The London Women�s Enterprise Action Plan

The London Women’s Enterprise Action Plan 2007–2010 Contents Foreword 02 Executive summary 04 Background to the action plan Baseline statistics 10 Summary of objectives 12 How to use this action plan 14 08 Actions 1. 2. 3. 4. 5. 6. Coordination of information, data and research 16 Business support and advice 20 Business finance 24 Private and public sector procurement 28 International partnerships and international trade Business premises 36 32 Results Summary of impacts 40 Women‟s enterprise task force 44 Evaluation framework 45 Further support and information 46 Index of actions 47 Appendix: Additional trends in women‟s enterprise in London 48 Glossary of acronyms 50 Foreword Despite some progress in recent years, the gap between male and female entrepreneurship in the UK remains stubbornly wide with men twice as likely to start businesses than women, and the gap is wider still for young women. If the UK engaged the same level of female entrepreneurship that the USA enjoys, we would have 700,000 more businesses in the UK, with the jobs, growth and prosperity they bring. The newly launched Women‟s Enterprise Task Force will focus on actions designed to ensure that the environment for women-owned businesses improves, whether it‟s through better access to business support and finance, or better data and information. The Task Force will also help transform the UK culture by highlighting the many exemplars of exciting and good business success in enterprises started and led by women. The challenge is to ensure that all those with an interest in the development of women‟s enterprise work in partnership to ensure a real step change over the coming years. In doing so the Regional Development Agencies are vitally important for ensuring that women-friendly business support is incorporated into the mainstream. I recognise the work of key partners within London in developing this Action Plan. It contains challenging targets and objectives, aimed at significantly increasing the number of women starting and growing businesses in the capital. The real test however will be in translating these plans into real changes in activity. This is crucial for the future wealth and prosperity of our nation and greater equality for women. Rt Hon Margaret Hodge MBE MP, Minister of State for Industry and the Regions London is a great world city, a multicultural hub of activity. This diversity is one of our greatest assets, it was instrumental in securing the 2012 Olympic Games and Paralympic Games for London and will be instrumental in securing the economic benefits for London‟s people and business arising out of the game. With a growing economy and population and a great sense of creativity and dynamism, London is firmly established as one of the world‟s most successful global cities. Women‟s enterprise in London reflects the characteristics of London‟s unique economic environment. Of all UK regions, London has the highest rate of female business ownership: 16.7% in 2005 (London Annual Business Survey 2005) and female self employment: 30% (Annual Population Survey). These figures also reflect the significant growth in the number of majoritywomen-owned businesses in Greater London over the last three years, from 9.7% in 2003, to 11.4% in 2004 and 16.7% in 2005 (LABS 2005). However, these figures mask significant variations in the rate of women‟s enterprises across London. This variation reflects the strong correlation of gender-based entrepreneurship with deprivation, ethnicity and other socio economic factors. London Development Agency plays a critical role in ensuring that all groups, including women and women-owned businesses are involved and benefit from London‟s sustained economic success. This action plan covers practical opportunities to support business start-up and growth; improve quality, awareness and access to services and increase strategic development and knowledge. We aim to significantly increase the number of women starting and growing businesses and our target is…by 2010 at least 30% of the capital‟s total business stock will be majority-women-owned businesses. This Action Plan is our first coordinated and collaborative attempt at increasing the numbers of women owned business in the capital. The plan will be evaluated and accordingly revised annually. Actions have been drafted to compliment and support the introduction of the Gender Equality Duty in April 2007 and the role of the new national Women‟s Enterprise Task Force which will work with Government and the Regional Development Agencies (RDAs) and will provide a key driving force for implementing this Action Plan with partners. The Women‟s Enterprise Action Plan is the result of an 18 month consultation exercise, with partners, stakeholder and business women. It is these partners who will be fundamental in delivering this action plan and ensuring all the targets and objectives are met. Mary Reilly, Chair of the London Development Agency Executive summary This Women‟s Enterprise Action Plan 2007–2010 is designed to be used as a practical guide in the day to day running of organisations and services that support women in business in London. Fundamentally all women in business in London will be able to access high quality, relevant and consistent advice through highly informed and committed advisors in all London boroughs. This Women‟s Enterprise Action Plan 2007–2010 is designed to be used as a practical guide in the day to day running of organisations and services that support women in business in London. It has been produced following a robust 18 month consultation process, involving business women, support practitioners and enterprise specialists. We do not however, view this document itself as a result; rather we must consider this action plan as a tool in the process of creating a women‟s enterprise sector in London that fulfils both the fundamental and aspirational needs of women in business. Further sections in the introduction will describe the objectives and themes that have been identified and in the summary of impacts you will find a comprehensive description of the women‟s enterprise landscape that we hope to achieve as a result of implementing the 33 actions outlined here. This implementation will be achieved by both individuals and consortia of practitioner organisations. We anticipate the following outcomes as a result of the 33 actions being implemented: • Fundamentally all women in business in London will be able to access high quality, relevant and consistent advice through highly informed and committed advisors in all London boroughs. Appropriately accredited advisors will be available to all enterprising women across London, with an increasing number taking up business support services. Barriers to entry will be reduced through excellent measures including childcare strategies and transparent routes into enterprise for women in receipt of statutory welfare benefits. The proportion of women from Black, Asian and Minority Ethnic (BAME) communities accessing publicly funded business support services in London will reflect their population locally. • All women in business in London will be financially confident, knowledgeable and successful. Financial support and information services across London will be consistent, top quality and relevant to businesswomen‟s needs. Businesswomen will be confident about sources of finance and an increasing number of women will access angel funds and venture capital. • There will be a synergistic procurement culture across all purchasing networks which facilitates confidence, competence and ease of access for London businesswomen. Purchasing officers and teams will be both informed and passionate about engaging with under-represented businesses. All women-owned businesses will be aware of London 2012 procurement strategies and practices and confident about producing tenders for the Games. Business women will have access to specialised resources for international trade practices and their knowledge of global trade systems and UK trade laws will be on par with that of men. They will also have access to an educative and supportive networking forum on international trade. Women in business will occupy premises that meet their requirements. This is our vision for the women‟s enterprise sector in London. We hope that this action plan will be utilised with this vision in mind. There is already a network of organisations who are enthusiastic and active in these areas and many are mentioned as Lead Delivery Agencies or partners in some of the individual actions. We hope that this action plan will inspire and enable more organisations to participate in the drive to make London an outstanding city for women to do business. Background to the action plan In 2005, the London Development Agency (LDA) commissioned the development of a consultation report called Business Priorities for Women‟s Enterprise in London to drive forward women‟s enterprise agendas across London. The report was published in April 2006 and its results are the main source of