Merton Council by xumiaomaio

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									Cabinet
Date: 15 March 2010
Agenda item: 12
Subject: Merton Economic Development Strategy
Lead officer: Chris Lee – Director of Environment & Regeneration
Lead member: Cllr Diane NeilMills
Forward Plan reference number: 823
Contact officer: James McGinlay – Head of Sustainable Communities

Recommendations:
1.    To agree the adoption of the proposed Economic Development Strategy –
      “A New Future: An Economic Prospectus for Merton”.
2.    To agree the further development of the prioritised initiatives and
      subsequent implementation, subject to the availability of funding,


1.    PURPOSE OF REPORT AND EXECUTIVE SUMMARY

1.1   “Part 1” of the Economic Development Strategy was considered and
      agreed by Cabinet 16th March 2009. That document primarily focused on
      plans for the development of Merton’s town centres as successful, vibrant
      and cohesive places to both live and work, as well as setting out a
      programme of activities intended to assist in the mitigation of the impact of
      the recession on Merton’s businesses and residents.
1.2   Cabinet also agreed that further research and analysis should undertaken
      focused on issues such as existing and potentially new industrial and
      commercial sectors. Consideration would also be given to the geographic
      and land issues outside of the town centres, as well as other issues such
      as employment and skills. This “Part 2” of the Economic Development
      Strategy would also seek to address longer term issues relating to
      Merton’s economy, exploring the best combination of options for the
      development of a more diversified and sustainable economic base for the
      Borough; a mix that sought to maximise Merton’s competitive advantage
      where it existed and that offered the potential to attract higher skilled and
      better remunerated jobs to the borough.
1.3   The attached “A New Future” document brings all these strands of work
      together into an integrated and cohesive strategy for economic growth in
      Merton over the next five years.




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2.    DETAILS

2.1   The strategy is founded on the following four core economic objectives:

      x      To improve the average levels of productivity, gross value added
             and hence pay for jobs in Merton
      x      To build on Merton’s strengths in location, attractiveness, brand
             value and expertise to promote its economy
      x      To promote economic resilience in Merton through a diverse local
             economic base which does not rely too heavily on any one sector
             for its continued success
      x      To ensure that activity is delivered in a way that supports other
             values and objectives, notably addressing deprivation in the east of
             the Borough and protecting built heritage and the environment.

2.2   It should be noted that these objectives have been very marginally
      amended in places from those previously presented to and agreed by
      Cabinet in March 2009.

2.3   Whilst intended as a strategy for the next five years, it sets out an
      economic vision for the borough for the next 20 years. The strategy is
      underpinned by a thorough local economic assessment, an analysis of
      employment sites in the borough and a survey of nearly 250 businesses
      located in Merton.

Spatial Considerations

2.4   Wimbledon town centre is by far the Borough’s most significant economic
      location and, therefore, primary economic driver. It currently accounts for
      50% of the Borough’s employment, accommodates nearly half of the
      Borough’s business base (including some high profile businesses) and
      has one of the most economically active populations in London. In
      addition, it provides the greatest volume of higher value added
      employment, has a powerful associated, though economically unexploited
      global brand, is well connected and is the hub of the Borough’s cultural
      and evening entertainment offer.

2.5   One of the key pillars of the strategy therefore, is to build on Wimbledon’s
      considerable strengths by expanding its economic scope and breadth
      beyond the town centre and towards the concept of a Greater Wimbledon
      area. This geography would loosely embrace all or part of areas such as
      South Wimbledon, Wimbledon Park, Colliers Wood and Raynes Park and
      would include almost 80% of jobs in Merton and over 65% of its
      businesses; thereby allowing as much of the Borough as possible to
      benefit from Wimbledon’s reputation and brand.




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2.6   Whilst seeking to maximise the Borough’s greatest economic strength is
      entirely logical, it is important to stress that the rationale for doing so is to
      harness its economic growth (and the employment opportunities that
      would be anticipated to flow) for the benefit of the Borough’s residents as
      a whole - with particular reference to the more deprived areas of the
      borough and through interventions specifically designed to facilitate that
      linkage. The point should also be made that Wimbledon’s current
      economic prosperity as a town centre cannot and should not be presumed
      in perpetuity. The proposed measures will significantly help to reinforce
      and consolidate its current position.

2.7   In addition, it is equally important to stress that the Council remains fully
      committed to the physical regeneration of areas of the Borough such as
      Mitcham and will be bringing forward proposals for Mitcham’s regeneration
      as soon as is practicable. The MoreMorden project remains an integral
      part of the approach outlined by the strategy.

      Sectoral Issues

2.8   These are set out below under broad categories:

         i)      Priority Growth and Opportunity Sectors

         These are sectors already represented within Merton’s economy or
         have the potential to deliver growth and change perceptions within and
         of the Borough. The three that have been identified are the creative
         and cultural industries, business and professional services and green
         industries.

         The creative and cultural industries - strongly centred around
         Wimbledon, already represent a genuinely significant sector in the sub
         region and also in relation to London as a whole. Their growth (in
         conjunction with the cultural and leisure elements referred to under
         Place Making Sectors) below will also help contribute to the
         development of tourism in Wimbledon.

