plan is the first of a series of 3 year rolling business plans, which will

work progressively towards the 2025 vision. This whole Council approach to regeneration will be kept under review, synchronised with other review cycles (such as the Local Area Agreement and Comprehensive Spending Review). This allows for new activities to be introduced and for current ones to cease or change, based on evidence of need and of performance and impacts.

4. The Economic Downturn…a key risk for Doncaster 4.1 The Economic Strategy and the portfolio of projects were conceived before the full

extent of the current recessionary outlook was appreciated. This means that the main private sector drivers of economic development and employment will be curtailed and the pace of delivery of outputs will be slowed. There may be competing calls on available public sector resources to deal with consequences of recession. But counter-cyclical public investment envisaged by the Business Plan should help economic resilience. All partners with a stake in the future of Doncaster are committed to work together to mitigate the impact of the downturn.

4.2 Doncaster has been working with towns and cities across the region through the

Yorkshire Cities network, to understand the likely impact of the economic downturn on the region. This work (in the form of a study) has highlighted that Doncaster’s long term strategy, critically the upskilling of the workforce and tackling economic deprivation and low aspirations, is the right one to deliver a long term improvement

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in resilience and strengthen our local economy. Doncaster’s overall resilience score in 2008 was 48% higher than the 1998 figure i.e. it had improved by almost 50%. This was the greatest improvement of the nine Yorkshire Cities economies and significantly out-performed the Index average improvement of 29% (information will be available at: http://www.leedsinitiative.org/yorkshirecities/ as of 30th April 2009). This reaffirms that Doncaster’s long term direction will need to remain constant if we are to improve the Borough’s economic resilience and strength in the future. It also recognises the progress made to Doncaster’s local economy in recent years.

4.3 However the downturn will impact on all the themes of the Economic Strategy but it

is difficult to predict the precise details. The unpredictability of the recession demands that risks to individual themes across the delivery of the Economic Strategy will need to be reviewed on an ongoing basis.

5. A Living Document… 5.1 For some thematic interventions in the Economic Strategy, it is premature and/or

inappropriate to frame projects. This is because: • Preparatory processes, like the preparation of Area Action Plans to include in

the Local Development Framework, have to be carried out first. • A broad direction of travel has been established but feasibility and consultation

work is required prior to project design and specification. • Mobilisation and alignment of resources for implementation invariably takes

longer than expected and projects can be contingent upon third party approval and commitment where realistic time frames must be factored into the Business Plan to avoid premature resource commitment.

• Several fields of activity are conceived, managed and delivered on a regional, city region or sub-regional basis where a prior mapping of their delivery in Doncaster is required, followed by strategic conversations about scope for programme bending to Doncaster’s needs and followed by local-based interventions which complement main programmes.

• Many projects are brought forward from the private sector therefore to judge what opportunities the market will identify would be premature.

5.2 The Business Plan, therefore, includes thematic workstreams as well as projects to

implement and these workstreams need to be programmed, with resources allocated, coordinated and supported through to a project development stage. It is recognised that Doncaster needs to enhance its capacity and capabilities in terms of overall performance management and delivery. A separate section in the Plan attends to this need.

5.3 This programming approach goes beyond being a schedule of projects. The plan is

how Doncaster will work to accomplish objectives and to manage quality, risk, communication and benefits. It is as important for what it represents in terms of culture, commitment and partnership as it is for what it contains in terms of projects.

5.4 One important way in which this will occur is in using the Business Plan as a basis

for agreeing a Geographic Programme with Yorkshire Forward which will have two elements: • Yorkshire Forward directly funded local activity that will be delivered by local

authorities or local partners and; • Yorkshire Forward’s regionally funded programmes that will be contracted

regionally but have an impact within Doncaster.

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5.5 The Business Plan and Geographic Programme both take into account relevant national programmes and seek to optimise their delivery in Doncaster across the Council.

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6. Business Plan Overview 6.1 This Business Plan has been designed and constructed based on the identification,

appraisal and selection of critically important projects and ancillary initiatives which can be procured and implemented to realise Doncaster’s economic ambitions. By ‘projects’ we mean a disciplined adherence to the following definition:

“A unique set of coordinated activities, with definite starting and finishing points, undertaken by an individual or team, to meet specific objectives, with defined time, cost and performance parameters.”

6.2 The primary requirement of a project for inclusion in the Business Plan is that it is

essential to implement Doncaster’s Economic Strategy. Subsidiary considerations are general conformity with other strategies, policies, plans and programmes of acknowledged importance. In this way, the Business Plan is strategy-led for impacts and avoids being funding-led and vulnerable to undue special case pleas.

6.3 The Business Plan and its projects portfolio is not however a rigid blueprint or

Masterplan to the extent that, regardless of performance, extraneous events or unforeseen opportunities, it will not change. The dossier of projects provides the necessary robust control mechanism to accommodate contingencies yet is not going to be managed by command. This means that, at the time of writing, projects in the third year of the Plan are intended but not absolutely fixed.

6.4 All projects, their expenditures and their impacts (where these can be specified) are

brigaded into one of 9 strategy themes. Each theme is not its own silo and this means that a project included under one particular theme can also make valid contributions to one or several other themes.

6.5 As noted above, the Business Plan also includes workstreams, which are

precursors to project specification and design. These are as important for making strategic progress, as are projects.

6.6 As the first Business Plan, the portfolio of projects includes:

• initiatives at various stages of being scoped – these relate to the Economic Strategy interventions where preparatory research, feasibility and consultation work are underway or proposed prior to designing and appraising projects;

• projects where a plan has been approved and endorsed with a schedule for implementation and mobilisation is underway;

• projects already approved and being delivered.

6.7 A consequence of this varying status is that, as yet, the collection of projects does not fully represent a programme, the definition for which is:

“A group of projects and activities that is coordinated and managed as a unit such that they achieve outcomes and realise benefits.”

6.8 The resolve in Doncaster is to achieve a strong programming approach and to

apply best practice to programme management and to project development and implementation. The strengthening of these functions is one of key benefits of the proposed changes in Development Directorate that seek to clarify the commissioning and delivery split between regeneration and economic development functions (see paragraph 19.3).

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6.9 The Business Plan will be a living document, constantly shifting as action is taken towards implementation. Through the lifecycle of the current business plan the projects will be continuously rationalised and challenged to identify added value and prioritise the schemes. The top priorities have currently been identified through the critical path (Section 8), which identifies schemes that are not only critical to Doncaster’s regeneration but have a significant impact on other activity. The priorities outlined within the themes of the Business Plan have been developed as a result of the evidence base gathered in the production of the Economic Strategy and been further developed through engagement with partners and theme leads.

6.10 The projects portfolio is mostly (but not exclusively) comprised of initiatives where

DMBC is the lead agency. These initiatives have regard to other national, regional and sub-regional programmes being delivered in Doncaster, without attempting to document them all. There are also impending proposals from the private sector, some of which will require determination through statutory processes, which the Business Plan seeks not to prejudice.

6.11 The key structural economic drivers in the Business Plan relate to stimulating

demand-led innovative enterprises, in selected and Doncaster-specific growth sectors, which require a skilled and adaptable workforce. In the short term, economic demand for investment, labour and skills is likely to be suppressed. This, though, does not mean that responsive supply-led programmes should cease or be scaled back because the purpose of the Plan is to plan ahead and what is started and prepared now takes time to be ready for use, whether this is employability, skills, infrastructure etc. This requires attention across the whole Borough in order to be inclusive and sustainable and has a critically important focus on Doncaster itself, and attention in the neighbourhoods. However the progress made on urban regeneration and renaissance has outpaced the capacity of the strategic transportation infrastructure to such an extent that removing these constraints is a pressing priority.

6.12 For these reasons, projects under the connectivity theme have to be addressed

urgently if progress on other matters of structural economic importance is not to be blocked. This relates particularly to the duelling of White Rose Way, to Park ‘n’ Ride and Quality Bus Corridors. Furthermore, without this attention, the strategically important investments in a highway link to Finningley and Rossington and to the capacity of the M18 are in jeopardy and risk of further delay.

7. Aggregate Expenditure and Outcomes 7.1 Projects have been costed with finance programmed over the Business Plan’s three

years and outputs provided for the majority of the projects. Projects have been included that are currently in development which ensures that the Business Plan works to encapsulate the wider regeneration picture and in these cases it would not be appropriate to include any costings but these will be developed over the lifespan of the business plan.

8. Doncaster’s Critical Path 8.1 The Business Plan is designed to provide a balanced approach to regeneration. To

this end projects have been significantly challenged to explore and identify interrelationships and dependencies. Through challenging the projects it has been possible to identify a critical path for Doncaster’s regeneration, highlighting schemes that are not only critical to Doncaster’s regeneration but have a significant impact on other activity.

8.2 The diagram below sets out the indicative timescales for the key economic development and regeneration priorities that are to be delivered over period of the Economic Strategy. These priorities have been drawn from across the themes of the Business Plan.

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Date Physical Regeneration Social Regeneration Date

2009 *Waterfront Development Begins

*Success Doncaster - Work Skills and Enterprise Programme continues

2009

*Civic and Cultural Quarter Begins

*Digital Region Begins

Housing Growth Point Programme Begins

2010 *White Rose Way Begins

2010

2011 M18 Junction 2/3 Preliminary work.

Success Doncaster Work Skills and Enterprise Programme

2011

BSF Phase One

2012 BSF Phase Two 2012

2013 FARRRS scheduled to begin

2013

2014 *Waterfront Gyratory Begins

BSF Phase Three Taught degree awarding powers for University Status

2014

2015 Interim work on M18 2015

2016

2016

2017 Housing Growth Programme Completes

2017

Major M18 Scheme

2018 University Status 2018

2019 2019

2020 BSF Complete 2020

*Key Projects that have been identified as critical to delivering the 2025 vision. **Timescales are indicative only.

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9. Key Generic Risks 9.1 Emerging alongside the critical path of the Business Plan are key generic risks that

could, if not owned and managed across the authority, potentially threaten Doncaster’s ability to reach its full economic potential. It is essential that action be taken to mitigate against these risks.

9.2 Social regeneration is eclipsed by the physical regeneration: There is a need to

ensure a truly balanced approach to regeneration. The physical regeneration of the Borough provides an exciting visual representation of economic growth but what cannot be forgotten is that without the social regeneration working in parallel the physical regeneration schemes will not realise their full potential.

9.3 Strategic Capacity is crucial to ensure that themes of the strategy are delivered

and that all partners and resources from the private, public and voluntary sector are mobilised towards the priorities. This issue will be addressed in part through Yorkshire Forward’s Geographic Programme.