development for this action plan. The action plan reflects some of the strategic issues identified in Business Priorities for Women‟s Enterprise in London and has attempted to create a blue-print of activities for the provision of support services to women in business, in line with those strategic issues. The overall objectives of the LDA‟s work in women‟s enterprise are: • to increase significantly the number of women starting and growing businesses in the UK • to proportionately match or exceed levels of women in enterprise in better-performing North American and European countries • to ensure improved support for existing women-owned businesses, especially those seeking to grow • to support and encourage the development of strategic partnerships in the English Regions to champion the implementation of change in policy and practice We have avoided repeating information here that can be found in the more detailed Business Priorities report. Instead this action plan is intended to convert the dialogue and recommendations already presented into actionable points that can be delivered by willing providers. For more information about the background context, strategy and targets that have informed this action plan, please refer to the accompanying Business Priorities for Women‟s Enterprise in London report which can be found on the LDA Website. Baseline statistics The women‟s enterprise sector in London reflects the characteristics of London‟s unique economic environment. Of all UK regions, London has the highest rate of female business ownership: 16.7% in 2005 (London Annual Business Survey 2005) and female self employment: 30% (Annual Population Survey). These figures also reflect the significant growth in the number of majoritywomen-owned businesses in Greater London over the last three years, from 9.7% in 2003, to 11.4% in 2004 and 16.7% in 2005 (London Annual Business Survey 2005). However, these figures mask significant variations in the rate of women‟s enterprises across London. For example, some areas show very high rates of women‟s enterprise whilst other areas have rates that are low (please see Appendix). This variation appears to be a reflection of a strong correlation of gender-based entrepreneurship with deprivation, ethnicity and other socio economic factors. Therefore actions should be scaled and customised to meet the distinctive and at times divergent activity of women‟s enterprise in different areas and communities in London. Primary indicators This table highlights the trends forecast for women‟s enterprise as a proportion of London‟s business stock. All figures bar 2004 and 2005 are forecasts. Year Proportion of majority- women-owned businesses enterprise in London Range in proportion of majority-women-owned businesses enterprise in London Female self employment as a proportion of working age females 2004 11.4% N/A 6.0% 2005 16.7% N/A 6.8% 2006 20.2% 19.2% – 21.2% 7.3% 2007 23.7% 22.7% – 24.7% 8.3% 2008 27.2% 26.2% – 28.2% 8.8% 2009 30.7% 29.7% – 31.7% 9.3% Secondary indicators Please note that all the statistics used here are for 2005, which are the most up-to-date figures available due to all enterprise research being collated after calender-year-end. Indicator Baseline Statistic for 2005 Proportion of majority-women-owned businesses using public business support services 18% of Business Link for London Total Early Stage Entrepreneurial Activity (as a proportion of the total working age female population). London women‟s rate – 5.8% UK women‟s rate – 3.9% Business closures Women ran 13% of all businesses that closed in London in 2005. Proportion of businesses closed for personal reasons Women – 12.5% Men – 5.3% Improved productivity by more than 10% Men-owned – 25% Women-owned – 5% Improved productivity by up to 10% Men-owned – 20% Women-owned – 10% Productivity remaining at same level Men-owned – 42% Women-owned – 65% Majority women owned businesses are more likely to be in Publishing – 34% Education, Health & Social work – 31% Other Community Services – 24% Majority women owned businesses are less likely to be in Construction – 10% Transport and Communications – 9% Other Manufacturing – 8% Banking and finance – 6% Trends for ethnicity (Please note these figures mask greater variation at the specific ethnic level.) In London, women ran: 25.5% of black-owned businesses 18% of white-owned businesses 11.7% of Asian owned businesses Sources: Business Link (2005), Global Entrepreneurship Monitor, Business Closures in London Report (2005), London Annual Business Survey (2005) Summary of objectives This action plan has been designed around three key objectives that have been identified through the consultation process. 1) Support business start-up and growth for women 2) Improve quality, awareness and access to services 3) Enhance coordinated strategic development and knowledge The objectives have deliberately been identified at a fundamental level. There is a feeling amongst women entrepreneurs and business owners that the key issues are in basic infrastructure, commitment and delivery. To address this requirement, we have structured the individual plans under each action, by these objectives. 1. Support business start-up and growth for women A generic need was identified to support women who are considering going into business or who have already started a business. Although there exists a plethora of support organisations, many of the services offered are not perceived as being conducive to women-owned businesses and are often not promoted through channels accessed by women. In addition, many existing business support services do not address the specific barriers that women face, particularly in the transitional phases of women making the leap into self-employment or business. It should be recognised that women are not an homogeneous group and a range of approaches are needed, particularly for the successful targeting of BAME groups. 2. Improve quality, awareness and access to services Where support services do exist, there is a concern that the quality of services was not to a desired standard. Some of this is focused around the expertise and training of advisors, but again, most of this concern is around the infrastructure. Many women are working in isolation, unaware of the scope of services that are available to aid them or feel that publicly delivered support is of little use to them. Women‟s participation in services needs to be increased through a combination of marketing, targeting services more closely to what businesswomen are demanding, and increasing the amount of specialised provision available for them. 3. Enhance coordinated strategic development and knowledge Business support for women is a fragmented sector and our consultation showed that both businesswomen and support practitioners felt that coordination between services was weak. Some of this may be due to competition for resources and clients, which raises issues at a policy level. Enhanced partnerships through development, best-practice sharing, joint ventures and joint research initiatives would enable increased numbers of women to be supported. Critically, it would also create more cohesive and productive business support practices and culture. This is particularly important in light of the Governments current Business Support Simplification Programme (BSSP). How to use this action plan This action plan has been designed for use by practitioners, that is people that support women in enterprise in any capacity. It is an essential guide for individuals who are committed to improving and enhancing the services that they provide. More importantly, this action plan is intended to be used by practitioner organisations. We hope we have provided a starting point for organisations to contribute to actions and plan activity that can produce substantial impact in their sectors and boroughs. Most actions require partnerships between various organisations. There are six principle action themes. 1) Co-ordination of information, data and research 2) Business support and advice 3) Business finance 4) Private and public sector procurement 5) International partnerships and international trade 6) Business premises Each action theme contains between two and eight actions, amounting to a total of 33 actions. The actions are split between the following objectives. 