         Business and Professional Services – also primarily Wimbledon
         focused and of significant scale, the growth and promotion of this
         sector (or sub sectors within it) will allow Wimbledon to continue to be
         an effective counterpoint to central London. This sector is also of
         relevance to Morden; in particular in the context of the MoreMorden
         proposals. This sector and its constituent components should be
         fostered through the development of serviced offices, the facilitation of
         new B2B relationships and through marketing and promotion.




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Green Industries - encompassing environmental technology and
services as two distinct sub sectors and seeking to build on the
platform created by the “Merton Rule”, the Mitcham Low Carbon Zone,
the Salix funded work in schools and community buildings, as well as
the borough’s broader green credentials. However, the development
of a green industries sector is less clear cut than the other two broad
sectors referenced above in that more of the market would have to be
“made”. Aside from further developing Merton’s public sector “green
credentials” referred to above, attracting environmental technologies
would be strongly linked to future use/upgrading of the Merton’s
industrial estates which, in themselves need to be considered in the
context of an as yet undeveloped industrial estates strategy. There is
a stronger immediate case to be made for environmental services,
particularly supporting industries such as Manufacturing and
Construction (see Existing Sectors below), with clear commercial
imperatives relating to sustainability.

Other – there is also potential to develop other ancillary sectors such
as, for example, sports science (seeking to build on the locational
strengths associated with the tennis championships) and health and
leisure services/management.

ii)    “Place Making” Sectors

This relates to sectors that contribute to the experience of living and
working in a particular location and would include culture, leisure and
tourism, public services and retail and personal services. To an extent
they could be expected to grow in line with projected population
increases and the economic evolution of the borough, but
improvements within them will lead to uplift in the perceived quality of
an area as a destination. Some of them, such as tourism should also
be considered a potential growth agent in itself.

iii)   Existing Sectors

The manufacturing and construction sectors are the two of most
relevance to Merton. Both are predominantly concentrated in the East
of the Borough, both are in decline yet remain of economic importance
to the borough as significant employers. The issues therefore relate
to the supporting of diversification and improvement of existing
functions, the identification of the future expansion requirements of
growth businesses within the sectors and the reskilling/training of
people in failing companies, as well as the identification/brokerage of
employment opportunities in businesses elsewhere in the borough or
sub region.




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2.9    The strategy document sets out a wide range of potential interventions,
       each of which would make a contribution towards the achievement of the
       stated economic vision and the core objectives. It should be made clear
       that is neither intended nor realistic to suggest that all of these
       interventions will be funded and implemented by the Council immediately
       on the adoption of the strategy. Those projects/ initiatives have been
       considered and those that officers believe warrant further development in
       the first instance are set out in detail at Appendix 2 to this report. In
       summary, they are as follows:

       x      Development of a Greater Wimbledon Vision
       x      An International Biennale for the Creative and Visual Arts
       x      Development of a Luxury Hotel for Wimbledon
       x      A New Cultural Attraction for Wimbledon
       x      Effective Town Centre Management
       x      Effective Inward Investment
       x      Relationship Building and Key Sector Support
       x      East Merton Employment Brokerage Programme
       x      Procurement and Supply Chain Support
       x      Development of Space for Creative Businesses
       x      Development of Flexible Business Space

2.10   It should be noted that some initiatives included within the strategy such
       as the More Morden project and a borough wide programme of business
       support are either in detailed planning or already being actioned. In
       addition, the potential intervention to develop a new cultural attraction has
       been integrated into the more detailed outline of the case for the
       establishment of an International Biennale. No specific project outline has
       been developed for the facilitation of a luxury hotel in Wimbledon at this
       point. On a prima facie basis the case is strong on several grounds, but
       this would need to be tested by the hotel study which forms part of the
       possible future work stream under the proposed Greater Wimbledon
       Vision intervention.

       Relationship to Other Strategies

2.11 The EDS has and will require strong links to other statutory and non
     statutory frameworks and strategies. Its relationship with the Local
     Development Framework is of particular importance. The EDS and the
     LDF Core Strategy must be consistent with and complementary to each
     other.

2.12 It is important to note that the EDS is specifically intended to be a
     prospectus for the targeted stimulation of local economic growth. Any
     implications it carries for spatial planning are necessarily in the longer




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       term and will be driven by growth in business demand as the impact of the
       strategy is gradually realised.

2.13 In the same way, the EDS also closely relates to a number of other
     strategies either extant or anticipated to be developed. These would
     include strategies focused on Sustainable Communities, Climate Change,
     Transport, Employment and Skills, Regeneration and Neighbourhood
     Renewal. Those important linkages acknowledged, the EDS has been
     deliberately constructed as a focused piece of work rather than one
     diffused by seeking to cover too broad a spectrum of activity.