9.4 Economic Downturn: The economic downturn poses a threat to delivery against

most, it not all, of the themes in the Economic Strategy. The immediate impact will be on job numbers and limitations being placed on economic growth. The downturn will also impact on the capital receipts for the authority, having detrimental impact on the level of physical regeneration that the authority can drive and deliver. There is also a long-term impact on priorities post 2011 as it is likely that the level of public sector funding beyond the current CSR period will be considerably less than is currently the case.

9.5 The credit crunch officially began in August 2007 with the US confirming they were

in recession in December 2008 followed by the UK in January 2009. Doncaster has experienced an 80% increase in Job Seeker Allowance claimants over the last year, which compares relatively well with sub regional and national averages. The greatest percentage increases have been experienced in Thorne and Moorends, Rossington, Mexborough and Armthorpe, all of which increase by over 100% in the last year.

9.6 It is important to note that no-one is able to predict the severity, depth and length of

the recession. The situation nationally and globally is changing on an almost daily basis – with each prediction seemingly more pessimistic than the last. For example, the Ernst and Young Item Club reported in mid-January that UK GDP could fall by 2.7% in 2009, compared with the Chancellor’s forecast of a fall of 1% in the November 2008 pre budget report.

9.7 The Yorkshire Cities study (referenced in 4.2) has highlighted that Doncaster’s long

term strategy, to upskill the workforce and tackle economic deprivation and low aspirations, is the right one to deliver a long term improvement in resilience and strength in our local economy.

A twin track strategy is proposed, comprising short and long-term actions: 9.8 Mitigate the short-term impact: By working together across our partnerships, with

the Council providing a strong leadership role. We will provide as much support as possible to our communities, businesses and individuals to mitigate the impact of the downturn.

9.9 Work for long-term gain: to improve Doncaster’s economy and build up future

resilience and conditions for growth – fundamentally our long-term direction continues to be sound.

9.10 The short-term impact of the recession can be addressed by providing support to

Doncaster’s communities, businesses and individuals. A cross partnership action group has been formed to coordinate action that can be taken to address the short-term pain of the credit crunch. Whilst providing as much assistance as possible to alleviate the short-term stress placed on the local economy by the credit crunch it is crucial that Doncaster does not lose sight of the long-term objective. This point cannot be overstated and is fully supported by the findings of the Yorkshire Cities study (Section 4.2). Work should be undertaken to prepare for the upturn and think long term to improve Doncaster’s future resilience by creating the conditions for businesses to thrive and locate to Doncaster (infrastructure, skills etc).

9.11 Each project will, as it is progressed, incorporate its own project-specific risk

analysis, which is detailed in the subsequent chapters of the Business Plan.

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Case Study: A cross partnership action group has been established to coordinate the local response to the downturn. Amongst many actions the response has included improving access to information and support through dedicated phone line (01302 734554) and website (www.doncaster.gov.uk/support). The group are also in the various stages of developing new packages of support including housing, redundancy and financial support. The Future Prospect events, which have been held at the Hub, are designed to support individuals and have supported 300 residents to date. These events are now being rolled out to neighbourhoods and include all the major support agencies such as Job Centre Plus, Welfare Rights, Tribunal services and Success Doncaster. Business Link, Success Doncaster and the Chamber hosted a targeted business support event jointly in March 2009 with over 100 businesses attending and accessing support services and networking opportunities.

10. THEME 1: Technology, Innovation and Enterprise Delivering Local Area Agreement Priorities: A Prosperous Place: Ensuring Doncaster takes its place alongside other great cities in terms of economic growth, design, housing and transport links:

1. Create enterprising and working neighbourhoods across the Borough; 2. Foster Innovation, Enterprise and Economic Diversification;

Rationale and Background 10.1 The strategic rationale for this theme is the need for a greater intensity of

knowledge-based, innovative and technology-using businesses and an accelerated rate of business formation and growth in an enterprise culture. Section 6.3 in the Economic Strategy describes in detail the baseline position and why this is such a key issue for Doncaster, this can be found at: http://www.doncaster.gov.uk/working_in_doncaster/economy_and_enterprise/an_economic_strategy_for_the_borough.asp and further analysis of the critical success factors can be found at: http://www.doncaster.gov.uk/Images/Critical%20Success%20Factors%20-%205_tcm2-51687.pdf.

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10.2 There are three components of this

theme they include: • Innovation and Technology; • Enterprise and Business Start Up; • Accommodation to support

Business. 10.3 In the field of technology and

innovation, these are not typical policy areas developed and managed at a local scale, so local partnerships traditionally have had limited involvement. The situation in Doncaster is unique insofar that a local innovation partnership has been established and tasked to drive this forward, producing a detailed strategy and action plan and working within the regional innovation framework.

Case Study: Evidence highlights innovation as one of the key success factors of a local economy. Doncaster wants to generate a culture of innovation and engage businesses to become more innovative. To promote innovative behaviour Doncaster hosted the first iFestival event at Robin Hood Airport: Sustainable Transport – Design for the Future in March 2009. Over 120 delegates attended this cross boarder event (held in partnership with Yorkshire Forward and East Midlands Development Agency) that looked at promoting innovation in the transport sector and ultimately closing the productivity gap. The free event was open to local businesses and professionals working in this sector, and showcased innovative ideas and technologies that are being developed in the East Midlands and Yorkshire and Humber that will address the issues surrounding sustainable transport in years to come.

10.4 The landscape for roles and responsibilities in relation to publicly funded business

support is now primarily set at a regional level. Business Support Simplification Programme (BSSP) aims to make it easier for companies and entrepreneurs to understand and access support. Success Doncaster (funded by the Government Local Enterprise Growth Initiative) is fostering an enterprise culture across the borough. Success Doncaster’s localised enterprise support delivery is complementary to other regional services, works in partnership with Business Link and will comply with the evolving BSSP.

10.5 The Council as the Planning Authority and as an important owner of land and buildings has a vital role in ensuring the availability of accommodation for businesses.

What are the priorities in this theme? 10.6 Proposals in relation to Innovation and Technology as cited in the emerging

Doncaster Innovation Strategy are: 10.7 Fostering a Culture of Innovation

• Working with Yorkshire Forward and the region’s knowledgebase to map services and initiatives, their penetration into Doncaster and local assets/needs;

• Negotiating arrangements, protocols and service level agreements with, e.g. CICs, AMP, MAS, Science City York, AIDC Centre, Institute of Logistics etc. to enhance and engage with the innovation system through in-reach, networks, exchanges etc. including a low carbon logistics initiative and a transnational Interreg exchange.

• Developing a schedule of events directly linked to the iFestival, working to promote Doncaster as a place for innovation and investment.

• Developing a local organisation to drive the creation of an innovative culture working closely to the Business Support Simplification Programme.

10.8 Practical Application of Innovation • Including developing Doncaster’s innovation assets in business and through the

College, e.g. DKE and an Open Faculty (student learning in hosted business environment).

10.9 Flagship Innovation Projects: • Enhancing and maximising the impact of the South Yorkshire Digital Region

project in Doncaster; • Exploring (with Advanced Manufacturing Park) the potential for aviation

renewables/recycling at RHADS;

These priorities will work towards increasing the productivity of firms in Doncaster as well as improving business density and sector mix Cast Study: Success Doncaster to date has supported 3220 individuals and businesses across the Borough and assisted 472 new businesses to start. One of these businesses has been Steele Magnolia, a mother and daughter who were assisted through Success Doncaster to establish a business in Wheatley through the help of a business advisor. The business advisor provided assistance with managing the business accounts, managing cash flow and bidding for funding. Steele Magnolia is now planning on expanding the business into wedding coordination and corporate work.

10.10 These are activities and initiatives which have been scoped and where the next stage is to secure project approvals and incorporation into service plans.

10.11 Proposals in relation to

Enterprise and Accommodation include:

• Continued delivery, development and enhancement of the Success Doncaster portfolio of enterprise measures, which seek to provide support to businesses to start, grow and prosper in Doncaster.

• Support for making available a range and spread of accessible and affordable workspace in the Success Doncaster target areas, through a prospectus commissioning approach based

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on a Property Investment Fund and through the planning and regeneration processes.

10.12 Success Doncaster is being delivered and proposals to enhance and extend the

holistic portfolio of support are at the approval stage. Proposals for workspace initiatives have been scoped and are proceeding through the approvals stage. The work undertaken by Success Doncaster is designed to support individuals to start businesses and support businesses to grow and prosper in Doncaster. Ensuring that there is suitable and affordable workspace available across the Borough for new starts or growing business is an important strand in promoting enterprise and will be achieved through this priority.

Risks and Issues 10.13 Innovation is a new area of work for the authority to take a lead on. This poses a

risk as new methods of working and expertise will be called on to deliver against this priority. In the short term innovation potentially offers relief from the short-term pain of the economic downturn by presenting new opportunities to expand and diversify businesses and organisations.

10.14 Capacity implications of the proposals for the innovation theme are subject to

further development but an overarching principle is to maximise the effective use of mainstream resources, including external resources and ensure that they benefit Doncaster.

10.15 The economic downturn presents a challenge to the Success Doncaster

Programme, as the credit crunch will impact upon the programmes short term ability to achieve the targets set around VAT registrations and the programme has been flexible to ensure that businesses who are experiencing difficulties in the current economic climate are supported.

Resources and Impacts 10.16 Resource implications are not yet fully determined for the Innovation and

Technology proposals due to the developmental nature of this theme. The proposals through the Enterprise theme (and workspace) are fully costed and have clear outputs. However the provision of the appropriate accommodation to support business are subject to securing appropriate funding to match ERDF resources.

10.17 Outputs/impacts to be delivered are subject to further development work on

Innovation and Technology. Success Doncaster outputs up to 2009/10 are profiled. The Workspace (Ladder of Accommodation) proposals have the potential to deliver 125,000-150,000 sq ft of new/improved floorspace and accommodate up to 645 SMEs, supporting 1,100 jobs.

10.18 For the Technology, Innovation and Enterprise theme, projects with cost estimates

provided total approximately £29m to which the balance of the LEGI funding can be added. Where targets have been estimated, these relate to businesses started, some becoming VAT registered and to jobs created.

Who is leading each section? 10.19 The lead roles on managing the proposals are fulfilled within the Development

Directorate of DMBC and include the commissioning of delivery.

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Who are the key partners? 10.20 For Innovation the key partners include Yorkshire Forward, Business Link,

Doncaster College, Doncaster Chamber and private sector representatives. 10.21 For Enterprise the key partners include Success Doncaster, Business Link,

Doncaster Chamber and Yorkshire Forward. 10.22 For Accommodation the key partners include Success Doncaster, Invest in

Doncaster and Yorkshire Forward. 10.21 Sources of finance to be used/sought include DMBC, LEGI, ERDF, Single Pot and

third party (including private sector) finance, which is project-specific.