1) Support business start-up and growth for women: 10 Actions 2) Improve quality, awareness and access to services: 12 Actions 3) Enhance coordinated strategic development and knowledge: 11 Actions We hope that organisations will choose to focus their energies on several actions across or within the action themes. We have already, in consultation with practitioners, suggested which organisations may be lead delivery partners or resource providers under each action. Before the addressing of actions, please contact any named organisations to find out whether there are existing strategic plans to tackle that particular action. In addition, we hope that this action plan will be a practical guide in the day to day running of organisations and services and can be referred to as required when improving, amending or adding new services to an organisation‟s portfolio. This action plan does not preclude any activity on the part of the client group, that is women in business in London. Women entrepreneurs and women owned businesses are also welcome to participate in this wide-ranging action process in any way they are willing. We believe that the participation of the client group in activities to restructure, support and improve the sector will add invaluable benefits to the overall outcome of an effective women‟s enterprise support strategy. To this end, this action plan should be made available to any women in business who are interested in this process. The LDA will remain a hub for support and signposting within the framework of this action plan, and it is therefore highly recommended that you liaise with the department at the LDA signposted at the end of this document if you are interested in taking a greater or more strategic role in any of the actions. We hope that organisations will choose to focus their energies on several actions across or within the action themes. Actions Co-ordination of information, data and research “The lack of reliable data has been a major problem in understanding women-owned businesses and has hindered the development of evidence-based policy in the area.” A Strategic Framework for Women‟s Enterprise, Small Business Service, 2003 Context Data and research is essential to understanding the challenges facing women entrepreneurs and to developing effective policies to improve both the quantity and quality of womenowned businesses. However, current data sources and harmonised evidence across agencies are very limited. There are still significant gaps where gender is ignored and programmes do not reflect the differences which often exist between the needs of women-owned and male-owned businesses. The LDA will work with partners to encourage and ensure that more timely and disaggregated data by gender, age, ethnicity and disability is available. This process will be assisted by the introduction of the Gender Equality Duty in April 2007, which will require all public bodies to collect gender disaggregated data. In the USA, gender was added to the US Business Census in 1977. The Women‟s Business Ownership Act 1988 put long-term infrastructure in place to support women‟s enterprise development, including an Office for Women‟s Business Ownership within the Small Business Administration. These public policy initiatives have ensured that women‟s business ownership is central to economic development strategy and have undoubtedly contributed to the relatively high levels of women‟s entrepreneurship in the USA. The gap between male and female entrepreneurship in the UK is among the largest of comparative developed countries – men are more than twice as likely to start a business as women. Gender analysis and budgeting are used to develop policies and programmes by governments in Australia, New Zealand, France, Ireland and Norway. Actions Co-ordination of information, data and research Action Rationale Lead delivery agency and partners Impacts and outcomes Objective 3: Enhance coordinated strategic growth and development 1.1 Disaggregated data Encourage organisations to collect data disaggregated by gender, age, ethnicity and disability (on both clients and advisers) and make this data publicly available. To work towards ensuring that relevant, reliable accurate and timely regional baseline data is available to all stakeholders. LDA and Central Government. Business Link for London (BL4L), local authorities. Achieve relevant reliable, accurate and timely London-wide data disaggregated by gender, age, ethnicity and disability being available to all for policy and practice purposes. 1.2 Business Support Simplification Programme (BSSP) and WOB Ensure there is a Women-Owned Business (WOB) input at all stages of the BSSP and that the rationalised business support portfolio reflects best practice in women‟s enterprise support services. To ensure that requirements of WOB are appropriately represented at all stages of the review. LDA, DTI/SBS, BSSP Team. Prowess (through stakeholder group), Government at all levels. Ensure new portfolio of publicly-funded business support initiatives result in greater relevance and usability for women. 1.3 Coordinated research Influence and support funding bodies to establish collaborative programmes for research into women in business in London. To provide coordinated and cost-effective research on women‟s entrepreneurship by encouraging collaboration and better use of existing funding sources. Higher Education Institutions (HEI) Association of Charitable Foundations, LDA, ESRC, Women in London‟s Economy (WiLE) – Greater London Authority (GLA). Quality research on women‟s enterprise issues is available to a range of stakeholders. Additional recommendations Enterprise events, Higher Education and British Library services need to be marketed more widely to Business Women. 2. Business support and advice Context The Government set two targets relevant to this theme. • By 2006, women will account for 40% of customers using government sponsored business support services • women-owned businesses will account for 18 to 20% of the UK total (from the 2003 level of 12 to 14%) We have yet to reach these targets. Business Link for London, who form the primary source of government-sponsored business support services, continue to reach an average of just 20% female clients. Growth orientated programmes tend to attract even lower numbers of womenowned businesses. Very low proportions of businesses accessing the lucrative public sector and corporate procurement markets are owned by women, especially in relation to evidence from other developed countries. More general observations on women‟s economic participation are even more worrying: in the UK, women are twice as likely to live in poverty as men and face greater risks in coming off benefits. On average, benefits and tax credits comprise one fifth of women‟s income and less than one tenth of men‟s (Fawcett Society 2005). There was a view that a dual approach was needed in the support for women in business. Not all women need gender specific support, but some do, particularly women who may lack confidence, or those who may have cultural issues with gaining support in a mixed gender environment. This necessitates that all advisors should be competent in working with women, facilitated by improved training. Women also felt that they should be offered the choice of seeing a female advisor, or be able to visit a women-orientated support organisation. There is clear evidence that demand from women continues to swell amongst organisations which do specifically target them. There are additional obstacles for women from ethnic minority communities and it is imperative that we start to make tracks in ensuring that numbers of BAME women receiving assistance for business support are proportionate to their representation in a given area. Actions Business support and advice Action Rationale Lead delivery agency and partners Impacts and outcomes Objective 1: Support business start-up and growth 2.1 Information Examine quality and accuracy of information provided by support agencies to women. To ensure that information provided to women in enterprise is relevant and up to date. BL4L. LDA, GLA. All support organisations provide up-to-date, accurate and relevant information for businesswomen. Information is diverse and wide-ranging, meeting the general and specific needs of London‟s business women. 2.2 Supporting growth Evaluate the support offered to women at all stages of business, especially at growth and innovation stages. To provide continuing and longer-term support for women at more advanced stages of business. LDA. Government Office London (GOL), Learning and Skills Council (LSC). Requirements of innovative and/or fast growth women-owned businesses are encapsulated within mainstream business products. 2.3 Innovation The London Innovation Centre will aim to ensure at least 30% of its clients will be women-owned businesses. It will target women business owners through the networking and business support organisations of which they are members. To ensure that appropriate business support and incubator spaces are available for WOBs and that they are aware of, and able to access them. The London Innovation Centre. LDA, GWIN. An increase in successful innovative WOBs and increased profiling of these businesses. 