2.14 “A New Future” also strongly resonates with elements of the Mayor’s
     Economic Development Strategy for London

       Supporting the Delivery of the Strategy

2.15   Clearly, any or all activity undertaken in the delivery of this strategy will
       require input, often significant, from the Council’s public sector partners;
       be they members of the Merton Partnership or within the broader South
       London sub region or, indeed, beyond. Consideration should be given to
       how best to capture and harness external agency support and whether the
       existing local partnership arrangements, for example in relation to the
       Local Economy Sub Group, are optimised for the delivery of such a
       strategy.
2.16   The need to build closer and sustained relationships with the business
       community in Merton (and in particular with the growth sectors identified)
       has already been recognised.
2.17   The Council may also wish to consider whether or not it currently possess
       the skills and expertise within its existing officer cohort to deliver some of
       the potential interventions. It may be that some restructuring and/or
       external recruitment, for example within the Sustainable Communities
       Team, would be necessary to equip it with a stronger and more relevant
       suite of skills to best assist the overall delivery of the strategy or elements
       within it.


       The Sub Regional Dimension

2.18 There are many strands to the strategy that could benefit from overview,
     coordination and possible intervention at a sub regional level. It is fully
     acknowledged that agencies such as the South London Partnership and
     South London Business do actively seek to pursue specific themes on
     behalf of the sub region. However, there exists the potential to develop a
     broader and more complex narrative amongst the sub regional local
     authorities, as well as other appropriate agencies, based on




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      mutual/complementary interest. Those issues would include, amongst
      others, inward investment, ICT, sustainability, procurement and supply
      chain development, skills, job brokerage and social enterprise. A more
      committed approach to working at a sub regional level (as well as Pan
      London), with clarity and agreement on priorities would provide an
      enhanced and more credible platform for influencing the activities of sub
      regional, London and national agencies.

3.    ALTERNATIVE OPTIONS

3.1   The Council delivers and/or funds a considerable array of economic
      development related services and initiatives and could continue to do so in
      the current manner – there is no statutory duty on the Council to produce
      an Economic Development Strategy (see 7. below) although a
      requirement on local authorities to produce an annual economic
      assessment is being introduced with effect from April 2010. It follows
      logically that there will be an expectation of local authorities to shape their
      economic development activities in line with those assessments. As a
      minimum and even if not statutorily required, a dedicated strategy is the
      most obvious mechanism for ensuring that necessary alignment.

4.    CONSULTATION UNDERTAKEN OR PROPOSED

4.1   An extensive programme of consultation has been undertaken with circa
      40 public and third sector agencies at a London wide, sub regional and
      local level, as well as with key businesses in the borough.

5.    TIMETABLE

5.1   As referenced earlier in this report, although the strategy articulates a 20
      year economic vision for the borough, in itself the document is intended to
      have an operational lifespan of five years. The proposed interventions,
      once agreed in principle by Cabinet, will be developed into detailed project
      proposals. Clearly, implementation will depend on the availability of
      resources and authority to proceed to implementation will be sought at the
      appropriate level.


6.    FINANCIAL, RESOURCE AND PROPERTY IMPLICATIONS

6.1   The optimum combination of interventions and their most appropriate
      phasing will need to be considered and determined in line with the
      available Council resources, as well as possible external funding sources.
      In a time of significant financial constraint, it is of great importance that
      whichever combination of projects is ultimately agreed is resourced
      sufficiently to allow their full implementation.




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6.2   Approximately £1.3m of Council revenue resources has been currently
      been identified as available to support the delivery of the economic
      development strategy. This sum is an aggregation of a number of sources
      of funding including for example, LABGI and S106.

6.3   The Council’s current capital programme for 2010/11 to 2012/13 includes
      plans for direct links with the EDS such as Heritage/Culture, Town Centre
      Investment and Investment in Industrial Estates.

7.    LEGAL AND STATUTORY IMPLICATIONS

7.1   There is no current statutory requirement for local authorities to produce
      an Economic Development Strategy. However, the Local Government Act
      2000 requires that every local authority must prepare a strategy ('a
      community strategy' – subsequently amended by the Sustainable
      Communities Act 2007 s7 to ‘sustainable community strategy’), for
      promoting or improving the economic, social and environmental well-being
      of its area. The Economic Development Strategy will therefore
      significantly inform successive iterations of that broader strategy.
7.2   In addition and subsequent to the Sub National Review into Economic
      Development and Regeneration published by the Treasury in 2007, the
      Local Democracy, Economic Development and Construction Act 2009
      places a duty on local authorities to carry out an annual economic
      assessment of their local area. This requirement of local authorities is
      currently anticipated to be introduced for the year 2010/11.

8.    HUMAN RIGHTS, EQUALITIES AND COMMUNITY COHESION
      IMPLICATIONS

8.1   The Economic Development Strategy, in conjunction with other directly
      associated strategies to be developed such as with regard to employment
      and skills, will explicitly seek to address issues such as human rights,
      equalities and community cohesion in a comprehensive and inclusive
      manner.

9.    CRIME AND DISORDER IMPLICATIONS

9.1   There are no direct crime and disorder implications for the purposes of
      this report. However, it can be reasonably hypothesised that there is a
      potential correlation between deteriorating local economic circumstances
      and the incidence of some types of crime. The Strategy includes a focus
      and set of interventions specifically designed to help address issues of
      economic disadvantage within the Borough.