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Activity Outputs Impact LAA Indicator Status Resources Timeline Success Doncaster

• 550 Business Start Ups • 719 New Jobs Created • 250 VAT Registrations • £60m Inward Investment

• Support for individuals to start businesses.

• Support for businesses to grow and prosper.

NI 171 NI 151 NI 152 NI 153 NI 117

Delivery In place £19.4 million through LEGI

2008-2011

Enhanced Success Doncaster Activity

• Business Start ups • New Jobs Created • Figures to be agreed

with Yorkshire Forward

• Support for individuals to start businesses.

• Support for businesses to grow and prosper.

NI 171 NI 151 NI 152 NI 153 NI 117

At approval stage ERDF P3 Bid for £4million secured (subject to full business plan approval).

2009-March 2011

Innovation Stimulation

• Businesses supported. • Number of businesses

accessing innovation assistance.

• Generate an increase concentration of innovators.

• Increased productivity in firms.

• Improved business density and sector mix.

• More innovation in Doncaster.

• More Doncaster firms access innovation support.

• Raising aspirations of organisations in Doncaster.

NI 151 NI 117

Application Stage ERDF P2 Bid Submitted for £800k. Awaiting decision.

2009 – 2012

Practical Application of Innovation

• To increase the number of organisations accessing innovation assistance.

• Increased uptake of the Innovation Vouchers from Doncaster.



• Generate an

NI 151 NI 117

In Development To be sought. 2009 – (subject to funding)

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Activity Outputs Impact LAA Indicator Status Resources Timeline • To improve Doncaster’s

European Innovation Score.

increased concentration of innovation behaviour.

• Developing a strong culture of innovation.

Flag Ship Innovation Projects

• To improve Doncaster’s European Innovation Score.

• To increase the number of organisations accessing innovation assistance.

• Increase Doncaster’s presence as a leader of innovation.



• Doncaster becomes a leader in innovation.

• Provide innovation inspiration for other organisations in Doncaster.

NI 151 NI 117

In development Aviation composite feasibility study commission by Yorkshire Forward. Other funding sources being explored.

Ongoing

Managed Workspace Study

• Study Completed • Affordable workspace available across the Borough.

NI 171 Complete Complete 2008

Managed Workspace Study Implementation

• 125,000-150,000sq ft of new/improved floor space accommodating 645 SMEs and 1,100 jobs.

• Affordable workspace available across the Borough.

NI 171 At Approval State £2.9 million funding secured from Yorkshire Forward (subject to full business plan approval). Match funding being explored. £600k secured through Rural Capitals.

2009-2012

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11. THEME 2: 21st Century Skilled and Diverse Workforce Delivering Local Area Agreement Priorities: A Prosperous Place: Ensuring Doncaster takes its place alongside other great cities in terms of economic growth, design, housing and transport links:

1. Create enterprising and working neighbourhoods across the Borough; 2. Foster Innovation, Enterprise and Economic Diversification; 5. Maximise the benefit of Robin Hood Doncaster Sheffield Airport to the Borough and

the wider economy; Skills and Lifelong Learning: Giving local people the chance to take advantage of economic growth and enjoy a variety of creative, cultural and learning opportunities that improve their quality of life:

1. Raise aspirations and transform the skills levels of Doncaster’s working age population;

2. Raise aspirations and transform educational achievement; Rationale and Background 11.1 This theme is a parallel strategic imperative to the Technology, Innovation and

Enterprise theme. See section 6.4 in Doncaster’s Economic Strategy http://www.doncaster.gov.uk/Images/Doncaster%27s%20Economic%20Strategy_tcm2-56047.pdf. Further analysis of the critical success factors can be found at http://www.doncaster.gov.uk/Images/Critical%20Success%20Factors%20-%205_tcm2-51687.pdf.

11.2 This theme aims to:

• Equip competitive and growth-oriented local businesses with the workforce skills necessary for success; and

• Ensure local people have the skills and qualifications to be able to take part in and benefit from local economic opportunities.

11.3 This theme is critical to both Doncaster’s future resilience to economic downturn

and its ability to prosper in periods of economic growth. Skills have an impact across all Doncaster’s priorities and will be a key driver for increasing productivity in local businesses and raising the aspirations of residents. This theme of the Business Plan will ensure the sustainability of Doncaster’s future economic growth through equipping local people to access and maximise the opportunities available in the borough now and in the future.

11.4 The roles and responsibilities of key stakeholders relating to skills and learning are

set to change significantly throughout the Business Plan period; Doncaster needs to ensure that external public sector resources are deployed in the borough to maximum effect so that available local resources can be targeted to add value. Investment in strategic policy analysis and labour market capacity is required in order to be able to fulfil these roles. The priorities included within this theme are not intended to capture all mainstream activity but rather intend to set out the direction of travel regarding the skills agenda and provide a framework of priorities for the use of additional public sector investment.

11.5 Development work on the skills agenda is currently underway and progress is being

made on a framework of themes and underpinning activity to enable the achievement of challenging skills targets. The key themes to be addressed through the skills element of the business plan are:

http://www.doncaster.gov.uk/Images/Doncaster%27s%20Economic%20Strategy_tcm2-56047.pdf

http://www.doncaster.gov.uk/Images/Doncaster%27s%20Economic%20Strategy_tcm2-56047.pdf

http://www.doncaster.gov.uk/Images/Critical%20Success%20Factors%20-%205_tcm2-51687.pdf

http://www.doncaster.gov.uk/Images/Critical%20Success%20Factors%20-%205_tcm2-51687.pdf

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Strategy and policy

• Development of key projects and initiatives to support the skills agenda. • Benchmarking and alignment with national and regional skills policy. • Leverage and influencing – maximisation of the impact of mainstream skills

provision in Doncaster. Young People

Case Study: In April 2009 the Enterprising Doncaster launched the Skills Passport. The Skills Passport is a project that has been developed in partnership with the LSC and Doncaster College as part of a sub regional initiative. This will allow Doncaster residents to demonstrate they have obtained basic employability skills that are required for employment using a branding that will be recognised across the sub-region. The Skills Passport cohort will be identified through existing Job Mate caseload ensuring that residents that require it most access the course.

• Development of key activity to raise the aspirations of young people in Doncaster to enter higher education and training and aim for high value-added employment.

• Numeracy initiatives aimed at young people and their parents.

Economic Inclusion/Worklessness

• Supporting workless people into employment through apprenticeships and progression from basic skills into further learning.

Workforce Development • Workforce development through the

public sector and Doncaster’s key strategic sectors, information services for employers and use of public procurement to enhance skills through suppliers.

• Development of an employability programme, which intensifies demand-led employer engagement, supports and embeds access to work and progress in work and enables businesses to increase productivity through workforce retention and development.

Higher Skills

• Higher skills development through supporting Doncaster College to achieve university status, through graduate retention and utilisation and raising young people’s aspirations.

11.6 New proposals for activity within this theme have been developed through a multi-

agency group, have reached the scoping stage of development and continue to evolve as they are driven forward to delivery. These proposals are positioned to complement and add value to mainstream programmes of delivery that operate nationally or regionally and have a presence in Doncaster.

11.7 Doncaster’s BSF plans are critically important for this theme. Under the Social

Regeneration theme, it is proposed to put extra resources into the planning and subsequent implementation so as to lever maximum added value from this planned (£200m) investment.

11.8 There is a list of the projects in this theme in the Annex, accompanied by project

record sheets.

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Risks and Issues 11.9 Strategic leadership on skills is a relatively new area of work for local authorities,

and the Council will need to build capacity and call on new methods of working and expertise to deliver this priority. This risk is being addressed through joint working with key partners, led by the Council.

11.10 The capacity implications arising from the proposals for the skills theme are subject

to further development work. The overarching principles are to maximise the effective use of mainstream resources, including those from external sources, and to build internal capacity to drive the agenda forwards.

11.11 The responsibilities of local authorities with regard to the skills agenda will increase

significantly with the dissolution of the LSC in 2010. The LSC will be replaced with a new, streamlined Young People’s Learning Agency (YPLA), the Skills Funding Agency (SFA - for adult skills) and the National Apprenticeship Service (NAS). Doncaster Council will need to respond effectively to these changes in order to ensure the continued drive towards a highly skilled workforce. The key implications of the changes being implemented will be: • Local authorities will undertake strategic commissioning to ensure that every 16-

19 year old has a suitable place in learning or employment with training – this is seen as essential to the raising of the age of participation.

• To achieve this, local authorities will organise themselves and plan in clusters that reflect travel to learn areas (Doncaster will be part of a South Yorkshire cluster).

• A new legal category of sixth form colleges will be created with provision from these institutions being commissioned through the local authority.

11.12 It is important to recognise that, with regard to skills and qualifications, there is a

delay between the delivery of projects and the impact upon targets. This should be taken into consideration when assessing the success of interventions, particularly in the short term.

Resources and Impacts 11.13 Taking a strategic lead on skills (particularly adult skills) is a new agenda for the

local authority and is still developmental in nature. Due to this, the resource implications of proposals for the skills theme are still emerging and are subject to further development work. The overarching principle is to maximise the effective use of mainstream resources, including those from external sources. In order to drive forward the skills agenda effectively, the local authority will need to build internal capacity and expertise in this field of work.

11.14 Outputs and impacts are subject to progress on the development of individual

projects. The outputs from interventions will be appropriate to the aims and objectives stated in the Economic Strategy, Business Plan and Skills Strategy.

Management and Finance 11.15 Management arrangements for this theme have yet to be finalised and will,

inevitably, involve multi-agency approaches and the development of strategic capability in this field.

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11.16 The identification of new resources required is underway and is subject to further development work. The effects of various proposed reforms to stakeholder responsibilities are being explored and digested and actions are being developed to respond accordingly.

Who is leading each section? 11.17 The lead roles on managing the proposals are being fulfilled within the Development

Directorate of DMBC and include strategic planning and the commissioning of delivery activity.

Who are the key partners? 11.18 Key partners on the skills agenda are the Learning and Skills Council (and its

emerging successor organisations), Doncaster Council, Job Centre Plus, Doncaster College, local schools, Doncaster Chamber, Developing Skills Programme, Yorkshire Forward, and employers and training providers from the public, private and voluntary sectors.

Activity Outputs Impact LAA Indicator

Status Resources Timeline

Young People Doncaster Higher Education and Further Education

• Increased proportion of Doncaster residents progressing to higher and further education.


• Doncaster residents becoming more competitive in the labour market.

NI 163 NI 164

University Proposals In Development

£4m identified in Geographic Programme to support FE/HE ambition

2009-2013

Raising Aspirations / Raising basic skills

• Increased participation of Doncaster’s young people in further and higher education.