2.4 Diversity and inclusion Investigate and encourage business support provision for Black, Asian and Minority Ethnic (BAME) women. Collate existing research and data on BAME women‟s enterprise and ensure appropriately disaggregated data and research is integral to future strategies. To increase relevance, quality and consistency of support for women with specialised support needs. This will result from evidence based policy. BL4L, LDA, Prowess. The proportion of women from BAME communities using business support reflects their regional population. Action Rationale Lead delivery agency and partners Impacts and outcomes Objective 2: Improve quality awareness and access to services Gender awareness training and flagship providers Provide gender awareness training to business advisors and to sub-contractors within the women‟s enterprise support sector. Increase the number of business support providers with the Prowess „Flagship Standard‟ in London. To provide all practitioners that support businesswomen with the information and insights to recognise and respond to appropriate needs. To develop a strong network of Flagship accredited organisations across London. Prowess. BL4L, LDA, LSC, business support agencies. All practitioners who have a role in supporting women in enterprise have an understanding of, and commitment towards, the economic significance of women in business. Increase high quality and consistent advice and business support services, and numbers of women accessing them. 2.5 Accreditation for business support advisors Investigate the „gender proofing‟ of accreditation for business support providers and advisors working with women. To ensure that appropriate high quality accredited services are offered within business support organisations to women. LSC. SFEDI, BL4L, Customer First, LDA, Prowess, IBA, QCA. Majority of enterprising women have access to advisors who have received top quality, accredited training that is appropriate and conducive to working with women in business. 2.6 Childcare Investigate synergy and impact of childcare related strategies for businesswomen in London. Ensure that provision matches specific needs in relation to women in enterprise. To overcome this fundamental barrier to women‟s economic activity. LDA – Childcare Affordability Programme (CAP). GOL, GLA, LSC, DWP, The Care Network. Childcare and additional care strategies reflect the needs of women already in business or seeking to trade. Childcare is equally accessible to all who require it. Objective 3: Enhance coordinated strategic growth and development 2.7 Mapping exercise and women‟s enterprise directory Produce a clear road map/user-friendly directory of the wider landscape of business support for women for London-wide dissemination. To obtain a clear picture of business support services that are available to women and provide an accessible and indispensable handbook for women in business. BL4L. Prowess, LDA, LSC, FEI & HEI, local authorities. Support is identifiable, accessible, appropriate and consistent. There is a significant increase in the number of women accessing support. Additional recommendations Best practice Explore ways of sharing best practice amongst business support providers, to ensure quality and consistency in the delivery of support and advice. Explore the possibility of establishing a network to lead on this. Women on benefits The transition from being in receipt of benefit into trading is currently a formidable task. From matters such as „earnings disregard‟ to „in work benefits‟, women are often discouraged from formally trading. Women starting up in business will tend to provide a more immediate contribution to the economy: around one in five women come into self-employment from unemployment compared with around one in 15 for men. (SBS, Promoting Female Entrepreneurship, March 2005). Caring responsibilities can also cause additional benefit difficulties for women. It is necessary to investigate what can be done to smooth the way for those women in London who wish to trade formally. Diversity In addition to action 2.4, an urgent need was identified to support more ethnically diverse groups and emerging communities. Mainstream agencies can be viewed as unintentionally non-inclusive, as they may not be empathetic to the particular needs of minority groups. Some work needs to be done to coordinate the work and knowledge of existing BAME women‟s networks and this could be incorporated into a Directory (action 2.7) and potential network web portal. There is a need to ensure clear linkages with the LDA‟s BAME Action Plan and Start-Up and Micro Business Support Programme. Funding of support Explore funding streams for women‟s enterprise support, given the changes to European structural funds. This will ensure sustainability of support services, continuing access for all women in London and achieve continuity of provision for quality and bespoke women‟s business services. This strategy should be led by the LDA and GOL. Policy co-ordination A co-ordinated approach is required across the spectrum of London agencies, in order to support greater numbers of women in business in the capital. Policy sub-groups or consortia should be established to ensure that policy-making at local, regional and national levels is appropriate to women‟s needs. Social enterprise Women who choose to pursue social enterprises and co-operatives should not face additional barriers, but should be able to access appropriate support provision. These should be promoted alongside more traditional business structures. Mainstream advisors may also be less knowledgeable about social enterprise structures or financial capabilities and therefore be less likely to advise on their establishment. This is a growing sector and therefore needs to be addressed appropriately. 3. Business finance Research suggests that gender in itself has no impact on the success of businesses, although women-owned businesses tend to survive for longer. Impact on success and sustainability is most closely related to capitalisation. Context Start-up funding appears to be a particular problem for business support agencies in London. However, it is important to note that all women in business need relevant support, not only women in the start-up phase. Women also require support for innovation, growth, social enterprise and succession planning. Further research and action are required into how support can be tailored to meet businesswomen‟s demands in these areas. The two key areas of concern are: • women capitalise their businesses on average at one third of the level of men. This includes high growth sectors such as technology • women-owned businesses access less than 5% of equity finance Research suggests that gender in itself has no impact on the success of businesses, although women-owned businesses tend to survive for longer. Impact on success and sustainability is most closely related to capitalisation. Coherent responses to both demand and supply side issues are now needed. Actions Business finance Action Rationale Lead delivery agency and partners Impacts and outcomes Objective 1: Support business start-up and growth 3.1 Community development financial institutions Ensure pan-London Community Development Finance Institution (CDFI) coverage and proactively publicise opportunities to relevant communities or local groups. To improve access to finance amongst women in particular communities and areas where access to bank finance is difficult. Community Development Finance Association (CDFA). LDA, interested banks, SBIT, Housing Associations. All women with obstacles to accessing bank finance will have knowledge of, and access to, CDFI finance and a understanding of the role of CDFIs. 3.2 Micro-credit Raise the profile of micro-credit practices and similar peer lending/borrowing systems. Also need to inform business support practitioners of these systems and facilitate the spread of best practice. To increase access to micro-credit and peer group lending/borrowing and support for women across London. Street Cred and CDFA. LDA, London Rebuilding Society, business support organisations. Business support providers understand and utilise this type of approach where relevant. Supply of this service is more closely matched to demand. Action Rationale Lead delivery agency and partners Impacts and outcomes Objective 2: Improve quality awareness and access to services 3.3 Online financial literacy Deliver a pilot online financial literacy training programme building upon existing best practise. To improve and consolidate web-based training in financial literacy. To increase access to financial literacy and business finance learning. LDA (Access to Finance team). BL4L, business support organisations. All women in pre-start, start up and growth business stages are able to access online training and enterprise agencies are able to facilitate use. 3.4 Finance roadshow Deliver further Finance Roadshows for businesswomen to provide direct support as well as signposting women to more in-depth financial education. Could also be used by the sector to consolidate knowledge. To raise awareness amongst women entrepreneurs of the wide range of finance options available and to provide access routes to further support. LDA and Small Business Service (SBS). Full range of business support organisations to be invited. Achieve effective and wide scale awareness of financial support and raising finance opportunities. Enable all women in business in London to be financially confident, knowledgeable and successful. Objective 3: Enhance coordinated strategic growth and development 3.5 Private venture capital Encourage more women to access Investor Ready Programmes (IRP) and investigate possibility of women-only investor ready programmes. To increase the numbers of women utilising investor ready programmes and increase the number of women accessing venture capital and equity funding. LDA and SBS. LDA, CDFIs, Prowess, Stargate (Trapezia). All London women become confident partners of investment interests and successful consumers of both investment programmes and resourcing. 