BMBC 21: Barnsleys Local Area Agreement 2008-2011

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OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENTEmployment and worklessnessBarnsley’s employment rate has remained stubbornly fixed at around69% for the last 6 years while the numbers of people claiming workrelated benefits has, until recently, remained very high. And, eventhough numbers are falling, at 17.7% of the working age population it isstill much too high and acts as a drag on the local economy,undermining much of the effort taking place to stimulate demand.Barnsley’s Work and Skills Board has the specific remit to tackleworklessness and low skills in the borough. The initial focus has beenon worklessness and getting people into jobs, in particularstrengthening the links with employers to provide the support to firmswhen they provide employment to someone who has been out of workfor a long period of time.Partnership working has resulted in a reduction in the out of work clientbase over the past 2 years, but much more remains to be done. Asuccessful bid have been made for the European Social Fund (ESF),the Work and Skills Board has utilised Deprived Area Funding toenhance and add value to what is already taking place across theborough and is now focusing on strengthening links with employers tomake sure supply is in line with demand. Closer working with JobcentrePlus including data sharing, should result in a more focused,concentrated effort to ensure a fully effective, joined up service isprovided to the client group. This improvement priority strongly alignswith the overall efforts to reduce poverty across the Borough, includingwork to specifically reduce child poverty.Business start -up and survivalBarnsley is short of businesses and hence jobs. Indeed, the BarnsleyGrowth Plan identifies the need to have an additional 1,550 VATbusiness by 2016. Supporting new businesses and existing businessesthrough their formative years is a priority if the borough is to achieve itspotential. We have communities where there are hardly any enterprises(private, community or social) providing accessible jobs and the dailynecessity services for neighbourhoods. There is a need to stimulate agreater enterprise culture in Barnsley because the area is short ofenterprises and consequently jobs, at the same time making thesupport systems for enterprise formation and growth work a lot betterand in the service of business needs.Focus on growth sectorsBecause the Borough is short of enterprises, most forms of newenterprises grown in or attracted to the borough will be additional andconnected to the support services. This means, though, that partnerswill not be focused exclusively on the key growth sectors, althoughefforts are beginning to strengthen growth in some important sectorsincluding Creative and Digital and Advanced Metal and Manufacturing.99Economic Growth Barnsley’s Local Area Agreement 2008-11
Both are showing signs of improvement, which needs to be maintainedby continuing to support them.As a result of the vision for a 21 st Century Market Town significantgrowth is expected in the following sectors: selected financial andbusiness services, notably those providing support activities for majorcommercial centres in large cities such as Leeds and Sheffield; someproducer services industries, knowledge-based such as processengineering and control, sensors, material expertise, applied in modernmanufacturing, retail, restaurants and commercial leisure.Increase productivity/innovation/research anddevelopment/skillsSkills, as well as being, an acknowledged driver of productivity, areincreasingly essential in order to get a job and sustain employment asthe economy becomes more knowledge based.The job creation, replacement demand and skills needs inmanufacturing, retail, health and care, commercial leisure, constructionand business/professional services industries need to be anticipated towork with Sector Skills Councils and engineer appropriate provisionincluding skills for life and ICT literacy.enable business formation, survival and growth in the volumes to whichBarnsley aspires.In order to deliver against the challenging targets outlined in the GrowthPlan and the LAA, the Barnsley Development Agency needs to realignthe way it operates. It must restructure to move away from being thedeliverer of a range of short-term contracts to become more focused,becoming the key economic agency leading the delivery of the GrowthPlan, including commissioning, holding budgets, performancemanagement and reporting into the One Barnsley structure. In order forthis to take place new external contracts are being put in place andwork is underway to identify core operational budgets required toprovide the policy support and drive to the restructured delivery teams.While the BDA will lead on the economic agenda, a holistic approachhas to be taken to ensure that changes become truly sustainable. Thismeans, for example, that while external relationships are developedfurther, within BMBC we have to work closely with and align ourprogrammes to relevant ones in Children’s Services addressing NEETSand child poverty. The environment and transportation agendas arealso key areas where the interventions need to align to ensureeconomic sustainability.Steps need to be taken to ensure that enterprise, management andleadership skills provision is available in a scale and a form sufficient to100Economic Growth Barnsley’s Local Area Agreement 2008-11
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BARNSLEY’S LOCAL AREA AGREEMENT2
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INDEXFOREWORD......................
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OVERVIEW OF THE OUTCOME ...........
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OVERVIEW OF THE OUTCOME ...........
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CONCLUSION ........................