NI 163 NI 164 NI 78 (local) NI 79 (local)

In Development £3m identified through Geographic Programme – “Aspirations”

2009-2013

Economic Inclusion/Worklessness Community Work and Skills Programme: Aspiration Doncaster (Also included in Theme 7&8)

• Increased numbers of young people and adults gaining qualifications through apprenticeship schemes.

• Increased take-up of apprenticeships by Doncaster businesses and public sector organisations.


NI 163 NI 164

Full specification currently in development.

Co-ordinated programme to be finalised but anticipated this will incorporate a range of funding streams.

2009-2011

Engagemen • Increased numbers of • Ensure local people NI 163 Range of providers Range of funding TBC

23



t and Progression at Basic Skills Levels

individuals engaged in basic skills and progressing to first full level 2 qualifications.

have the skills and qualifications to be able to take part in and benefit from local economic opportunities.

NI 164 deliver basic skills – added value through neighbourhood activity.

streams, but specific activity at neighbourhood level to stimulate demand through WNF

Workforce Development Employability Programme (also included in Theme 7&8)

• Currently in development.

• Equip competitive and growth orientated businesses with the workforce skills necessary for success.

• Having a ready skilled workforce can be a key attraction for new and existing businesses.


NI 163 NI 164

Funding Secured £3 million from Geographic Programme “Employment Support” Outline Business Plan approved – Full Business Plan to be considered in April 2009.

April 2009-2013.

Supporting Skills in Doncaster’s Key Sectors

• Supply chain upskilling. • Construction. • Public Sector Skills.

• Equip competitive and growth orientated businesses with the workforce skills necessary for

NI 163 NI 164

New areas of work for the authority – elements are being developed.

Range of funding dependant on exact proposals – link to sector specialism / additional skills capacity

2009 -

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success. • Having a ready

skilled workforce can be a key attraction for new and existing businesses.


Skills Information Tool for Employers

• Increased clarity on skills provision and access for businesses

• Increased demand for skills from businesses.




NI 163 NI 164

Full business plan submitted to YF

£3 million from Geographic Programme “Employment Support”. Outline Business Plan approved – Full Business Plan to be considered in April 2009.

2009-

25



Skills survey to local businesses

• Increased clarity on demand for skills from businesses




NI 163 NI 164

Underway Funded jointly by LSC / DMBC / Chamber

2009/10 (Q1&2)

Higher Skills Higher level skills, including development of University

• Increased proportion of Doncaster residents with higher skills.

• Increased number of young people progressing to higher education.


• Ensuring Doncaster residents are competitive in the labour market.

NI 163 NI 164

In Development £750k within Geographic Programme “higher level skills”

2009-12

Doncaster Graduate Offer

• Increased proportion of Doncaster residents educated to degree

• Having a ready skilled workforce can be a key attraction

NI 163 NI 164

New area of work for the authority - in development.

TBC TBC

26

27



level. for new and existing businesses.

• Ensuring Doncaster residents are competitive in the labour market.

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12. THEME 3: Robin Hood’s Growth and Exceptional Connectivity Delivering Local Area Agreement Priorities: A Prosperous Place: Ensuring Doncaster takes its place alongside other great cities in terms of economic growth, design, housing and transport links:

2. Foster Innovation, Enterprise and Economic Diversification; 4. Make the most of Doncaster’s Transport Connectivity; 5. Maximise the benefit of Robin Hood Doncaster Sheffield Airport to the Borough and

the wider economy; Rationale and Background 12.1 The combination of RHADS and the Borough’s multi-modal strategic transport

connections represents distinctive economic assets for Doncaster, which provide an extra competitive edge. Critical infrastructure constraints need to be removed to enable the potential to be realised (see 6.5 in the Economic Strategy http://www.doncaster.gov.uk/Images/Doncaster%27s%20Economic%20Strategy_tcm2-56047.pdf) and further analysis of the critical success factors can be found at http://www.doncaster.gov.uk/Images/Critical%20Success%20Factors%20-%205_tcm2-51687.pdf).

12.2 This theme is critical to exploiting the opportunities and potential of RHADS.

Economic Strategy proposals relating to RHADS route development for passenger and freight traffic are for the RHADS operator and industry to progress. The Airport Development Masterplan is now out for consultation.

12.3 Processes through which to make progress on this theme are administratively

complex and subject to statutory requirements. Transport infrastructure and services are a basic requirement for economic and other development and where the challenge is to synchronise investment whilst mitigating adverse impacts on development and on the transport network.

Proposal and Status

Case Study:

12.4 Services within the Council have been reshaped and refocused around the key sectors and priorities contained in the Economic Strategy, with a specific focus on the aviation sector through the “Invest in Doncaster” team. The direction of the team has been informed by the development of an Aviation Strategy produced by industry experts that identifies the key elements of the aviation sector that Doncaster is best placed to exploit to maximise the economic impact of the airport these include: • Maintenance Repair and Overhaul

SYPTE have received support from the Regional Transport Board for the Integr8 project, which will provide enhanced bus facilities from south Doncaster to the Town Centre, improving access and connectivity to employment and leisure for a previously isolated neighbourhood.

• Composite Recycling • Maximising freight opportunities • Incubated Aviation Industries • Business Aviation • Flight Training

12.5 Proposals relating to surface connectivity

(multi-modal) include: • Finningley/Rossington link road (FARRRS); • Dualling White Rose Way; • Waterfront gyratory; • Park ‘n’ Ride and Quality Bus Corridor schemes; • Town centre connectivity and environmental improvements;

29

• RHADS rail station; • Carr lodge development and woodfield link road; • M18 widening between Junctions 2-3.

12.6 For most of the projects, design work has been undertaken and the economic and

transport outline justifications prepared. Several are at the feasibility stage. 12.7 Most of these are subject to Government approval (including funding) and several

will extend beyond the Business Plan period before they are complete. Further development in Doncaster Urban Centre is dependent on White Rose Way improvement and this is a critical programming priority for economic development purposes as well as for the transportation case. In addition to the major transport schemes identified there are a range of funding programmes improvements, road safety, development infrastructure, public transport, highway structures, maintenance, cycling and walking and air quality. The Local Transport Plan capital programme (approximately £6m per annum) is the main source of funding.

12.8 A list of projects in this theme is in the Annex, accompanied by project record

sheets. Risks and Issues 12.9 To ensure a joined up approach to the airport partnership working will need to be

strengthened between all key partners. Through this business plan development dialogue has already begun to rectify this and steps taken to make the improvements needed.

12.10There is a possibility that the current development at the airport could restrict the

potential of rail connectivity in the long term. Rail must be recognised as vital to the expansion and success of the airport.

12.12 The economic downturn has reduced significantly the funding available from capital

receipts, which places at risk some of the schemes that are reliant upon these receipts.

12.13 The development of the town centre could be placed at risk if White Rose Way is

not delivered as the Highways Agency could intervene due to the problems this road causes on the regional motorway network.

12.14 The delivery of White Rose Way is crucial to unlock the land along the M18 corridor

that has been highlighted as a key development site for the Borough. Development of this area will be completely dependent on the sequencing of White Rose Way, improvements to M18 and FARRRS.

12.15 The plans for the Waterfront Gyratory, which are improvements to the urban core

road infrastructure, conflict with the plan for the markets as the current plan could potentially remove parking from the markets. These issues will need to be resolved before either project is progressed.

12.16 The Sheffield City Region plays a vital role in transport development and this must

be recognised in order to gain access to key development sites via regionally important transport links.

30

Resources and Impacts 12.17 Resource implications, excluding M18 costs, over the Business Plan period are

approximately £46m of which £32m is for White Rose Way. 12.18 Economic outputs and impacts of the transport related projects are key enablers for

economic growth and social mobility. Failing to implement the transport projects could limit the impact of the other physical and social regeneration projects.

12.19 The Connectivity projects include proposals, which extend beyond the three-year

timeframe of the Business Plan. For the period of 2009/10-2011/12, identified capital costs amount to approximately £46m, the bulk of which relates to White Rose Way. Economic outputs are not identified and would be mostly enabled rather than secured by the investment.

Management and Finance 12.20 DMBC as the Highway and Planning Authority will be responsible for the majority of

projects in this theme. 12.21 Most of the financing for projects in this theme will utilise resources of DMBC and

secured through SYPTE, Regional Transport Board and the Department for Transport. Some ancillary investment may be secured from ERDF, Yorkshire Forward and developer contributions in specific instances.

12.22 Indicative figures suggest that exploiting RHADS will create direct employment for

around 1,500 people by 2016 with annual GVA creation of some £25-50 million, an estimate that is considered to be very conservative. This is almost all additional to the expected employment generated by airport passenger activity. Typically, airports create 1,000 direct jobs and 2,000 indirect jobs for every million passengers.


Directorate of DMBC and include the commissioning of delivery. Who are the key partners? 12.24 The key partners are Invest in Doncaster, Directions, Robin Hood Airport and

Doncaster College.

Activity Outputs Impact LAA

Indicator Status Resources Timelin

e Robin Hood’s Growth - Delivering the Aviation Strategy: Maintenance Repair and Overhaul

In development. • Airport expansion can support growth in new industrial sectors, as well as generate substantial direct employment.

NI 151 NI 171

In Development TBC TBC

Composite Recycling

In development. • Doncaster will become a leader using innovative technology.

NI 151 NI 171

In Development Feasibility study commission by Yorkshire Forward.

2009-onwards.

Business Aviation

In development. • Providing the facilities to attract larger business to Doncaster.

• Airport expansion can support growth in new industrial sectors, as well as generate substantial direct employment.

NI 151 NI 171


Incubated Aviation Industries.

In development. • Attracting knowledge intensive businesses to Doncaster to ensure economic resilience.

• Airport expansion can support growth in new industrial sectors, as well as generate substantial

NI 151 NI 171

In Development

TBC 2009-2012

31



direct employment. Flight Training

In development. • Equip competitive and growth orientated businesses with the workforce skills necessary for success.


NI 151 NI 171


Airport Expansion

In development • Airport expansion can support growth in new industrial sectors, as well as generate substantial direct employment.

NI 151 NI 171


Aviation Strategy Overarching Delivery

• Integrated partnership working.

• Joint marketing to potential non-airside investors together with AMP.

• Closer communication with Peel Holdings around identified opportunities.

• Specific targeting of key opportunity sectors.

• Improved partnership working to fully exploit opportunities at the airport.


NI 151 NI 171

Underway £50k secured from LEGI 2008

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• RHADS aviation marketing reaches out to the global aviation investment community.

• Maximise opportunities presented by improved connectivity.

Exceptional Connectivity FARRRS • Deliver new highway link

from RHADS to M18 junction 3 north of Rossington with local connections to regeneration sites.

• New link facilitates regeneration safeguarding \ creating jobs and reduces social exclusion by improving access to opportunities

• Vital development land will be unlocked.