3.6 Women‟s business angel networks Explore increasing the representation of women Business Angels through the establishment of a Women‟s Business Angel Network. To increase the number of women Business Angels and women accessing Angel finance. London Business Angel Network. LDA. The number of women business angels and the number of women accessing business angel funding increases. 3.7 Create seed fund Create a generic seed capital fund of circa £500 per head for potential entrepreneur applicants on benefits with no personal resource. To increase the numbers of women moving from benefits to setting up in business by giving a small level of financial leverage to access other start-up funding. CDFA. Housing Associations, banks. Early stage businesswomen have access to small amounts of startup capital and women are not excluded from accessing finance due to unemployment or benefit status. 4. Private and public sector procurement Context The common observation which informed this theme is that prospective suppliers to local/central government and the corporate sector, understand and have experience of procurement processes. It is this familiarity that allows businesses to take advantage of long-term relationships with larger, consistent clients. Many women-owned businesses lack this experience and hence confidence to consider a procurement contract. This clearly leads to a catch 22 situation, which can only be addressed by committed leadership from public sector procurement officers. Funding the training of procurement officers specifically on practices to encourage diversity in procurement is a priority. Utilising indicators relating to women-owned businesses, social enterprises and SMEs, would support the integration of women-owned businesses into the procurement process. We now have an opportunity to use procurement as a strategic capacity building tool whilst at the same time offering a transparent evaluation process which will encourage SMEs and womenowned businesses to become suppliers to public sector and corporate clients. A mechanism should be developed which translates this qualitative benefit into quantitative values in order to give evaluators and legal/financial officers the confidence to implement benefit more widely and more consistently into the procurement process. Businesswomen and practitioners also identified a related issue; of creating a market by encouraging entrepreneurship and providing routes to market, by bringing buyers and sellers together. Many small and women-owned businesses lack a formal marketing budget and we need to exercise greater creativity in helping to bring innovative products and services produced by small or women-owned businesses to the attention of potential buyers. Actions Private and public sector procurement Action Rationale Lead delivery agency and partners Impacts and outcomes Objective 1: Support business start-up and growth 4.1 Purchaser training Develop and pilot procurement training for public sector organisations. To ensure procurement officers understand the needs and potential of working with WOBs and SMEs. Local authorities and London Centre of Excellence. LDA – Supply London programme. Purchasing officers and teams are informed and passionate about engaging with under-represented businesses. 4.2 A database of accredited WOBs Support the establishment of a national organisation for the development of procurement opportunities between Corporate Britain and WOBs. To provide a direct link between corporations and WOBs to enable the building of mutually beneficial business relationships. Women‟s Business Enterprise National Council US, Minority Supplier Diversity UK, Corporate buyers. The establishment of a new body which will create a database of accredited WOBs for corporate buyers. Objective 2: Improve quality awareness and access to services 4.3 Performance monitoring Explore the possibility of monitoring existing procurement programmes against WOB targets. To ensure that the relevancy of procurement practices are measured. LDA – Supply London programme. TBC Increase the number of WOBs taking up procurement programmes that assist them to meet the tender process requirements and win contracts. 4.4 Panels/Prime Contractors Include women owned SMEs in Panel of Prime Contractors. To provide increased opportunities to WOBs. LDA Procurement. TBC LDA acts as a role model and prime contractor companies visibly support smaller businesses. 4.5 Online Brokerage/2012 Procurement Ensure that web-based resources to help London SMEs to prepare bids and tender for procurement contracts is accessible and accessed by WOBs. In particular explore Olympic and Paralympic opportunities with the LDA Olympic team and the Olympic Delivery Authority (ODA). To notify women owned SMEs of opportunities and provide them with buyers. London Value Chain (LDA). LDA Olympic Opportunities, London Business Club, ODA. There is an improved framework for WOBs to access procurement opportunities and be shortlisted for contracts. All WOBs are aware of London 2012 procurement opportunities. Action Rationale Lead delivery agency and partners Impacts and outcomes Objective 3: Enhance coordinated strategic growth and development 4.6 Meet the buyer Organise “Meet the Buyer” events especially targeted at women owned businesses. To encourage WOBs to participate in and take advantage of procurement opportunities. Supply London. LDA. More WOBs benefit from procurement activities. More WOBs are aware of procurement processes and opportunities. 4.7 Research Undertake research into the links between sectors where women owned businesses are concentrated and the tendering opportunities available in these sectors. To ascertain areas of procurement potential for women‟s enterprises. Higher Education Institutions. LDA. Increase the effectiveness of policy interventions. Additional recommendations Best practice Identify best practice and shared challenges in procurement issues to women-owned businesses in London. This must ensure that procurement processes are accessible and streamlined so that good practice is transferred effectively and widely and duplication of services and support is avoided. A series of case studies should be developed utilising information from all the support agencies and networks. A standard format should be developed to provide consistency and ease of use. This could result in formal recognition of best practice (for purchasers) and success (for businesses). Dissemination of information Close links between public sector procurement officers and support networks is important and such links provide an ideal and cost effective communication route into tendering opportunities. Purchaser training Training for procurement officers at all levels is viewed as essential; this should include training to translate procurement codes and strategies into practical support when tendering with WOBs. Training for procurement officers should not be limited to the available formal accredited training (e.g. CIPS). This is an expensive route and may not be appropriate for all officers. Existing approaches to the identification of training needs should be explored to confirm any gaps. Increasingly, public sector organisations are adopting competency frameworks and these can easily be adapted to include technical procurement competencies. The 2012 Olympic Games and Paralympic Games The opportunity offered by the 2012 Olympic Games and Paralympic Games is important. Attention should be focussed on the supply chain and to existing data which can showcase the extent to which local small businesses have benefited from this prestigious project. The size of a business is a key factor to be considered when looking at the SME market. Many of the businesses seeking support will be towards the micro end of the SME spectrum, that is, typically employing no more than 10 employees and often being sole traders. Any support in this area needs to take account of this factor. 