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10.    RISK MANAGEMENT AND HEALTH AND SAFETY IMPLICATIONS

10.1      There will be risks associated with the implementation of the
          Economic Development Strategy. They would include, amongst
          others:
          x The continuation/deepening of the economic recession either
            preventing or delaying the realisation of particular schemes in the
            form originally envisaged.
          x As a consequence of the prevailing economic circumstance, the
            information/data upon which the strategy is predicated proving
            insufficiently robust to support the conclusions drawn and
            interventions thereby developed and implemented.
          x Poor programme or project management.
10.2      The Strategy and its associated action plan will be the subject of
          regular internal review and details of any risk implications will be
          identified and reported to the Members Working Group and
          appropriate Panels and Cabinet as and when appropriate.
10.3      There are no health and safety implications associated with this
          report.

11.    APPENDICES – THE FOLLOWING DOCUMENTS ARE TO BE
       PUBLISHED WITH THIS REPORT AND FORM PART OF THE REPORT

11.1   Merton Economic Development Strategy (Appendix 1)
11.2   Proposed Interventions

12.    BACKGROUND PAPERS

12.1   Economic Development Strategy (Part 1) – Report to Cabinet Report
       (Forward Plan no: 719), 16 March 2009
12.2   Merton Local Economic Assessment 2009




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                                                                                                        Appendix 2

                     Projects Prioritised for Further Development/Consideration

1.2 Greater Wimbledon Vision The development of a vision and plan to inform the growth of Wimbledon and its economic
hinterland. This will acknowledge and enhance the town’s role in the economy of Merton and the sub region, supporting a
more diverse range of economic functions and a high quality visitor offer. The Greater Wimbledon Vision is the conceptual
heart of this strategy for delivering sustainable economic growth.
Rationale               There are a number of powerful reasons as to why the development of a Greater Wimbledon Vision is
                        considered an appropriate intervention for Merton:
                        x Wimbledon is by some margin the most important business centre (Three times as many
                             businesses than any other centre within Merton) and exerts significant economic influence over the
                             west of the borough.
                        x Wimbledon is also Merton’s key ‘brand’ and is fundamental to the borough’s economic future. To
                             achieve growth in productivity over the next decade, investment in Wimbledon as the borough’s
                             key growth driver will be critical.
                        x Wimbledon is an increasingly important nodal point; between 2005 and 2008 LUL usage of the
                             station increase by 5m and National Rail usage of the station increased by 3.5m. In addition to this
                             Wimbledon station currently operates near full capacity.
                        x Wimbledon currently lacks a clear offer to investors and businesses, for the town (and borough) to
                             grow, this needs to be articulated more effectively.
                        x Despite its global brand and evolving cultural offer Wimbledon does not capitalise upon the
                             potential to become a more important visitor / tourist location.
                        x Colliers Wood, South Wimbledon, Wimbledon Village and (to a lesser extent Raynes Park) are all
                             part of Wimbledon’s sphere of influence and are part of the area that local residents and
                             businesses categorise as ‘Wimbledon’. Despite this, these areas are not currently benefitting from
                             being part of the Wimbledon ‘brand’ and are unable to define them as part of the Greater
                             Wimbledon economy.
Description –           x The Greater Wimbledon vision will acknowledge the economic role the town plays in relation to the
Components                   surrounding area and will create a holistic framework that focuses not only on the current town
                             centre, but also considers the role of Raynes Park, Wimbledon Village, Colliers Wood, Wimbledon
                             Park and South Wimbledon within a more functional urban economy.
                        x The Vision will outline the components of an improved area in terms of spatial, physical and
                             environmental character, as well as the development of a detailed economic role for the area
                             reflected in the spatial elements of the strategy. A critical requirement is that the vision contributes
                             to establishment of a strong brand identity.
                        x The vision will require a detailed implementation plan that includes agreement on key performance
                             indicators and robust monitoring of performance against these indicators.
                        x The vision will also consider future priorities to help develop the foundations to drive the growth
                             (both in terms of size and quality) of the Wimbledon area. This could include:
                              Increase in station capacity at Wimbledon town centre
                              Acknowledgement of the long term evolution of the economic area eastwards to incorporate Colliers
                                     Wood
                              More functional economic visions for South Wimbledon, Wimbledon Park and Raynes Park
                              Better physical links between Wimbledon Town centre, Wimbledon Common and Wimbledon
                                     Village.
                              A clearer understanding of Greater Wimbledon’s role in relation to Morden, Mitcham and the east of
                                     the borough (and the benefits they can gain from Wimbledon’s growth) as well as its role in
                                     relation to South West London and the London as whole.
Responsibilities        Lead: LB Merton, commissioning appropriate technical support;