• Improved access to employment and opportunities.

• Decrease congestions in the Borough.

NI 151 NI 171

Plan Approved £173million: DMBC / LTP - £15m Developer Contributions - £55m Yorkshire Forward - £20m RFA - £83m

2011 - 2014

White Rose Way

• Provide additional highway capacity along A6182 between M18 J3 and Ladybank roundabout by conversion to dual carriageway and new bridge over eCML

• Reduce Congestion.

• Vital development land will be unlocked.



NI 151 NI 171

Plan Approved 2009/10 Capital Programme secured for £2.696m. RTB endorsed £27.1m allocation for WRW, MSBC is to be submitted to DfT April 2009.

2009 - 2012

M18 Junction 2-3 Improveme

• Provision of additional highway capacity on the

• Vital development land will be

NI 151 NI 171

In Development £10m contribution from RTB during FARRRS development. A further

Post 2014

33



nts M18 by additional traffic lanes to address congestion delay.

unlocked. • Improved access to

employment and opportunities.


£40m RTB contribution for widening post FARRRS.

Waterfront Gyratory

• Provide additional highway capacity at St George’s gyratory and Holmes Market to facilitate access to waterfront development.

• New link facilitates regeneration safeguarding \ creating jobs and reduces social exclusion by improving access to opportunities.



NI 151 NI 171

Plan Approved £2.311m Secured from Yorkshire Forward. £1.22m DMBC Single Pot. £2.2m ERDF (awaiting decision).

2008 - 2016

Park and Rides

• Increased number of journeys made to the town centre made on buses.

• Reduced congestion.



NI 151 NI 171

Underway 2009/10 £0.1m 2010/11 £0.1m 2011/12 £1.3m Capital Programme. 2012/13 £100k Regional Intreg8 package endorsed by RTB for £32m for the region.

2011 - 2013

Quality Bus Corridor

• Increased number of journeys made on buses.

• Reduced congestion.


NI 151 NI 171

Underway Previous funding bid applications were unsuccessful.

34

35




Resubmission of applications might be possible due to changes in Yorkshire Forward’s priorities.

Hallgate Quality Street

• Provides high quality public realm \ footways by extending existing Quality street initiative to Hallgate and Silver Street.

• Improve traffic management.

• Provision of high quality public realm will stimulate pedestrian demand and investment.



NI 151 NI 171


RHADS Rail Station

• Scheme not scoped as of yet.

• Improved access to the airport.

• Enable expansion of the airport.


NI 151 NI 171


Woodfield Link Road

• Completion of link enables major housing site at Balby Woodfield to be unlocked.

• Improved access to the employment and opportunities.


NI 151 NI 171

Scoped TBC TBC

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13. THEME 5: Dynamic Urban Core Delivering Local Area Agreement Priorities: A Prosperous Place: Ensuring Doncaster takes its place alongside other great cities in terms of economic growth, design, housing and transport links:

1. Create enterprising and working neighbourhoods across the Borough; 3. Foster a Dynamic Urban Centre through Town Centre and Borough Wide

regeneration; Rationale and Background 13.1 The Dynamic Urban Core represents the major transformative renaissance of

Doncaster’s town centre as the economic focus for the Borough (see 6.7 in Economic Development Strategy). Considerable preliminary work has been accomplished and some style-setting developments have been completed and are under construction. The next 3 years represent the breakthrough stage. The Economic Strategy describes in detail the baseline position and why this is such a key issue for Doncaster, this can be found at http://www.doncaster.gov.uk/working_in_doncaster/economy_and_enterprise/an_economic_strategy_for_the_borough.asp and further analysis of the critical success factors can be found at http://www.doncaster.gov.uk/Images/Critical%20Success%20Factors%20-%205_tcm2-51687.pdf).

13.2 Comparator cities analysis suggested that Doncaster has been some way behind in

terms of its town centre development. This theme is, therefore, largely focused on physical regeneration but includes measures to accompany capital works to stimulate urban economic vitality. Achievements under the other strategy themes also have an urban centre delivery dimension.

Proposals and Status 13.3 The proposals include the following:

• the major redevelopment of the Waterdale area as a new Civic and Cultural Quarter, to be substantially completed by 2012/13 and continued phased regeneration of Doncaster’s Waterfront;

• design, planning and project management of these major schemes and for further proposals covering the town centre, Minster Quarter and St Sepulchre Gate West from which development schemes will be forthcoming later in the Business Plan period;

• continued infrastructure investment and land disposals for development at Lakeside, receipts from which are recycled to finance town centre schemes;

• initiatives to develop town centre economic vitality during and after major works and to attract commercial office sector investment.

13.4 The major schemes relating to the Civic and Cultural Quarter and to Waterfront are at the implementation stage. Development at Lakeside is ongoing but subject to end-user demand which, in the current climate, has slowed. The rate of further progress on these projects relies on strategic transport infrastructure investment, notably White Rose Way. Other projects in this theme are at the concept definition and planning stages.

Risks and Issues 13.5 Changes in the market and the economic downturn have impacted upon the capital

receipts, which have placed some of the physical regeneration schemes at risk.

37

The St. Sepulchre Gate West project has been specifically impacted upon, as this was reliant upon private investors.

13.6 With the changing political climate in Doncaster there is a risk to the direction of

travel and priorities. There is a risk that money could be refocused on services rather than transformation projects.

13.7 The distinction between the development needed in the urban core and at the

airport site needs to be maintained to ensure the success of the urban core with only development linked to the aviation sector permitted at the airport with all other development directed at the urban core.

Resource Implications and Impacts 13.8 Resource implications for capital projects are programmed and over 2009/10-

2011/12 total some £87m, mostly for CCQ. Professional and technical costs for planning, design and project management services need to be allocated. Revenue costs for programmes development are not yet identified and need to be coordinated with proposals relating to sectors and inward investment.

13.9 Outputs and impacts of a quantifiable nature are not yet fully specified and their

fulfilment relies (largely) on investor responses to the development opportunities created. They are expected to be of a very significant scale and a major contributor to realising the vision for Doncaster, taking the form of land developed, floorspace occupied, businesses and jobs attracted/accommodated. They are also likely to be the key demand-led source of new jobs, which the skills and employability proposals seek to connect to the local labour force.

13.10 As this theme is largely about land and property development, progress is

dependent upon investor and developer confidence, on costs and values, end-user demand and on private finance availability. The short-term outlook is not very conducive on these scores but the timescales involved in pre-investment enabling works (e.g. land assembly, utilities/infrastructure and statutory processes) necessarily involve a lead-in period, which, if deferred, risks being unprepared for an upturn.

13.11 Dynamic Urban Core projects with identified costs total £87m, most of which is the

CCQ. Where outputs are identified, these relate to brownfield land developed, job creation and GVCA impacts. The proposals, involving the preparation of plans for the LDF will rely on developer interest and their outputs are more likely to occur post 2012.

Management and Finance 13.12 The management arrangements (both statutory and executive) are largely filled by

DMBC, working with development partners. 13.13 Finance for the projects comes from DMBC, including from recycled receipts and

from Yorkshire Forward, with some ERDF. Other specific projects have secured funding contributions from other bodies, e.g. Arts Council England. Developer contributions / Infrastructure Levy finance may be sought. Private sector bespoke and speculative development finance is expected for the large majority of later projects.

38


Directorate of DMBC and include the commissioning of delivery. Who are the key partners? 13.15 The key partners are DMBC 3D, Planning, Muse, NDC, Environment Agency,

English Heritage and Yorkshire Forward.

39


Indicator Status Resources Timeline

Civic and Cultural Quarter

• 23ha brownfield land redeveloped

• X 2m floorspace • 1,500 jobs created • £18m to GVA • Capital value £300m • Private sector leverage.

• Creating a “buzz factor” that will attract and retain the high skilled and knowledge intensive workforce.

• Present a vibrant image beyond the Borough boundaries.

• Supporting regeneration throughout the neighbourhoods by retaining people and attracting people to the area.

NI 171 NI 5 NI 11 NI 20

Underway £1.75m ERDF application submitted – awaiting decision. £2.98 DMBC/Muse/Yorkshire Forward £15.5m secured from Geographic Programme. NB: Costings are currently being reconfigured in light of recession.

2009 – 2015

New Performance Venue (part of CCQ)

Included in Phase Two of CCQ.




NI 171 NI 5 NI 11 NI 20

Plan Approved £10m 2009/10 £7m 2010/11 Included in Investment Plan and subject to change.

2010-onwards.

40



Town Centre Area Action Plan

TBC • Creating a “buzz factor” that will attract and retain the high skilled and knowledge intensive workforce.



NI 171 NI 5 NI 11 NI 20


Lakeside Infrastructure

Increase the utility infrastructure at Lakeside.




NI 171 NI 5 NI 11 NI 20

Funding Secured £470k secured from Capital Programme for 2012/17. £459 for beyond 2017.

2012 - 2017

41



Waterfront Redevelopment

Delivery of Waterfront Development




NI 171 NI 5 NI 11 NI 20

Funding Secured Contract details to be confirmed. Acquisition 2009/10 £3m from SYRIP and £3m for 2010/11 £5m secured from Geographic Programme for acquisitions. £1.8m secured from Geographic Programme for infrastructure.

2009-2012

St. Sepulchre Gate West

Project in development. • Creating a “buzz factor” that will attract and retain the high skilled and knowledge intensive workforce.



NI 171 NI 5 NI 11 NI 20

Plan Approved Private Investment and NDC. £1m secured from Geographic Programme.

TBC

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Minister Quarter

Project in development. • Creating a “buzz factor” that will attract and retain the high skilled and knowledge intensive workforce.



NI 171 NI 5 NI 11 NI 20

In Development TBC

Co-ordination of Major Projects in the Town Centre

Project in development • Opportunities presented by urban regeneration are maximised.

NI 171 NI 5 NI 11 NI 20


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14. THEMES 4+6: Economic Diversification, Sector Growth, Inward Investment Delivering Local Area Agreement Priorities: A Prosperous Place: Ensuring Doncaster takes its place alongside other great cities in terms of economic growth, design, housing and transport links:

1. Create enterprising and working neighbourhoods across the Borough; 2. Foster Innovation, Enterprise and Economic Diversification; 3. Foster a Dynamic Urban Centre through Town Centre and Borough Wide

regeneration; 4. Make the most of Doncaster’s Transport Connectivity; 5. Maximise the benefit of Robin Hood Doncaster Sheffield Airport to the Borough and

the wider economy; Rationale and Background 14.1 These are two separate themes in the Economic Strategy whose substances are

closely related to one another. Doncaster has proved to be a competitive destination for inward investment and the Strategy highlights sectoral strengths and niche sectors on which to focus attention now and in the future. These include logistics, creative and digital industries, financial and business services, construction, aviation and the visitor economy (see 6.6 and 6.8 in the Economic Strategy at http://www.doncaster.gov.uk/working_in_doncaster/economy_and_enterprise/an_economic_strategy_for_the_borough.asp and further analysis of the critical success factors can be found at http://www.doncaster.gov.uk/Images/Critical%20Success%20Factors%20-%205_tcm2-51687.pdf).