5. International partnerships and international trade Context There are many useful support services available to London SMEs in the area of international trade. However, many women are not aware of what is available. This demonstrates a need for both better communication and of increasing the perception of women as recipients of this type of information. The technical aspects of international trade, joint ventures and partnerships is complex and mystifying – even to seasoned small business owners. It was agreed that support was available, but the lack of technical knowledge on how to piece the trade puzzle together was a primary challenge. There are no known services specifically targeting women to compete internationally. Gender specific services were not seen as the answer, although a targeted awareness campaign and subsidised training/research was perceived to be of great value. One outcome of this could be to provide in-country knowledge to women aspiring to trade internationally. This lack of country knowledge is a significant barrier to international business activities. Without detailed and practical in-country data and in-country partners, women-owned businesses cannot make informed decisions on the viability of global trade. Despite the many training courses identified in London, there does not seem to be a central learning house of trade/export education to help compare what is on offer. Development of an Export Professional Certificate Programme was identified as a crucial component for a broad based strategy to increase export success for women. Initial efforts by the GLE/One London International Trade Programme to develop a three day training event was identified as a possible starting point for a broad based initiative. The following were also highlighted by workshop participants as best practice models: • The US Chambers of Commerce • The Small Business Development Centres (US) • South Carolina Export Consortium (US) • Institute of Export (Manchester) • Welsh Trade International • Women in International Trade • Trade Yorkshire Actions International partnerships and international trade Action Rationale Lead delivery agency and partners Impacts and outcomes Objective 1: Support business start up and growth 5.1 Produce brochure Produce a publication on international trade targeted at women owned businesses. To provide basic, consistent and straightforward information in a more permanent form to women thinking about international trade. UK Trade and Investment (UKTI). Commonwealth Business Council. All women in enterprise have access to a specialised process map for international trade practices including basic knowledge of global trade systems and UK trade laws and relevant bodies. Objective 2: Improve quality awareness and access to services 5.2 Raise awareness Overall increase is required in profiling women in international business, in association with central government, SBS and UKTI. To launch an awareness campaign, develop materials, create an association and fund activities. UKTI. DTI/SBS, Commonwealth Business Council, Women‟s Networks. All businesswomen have the knowledge to access appropriate advice about international trade from suitable and positive advisors. More businesswomen understand and trade internationally. 5.3 Train advisors Inform and train business advisors to be confident and supportive in offering support for international trade. Disseminate existing knowledge and create new knowledge and content. To educate and support advisors about the needs of women business owners. To challenge the negativity of advisors towards women in international trade. UKTI. LDA. All businesswomen are able to access appropriate advice about international trade from suitably knowledgeable and positive advisors. An increase in advisors‟ expectations of women in international trade. 5.4 On-line support Provide relevant, quality, web based information on international trade including an online/distance education programme. To ensure wider access to information and provide focused training in international business for women. UKTI. Commonwealth Business Council, University of East London, Imperial College, oneLondon, LSC. Web-based information via a single portal is available to all businesswomen. Enable women to increase awareness, consolidate knowledge and identify larger scope in business channels. Action Rationale Lead delivery agency and partners Impacts and outcomes Objective 3: Enhance coordinated strategic growth and development Establish WIIT association Establish an Association for Women in International Trade exploring opportunities for collaboration with similar bodies in the USA. To provide a forum for exchanging best practice, contacts and contracts. International Business Networks. LDA. All women already practicing international trade have access to a relevant networking and support body. 5.5 Establish annual event Explore the possibility of an annual conference or trade show targeting women in international trade. To provide a forum for networking and consolidating relationships, learning and experiences. TBC Corporate sector, DTI/ SBS, LDA, Women‟s Networks. All women already trading internationally, and those intending to trade internationally, have access to an educative and supportive networking forum. 6. Business premises Context The provision of business premises is a major part of London‟s economic development strategy. However, women do not currently take up existing mainstream provision at the same level as men. The overarching reason for this may be that there is an insufficient number of premises that meet the needs of some women in their additional and various social roles as mothers and carers. Other roles that influence businesswomen‟s decisions around premises include the following. • Self-employment as a part-time role • Being returners to work for a wide range of reasons • Rural/urban preferences • Being a refugee or migrant with a recent history of UK (self-)employment • Being over 50 and/or having several years of unemployment Other key influencers is security and access issues. Currently there is no coordinated approach between stakeholders for the provision of premises in London or in particular boroughs. Even though boroughs have an economic development strategy which includes business premises, not all stakeholders feel part of this strategy. Training and advice delivered at mainstream workspaces and incubators is not often geared towards the needs of tenants. Many business advisors from mainstream business support and incubation organisations lack the knowledge of trades within the creative, beauty and health industries, where a large proportion of women-owned businesses are concentrated. Many of these trades need to operate at early morning, evening, weekend and bank holiday hours. Women are also requesting the availability of accessible business advice on site and the facilitation of internal supply chains between tenants. Actions Business premises Action Rationale Lead delivery agency and partners Impacts and outcomes Objective 1: Support business start-up and growth 6.1 Benchmarking Disseminate benchmark criteria to assess current and future premises for women-owned businesses (please see Table 1). To recognise and provide business premises fit for women and encourage better use of existing buildings. Private workspace providers (PWPs). LDA, local authorities, Royal Institute of British Architects. Women in business occupy premises that meet their requirements and are in preferred locations. All advisors are aware of the specialised requirements of businesswomen. Objective 2: Improve quality awareness and access to services 6.2 Best practice Undertake best practice and efficiency studies of existing UK and London premises that support women, through roundtable discussions and development partnerships at borough level. To increase knowledge amongst stakeholders of good practice. To develop partnerships. TBC Prowess, LDA, Local Authorities, Further & Higher Education Institutions. Workable guidelines on premises best suited to women-owned enterprises ensure that women are more likely to sustain and grow businesses. Additional recommendations Training professionals Train building professionals in gender issues pertaining to building design. This would effect infrastructural changes that would meet the requirements of women business owners. Policy makers could benefit from learning about different models of development, such as the „enterprise hubs‟ used in other regions that provide entrepreneurs with workspace, access to technology, finance and business support. Workspace provision The Business Incubation Fund, which offers higher levels of grants in disadvantaged areas, could be used to carry out feasibility studies to increase the square footage available to new and growing businesses. The LDA, GLA and regeneration partnerships should consider working with experienced workspace providers (like GLE and other commercial property developers) to acquire and subsidise suitable premises for housing small businesses, particularly in the city fringe areas and in new commercial developments where planning gain can be enforced. Key strategic partners could look into the compulsory purchase of older, derelict or vacant buildings, or development space that is industry specific or helps existing clusters, which could complement the strategy for developing the creative industries. Table 1: Criteria for premises that support women in business (Based on a model by Prowess with additions by consultation/workshop participants) Criteria Details Flexible access and services • 24/7 access • Location (and sound-proofing) is important for creative industries • Flexible duration