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(Lead and Partners)   Partners: AELTC&CC; Local Business Community (including Merton Chamber of Commerce).
Specific role of LB   x LB Merton will resource and deliver (probably using expert support) a vision that not only responds
Merton                    to the needs of the existing business, residential and user communities in Wimbledon, but also
                          transforms perceptions of the town.
                      x Where necessary, LB Merton will take measured risks to ensure that Wimbledon evolves into one
                          of London’s key economic locations.
                      x In addition to the commissioning and project management of the work. LB Merton will also
                          undertake the following activities:
                           Liaise with all key stakeholders
                           Engage with all key target market groups
                           Develop and maintain effective communication channels
                           Operate an effective promotional campaign in line with the improved inward investment offer
Strategic Links       x Links to Merton’s Core Strategy and LDF are absolutely critical to this project. The project must be
                          developed in such a way that the spatial priorities of individual areas are balanced with the
                          economic evolution of the Greater Wimbledon area.
                      x LB Merton should liaise with the GLA to ensure that the evolution of Wimbledon is given greater
                          consideration within the evolving London Plan.
                      x Clear links to the Wimbledon ‘Going for Gold’ Programme (Community Plan LE6)
Funding and           x Consultancy costs for viability analysis, hotel sand tourism studies as well as advice on spatial and
resourcing                sectoral marketing and branding advice of up to around £150,000 £200,000.
requirements          x Further costs will be dependent upon recommendations.
Risks                 x Current weaknesses within commercial property markets will clearly have an implication for the
                          short term tangible delivery of the vision.
                      x Some partners and stakeholders may be resistant to Wimbledon becoming an even more specific
                          element of the LB Merton’s activities.
Link to Economic      x Creative Industries; Cultural and Leisure Services; Specialist Business Services; Retail Hospitality and
Hubs/ Sectors             Personal Services.
                      x Greater Wimbledon (Wimbledon Town Centre, Raynes Park, South Wimbledon and Colliers Wood.


1.5 The Merton Biennale of Visual/Digital Arts: Delivery of a new internationally renowned arts festival which ‘opens up’
Merton and changes perceptions of the borough.
Rationale           The rationale for an intervention of this type is outlined below:
                    x The creative sector is a significant contributor to the Merton economy, currently employing over
                         7,000 people; over 80% of these jobs are located in the “Greater Wimbledon” area.
                    x Sector trends suggest that the creative sector in Merton will continue to grow in the short to
                         medium term.
                    x The borough has failed to capitalise upon the benefits of the Wimbledon brand or the benefit of
                         such a concentration of creative businesses.
                    x Wimbledon College of Art has a global reputation and offers both HE and FE provision. The College
                         produces high quality graduates, although many of them ultimately leave the borough.
                    x A number of stakeholders believe that Merton has the attributes to perform significantly better as
                         a tourist destination.
                    x For two weeks of the year Merton is the focus of global media attention due to tennis
                         championships. It is the opinion of stakeholders that not enough is done to capitalise on this focus
                         or the footfall that this creates within the borough.
                    x If Merton (and particularly Wimbledon) is to become an acknowledged creative node in the London
                         context, it needs high quality events that enhance the brand. Currently, Merton’s events are
                         delivered in an ad hoc fashion and are not delivered in a way that secures the maximum benefit for
                         the borough.
Description –       The Merton Festival of Visual Arts needs to be a high quality, significant event which makes the borough




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Components               the focus of the national and global arts fraternity for the duration of the event. As such, LB Merton will
                         take advice from expert partners on exactly how this could be configured. Possibilities include:
                         x An outdoor arts festival which combines the significant amount of green space in the borough with
                              the growing Creative sector as well as providing greater diversity to the visitor offer.
                         x A mix of internationally recognised artists alongside showcasing local talent, providing a mix of
                              permanent, saleable and relocated exhibits.
                         x This should be accompanied by a high profile media campaign to ensure maximum exposure of the
                              Merton’s Creative brand.
                         x Clearly potential links (in terms of timings) with the tennis Championships and London 2012 should
                              be considered.
                         x To ensure the event is unique in the UK context, LB Merton will work with local technology and
                              software development to demonstrate cutting edge digital and visual art exhibits
                         x The festival must be accompanied by a programme of activities that involve local school children
                              and residents from across the borough. Although the focus will be on Wimbledon, it is important
                              that elements of the festival are delivered in a number of locations.
                         x Active consideration should also be given to the development of a new and innovative cultural
                              attraction for Wimbledon to act as a physical centrepiece of the Biennale, to provide a showcase
                              and additional profile for the creative/cultural sector and to boost the visitor attraction potential of
                              the area.
Responsibilities         Lead: TBC
(Lead and Partners)      Partners: Wimbledon College of Art; New Wimbledon Theatre; Polka Theatre; Arts Council; LB Merton;
                         Visit London; Relevant Businesses from the Creative Sector