Case Study: Doncaster based company BLP are one of the UK’s leading volume manufacturers of MDF wrapped profiles and membrane pressed cabinet doors. When the company’s bank withdrew its support for the business in January 2009 the company was formally placed in Administration. Working with the Key Account Managers in Invest in Doncaster a Management Buyout (MBO) was completed in February 2009 safeguarding 130 jobs. Commenting on the successful outcome BLP Finance Director Andrew Thorpe said “I really appreciate the assistance given by Invest in Doncaster which has been absolutely instrumental in protecting the jobs of 130 people at BLP and in securing a valuable contribution to the funding”. BLP are now receiving further assistance to develop the skills of their workforce and continue to expand the business.

14.2 Other strategy themes also include sectoral dimensions as demand-led drivers, e.g. Technology and Innovation, RHADS, Urban Core and Employability. Further attention is required, across the thematic proposals contributed to the Business Plan, to ensure an appropriate balance of attention, based on evidence, which secures strong and consistent integration. There is a direction of travel presently to be developed into definitive propositions, which are then embedded into policy, programmes and working practices. Proposal and Status 14.3 In addition to the activities set out in

Theme 3, theme seeks to exploit the potential of Doncaster’s key growth sectors. The main fields of activity relate to: • Advanced logistics/support chain

management; • Creative and digital industries; • Business and professional services; • Environmental industries and low

carbon economy; • Visitor economy and green tourism; • Construction.

Sector specific workplans are being prepared for

44

each theme. 14.4 In addition to the sector growth the Invest in Doncaster team also have in place

• Key Account Managers to support the largest and most important businesses in Doncaster;

• Job Match consultant to ensure that inward investor/indigenous business needs are met;

• Property and site availability service for any business wishing to relocate. 14.5 Digital Region is a key project within this theme. The key objective of Digital Region

is to create a world-class platform capable of supporting economic transformation in the South Yorkshire region. As new services become a reality, knowledge based industries can grow to meet the new demand created. Existing businesses can exploit new services to reach new markets and increase efficiency and many businesses will use the opportunity to find new ways of working together for mutual benefit. Digital Region offers a significant inward investment opportunity for companies indigenous to the region or considering locating within South Yorkshire. The initiative will therefore support the agencies charged with the remit of encouraging inward investment, offering them a real opportunity to promote the region’s latest unique selling point. The Digital Region project will provide business based in South Yorkshire with an unrivalled communication structure that will support competitiveness and business growth for companies working within UK and international markets.

14.6 There are impending strategic opportunities from schemes sponsored by third

parties which have yet to be formally considered through the planning process and where the Business Plan seeks not to prejudice this consideration. Examples include Hatfield Power Park and Rossington Inland Port and Eco Town, which could offer significant economic development potential. These are flagged in the Business Plan projects portfolio as opportunities to be influenced and shaped from an Economic Strategy perspective to ensure that local people can benefit from and access opportunity.

14.7 The projects under these 2 themes are listed separately in the Annex, accompanied

by project record sheets. Risks and Issues 14.8 Currently marketing and image has to be released through corporate

communication and therefore the external message is skewed to the messages targeted internally to Doncaster. To maximise the benefit of the opportunities presented by the regeneration of the Borough the message presented outside of Doncaster needs to be correct and designed at promotion of the Borough and at encouraging investment. Marketing and image is vital to the delivery of both sector growth and inward investment. At present funding implications of marketing and image are subject to further development work.

14.9 There is a risk that inward investment opportunities such as CCQ and the

Waterfront could create migration from other areas of Doncaster and not create the inward investment that is needed and removing vitality from another area of the Borough.

45

Resources and Impacts 14.10 The structure supporting this theme is in the process of being populated. Details of

initiatives for this area are currently being developed over the 2009/10 period. To avoid duplication, projects under this combined theme and sectoral emphasis in other strategy themes need to be considered for consolidation.

14.11 Outputs and impacts from this theme are, as yet, largely unquantified as work

programmes are being developed. They are expected to include business investment, land development, jobs created and skills required, i.e. important outputs to help close the Doncaster GVA/productivity gap.

14.12 Inward Investment, Diversification and Sector Growth projects are (mostly)

uncosted with those providing estimates amounting to approximately £16m of which logistics comprises the majority and several environmental schemes comprise more of the balance. Outputs are yet to be determined and are likely to involve land developed, new jobs and CO2 reductions.

Management and Finance 14.13 The lead role for this combined theme will be performed by DMBC. The standard of

service needs a total offer in order to be effective with customers, so a coordinated/multi-agency approach is necessary. Yorkshire Forward has a critical investment leads generation role, through its marketing and its strategic Key Account Management relationships with significant businesses. Although this field of work is fiercely competitive, the interests of the customer and of the region require collaborative working with neighbouring authorities and appropriate protocols.

14.14 Finance for implementation will include DMBC, Yorkshire Forward and some ERDF

money. Specific projects may also access other sources (e.g. EAFRD, ALFS, DEFRA, EP/HACA).


Directorate of DMBC and include the commissioning of delivery. Who are the key partners? 14.16 Key partners include DMBC, Yorkshire Forward, Take Off at the Airport, RHADS

Airport, Business Link, Invest in Doncaster, Directions and the other South Yorkshire Authorities.


Indicator Status Resources Timeline

Digital Region

• Businesses accessing broadband.

• Improved digital access across the sub-region.

• Improved competitiveness to attract and retain growth business.

• Support for growth sectors in Doncaster

NI 151 NI 171

Funding Secured ERDF P4 bid submitted. Awaiting Decision for £30m sub-regionally.

2009-2012

CDI Strategy and Action Plan

• Business growth in CDI.

• Increased awareness of sector in Doncaster.

• Attract inward investment.

• New businesses created.



• CDI sector growth.

NI 151 NI 171

Underway ERDF P2 enquiry form submitted – awaiting decision.

2009-2011

Logistics Strategy

• Doncaster seen as a primary logistics area in the UK.

• Increased logistics investment in Doncaster.

• Improved transport links for logistics operators and the staff who work in strategic warehouses.

• Higher skilled workforce ensuring more advanced logistics jobs are created in Doncaster.



• Exploit Doncaster’s transport infrastructure to provide new opportunities for employment and growth.

NI 151 NI 171

Underway ERDF P2 enquiry form submitted – awaiting decision.

2009-2011

47



• Doncaster seen as a national centre for Logistics Excellence.

• Collaborative effort especially in relation to skills and training.

• Link with different transport modes.

Biomass Social Enterprise

• Increase number of biomass boilers in Doncaster.

• Reduce CO2 emissions.

• Become a leader in the use of innovative environmental technology.

• Reduce emissions within the Borough.

NI 151 NI 171 NI 186

In Development Funding Secured for full time post and Modern Apprentice.

2008-2011

Carbon Sequestration

• Reduce CO2 emissions.

• Engage in Carbon Reduction Target process.

• Promote Doncaster as a green tourism destination.

• Become a leader in the use of innovative environmental technology.

• Reduce emissions within the Borough.

NI 151 NI 171 NI 186

In Development Feasibility Study undertaken. Project being development by the Humberhead Levels Partnership. Further funding to be secured.

TBC

Development of Doncaster’s Green Tourism Offer

• Increased visitor numbers.

• Promote Doncaster as a green tourism destination.

• Improved access to the natural environment.

• Exploit Doncaster’s green infrastructure to attract visitors to the area.

NI 151 NI 171 NI 186

In Development Project being developed in partnership with DMBC, Doncaster College and Natural England.

Awaiting the results of the Visitor Economy Study.

TBC

Visitor Study to be completed • Gain a full NI 151 Funding Secured ERDF P2 enquiry form 2009-

48



Economy Study

April 2009.

understanding of the visitor economy in Doncaster and how regeneration can impact upon this.

NI 171 submitted – awaiting decision.

2011

Marketing and Image

In development. • Improved competitiveness to attract and retain growth business

NI 151 NI 171

In Development ERDF P2 enquiry form submitted – awaiting decision.

2009-2011

Increased investor support and marketing

In development. • Improved competitiveness to attract and retain growth business.


NI 151 NI 171

In Development To be sought. TBC

Sector Specialists

• Jobs created/safeguarding (2008/09 114, 2009/10 114, 2010/11 114)

• Business Supported (2008/09 23, 2009/10 24, 2010/11 24)

• R&D Collaboration (one each year)

• Private Investment (£0.93m per annum)

• Investment projects (5 per annum)

• Businesses Created (4 per annum)



NI 151 NI 171

Underway 2 Key Account Managers appointed Jan/Feb 2009. 60 Key accounts identified as largest employers in the Borough. Business types are, logistics, rail, manufacturing and Business Professional Services. Business, Professional and Financial Services sector specialist appointed. CDI sector specialist appointed.

2009-2011

49

50



Advanced Manufacturing lead awaiting appointment.

*Robin Hood Growth expressed in Theme 3 also delivers the objectives of this theme and should be considered along side this theme.

51

15. THEMES 7 + 8: Social Regeneration and Economic Inclusion Delivering Local Area Agreement Priorities: A Prosperous Place: Ensuring Doncaster takes its place alongside other great cities in terms of economic growth, design, housing and transport links:

1. Create enterprising and working neighbourhoods across the Borough; 2. Foster Innovation, Enterprise and Economic Diversification;

Skills and Lifelong Learning: Giving local people the chance to take advantage of economic growth and enjoy a variety of creative, cultural and learning opportunities that improve their quality of life:

3. Raise aspirations and transform the skills levels of Doncaster’s working age population;

4. Raise aspirations and transform educational achievement; Rationale and Background 15.1 These two strategy themes have been combined for Business Plan purposes. Their

strategic policy imperative is the locality-based and personalised approach to, in particular, areas and people facing disadvantage in order to connect them to economic mainstream opportunities. Please see 6.9 and 6.10 in the Economic Strategy which describes in detail the baseline position and why this is such a key issue for Doncaster. This can be found at http://www.doncaster.gov.uk/working_in_doncaster/economy_and_enterprise/an_economic_strategy_for_the_borough.asp and further analysis of the critical success factors can be found at http://www.doncaster.gov.uk/Images/Critical%20Success%20Factors%20-%205_tcm2-51687.pdf). The primary vehicle to deliver locally based personalised support to individuals and communities is the Work, Skills and Enterprise Programme. This single programme is funded from multiple sources and is embedding the Economy and Enterprise theme at neighbourhood level through the integration and delivery of the programme through the neighbourhood model of service delivery. The programme’s strong geographical focus on the most deprived communities ensures that there is a coherent service offer to customers and clients and that these can be accessed where they are most required.