times for different trades and for part-time and full-time businesses Time limited incubation with planned exit • Fix the maximum duration, but take into consideration the longer incubation times women require. Ensure specific support and monitor and measure the commitment and success of these businesses; ensure clear exit strategy from incubators Security: • Close to car parking • Good lighting • Lifts for accessibility with children • Security guards (regular and known security) • Secure routes to public transport • Close to traditional business areas • CCTV Accessiblity: • Ramps and lifts for disabled access and prams Professional image of premises • Capacity to demonstrate a professional brand • Ability to impact on property and decoration matters Interactive and social • Open and communal areas for meeting in groups and networking to facilitate access to mentors, role models and gatekeepers; potential for cross-sector contacts • Support brokers who might enable networking and entering closed social groups • Link existing business support programmes to premises Business skills training • On-site business mentors/coaches • IT/website maintenance support • On-site business skills training, workshops and professional surgeries (at flexible times and/or links to partner organisation who can provide this on site) Childcare facilities • Commitment to a childcare strategy (such as encouraging childcare businesses in portfolio of tenants) • Ensure child-friendly environment Criteria Details Business support services • Servicing • Reception • Printing and copying • Faxing • Meeting and conference rooms Access to finance • Provide assistance to access loan funds Sustainability • Encourage (through incentives) businesses which are run in a sustainable and ethical way • Encourage businesses with environmental statements • Encourage businesses with diversity statements Social • friendships A place to network and relax, to make coffee and meals, to forge professional Affordability • Rents are conducive to SMEs Results: Summary of impacts Although the timescales for individual actions may be very different and in some cases divergent, it is useful to foresee the overall future that we are attempting to create. If all the actions are achieved, this might be a description of the women‟s enterprise sector in London in 2010, according to our original three objectives. (Please note that some of these impacts will meet more than one objective.) 1. Support business start-up and growth for women Support is identifiable, accessible, appropriate and consistent. There is a significant increase in the number of women accessing support. High quality and consistent advice is available to all women, in all London boroughs. Support organisations provide up-to-date, accurate and relevant information. Information is diverse and wide-ranging, meeting the general and specific needs of London businesswomen. Coherence and complementarity exists amongst all stakeholders and provider agencies involved in women‟s enterprise in London. There is effective and wide scale awareness of financial support and raising finance opportunities. All women in business in London are financially confident, knowledgeable and successful. Financial support and information services across London are consistent, top quality and relevant to businesswomen‟s needs. All women with obstacles to accessing bank finance have a clear understanding of the role of CDFIs and access to CDFI finance as well as knowledge of, and access to micro-credit. All women with cultural preferences (or obstacles to accessing mainstream bank finance) will have knowledge of, and access to faith-based financing. Good practice amongst procurement teams is transferred effectively and widely. Consistency of purchasing is ensured and more women-owned businesses are encouraged and facilitated to tender for contracts and benefit from procurement activities. All women in enterprise have access to a specialised process map for international trade practices including basic knowledge of global trade systems, UK trade laws and relevant bodies. Women in business can access information on premises that are relevant to them, both directly and through informed business advisors. Women in business occupy premises that meet their requirements and are in preferred locations. The growth and sustainability of women-owned businesses is increased through secure premises. The numbers of these premises increase. 2. Improve quality, awareness and access to services Highly informed, committed and in most cases, appropriately accredited, advisors are accessible to all women. Requirements of innovative women in business are encapsulated within mainstream business products. The proportion of women from BAME communities accessing publicly funded business support services in London reflects their representation locally. Childcare and additional care strategies reflect the needs of women already in business or seeking to trade. Childcare is equally accessible to all who require it. We have a simplified and transparent route into enterprise for women in receipt of statutory welfare benefits. All women have a deeper understanding of and affinity to financial sourcing and management gained through education and financial training. All women-owned businesses are aware of London 2012 procurement strategies and practices and are confident about producing tenders for London 2012. All businesswomen have the knowledge and confidence to access appropriate advice about international trade from suitably knowledgeable and positive advisors. Women are informed as much as men about the potential of international trade. Web-based information via a single portal is available to all businesswomen. This enables women to increase awareness, consolidate knowledge and identify larger scope in business channels. Relevant research and workable guidelines into premises best suited to women-owned enterprises ensure that women are more likely to sustain and grow businesses. 3. Enhance coordinated strategic development and knowledge All advisors, policy-makers and businesswomen are aware of where to go for immediate and current information about all aspects of the sector. Relevant, reliable, accurate and timely Londonwide baseline data is available to all for policy and practice purposes. Data in intrinsically disaggregated by gender, age, ethnicity and disability. We have cost-effective collaborative data collection. All advisors and any other people who have a role in supporting women in enterprise have an understanding of and commitment to the economic significance of women in business. Information on Women‟s Enterprise issues are suitably funded, owned and used by a range of stakeholders. More London businesswomen are confident about financing sources and have the knowledge to use this as leverage for other funds. An increasing number of women access Angel funds and Venture capital. There is increased awareness of tax benefits for family and friends supporting businesswomen. All London women are confident partners of investment interests and successful consumers of both investment programmes and resourcing. Early stage businesswomen have access to small amounts of start-up capital. Women are not excluded from accessing finance due to unemployment or benefit status. All women-owned businesses are aware of processes and opportunities for procurement. Prime Contractors visibly support smaller businesses. There is a synergistic procurement culture across all purchasing networks which facilitates confidence, competence and ease of access for London businesswomen. Purchasing officers and teams are informed about engaging with underrepresented businesses. All women already practicing international trade have access to a relevant networking and support body. All women in international trade or thinking about entering international trade have access to an educative and supportive environment for developing domestic and international relationships and consolidating in-country knowledge. They also have access to an educative and supportive networking forum. Women’s Enterprise Task Force The Government has set up a new task force to boost the levels of women in enterprise: the Women‟s Enterprise Task Force will work with Government and the Regional Development Agencies (RDAs) over three years and will provide a key driving force for implementing this Action Top of the agenda for the Task Force is: • assessing the impact of the regional economic strategies in increasing women‟s enterprise rates • evaluating outcomes from the regional Women‟s Enterprise Unit pilots, working with all nine regional development agencies to ensure that lessons from the pilots are reflected in delivery • ensuring comprehensive data is available on women‟s enterprise • increasing awareness amongst women of the type of funding and finance available to assist them in starting and running businesses. The Women‟s Enterprise Task Force will drive and support strategy for women in business in the UK and will be at the forefront of pioneering new