Specific role of LB      LB Merton will identify and work with lead expert partners to ensure that the Festival of Visual Arts
Merton                   becomes recognised as a high quality, innovative addition to London’s creative calendar.
Strategic Links          x There is clear potential to link any festival with the Cultural Olympiad as well as with the
                             established and well regarded Wimbledon Book Fest.
                         x Links to the Mayor’s Cultural Strategy (and Cultural Strategy Group), specifically
                              Maintain London’s position as a world centre of cultural excellence
                              World-class culture for 2012 and beyond
                              Strengthen arts and music education for young people
                              Increase access and participation
                              Improve provision in outer boroughs
                              Develop pathways for new talent
                              Create a lively public realm
                              Support grassroots culture
Funding and              x Likely to be upwards of £2.5m (the cost of Folkestone Triennial 1 ). This includes support for artists,
resourcing                   publicity and staffing costs (full and part time).
requirements             x The size and scale of the event will largely be determined by the amount of private sector
                             sponsorship that can be generated. It is envisaged that to reach the scale and capacity needed to
                             drive a change in perceptions of Merton, this will need to be in excess of £2m*.
                         x The event could begin a smaller scale event and expand in the future.
                         x The scale of local authority investment is likely to be in the region of £200,000

                         *Where possible, businesses (not just those in Merton) will provide funding to support the delivery of the
                         festival. Other businesses will act as advocates and assist in the promotion of the event.



         1
             A detailed breakdown of costs can be found at http://www.cabe.org.uk/sea-change/folkestone-triennial/info




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  Risks                 x   Lack of sponsorship or funding presents a major risk to the festival taking place and becoming a
                            regular event.
                        x   Lack of vision and aspiration to do something truly different.
  Link to Economic      x   Creative Industries; Cultural and Leisure Services;
  Hubs/ Sectors         x   Whole Borough, with a clear focus on Wimbledon


 1.6 Relationship Building and Key Sector Support: Deepening of knowledge and relationships with strategically significant
 businesses in the borough and the development of bespoke sector support programmes.
 Rationale             x The Council’s existing knowledge of its business base is rudimentary and it has no mechanism/s
                            (with the possible exception of the Willow Lane BID) through which to develop relationships with
                            the Borough’s business community.
                       x There is a need to forge bilateral and multilateral relationships both at a generic level and also
                            specifically focused on the identified growth sectors.
                       x This activity is necessary as a precursor to effective sectoral promotion/marketing activities, to
                            facilitate clustering and the development of intra business communities, to assisting with inward
                            investment and business retention and to developing sectoral/spatial supply chain networks where
                            appropriate.
 Description –         x Detailed mapping of the Borough’s business base and the identification of key businesses by sector,
 Components                 with particular reference to the identified growth sectors.
                       x Establishment of Borough wide and sector specific business forums and a concerted and
                            coordinated effort by senior LB Merton staff (and councillors), as well as relevant partner agencies,
                            to develop strong relationships with targeted businesses.
                       x Work with those businesses to better understand their individual and collective needs and to
                            promote clustering and intra business relationships.
                       x Develop key cluster/brand for dissemination to and the influencing of target audiences.
                       x To assist wherever possible individual business growth plans including the proactive identification
                            of, for example, potential sites for expansion, future labour and skills requirements.
 Responsibilities      Lead: LB Merton
 (Leads and Partners) Partners: Chamber of Commerce, Business Link, South London Business, Society of London
                       Manufacturers (SOLOMAN).
 Specific role of LB   To provide the overall coordination of the inputs listed above.
 Merton
 Strategic Links       Links to other strategic interventions such as in relation to inward investment, job brokerage, business
                       ambassadors, procurement and supply chain support, school/FE curriculum development.
 Funding and           The coordination would be largely cost neutral as it would be undertaken from within existing Council
 Resource              resources. Indicative costs would be circa £5 10k for additional research into business base (if
 Requirements          required), plus a budget provision of circa £25k pa for an appropriate programme of events
 Links to Economic     x Creative Industries, Business and Professional Services, Green Industries, Culture, Leisure and
 Hubs/Sectors               Tourism, Advanced Manufacturing
                       x Whole Borough



2.1 Effective Town Centre Management: The development of a Town Centre Management (TCM) function which supports the
development of appropriate growing centres within Merton, as well intervening to make them more effective for specific
employment sectors.
Rationale:                      Project Description:
The economic performance        This project will develop of a TCM function that responds directly to the implementation of the
and characteristics of Merton’s Economic Development Strategy. In addition to the delivery of general town centre
town centres varies greatly as management functions (business liaison, crime reduction and environmental improvements)




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do the drivers of their            this should include:
performance and the                x Acknowledgement of the concept of ‘Greater Wimbledon’, providing enhanced resource to
challenges they face. A                 articulate the importance of the town to the area.
bespoke response provides the      x Support significant improvements in line with the ‘More Morden’ proposals.
most effective solution to         x Developing a strong programme of events to promote Mitcham town centre as a retail
addressing these issues                 destination
ensuring better locations in the   x Deliver a service that responds to specific sector opportunities in and around key centres.
future.
                                 All town centre management functions should develop bespoke brands for their location and
                                 ensure that these become a key element of the ‘offer’ in promoting the location.
Key Sectors: Wimbledon – Creative Industries; Cultural and Leisure Services; Specialist Business Services; Retail, Hospitality and
Personal Services
Morden Cultural and Leisure Services; Retail Hospitality and Personal Services
Mitcham and East Merton Cultural and Leisure Services; Retail Hospitality and Personal Services; Advanced Manufacturing and
Green Industries.
Raynes Park Advanced Manufacturing and Green Industries.
Key Locations: Greater Wimbledon (including Colliers Wood and South Wimbledon); Morden; Mitcham; Raynes Park
Lead: LB Merton: LB Merton will develop a new model of town centre management. As part of this the council will engage closely
with local businesses and ensure that these are incorporated directly into local actions wherever practicable.
Partners: Business Community, Other LB Merton departments, Association of Town Centre Managers
Funding: Delivered by re profiling existing TCM resources. May require additional budgets for delivery of sector based events, C.
£10,000 per town centre per annum.