15.2 The Enterprise dimension is included under Success Doncaster in the Technology,

Innovation and Enterprise theme and is delivered as part of the Work, Skills and Enterprise programme through the neighbourhood delivery model as described above.

15.3 The approaches here represent a new approach to development and delivery of

economic development activity. This will involve a change in working and delivery practices, which will involve a big change management process to accomplish and to embed.

Proposal and Status 15.4 The proposals include:

• Completion of neighbourhood economic plans for 12 of Doncaster’s 16 neighbourhoods (the most deprived communities), their appraisal, potential thematic integration and (then) delivery using existing programmed resources to a large degree.

• Contributing to the Dearne Valley visioning exercise (with Rotherham and Barnsley) and assessing how outcomes sought in Doncaster can be accommodated.

52

• Employability Programme, building on WNF-supported delivery, which intensifies demand-led employer engagement, supports and embeds access to work and progress in work and reaches into neighbourhood economic plans to provide customised ‘whole person’ support.

• Develop cultural and leisure opportunities which impact on increasing opportunity for local communities to engage in economic regeneration through attracting inward investment, reducing health and education inequalities through focused programmes. This will be delivered through the creation of one strategic leisure and cultural delivery arm (DMBC have currently engaged the services of a specialised consultant to review the various options to include a trust, a hybrid trust, the private sector and an in-house delivery model), working in partnership with the Doncaster Active Partnership.

15.5 Work under this combined theme includes scoping

work (e.g. BSF, Dearne Valley), proposals from neighbourhood plans where approval is imminent and the delivery of the current employability programme.

Case Study: John from Intake was signed up onto the Job Mate programme. John had been unemployed for 14 months. When John gained an interview through Reed in Partnership the Job Mate provided support and interview preparation prior to the interview. He gained a work trial after his interview, which has led to permanent employment and will receive continued support from a Job Mate.

15.6 Projects are listed under the two separate themes in

the Annex, accompanied by project record sheets. Risks and Issues 15.7 This is a new way of working for the authority with the

delivery of Economy and Enterprise activity being integrated into the neighbourhood model.

15.8 Working closely with the community to identify their

needs raises expectations that action will be taken to meet these needs. This is a risk that will need managing closely as resources are finite and will not be able to fund all the projects that the neighbourhood plans are identifying.

Resources and Impacts 15.9 Resource implications are known for the current WNF-supported programme during

2009/10 and 2010/11. An important emphasis in this theme is effective resource utilisation, cutting across agencies’ and the Council’s budgets, in the interest of customers (people and employers). Intensification of delivery by accessing European Structural Funds (ERDF and ESF) is envisaged, not least in anticipation of more difficult labour market contexts.

15.10 Outputs and impacts are to be formulated once the planning processes are

completed. The current WNF-supported programme is an important deliverer of targets relating to reducing numbers on out-of-work benefits, increasing the employment rate, raising qualification levels, reducing NEET numbers and tackling different aspects of poverty. The economic climate may make it harder to achieve net impacts over the next 3 years, but no less important.

15.11 Social Regeneration and Economic Inclusion projects are now costed. However,

the principle of the programme is to maximise the potential of, and lever added value to, projects such as Building Schools for the Future (BSF), the Leisure Trust, Housing Decency Programme etc. The types of economic outputs likely to be

53

delivered relate to employment rates, benefits claimant rates and reduced concentrations of deprivation.

Management and Finance 15.12 The lead role for this combined theme is DMBC. Working arrangements include

coordination through City Strategy on worklessness and joint working with Barnsley and Doncaster Councils relating to the Dearne Valley. As noted above, the Economic Strategy agenda has to be customised to frontline/grassroots workers for whom this agenda may be comparatively new compared with approaches to local regeneration and neighbourhood renewal in the past.

15.13 Finance to be utilised includes mainstream programmes’ resources as well as those

of DWP/ Jobcentre Plus, special allocated funds, e.g. WNF and aspects of LEGI and external resources (Yorkshire Forward, ERDF, ESF, EAFRD etc) to be accessed on a projects and programme basis.


Directorate of DMBC and include the commissioning of delivery. Who are the key partners? 15.15 Key partners include; Success Doncaster, Neighbourhoods, Yorkshire Forward,

Learning and Skills Council, Business Link, Doncaster Primary Care Trust and Job Centre Plus.



e The Work, Skills and Enterprise Programme (Success Doncaster) incorporates the following elements:

Borough Wide: • Enterprise element (see theme 1) • Employability Programme; • Job Match; • Job Mates; • Financial Inclusion (including Welfare Rights); • Aspiration Doncaster (Borough wide element with a strong neighbourhood focus). Neighbourhood Specific • Neighbourhood Plans with interventions specific to one or more neighbourhood

Neighbourhood Specific Neighbourhood Plans

Examples of proposals emerging through Neighbourhood Plans, subject to confirmation and procurement are: • Jobshops (Opportunity

Centres); • Job Match; • Brighter Futures

(Condition Management Programme);

• Life Coaching; • Image and Marketing; • Supporting Youth

Education and Employment Development;

• Volunteering; • Outreach and

• Assistance for individuals across the Borough to work, skills or business start ups through the removal of barriers and providing tailored support.

• Reduced levels of worklessness.

• Increase income levels,

• Raised aspirations. • Ensure Doncaster’s

residents access new opportunities presented by the regeneration of the

NI 151 NI 152 NI 153 NI 171

All at draft stage – projects will be on the ground on an on-going basis from April 2009

£18m WNF 2009 – 2011

55



e Engagement;

• Fire Service Role Modelling.

Borough.

Borough Wide Employability Programme (Also included in Theme 2)

• Currently in development.

• Includes proposals for; employer engagement, maximising supply chain opportunities, business key workers and employee mentoring





residents access new opportunities presented by the regeneration of the Borough.

NI 151 NI 152 NI 153 NI 171

Allocation confirmed within Geographic Programme.

£3 million from Geographic Programme to be finalised. Outline Business Plan approved – Full Business Plan to be considered in April 2009.

April 2009-2013.

Aspiration Doncaster (Also included in Theme 2)

• Increased numbers of young people and adults gaining qualifications through apprenticeship schemes.

• Increased take-up of apprenticeships by Doncaster businesses

• Assistance for individuals across the Borough to work, skills or business start ups through the removal of barriers and providing tailored

NI 151 NI 152 NI 153 NI 171

Full specification currently in development.

Co-ordinated programme To be finalised but anticipated this will incorporate a range of funding streams.

April 2009-2011

56



e and public sector organisations.

• Raised post-16 participation in schools and college.

support. • Reduced levels of

worklessness. • Increase income

levels, • Raised aspirations. • Ensure Doncaster’s


Job Match • Increased numbers of individuals engaged in basic skills and progressing to first full level 2 qualification.






NI 151 NI 152 NI 153 NI 171

In Development Options being explored – more detail should be available in Feb 2009.

TBC

57



e Job Mates • 2000 people on

caseload. • 600 in sustained

employment to 2011.






NI 151 NI 152 NI 153 NI 171

Underway £2.2 WNF secured with access to £400,000 barrier breaker fund.

Oct 2008 – March 2011

Rural Capitals

• Create managed work space in targeted rural settlements.

• Affordable and accessible workspace in rural settlements.

NI 151 NI 152 NI 153 NI 171

Funding Secured £600k Secured from Rural Capitals (Yorkshire Forward)

2009 – 2020

Financial Inclusion

• Internal delivery of welfare rights.

• External promotion for service capacity for support. 5,000 beneficiaries to be supported.


NI 151 NI 152 NI 153 NI 171

Key element of overall programme

Final stage of procurement

April 2009 – March 2011

58

59







60

16. THEME 9: Quality Housing Delivering Local Area Agreement Priorities: A Prosperous Place: Ensuring Doncaster takes its place alongside other great cities in terms of economic growth, design, housing and transport links:

9. Deliver high quality housing for Doncaster residents now and in the future. Rationale and Background 16.1 The Economic Strategy incorporates this theme to ensure that the economic growth

ambitions are realised, hand-in-hand, with housing growth including affordability and environmental sustainability. Doncaster is a Housing Growth Point (see 6.11 in the Economic Strategy, this can be found at http://www.doncaster.gov.uk/working_in_doncaster/economy_and_enterprise/an_economic_strategy_for_the_borough.asp and further analysis of the critical success factors can be found at http://www.doncaster.gov.uk/Images/Critical%20Success%20Factors%20-%205_tcm2-51687.pdf).).

16.2 Current housing market conditions are a constraint on the pace of progress under

this theme but also provide the opportunity for sound long term strategic planning through the LDF.

16.3 The creation of the new Homes and Communities Agency offers a new opportunity,

which broadens approaches to housing.

Case Study: The Gypsy and Traveller community in Doncaster is 2% of the whole population and the largest ethnic minority within the Borough and therefore ensuring the accommodation needs of gypsies and traveller are met has been included within the wider housing priorities. The impact of this can be seen at the Nursery Lane site where improvements are being made at present. Improvements include a utility block for the residents, comprising of showers, toilets, general utility space and a study area offering the resident children opportunities to improve their educational attainment. Mains electricity is also being installed onto the site, to reduce the amount of air pollution emitted from the existing generators on site. There will be a rolling programme to make improvements across other Council owned sites.

Proposal and Status 16.4 The Housing Strategy provides a strong strategic direction for housing in the Borough. The priorities highlighted for Housing Growth are:

• To deliver housing growth; • To produce an Affordable Housing

Strategy; • To produce a Private Rented

Sector Strategy. 16.5 For Housing Regeneration are:

• St. Leger Homes of Doncaster housing;

• Quality housing and the climate change agenda;

• Neighbourhood Hit Squads; 16.6 For Housing Inclusion and Access:

• Support People; • Young People’s Housing; • Older Person’s Housing; • Homelessness Strategy; • Refugees and Economic Migrants; • Gypsies and Travellers.

61

Risks and Issues 16.7 The process of developing projects and the subsequent review cycles of these

projects are in need of improvement to ensure that the direction of projects are constantly aligned to the strategic priorities.

16.8 Mitigation to the economic downturn could come potentially from the Housing

Association as land value has drastically reduced which has had a detrimental impact on the private housing but the Housing Association could subsidise housing development to assist the market.

Resources and Impacts 16.9 Some capital funding is programmed or being sought (approaching £40m),

excluding any public sector costs associated with Carbon Challenge at Brodsworth Woodlands.

16.10 Economic outputs and impacts from this theme are largely of an indirect nature,

although availability of housing in well-designed and managed places/communities is part of the economic product of the Borough.