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INTRODUCTIONThis is Barnsley’s fi
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These reflect the main Government p
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• Museums, Libraries and Archives
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the short, medium and long term pri
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PARTNER CONTRIBUTIONSUnder the lead
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The next section provides a brief o
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Building Cohesive and Enterprising
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• Making a positive contribution
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performance has collectively improv
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Barnsley’s ABG funding allocation
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Comprehensive Area AssessmentLocal
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• Training and Skills - providing
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policies and practices will make a
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Major housing led regeneration sche
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HOW WILL THIS OUTCOME BE MEASURED?D
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CodeRemaining Performance Indicator
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Allied to this is the clear need to
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ensure a seamless end to end manage
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Offender ManagementThe BOMF has str
Page 49 and 50: Harm Reduction Strategy, will infor
Page 51 and 52: Groups, will be able to access the
Page 53 and 54: D = Designated within LAA; N = Non-
Page 55 and 56: CodeRemaining Performance Indicator
Page 57 and 58: IMPROVING THE QUALITY OF LIFE IN OU
Page 59 and 60: Participation in HeritageThe Museum
Page 61 and 62: BUILDING COHESIVE AND ENTERPRISINGC
Page 63 and 64: Social InclusionBarnsley’s integr
Page 65 and 66: common goals without imposing negat
Page 67 and 68: HOW WILL THIS OUTCOME BE MEASURED?D
Page 69 and 70: IMPROVING THE HEALTH OF THE PUBLICA
Page 71 and 72: in 2008. This has been achieved thr
Page 73 and 74: To improve the provision of food in
Page 77 and 78: is fair, accessible and responsible
Page 79 and 80: The successful achievement of such
Page 81 and 82: date. It is also important to note
Page 85 and 86: preventing harm and only intervenin
Page 87 and 88: further distance to travel. The pri
Page 93 and 94: HIGH PERFORMING EDUCATIONALINSTITUT
Page 95 and 96: provision for family support and le
Page 97 and 98: Advanced Learning Centres (ALCs) al
Page 99: ECONOMIC GROWTHOVERVIEW OF THE OUTC
Page 105 and 106: MEETING LOCAL TRANSPORT NEEDSOVERVI
Page 107 and 108: OUR APPROACH: WHAT ARE WE CURRENTLY
Page 109 and 110: improving both internal and externa
Page 113 and 114: ole in the decisions that affect th
Page 115 and 116: placed on customer experience, resp
Page 119 and 120: progress of the Local Area Agreemen
Page 121 and 122: arrangements for each Local Authori
Page 123 and 124: CONCLUSIONBarnsley’s LAA reflects
Page 125 and 126: REFNO:D/N/SNI 4(D)NI 5(N)NI 6(N)NI
Page 127 and 128: REFNO:D/N/SNI 12NI 13NI 14INDICATOR
Page 129 and 130: REFNO:D/N/SNI 20(D)NI 21NI 22NI 23I
Page 131 and 132: REFNO:D/N/SNI 30NI 32NI 33(D)INDICA
Page 133 and 134: REFNO:D/N/SNI 40(D)NI 41NI 42NI 43N
Page 135 and 136: REFNO:D/N/SNI 50NI 51(D)NI 52INDICA
Page 137 and 138: REFNO:D/N/SNI 55NI 56(D)INDICATORDE
Page 139 and 140: REFNO:D/N/SNI 62NI 63NI 64NI 65(D)N
Page 141 and 142: REFNO:D/N/SNI 73(S)NI 74(S)NI 75(S)
Page 143 and 144: REFNO:D/N/SNI 81NI 82NI 83(S)NI 84N
Page 145 and 146: REFNO:D/N/SNI 93(S)NI 94(S)NI 95(S)
Page 147 and 148: REFNO:D/N/SNI 104NI 105NI 106NI 107
Page 149 and 150: REFNO:D/N/SNI 116(D)INDICATORDESCRI
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REFNO:D/N/SNI 120(D)INDICATORDESCRI
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REFNO:D/N/SNI 127NI 128(N)NI 129IND
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REFNO:D/N/SNI 138NI 139(N)NI 140NI
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REFNO:D/N/SNI 149NI 150NI 151(N)NI
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REFNO:D/N/SNI 157(D)INDICATORDESCRI
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REFNO:D/N/SNI 169(N)NI 170NI 171(D)
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REFNO:D/N/SNI 181NI 182NI 183NI 184
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REFNO:D/N/SNI 190INDICATORDESCRIPTI
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GLOSSARYTermDescriptionABGArea Base
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NRFNTAPCTPHSCEPPOPSAsPTERAGRHADSRSS
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BMBC 21: Barnsleys Local Area Agreement 2008-2011

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