2.3 Effective Inward Investment Process: Significantly improve inward investment activities, providing a clear offer, process and
aftercare service for businesses wishing to locate in Merton, particularly those within target sectors.
Rationale:               Project Description:
The exact process for A coherent Merton offer must be developed and promoted to businesses nationally and internationally.
fielding inward          This intervention area will involve a number of key activities:
investment enquires x Co ordinate development of a robust inward investment offer and proposition for the Borough
in Merton is not              including:
currently clear. There         ¾ Configuring the right investor offer, targeted at investors in identified sectors. This should not,
is no tracking,                      however, preclude the opportunity to attract other forms of quality investment in an
monitoring or follow                 opportunistic fashion;
up and sub regional            ¾ Effective communication of the Merton offer to potential sectors of interest. This requires a
and regional partners                coherent and consistent marketing approach which is aligned with other marketing activities in
are not currently                    South West London.
given guidance on              ¾ Coordinated activity with South London Business and Think London
how to market
                         x Development of a written agreement of roles in relation to South London Business
Merton to potential
investors.               x Initiate an investor development process to educate businesses of the benefits of locating in Merton
                         x Development of an inward investment proposition in line with the objectives of the Economic
                              Development Strategy.
                         x Initial dialogue followed by targeted delivery to specific sectors.
                         x Development and delivery of process for dealing with enquiries (including visits, briefings, rapid
                              response on specific requests).
Key Sectors: All sectors (particularly those identified as key sectors)
Key Locations: All locations (although ensuring sector – location mapping and targeting of key growth locations.
Lead: LB Merton. LB Merton will work with partners to develop clear inward investment propositions for the borough, its key
sectors and the locations prioritised within this strategy.
Partners: Think London, South London Business, Merton Business Ambassadors who will act as advocates for the borough, Other
South West London Boroughs




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Funding: A basic response could be delivered by re profiling roles and responsibilities within LB Merton and working more closely
with South London Business. A bespoke inward investment proposition, along with proposition could cost up to £150,000 per
annum.


3.2 East Merton Employment Brokerage Programme: Delivery of a targeted job brokerage programme from a key local hub in
Mitcham to link local people to the ongoing opportunities available from South West London’s growing economy.
Rationale:                      Project Description:
As previously stated, there     This project is designed to provide a link between the supply and demand side of the job market to
are significant discrepancies ensure that local people in the East of the borough are able to benefit from the South West
between economic activity       London’s future economic success.
levels in the east and the      Building upon the recommendations of Merton’s ‘Recession Action Plan’, this programme will be
west of the borough,            delivered from a prominent location in Mitcham (although it will serve an area beyond the
disparities that are            borough’s boundaries) and will undertake the following:
replicated in neighbouring      x Provide support to get local people into work by providing a personal service, bespoke service
boroughs. Whilst the                 which delivers the following:
Flexible New deal will (in            ¾ Assisted job searching to find work opportunities (specifically targeted at key sectors)
theory) address this for              ¾ Advice about career pathways
groups who are closer to the          ¾ Sourcing relevant work experience and access to third sector placements to boost
labour market, there will still            opportunities
be groups who need to                 ¾ Business start up advice
overcome specific                     ¾ Access to work related training
(locationally focused) issues         ¾ Support in CV development and application development
if they are to access the       x On the demand side, this project will support business to access and recruit staff with the right
opportunities that this              needs for their business and (where relevant) their sector.
strategy could bring.           x Collection of ongoing intelligence on the job and recruitment needs of local (and regional)
                                     employers
                                This project would provide a resource that could be utilised by organisations seeking to deliver a
                                local employment commitment, not just within Merton by across the whole of South West London.
Key Sectors: All Sectors
Key Locations: East Merton hub, serving the sub region as a whole (particularly recognising the relationship between East Merton
and Croydon).
Lead: LB Merton (with JCP)
Partners: Partners: JCP; DWP The Merton Partnership, LB Croydon, LB Kingston, LB Sutton, South London Business, South London
Partnership, Business Community (who will provide the destination to beneficiaries of the programme)
Funding: Elements of the service could be delivered through re profiling existing local support and JCP provision. A more
targeted service could require 5 7 staff as well as rent for appropriate space in Mitcham giving total costs in excess of £600,000
per year when costs of developing a sub regional model are taken into account.