16.11 The Quality Housing projects have identified costs of some £28m and unknown

costs relating to Brodsworth Woodlands. Outputs will be in the nature of new and improved homes, CO2 emission reduction and, at Brodsworth, employment and some new VAT registered business.

Management and Finance 16.12 Lead responsibility rests with DMBC but includes partnership arrangements with

Barnsley and Wakefield, and with Transform South Yorkshire. EP currently has the lead management role relating to Brodsworth Woodlands. Integration of housing projects with other themes is a corporate and multi-agency responsibility.

16.13 Sources of finance include the Regional Housing Board, HMRF and DCLG.

Community Infrastructure finance is being sought from DfT. Who is leading each section? 16.4 The lead roles on managing the proposals are fulfilled within the Development

Directorate of DMBC and include the commissioning of delivery. Who are the key partners? 16.5 Key partners include St. Leger Homes, Transform South Yorkshire, Regional

Housing Board and DMBC.

63



Housing Growth Point

• 4428 new housing complete.

• Improved housing offer for residents of Doncaster.

• Improved housing offer to attract and retain a growing workforce.

• Support the development of safer, stronger and sustainable communities.

NI 154 NI 158 NI 187

Plan Approved £650m private capital. 2008 – 2011

Affordable Housing Strategy

• 761 Section 106 affordable homes, rented.

• 30 empty private sector properties back into use for affordable housing.

• HC funded homes rented.




NI 154 NI 158 NI 187

Plan Approved £110m private investment. £750,000 DMBC Capital Programme. £14m HC Grant.

2008 – 2011

Private Rented Sector Housing

• 100 PRS properties accredited.

• 3000 PRS enforcement action imitated.

• 180 Property appreciation loans.

• Disabled facilities grants.



• Support the

NI 154 NI 158 NI 187

Plan Approved Staffing Resources Secured. £4.7 m.

2008 – 2011

64



development of safer, stronger and sustainable communities.

Quality Housing and Place Shaping

• 367 homes demolished in the priority areas.

• 975 home refurbished in the priority areas.

• 1568 new homes built via developer panel.




NI 154 NI 158 NI 187

Plan Approved DMBC £4.7 HMRF £8.7 Private £140m

2008 – 2011

St. Leger Homes of Doncaster Housing

• Homes made decent. • %decent homes annual

allocation spent. • % homes remaining non-

decent.




NI 154 NI 158 NI 187

Underway 2008/09 £54m 2009/10 £44m 2010/11 £41m

2008 - 11

Quality housing and the climate change

• Number of householders assisted with energy measures.

• Householders taken out of


• Improved housing

NI 154 NI 158 NI 187

Plan Approved DMBC £1440k plus staffing.

2008 – 2011

65



agenda fuel poverty (DMBC) • 1415 t/c Reduction in

carbon emissions. • 3 Innovative proposals for

eco-housing project.

offer to attract and retain a growing workforce.


Neighbourhood Hit Squads

• Target specific neighbourhoods to make direct improvements




NI 154 NI 158 NI 187

Plan Approved DMBC Housing Capital Programme and HCA Funding.

2008 – 2011

Supporting People

• 100% Supporting People grant spent each year.

• 98.6% number of vulnerable people supporting to maintain independent living.




NI 154 NI 158 NI 187

Underway £22m Supporting People Grant.

2008 – 2011

66



Young People’s Housing

• Addition young people housing units completed.

• Young people’s supported housing schemes completed.

• Improved housing offer for young residents of Doncaster.



NI 154 NI 158 NI 187

Plan Approved Delivered through various funding pots and will incorporate elements of other schemes.

2008 – 2011

Older Persons Housing

• Additional older persons unit completed.

• Older persons unit reprovided or remodelled.

• Improved housing offer for older residents of Doncaster.


NI 154 NI 158 NI 187

Plan Approved Delivered through various funding pots and will incorporate elements of other schemes.

2008 - 2011

Homelessness Strategy

• Households in temporary accommodation at year-end.

• Households in Bed and Breakfast Accommodation at year-end.

• Improved support for the homeless.


NI 154 NI 158 NI 187

Underway £110k 2008/09 £110k 2009/10 £110k 2010/11

2008 - 2011

Refugees and Economic

• 136 homes made available.

• Improved support for refugees and economic migrants

NI 154 NI 158 NI 187

Plan Approved Home Office Grant. 2008 – 2011

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Migrants to access housing. Gypsies and Travellers

• New pitches completed inline with assessment

• Improved access and quality of sites for gypsies and travellers.

NI 154 NI 158 NI 187

Plan Approved DMBC Housing Capital Programme and CLG Funding.

2008 – 2011

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17. Sustainability 17.1 The Business Plan is a high-end strategic document that encapsulates many work

streams and projects that are in progress or are yet to begin. To ensure that development in Doncaster is truly sustainable there has to be an understanding of sustainability and how this impacts on the delivery of the Economic Strategy. There are three strands to sustainability: Economic, Social and Environmental. Achieving a balance between these three strands is vital to ensure sustainability of Doncaster’s regeneration.

17.2 The physical regeneration projects, in due course as part of the planning application

procedure, will need to meet the demands of sustainability through processes such as Environmental Assessments etc.

17.3 Other forms of regeneration such as social regeneration will not be captured under

any statutory duty and therefore should look to complete the Sustainability Appraisal Toolkit. Priority such as these in the Business Plan, once progressing beyond the concept stage, also need to be challenged during development to ensure alignment to the sustainability objectives for the Borough: These objectives include: • Support Sustainable Transport • Reduce Impact on Climate Change • Increase the Region’s Resilience to Climate Change • Improving Productivity and Increasing Innovation • Meeting Housing Availability and Affordability Needs • Improve Public Health and Reducing Obesity • Improve Educational Attainment and Developing Skills • Reducing Violent Crime • Reducing Inequality and Embracing Diversity • Achieving Sustainable Growth: • Living within environmental limits • Ensuring strong, healthy and just society • Achieving a sustainable economy • Using sound science responsibly • Promoting good governance

17.4 The toolkit will be applied to take into account the bigger picture beyond pure

economic development. Quality of life and cultural diversity refer to a diverse set of physical and intangible factors that determine the attractiveness of an area as a place to live. This has become increasingly important, as growth industries become more reliant on attracting highly skilled mobile workers. The Economic Strategy focuses on key future drivers that will have significant impact on quality of life, in particular: income inequalities, housing, education and skills, and the environment. All of these factors are considered in the sustainability toolkit with the intention that, when worked through, linkages can be made within project business plans to develop potential alterations that could enhance the proposals and the sustainability of Doncaster. Where project proposals could impact negatively on any of the sustainability objectives, maximum mitigation should be sought where possible.

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18. Delivery and Management Arrangements A Private Sector led Strategic Partnership - Enterprising Doncaster 18.1 There are two levels to main levels to the delivery and management arrangements

for the Business Plan. At the Local Strategic Partnership (LSP) level the private sector led Enterprising Doncaster board (http://www.discoverthespirit.org.uk) is charged by the DtS board to influence wider economic development priorities and bring the demand and supply sides of the labour market together. The board was instrumental in setting and agreeing the direction as set out in the strategy and had endorsed the Innovation, Aviation, and Skills Strategies. The board has expressed support for the need to maintain the long-term direction even in the context of the economic downturn. The board is one of the key mechanisms to engage with and mobilise the private sector behind the shared vision for Doncaster.

18.2 The Enterprising Doncaster Board has a scheduled annual review to ensure that its

work programme remains fit for purpose. The priorities contained in the Business Plan will continue to be a key factor in setting the ongoing direction of the board.

18.3 Below is a diagram of the Discover the Sprit Partnership structure.

DtS Board

Safer Doncaster Board

Task & Finish Groups

Enterprising Doncaster


Younger Doncaster (CYPPT)


Healthier Communities &

Vulnerable People Board


DtS Partnership Network

Delivery of the Business Plan 18.4 The delivery of the Business Plan will require a whole Council and partnership

approach. This partnership approach will be achieved through the continued engagement and consultation with Enterprising Doncaster. Delivery capacity is an important development requirement embracing policy, programme and project management skills. These are within professional disciplines, multi-disciplinary and generic skills as identified in the Egan Review ‘Skills for Sustainable Communities’.

http://www.discoverthespirit.org.uk/

70

The breadth of coverage of Doncaster’s Economic Strategy puts a premium on these skills which the Academy of Sustainable Communities has identified as being in serious short supply (‘Mind the Skills Gap’).

18.5 Resourcing this capacity is vital to ensure capability to progress the significant

proportion of projects, which are at concept stage on matters of acknowledged strategic importance.

19. Strategic Management /Governance and Integration 19.1 The Economic Strategy includes proposals for interventions, initiatives, projects and

activities, which extend beyond the time period of this Business Plan. Many of the proposals rely on private sector-led actions where having conducive policies and practices can facilitate progress but which do not lend themselves to specification as a project. These policies and practices (e.g. planning, environmental health, licensing, transfer of assets, terms of leases etc) are important enablers of development when administered positively. This means that the Business Plan and its projects are not the sole means to implement the Economic Strategy.

19.2 A key need identified during the Business Plan process has been for an effective

and alert performance management framework in which monitoring of baselines, performance, evaluation and review are second nature. This includes financial and other resources management to ensure support for implementation, value for money, regulatory compliance and financial/budgetary risk management.

19.3 A high level ‘policy watch’ function has been developed in the form of the Economic

Strategy Project Board with a supporting Office Steering Group sitting beneath to perform this function. The structure of both of these groups reflects the whole council approach to regeneration that the Business Plan aims to achieve. The project board will ensure that all material factors are taken into consideration in setting policy and performance standards and in taking decisions. The scrutiny function will examine these matters. The Development Directorate within DMBC is currently being reviewed to ensure the delivery of the Business Plan continues apace. The priorities contained in this Business Plan will be embedded throughout the Development Directorate service plan. The structure for the Project Board is as follows:

71

19.4 Amongst the ambitions in Doncaster’s Economic Strategy are some, which are less

amenable to localisation at a Borough-level. Some policies and programmes are administered sub-regionally and regionally where a customised approach to their targeting and delivery in Doncaster is preferable to creating new projects, which duplicate provision and add to public sector costs. In these cases, Doncaster’s partners will engage with lead agencies to encourage appropriate alignment and delivery arrangements.

19.5 Development of this Business Plan has benefited considerably (in the cases of

Innovation, Enterprise, Skills and Employability) from multi-agency working groups covering policy and practice. This has enabled evidence, mainstream programmes, performance and underserved needs to be understood from which frameworks for intervention result in selected and considered proposals. This approach can be advantageously applied to other strategy themes and their project portfolios over coming months.

doncaster economic strategy: business plan

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