activities and partnerships. The Task Force is committed to the objectives of this Women‟s Enterprise Action Plan for London and is available for support and strategic steers, for all delivery organisations wishing to take these actions forward. Evaluation framework The action plan will operate over a three year period between April 2007 and March 2010. The range of actions in the plan requires that evaluation methods employ multiple techniques to measure and determine success and cost-effectiveness. Progress towards the outcomes of the actions will be evaluated annually in March 2008, 2009 and 2010, with interim monitoring at 6 month intervals. The objective of the evaluation is to ensure: • quality and scope of implementation of the action plan by providers and partners • delivery to agreed timescales as agreed at outset by individual partners • actual impacts on women owned businesses Our methods will include: • interviewing programme managers/delivery partners • reviewing the quality of operational documents and practices • analysing quantitative and qualitative information provided by partners • surveying women owned businesses who have been impacted by the actions The conclusions and recommendations arising from the evaluation will inform both policy development and programme delivery. We will use learning from the evaluation to review the approaches to efficiency of delivery and the effectiveness of the actions against immediate and intermediate policy objectives. Outputs will be measured against baseline data. We will produce interim reports for each of the three years, with a final impact report in 2010. Further support and information Contact details for more information on this consultation process and report. London Development Agency Palestra 197 Blackfriars Road London SE1 8AA Tel 020 7593 8000 Fax 020 7593 8002 Textphone 020 7593 8001 Email: communications@lda.gov.uk www.lda.gov.uk Index of actions Action 1 Co-ordination of information, data and research 1 1.1 Disaggregated data 2 1.2 Business Support Simplification Programme (BSSP) and WOB 3 1.3 Coordinated research Action 2 Business support and advice 4 2.1 Information 5 2.2 Supporting growth 6 2.3 Innovation 7 2.4 Diversity and inclusion 8 2.5 Gender awareness training and flagship providers 9 2.6 Accreditation for business support advisors 10 2.7 Childcare 11 2.8 Mapping exercise and womens enterprise directory Action 3 Business finance 12 3.1 Community development financial institutions 13 3.2 Micro-credit 14 3.3 Online financial literacy 15 3.4 Finance roadshow 16 3.5 Private venture capital 17 3.6 Women‟s business angel networks 18 3.7 Create seed fund Action 4 Private and public sector procurement 19 4.1 Purchaser training 20 4.2 A database of accredited WOBs 21 4.3 Performance monitoring 22 4.4 Panels/prime contacts 23 4.5 Online brokerage/2012 procurement 24 4.6 Meet the buyer 25 4.7 Research Action 5 International partnerships and international trade 26 5.1 Produce brochure 27 5.2 Raise awareness 28 5.3 Train advisors 29 5.4 On-line support 30 5.5 Establish WIIT association 31 5.6 Establish annual event Action 6 Business premises 32 6.1 Benchmarking 33 6.2 Best practice Appendix Additional trends in women‟s enterprise in London Women do not constitute a homogenous group and their experience of gender-related constraints varies markedly. Therefore business support for women‟s enterprise must understand and account for this diversity. • Although women in London engage in economic activity less than men, there has been an increase in women engaging in enterprise in recent years (from 9.7% in 2003, to 11.4% in 2004 and 16.7% in 2005) • There has been limited analysis of ethnic minority women‟s enterprise but available data shows there is a strong correlation between gender, deprivation and ethnicity for entrepreneurship (Harding, 2006; Carter, 2006; London Annual Business Survey, 2005) • London‟s diverse range of deprivation and ethnicity across boroughs leads to important policy implications • Women-owned businesses may experience a higher rate of exit than male-owned businesses and personal issues have a disproportionate influence on female exits in London • Women make smaller initial capital investments than men, and while women‟s enterprises are generally stable, they are less likely to grow and tend to grow slower then men‟s enterprises (Harding, 2006; Carter, 2006; London Annual Business Survey, 2005) • Different levels of male and female self-employment are largely attributable to traditional gender divisions within the labour market (Carter, 2006; London Annual Business Survey, 2005). However, these trends are changing, offering important opportunities for the development of women‟s enterprise • A large proportion of female entrepreneurial activity takes place in businesses that are coowned equally by men and women The following table shows how rates of women‟s self employment and rates of majority-womenowned businesses vary across London. A more comprehensive baseline study on women‟s enterprise in London will be available from April 2007 to compliment this Action Plan. Please contact us if you would like a copy of this study when it is published. Self employment as a percentage of working age by gender and borough % of working age men who are self employed men % of working age women who are self employed Female % of total self employed London 15.0 6.8 30% Barking and Dagenham 13.6 2.1 13% Barnet 14.3 12.8 45% Bexley 16.4 5.7 25% Brent 16.3 6.4 26% Bromley 15.7 5.8 27% Camden 17.0 11.5 39% City of London 35.7 Unavailable Unavailable Croydon 13.7 6.6 31% Ealing 15.8 6.2 26% Enfield 21.4 3.3 12% Greenwich 15.4 5.1 24% Hackney 13.6 5.7 28% Hammersmith and Fulham 14.2 6.8 32% Haringey 19.1 11.4 36% Harrow 16.2 7.6 32% Havering 14.2 4.2 21% Hillingdon 14.1 3.3 17% Hounslow 14.7 9.5 37% Islington 11.2 6.8 37% Kensington and Chelsea 20.6 13.8 39% Kingston-upon-Thames 12.3 5.1 27% Lambeth 13.5 6.2 31% Lewisham 12.2 4.8 28% Merton 15.6 6.9 30% Newham 11.6 3.4 22% Redbridge 12.8 4.2 24% Richmond-upon-Thames 20.8 10.5 32% Southwark 13.6 6.5 31% Sutton 15.9 2.3 12% Tower Hamlets 11.4 3.3 21% Waltham Forest 16.8 7.0 28% Wandsworth 11.5 11.7 51% Westminster, City of 13.2 9.2 40% Source: Annual Population Survey, Apr 2005 – Mar 2006 Glossary of acronyms: Black Asian Minority Ethnic (BAME) Business Link for London (BL4L) Business Support Simplification Programme (BSSP) Childcare Affordability Programme (CAP) Community Development Finance Association (CDFA) Community Development Finance Institution (CDFI) Department for Work and Pensions (DWP) Department of Trade and Industry (DTI) Economic and Social Research Council (ESRC) Further Education Institutions (FEI) Government Office London (GOL) Greater London Authority (GLA) Greater London Enterprise (GLE) Higher Education Institutions (HEI) Institute of Business Advisers (IBA) Investor Ready Programmes (IRP) Learning and Skills Council (LSC) Local Authorities (LA) London Annual Business Survey (LABS) London Development Agency (LDA) Minority Supplier Diversity UK (MSDUK) Olympic Delivery Authority (ODA) Private Workspace Providers (PWPs) Promoting Women‟s Enterprise Support (Prowess) Qualifications and Curriculum Authority (QCA) Small Firms Enterprise Development Initiative (SFEDI) Small Business Service (SBS) Small Medium Enterprise (SME) UK Trade and Investment (UKTI) University of East London (UEL) Women in London‟s Economy (WiLE) Women-Owned Business (WOBs) Other languages and formats This document is available in large print, Braille, on disk, audio cassette and in the languages listed below. For a copy, please contact the LDA Communications Team: Tel: 020 7593 9000 Email: communications@lda.gov.uk Textphone 020 7593 9001 Comments and complaints should be communicated to the LDA in writing to: The Director of Equality and Diversity, London Development Agency, Palestra, 197 Blackfriars Road, London, SE1 8AA Arabic Bengali Chinese Greek Gujarati Hindi Punjabi Turkish Urdu Vietnamese Acknowledgements The LDA would like to thank all of the following businesses, organisations, and individuals, who have contributed to the development of the London Women‟s Enterprise Action Plan, to date. Account 3, Victoria Johnson (ACCA), Debra Blisson (Aegis Associates Ltd), Stewart Dickey (British Bankers‟ Association), Jackie Waring (Blue horizons) Ltd, Business Link for London, Community Development Finance Institution, Tania Fernades (Collage-arts), Yvonne Field (Ethnic Minority Business Forum), Greater London Authority, , Richard Abbott (HBV Enterprise), Elsa Caleb (Institute of Business Advisers), Ian Short (Job Centre Plus), Daniel Cameron (LDA), Salema Gulbahar (LDA) , Saab Pahal (LDA), Yvonne Thompson (LDA Board Member), Jackie Brieton (Prowess), Jobeda Ali (Sci TV), Small Business Service (DTI), Social Enterprise London, Street Cred, UK Trade and Investment Learning and Skills Council, Inge Struder, Sonia Klein. The LDA would like give special thanks to Salema Gulbahar for her overall role in coordinating the production of The London Women‟s Enterprise Action Plan.