3.3 Procurement and Supply Chain Support –Provision of a capacity building (for suppliers) and brokerage service aimed at
ensuring that, where possible, companies and public sector buyers are able to buy local.
Rationale:                        Project Description:
In addition to generating new     Linked to Merton’s commitment to support green business practices and reduce the carbon
and productive functions within impact of the activities within the borough and the sub region as a whole:
Merton’s economy, it is           x This action will be geared towards ensuring that key businesses in South West London are
important that efficiencies are       fully equipped with quality local suppliers, as far as this is possible, embedding them
sought to ensure that business        further into the local business community.
spend in Merton (where            x The development of supply chain linkages will provide additional opportunities for local
possible) is retained locally. As     SMEs to more effectively exploit market opportunities.
Merton develops a recognised           This should include a dedicated buyer development role, to support the recruitment of
brand linked to the Green
                                             corporates and public sector buyers.




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Economy, it is important that the x     The project will provide a brokerage service introducing local buyers to local suppliers.
environmental benefits of local   x     This will require development of support services for smaller organisations and social
trade are realised.                     enterprises to guide them through complex, large scale procurement systems.
                                  x     A key element will be intensive support for consortia of locally based SMEs (possibly
                                        including social enterprise) that can collectively bid for extensive public and private sector
                                        contracts.

Key Sectors: All (although clear benefits can be gleaned from targeting Construction and Manufacturing)
Key Locations: South West Business
Lead: South London Business / South London Partnership (this should not be lead by an individual borough)
Partners: LB Merton; Chartered Institute of Procurement and Supply; Business Link in London; Supply London; LB Croydon, LB
Kingston, LB Sutton Local businesses.
Funding: A sub regional programme delivered under its own brand with a number of skilled employees (similar to the successful
‘East London Business Place Model’ 2 ) could cost between £500,000 to £750,000. A borough wide project could either be
delivered through existing business support or cost up to c. £150,000 per annum.


4.3 Targeted Development of Space for Creative Businesses Development of appropriate, flexible spaces to allow London’s
creative businesses to locate and cluster in the Wimbledon area.
Rationale:                              Project Description:
Merton, and particularly                If the arts and creative sector in Merton (and Wimbledon in particular) is to develop into a
Wimbledon, has a strong                 productive sector which contributes in a significant way to the economy of the area, it is
concentration of creative businesses important to provide affordable, flexible space to allow creative businesses to locate in the
and the sector is a significant         borough. Importantly, this should provide space for graduates not only from Wimbledon
employer. If the borough is to build    College of Arts, but other relevant institutions within South London (e.g. the Brit School in
on this and become as significant a     Croydon).
creative hub as the West End of the Relevant space should be identified within Colliers Wood / South Wimbledon to help
City Fringe, it needs to provide an     further develop the Greater Wimbledon concept and the extension of the existing town
enhanced (reasonably priced)            centre. This space should be configured in a way that only acts as a repository for
accommodation offer to London’s         businesses, but is also a focal point with exhibition space, food and drink facilities as well
artistic community.                     as teaching and learning spaces.
Key Sectors: Creative Industries
Key Locations: Greater Wimbledon (Colliers Wood and South Wimbledon)
Lead: LB Merton will provide space for all businesses active within the Creative sector either in employment or education,
allowing them to stay and grow in the borough.
Partners: Wimbledon College of Art; Relevant provider of creative managed workspace (e.g. Workplace PLC)
Funding: Nature and level of funding will be dependent upon the demand for space within the borough and the extent of the
offer. Were possible LB Merton should incentivise location for businesses within the creative sector, clearly this will have
implication upon funding.


4.4 Flexible Business Space –Development of flexible small business space at key locations within Merton.
Rationale:              Project Description.
The Merton Business Although further market intelligence and feasibility work is required, the potential of new quality
survey confirmed that business space in the vicinity of transport nodes is a key element of the EDS.
small businesses in     Whilst Wimbledon is clearly the favoured location for small business space the feasibility of locating new
the Borough are keen business space in South Wimbledon and Morden should also be given due consideration.
to access flexible      Future business space in Merton should be delivered in a way that offers relevant services to businesses
small business space and enables them to contract within the space as well as grow.

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which allows their         The following could be included:
business to grow (or       x Clear, specific offer to businesses within specific sectors, depending on the location
contract) without          x Shared administrative services
exposing the               x Shared meeting spaces
organisation to too        x Support for peer to peer networking and support.
much risk.                 Where possible, this should seek to bring existing buildings back into effective use.
                           *Further research into the nature of the current offer will need to be undertaken to ensure this
                           intervention is delivered in a way which capitalises on local demand.
Key Sectors: All sectors (particularly those identified as key sectors)
Key Locations: Greater Wimbledon (Others dependent on feasibility)
Lead: LB Merton will identify locations for the development of possible flexible small business spaces. Once identified the
Borough will test the feasibility of options before seeking development opportunities.
Partners: LB Merton; relevant developer Partners; relevant business support partner;
Funding: Initial feasibility studies and business planning may require specialist support as a cost of c. £20 30,000. The cost of
delivering business space will be largely dependent upon the findings of this work. Were possible LB Merton should incentivise
location for businesses within the creative sector, clearly this will have implication for funding.




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